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R2020-073 2020-06-22RESOLUTION NO. R2020-73 A Resolution of the City Council of the City of Pearland, Texas, awarding a unit supply bid for the purchase of Debris Management Services to Cere Environmental Services, for the period of July 11, 2020 to July 10, 2022. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City obtained unit supply bids for Debris Management Services. Section 2. That the City Council hereby awards a bid to Cere Environmental Services, in the unit supply amounts reflected in Exhibit "A" attached hereto. Section 3. The City Manager or his designee is hereby authorized to execute a contract for the purchase of Debris Management Services. PASSED, APPROVED and ADOPTED this the 22nd day of June, A.D., 2020. TOM REID MAYOR ATTEST: CRYSTAL ROAN, MC CITY SECRETARY APPROVED AS TO FORM: La�J� DARRIN M. COKER CITY ATTORNEY Bid a 0220.22 Title Debris Management Services EXHIBIT A Graham County Lend Comoanv Ceres Environmental Sewices shawnee mission tree service Resolution No. 2020-73 Exhibit "A: ®ate®®ate® ®® on MINER".. IMMUM SEEFUT-711 1111111791 M, 11210- MENEM ONE= MENEM MINE-! WME ® SEE moom MENEM MEN SON NEEFT M, mogm MO MOM 1030 NEW=- ®��MENEM M�-��MENEM MEN SEE molim MENEM MINIM EM MIN ENE= ME IMEE3M IMF= M., EVEN mow,, MEN (9311 NORM MEN DONE@ MODEM MODEM MEFFM M., MOVIE MEN onam SON MINIM we MENEM SEE MINIM ENE= ENE= MINIM mo� MODEM em. MINIM woom ®•. SOMMEM �� NORM 11111MEMM mogm SCSI MENEM MINIM 10111 NEEF NEW ENE= S21,477,200.00 $30.26 250.00 WON MINE now $33,00 200.00 BOOM E103M MUSE P 90, WIN MINE=— NEEM MENEM 21111 EMIN MODEM 11MffTw=TM,, COME ROMMEMENUMM, EMMEMSEFTER M., MODEM EMMM, MODEM Soff yr -TM, MODEM INUMT-511 MOM MINFEEM M., ORIONMEET MISMINMINE ®� IN Resolution No. 2020-73 Exhibit "A: Graham County Lend Comoanv. Ceres Environmental Services. ahawnee mission tree service. INF ITFM9 I I C. TFR Fnternriwww Inr: f`natnm Trww fwrw Inn Inn r1R('. Fmw.rvnry Cwvirwe I r f1Rn1 nrnnr Mwnrwr<Trww Line Deacrl tion UOM OTY Unit Extended Unit Extended Unit Extended Unit Extended Unit Extended Unit Extended 10.2 13'* to 24" EA 1 $110.00 $395.00 $148.00 $111 $725.00 $210.00 10.3 25" to 36" EA 1 $135.00 $590.00 $268.00 $260.00 $200.00 5255.00 10.4 37" to 48" EA 1 5750.00 $885.00 $388.00 $385.00 $375.00 $675.00 10.5 49" and laroar EA 1 $200.00 $990.00 $498.00 5510.00 $500.00 5950,00 Hanger Removal (2" or greater at the break and price 10.6 car tree EA 1 $40.00 $795.00 598.00 $112.00 $125.00 S95.DD Removal of Eligible Hazardous Stumps from 11 Private Pro rrn, 1 $1.050.00. S1,08&00 6676.00 $1.725.00 $650.00 $1 ,075.001 11.1 24" to 36" EA 1 $250.00 $275.00 $175.00 5425.00 $175.00 $450.00 11.2 37" to 48" EA 1 $350.00 $365.00 $225.00 $575.00 $225.00 $600.00 11.3 49" and lar er EA 1 $450.00 $445.D0 $275.00 $725.00 $250.00 $925.00 Removal of Eligible White 12 Goods 1 $50.00 $110.00 $120.00 $124.00 $125.00 $145.OD 12.1 Without Freon Recove 1 $15.00 $65.00 $45.00 S45.D0 $50.00 $50.00 12.2 Whh Freon Recover 1 $35.00 $45.00 $75.00 $79.00 $75.00 $95.00 Removal of Abandoned 13 Eligible Vessel 1 $800.00 $105.00 $270.D0 $580.00 $640.00 $128.00 Land-based removal of 13.1 sunken vessels w/keeled hulls LF 1 $50.00 $23.00 $35.001 $95.001 $105.00 $20.00 Menne-based removal of sunken vessels vnth keeled 13.2 hulls LF 1 $250.00 $23.00 $70.00 $135.00 $145.00 $32.00 Abandoned vessels on ROW or pudic property with keeled 13.3 hulls LF 1 $100.00 $12.00 $30.00 $85.00 $75.00 $12.00 Land-based removal of sunken vessels whet Or v- 13.4 hullo LF 1 $50.00 $12.00 $35.00 $85.00 $95.00 $20.00 Marine -based removal of sunken vessels win flat or v- 13.5 hulls LF 1 $250.00 $23.00 $70.001 $115.00 $145.001 $32.00 Abandoned vessels on ROW or pudic property with flat or v- 13.6 hulls LF 1 $100.001 $12.00 530.00 $65.00 $75.00 $12.00 14 lRemoval of Silt and Mud 1 $107.00 S177.00 $39.75 $51.00 $6400 $185:00 14.1 0 - 15 Miles CY 1 $20.00 $36.00 $9.25 $10.50 $14.00 $35.00 14.2 15.1 -to 30 Miles CY 1 $24.00 $43.00 $9.75 $11.50 $16.00 $42.00 14.3 30.1 -to 60 Miles CY 1 $28.00 $47.00 210.25 $13.50 516.00 $50.00 14.4 60.1 miles and over CY 1 $35.00 $51.00 $10.50 $15.50 578.00 $55.00 Collection, Staging and 15 1 Sand 1 5104.00 $116.75 $36.26 $41.40 $40.00 5100.00 15.1 Collection 0- 10 Miles CY 1 $20.00 $23.00 $9.25 $9.75 $9.00 $30.00 15.2 Collect- Over 10 Mlles CY 1 $24.00 $32.00 $9.75 $10.75 511.00 $35.00 Staging and screening of sand 15.3 at Stan Site CY 1 $15.00 $6.75 $4.25 $4.90 $6.00 $6.00 Return of dean sand, 0-10 15.4 miles CY 1 $20.00 $23.00 $7.25 $6,50 $6.00 $12.00 Return of dean sand, over 10 15.5 miles CY 1 $25.00 $32.00 $7.75 59.50 $8.00 $17.00 18 '.1 Miscellaneous items 117111 $1201.17 $1743.98 $1.55150 $1223.00 16.1 Emer en RoaClnce Hourl 1 $245.00 $375.00 $275.00 $295.00 $275.00 $680.00 DMS Managemed nt aearand 16.2 O mations CY 1 $1.50 $2.45 $0.75 $1.55 $1.25 $2.50 Reduction of Debris Through 16.3 Gnndin CY 1 $2.50 $1.40 $250 $3.38 $2.75 $3.75 Reduction of Debris Through 16.4 Air Curtain Incineration CY 1 $2.25 $1.55 $1.95 $2.90 5200 $275 Reduction of Debris Through 16.5 OpenBurn CY 1 $1.15 $0.75 $1.25 50.98 $0.50 $200 Removal of Refrigerator Contenb/Non-Hazardous 16.6 West. Pound 1 $3.00 53.00 $200 $1.98 $2.00 $8.00 Removal of Eligible Used 16.7 Electronics EA 1 $10.00 $8.00 $35.00 $18.00 $25.00 $25.00 Removal of Hazardous 16.8 H .... hold Waste Pound 1 $5.00 $2.00 $10.00 $4.98 $8.501 $15.00 Removal of abandoned vehicles on ROW or pudic 16.8 property EA 1 $100.00 $310.00 $275.00 $300.00 $300.00 $175.00 Operetlon of vehicle and 16.10 ==let site each day EA 1 $1,000.00 $20.00 $500.00 $1,000.00 5600.00 $100.00 Removal antl Disposal of 16.11 Eli $isle Animal Carcase Pound, 1 $2.00 $4.00 $4.00 $1.98 $2.50 $20.00 16.12 Removal ofEli ible Tires EA 1 1 $2.00 $13.00 $20.00 $28.00 (40.00 $70.00 Removal of Eligible Gasoline 16.13 Powered Tools EA 1 55.00 $8.00 545.00 S55.D0 $65.00 $75.00 Cradle to Grave: ROW 16.14 Va tetive Debris CY 1 $13.00 $15.00 $14.11 $14.23 $13.00 $21.00 Cradle to Grave: ROW C&D 16.15 Debris CY 1 $18.00 $18.00 $14.61 $14.98 $15.00 $23.00 Miscellaneous Hourly Rete 17 Items - 1 $51.390.00 $35,255.00 $10.5911,00 $17,565.16 $26,030.00 $12,11,12.00 JD 544 Wheel Loader with Lor 17.1 Debris Gra ;eBucket Hou 1 $200.00 $146.00 $130.00 $13200 $225.00 5140.00 JD 644 Wheel Loader with 17.2 Debris Gra a or Bucket Hou 1 $225.00 $155.00 $135.00 $143.00 11230.00 $165.00 Extendaboom Forklift with 17.3 Debris Gra a Hourly ou i $ 180.00 $18500 $100.00 $98.00 11220.00 5745.00 17.4 Skid Steer, 10001bca ac Hou 1 5125.00 $135.00 $75.00 (88.00 5220.00 175.00 17.5 Sldd Steer, 2 OOOIb ca ac Hourly 1 $135.00 $140.00 $85.00 598.00 5220.00 585.00 753 Bobcat Skid Steer Loader 17.6 with Debris Gra Hourly ou 1 $135.00 $130.00 585.00 $98.00 $220.00 590.00 753 Bobcat Skid Steer Loader 17.7 with Bucket Hou 1 $135.00 $135.00 $75.00 598.00 1 $220.00 1 590.00 Graham Countv Land Conroanv. Ceres Environmental Services, shawnee mission tree service. -®" -®' " -®l -®' I -®" - �:r• ••r Mmam��Mnam� MMUM Emam MERM Generator IM-�-�- Graham Counly. and Comoenv. Ceres Environmental Services. Shawnee mission tree service. I IIJF ITIPMR I f' T—Fnlwrnricwc Inn 1-1—Trww f'arw Inn Inr f]Rf. Fmnrnwnry Cwrvinwc I I f. n r1RAl.1— AA 1— Trww Total $88,072,381.40 $89,357,115.90 $114,863,310.17 2116,110,180.52 $137,579,866.50 $164,475,813.00 ® 111 : - • •�7��—�—�—®—�—�— IF" :• —NINE= — I1••I•J•:lI�1I1•I•� Total $88,072,381.40 $89,357,115.90 $114,863,310.17 2116,110,180.52 $137,579,866.50 $164,475,813.00 City of Pearland 3519 Liberty Drive Pearland, TX 77581 General Services Contract This Contract (Contract) is made between the City of Pearland, Texas (City), and Contractor. The City and Contractor agree to the terms and conditions of this Contract, which consists of the following parts: I. Summary of Contract Terms II. Signatures III. Standard Contractual Provisions IV. Special Terms and Conditions V. Additional Contract Attachments 1. Summary of Contract Terms. Contractor: Ceres Environmental Services, Inc. 6968 Professional Parkway E Sarasota, FL 34240 Description of Services: Contractor will provide post disaster debris management services for the City of Pearland, as needed, per the specifications of 0220- 22; City Council Resolution #R2020-73. Contract Type: Unit Price Contract, based on activation with notice to proceed Effective Date: 7/11/2020 Termination Date: 7/10/2022 Renewal: One (1) renewal option available, upon the mutual agreement of both parties. 11. Signatures. By signing below, the parties agree to the terms of this Contract: CITY OF PEARLAND: CONTRACTO4 John Mccarter o'F a'°"` " ° 6/29/2020 i edge - s e Ve 5Fr1 V. ✓D Vl trhF ' o.ezazo�z9 »s� VVI C6 III(, Assistant Fi nce Director Date Title: ✓ Oryx zc� Date: "Sigri(ed by: City Mbnager Assistant City Manager Director Supehntendent/Manager *Contract Signature Authority: Superintendent/Manager -$5,999 or less Director - $6,000 to $30,000 City Manager/Assistant City Managers - $30,001 to $50,000 City Council Resolution - $50,000+ Page 1 of 8 III. Standard Contractual Provisions. A. Definitions. Contract means this Standard Services Contract. Services means the services for which the City solicited bids or received proposals as described in Exhibit A, attached hereto. B. Services and Payment. Contractor will furnish Services to the City in accordance with the terms and conditions specified in this Contract. Contractor will bill the City for the Services provided at intervals of at least 30 days, except for the final billing. The City shall pay Contractor for the Services in accordance with the terms of this Contract, but all payments to be made by the City to Contractor, including the time of payment and the payment of interest on overdue amounts, are subject to the applicable provisions of Chapter 2251 of the Government Code. C. Termination Provisions. (1) City Termination for Convenience. Under this paragraph, the City may terminate this Contract during its term at any time for the City's own convenience where the Contractor is not in default by giving written notice to Contractor. If the City terminates this Contract under this paragraph, the City will pay the Contractor for all services rendered in accordance with this Contract to the date of termination. (2) Termination for Default. Either party to this Contract may terminate this Contract as provided in this paragraph if the other party fails to comply with its terms. The party alleging the default will give the other party notice of the default in writing citing the terms of the Contract that have been breached and what action the defaulting party must take to cure the default. If the party in default fails to cure the default as specified in the notice, the party giving the notice of default may terminate this Contract by written notice to the other party, specifying the date of termination. Termination of this Contract under this paragraph does not affect the right of either party to seek remedies for breach of the Contract as allowed by law, including any damages or costs suffered by either party. (3) Multi -Year Contracts and Funding. If this Contract extends beyond the City's fiscal year in which it becomes effective or provides for the City to make any payment during any of the City's fiscal years following the City's fiscal year in which this Contract becomes effective and the City fails to appropriate funds to make any required Contract payment for that successive fiscal year and there are no funds from the City's sale of debt instruments to make the required payment, then this Contract automatically terminates at the beginning of the first day of the City's successive fiscal year of the Contract for which the City has not appropriated funds or otherwise provided for funds to make a required payment under the Contract. D. Liability and Indemnity. Any provision of any attached contract document that limits the Contractor's liability to the City or releases the Contractor from liability to the City for actual or compensatory damages, loss, or costs arising from the performance of this Contract or that provides for contractual indemnity by one party to the other party to this Contract is not applicable or effective under this Contract. Except where an Additional Contract Document provided by the City provides otherwise, each party to this Contract is responsible for defending against and liable for paying any claim, suit, or judgment for damages, loss, or costs arising from that party's negligent acts or omissions in the performance of this Contract in accordance with applicable law. This provision does not affect the right of either party to Page 2 of 8 this Contract who is sued by a third party for acts or omissions arising from this Contract to bring in the other party to this Contract as a third -party defendant as allowed by law. E. Assignment. The Contractor shall not assign this Contract without the prior written consent of the City. F. Law Governing and Venue. This Contract is governed by the law of the State of Texas and a lawsuit may only be prosecuted on this Contract in a court of competent jurisdiction located in or having jurisdiction in Brazoria County, Texas. G. Entire Contract. This Contract represents the entire Contract between the City and the Contractor and supersedes all prior negotiations, representations, or contracts, either written or oral. This Contract may be amended only by written instrument signed by both parties. H. Independent Contractor. Contractor shall perform the work under this Contract as an independent contractor and not as an employee of the City. The City has no right to supervise, direct, or control the Contractor or Contractor's officers or employees in the means, methods, or details of the work to be performed by Contractor under this Contract. The City and Contractor agree that the work performed under this Contract is not inherently dangerous, that Contractor will perform the work in a workmanlike manner, and that Contractor will take proper care and precautions to insure the safety of Contractor's officers and employees. I. Dispute Resolution Procedures. The Contractor and City desire an expeditious means to resolve any disputes that may arise between them regarding this Contract. If either party disputes any matter relating to this Contract, the parties agree to try in good faith, before bringing any legal action, to settle the dispute by submitting the matter to mediation before a third party who will be selected by agreement of the parties. The parties will each pay one- half of the mediator's fees. J. Attorney's Fees. Should either party to this Contract bring suit against the other party for breach of contract or for any other cause relating to this Contract, neither party will seek or be entitled to an award of attorney's fees or other costs relating to the suit. K. Severability. If a court finds or rules that any part of this Contract is invalid or unlawful, the remainder of the Contract continues to be binding on the parties. IV. Special Terms or Conditions. None. V. Additional Contract Documents. The following specified documents attached to this Contract are part of this Contract. Any provision contained in the Contractor's Additional Contract Documents that conflicts with this Contract shall have no legal effect. A. Contractor's Additional Contract Documents: 1. The contractor's response to bid # 0220-22 (Exhibit C) shall be construed as additional contract documents. 2. Executed Contractor Insurance Requirements & Agreement (required insurance certificate[s] shall be in possession of City at actual commencement of work). B. City's Additional Contract Documents: 1. Scope of Services as listed on the attached. Page 3 of 8 EXHIBIT A CONTRACTOR'S SCOPE OF SERVICES Scope of services shall consist of the contractor providing post disaster debris management services, on an as needed basis for the City of Pearland, per the specifications of bid # 0220-22 (Exhibit B); resolution # R2020-73. Pricing is as follows per contractor's response to the same, as listed below: LINE ITEMS Ceres Environmental Services, Inc. Line Description UOM Unit Cost 1 ROW Vegetative Debris Removal Collect & Haul 1.1 0 - 15 miles CY $8.24 1.2 0 - 15 miles Ton $70.04 1.3 15.1 - 30 miles CY $8.64 1.4 15.1 - 30 miles Ton $73.44 1.5 30.1 - 60 miles CY $9.14 1.6 30.1 - 60 miles Ton $77.69 1.7 60.1 + miles CY $9.84 1.8 60.1 + miles Ton $83.64 2 ROW C&D Debris Removal Collect & Haul 2.1 0 - 15 miles CY $8.74 2.2 0 - 15 miles Ton $61.18 2.3 15.1 - 30 miles CY $9.24 2.4 15.1 - 30 miles Ton $64.68 2.5 30.1 - 60 miles CY $9.94 2.6 30.1 - 60 miles Ton $69.58 2.7 60.1 + miles CY $10.94 2.8 60.1 + miles Ton $76.58 3 Haul -out of Reduced Debris to Final Disposal Site 3.1 0 - 15 miles CY $4.22 3.2 0 - 15 miles Ton $15.83 3.3 15.1 - 30'miles CY $4.66 3.4 15.1 - 30 miles Ton $17.48 3.5 30.1 - 60 miles CY $5.18 3.6 30.1 - 60 miles Ton $19.43 3.7 60.1 + miles CY $5.98 3.8 60.1 + miles Ton $22.43 4 Removal of Eligible Hazardous Stumps 4.1 500 EA $350.00 4.2 400 EA $500.00 4.3 300 EA $650.00 5 1 Private Property Vegetative Debris Removal 5.1 0 - 15 miles CY $9.79 5.2 0 - 15 miles Ton $83.22 5.3 15.1 - 30 miles CY $10.09 5.4 15.1 - 30 miles Ton $85.77 5.5 30.1 - 60 miles CY $10.59 5.6 30.1 - 60 miles Ton $90.02 5.7 60.1 + miles CY $11.19 5.8 60.1 + miles Ton $95.12 Page 4 of 8 6 Private Property C&D Debris Removal 6.1 0 - 15 miles CY $9.99 6.2 0 - 15 miles Ton $69.93 6.3 15.1 - 30 miles CY $10.49 6.4 15.1 - 30 miles Ton $73.43 6.5 30.1 - 60 miles CY $11.19 6.6 30.1 - 60 miles Ton $78.33 6.7 60.1 + miles CY $12.19 6.8 60.1 + miles Ton $85.33 7 Demolition, Removal, Transport, and Demolition of Eligible NON-RACM Structures 7.1 0 - 15 miles CY $16.49 7.2 0 - 15 miles Ton $115.43 7.3 15.1 - 30 miles CY $16.99 7.4 15.1 - 30 miles Ton $118.93 7.5 30.1 - 60 miles CY $17.99 7.6 30.1 - 60 miles Ton $125.93 7.7 60.1 + miles CY $19.24 7.8 60.1 + miles Ton $134.68 8 Demolition, Removal, Transport, and Demolition of Eligible RACM Structures 8.1 0 - 15 miles CY $25.49 8.2 0 - 15 miles Ton $178.43 8.3 15.1 - 30 miles CY $25.99 8.4 15.1 - 30 miles Ton $181.93 8.5 30.1 - 60 miles CY $26.99 8.6 30.1 - 60 miles Ton $188.93 8.7 60.1 + miles CY $28.34 8.8 60.1 + miles Ton $198.38 9 Removal of Eligible Hazardous Leaning Trees and Hanging Limbs 9.1 6" to 12" EA $105.00 9.2 13" to 24" EA $155.00 9.3 25" to 36" EA $225.00 9.4 37" to 48" EA $350.00 9.5 49" and larger EA $475.00 9.6 Hanger Removal 2" or greater at the break and price per tree EA $92.00 10 Removal of Eligible Hazardous Leaning Trees and Hanging Limbs from Private Property 10.1 6" to 12" EA $140.00 10.2 13" to 24" EA $190.00 10.3 25" to 36" EA $260.00 10.4 37" to 48" EA $385.00 10.5 49" and larger EA $510.00 10.6 Hanger Removal 2" or greater at the break and price per tree EA $112.00 11 Removal of Eligible Hazardous Stumps from Private Property 11.1 24" to 36" EA $425.00 11.2 37" to 48" EA $575.00 11.3 49" and larger EA $725.00 12 Removal of Eligible White Goods 12.1 Without Freon Recovery $45.00 12.2 With Freon Recovery $79.00 Page 5 of 8 13 Removal of Abandoned Eligible Vessel 13.1 Land-based removal of sunken vessels w/keeled hulls LF $95.00 13.2 Marine -based removal of sunken vessels with keeled hulls LF $135.00 13.3 Abandoned vessels on ROW or public property with keeled hulls LF $85.00 13.4 Land-based removal of sunken vessels w/flat or v -hulls LF $85.00 13.5 Marine -based removal of sunken vessels with flat or v -hulls LF $115.00 13.6 Abandoned vessels on ROW or public property with flat or v- hulls LF $65.00 14 Removal of Silt and Mud 14.1 0 - 15 Miles CY $10.50 14.2 15.1 - to 30 Miles CY $11.50 14.3 30.1 - to 60 Miles CY $13.50 14.4 60.1 miles and over CY $15.50 15 Collection, Staging and Screening of Sand 15.1 Collection 0 - 10 Miles CY $9.75 15.2 Collection Over 10 Miles CY $10.75 15.3 Sta ing and screening of sand at Staging Site CY $4.90 15.4 Return of clean sand, 0-10 miles CY $6.50 15.5 Return of clean sand, over 10 miles CY $9.50 16 Miscellaneous Items 16.1 Emergency Road Clearance Hourly $295.00 16.2 DMS Management and Operations CY $1.55 16.3 Reduction of Debris Through Grinding CY $3.38 16.4 Reduction of Debris Through Air Curtain Incineration CY $2.90 16.5 Reduction of Debris Through Open Burn CY $0.98 16.6 Removal of Refrigerator Contents/Non-Hazardous Waste Pound $1.98 16.7 Removal of Eligible Used Electronics EA $19.00 16.8 Removal of Hazardous Household Waste Pound $4.98 16.9 Removal of abandoned vehicles on ROW or public property EA $300.00 16.10 Operation of vehicle and vessel storage site each day EA $1,000.00 16.11 Removal and Disposal of Eligible Animal Carcass Pound $1.98 16.12 Removal of Eligible Tires EA $28.00 16.13 Removal of Eligible Gasoline Powered Tools EA $55.00 16.14 Cradle to Grave: ROW Vegetative Debris CY $14.23 16.15 Cradle to Grave: ROW C&D Debris CY $14.98 17 Miscellaneous Hourly Rate Items 17.1 JD 544 Wheel Loader with Debris Grapple or Bucket Hourly $132.00 17.2 JD 644 Wheel Loader with Debris Grapple or Bucket Hourly $143.00 17.3 Extendaboom Forklift with Debris Grapple Hourly $98.00 17.4 Skid Steer, 1,OOOIb capacity Hourly $68.00 17.5 Skid Steer, 2,OOO1b capacity Hourl $98.00 17.6 753 Bobcat Skid Steer Loader with Debris Grapple Hourly $98.00 17.7 753 Bobcat Skid Steer Loader with Bucket Hourly $98.00 17.8 753 Bobcat Skid Steer Loader with Street Sweeper Hourly $89.05 17.9 2-2.5CYs Articulated Loader with Bucket Hourly $128.75 17.10 3-4CYs Articulated Loader with Bucket Hourly $139.05 17.11 CAT 730 Articulating End Dump or similar Hourly $136.01 17.12 CAT D3 Dozer Hourly_$105.00 17.13 CAT D4 Dozer Hourly_$114.00 17.14 CAT D5 Dozer Hourly $135.00 17.15 CAT D6 Dozer Hourly $145.00 Page 6 of 8 17.16 CAT D7 Dozer Hourly $150.00 17.17 CAT D8 Dozer Hourly $158.00 17.18 CAT 125-140 Motor Grader Hourly_$125.00 17.19 JD 690 Track Hoe with Debris Grapple Hourly -$223.04 17.20 JD 690 Track Hoe with Bucket and Thumb Hourly_$215.35 17.21 Rubber Tired Excavator with Debris Grapple Hourly_$214.24 17.22 JD 310 Rubber Tired Excavator with Debris Grapple Hourly $132.98 17.23 Hydraulic Excavator, 1.5CYs Hourly $215.35 17.24 Hydraulic Excavator, 2.5CYs Hourly $230.73 17.25 210 Prentice Knuckleboom with Debris Grapple Hourly $166.23 17.26 CAT 623 Self Loader Scraper Hourly $133.90 17.27 Hand Fed Debris Chipper Hourly $105.78 17.28 300-400 HP Grinder Hourly $427.45 17.29 800-1000 HP Grinder Hourly $489.25 17.30 15 -Ton Crane Hourly $175.10 17.31 30 -Ton Crane Hourly $298.70 17.32 50 -Ton Crane Hourly $401.70 17.33 100 -Ton Crane Hourly $535.60 17.34 40'-60' Bucket Truck Hourly $221.45 17.35 60' or Greater Bucket Truck Hourly $252.35 17.36 Street Sweeper Hourly $89.05 17.37 Crash Truck Hourly $92.70 17.38 Fuel/Service Truck Hourly $92.70 17.39 Water Truck 2000 Gallon Hourl $92.70 17.40 Vacuum Truck Hourly $234.84 17.41 Portable Light Plant Hourly $29.87 17.42 Scissor Lift, Telescoping Hourly $22.67 17.43 Lowboy Trailer with Tractor Hourly $98.23 17.44 Flatbed Truck Hourly $86.89 17.45 Pick Up Truck Unmanned Hourly $15.45 17.46 Self Loading Truck with Debris Grapple, 25-60CYs Hourly $200.85 17.47 Self Loading Truck with Debris Grapple with Trailer, 65-120CYs Hourly $221.45 17.48 Single Axle Dump Truck 5-12CYs Hourly $82.40 17.49 Tandem Axle Dump Truck 16-20CYs Hour! $84.46 17.50 Tandem Axle Dump Truck 21-30CYs Hourly $88.58 17.51 Tandem Axle Dump Truck 31-50CYs Hourl $90.64 17.52 Tandem Axle Dump Truck 51-80CYs Hourly $94.76 17.53 Tandem Axle Dump Truck / Tractor Trailer Over 80CYs Hour! $94.76 17.54 Power Screen Hourly $128.75 17.55 Stacking Conveyor Hourly $17.51 17.56 Chainsaw Hourly $6.18 17.57 5kW Portable/Mobile Generator Hourly $37.66 17.58 10kW Portable/Mobile Generator Hourly $53.13 17.59 20kW Portable/Mobile Generator Hourly $59.08 17.60 40kW Portable/Mobile Generator Hourly $108.15 17.61 60kW Portable/Mobile Generator Hourly $128.23 17.62 80kW Portable/Mobile Generator Hourly $86.58 17.63 100kW Portable/Mobile Generator Hourly $95.33 17.64 120kW Portable/Mobile Generator Hourly_$118.09 17.65 150kW Portable/Mobile Generator Hourly $134.27 17.66 175kW Portable/Mobile Generator Hourly $150.91 17.67 200kW Generator Hourly $167.13 Page 7 of 8 17.68 240kW Generator Hourly $208.79 17.69 320kW Generator Hourly $264.23 17.70 500kW Generator Hourly $407.96 17.71 640kW Generator Hourly $527.39 17.72 750kW Generator Hourly $615.09 17.73 1000kW Generator Hourly $815.13 17.74 1500kW Generator Hourly $1,170.07 17.75 2000kW Generator Hourly $1,471.88 17.76 2250kW Generator Hourly $1,693.18 17.77 Pump, 95HP minimum 25' intake and 200' dischar a Hourly $37.78 17.78 Pump, 200HP minimum 25' intake and 200' dischar a Hourly $63.47 17.79 Pump, 650HP minimum 25' intake and 200' dischar a Hour! $98.23 17.80 Temporary Office Trailer Hourly $10.30 17.81 Response Trailer 20' Hourly $18.54 17.82 Response Trailer 36' Hourly $25.75 17.83 Mobile Command Center Hourly $25.75 17.84 Laborer with Hand Tools Hourly $38.11 17.85 Flagger Hourly $38.11 17.86 Skilled Sawman Hourly $47.00 17.87 Climber with Gear Hourly $56.65 17.88 Crew Foreman with Truck and Communications Hourly_$62.83 17.89 Operations Manager with Truck and Communications Hourly $89.61 17.90 Superintendent with Truck and Communications Hourly $77.25 Page 8 of 8 EXHIBIT B REQUEST FOR PROPOSAL Debris Management Services for City of Pearland RFP # 0220-22 DUE DATE: 4/02/2020 11:00 a.m. CST CITY OF PEARLAND, TEXAS 3523 Liberty Drive Pearland, TX 77581 (281) 652-1668 https://Peariand.ionwave.net Page 1 of 56 EXHIBIT B Introduction The City of Pearland is soliciting Proposal(s) for Debris Management Services. Proposals shall be received no later than 11:00 a.m., CST, 4/02/2020. Proposals received after the deadline stated herein will not be considered for the award of the contract and shall be considered void and unacceptable. It shall be the Vendor's sole responsibility to assure response delivery by the designated time. Late submissions will not be opened. Proposal forms, specifications and all necessary information may be obtained from the following website, upon supplier registration approval: https://pearland.ionwave.net. Prospective respondents should download required documents as found in the "Attachments" tab on website referenced above, print, complete and submit with all proposal requirements as stated herein. It is strongly encouraged that RFP responses be submitted via he E -bid system as referenced in this paragraph. Any hard -copy submissions should include one (1) original and one (1) electronic version of the proposal and should be returned in a sealed envelope clearly bearing the name and address of the respondent and marked with the RFP number (0220-22) on the outside of submittal envelop. Facsimile and/or email transmittals shall not be accepted as valid bids. Hard -copy proposals shall be submitted to: City of Pearland, City Secretary Office 3519 Liberty Drive Pearland, TX 77581 The City of Pearland is aware and appreciative of the time and effort you expend in preparing and submitting proposals to the City. Please notify the Purchasing Office in writing via email at ebids@pearlandtx.gov of any bid requirements that are causing you difficulty in responding to our proposal. We want to make the process as convenient as possible so that all responsible vendors can compete for the City's business. QUESTIONS REGARDING PROPOSAL SPECIFICATIONS: All questions regarding this proposal should be submitted in writing to the City of Pearland Purchasing Office, via email at ebids@pearlandtx.gov Questions should be submitted in writing no later than 12:00 p.m., CST, 03/25/2020. NOTE: Successful offeror shall be subject to certain Federal and/or State certifications and assurances regarding compliance with uniform administrative requirements for Federally -funded non -construction programs, debarment, suspension, ineligibility, voluntary exclusion — lower -tier covered transactions and lobbying (15 CFR Part 26, "Government -wide Debarment and Suspension," and 15 CFR Part 28, "New Restrictions on Lobbying"). Page 2 of 56 EXHIBIT B Definitions In order to simplify the language throughout this request for proposals, the following definitions shall apply: CITY OF PEARLAND—The government of the City of Pearland, Texas; including the City Council, City Manager or his designee; and, in matters pertaining directly to subsequent debris removal and disposal services oversight, will include the City's designated debris monitoring contractor. CITY COUNCIL—The elected officials of the City of Pearland, Texas given the authority to exercise such powers and jurisdiction of all City business as conferred by the State of Constitution and Laws. CONTRACT— An agreement between the City and a Provider to furnish supplies and/or services over a designated period of time during which repeated purchases are made of the commodity and/or service specified. CITY— Same as the City of Pearland. OFFEROR/CONTRACTOR —The respondent, proposer, contractor, or submitting party of a response to this RFP. RFP— Request for Proposal. Page 3 of 56 EXHIBIT B SECTION I —GENERAL SPECIFICATIONS/TERMS & CONDITIONS 1.0 INTENTION OF SPECIFICATIONS The City of Pearland intends to obtain competitive sealed proposals from qualified bidders who can provide emergency debris removal services during/following emergency or catastrophic circumstances. This will be an as needed service. The contract will result in one (1) primary and one (1) or more alternative service provider(s). No dollar quantities are guaranteed. The City of Pearland reserves the right to accept or reject any and all proposals, to accept any proposal deemed advantageous and to waive irregularity in the proposals. By submitting a proposal, the offeror acknowledges and will adhere to all specifications as stated within this proposal packet. NO PERSON has the authority to verbally alter these specifications. Any changes to specifications will be posted on the City of Pearland's E -bidding website via addendum. 2.0 GENERAL CONDITIONS 2.1 PROPOSALS MUST COMPLY with all state, county and local laws concerning this type of good or service. 2.2 REMEDIES: The successful offeror and City of Pearland agree that both parties have all rights, duties and remedies available as stated in the Uniform Commercial Code. 2.3 FUNDING: Funds for payment have been provided through the City of Pearland budget approved by the City Council for this fiscal year only. State of Texas statutes prohibit the obligation and expenditure of public funds beyond the fiscal yearforwhich a budget has been approved. Therefore, anticipated orders or other obligations that may arise past the end of the current City of Pearland fiscal year shall be subject to budget approval. 2.4 ETHICS: The offeror shall not offer or accept gifts or anything of value or enter into any business arrangement, or discussion of this solicitation, with any employee, official or agent of City of Pearland, except as specifically named herein. More than one proposal on any one contract from a firm or individual under different names may be grounds for rejection of all bids in which the firm or individual has an interest. One or all proposals may be rejected if there is any reason to believe that collusion exists between offerors. 2.5 EQUAL OPPORTUNITY EMPLOYER: The successful Offeror shall warrant and agree that he/she is an Equal Opportunity Employer. Should complaints of any form of discrimination, either in dispensation of the service, or within company hiring policies be substantiated, this contract may be terminated immediately. 2.6 SEVERABILITY: If any section, subsection, paragraph, sentence, clause, phrase or word of these requirements or specifications shall be held invalid, such holding shall not affect the remaining portions of these requirements and the specifications and it is hereby declared that such remaining portions would have been included in these requirements and the specifications as though the invalid portion had been omitted. Page 4 of 56 EXHIBIT B 2.7 HOUSE BILL 89 VERIFICATION: The Offeror shall not Boycott Israel during the term of the resultant contract; meaning Offeror will not refuse to deal with, terminate business activities with, or otherwise take any action that is intended to penalize, inflict economic harm on, or limit commercial relations specifically with Israel, or with person or entity doing business in Israel or in an Israeli -controlled territory. 2.8 City may, at any time, request a meeting to discuss performance, service, etc. 2.9 Offeror shall not subcontract any tasks associated with this contract without prior written consent of the City. 2.10 A contract will not be awarded to any party that has been debarred, suspended, excluded or ineligible for participation in federal assistance programs. In the event an awarded Contractor becomes debarred, suspended, excluded or ineligible for participation in federal assistance programs after award of contract, the awarded contract may be cancelled without notice. 2.11 CONFLICT OF INTEREST: No public official shall have interest in this contract except in accordance with Vernon's Texas Codes Annotated, Local Government Code Title 5, Subtitle C, Chapter 171. Offerors must make every effort to comply Chapter 176 of the Texas Local Government Code. Chapter 176 mandates the public disclosure of certain information concerning persons doing business or seeking to do business with the City of Pearland, including affiliations and business and financial relationships such persons may have with City of Pearland officers. By doing business or seeking to do business with the City of Pearland, including submitting a response to this Request for Proposals, you acknowledge that you have been notified of the requirements of Chapter 176 of the Texas Local Government Code and you are representing that you are in compliance with them. Conflict of Interest Questionnaire (CIQ) form must be completed and turned in with proposal (located in the Attachments tab of e -bid system). 3.0 PROPOSAL PREPARATION 3.1 GENERAL INSTRUCTIONS: Offerors should carefully examine all terms, conditions, specifications and related documents. Should an Offeror find discrepancies in or omissions from the specifications or related documents, or should there be doubt as to their meaning, the City of Pearland Purchasing Office should be notified immediately for clarification prior to submitting the Proposal. In the event of any conflict between the terms and conditions of these requirements and the specifications, the specifications shall govern. In the event of any conflict of interpretation of any part of this overall document, the City of Pearland's interpretation shall govern. 3.2 DOCUMENTATION: Offeror shall provide with this Proposal response all documentation required herein; failure to provide this information may result in rejection of Proposal. Page 5 of 56 EXHIBIT B 3.3 DESCRIPTIONS: It is the intent of the City to be descriptive, not restrictive, and to establish a desired quality level of service or to meet a pre -established standard of quality. Offerors should respond to listed items. The City of Pearland shall act as a sole judge in determining quality and acceptability of services offered. 3.4 PRICING: Offerors are instructed to propose the total unit price on the item(s) specified. In case of errors in extension, UNIT prices shall govern. Prices for all goods and/or services shall be firm for a minimum of 60 days beyond the opening date to allow ample time for City Council approval of the purchase. Prices shall be all inclusive. No price changes, additions or subsequent qualifications will be honored after the proposal opening. Additional charges not shown on the proposal will not be honored. All prices must be in ink. 3.5 SALES TAX: City of Pearland is exempt by law from payment of Texas Sales Tax and Federal Excise Tax and will provide its tax exemption certificate to successful Offeror(s). Do not include tax in Proposal. 3.6 ADDENDA: Any interpretations, corrections or changes to this RFP and specifications will be made by addenda. Sole issuing authority of addenda shall be vested in the City of Pearland Purchasing Office. Addenda will be provided via City e -bidding system, located at https://pearland.ionwave.net. Offerors shall acknowledge receipt of any and all addenda in the Attributes tab. It is the responsibility of any Offeror to avail themselves to any addenda prior to proposal closing. Any addenda to the RFP specifications issued during the period between issuance of the RFP and receipt of proposals are to be considered covered in the proposal and in awarding a contract; addenda will become a part thereof. 4.0 RECEIPT OF PROPOSAL 4.1 LATE PROPOSALS: Proposals received in the City after the submission deadline will be considered void and unacceptable. City of Pearland is not responsible for lateness or non- delivery of mail, carrier, etc. The date/time stamp in the City Secretary's office shall be the official time of receipt. 4.2 ALTERING OF PROPOSALS: Proposals cannot be altered or amended after submission deadline. Any alterations or erasures made before opening time must be initialed by the signer of the Proposal, guaranteeing authenticity. 4.3 WITHDRAWAL OF PROPOSAL: Any proposal may be withdrawn prior to the scheduling time for opening via the a -bid system website before the exact time set for proposal opening by the Offeror. 4.4 No proposals may be withdrawn for a period of sixty (60) calendar days after the opening of proposals. Page 6 of 56 EXHIBIT B 5.0 PURCHASE ORDER 5.1 City of Pearland shall generate a purchase order to the successful offeror for any and all work to occur under the resulting contract at the time of the emergency or catastrophic event that requires debris monitoring service. 5.2 The purchase order number must appear on all invoices, packing lists/activity reports and all related correspondence. 5.3 The City will only be obligated for the dollar amount shown on the Purchase Order. 5.4 City of Pearland will not be responsible for any orders placed and/or delivered without a valid Purchase order number. 6.0 DELIVERY All costs associated with delivery of staff, labor, equipment, supplies and insurance necessary to perform the services described herein for the City of Pearland shall be included in offerors' proposal. 7.0 INVOICES 7.1 Vendors shall submit an original invoice on each purchase order after each delivery/service provided, indicating the purchase order number. 7.2 Invoices must be itemized. 7.3 Any invoice, which cannot be verified by the contract price and/or is otherwise incorrect, will be returned to the contractor for correction. 7.4 Invoice shall indicate the employee name and service/items provided/delivered. 7.5 Invoices shall be emailed to accountspayable@pearlandtx.gov or mailed to: City of Pearland Accounts Payable P.O. Box 2719 Pearland, TX 77588 7.6 Payment basis shall be net thirty (30) days from receipt of invoice. 8.0 USAGE REPORTS Awarded Offeror may be requested to provide a complete and accurate usage history report for all products/services furnished hereunder, based on trailing twelve months. Page 7 of 56 EXHIBIT B 9.0 QUALITY CONTROL Goods or services supplied under this contract shall be subject to approval as to quality and must conform to the highest standards of manufacturing practice. Items found defective or not meeting specifications shall be replaced at the supplier's expense within a reasonable period of time. Payment for defective goods or goods failing to meet specifications is not due until 30 days after satisfactory replacement has been made. 10.0 WARRANTY Successful offeror shall warrant that all items or services shall conform to the proposed specifications and all warranties as stated in the Uniform Commercial Code and be free from all defects in material, workmanship and title. In addition to all other warranties, whether expressed or implied herein, successful Offeror warrants to City that items and/or services furnished hereunder will be of good quality and new unless otherwise required or permitted and that the work will be free from defects and will conform to the requirements of these specifications. Items and/or services not conforming to these requirements shall be deemed defective. 11.0 INDEMNIFICATION In accordance with Texas state law, the contractor agrees to indemnify, save, and hold harmless the City of Pearland, Texas, its employees, officials, and agents from any and all claims, actions, damages, lawsuits, proceedings, judgments, or liabilities , for personal injury, death or property damage resulting from the acts or omissions of anyone under the contractor's supervision or control. In the event of any cause of action or claim asserted by a party to this agreement or any third party, the City will provide the contractor with timely notice of such, claim, dispute or notice. Thereafter, the contractor shall, at its own expense, faithfully and completely defend and protect the City against any and all liabilities arising from this claim, cause of action, or notice. If the contractor should fail to so successfully defend, the City may defend, pay or settle the claim or other cause of action with full rights of recourse against the contractor for any and all fees, costs, expenses, and payments, including but not limited to attorney fees and settlement payments, made or agreed to be paid in order to discharge the claim, cause of action, dispute or litigation. It is the express intention of the parties hereto, both contractor and City of Pearland, that the indemnity provided for in this paragraph is an agreement by contractor to indemnify and protect city of Pearland from consequences of City of Pearland's own negligence, when that negligence is a concurring cause of the injury, death, or damage. Furthermore, the indemnity provided for in this paragraph shall have no application to any claim, loss, damage, cause of action, suit, or liability where the injury, death, or damage results from the sole negligence of the City of Pearland unmixed with the fault of any other person or entity. Contractor assumes no liability for the sole negligence of City of Pearland, its officers, agents, or employees. Page 8 of 56 EXHIBIT B Provision to be applied if indemnity is determined void: If the foregoing indemnity provision is found void for any reason, and only in that case, then the parties agree that if any claim or suit for damages of any nature arising out of or occasioned by Contractor's breach of any of the terms or provisions of this Contract or by any negligent act or omission of Contractor, its officers, agents, associates, employees or subcontractors, then Contractor will be obligated to pay for the legal defense of the City, its officers, agents and employees against such claim or suit (including the costs and expenses associated with that defense). It is additionally expressly agreed that any payment due as a result of any successful claim or lawsuit shall be paid by the party or parties found liable in the proportion of liability found against that party after the matter has been finally litigated or, alternatively, in the proportion agreed upon by the parties if the matter is settled. This provision does not waive any immunity or defense available to either party under Texas law. The provisions of this Paragraph are solely for the benefit of the parties hereto and not intended to create or grant any rights, contractual or otherwise, to any other person or entity. 12.0 TERM OF CONTRACT Contract term shall be two (2) years from date of award. Upon completion of the term of the original contract, and upon the mutual agreement of both parties, the original contract may be renewed for one (1) additional one (1) -year periods, upon mutual agreement of the parties. The unit prices of all items/services purchased under this contract are firm for the duration of the initial term, and for any subsequent renewal period; additionally, Contractor shall be responsible for accepting revisions of the contract agreement at any time, as warranted by any applicable statutory/regulatory changes which could affect the City's eligibility for future federal funding. 13.0 INSURANCE REQUIREMENTS In the bid response, bidder must provide a statement of its intent to obtain and maintain for the term of the contract (and any renewal periods or additional extensions) the minimum insurance coverage specified. Bidder should also describe other insurance coverage maintained by the bidder in the ordinary course of business and provide proof of same in its bid response. Proof of insurance and bond coverage may be provided in the form of current certificates of insurance. Failure to provide this document may result in disqualification of bid. The insurance detailed on the "Insurance Requirements" form, which is attached under the "Attachments" tab in our e -bidding system, is located at: https://pearland.ionwave.net. The awarded contractor is required, within five (5) business days of award notification to provide the City of Pearland with current certificates of insurance or other proof acceptable to the City of Pearland. Failure to submit acceptable proof of insurance within such time period may result in revocation of the award. Contractor will maintain the required insurance during the initial term and any renewal period exercised. Contractor is responsible for ensuring its subcontractors' compliance with all requirements. Page 9 of 56 EXHIBIT B 14.0 TERMINATION OF CONTRACT The City, besides all other rights or remedies it may have, shall have the right to terminate this agreement immediately upon written notice from the City Manager or his designee of its election to do so, if the awarded Offeror fails to perform the service or breaches this agreement in any way, including the following: 14.1 Failing to pay insurance, liens, claims, or other charges. 14.2 Failing to pay any payments due the City, State or Federal Government from the successful offeror or its principals, including, but not limited to payments identified in this agreement or any taxes, fees, assessments, or liens. 14.3 Upon the institution of voluntary or involuntary bankruptcy proceedings against the successful bidder or upon dissolution of the firm or business. 14.4 Violation of any provision of the agreement. 14.5 Failing to respond within prescribed time, including weekends, holidays, and/or emergency events. 14.6 Failing to make adequate arrangements for mobilization following an emergency event. 14.7 Providing substandard debris monitoring services, or work the City deems to be otherwise unacceptable. 14.8 Additionally, the City reserves the right to terminate the contract without cause upon written notice twenty-four (24) hours prior to the date of termination. 14.8.1 In that event, all finished or unfinished services, reports, materials prepared or furnished by the awarded Offeror under the contract shall, at the City's option, become its property. 14.8.2 If the award is terminated by the City as provided herein, the awarded Offeror will be paid an amount as of the time the notice is given by the City which bears the same ratio to the total compensation as the services actually performed or material furnished bear to the total services/materials the awarded Offeror covered by the award, less payments of compensation previously made. Such termination is in addition to and not in lieu of any other remedies that City of Pearland may have in law or equity. Offeror, in submitting this proposal, agrees that City of Pearland shall not be liable to prosecution for damages in the event that the City declares the offeror in default. NOTICE: Any notice provided by this proposal or required by law to be given to the successful offeror by City of Pearland shall be deemed to have been given and received on the next business day after such written notice has been deposited in the U. S. mail in Pearland, Texas, by Page 10 of 56 EXHIBIT B Registered or Certified Mail with sufficient postage affixed thereto, addressed to the successful offeror at the address so provided; provided this shall not prevent the giving of actual notice in any other manner. 15.0 ASSIGNMENT The successful offeror shall not sell, assign, or otherwise transfer this contract, in whole or in part, without the prior written consent of City of Pearland. 16.0 LAW GOVERNING AND VEN The law of the State of Texas shall govern this contract and no lawsuit shall be prosecuted on this Contract except in a court of competent jurisdiction located in Brazoria County, Texas. 17.0 PROPOSAL INFORMATION If quantities are listed, the quantities should be considered as approximate and based on the best available information. The vendor may not limit an order or shipment of an order with a "Minimum Dollar Amount or Quantity Amount." When "Unit Prices" and "Extended Prices" are listed in the proposal and there is an error in the mathematical calculations, the unit price shall govern for evaluation purposes. All orders will be issued on an "as needed" basis; City of Pearland does not guarantee a minimum order on the basis of these specifications. The apparent silence of these specifications as to any detail or to the apparent omission from it of a detail description shall be the vendor's responsibility in its proposal price. If applicable, contracts will not be awarded to any party that has been debarred, suspended, excluded or ineligible for participation in federal assistance programs. If applicable, in the event an awarded party or their subcontractor(s) become debarred, suspended, excluded or ineligible for participation in federal assistance programs after award of contract, the awarded contract may be cancelled without notice. City of Pearland reserves the right, at its discretion, to procure the awarded items)/service(s) from other sources, if it is found to be in the City's best interest. 18.0 ALTERNATE VENDOR(S) To insure an uninterrupted source of service, City of Pearland reserves the right to award multiple contracts. The entire contract will be awarded to one (1) "primary" contractor as the highest -evaluated responsive and responsible offeror, and one (1) or more "alternate" contractor(s) for use as necessary due to time constraints, availability, etc., on the part of the primary. Page 11 of 56 EXHIBIT B City of Pearland reserves the right to use other vendors when the response time is not met, the quality of work is unacceptable, the number of hours estimated/being charged is considered excessive, or the number of employees/laborers required or sent to perform work as described herein is deemed by the City to be either insufficient or excessive. Also, the City shall reserve the right to purchase from the Alternate source if any of the following conditions exist: 18.1 Service and/or material is not acceptable (does not meet specifications); 18.2 Service and/or material is not available on the day it is needed; 18.3 Vendor fails to respond to service request, i.e. does not return phone calls; or 18.4 The Contractor and City of Pearland are unable to agree on the labor/equipment required to complete any request for services under this contract. 19.0 CONTINUITY OF STAFFING Offerors shall provide an emergency contingency plan; outlining measures and procedures for assuring continuity of staffing, communications, labor and equipment availability, etc. during, and after, emergency events. Awarded offerors will be required to provide contact name and phone number in the event of an emergency. This person should be able to be reached 24 hours a day, 7 days a week. 20.0 SPECIAL REQUIREMENTS 20.1 EXAMINATION OF EXISTING PREMISES: It is understood and agreed that the Contractor has, by careful examination, satisfied himself as to the nature and location of the work, the character and quality of the materials to be encountered, the characterof equipment and facilities needed preliminary to and during the prosecution of the work, the general and local conditions and all other matters which can in any way affect the work under this contract. 20.2 RISK: The work under this contract in every respect shall be at the risk of the Contractor until finished and accepted. 20.3 EXECUTION, CORRECTION AND INTENT: The intent of the contract documents, and proposal is to describe the complete work to be performed under such contract. Unless otherwise provided, it is also the intent of the proposal and contract documents that the contractor shall furnish all materials, supplies, tools, equipment, machinery, labor and supervision necessary for the prosecution and completion of the work in full compliance with the bid, specifications and other documents. 20.4 CODE REQUIREMENTS: The rules and regulations, ordinances and laws governing the work and/or equipment shall be in accordance with all regulations and codes of the Federal, State and Municipal departments having jurisdiction, the National Board of Fire Underwriters, Factory Mutual Insurance, Texas Engineering and Fire Prevention Bureau, Page 12 of 56 EXHIBIT B and the local utility companies which are in force at the time of the execution of the work. 20.5 PROTECTION: The Contractor shall provide and maintain all protection required by the governing laws, regulations and ordinances. The Contractor shall be responsible for any loss or damage caused by him or his employee(s) to the property of City of Pearland or to the work or materials installed and make good any loss, damage, or injury without cost to City of Pearland. 20.6 WORKMEN'S SAFETY: The Contractor shall meet all safety and health regulations required such as but not limited to, by the Occupational Safety and Health Administration, Department of Labor and all state regulations dealing with occupational safety. 21.0 AWARD OF CONTRACT In determining and evaluating the best proposal, the pricing may not necessarily be controlling, but quality, equality, efficiency, utility, general terms, delivery, suitability of service offered and the reputation of the service in general use will also be considered with other relevant items, as identified in Technical Specifications. Per Local Government Code 252.043(b): In determining the best value for the municipality, the municipality may consider: 21.1 the purchase price; 21.2 the reputation of the offeror's goods or services; 21.3 the quality of the offeror's goods or services; 21.4 the extent to which the goods or services meet the municipality's needs; 21.5 the offeror's past relationship with the municipality; 21.6 the impact on the ability of the municipality to comply with laws and rules relating to contracting with historically underutilized businesses (HUB) and non-profit organizations employing persons with disabilities; 21.7 the total long-term cost to the municipality to acquire the bidder's goods or services; and 21.8 any relevant criteria specifically listed in the request for bids or proposals. Each offeror by submitting a proposal agrees that if their proposal is accepted by City Council, such offeror will furnish all items and services upon which prices have been tendered and upon the terms and conditions in this proposal and contract. The contractor shall not commence work underthese terms and conditions of the contract until all applicable Certificates of Insurance, Performance and Payment Bonds and Irrevocable Letters of Credit (if required) have been approved by the City of Pearland and he/she has received notice to proceed in writing and an executed copy of the contract and purchase order from the City of Pearland. Page 13 of 56 EXHIBIT B 22.0 NEGOTIATIONS AND CONTRACT EXECUTION The City reserves the right to negotiate the final terms and conditions of the contract to be executed. In the event the City and the Contractor(s) are unable to agree upon all contract provisions, the City reserves the right to cease negotiations, and select another Vendor, or to reject all Proposals. NOTE: If a Contractor intends to request that the City of Pearland execute a Contractor -provided agreement or contract form in connection with the award of a contract, said agreement must be submitted in its entirety with the proposal for review by the City's legal counsel during the evaluation of proposals. If only one proposal is received in response to the Request for Proposals, a detailed cost proposal may be requested of the single contractor. A cost/price analysis and evaluation and/or audit may be performed of the cost proposal in order to determine if the price is fair and reasonable. 23.0 EQUAL EMPLOYMENT OPPORTUNITY: During the performance of this contract, the contractor agrees as follows: 23.1 The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex or national origin. Such action shall include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause. 23.2 The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex or national origin. 24.0 RESPONSIBILITY The City shall determine whether a supplier has the strengths to be granted an award. Certain criteria may be used to evaluate these strengths, including, but not limited to: financial stability, capability and capacity. History of past litigation due to lack of performance may be considered but not necessarily used as a determining factor. 25.0 FORCE MAIEURE If by reason of Force Majeure either party shall be rendered unable, wholly or in part, to carry out its responsibilities under this contract by any occurrence by reason of Force Majeure, then the party unable to carry out its responsibility shall give the other party notice and full particulars of such Force Majeure in writing within a reasonable time after the occurrence of the event, and Page 14 of 56 EXHIBIT B such notice shall suspend the party's responsibility for the continuance of the Forced Majeure claimed, but for no longer period. Force Majeure means acts of God, floods, hurricanes, tropical storms, tornadoes, earthquakes, or other natural disasters, acts of public enemy, acts of terrorism, sovereign conduct, riots, civil commotion, strikes or lockouts, and other causes that are not occasioned by either Party's conduct which by the exercise of due diligence the party is unable to overcome and which substantially interferes with operations. 26.0 NO COMMITMENT BY THE CITY OF PEARLAND This Request for Proposal does not commit the City of Pearland to award any costs or pay any costs, or to award any contract, or to pay any costs associated with or incurred in the preparation of a proposal to this request, or to procure or contract for services or supplies. 27.0 WAGE RATES In conformance with applicable statutes, the general prevailing wage rates determined by the United States Department of Labor in accordance with the Davis -Bacon Act, in the locality in which the work is to be performed have been asserted and such rates shall be the minimum paid for labor employed on this project. If, however, Federal funds are used, specified wage decisions will be provided at time of emergency event declaration. 28.0 CHANGE ORDERS, AS PER TEXAS LOCAL GOVERNMENT CODE SECTION 252.048 28.1 If Changes in plans or specifications are necessary after the performance of the contract is begun or if it is necessaryto decrease or increase the quantity of work to be performed or of materials, equipment or supplies to be furnished, the governing body of the municipality may approve change orders making the changes. 28.2 The total contract price may not be increased because of the changes unless additional money for increased costs is appropriated for that purpose from available funds or is provided for by the authorization of the issuance of time warrants. 28.3 If a change order involves a decrease or an increase of $50,000 or less, the governing body may grant general authority to an administrative official of the municipality to approve the change order. 28.4 The original contract price may not be increased under this section by more than 25 percent. The original contract price may not be decreased under this section by more than 25 percent without the consent of the contractor. 29.0 APPROPRIATION OF FUNDS The City of Pearland has established an appropriation (allocation) of funds for this project, if in the event that appropriated (allocated) funds are exhausted, the contractor's only remedy shall Page 15 of 56 EXHIBIT B be suspension or termination of its performance under this contract and shall have no other remedy in law or in equity against the City and no right to damages of any kind. The City may reduce the funds allocated and the services required under this Agreement at its discretion. The City shall notify Contractor in writing of this reduction. Contractor shall not perform any services subtracted from this Agreement. The de -obligation of funds does not require any formal amendment of this Agreement but shall be evidenced by a revised budget approved by City Council. 30.0 CONFIDENTIALITY OF INFORMATION IN BIDS AND PROPOSALS Pursuant to State law, proposals shall be opened in a manner that avoids disclosure of the contents to competing offerors and keeps the proposals secret during negotiations. All proposals are open for public inspection after the contract is awarded, but trade secrets and confidential information in the proposals are not open for public inspection. 31.0 EXCEPTION TO BID The offerors will list on a separate sheet of paper any exceptions to the conditions of this RFP. This sheet will be labeled, "Exceptions to bid conditions", and will be attached to the proposal. If no exceptions are stated, it will be understood that all general and specific conditions will be complied with, without exception. 32.0 CHANGES IN SPECIFICATIONS If it becomes necessary to revise any part of this bid, a written notice of such revision will be provided to all bidders. The City is not bound by any oral representation(s), clarification(s), or changes made in the written specifications by the City's employees, unless such clarification or change is provided to bidders in a written addendum from the Purchasing Officer. 33.0 PROTEST Any actual or prospective bidder/offeror who is allegedly involved with the solicitation or award of bid/proposal may protest. The protest must be submitted in writing to the City of Pearland's Purchasing Officer within three working days after such aggrieved person knows of, or should have known of the facts giving rise thereto. If the protest is not resolved by mutual agreement, the Purchasing Officer will promptly issue a decision in writing to the protesting party. All protest lodged by potential or actual bidders, contractors or offerors must be made in writing and contain the following information: 33.1 Name, address and telephone number of the protester. 33.2 Identification of the solicitation or contract number and time. 33.3 A detailed statement of the protest's legal and factual grounds, including copies of relevant documents. 33.4 Identification of the issue (s) to be resolved and statement of what relief is requested. 33.5 Arguments and authorities in support of the protest. Page 16 of 56 EXHIBIT B 33.6 A statement that copies of the protest have been mailed or delivered to all interested parties in the invitation to bid or request for proposals process. In the case of request for proposals, the City of Pearland Purchasing Officer shall ask the protester to mail or deliver the protest to relevant parties. The City of Pearland's City Manager has the authority to renderthe final determination regarding the protest. Any determination rendered by the City of Pearland will be final. 34.0 WORKERS COMPENSATION The successful bidder/offeror (as required by State of Texas Workers Compensations law) shall carry in full force workers compensation policy(ies) for all employees, including but not limited to full-time, part-time, and emergency employees employed by the successful bidder/offeror. Current insurance certificates, certifying that such policies as specified above are in full force, shall be presented to the City of Pearland by the successful bidder/offeror. 34.1 Definitions: workers compensation insurance coverage 34.1.1 Certificate of coverage - a copy of a certificate of insurance, a certificate of authority to self -insure issued by the State, or a coverage agreement showing statutory workers' compensation insurance coverage for the person's or entity's employees providing services on a project, for the duration of the project. 34.1.2 Duration of the project - includes the time from the beginning of the work on the project until the contractor's / person's work on the project has been completed and accepted by the governmental entity. 34.1.3 Persons providing services on the project. Includes all persons or entities performing all or part of the services the contractor has undertaken to perform on the project, regardless ofwhetherthat person contracted directly with the contractor and regardless of whether that person has employees. This includes, with limitation, independent contractors, subcontractors, leasing companies, motor carriers, owner -operators, employees of any such entity, or employees of any such entity, which furnishes persons to provide services on the project. "Services" include, without limitation, providing, hauling or delivering equipment or materials, or providing labor, transportation, or other service related to a project. "Services" does not include activities unrelated to the project, such as food/beverage vendors, office supply deliveries, and delivery of portable toilets. 34.2 The contractor shall provide coverage, based on proper reporting of classification code and payroll amounts and filling of any coverage agreements, which meets the statutory requirements of Texas, for all employees of the contractor providing services on the project, for the duration of the project. The contractor must provide a certificate of coverage to the governmental entity prior to being award the contract. Page 17 of 56 EXHIBIT B If the coverage period shown on the contractor's current certificate of coverage ends during the duration of the project, the contractor must, prior to the end of coverage period, file a new certificate of coverage with the governmental entity showing that coverage has been extended. 34.3 The contractor shall obtain from each person providing services on a project, and provide to the City: 34.3.1 A certificate of coverage, prior to that person beginning work on the project, so the governmental entity will have on file certificates of coverage showing coverage for all persons providing services on the project; and 34.3.2 No later than seven days after receipt by the contractor, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate ends during the duration of the project. 34.4 The contractor shall retain all required certificates of coverage for the duration of the project and for one year thereafter. 34.5 The contractor shall notify the governmental entity in writing by certified mail or personal delivery, within ten days after the contractor knew or should have known of any change that materially affects the provision of coverage of any person providing services on the project. 34.6 The contractor shall post on each project site a notice, in the text, form and manner prescribed by the Texas Department of Insurance, Commissioner of the Division of Workers' Compensation informing all persons providing services on the project that they are required to be covered and stating how a person may verify coverage and report lack of coverage. 34.7 The contractor shall contractually require each person with whom it contracts to provide services on a project, to: 34.7.1 Provide coverage, based on proper reporting of classification codes and payroll amounts and filling of any coverage agreements, which meets the statutory requirements of Texas, for all of its employees providing services on the project, for the duration of the project: 34.7.2 Provide to the contractor, prior to that person beginning work on the project a certificate showing that coverage is being provided for all employees of the person providing services on the project, for the duration of the project: 34.7.3 Provide to the contractor, prior to the end of the coverage, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate ends during the duration of the project: Page 18 of 56 EXHIBIT B 34.7.4 Obtain from each other person with whom it contracts, and to provide to the contractor; 34.7.4.1 A certificate of coverage, prior to the other person beginning work on the project; and 34.7.4.2 The coverage period, if the coverage period shown on the current certificate of a new certificate of coverage showing extension of coverage, prior to the end of coverage ends during the duration of the project; 34.7.5 Retain all required certificates of coverage on file for the duration of the project and for one year thereafter; 34.7.6 Notify the governmental entity in writing by certified mail or personal delivery, within days after the person knew or should have known, of any change that materially affects the provision of coverage of any person providing services on the project; and 34.7.7 Require each person /firm with whom it contracts to perform as required by this invitation to bid, conform to project specifications, and abide by any/all requirements placed on the contractor, and to provide any certificates of coverage to the person/firm for whom they are providing services. By signing a contract or providing or causing to be provided a certificate of coverage, the contractor is representing to the governmental entity that all employees of the contractor who will provide services on the project will be covered by workers' compensation coverage for the duration of the project, that the coverage will be based on proper reporting of classification codes and payroll amounts, and that all coverage agreements will be filed with the appropriate insurance carrier or, in the case of a self - insured, with the commission's division of self- insurance regulation. Providing false or misleading information may subject the contractor to administrative penalties, criminal penalties, or other civil actions. The contractor's failure to comply with any of these provisions is a breach of contract by the contractor which entitles the governmental entity to declare the contract void if the contractor does not remedy the breach with ten days after receipt of notice of breach from the governmental entity. 35.0 WITHDRAWAL OF PROPOSAL Contractors may request withdrawal of a sealed proposal prior to the scheduled proposal opening time provided the request for withdrawal is submitted to the Purchasing Officer in writing. No proposals maybe withdrawn for a period of sixty (60) calendar days after the opening of proposals. Page 19 of 56 1*02"ba 999 The City Manager is the only person authorized to execute contracts on behalf of the City. All signature pages must include "approved as to form" and be signed by the City Attorney before the City Manager will execute the contract. Neither department heads nor elected officials are authorized to sign any binding contracts or agreements prior to being properly placed on the City Councils agenda and approved in an open meeting. Department heads and other elected officials are not authorized to enter into any type of agreement or contract on behalf of the City of Pearland. Only the City Manager may enter into a contract on behalf of the City of Pearland as authorized by City Council and the City Charter. Additionally, department heads and other elected officials are not authorized to agree to any type of supplemental agreements or contracts for goods or services. Supplemental agreements are subject to review by the City's Legal Department prior to being signed by the City Manager, (City's authorized representative). 36.0 LEGAL NOTICES All legal notices required pursuant to the terms and conditions of this contract shall be executed in writing. Any notice required to be given under the terms and conditions of this contract shall be deemed to have been given when notice is received by the party to whom it was directed, when it has been transmitted by facsimile with confirmation of transmission, or when sent by U.S. Mail via certified mail -return receipt requested, whichever occurs first. 37.0 INDEPENDENT CONTRACTOR The successful offeror will be an independent contractor solely responsible for the acts, means, methods used to perform debris management services. This RFP and the successful offeror's proposal do not seek to create an employer/employee relationship, joint enterprise, partnership, or joint venture. 38.0 SEVERABLITY The invalidity, illegality or unenforceability of any provision of this contract or the occurrence of any event rendering any portion or provision of this contract void shall in no way affect the validity or enforceability of any other portion or provision of this contract. Any void provision shall be deemed severed from this contract, and the balance of the contract shall not be construed and enforced as if the contract did not contain the particular portion or provision to be held void. The parties further agree to amend this contract to replace any stricken provision. The provisions of this clause shall not prevent this entire contract from being void should a provision which is the essence of this contract be determined void. 39.0 TAXES AND WAGES Successful offeror shall pay or cause to be paid, without cost or expense to City of Pearland, all Social Security, Unemployment and Federal Income Withholding Taxes of all employees and all such employees shall be paid wages and benefits required by Federal and/or State Law. Page 20 of 56 EXHIBIT B 40.0 ELECTRONIC DOCUMENTS Requesting firms may be supplied with the original documents in electronic form to aid in the preparation of proposal(s). By accepting these electronic documents, Firms agree not to edit or change the language or format of these documents. Submission of a proposal by Firms signifies full agreement with this requirement. 41.0 CLARIFICATION OF PROPOSALS City reserves the right to obtain clarification of any point in a vendor's proposal or to obtain additional information necessary to properly evaluate a particular proposal. Failure of a vendor to respond to such a request for additional information or clarification may result in rejection of the vendor's proposal. 42.0 EXCEPTION TO PROPOSAL The Offerors will list on a separate sheet of paper any exceptions to the conditions of the proposal. This sheet will be labeled, "Exceptions to proposal conditions", and will be attached to the proposal. If no exceptions are stated, it will be understood that all general and specific conditions will be complied with, without exception. 43.0 PERFORMANCE AND PAYMENT BONDS Under no circumstances shall the successful Offeror start work until they have supplied acceptable performance and payment bonds. The surety which issues the bonds shall be listed on the U.S. Treasury, Fiscal Service, Bureau of Government Financial Operations (latest review) entitled "Companies Holding Certificates of Authority as Acceptable Surety on Federal Bond and as Acceptable Reinsuring Companies." The successful Offeror shall furnish performance and payment bonds as security for faithful performance of contract awarded as a result of this solicitation, and for the payment of all persons performing labor and/or furnishing material in connection therewith. The performance and payment bonds shall each be in the amount of $500,000. The bonds shall be submitted on forms acceptable to the City. The surety shall be responsible for any increases or extensions to the contract. The attorney-in-fact who signs the bond shall send with the bond a certificate and effective dated copy of power of attorney. If the surety on any bond furnished by successful Offeror is declared bankrupt or becomes insolvent or its right to do business is terminated in any State where any of the work herein is located or it ceases to meet the requirements imposed by the contract documents, said Offeror shall within five (5) days thereafter substitute another bond and surety, both of which shall be acceptable to the City. 44.0 AWARD RESTRICTION The City's awarded Debris Monitoring Contractor shall be ineligible to compete for this contract. Page 21 of 56 EXHIBIT B 45.0 CERTIFICATE OF INTERESTED PARTIES All contracts and contract amendments, extensions or renewals executed by City Council will require the completion of Form 1295 "Certificate of Interested Parties" pursuant to Texas Local Government Code Chapter 2252.908. Only the successful Offeror of this RFP will submit a Certificate of Interested Parties form. Form must be completed by Offeror at time of signed contract submittal. All responding Offerors may access a video from the Texas Ethics Commission which explains the process on how to submit Form 1295. The video link is available on the City of Pearland Purchasing Department website at http://peariandtx.gov/purchasing. 46.0 INTERLOCAL PARTICIPATION 46.1 The City may, from time to time, enter into Inter -local Cooperative Purchasing Agreements with other governmental entities (hereafter collectively referred to as "Entity" or "Entities") to enhance the City's purchasing power. At the City's sole discretion and option, City may inform other Entities that they may acquire items listed in this proposal. Such acquisition(s) shall be at the prices stated herein and shall be subject to Offeror's acceptance. 46.2 In no event shall City be considered a dealer, re -marketer, agent or other representative of awarded Offeror or Entity. Further, City shall not be considered and is not an agent; partner or representative of the Entity making purchases hereunder and shall not be obligated or liable for any such order. 46.3 Entity purchase orders shall be submitted to awarded Offeror by the Entity. 46.4 Awarded Offeror authorizes City's use of Offeror's name, trademarks and Offeror provided materials in City's presentations and promotions regarding the availability of use of this contract. The City makes no representation or guarantee as to any minimum amount being purchased by City or Entities, or whether Entity will purchase utilizing City's contract. 46.5 City will not be liable or responsible for any obligations, including but not limited to payment, and for any item ordered by an Entity other than City. 47.0 COMMUNICATION Prospective Offerors shall communicate only with the Purchasing Division staff identified herein during the entire RFP process (from this solicitation to award). The City shall not be responsible for any verbal or non-verbal communication between a potential Offeror and any other employees of the City; and such action may be cause for rejection of the subject Offeror's proposal. Only written requirements and qualifications, and addenda as issued by the City of Pearland Purchasing Division will be considered official communication. Page 22 of 56 EXHIBIT B 48.0 PUBLIC RECORD Responses to bid requests and requests for proposals are public record. By signing and submitting a response, Offeror hereby acknowledges the following: 48.1 That the Response and subsequent documents submitted to the City are subject to the Texas Public Information Act (PIA); 48.2 That it is the Responder's obligation to specifically identify information it contends to be confidential or proprietary and accepts that the City may in its sole discretion deem a Response as non-compliant; 48.3 That Responder grants a royalty -free, non -revocable, world-wide, perpetual license to reproduce, any copyrighted portions of the Response and subsequent documents to comply with LBB reporting requirements, PIA disclosures, or any other reporting requirements mandated by law or statute. 49.0 DISCLOSURE At the public opening, the names of the Offerors will be read aloud; there will be no disclosure of contents to competing Offerors, and all Proposals will be kept confidential during the negotiation process. Except for trade secrets and confidential information which the Offeror identifies as proprietary, all Proposals will be open for public inspection afterthe contract award. 50.0 DISADVANTAGED BUSINESS ENTERPRISES Disadvantaged Business Enterprise (DBE) Program Requirements, as applicable. The Contractor, if applicable per 44 CFR and/or 42 CFR, shall comply with Disadvantaged Business Enterprise Program requirements, as set forth in the State's federally -approved DBE program. If applicable by federal regulations, the City would require that Disadvantaged Business Enterprises (DBEs) shall have equal opportunity to compete for and perform subcontracts which the Contractor enters into pursuant to this contract. The Contractor must use good faith efforts to include DBE subContractors. To that effect, if applicable, at least 7 percent (7%) of this contract shall be subcontracted to DBE firms, preferably those that have been registered as Historically Underutilized Businesses (HUB - compliant) with the City and/or tri -County area (Harris, Fort Bend and/or Brazoria). If applicable, in order to be assured that the Contractor complies with this contractual requirement during the course of the work, the Contractor shall: a) Prior to starting work, provide a written plan for DBE participation including a breakdown by PDP step if applicable (or similar breakdown by task), description of work to be performed by each DBE subcontractor, and projected percentage of DBE participation during each step of the work. Page 23 of 56 EXHIBIT B b) Provide an ongoing summary of DBE subcontractor amounts invoiced, for the current invoice and as a running total for the contract. c) Provide a quarterly report of the amounts actually paid to DBE subcontractors, and certification by the subcontractors of the amounts received. d) Provide a written explanation if the level of DBE participation falls below the level stated in the DBE implementation plan, including a plan to meet the goal. If the goal cannot be met, the Contractor will be required to establish good faith efforts (GFEs). 51.0 PROCESS FOR ESTABLISHING GOOD FAITH EFFORTS If applicable, the Contractor must document the progress and efforts being made in meeting the goal for DBE participation. In the event the Contractor is unable to meet the DBE Goal placed on this project, the Contractor must demonstrate it made good faith efforts to meet the goal. Good faith efforts may include: (1) Documentation that the Contractor has obtained enough DBE participation to meet the goal; or (2) Documentation that it made adequate good faith efforts, even though it did not succeed in obtaining enough DBE participation to do so. Such information needs to be submitted to the City of Pearland Purchasing Officer at 3523 Liberty Drive, Pearland TX, 77851. The City will determine whether the Contractor has made a good faith effort to meet the goal in accordance with federal requirements. There will be no extension of time for the project granted if the Contractor wishes to avail itself of this process. The Contractor may provide the following information and documentation to demonstrate GFEs: a) Dollar value and % of DBE goal. Dollar value and % of the DBE goal shortfall. b) Signed copy of each subcontract or purchase order agreement between the prime and DBE subcontractor utilized in meeting the contract goal. c) Copy of dated written communication, fax confirmation, personal contact, follow up and negotiation with the DBEs. d) Copy of dated written communication and/ or dated fax confirmation of DBEs that were not interested in providing services. e) Documentation of all efforts to assign additional work to DBEs currently under subcontract, and if those efforts fail, efforts to secure additional DBE subcontractors, including copies of dated written communication and/ or fax confirmation of personal contact, follow up and negotiation with the DBEs. f) Documentation of additional GFEs to meet the DBE subcontract goal, by looking beyond the items typically subcontracted or consideration of subcontracting items normally performed by the prime as a way to meet the DBE goal. The City will review the submitted documentation and issue a written decision within 10 business days. The Contractor may request administrative reconsideration within 14 days of being informed that it did not demonstrate a GFE. The Contractor must make this request in writing to the following office: City of Pearland, Purchasing Department, 3523 Liberty Drive, Pearland, TX 77581. The reconsideration official will not have played any role in the original determination that the Contractor did not document sufficient GFEs. Page 24 of 56 EXHIBIT B As part of this reconsideration, the Contractor will have the opportunity to provide written documentation or an argument concerning the issue of whether it met the goal or made adequate GFEs to do so. The City will send the Contractor a written decision on reconsideration explaining the basis for finding that the Contractor did or did not meet the goal or make adequate good faith efforts. The result of the reconsideration process is not administratively appealable. 52.0 SANCTIONS FOR FAILING TO DEMONSTRATE ADEQUATE GFE The City of Pearland may issue sanctions if the Contractor fails to comply with the contract requirements and/or fails to demonstrate the necessary GFEs. The City may impose any of the following sanctions: a) Letter of reprimand; b) Contract termination, and/or c) Other remedies available by law including administrative suspension (Contractor debarred from pursuing additional contracts). Factors to be considered in issuing sanctions include, but are not limited to: a) The magnitude and the type of offence: b) The degree of the Contractor's culpability; c) Any steps taken to rectify the situation. d) The Contractor's record of performance on other projects including, but not limited to: (1) Annual DBE participation over DBE goals. (2) Annual DBE participation on projects without goals; (3) Number of complaints the City of Pearland has received from DBEs regarding the Contractor; and (4) The number of times the Contractor has been previously sanctioned by the City of Pearland; and (5) Whether the Contractor falsified, misrepresented, or withheld information. 53.0 LODGING The awarded Offeror and professional service firms mobilizing personnel to perform the services described herein are strongly encouraged to utilize lodging within the City of Pearland. For information on booking a hotel in Pearland, please refer to: http://visitpearland.com/where-to- stay-in-pearland/. For further assistance, you may contact the Pearland Convention and Visitors Bureau at 713.436.5595.3 54.0 ADDITIONAL INFORMATION If any information is needed concerning specifications, please contact: City of Pearland Julie Blackmore E-mail: ebids@pearlandtx.gov Page 25 of 56 EXHIBIT B SECTION II - TECHNICAL SPECIFICATIONS (SCOPE OF WORK) The City of Pearland is accepting sealed proposals for Debris Management Services. Debris as used in this document is defined as found in the Federal Emergency Management Agency (FEMA) Debris Management Guide, Chapter 3. This guide may be accessed at FEMA publication 325, http://www.fema.gov/pdf/government/grant/pa/demagde.pdf. It is the intent of this solicitation to enter into a pre -event contract for debris management services, which would result in no immediate cost to the City, and which must meet FEMA guidelines established as found in FEMA Debris Management Guide (FEMA publication 325). This procurement process is intended to comply with federal, state, and local standards, including Sections 200.318 through 200.316 of the Code of Federal Regulations, Government Code Chapter 2155, Texas Local Government Code Chapter 252, and local purchasing procedures. The purpose of the proposal is to demonstrate the technical capabilities, professional qualifications, past project experiences, and knowledge within this industry. The proposal should address the following: 1.0 GENERAL OVERVIEW OF THE CONTRACT SCOPE The firm(s) awarded the contract will provide services meeting the City's needs. The work to be undertaken includes, but is not limited to, the following: 1.1 Emergency Road Clearance - Contractor shall complete the cutting, tossing, and/or pushing of debris, hanging limbs, or leaning trees off transportation routes as identified by and directed by the City of Pearland, typically completed within the first 70 hours following the activation of the contract, unless notified otherwise by the City of Pearland. Time and material rate will apply. 1.2 Debris Removal from Public Right -of -Way— As directed by the City of Pearland, contractor will load and haul all eligible debris to an approved Temporary Debris Staging and Reduction Site (TDSRS) or other disposal destination. All collection, hauling and site maintenance will be consistent with Federal requirements applicable to the disaster incident. Contractor will maintain compliance with all Federal, State and Local requirements for maintenance of the site or sites. Contractor will ensure compliance with orders from the City of Pearland regarding collection, hauling and disposal of hazardous wastes and/or other categories of debris. 1.3 Debris Clearance/Removal from Public Property — As directed by the City of Pearland, contractor will clear eligible debris from public property, load and haul all debris to a designated Temporary Debris Staging and Reduction Site (TDSRS). The sites will be furnished by the contractor. 1.4 Demolition of Structures and Construction Debris Removal — As directed by the City of Pearland, contractor will demolish insecure structures and remove debris determined by the City of Pearland to be a threat to the health and safety of the public. No entry upon or onto private property shall occur unless specifically authorized by the City of Pearland, prior to entry. All applicable local, state and federal regulatory requirements regarding Page 26 of 56 EXHIBIT B asbestos containing materials shall be adhered to unless waived by applicable regulatory authorities. 1.5 Private Property Waivers/Private Property Debris Removal (Additional authorization required for Public Assistance (PA) Eligibility) - As directed by the City of Pearland, if approved, contractor will remove debris from private property (PPDR). The City of Pearland will direct all actions to secure necessary permissions, waivers, and ROE Agreements from real property owners required for the lawful removal of debris and/or demolition of structures from real properties. All actions will be consistent with Federal requirements applicable to the disaster incident. 1.6 Debris Separation/Reduction and Temporary Debris Staging Reduction Site (TDSRS) Management — The contractor will procure the TDSRS to accept and process all incident related debris. All actions will be implemented by the contractor only with the prior approval of the City of Pearland. Activities of the contractor will include, but are not limited to: - Ensure that only debris authorized by the Emergency Management Coordinator or designee will be allowed in the TDSRS sites. - Provide to the City of Pearland a date and time stamped video record of the pre- and post- use site conditions. - Prepare a plan of proposed site layout and review with the City of Pearland prior to its implementation. - Prepare a plan for site security and traffic control for both on the site and adjacent roadways and review with the City of Pearland for approval prior to its implementation. - Provide adequate fire prevention/fighting equipment, include water truck and hoses, on site throughout the operational period of the TSDRS. - Build and/or maintain roads as necessary for TDSRS operation. - Provide and/or construct and maintain safe, stabilized, covered inspection towers sufficient for a minimum of three (3) inspectors; towers will be positioned at any entrance and all/any exit of the TDSRS. - Comply with any applicable environmental requirements, to include litter control fencing, silt fencing, dust control, hazardous materials containment area, and/or water retention berms. - Confine hours of operation of the TDSRS to those determined by the City of Pearland. - Process debris in compliance with local, state, and federal requirements, by methods that may include, but not be limited to: grinding, or other methods of reduction, such as compaction, as approved by the City of Pearland. - Prior to reduction, segregate all debris between vegetative debris, construction and demolition debris, white goods, and hazardous waste and store in compliance with all local, state, and federal requirements and as approved by the City of Pearland. - Develop and implement, with the approval of the City of Pearland, a procedure for management of the receipt of unauthorized and/or ineligible debris at the TDSRS. - As directed by the City of Pearland, sod, hydro -seed or sprig the property once all other site closure issues have been addressed. - Secure necessary licenses and permits to operate the TDSRS site. Page 27 of 56 EXHIBIT B 1.7 Designation and Management of Staging Areas - Contractor shall identify staging areas in collaboration with the City of Pearland for the purposes of truck/equipment certification; provision of temporary fueling orvehicle maintenance (as required), and other operational service functions related to debris removal efforts. Contractor shall provide temporary tent, sanitary and other appropriate conveniences necessary for the care and well-being of all contractor and sub -contractor personnel. The City of Pearland will approve of the location, size, layout and services to be provided at any staging area established by the Contractor, who will insure that each area is managed in accordance with all applicable regulatory requirements and in a manner to minimize disruption to the surrounding neighborhoods. 1.8 Cost of Services - Contractor shall bear all its own operating costs and is responsible for all permit and licenses and fees, and maintenance of its own trucks and equipment to keep such property in a condition and manner adequate to accomplish contracted services and comply with state and federal requirements. Upon receipt and acceptance of full documentation of the performance of services and an accurate invoice as specified by the City of Pearland, the contractor shall be reimbursed. 1.9 Contractor Representative and General Operations Plan - Contractor shall have a knowledgeable and responsible representative report tothe Emergency Management Coordinator or designee and provide a copy of the contractor's General Operations Plan within seven (7) calendar days following the execution of the contract. The City of Pearland will approve the General Operations Plan prior to its implementation within the City of Pearland. The contractor's representative shall have the authority to implement all actions required to begin the performance of contracted services as set out in the contract and contractor's General Operations Plan. 1.10 Mobilization - When a notice of mobilization in advance of an event has been received by contractor, they will make all necessary arrangements to mobilize a minimum of 50% of the required resources within 36 hours and 100% of the required resources within 72 hours to commence and conduct these contracted services. The City of Pearland may take other actions as necessary to address the failure of the contractor to mobilize resources on the schedule required by the City of Pearland. 1.11 Supervision by Contractor - Contractor will supervise and/or direct all contracted services performed by its employees, agents and subcontractors. Contractor is solely responsible for all means, methods, techniques, safety and other procedures. Contractor will employ and maintain a qualified project manager at the work site(s) who shall have full authority to act on behalf of Contractor. Contractor, employees and subcontractors shall always each wear readily identifiable photo identification when working in the City of Pearland. All communications given to the project manager by the Emergency Management Coordinator or designee shall be as binding as if given tocontractor. 1.12 Self-sufficiency of Contractor and Sub -contractors - The contractor shall ensure that its work force, including sub -contractors, maintain self- sufficiency related to fuel, vehicle repair/maintenance, housing, sanitation, food and related accommodations, in a manner Page 28 of 56 EXHIBIT B that is consistent with local requirements and minimizing adverse effects on the community. 1.13 Damages by Contractor - Contractor shall be responsible for conducting all operations, whethercontemplated by the contract or later requested as specialized services, in such a manner as to cause the minimum damage possible to existing public, private and commercial property and/or infrastructure. Contractor shall also be responsible for any damages due to the negligence of its employees and sub -contractors. Contractor must report such damage to the Emergency Management Coordinator or designee in writing within 24 hours. Reports must include pictures. Should any property be damaged due to negligence on the part of the contractor, the [City of/County of) may either bill contractor for damages, withhold funds due, or the contractor may also repair all damage to the satisfaction of the City of Pearland. The City of Pearland shall make the determination of whether negligence has occurred. 1.14 Contractor's Disposal of Debris - Unless otherwise directed by the City of Pearland, the contractor shall be responsible for determining and executing the method and manner for processing and/or lawful disposal of all eligible debris as approved by the City of Pearland. The locations of the TDSRS and final disposal sites shall be determined by the City of Pearland and utilized by the contractor. The City of Pearland may allow separate unit prices for delivery and disposal of debris to TDSRS and final disposal. Upon request from the contractor, other sites may be utilized as directed and/or approved by the City of Pearland. The contractor shall be responsible for paying all land -tipping fees, with reimbursement by the City of Pearland at contractor cost, with no markup (tipping fees are to be submitted as a pass through cost, without markup). NOTE: The City reserves the right to solicit bids, subsequent to this award, for fixed landfill - tipping fees in advance of future debris management services to be performed by the awarded contractor(s) to this RFP. By submission of proposal to this RFP, awarded contractor(s) shall agree to City's direct payment of tipping fees to the successful bidder of any subsequent solicitation for said landfill fees, and further agree to delete the land - tipping fee reference from the paragraph above, and from any subsequent contract, if so requested/directed by the City. 1.15 Multiple, Scheduled Passes - Contractor shall make at least three passes of each area impacted by the event, at the direction of the City of Pearland. The City of Pearland shall direct the interval timing of all passes. Sufficient time shall be permitted between subsequent passes to accommodate reasonable recovery and additional debris placement at the ROW by the citizens and the City of Pearland. The Contractor will document the completion of all passes based on the direction from the City of Pearland and will provide this documentation to the City of Pearland on the frequency requested by the City of Pearland. 1.16 Clean as You Go Policy - The Contractor shall provide a "clean as you go" policy. The contractor shall supervise and enforce such policy during debris management operations. The contractor shall ensure that the clean-up and/or remediation site(s) are restored to its Page 29 of 56 EXHIBIT B pre-release condition or as approved by the City of Pearland and required by the TCEQ, FEMA or any other pertinent entity. 1.17 Fill Dirt- The contractor shall place compacted fill dirt in ruts created by equipment, holes created by the removal of hazardous stumps and other areas that pose a hazard to public access upon direction of the City. 1.18 Operation of Equipment - Contractor shall operate all trucks, trailers and all other equipment in compliance with any/all applicable federal, state and local rules and regulations. Equipment shall be in good working condition. All loading equipment shall be operated from the road, street, or ROW using buckets and/or boom and grapple devices to collect and load debris. No equipment shall be allowed behind the curb or outside of the public ROW unless otherwise directed by the City of Pearland. Should operation of equipment be required outside of the public ROW, the contractor will ensure that a ROE Agreement has been obtained prior to any private property entry. Careful attention will be paid to the City of Pearland tree canopies and every effort will be made by the contractor to minimize tree damage. 1.19 Security of Debris during Hauling - Contractor shall be responsible for the security of debris on/in each vehicle or piece of equipment utilized to haul debris. Prior to leaving the loading sites, contractor shall ensure that each load is secure and trimmed so that no debris extends horizontally beyond the bed of the equipment in any direction. All loose debris shall be reasonably compacted and secured during transport in accordance with TXDOT guidelines. All trucks and trailers hauling debris shall have sturdy covers secured in place to prevent debris from being lost in transit. As required, contractor will survey the primary routes used by contractor for debris hauling as soon as possible after the transport and will recover fallen or blown debris from theroadway(s). 1.20 Traffic Control - Contractor shall mitigate impact on local traffic conditions to the greatest extent possible. Contractor is responsible for establishing and maintaining appropriate traffic control in accordance with the most current edition of the US Department of Transportation Manual or Uniform Traffic Control Devices (MUTCD). Contractor shall provide sufficient signage, flagging and barricading to ensure the safety of vehicular and pedestrian traffic at all debris removal, collection, reduction and/or disposal sites. 1.21 Work Days and Hours - Work days and/or work hours shall be as directed by the City of Pearland following consultation and notification to contractor. Working hours on holidays shall be at the discretion of the City of Pearland. Typical working hours are from 7:00 am through 7:00 pm shifts, seven days per week, or until the project completion. It is understood between the parties that at the TDSRS, debris reduction may take place twenty-four (24) hours a day, seven (7) days per week if the Contractor deems it necessary and safe, subject to City approval 1.22 Hazardous and Industrial Wastes - The Contractor shall set aside and reasonably protect all hazardous or industrial material encountered during debris removal operations for collection and disposal. Prior to such actions, the contractor will prepare a Hazardous and Industrial Materials Cleanup and Disposal Plan. This Plan will be in accordance with all local, Page 30 of 56 EXHIBIT B state and Federal requirements and will be approved by the City of Pearland. In accordance with this Plan, the contractor may use the subcontracting services of a firm specializing in the management and disposal of such materials andwaste. 1.23 Utilizing Local Resources - Contractor shall, to every extent possible, give priority to utilizing labor andother resources originating within the geographic region of the affected jurisdiction. 1.24 Reports - Contractor shall submit periodic, written reports in a format required by the City of Pearland documenting the progress of debris removal and disposal. These reports may include, but are not limitedto: 1.24.1 Daily Reports - Contractor shall submit a report to the City of Pearland designee by 10:00 a.m. of each business day of the term of the Task Order. Daily reports shall detail the locations where passes for debris removal were conducted, the quantity of debris (by type) removed and disposed of, the total number of personnel crews engaged in debris management operations, and the number of grinders, chippers and mulching machines in operation. Contractor will also report damages to private property caused by the debris operation or damage claims made by citizens and such other information as may be required to completely describe the daily conduct of contractor's operations within 24 hours. 1.24.2 Weekly Summaries - A summary of all information contained in the daily reports as described above, within 2 days of the close of the week. The submitted weekly data will also include: collection contractor, load ticket number, load date, load location, truck yardage, percent full, calculated yardage (or weight if applicable) field monitor name / number, TDSRS location, tower monitor/name, debris materials categorization, and location of collection, e.g., ROW, FHWA, Canal,etc. 1.24.3 Report Delivery - Each report will contain at a minimum the following information: Contract number ■ Daily and cumulative hours for each piece of equipment, if appropriate. Daily and cumulative hours for personnel, by position, if appropriate. ■ Volumes of debris handled. 1.25 Data Reconciliation - Reconciliation of data will be accomplished weekly between the contractor and the City of Pearland representative. All discrepancies will be resolved within 7 days. 1.26 Final Project Closeout - Upon final inspection and/or closeout of the project by the City of Pearland, contractor shall prepare and submit a detailed description of all debris management activities in an [electronic] spreadsheet, to include but not limited to: the total volume, by type of debris hauled, reduced and/or disposed of, final disposal locations and amounts of the debris managed by the contractor, plus the total cost of the project invoiced to the City of Pearland. Contractor shall provide, upon request of the City of Pearland and/or no later than project closeout, a release of liens demonstrating that all subcontractors to the contractor have been fullypaid. Page 31 of 56 EXHIBIT B Agreement will provide any other additional information as may be necessary to adequately document the conduct of the debris management operations for the City of Pearland. Final project reconciliation must be approved by the City of Pearland. 1.27 Certifications - Contractor will adhere to the process for certification of personnel and vehicles established by the City of Pearland and will include thefollowing: 1.27.1 Certification of Vehicles and Load Capacity - Contractor shall ensure that all equipment is certified in accordance with most current City of Pearland procedures. After a disaster, the City of Pearland, or their designated representative, will begin the equipment certification at a pre- designated site, or at staging areas established by the contractor and approved by the City of Pearland. All contractor and sub -contractor trucks shall have valid registrations, insurance and meet basic operational criteria: tailgates or equivalent containment devices, tarps, etc., as well as all -applicable motor vehicle safety requirements at all times. Drivers shall possess valid licenses. Truck and trailer body dimensions shall be measured, and information recorded on certification forms with calculated capacity noted. Each truck and trailerwill receive two City of Pearland Contractor placards, one each of which shall be affixed on opposite sides of the truck or trailer body and shall always be visible and legible. The truck or trailer driver will be provided up to two (2) copies of the certification sheet for the contractor and sub -contractor's records. 1.27.2 Certification of Personnel - Senior management personnel of the contractor assigned to implement work authorizations pursuant to this agreement will participate, upon request, in training and briefing sessions held by representatives of the City of Pearland. Senior, supervisory personnel of the contractor and all sub -contractors will have received training in debris management, and the implementation of the National Incident Management System (NIMS). Personnel assigned by the contractor as responsible for data management, invoicing and other documentation duties will be trained in the data management concepts and approaches to be used by the City of Pearland. Vehicle and equipment operators will be fully licensed and certified, as required by applicable local, state and federal statutes and regulations. Upon their deployment for field operations, all contractor and sub -contractor personnel will be briefed ortrained appropriately in their duties, responsibilities, and the procedures to be utilized throughout the debris management process, including safety procedures, load ticket management procedures, and accident reporting procedures. Page 32 of 56 EXHIBIT B 1.28 Use of a Standardized "Load Ticket" - Contractor and all sub -contractors will utilize an industry standard FEMA compliant "load ticket" for documenting each load of debris from its origin to the TDSRS and/or final disposal location, as indicated. This may take the form of an electronic or "paperless" version. 1.29 Additional Supporting Documentation - Contractor shall submit sufficient reports and/or documentation for debris loading, hauling, disposal, and load capacity measurements, and any other services provided by contractor as may be required by the City of Pearland and/or other governmental entity to support requests for debris project reimbursement from external funding sources. 1.30 Report Maintenance - Contractor will be subject to audit by federal, state and local agencies pursuant to the contract. Contractor will maintain all reports, records, debris reporting tickets and contract correspondence for a period of not less than five (5) years. 1.31 Work Safety - Contractor shall provide and enforce a safe work environment as prescribed in the Occupational Safety and Health Act of 1970, as amended. Contractor will provide such safety equipment, training and supervision as may be required by the City of Pearland and/or other governmental regulations. Contractor shall ensure that its subcontracts contain an equivalent safety provision. 1.32 Inspection of Contractor Operations - All trucks, trailers, and debris shall be subject to inspection by the City of Pearland and other public authorities to ensure compliance with the contract, applicable federal, state and local laws, and in accordance with generally accepted standards of emergency management professionals. The City of Pearland will, at all times, have access to all work sites and disposal areas. In addition, authorized representatives and agents of the government shall be permitted to inspect all work, materials, invoices, and other relevant records and documentation at any time upon request. 1.33 Corrective Actions Required of Contractors - When instructed by the emergency management coordinator or designee, the contractor will immediately implement corrective actions to address health and safety issues and/or any other actions inconsistent with any of the terms of this agreement, as determined by the City of Pearland in its sole discretion and notify the City of Pearland within twenty four hours. 1.34 Ineligible Work -The contractorwill not be paid for the removal, transportation, storage, reduction and/or disposal of any material not authorized by the city or that does not meet the eligibility requirements identified in 1.36. 1.35 Eligibility Inspections - Debris monitors shall inspect each load or shall inspect at some other frequency of the City of Pearland direction, to verify that the contents are in accordance with the accepted definition of eligible debris. Inspections will be to ensure compliance with the contract and applicable local, state and federal laws, standards and regulations. The contractor will, at all times, provide access to all work sites and disposal areas. Page 33 of 56 EXHIBIT B 1.36 Eligibility Determinations - If any load is determined to contain material that does not conform to the definition of eligible debris, the load will be ordered to be deposited at another approved and certified receiving facility. No payment will be allowed for that load and contractor will not invoice the City of Pearland for such loads. The City of Pearland, through its authorized representative, will be the sole judge as to whether the material conforms to the definition of eligible debris. 1.37 Other Agencies - The term "government" as used in the contract refers to those governmental agencies which may have a regulatory or funding interest in the contract. 1.38 Federal Requirements - During the performance of this contract, the contractor agrees as follows: Will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. ■ Will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. • Agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. Will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive considerations for employment without regard to race, color, religion, sex, or national origin. Will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor union or workers' representatives of the contractor's commitments under this section and shall post copies of the notice in conspicuous places available to employees and applicants for employment. ■ Will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. ■ Will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part and the contractor may be Page 34 of 56 EXHIBIT B declared ineligible for further government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions as may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided bylaw. The contractor will include the seven (7) federal requirements listed above in Section 1.38 in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatenedwith, litigation with a subcontractor or vendor as a result of such direction by the administering agency the contractor may request the United States to enter such litigation to protect the interests of the United States. 1.39 Compliance with the Contract Work Hours and Safety Standards Act -Overtime Requirements: No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. 1.39.1 Violation; liability for unpaid wages; liquidated damages: In the event of any violation of the clause set forth in Section 1.39 the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth Section 1.39, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in section 1.39. 1.39.2 Withholding for unpaid wages and liquidated damages: The Federal Emergency Management Agency (FEMA) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other federal contract with the same prime contractor, or any other federally- assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of Page 35 of 56 EXHIBIT B such contractoror subcontractor for unpaid wages and liquidated damages as provided in theclause set forth in section 1.39. 1.40 Subcontracts - The contractor or subcontractor shall insert in any subcontracts the clauses set forth in section 1.38 and 1.39 and a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in section 1.38 and 1.39. 1.41 Compliance with the Clean Air Act and Federal Water Pollution Control Act - Clean Air Act - The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 etseq. The contractor agrees to report each violation to the Texas Commission on Environmental Quality (TCEQ) and understands and agrees that the TCEQ will, in turn, report each violation as required to assure notification to the (name of recipient), Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with federal assistance provided by FEMA. Federal Water Pollution Control Act - The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. The contractor agrees to report each violation to the Texas Commission on Environmental Quality (TCEQ) and understands and agreesthat the TCEQ will, in turn, report each violation as required to assure notification to the City of Pearland, Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. 1.42 Suspension and Debarment - This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor,its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt.3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters. This certification is a material representation of fact relied upon by (insert name of subrecipient). If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to (name of state agency serving as recipient and name of subrecipient), the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. Page 36 of 56 EXHIBIT B The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. 1.43 Procurement of Recovered Materials - In the performance of this contract, the contractor shall make maximum use of products containing recovered materials that are EPA- designated items unlessthe product cannot be acquired: Competitively within a timeframe providing for compliance with the contract performance schedule; Meeting contract performance requirements; or at a reasonable price. 1.44 Access to Records - The following access to records requirements apply to this contract: The contractor agrees to provide the Texas Commission on Environmental Quality (TCEQ), the City of Pearland, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. • The contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. The contractor agrees to provide the FEMA Administrator or their authorized representative's access to construction or other work sites pertaining to the work being completed under the contract. The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre -approval. ■ This is an acknowledgement that FEMA financial assistance will be used to fund the contract only. The contractor will comply will all applicable federal law, regulations, executive orders, FEMA policies, procedures, and directives. The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from thecontract. The contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. 1.45 Steps to assure that small and minority businesses and women's business enterprises are used when possible - When subcontracting, the contractor shall take the following affirmative steps: ■ Placing qualified small and minority businesses and women's business enterprises on solicitation lists; Assuring that small and minority businesses, and women's business Page 37 of 56 EXHIBIT B enterprises are solicited whenever they are potential sources; Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business enterprises; Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority businesses, and women's business enterprises; and Using the service and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce. 1.46 Equipment Cost -These costs can only be incurred with written owner approval and cannot be billed at the same time with another debris item. 2.0 PROGRAM MANAGEMENT ASSISTANCE 2.1 Damage Survey Report (DSR) or Project Worksheet (PW) 2.1.1 Official DSR/PW requests -Assist City personnel in the following: 2.1.1.1 Identification of expenditures eligible for reimbursement 2.1.1.2 Submission of official 'request for DSR inspection' 2.1.2 Local Government Representation on DSR/PW Team - Train and assist City personnel to accomplish the following: 2.1.2.1 Identification of eligible items for reimbursement 2.1.2.2 Review of DSR/PW for accurate scope of work 2.1.2.3 Review of DSR/PW for accurate cost units 2.1.3 Recovery process documentation - Assist City personnel with the following: 2.1.3.1 Creation of recovery process documentation plan 2.1.3.2 Maintenance of documentation of recovery plan 2.1.4 Force account labor vs. contract labor Recommendations for City personnel on need to contract or utilize force labor account. 2.1.5 Recovery process oversight 2.1.5.1 Recommendation to City personnel on need to contract for project management for projects requiring intense oversight 2.1.5.2 DSR/PW tracing through state and federal process 2.1.5.3 Written and oral status reports to City personnel Page 38 of 56 EXHIBIT B 2.2 Documentation support 2.2.1 Review of records system for applicability to state and federal requirements 2.2.2 Orientation and training of City personnel on requirements for quantity and quality of required documentation 2.2.3 Review documentation for accuracy and quantity 2.2.4 Assist in preparation of claim documentation 2.3 Consultation and negotiation services 2.3.1 Provide recommendations to City personnel on plans of action 2.3.2 Provide guidance to City personnel on issues involving state and federal reimbursement 2.3.3 Assist City officials in negotiations with state and federal officials 2.3.4 Other representations as may be requested / required 2.3.5 Costs for program management services All costs associated with this service are included in the costs listed in the price schedule. There will be no additional cost for this service. 3.0 PRICING WORKSHEET Each offeror must provide pricing via the Line Items in the Line Items tab of lonwave for this RFP. To assist in preparation of numbers a pricing worksheet is included as Exhibit A (no need to submit this form with your documents). Failure to complete all line items with associated pricing may result in rejection of proposal at the City's sole discretion. NOTE: The pricing provided in the Line Items shall include ALL costs associated with the performance of the contract, including travel and out-of-pocket expenses. Use the Line Item "Add Notes" if an explanation is needed. Page 39 of 56 EXHIBIT B SECTION III - EVALUATION CRITERIA AND RESPONSE FORMAT 1.0 EVALUATION 1.1 An evaluation committee will score proposals based on pricing, experience, qualifications, capacity, technical approach, qualifications of staff and references. 1.2 The City reserves the right to select a proposal(s) other than the lowest cost. 1.3 The offeror may be required before the award of any contract to show to the complete satisfaction of the City that it has the necessary facilities, ability and financial resources to provide the service specified therein in a satisfactory manner. The offeror may also be required to give a past history and additional references in order to satisfy the City with regard to the offeror's qualifications. 1.4 The City may make reasonable investigations deemed necessary and proper to determine the ability of the offeror to perform the work. 1.4.1 The offeror shall furnish to the City all information for this purpose that may be requested. 1.4.2 The City reserves the right to reject a proposal if the evidence submitted by, or investigation of, the offeror fails to satisfy the City that the offeror is properly qualified to carry out the objectives of the contract and to complete the work described therein. 1.5 Proposals that do not conform to the instructions given or which do not address all the services as specified may be eliminated from consideration. The City of Pearland, however, reserves the right to accept such proposal if it is determined to be in the City's best interest to do so. 1.6 The City of Pearland may initiate discussions with vendors. Discussions may not be initiated by vendors. The City of Pearland expects to conduct discussions with vendor personnel authorized to contractually obligate the vendor with an offer. 1.7 All correspondence relating to this proposal, from advertisement to award, shall be sent to the City of Pearland's Purchasing Office. 1.8 All presentations and/or meetings between the City of Pearland and the vendor relating to this proposal shall be coordinated by the City of Pearland Purchasing Office. 2.0 EVALUATION FACTORS 2.1 Compliance with proposal requirements, qualifications, best value, delivery, pricing, and the needs of the end user department are all factors which will be considered when evaluating bids. Page 40 of 56 EXHIBIT B 2.2 After receipt of proposals, City of Pearland will use the following criteria in the selection process: 40 % Fees/pricing for all line items; 25% Firm's Experience, Qualifications and Capacity; including demonstrated experience of prior work performed which is illustrative of capability in each of the work areas required herein; and further including documentation provided and maintained to assure compliance with Federal and state requirements; may include quality of provided references demonstrating firm's expertise. 20% Technical Approach; 15% Qualifications of Key Staff. 3.0 PROPOSAL REQUIREMENTS & RESPONSE FORMAT Offerors shall present their responses to the Invitation to Propose in the manner and format listed below, identifying each response by its respective title. 3.1 Fee Schedule: Provide pricing via the Line Items tab in lonwave. As requested in the Line Items, pricing should be delineated by both cubic yard and ton, including, but not limited to, pick up, transportation and all disposal fees. Pricing shall include all direct and indirect costs including all out-of-pocket expense. Use the Add Notes button if additional information needs to be included. 3.2 Experience, Qualifications and Capacity 3.2.1 Describe experience demonstrating current capacity and current expertise in debris removal, solid waste and hazardous waste management and disposal within the past five (5) years. 3.2.2 Describe knowledge and experience with State of Texas and local emergency agencies, State of Texas and Federal Emergency Management Agency (FEMA) programs, funding sources and reimbursement processes. 3.2.3 Provide experience in all aspects of emergency debris management to include procurement, operation, planning, contract management and accounting systems. Active registration in SAM.gov (System of Award Management), inclusive of an active DUNS. 3.2.4 Provide at least five (5) governmental entity references, with a minimum of two (2) from governmental entities involving hurricane debris removal experience of a minimum of 400,000 cubic yards, for which the firm has performed similar work including the contact name, address, e-mail address, telephone number, date of the contract, and approximate amount of debris removal for each. 3.2.5 State the size of the firm's staff, the location of the office from which the service is to be performed and the number and nature of the staff to be Page 41 of 56 I0:4a : Y employed in the performance of this service of a full-time basis and the number and nature of the staff to be so employed on a part-time basis per work scope described. 3.2.6 Provide a listing of equipment owned by its firm and dedicated to debris removal and recovery services, including a list of the equipment and distance, in driving miles, from the City of Pearland. If listing rented or leased equipment owned by others, include subcontractor name and provide a copy of lease contract(s) as proof of its availability. 3.2.7 State the firm's experience in, and demonstrated knowledge of, environmental requirements and considerations in debris removal process. 3.3 Technical Approach 3.3.1 Provide a narrative description with an organizational chart outlining the methods of operation, operational structure and services to be provided. This description should fully and completely demonstrate the offeror's intended methods in performing the contract and specifically identify any obligations of the City (e.g. services and operational requirements) upon which the approach is contingent. 3.3.2 The offeror shall confirm its understanding of the scope of services and its commitment to fully comply with all contractual requirements. In addition, the offeror shall describe their ability to handle multiple contractual obligations in the event of a regional or statewide disaster involving a number of public entity clients under contract for similar support. 3.3.3 Provide information on any technology proposed to perform the scope of services, particularly for load tickets and other reports. 3.4 Qualifications of Staff 3.4.1 Include a listing of the project manager and all other key staff, by position, to be assigned to provide the required services, and resumes for each person describing experience, training and education in the required services. 3.4.2 Provide a listing of other positions that will be used in contract performance. Provide quantities for each position. Identify staff's previous experience working with governmental entities and list those projects and size/scopes. 3.5 Required documents to be completed (located in the "Attachments" tab of the lonwave. Upload to "Response Attachments" tab in lonwave after completing. 3.5.1 Insurance Requirements; 3.5.2 Local Bidder Preference Claim Form (note N/A if not applicable); 3.5.3 Non -collusion Statement; 3.5.4 Conflict of Interest Questionnaire ((note N/A if not applicable); 3.5.5 Contractor Questionnaire; 3.5.6 Certification Forms & Lobbying Disclosure Page 42 of 56 EXHIBIT B 4.0 TYPE OF CONTRACT The City contemplates award of a firm -fixed price contract resulting from this solicitation. It is a non-exclusive debris management contract; and the City may award additional contract(s) to additional Contractor(s) at its sole discretion. 5.0 REQUIRED INFORMATION I DOCUMENTS 5.1 All information and completed forms submitted by an offeror in response to this solicitation shall become an integral part of the resultant contract. 5.2 The offeror's authorized agent shall sign any document in which a signature is required. Proposals signed by an agent shall be accompanied by evidence of that agent's authority. Erasures or other changes must be initialed by the person authorized to sign for the offeror. 5.3 Offerors shall thoroughly examine all statements of work I specifications, schedules, drawings, instructions, other documents and attachments, and references included or cited in this solicitation. Failure to do so will not constitute grounds for withdrawal of a proposal after proposal opening, for refusal to execute a contract if awarded by the City, or for a claim for equitable or other relief after the execution of a contract. 6.0 CONTRACT AWARD 6.1 The City will evaluate submittals in response to this solicitation and contemplates awarding a contract to the offeror whose submittal conforms to the requirements of this solicitation and has the highest evaluation score. 6.2 The City may: 6.2.1 Reject any or all submittals; 6.2.2 Accept other than the lowest cost submittal; and 6.2.3 Waive informalities or minor irregularities in submittals received; 6.2.4 Request interviews if there is a narrow margin between top scoring offers. 6.3 The City may reject a submittal if the prices proposed appear materially unbalanced between the line items or sub line items. A submittal will be considered materially unbalanced when it is based on prices significantly less than cost for some work and prices which are significantly overstated in relation to cost for other work and thereby creating a reasonable doubt that the submittal will result in the lowest overall cost to the City, even though it may be the apparent low proposal, or creating circumstances which are deemed tantamount to allowing an advance payment. 6.4 The City reserves the right to negotiate the final terms and conditions of the contract to be executed. In the event the City and the Contractor(s) are unable to agree upon all contract provisions, the City reserves the right to cease negotiations, and select another Vendor, or to reject all Proposals. If a Contractor intends to request that the City of Pearland execute a Contractor agreement or contract form in connection with the award of a contract, said form must be submitted with the proposal for review by the City's legal counsel during the evaluation of proposals. It shall be understood by all parties that all Page 43 of 56 EXHIBIT B specifications herein, and responses by Offerors hereto, shall apply to, and be construed as a binding part of, any contract awarded as a result of this RFP. 7.0 APPROVAL OF RESULTANT CONTRACT The contract, which may result from this solicitation, is subject to approval by Pearland City Council and may be neither executed, nor binding, until so approved. 8.0 COSTS INCURRED BY OFFEROR The City will not be responsible, under any circumstances, for any submittal preparation costs or other costs incurred by any offeror before the execution of a contract between the City and the successful offeror(s). Page 44 of 56 EXHIBIT B Appendix A: Special Conditions 2 C.F.R. § 200.326 and 2 C.F.R. Part 200 Requirements under the Uniform Rules. A non -Federal entity's contracts must contain the applicable contract clauses described in Appendix II to the Uniform Rules (Contract Provisions for non -Federal Entity Contracts Under Federal Awards), which are set forth below. 2 C.F.R. § 200.326. For some of the required clauses we have included sample language or a reference a non -Federal entity can go to in order to find sample language. Please be aware that this is sample language only and that the non -Federal entity alone is responsible ensuring that all language included in their contracts meets the requirements of 2 C.F.R. § 200.326 and 2 C.F.R. Part 200, Appendix II. We do not include sample language for certain required clauses (remedies, termination for cause and convenience, changes) as these must necessarily be written based on the non -Federal entity's own procedures in that area. 1. Remedies. a. Standard: Contracts for more than the simplified acquisition threshold ($150,000) must address administrative, contractual, or legal remedies in instances where contractors violate or breach contract terms and provide for such sanctions and penalties as appropriate. See 2 C.F.R. Part 200, Appendix II, ¶ A. b. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. 2. Termination for Cause and Convenience. a. All contracts in excess of $10,000 must address termination for cause and for convenience by the non - Federal entity including the manner by which it will be affected and the basis for settlement. See 2 C.F.R. Part 200, Appendix II, $ B. b. Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. 3. Equal Employment Opportunity. a. Standard. Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60- 1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4(b), in accordance with Executive Order 11246, Equal Employment Opportunity (30 Fed. Reg. 12319, 12935, 3 C.F.R. Part, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, Amending Executive Order 11246 Relating to Equal Employment Opportunity, and implementing regulations at 41 C.F.R. Part 60 (Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor). See 2 C.F.R. Part 200, Appendix II, ¶ C. b. Key Definitions. (1) Federally Assisted Construction Contract. The regulation at 41 C.F.R. § 60-1.3 defines a "federally assisted construction contract" as any agreement or modification thereof between any applicant and a person for construction work which is paid for in whole or in part with funds obtained from the Government or borrowed on the credit of the Government pursuant to any Federal program involving a grant, contract, loan, insurance, or guarantee, or undertaken pursuant to any Federal program involving such grant, contract, loan, insurance, or guarantee, or any application or modification thereof approved Page 45 of 56 EXHIBIT B by the Government for a grant, contract, loan, insurance, or guarantee under which the applicant itself participates in the construction work. (2) Construction Work. The regulation at 41 C.F.R. § 60-1.3 defines "construction work" as the construction, rehabilitation, alteration, conversion, extension, demolition or repair of buildings, highways, or other changes or improvements to real property, including facilities providing utility services. The term also includes the supervision, inspection, and other onsite functions incidental to the actual construction. c. Applicability. This requirement applies to all FEMA grant and cooperative agreement programs. d. The regulation at 41 C.F.R. Part 60-1.4(b) requires the insertion of the following contract clause: "During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive considerations for employment without regard to race, color, religion, sex, or national origin. (3) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor union or workers' representatives of the contractor's commitments under this section and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (4) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (5) The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (6) In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part and the contractor may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions as may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. Page 46 of 56 EXHIBIT B (7) The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, That in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency the contractor may request the United States to enter into such litigation to protect the interests of the United States." 4. Davis -Bacon Act and Copeland Anti -Kickback Act. a. Applicability of Davis -Bacon Act. The Davis -Bacon Act only applies to the emergency Management Preparedness Grant Program, Homeland Security Grant Program, Nonprofit Security Grant Program, Tribal Homeland Security Grant Program, Port Security Grant Program, and Transit Security Grant Program. It does not apply to other FEMA grant and cooperative agreement programs, including the Public Assistance Program. b. All prime construction contracts in excess of $2,000 awarded by non -Federal entities must include a provision for compliance with the Davis -Bacon Act (40 U.S.C. §§ 3141-3144 and 3146-3148) as supplemented by Department of Labor regulations at 29 C.F.R. Part 5 (Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction)). See 2 C.F.R. Part 200, Appendix II, ¶ D. c. In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. d. The Non -Federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non -Federal entity must report all suspected or reported violations to the Federal awarding agency. e. In contracts subject to the Davis -Bacon Act, the contracts must also include a provision for compliance with the Copeland "Anti -Kickback" Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations at 29 C.F.R. Part 3 (Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States). The Copeland Anti- Kickback Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non -Federal entity must report all suspected or reported violations to FEMA. f. The regulation at 29 C.F.R. § 5.5(a) does provide the required contract clause that applies to compliance with both the Davis -Bacon and Copeland Acts. However, as discussed in the previous subsection, the Davis -Bacon Act does not apply to Public Assistance recipients and subrecipients. In situations where the Page 47 of 56 EXHIBIT B Davis -Bacon Act does not apply, neither does the Copeland "Anti -Kickback Act." However, for purposes of grant programs where both clauses do apply, FEMA requires the following contract clause: "Compliance with the Copeland "Anti -Kickback" Act. (1) Contractor. The contractor shall comply with 18 U.S.C. § 874, 40 U.S.C. § 3145, and the requirements of 29 C.F.R. pt. 3 as may be applicable, which are incorporated by reference into this contract. (2) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clause above and such other clauses as the FEMA may by appropriate instructions require, and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all of these contract clauses. (3) Breach. A breach of the contract clauses above may be grounds for termination of the contract, and for debarment as a contractor and subcontractor as provided in 29 C.F.R. § 5.12." 5. Contract Work Hours and Safety Standards Act. a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. Where applicable (see 40 U.S.C. § 3701), all contracts awarded by the non -Federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. §§ 3702 and 3704, as supplemented by Department of Labor regulations at 29 C.F.R. Part 5. See 2 C.F.R. Part 200, Appendix II, ¶ E. c. Under 40 U.S.C. § 3702, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. d. The requirements of 40 U.S.C. § 3704 are applicable to construction work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. e. The regulation at 29 C.F.R. § 5.5(b) provides the required contract clause concerning compliance with the Contract Work Hours and Safety Standards Act: "Compliance with the Contract Work Hours and Safety Standards Act. (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less Page 48 of 56 EXHIBIT B than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The (write in the name of the Federal agency or the loan or grant recipient) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." 6. Rights to Inventions Made Under a Contract or Agreement. a. Stafford Act Disaster Grants. This requirement does not apply to the Public Assistance, Hazard Mitigation Grant Program, Fire Management Assistance Grant Program, Crisis Counseling Assistance and Training Grant Program, Disaster Case Management Grant Program, and Federal Assistance to Individuals and Households — Other Needs Assistance Grant Program, as FEMA awards under these programs do not meet the definition of "funding agreement." b. If the FEMA award meets the definition of "funding agreement" under 37 C.F.R. § 401.2(a) and the non -Federal entity wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that "funding agreement," the non -Federal entity must comply with the requirements of 37 C.F.R. Part 401 (Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements), and any implementing regulations issued by done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of Page 49 of 56 EXHIBIT B the clause set forth in paragraph (1) of this section, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The (write in the name of the Federal agency or the loan or grant recipient) shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." 6. Rights to Inventions Made Under a Contract or Agreement. a. Stafford Act Disaster Grants. This requirement does not apply to the Public Assistance, Hazard Mitigation Grant Program, Fire Management Assistance Grant Program, Crisis Counseling Assistance and Training Grant Program, Disaster Case Management Grant Program, and Federal Assistance to Individuals and Households — Other Needs Assistance Grant Program, as FEMA awards under these programs do not meet the definition of "funding agreement." b. If the FEMA award meets the definition of "funding agreement" under 37 C.F.R. § 401.2(a) and the non - Federal entity wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that "funding agreement," the non -Federal entity must comply with the requirements of 37 C.F.R. Part 401 (Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements), and any implementing regulations issued by FEMA. See 2 C.F.R. Part 200, Appendix II, ¶ F. c. The regulation at 37 C.F.R. § 401.2(a) currently defines "funding agreement" as any contract, grant, or cooperative agreement entered into between any Federal agency, other than the Tennessee Valley Authority, and any contractor for the performance of experimental, developmental, or research work funded in whole or in part by the Federal government. This term also includes any assignment, substitution of parties, or subcontract of any type entered into for the performance of experimental, developmental, or research work under a funding agreement as defined in the first sentence of this paragraph. 7. Clean Air Act and the Federal Water Pollution Control Act. Contracts of amounts in excess of $150,000 must contain a provision that requires the contractor to agree to comply with all applicable standards, orders, or regulations issued pursuant to the Clean Air Act (42 U.S.C. §§ 7401-7671q) and the Federal Page 50 of 56 EXHIBIT B Water Pollution Control Act as amended (33 U.S.C. §§ 1251-1387). Violations must be reported to FEMA and the Regional Office of the Environmental Protection Agency. See 2 C.F.R. Part 200, Appendix II, ¶ G. a. The following provides a sample contract clause concerning compliance for contracts of amounts in excess of $150,000: "Clean Air Act (1) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. (2) The contractor agrees to report each violation to the (name of the state agency or local or Indian tribal government) and understands and agrees that the (name of the state agency or local or Indian tribal government) will, in turn, report each violation as required to assure notification to the (name of recipient), Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. (3) The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (1) The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. (2) The contractor agrees to report each violation to the (name of the state agency or local or Indian tribal government) and understands and agrees that the (name of the state agency or local or Indian tribal government) will, in turn, report each violation as required to assure notification to the (name of recipient), Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. (3) The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA." 8. Debarment and Suspension. a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. Non-federal entities and contractors are subject to the debarment and suspension regulations implementing Executive Order 12549, Debarment and Suspension (1986) and Executive Order 12689, Debarment and Suspension (1989) at 2 C.F.R. Part 180 and the Department of Homeland Security's regulations at 2 C.F.R. Part 3000 (Non -procurement Debarment and Suspension). c. These regulations restrict awards, subawards, and contracts with certain parties that are debarred, suspended, or otherwise excluded from or ineligible for participation in Federal assistance programs and activities. See 2 C.F.R. Part 200, Appendix II, ¶ H; and Procurement Guidance for Recipients and Subrecipients Under 2 C.F.R. Part 200 (Uniform Rules): Supplement to the Public Assistance Procurement Page 51 of 56 EXHIBIT B Disaster Assistance Team (PDAT) Field Manual Chapter IV, ¶ 6.d, and Appendix C, ¶ 2 [hereinafter PDAT Supplement]. A contract award must not be made to parties listed in the SAM Exclusions. SAM Exclusions is the list maintained by the General Services Administration that contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. SAM exclusions can be accessed at www.sam.gov. See 2 C.F.R. § 180.530; PDAT Supplement, Chapter IV, ¶ 6.d and Appendix C, 112. d. In general, an "excluded" party cannot receive a Federal grant award or a contract within the meaning of a "covered transaction," to include subawards and subcontracts. This includes parties that receive Federal funding indirectly, such as contractors to recipients and subrecipients. The key to the exclusion is whether there is a "covered transaction," which is any non -procurement transaction (unless accepted) at either a "primary" or "secondary" tier. Although "covered transactions" do not include contracts awarded by the Federal Government for purposes of the non -procurement common rule and DHS's implementing regulations, it does include some contracts awarded by recipients and subrecipient. e. Specifically, a covered transaction includes the following contracts for goods or services: (1) The contract is awarded by a recipient or subrecipient in the amount of at least $25,000. (2) The contract requires the approval of FEMA, regardless of amount. (3) The contract is for federally -required audit services. (4) A subcontract is also a covered transaction if it is awarded by the contractor of a recipient or subrecipient and requires either the approval of FEMA or is in excess of $25,000. d. The following provides a debarment and suspension clause. It incorporates an optional method of verifying that contractors are not excluded or disqualified: "Suspension and Debarment" (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by (insert name of subrecipient). If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to (name of state agency serving as recipient and name of subrecipient), the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise Page 52 of 56 EXHIBIT B from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions." 9. Byrd Anti -Lobbying Amendment. a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. Contractors that apply or bid for an award of $100,000 or more must file the required certification. See 2 C.F.R. Part 200, Appendix II, ¶ I; 44 C.F.R. Part 18; PDAT Supplement, Chapter IV, 6.c; Appendix C, 114. c. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. § 1352. Each tier must also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the non -Federal award. See PDAT Supplement, Chapter IV, ¶ 6.c and Appendix C, 114. d. The following provides a Byrd Anti -Lobbying contract clause: "Byrd Anti -Lobbying Amendment," 31 U.S.C. § 1352 (as amended) Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." APPENDIX A, 44 C.F.R. PART 18 — CERTIFICATION REGARDING LOBBYING Certification for Contracts, Grants, Loans, and Cooperative Agreements (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. Page 53 of 56 EXHIBIT B 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq , apply to th' certification and disclosure, if any c�_ Signature of Contractor's Authorized Official f tt � Liu �� , �U✓�e r�P.�� c�-��g � � Y� �,�C; Name and Title of Contractor's Authorized Official �/ Date 10. Procurement of Recovered Materials. a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. A Non -Federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, Pub. L. No. 89-272 (1965) (codified as amended by the Resource Conservation and Recovery Act at 42 U.S.C. § 6962). See 2 C.F.R. Part 200, Appendix ll, ¶ J; 2 C.F.R. § 200.322; PDAT Supplement, Chapter V, ¶ 7. c. The requirements of Section 6002 include procuring only items designated in guidelines of the EPA at 40 C.F.R. Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired by the preceding fiscal year exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. d. The following provides the clause that a state agency or agency of a political subdivision of a state and its contractors can include in contracts meeting the above contract thresholds: "(1) In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA- designated items unless the product cannot be acquired— (i) Competitively within a timeframe providing for compliance with the contract performance schedule; (ii) Meeting contract performance requirements; or (iii) At a reasonable price. Page 54 of 56 EXHIBIT B (2) Information about this requirement, along with the list of EPA -designate items, is available at EPA's Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/comprehensive- procurement-guideline-cpg-program." 11. Additional FEMA Requirements. a. The Uniform Rules authorize FEMA to require additional provisions for non - Federal entity contracts. FEMA, pursuant to this authority, requires or recommends the following: b. Changes. To be eligible for FEMA assistance under the non -Federal entity's FEMA grant or cooperative agreement, the cost of the change, modification, change order, or constructive change must be allowable, allocable, within the scope of its grant or cooperative agreement, and reasonable for the completion of project scope. FEMA recommends, therefore, that a non -Federal entity include a changes clause in its contract that describes how, if at all, changes can be made by either party to alter the method, price, or schedule of the work without breaching the contract. The language of the clause may differ depending on the nature of the contract and the end -item procured. c. Access to Records. All non -Federal entities must place into their contracts a provision that all contractors and their successors, transferees, assignees, and subcontractors acknowledge and agree to comply with applicable provisions governing Department and FEMA access to records, accounts, documents, information, facilities, and staff. See DHS Standard Terms and Conditions, v 3.0, ¶ XXVI (2013). d. The following provides a contract clause regarding access to records: "Access to Records. The following access to records requirements applies to this contract: (1) The contractor agrees to provide (insert name of state agency or local or Indian tribal government), (insert name of recipient), the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representative access to construction or other work sites pertaining to the work being completed under the contract." 12. DHS Seal, Logo, and Flags. a. All Non -Federal entities must place in their contracts a provision that a contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre -approval. See DHS Standard Terms and Conditions, v 3.0, ¶ XXV (2013). Page 55 of 56 EXHIBIT B b. The following provides a contract clause regarding DHS Seal, Logo, and Flags: "The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval." 13. Compliance with Federal Law, Regulations, and Executive Orders. a. All Non -Federal entities must place into their contracts an acknowledgement that FEMA financial assistance will be used to fund the contract along with the requirement that the contractor will comply with all applicable federal law, regulations, executive orders, and FEMA policies, procedures, and directives. b. The following provides a contract clause regarding Compliance with Federal Law, Regulations, and Executive Orders: "This is an acknowledgement that FEMA financial assistance will be used to fund the contract only. The contractor will comply will all applicable federal law, regulations, executive orders, FEMA policies, procedures, and directives." 14. No Obligation by Federal Government. a. The Non -Federal entity must include a provision in its contract that states that the Federal Government is not a party to the contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. b. The following provides a contract clause regarding no obligation by the Federal Government: "The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract." 15. Program Fraud and False or Fraudulent Statements or Related Acts. a. The Non -Federal entity must include a provision in its contract that the contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to its actions pertaining to the contract. b. The following provides a contract clause regarding Fraud and False or Fraudulent or Related Acts: "The contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract." Page 56 of 56 EXHIBIT C Proposal in Response to City of Pearland RFP # 0220-22 Debris Management Services 3523 Liberty Drive Pearland, Texas 77581 Contact Person: Dawn Brown dawn. brown(a)ceresenv.com April 9, 2020 C R ENVIR0NMEtjTAL 9945 Windfern Road Houston, Texas 77064 Tel. (800) 218-4424 Fax (866) 228-5636 City of Pearland, Texas Table of Contents RFP # 0220-22 Debris Management Services Title Page Table of Contents Transmittal Letter Corporate Resolution TX Certificate of Authority April 9, 2020 Tab Section Page 1 Fee Schedule (provided via the Line Items tab in lonwave) 2 Experience, Qualifications and Capacity 1 Capabilities and Experience...........................................................................2.1-1 2 Past Performance in the Past 5 Years...........................................................2.2-1 3 Knowledge and Experience with Reimbursement Process.............................2.3-1 4 Experience in Debris Management................................................................2.4-1 SAM Registration 5 Governmental References.............................................................................2.5-1 Letters of Reference 6 Size of Staff and Office Locations..................................................................2.6-1 7 Equipment List...............................................................................................2.7-1 8 Subcontracting Plan.......................................................................................2.8-1 List of Potential Subcontractors Good Faith Effort Historically Underutilized Business (HUB) Subcontracting Participation 9 Knowledge of Environmental Requirements...................................................2.9-1 3 Technical Approach 1 Project Organizational Chart ..........................................................................3.1-1 2 Understanding of the Scope of Services........................................................3.2-1 3 Additional Services........................................................................................3.3-1 4 Ability to Handle Multiple Contractual Obligations..........................................3.4-1 5 Technical Data Recovery Services................................................................3.5-1 4 Qualifications of Staff 1 Key Staff........................................................................................................4.1-1 2 Key Personnel Resumes and Certifications...................................................4.2-1 5 Required Documents Insurance Requirements Certificate of Insurance Non -collusion Statement Conflict of Interest Qualifications Contractor Questionnaire Byrd Anti -Lobbying Amendment Certification Forms & Lobbying Disclosure HB 89 Verification Statement of No Exceptions Addendum Acknowledgement CERES Table of Contents ERE ENVIRONMENTAL April 9, 2020 City of Pearland 3523 Liberty Drive Pearland, Texas 77581 RE: RFP # 0220-22 Debris Management Services Due: April 9, 2020 at 11:00 AM CT Dear Evaluation Committee We are pleased to submit the enclosed proposal for the City of Pearland RFP # 0220-22 Debris Management Services. Ceres Environmental Services, Inc. is an experienced disaster recovery and Government contracting firm capable of providing personnel, equipment and resources to rapidly and efficiently respond to a disaster recovery event. Our services include debris removal and segregation, demolition and hazardous material management, debris reduction and site management, and the collection/generation of FEMA -required project documentation. In 2017, Ceres responded to more than 30 jurisdictions following disasters ranging from floods to hurricanes to tornados. Ceres responded to seven Texas cities, including Pearland, following Hurricane Harvey; during the same timeframe, Ceres performed Hurricane Irma recovery efforts throughout the state of Florida. In 2016, Ceres was already working in Louisiana following heavy rains and flooding when Hurricanes Hermine and Matthew hit the U.S. coast within a month of each other, yet we responded to all of our affected clients swiftly and efficiently. Ceres was activated by various jurisdictions throughout North and South Carolina, Florida, and Georgia as a result of Hurricanes Florence and Michael in 2018. Ceres was also activated in 13 Georgia counties by the U.S. Army Corps of Engineers. We had personnel in place prior to the storms making landfall in order to help our clients best prepare and are proud to continue our tradition of being PROVEN, RESPONSIVE, READY. Ceres has held the contract for Debris Management Services with Pearland since 2009. In 2017, Ceres was activated by Pearland following Hurricane Harvey, clearing approximately 55,000 cubic yards of hurricane -generated debris. Our 20 -acre recycling center and equipment facility located in Houston, Texas — 45 miles from your jurisdiction — provides an excellent location from which to manage our post -disaster work in Pearland. Other permanent offices for Ceres give us good geographical dispersion. Those offices are located in Sarasota, FL and Brooklyn Park, MN. Ceres' multiple locations ensure that, even if an event affects our Texas location, other offices will swiftly take over to meet the needs of the City. David A. McIntyre, Sole Shareholder and President; David A. Preus, Senior Vice President; Tia Laurie, Corporate Secretary; and Dawn Brown, Assistant Corporate Secretary have signature authority to bind the company and can all be reached by calling Ceres' toll-free number (800) 218-4424. We look forward to the opportunity to continuing to be your supplier of disaster recovery services. Sincerely, Dawn Brown Assistant Corporate Secretary Ceres Environmental Services, Inc. Enc. TEXAS I FLORIDA I MINNESOTA 9945 Wndfern Road I Houston, TX 77064 1 o "(800) 218-4424 1 FAX (866) 228-5636 ceresenvironmental, com Ceres Environmental Services Facts and Highlights ■ Founded in 1976 and incorporated in 1995, Ceres Environmental Services, Inc. has provided emergency management and other services for 44 years to government entities throughout the United States. ■ Ceres has never defaulted on a contract or failed to complete any work awarded. ■ No client of Ceres has been denied reimbursement for work Ceres has performed. Ceres' professional staff assists our clients, upon request, with the preparation and submission of project worksheets for FEMA and other agencies. ■ No Regulatory or License Agency Sanctions have ever been imposed on Ceres or any of its principals. ■ Ceres' policy is to utilize qualified local small and disadvantaged business enterprises to the maximum extent practicable to further aid in the recovery of the community. ■ Exemplary Performance on over $2.5 billion dollars of Emergency Debris Management contracts awarded by various government agencies within the past 26 years on over 200 FEMA - funded contracts. ■ Following the 2018 Camp Fire in North-Central California, Ceres demolished over 2,900 fire damaged buildings as part of the largest debris mission in California in more than 100 years. ■ Following Hurricane Michael, Ceres was activated by the USACE in 13 counties in Southwest Georgia. Ceres collected and hauled a total of 4,236,363 cubic yards (CY) of debris, with a maximum haul of 140,330 CYs in a single day. ■ In all of 2017, Ceres received 54 major contract activations from cities, counties, and in the U.S. Virgin Islands (USVI) for debris removal and off -island debris disposal. For the USVI work, Ceres received the highest possible contract evaluation — Exceptional — in all categories for its pre- and post -Hurricanes Irma and Maria responses. ■ When working as part of the U.S. Army Corps of Engineers (USACE) Disaster Recovery effort following the Northern California Wildfires in 2017, Ceres did not have a single lost time accident while the other two (2) prime contractors were plagued by safety issues. ■ Ceres responded to Louisiana flooding in 2016, removing over one million cubic yards of debris as well as damaged white goods and putrescent food. ■ Following Hurricanes Hermine and Matthew, Ceres was activated on 20 contracts over four states: Florida, Georgia, South Carolina and North Carolina. Ceres successfully removed more than 3 million cubic yards of hurricane debris resulting from Hermine and Matthew despite already working in Louisiana following the flooding. ■ Performed simultaneous Hurricanes Katrina, Rita and Wilma recovery operations in three states throughout 44 counties and parishes. ■ During Hurricane Katrina recovery, 45,000 cubic yards of debris were hauled on the first day of operations and up to 200,000 cubic yards daily after that. In total, more than 13 million cubic yards were hauled and processed. ■ Performed over 40,000 Right of Entry (ROE) work orders for "Blue Roof' repairs for the U.S. Army Corps of Engineers on five contracts, with concurrent operations in over 30 counties. ■ Recipient of the Million Work Hours Award for our superb safety record on the Katrina Debris project for the U.S. Army Corps of Engineers. ■ Federal Employer Identification Number 41-1816075 Acronyms and Abbreviations Used in the Proposal Abbreviation Meaning AAR After Action Report ACM Asbestos -Containing Material C&D Construction and Demolition Waste CAR Corrective Action Report CYD Cubic Yard DMS Debris Management Site EOC Emergency Operations Center FDOT Florida Department of Transportation FEMA Federal Emergency Management Agency HBCU Historically Black Colleges and Universities HHW Household Hazardous Waste HTW Hazardous or Toxic Waste HUB Historically Underutilized Business Zones ICS Incident Command System IW Industrial Waste MI Minority Institutions MRE Meals Ready to Eat MUTCD Manual of Uniform Traffic Control Devices NIMS National Incident Management System NSC National Safety Council NTP Notice to Proceed OSHA Occupational Safety and Health Agency PAC Public Assistance Coordination PDA Preliminary Damage Assessment PIA Post Incident Analysis PM Project or Program Manager POL Petroleum, Oil, & Lubricants PPE Personal Protective Equipment PW Project Worksheet QC Quality Control RACM Regulated Asbestos -Containing Material ROE Right of ntry ROW Right -of -Way SB Small Business SDB Small Disadvantaged Business SDVO Service -Disabled Veteran -Owned Business TBD To Be Determined TDSRS Tem ora Debris Storage and Reduction Site USACE U.S. Army Corps of Engineers VO Veteran -Owned Small Business WOSB Women -Owned Small Business JOINT WRITTEN ACTION OF THE BOARD OF DIRECTORS AND SHAREHOLDERS OF CERES ENVIRONMENTAL SERVICES, INC. The undersigned, being the sole member of the Board of Directors and the sole shareholder of Ceres Environmental Services, Inc., a Minnesota corporation (the "Corporation"), does hereby adopt the following resolution in writing pursuant to Minnesota Statutes effective as of the 5th day of December, 2017: WHEREAS, the Corporation desires to prepare and submit proposals and bids in response to various government solicitations, requests for bids, and requests for proposals and the Corporation desires to grant the Assistant Corporate Secretary of the Corporation, Dawn Brown, the authority to sign and submit such bids on behalf of the Corporation, NOW, THEREFORE, IN CONSIDERATION OF THE FOREGOING, BE IT: RESOLVED, that Ceres Environmental Services, Inc. grants Dawn Brown, Assistant Corporate Secretary of the Corporation, the authority to sign and bind the Corporation in matters related to the preparation and submittal of bids and responses to requests for proposals to government entities and agencies. IN WITNESS WHEREOF, the undersigned Board of Directors and Shareholders have set their hands effective as of the day first written above. David A. Mc(ntyr resident Sole Director and Sole Shareholder Corporations Section Roger Williams P.O.Box 13697 00��O�az Secretary of State Austin, Texas 78711-3697 Office of the Secretary of State Certificate of Fact The undersigned, as Secretary of State of Texas, does hereby certify that the document, Application for Certificate of Authority for CERES ENVIRONMENTAL SERVICES, INC. (file number 12926006), a MINNESOTA, USA, Foreign For -Profit Corporation, was filed in this office on November 02, 1999. It is further certified that the entity status in Texas is in existence. In testimony whereof, I have hereunto signed my name officially and caused to be impressed hereon the Seal of State at my office in Austin, Texas on June 27, 2007. Roger Williams Secretary of State Come visit us on the internet at http: 04,iv*.sos.state.txus/ Phone: (512) 463-5555 Fax: (512) 463-5709 Dial: 7-1-1 for Relay Services Prepared by: Simona Dehovoz TID: 10264 Document: 175931940002 City of Pearland RFP # 0220-22 Debris Management Services 2 EXPERIENCE, QUALIFICATIONS AND CAPACITY 2.1 Capabilities and Experience Ceres Environmental Services, Inc. is one of the nation's leading disaster recovery contractors, deploying from its disaster response facilities in California, Florida, Louisiana, Minnesota, Puerto Rico, Texas, the Virgin Islands and Christchurch, New Zealand. Since its founding in 1976, Ceres has been awarded over $2.5 billion in FEMA -funded disaster recovery projects across the United States. While under contract for one billion dollars, Ceres was able to complete the work for about half that amount, saving hundreds of millions of dollars for the Government. The U.S. Army Corps of Engineers officially evaluated Ceres' overall performance during the Katrina cleanup as "Outstanding", the highest rating available. Ceres was specifically noted for use of local contractors; quality, efficiency and swiftness of performance; and cooperation while managing a changing and evolving work scope for the single largest geographic area of operation post Katrina. Since 1992, Ceres has been directly involved as a prime contractor in post -event recoveries from such major events as Hurricanes Florence and Michael and the California Camp Fire (Butte County) in 2018; Northern California Wildfires (Lake, Mendocino and Napa Counties) and Hurricanes Harvey, Irma and Maria in 2017; Hurricanes Hermine and Matthew in 2016; Winter Storms Cara and Goliath in 2015; Winter Storm Pax in 2014; Superstorm Sandy in 2012; the Oklahoma City and Alabama tornadoes, New Zealand earthquake, and flooding in North Dakota in 2011; earthquakes in Haiti in 2010; flooding in Iowa and Hurricane Ike in 2008; as well as Hurricanes Katrina (2005), Georges (1998), and Andrew (1992). Ceres first began operations in 1976 in response to Dutch Elm disease. Since that time, Ceres has responded to hundreds of disaster events across the U.S., on remote island chains and even in different countries. In that time, Ceres has grown from a single company into a multinational family of companies and divisions that provide resources, support, and services to the Storm Disaster Response Division. These business units currently employ a total of more than 400 trained and experienced core personnel; this core team is expanded to over 1,500 when necessary during recovery response missions. Our team possesses competencies and capabilities in the following areas. ■ Ceres New Zealand — formed in response to the 2010-2011 Christchurch Earthquake recovery; specializes in complex and commercial building demolition as well as earthquake response. ■ Ceres Caribe — provides knowledge, expertise, and relationships to resolve issues particular to the Caribbean. ■ Civil Works — focused on large, horizontal construction projects such as levees, dikes, and other flood control works. ■ Equipment — supports Civil Works and Disaster Response managing 1,121 pieces of equipment and 33 mechanics, as well as additional support personnel. ■ The Ground Up — Houston-based green waste recycling company focusing on yard waste disposal, grinding and mulching operations. ■ Vesta Equity — an investment company specializing in finance and real estate. Part of its mission is supplying financing for business operations and real estate ventures. Ceres uses our affiliated company Vesta as a financing resource, allowing Ceres to easily finance our activities. For example, during our 2018-19 storm response, Ceres utilized working capital of approximately $100 million in several instances, including during California wildfire recovery work. The companies fulfilled a long-term Corporate strategic goal of owner and President David McIntyre — to develop a suite of diversified, yet complementary and related businesses to support Disaster Recovery and Response in any large and diverse disaster debris activation(s). Each business unit and division play a vital role in the overall company strategy and Ceres can draw on the strength and synergies of each company CERr=S Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-1 City of Pearland RFP # 0220-22 Debris Management Services to ensure that the personnel, technology, equipment and finances required to successfully complete large- scale missions. This strategy allows Ceres to: ■ Retain long-term employees between disaster recovery assignments; ■ Keep heavy equipment on -hand, at -the -ready and operational; ■ Provide financing to ensure that we can pay subcontractors promptly and purchase additional equipment necessary to self -perform. Advantages of Ceres Feature Benefit to City of Pearland Solid Experience and Low Risk of Poor Exemplary performance on over over 200 FEMA -funded Emergency Debris Consistent Performance Management contracts with an awarded value of over $2.5 billion dollars for Performance various government agencies. Rapid Disaster Improved Safety and In October 2018, Hurricane Michael ripped through Georgia leaving damage and Response and Rapid Completion destruction in its path, with the hardest hit areas in Southwest Georgia. As a Mobilization result, Ceres was activated by the U.S. Army Corps of Engineers (USACE) to remove debris in 13 Southwest Georgia counties. We mobilized staff and some equipment prior to the formal Notice to Proceed (NTP). Ceres collected a total of 4.2 million cubic yards of debris. At the mission's peak, Ceres was able to haul 140,000 CYs - 3.3% of the total project - in a single day. The consistency of this type of significant progress allowed us to finish on schedule with the USACE staff drawdown plan. Ceres received the highest possible quality rating for this work - Exceptional - based in part on our high roduction rates despite numerous scope changes and severe weather. Long, Varied History of Maximum FEMA Since 1992, Ceres has been directly involved as a prime contractor in post -event Disaster Recovery Reimbursement recoveries from such major hurricanes as Katrina and Irma. Ceres has also Experience responded to tornadoes in Oklahoma and Alabama, winter storms in the Northeast, Midwest and South, floods in Louisiana, earthquakes in New Zealand and Haiti, and Wildfires in California. Large Scale Successful Task In September of 2017, Ceres responded to 35 jurisdictions in Florida and Experience and Completion performed two emergency contracts in Georgia after Hurricane Irma. Multiple Event Additionally, Ceres worked under the U.S. Army Corps of Engineers (USACE) in Response Puerto Rico and the Virgin Islands, where both Hurricanes Irma and Maria caused severe damage and devastation. Ceres received an Exceptional overall rating -the highest possible rating for the work performed in the Virgin Islands by the U.S. Army Corps of Engineers. In August of the same year, Ceres had already begun recovery work in seven jurisdictions in Texas following Hurricane Harvey. Ceres performed recovery operations simultaneously for Hurricanes Katrina, Rita and Wilma in three states throughout 44 counties and parishes, garnering an Outstanding - the highest overall rating available at that time - evaluation from the U.S. Army Cors of Engineers. Large Number of Faster Job Ceres' subcontractor database comprises over 2,500 qualified individuals and Accredited Completion companies certified to work in the U.S. These companies have more than 50,000 Subcontractors pieces of debris removal equipment immediately available for disaster recovery work. Large Disaster Faster Job Through contract with its wholly owned subsidiary, Ceres Environmental, Inc., Response Equipment Completion and Ceres has access to one of the largest inventories of disaster recovery Inventory Added Flexibility equipment in the U.S. Ceres Environmental Inc.'s current inventory includes over 1000 pieces of equipment. Ceres typically self performs 10-15% of the work on a 'ob. Our mission is to serve units of Government with time -critical disaster recovery and heavy construction services. We have an enviable reputation for speedy deployment, excellent work, and experienced site CERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-2 City of Pearland RFP # 0220-22 Debris Management Services management. After 44 years of doing demanding work in almost every U.S. state and territory, Ceres is still known for keeping its promises: Ceres has never defaulted on a contract, failed to complete a contract, nor had any client denied reimbursement. An evaluation from the Department of the Navy is typical: "perhaps the finest contractor 1 have worked with...." Ceres always adheres to the highest standards of quality, integrity and safety. The core competencies Ceres commits to every project are: ■ Rapid Deployment ■ Experienced Project Management ■ Financial Stability ■ Equipment, and ■ Trusted Subcontractors Rapid Deployment Over the years, we have developed and refined our ability for rapid response mobilizations. Following Hurricane Matthew in 2016, Ceres mobilized staff and equipment to Beaufort County, SC within 24 hours of the Notice to Proceed. Ceres was under contract to provide ten (10) emergency debris clearance crews; Ceres mobilized 24 emergency debris clearance crews. Under the Oklahoma Environmental Management Authority after Winter Storm Cara in 2015, Ceres received a Notice to Proceed and made a commitment to OEMA to have two self -loading knuckle -boom trucks with pup trailers mobilized within 72 hours. Ceres mobilized both pieces of equipment within 24 hours and began debris clearance for OEMA within 72 hours of the Notice to Proceed. Ceres uses local "teaming partners" as well as strategically placed owned equipment staging and multiple office locations across the country. Ceres can provide significant equipment and staffing within 24 hours of storm subsidence. Experienced Project Management The company has more than 150 full-time professional and managerial staff with disaster experience, many of whom hold degrees in areas such as: Business Administration, Structural and Civil Engineering, Forestry, Geology, Science and Accounting. As part of the Company's dedication to quality and safety, many of Ceres' management staff are U.S. Army Corps of Engineers -certified in Construction Quality Management; certified in Emergency Management by FEPA; have been certified by FEMA in NIMS; are Red Cross certified in first aid; and have completed OSHA's 40 -hour safety training course. Ceres' management is also experienced in a wide variety of geographic conditions. Their work histories include all U.S. states, Puerto Rico, Thule, Greenland, Ascension Island, Haiti and New Zealand. Ceres' management has demonstrated its ability to respond to large-scale events. From October 2018 to March 2019, Ceres was activated in 13 Southwest Georgia Counties for the U.S Army Corps of Engineers following Hurricane Michael. Ceres collected and hauled a total of 4,236,363 cubic yards of debris, with a maximum haul of 140,330 cubic yards in a single day. This was accomplished by utilizing 1,628 hauling vehicles and managing 144 subcontractors. Ceres received an Exceptional — the highest possible rating — for quality of service in the face of enormous challenges caused by an increase in the magnitude of project scope and extreme weather conditions. Between December 2017 and June 2018, Ceres actively worked in Lake, Mendocino, and Napa (LMN) Counties as part of the U.S. Army Corps of Engineers (USACE) Disaster Recovery effort after the President declared a federal State of Emergency as a result of the Northern California Wildfires. During Hurricane Irma and Maria response, Ceres was closing out 8 projects in Texas, 37 projects in FL, and other projects in Louisiana, Georgia, Puerto Rico and the USVI. Throughout the performance period, Ceres did not have a single loss time accident while the other two (2) prime contractors were plagued by safety issues. This was achieved through effective project management by over 50 project managers of more than 2,500 trucks and hundreds of subcontractors. In all of 2017, Ceres received more than 50 major contract activations from cities, counties, and the U.S. Army, including an ACI activation in the U.S. Virgin Islands (USVI) for debris removal and off -island debris disposal. For that work, Ceres received the highest possible evaluation — Exceptional overall rating for its pre- and post -Hurricanes Irma and Maria responses. (:ERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-3 City of Pearland RFP # 0220-22 Debris Management Services Shortly after Hurricanes Katrina and Rita in 2005, the U.S. Army Corps of Engineers (USACE) awarded Ceres a $1 billion contract for disaster response, including loading, hauling, reducing, and disposing of debris and white goods; trimming and removal of hazardous trees; demolition of storm damaged buildings; collection of household garbage; environmental sampling and monitoring of disposal sites; and life support services. This contract covered 11 Louisiana Parishes and required the operation of 54 reduction/disposal sites. Ceres achieved a record-setting mobilization, hauling more than 45,000 cubic yards of debris in its first day on the job (from Jefferson Parish, LA). Ceres rapidly achieved large-scale capacity, reaching a maximum production of 194,584 cubic yards per day and eventually hauling, reducing, and disposing over 13.4 million cubic yards of debris, over 315,000 units of white goods, while trimming or removing over 165,000 hazardous trees. Ceres has the resources and experience to handle multiple events and locations. In 2018-2019, Ceres was activated by the U.S. Army Corps of Engineers in 13 counties located in southwest Georgia following Hurricane Michael, while also performing work for individual jurisdictions in Florida. In addition to this work, Ceres was still actively providing disaster recovery services throughout North and South Carolina as a result of Hurricane Florence. In 2016, Ceres was already working in Louisiana following heavy rains and flooding when Hurricanes Hermine and Matthew hit the U.S. coast within a month of each other. Ceres responded to several counties in Florida and Georgia after Hurricane Hermine and then to an additional 14 jurisdictions in Florida, Georgia, South Carolina and North Carolina after Hurricane Matthew. Following Winter Storm Cara in November 2015, Ceres responded to the Oklahoma Environmental Management Authority (OEMA) and began to mobilize staff and equipment within 24 hours of the Notice to Proceed, finishing the first pass in the first two days of operations. When Winter Storm Goliath hit Texas and Oklahoma just one month later in December, Ceres already had staff and equipment positioned to respond in Oklahoma. As more debris piled up following Goliath, Ceres extended its services to the City of Warr Acres, plus Canadian County and four other cities under the OEMA. Following Hurricanes Katrina, Rita, and Wilma in 2005, Ceres performed several other emergency response contracts—often at the same time—including Katrina debris removal for the City of Biloxi; Hurricane Wilma debris removal for the City of Palm Beach Gardens, FL; Katrina debris removal for the Parish of Terrebonne, LA; and the installation of over 22,000 temporary roofs on private residences in two states under two separate "Blue Roof' contracts with the U.S. Army Corps of Engineers (USACE). Our successful experience in multiple response situations as well as our substantial resources and teaming relationships, assures that Ceres performance on this project will be to the Client's utmost satisfaction. Ceres' management has demonstrated its commitment to safe operations. Ceres worked approximately 650,000 manhours without a single lost time injury in Southwest Georgia in 2018-2019. Our use of equipment safety inspection stickers that were a part of the placarding process ensured that equipment was in good working order, and in total 1,628 vehicles were placarded. Ceres supervised an estimated 1,600 people on this job at its peak. Given the number of people and duration of the project, this is a strong demonstration of Ceres commitment to safety. Safety is a key component of our company. We bring this emphasis to our debris management work as shown by four important awards. We were a 2015, 2011 and 2009 Recipient of the National Safety Council (NSC) Occupational Excellence Achievement Award. This award recognizes outstanding safety achievements among its members and is designed to help promote the prevention of workplace injuries and illnesses. In 2010, we received a Perfect Record Award for operating an entire year without occupational injury or illness and a Million Mile Club award for driving without a Preventable Incident. In 2007, Ceres received the Million Work Hours award from the NSC. The award is for 1,000,000 work hours TERES Occupatio►', lt'fll�'('L')tl�'llt �trc.trtl 2015 Recipient Ceres Environmental Services. Inc. 6968 Professional Parkway E Sarasota. FL 34240 Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-4 City of Pearland RFP # 0220-22 Debris Management Services without occupational injury or illness involving days away from work during our Hurricane Katrina debris work. In 2008, Ceres performed sixteen separate debris removal missions following ice storms, flooding, and hurricanes Dolly, Gustav and Ike. During the performance of these missions, there were zero lost time injuries. Ceres' management has demonstrated its commitment to superior performance and customer satisfaction. In 2017-2019, Ceres worked in the U.S. Virgin Islands under the USACE contract. For that work, Ceres received Exceptional ratings for nearly all of the categories rated, meeting and exceeding contract requirements and achieving the highest ratings available for quality, customer satisfaction, management/personnel/labor, cost/financial management, and safety/security. Following the devastation of two (2) separate landfalls by Hurricane Irma in Florida on September 10, 2017, all 67 counties and 412 incorporated municipalities in the State of Florida were declared Category A and Category B under the FEMA Public Assistance Program. During this time, Ceres was active in over 50 separate locations throughout the Southern United States. For Seminole County, FL, although Ceres was the secondary contractor, Ceres staff was engaged with the County staff prior to the storm and was activated in place of the primary contractor when they failed to participate in project kickoff procedures. Upon completion, Ceres had managed 786,619 cubic yards of debris, removing on average more than 9,000 cubic yards a day. We cut a total of 25,021 limbs, with a peak day count of 1,353 limbs on September 27. When Winter Storm Pax struck the southeast in 2014, Ceres' pre -event debris management contract with Columbia County, GA was activated. Ceres responded immediately, mobilizing a work force capable of removing the more than 600,000 cubic yards of debris left behind by the late winter ice storm. During the project, Ceres not only provided the debris management necessary, but also assisted with FEMA documentation and provided zone maps of the County to keep the public informed. Columbia County, at the end of the project, said of Ceres, "From the first day to the last day of our project, they performed their work in an admirable and cooperative manner." During 2005, Ceres' pre disaster event contracts with Terrebonne Parish, LA and Palm Beach Gardens, FL were activated in response to Hurricanes Katrina and Wilma. Ceres had management staff on the ground before either hurricane made landfall. Katrina and Rita work in other places already had Ceres fully mobilized and in the midst of moving millions of cubic yards of debris and installing thousands of temporary roofs in Mississippi and Florida. Nevertheless, the City of Palm Beach Gardens received such a high level of service that they evaluated Ceres' performance as "Exceptional." Ceres' management has demonstrated a high level of capability and adaptability. In 2018, when subcontractors became increasingly scarce for Hurricane Florence recovery in North Carolina after Hurricane Michael struck the Southeast U.S. in October of that same year. Ceres used its own equipment and personnel to fulfill all of our client commitments without an interruption in service, unlike many other prime contractors, despite extreme weather conditions that caused significant delays and Ceres was active in Livingston Parish, LA in early 2017 following damages sustained by summer flooding in 2016. Ceres removed and disposed of approximately 1.35 million cubic yards of debris, including 400,000 pounds of putrid food and 20,000 units of white goods. In the middle of clean up, Hurricanes Hermine and Matthew hit the U.S. coast within a month of each other. Ceres extended its services to respond to the needs of more than 20 other jurisdictions while fulfilling all contractual obligations in the Parish. In the words of the Director of Parish Homeland Security, "(Ceres} showed extreme reliability and dedication in the midst of chaos... Organized and diligent, their team quickly adapted to meet our needs." Ceres' personnel are trained in FEMA regulations and are schooled in the use of FEMA Public Assistance Debris Management Guide FEMA 325, as well as additional resource books Public Assistance Guide FEMA 322 and Public Assistance Policy Digest 321. Ceres personnel are also familiar with the Public Assistance Program and Policy Guide, as well as 2 CFR Part 200 Procurement Standards. Financial Stability Ceres' excellent financial stability means that it can provide performance and payments bonds from treasury -listed carriers in amounts in excess of $500M per single project. With liquid working capital and C:ERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-5 City of Pearland RFP # 0220-22 Debris Management Services additional credit lines in excess of $200M available, a lack of financial resources is never an obstacle for Ceres. The company is able to perform work with its own funds and the timing of payments from customers is a non -issue for the corporation. As an example, Ceres was activated simultaneously in 35 jurisdictions throughout the state of Florida, while still completing work in Texas and Louisiana in 2017. Despite the heavy workload and wide variety in project schedules and invoice payments, Ceres was able to maintain a steady pace in all of the recovery projects by ensuring that personnel were provided for, equipment was maintained, and subcontractors received prompt payments. During the 2005 storm season, Ceres provided bonds for three (3) concurrent Army Corps hurricane response projects with contract award amounts of $1 B, $60M, and $50M. Ceres has unrivalled access to the levels of working capital necessary to keep its promises and handle the biggest and most complex jobs. Equipment Through contract with its wholly owned subsidiary Ceres Environmental, Inc., Ceres has access to more than 1,000 pieces of disaster response equipment. Ceres invests heavily in owned equipment because it assures rapid response times and provides additional flexibility as well as direct management control. Because of its extensive fleet, Ceres can send equipment and personnel to respond to a disaster regardless of the availability of subcontractors. Following the 2017 storm season, Ceres purchased additional equipment, including self -loading knuckle boom trucks, additional grinders, excavators, and other support equipment. This allowed Ceres to continue to operate projects in the U.S. Virgin Islands and Puerto Rico and respond to Hurricane Florence and Hurricane Michael in 2018. Much like recovery projects in 2016 and 2017, a large C&D event and a vegetative event occurred in 2018 in North and South Carolina. Subcontracted trucks left many projects in North Carolina, and other primes struggled to close out. Ceres applied the strategy used in 2017 and, buoyed by the purchase of additional equipment, Ceres self -performed the closeout of many North Carolina and South Carolina projects. Ceres has taken numerous steps to mitigate any recurrence of the equipment shortages that have plagued the disaster industry in recent years. We are confident in our ability to rapidly mobilize the magnitude of equipment and personnel necessary to manage the largest projects and we have demonstrated our ability to manage more than 50 government projects totaling approximately $250M concurrently, providing a dedicated Project Manager for each individual project. Ceres has access to all the life support equipment needed for supporting its own personnel including mobile living quarters, food supply, large potable water supply tanks, and large septic storage systems. These systems have saved valuable management time in responses to such higher category storms as Katrina. Ceres also has available life support systems for project -wide support and Government personnel. In Ceres' Jefferson Parish, LA response following Katrina, for example, Ceres provided total life support for more than 400 people, and subcontractor fueling services for enough equipment to move 70,000 CY of debris per day. Ceres owns four self-contained office trailers including satellite internet connections and satellite phones as well as additional loaner satellite cell phones for the customers' management teams. Ceres regularly supplies rental satellite phone service to its clients. Trusted Subcontractors Ceres maintains one of the industry's largest networks of pre-screened and fully qualified subcontractors, including local vendors and preferred vendors. Our subcontractors are evaluated on many levels, including past performance, equipment and personnel availability, mobilization timeframes, insurance, and cost. Ceres knows that a big part of local recovery is economic, so Ceres always strives to employ qualified local C:E.RES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-6 City of Pearland RFP # 0220-22 Debris Management Services labor. The subcontractors are also grouped in Response Regions based on distance from City of Pearland's service area in order to facilitate contacts if and when pre -event mobilization plans are activated. It is Ceres' formal policy to utilize local subcontract services in the performance of the proposed contract to the maximum extent possible. In the emergency disaster response and recovery activities carried out under the contract, preference will be given, to the extent feasible and practicable, to those organizations, firms, and individuals residing or doing business primarily in the area affected by such major disaster or emergency. Ceres recognizes the advantages obtainable by utilizing other responsible and experienced firms capable of furnishing specialty services and products of high quality, but first priority will be given to those subcontractors who are from the area or regularly do business there. During Ceres' Army Corps contracted disaster relief response in the state of Louisiana following Hurricane Katrina, local contractors received 55.9% of the total dollars paid to Ceres. In accordance with Ceres Corporate policies, it is our practice to use Local and other Small Businesses (SB) and also HUBZone, Veteran -Owned (VO), Service Disabled Veteran -Owned (SDVO), Small Disadvantaged (SDB), Women -Owned (WOSB), Historically Black Colleges and Universities (HBCU), and Minority Institutions (MI) for the provision of equipment, labor, services, and supplies to the maximum extent possible. In our most recent reporting on our federal contracts, we exceeded our goals in each of the applicable categories. This report shows that Ceres paid Small Business Concerns 75.6% of the total dollars, with 12.0% going to SDBs, 13% to WOSBs, 3.3% to HUBZone SBs, 11 % to VOs, and 9.5% to SDVOs. While Ceres' database of screened and qualified subcontractors consists of over 2,500 firms from all across the country, Ceres intends to draw from a more select list of regionally based subcontractors to provide the highest level of performance, including rapid mobilization. Other firms that have shown exemplary performance standards in previous disaster recovery efforts are included in this list. In Ceres' subcontractor registration process, all potential firms are required to demonstrate their knowledge of the disaster recovery process, including safety, knowledge of FEMA related topics, eligible debris, etc. After careful scrutiny, the firms that meet Ceres' rigorous standards are added to the list of preferred subcontractors. Additionally, after each disaster recovery project, Ceres managers go through a complete performance evaluation of each subcontractor that worked on the project. All subcontractors have been screened through the Excluded Parties List System and only those shown to have no history on the list will be chosen for this project. Qualities and Attributes Reliable In 1997, Ceres was selected by the United States Air Force for an emergency demolition project at Thule Air Base, Greenland, 700 miles from the North Pole. This difficult demolition project consisted —� of a large, severely damaged �s building that was in imminent danger of collapsing on a critical Early Warning Radar station protecting the U.S. East Coast. Unique project challenges included air lifting a 70,000 -pound piece of specialized demolition equipment to Greenland and performing the work during October with limited daylight, severe cold, and the danger of strong winds in excess of 200 mph coming off the Greenland glacier. Ceres was given an outstanding rating for its performance on this project. Respected National magazines, including Biocycle and Wood Waste Recycling, have featured Ceres' urban wood waste recycling efforts and emergency debris management services. Ceres was also the honored recipient of the Minnesota Governor's Certificate of Commendation in 1995 for our innovation in the tree recycling industry. We have numerous letters of recommendation and high post project evaluations. C:E-RES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-7 City of Pearland RFP # 0220-22 Debris Management Services Experienced Ceres has p $700M and erformed disaster recovery work on over over 200 FEMA -reimbursed contracts in excess of has been repeatedly selected by federal and local government agencies for pre -event emergency response contracts. Ceres has performed emergency work contracts of less than $25,000 and up to $1 billion. Our clients have provided excellent references based on their satisfaction with our work. Our experience makes us a superb choice for cities and counties that need the security of a proven company. Ceres has also been selected for large demolition and construction projects contracted by the U.S. Air Force, Navy, and Army. Our expertise in large construction projects also provides us with the managerial expertise necessary to organize and perform major public projects such as disaster cleanup. Ceres has performed superbly in construction projects ranging from a large park in Puerto Rico with athletic fields and 30 structures, to levee repair work, to renovation of an underground park in Kentucky. This history exhibits the technical expertise that ensures all of our customers are pleased with their selection of Ceres. Hazardous Materials Abatement Experience With a database of more than 100 professional hazardous materials contracting partners, we have managed everything from small "glove -bag" removal of pipe insulation to the demolition of over 80 U.S. military facilities with extensive Regulated Asbestos Containing Material (RACM), Lead, and PCBs Ceres uses certified building inspectors to survey all buildings with potential asbestos abatement needs. Survey and testing reports are then reviewed with the client to determine the best approach for handling the material including encapsulation or complete abatement. Once an approach is defined, Ceres personnel work closely with the client to detail a plan that minimizes downtime to the facility as well as any potential exposure to non -abatement personnel. The entire process is documented by both Ceres and the client's facilities personnel. The unique challenges overcome by Ceres' commitment to innovative solutions are a testament to the character of this company. Environmental Experience Earthquakes and other major natural disasters bring a host of environmental hazards that must be remediated and properly disposed of to protect both the environment and our clients from potential litigation. Through years of experience, Ceres has become an environmental leader in the disaster relief field. White Goods/Biohazardous Waste When tasked, Ceres implements staging, cleaning & recycling operations of white goods. Recyclables include Refrigerant Freon, compressor oils and scrap steel. White CA, goods containing putrescible wastes are routed through a cleaning area to remove the biological/vegetative debris. This debris is captured into bags or other suitable containers and shipped to an appropriate landfill or composter. Volumes are tracked and counted. During Hurricane Katrina recovery, Ceres processed 315,725 units. Commercial Hazardous Waste (CHW) A large portion of all CHW can be recycled if properly managed. The remaining materials can be prepared for incineration, neutralization or landfill. During Katrina, most of the recyclables were blended for a fuels program for energy recovery. Other recyclables include lead acid batteries, anti -freeze, mercury switches, light bulbs and compressed cylinders. (:ERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-8 City of Pearland RFP # 0220-22 Debris Management Services Electronic Waste (E -Waste) Products containing phosphorous tubes and electronic circuits are considered good candidates for a -waste recycling. Construction and Demolition Debris (C&D) C&D debris may contain hazardous substances such as commercial hazardous waste, medical wastes, guns and ammunition, oxygen cylinders, and industrial quantities of chemicals. Primary recyclables include scrap steel, tires, metals, glass, wood, concrete and plastics. Other Environmental Services Ceres can coordinate a wide variety of other environmental remediation services, including lead, pesticides, underground storage tanks, spent lead acid batteries, lamps (fluorescent, high intensity discharge, neon, mercury vapor, high pressure sodium, and metal halide lamps), mercury thermometers and antifreeze. Capable Ceres is staffed by professionally trained individuals with more than 200 collective years of experience in disaster recovery management. Ceres provides regular on-going training for field employees as well as our professional staff. Ceres' superintendents carry the following certifications and formal training: USACE certification for Quality Control; FEMA NIMS; 30 -hour Construction Safety accreditation; and Hazwoper 40 - hour training. Selected Superintendents also have training in asbestos and lead abatement. Ceres also provides its employees with outside disaster response training through FEMA -sponsored courses. The U.S. Army Corps of Engineers evaluated numerous offerors on their project management capabilities and experience and selected Ceres for an award as an Advance Contract Initiative Disaster Debris Management Contractor Safe We take special care to minimize the risk of injury in the disaster area to both our workers and the general public — safety first. It is the practice of Ceres to employ a full-time Health and Safety Officer. The Health and Safety Officer is responsible for overseeing Ceres' field Safety Officers who are experienced in various aspects of safety compliance relative to construction activities, industrial hygiene and traffic safety. Safety Officers possess a variety of qualifications including OSHA 10 -hour and 30 -hour training certifications; First Aid and CPR; and Hazwoper 40 -hour certifications. Ceres' full-time field employees have CPR/First Aid/AED training. In 2010, we received a Perfect Record Award for operating an entire year without occupational injury or illness and a Million Mile Club award for driving without a Preventable Incident. ulorla Million Work Hours Award oca*e mml Awards Program pto Wed to Cares Envwro1 SwvlcaS USACE rebis Missm Keane Recon ry tr1Ke t outsiane 1m operating 1.000,000 engloyeo flours wrOW occupallonal aMUV of M- aw01VeV days away fmm WM Apel 1.2007 . NoyenlDer 10.{2007' There were no lost time injuries during all of Ceres' 2005 temporary roofing operations with over 22,000 roofs installed. In 2004 with over 1,000 workers in the field, no lost time injuries occurred on any of our projects during disaster recovery operations across nineteen Florida counties. Ceres was named a recipient of the Million Work Hours Award for our superb safety record on the Katrina Debris project for the U.S. Army Corps of Engineers. FEMA Knowledgeable Ceres has more than 26 years of successful FEMA -reimbursed disaster work. Ceres' management staff has a long tenure with strong expertise in FEMA requirements for documentation, eligibility, general rules compliance, and methodologies. Ceres augments staff FEMA experience with certified FEMA training classes for its general management. Ceres has assisted numerous clients during the post -disaster reimbursement application process, and our clients have never been denied reimbursement for our work. For example, two years after one project was completed, FEMA conducted an audit of that City during which the City was unable to provide complete truck certification logs. FEMA indicated that due to the missing truck documentation, they intended to take a reimbursement reduction from the City in excess of $1,000,000. When the City notified Ceres about this (:E.RES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-9 City of Pearland RFP # 0220-22 Debris Management Services matter, Ceres was able to provide the missing information from its well -organized records; the City subsequently received all of its eligible reimbursement without any reduction. Community Relations One of Ceres' most important support functions in the event of a natural disaster is to help Pearland officials engage in community relations. Ceres provides important resources for keeping residents informed on the progress of cleanup. Toll Free Hotline and E -Mail Management Large phone and e-mail traffic from concerned residents are a part of every natural disaster. Ceres maintains a toll-free Storm Hotline that is staffed and accessible 24 hours a day, 7 days a week to handle questions, concerns or complaints related to clean-up: 1-877-STORM12. The number is prominently displayed on all Ceres equipment working the clean-up area. Ceres monitors call and e-mail volume and establishes additional toll-free numbers and enlists additional staff whenever greater capacity is required to ensure maximum community responsiveness. Call center staff keep a log of incoming calls and e-mails, recording the address of the reported incident, resident's name, reported complaint, date and time of reported incident, and the truck number (if applicable). This group compiles incoming resident communications and organizes them into date/time of receipt and response priorities. Ceres sorts through messages to identify time -sensitive incidents such as broken water lines that need immediate attention. Each incident is investigated, and ultimately, we locate the responsible crew if fault is found. Reports from this database will be accessible daily or weekly and can be disbursed to Pearland officials accordingly. Client Satisfaction -Oriented Ceres is in business to serve governmental agencies. We recognize that providing customer satisfaction is critical to our success. Our satisfied customers and the commendation letters and evaluations quoted below speak for themselves. [Ceres] showed extreme reliability and dedication in the midst of chaos... Ceres Environmental has my highest recommendation. James A. (Jimmie) Stephens, County Commissioner, Jefferson County, Alabama 1 would like to officially express my gratitude and admiration for your leadership and expediency of action in providing the Corps of Engineers with logistical and operational support. 1 feel confident that with leaders like you the Corps of Engineers and the State of Louisiana will have little difficulty in continuing to succeed in the recovery mission. Wesley Todd, Mission Manager, U.S. Army Corps of Engineers My experience with this firm is that they are true professionals with a focus on the need of their customers and the community they serve regardless of the circumstances. Alberto Zamora, Sanitation Division Director, City of Miami Beach, FL ...1 would like to thank Ceres and all of its personnel for the services that you provided during this most trying of times. 1 thought that you and your staff handled yourselves in a most professional manner and it was a pleasure working with you. Don Brandon, P.E, County Engineer, Chambers County, Texas Perhaps the finest contractor we've worked with. Department of the Navy, Naval Facilities Engineering Command, EI Centro CA. While many out of state contractors used this opportunity to take advantage of the situation, your organization rose above the rest with superior customer service... James A. Randolph, Asst. to the Town Manager, Town of Windsor, VA As communities seek to incorporate the benefit of a defined and organized emergency debris haul contract, we would promote and recommend that Ceres Environmental be at the forefront of consideration. The company is committed to purpose, responsive to action, and sets the standard of industry excellence. Joe Mercurio, Project Manager, Emergency Management, City of Port St. Lucie, FL C:ERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-10 City of Pearland RFP # 0220-22 Debris Management Services Ceres has given us exemplary service. They have been responsive to the needs that are unique to our County, they have advised us of FEMA regulations, they have made suggestions to save the County money and most importantly they conducted their business in a professional manner..../ have been most impressed by their thoroughness and flexibility. Donald M. Long, Director of Public Works, County of Isle of Wight, VA Ceres did an excellent job in the coordination and the removal of tree damage that occurred.... / would highly recommend them for any future cleanup because of the proficiency and timely manner in which they operated. Tim Stevens, Superintendent of State Highways, Kentucky State Highway Department C:ERES Tab 2 Experience, Qualifications and Capacity Section 1 Capabilities and Experience Page 2.1-11 City of Pearland RFP # 0220-22 Debris Management Services 2.2 Past Performance in the Past 5 Years Ceres Environmental Services, Inc. has been working actively in the disaster recovery business since our founding in 1976, completing over 200 FEMA -reimbursed projects. The following table contains a selection of our past performance over the past five (5) years; additional details on our past performance are available upon request. Owner & Location od Description Pearland, TX Debris Management Services $1,065,532.89 54,771 September — Removal of debris resulting from Hurricane Harvey October 2017 CalRecycle Fire Debris Removal and $241,245,665.00 766,938 tons January 2019 — Wildfire Structure and Debris removal in Butte County, Recovery Services for the to date to date January 2020 CA Camp Fire Camp Fire in Butte Count U.S Army Corps of Engineers; W912P814D0020 (ACI) $134,159,610.00 4,934,780 October 2018 — Removal of debris and hauling following Hurricane Southwest GA, multiple counties Debris Management: March 2019 Michael within 13 Southwest Georgia Counties. Hurricane Michael Debris Removal U.S. Army Corps of Engineers; Debris Removal and $37,652,633.00 84,000 tons January 2018- Wildfire Structure and Debris Removal, Reduction, Sacramento, CA Processing for Lake, June 2018 Hauling and Disposal in Lake, Mendocino, and Napa Mendocino, and Napa Counties, California Counties, CA USACE — Virgin Islands W912P8-14-D- 0020, Debris $55,448,300.75 Haul: October 2017 — Removal and reduction of debris resulting from Management 350,000 May 2019 Hurricanes Irma and Maria; site management and Reduction: restoration 358,242 City of Albany, GA Debris Removal and Disposal $4,541,937.19 340,779 February -May Removal of debris resulting from Hurricane Michael Services 2019 Dougherty County GA Debris Removal and Disposal $1,664,063.35 41,879 February -May Removal of debris resulting from Hurricane Michael Services 2019 Seminole County, FL Disaster Debris Hauling $13,151,655.57 786,619 September Hauling debris resulting from Hurricane Irma Services 2017 — January 2018 Miller County, GA Debris Removal and Disposal $89,394.77 5,203 March 2019 Removal of debris resulting from Hurricane Michael Services FDOT — District 3 Debris Removal and Disposal $49,589,902.77 3,358,266 October 2018 - Removal of debris resulting from Hurricane Michael in Services May 2019 Jackson and Washington Counties Livingston Parish, LA Vegetative Debris Removal $3,541,160.00 277,626 May — The project was aimed at reducing flooding and from Parish Waterways Linear Feet November 2018 improving navigation along the Tickfaw River, Natalbany River and West Col ell Creek. City of Albany, GA Disaster Debris Clearance $2,270,136.69 490,310 October 2018 Removal of debris resulting from Hurricane Michael and Removal Services C:EIRIES Tab 2 Experience, Qualifications and Capacity Section 2 Past Performance in Past 5 Years Page 2.2-1 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description Dougherty County, GA Disaster Debris Clearance $1,368,389.28 267,998 October 2018 Removal of debris resulting from Hurricane Michael and Removal Services Leon County, FL Debris Removal and Disposal $2,362,596.05 242,092 October - Removal of debris resulting from Hurricane Michael Services November 2018 Tallahassee, FL Disaster Debris Clearance $1,671,607.86 236,035 October — Debris removal (including tree and limb removal) and and Removal Services November 2018 temporary debris staging and reduction site management following Hurricane Michael. Florida A&M University (FAMU) Disaster Debris Clearance $14,216.42 1,150 October 2018 Removal of debris resulting from Hurricane Michael and Removal Services Jackson County, FL Disaster Debris Clearance $2,622,134,88 38,246 October 2018 — Emergency debris road clearance, debris removal, and Removal Services December 2019 staging and reduction following Hurricane Michael. NC Dept of Agriculture RFQ#: 10-RFQ-007994 $4,543,359.47 143,189 September — Mulch hauling for animal remains cleanup following Carbon Source Material December 2018 Hurricane Florence. Deliver Town of St James, NC Disaster Debris Removal $471,415.00 58,849 September — Removal of debris from Hurricane Florence. Services October 2018 Atlantic Beach (Town) -Co-op w/ Disaster Debris Removal $916.87 7.65 Tons October — Removal of debris from Hurricane Florence. HSCWA Services November 2018 Lenoir County, NC Disaster Debris Removal $715,958.68 34,662 September — Removal of debris from Hurricane Florence. Services November 2018 University of North Carolina Disaster Debris Removal $215,879.26 19,933 October 2018 Removal of debris from Hurricane Florence. Services Horry County, SC Disaster Debris Removal $372,955.98 4,181 October — Removal of debris from Hurricane Florence. Services November 2018 NC Department of Transportation Disaster Debris Removal $509,103.88 3,479 October 2018 — Removal of debris from Hurricane Florence. Division 2 -Jones CO Services January 2019 Indian River County, FL Red Tide Cleanup $116,710.00 160,000 October 2018 Red Tide cleanup along over 22 miles of shoreline. pounds of marine debris Brookfield, CT Disaster Debris Collection, $1,006,164.66 Haul: 47,396 June — July Collection, hauling, grinding, site management and Hauling, Grinding, Site Grinding: 2018 disposal of debris generated by a Macroburst Storm Mana ement and Disposal 61,594 event in May of 2018. DTOP Central and South Regions Contract No 2018-000-175 $39,789,170.25 Haul: December Removal, processing and disposal of hurricane and Contract No. Contract No 310,052 2017 -January generated debris from state roads following Hurricane 2018-000-176, Debris 2018 Maria, as well as grinding and mulch haul -out. Includes Removal, Hauling, Grinding: vegetative debris, trees, C&D debris. Consolidation, Processing 301,900 and Disposal Services Hurricane Maria CERES Tab 2 Experience, Qualifications and Capacity Section 2 Past Performance in Past 5 Years Page 2.2-2 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description USACE — Puerto Rico W912P8-13-R-0011, ACI $47,007,721.42 October 2017 — Installation of Blue Roofs and roof repairs following SATOC for Temporary April 2018 Hurricane Maria performed by Ceres Caribe. Roofing and Debris Management Glynn County, GA Debris Removal and Disposal $6,423,081.22 758,077 September- Removal of debris resulting from Hurricane Irma Services December 2017 Seminole County, FL Disaster Debris Hauling $13,164,581.12 728,742 September- Removal of debris resulting from Hurricane Irma Services December 2017 Miami -Dade County, FL Hurricane Irma Debris $8,708,850.18 645,100 September- Removal of debris resulting from Hurricane Irma Removal Services November 2017 Glynn County, GA Debris Removal and Disposal $6,423,081.22 600,000 September Removal of debris resulting from Hurricane Hermine, Services 2017— Matthew and Irma. December 2017 Miami, FL Emergency Debris Removal $6,309,411.42 455,554 September- Removal of debris resulting from Hurricane Irma and Disposal Services December 2017 Orange County, FL Disaster Recovery and $5,524,027.41 330,555 September- Removal of debris resulting from Hurricane Irma Debris Removal December 2017 Palmetto Bay, FL Emergency Debris Removal $1,451,620.42 253,155 September- Removal of debris resulting from Hurricane Irma and Management Services October 2017 Palm Bay, FL Disaster Recovery Debris $1,911,837.54 240,882 September- Removal of debris resulting from Hurricane Irma Removal Services November 2017 North Lauderdale, FL Disaster and Debris $1,418,512.32 215,574 September- Removal of debris resulting from Hurricane Irma Management Services December 2017 Hollywood, FL Emergency Response and $1,482,282.99 154,201 September- Removal of debris resulting from Hurricane Irma Recovery Services November 2017 Miami Beach, FL Disaster Recovery Services $2,093,174.73 152,648 September- Removal of debris resulting from Hurricane Irma December 2017 Melbourne, FL Disaster Debris Removal $1,691,669.48 151,437 September Removal of debris resulting from Hurricane Irma Services 2017 -January 2018 Pasco County, FL Disaster Recovery and $2,511,064.45 150,734 September- Removal of debris resulting from Hurricane Irma Debris Removal Services December 2017 Tab 2 Experience, Qualifications and Capacity CERE Section 2 Past Performance in Past 5 Years Page 2.2-3 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description Tampa, FL Emergency Debris $2,348,100.45 145,174 September - Removal of debris resulting from Hurricane Irma Management and Disaster December 2017 Recovery Services Pinellas County, FL Disaster Debris Collection & $3,204,060.97 123,916 September- Removal of debris resulting from Hurricane Irma Removal Services December 2017 Palm Beach County School District, Debris (Cleanup) Services for $2,177,025.59 12,631 frees September Removal of debris resulting from Hurricane Irma FL Disaster Recovery 2017 -January Assistance 2018 Indian River County, FL Disaster Debris Removal and $1,327,215.25 101,701 September- Removal of debris resulting from Hurricane Irma Disposal December 2017 Port St. Lucie, FL Emergency Debris Collection $1,219,259.90 86,676 September- Removal of debris resulting from Hurricane Irma & Removal Services December 2017 Sarasota, FL Disaster Recovery Services $943,134.45 79,661 September- Removal of debris resulting from Hurricane Irma December 2017 Palm Beach Gardens, FL Emergency Debris and $869,084,75 71,153 September- Removal of debris resulting from Hurricane Irma Disaster Recovery Services November 2017 Jacksonville Beach, FL Disaster Debris $1,130,639.50 67,699 September - Removal of debris resulting from Hurricane Irma Management, Recovery & October 2017 Response Services Winter Park, FL Disaster Recovery and $880,653.53 46,441 September - Removal of debris resulting from Hurricane Irma Debris Removal Services November 2017 Broward County, FL Disaster Debris Clearing and $347,132.15 45,903.99 September - Removal of debris resulting from Hurricane Irma Removal Services October 2017 Atlantic Beach, FL Citywide Emergency Debris $302,517.97 44,810 September- Removal of debris resulting from Hurricane Irma Management Services October 2017 Hurricane Irma Miramar, FL Debris Management & $301,569.75 38,572 September - Removal of debris resulting from Hurricane Irma Removal Services October 2017 FDOT District 5 Emergency Cut & $846,989.27 19,793 September - Removal of debris resulting from Hurricane Irma Toss/Debris Removal October 2017 C:E.RES Tab 2 Experience, Qualifications and Capacity Section 2 Past Performance in Past 5 Years Page 2.2-4 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description Palm Beach County School District, Debris (Haul) Services for $883,957.36 17,948 September Removal of debris resulting from Hurricane Irma FL Disaster Recovery 2017 -January Assistance 2018 Gulfport City, FL Disaster Debris Collection & $164,179.56 10,241 September- Removal of debris resulting from Hurricane Irma Removal Services, Hurricane October 2017 Irma - (Participant Agreement with Pinellas County Govt) FDOT District 1 Emergency Debris Removal $402,649.05 7,719 September- Removal of debris resulting from Hurricane Irma December 2017 Jupiter Island, FL Disaster Recovery Debris $65,235.78 6,802 September - Removal of debris resulting from Hurricane Irma Removal October 2017 Jupiter Island, FL Emergency Disposal of $45,848.72 6,802 September - Removal of debris resulting from Hurricane Irma Debris October 2017 Longboat Key, FL Disaster Recovery Services $54.060.41 3,194 September- Removal of debris resulting from Hurricane Irma December 2017 Bal Harbor, FL Disaster Debris Management $60,061.50 2,565 September - Removal of debris resulting from Hurricane Irma Services October 2017 Atlanta, GA Emergency On -Call Services $322,631.25 2,363.25 September- Removal of debris resulting from Hurricane Irma for Debris Removal hours December 2017 Miami -Dade County Schools, FL Emergency Debris Clearing $86,497.53 2,356 September - Removal of debris resulting from Hurricane Irma October 2017 New College, FL Debris Removal Services $33,966.63 1,231 September Removal of debris resulting from Hurricane Irma 2017 Sweetwater, FL Hurricane Irma Emergency $138,532.11 17,614 October- Removal of debris resulting from Hurricane Irma Cut, Toss Debris Removal December 2017 FDOT District 7 Emergency Cut & Toss and $16,594.00 September- Removal of debris resulting from Hurricane Irma — Cut Debris Removal November 2017 and Toss Houston, TX Debris Removal $963,022.29 80,014 September - Removal of debris resulting from Hurricane Harvey November 2017 Clear Brook Municipal Utility District, Disaster Debris Clearance & $841,453,87 46,915 September — Removal of debris resulting from Hurricane Harvey TX Removal Services October 2017 Tab 2 Experience, Qualifications and Capacity CEAE Section 2 Past Performance in Past 5 Years Page 2.2-5 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description Wharton, TX Disaster Debris Removal and $509,104.30 31,829 September - Emergency debris road clearance, debris removal Disposal Hurricane Harvey December 2017 (including tree and limb removal) and temporary debris staging and reduction site management following Hurricane Harvey Katy, TX Disaster Debris Clearance $599,003.40 29,495 September - Removal of debris resulting from Hurricane Harvey Contract November 2017 Humble, TX Disaster Debris Clearance $214,632.16 13,945 September - Removal of debris resulting from Hurricane Harvey and Removal Services October 2017 West University Place, TX Disaster Debris Clearance $34,301.16 1,131 September Removal of debris resulting from Hurricane Harvey and Removal Services 2017 Livingston Parish, LA Debris Removal & Site $16,338,932.00 860,188 August 2016 - Removal and disposal of debris from summer floods Management for Debris August 2017 throughout the Parish. Ceres also removed 400,000 Reduction and Emergency pounds of putrid food and 20,000 units of white goods Roadway Clearance ruined in the floods. Denham Springs, LA Disaster Debris Removal $4,070,506.96 275,507 August 2016 - Removal and disposal of flood debris following heavy August 2017 rains, Ceres also removed more than 1,500 units of electronic waste. Albany, GA Disaster Related Debris $4,973,565.60 378,548 February -June Debris removal and disposal within the City following a Removal Services 2017 January tornado Beaufort County, SC Storm Debris Removal, $24,790,569.30 1,630,533 October 2016 - Collection, removal and reduction of debris from public Debris Management Site April 2017 and private ROW following Hurricane Matthew Operations and Disposal Savannah, GA Storm Debris Removal $11,934,437.55 449,873 October 2016 — Debris removal after Hurricane Matthew, removal and Services June 2017 reduction of vegetative debris, trees and stumps. Ceres also removed almost 50,000 CY of waterway debris. South Carolina DOT (Berkeley, Disaster Recovery $3,263,229.11 217,414 October 2016 — Removal and disposal of vegetative debris from County Jasper and Hampton Counties) Assistance followinq a April 2017 ROW in three counties following Hurricane Matthew Declared Disaster Indian River County, FL Disaster Debris Removal & $1,177,749.04 93,227 October 2016 — Debris removal resulting from Hurricane Matthew. Disposal December 2016 Palm Bay, FL Debris Removal/Disaster $1,052,878.00 84,932 October 2016 — Collection, reduction and disposal of vegetative and C&D Recovery Services January 2017 debris resulting from Hurricane Matthew New Orleans, LA Disaster Street -Clearing and $830,312.50 57,440 January — April Removal and disposal of vegetative and C&D debris Debris Collection, Removal, 2017 resulting from early tornado in Louisiana, as well as Processing and Disposal clearing of 60 trees and 150 limbs from the Cit Jacksonville Beach, FL Standby Contract for Disaster $745,594.00 49,308 October 2016 — Removal and disposal of hurricane debris within the City, Services January 2017 includinq more than 3,000 cubic yards of sand reclamation from beaches (:E,RES Tab 2 Experience, Qualifications and Capacity Section 2 Past Performance in Past 5 Years Page 2.2-6 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description Brunswick, GA Debris Removal and Disposal $352,224.04 46,890 November 2016 Removal and disposal of vegetative and C&D debris -Januar 2017 followin Hurricane Matthew Glynn County, GA Debris Removal and Disposal $7,945,091.78 496,202 CY October 2016 - Removal of debris resulting from Hurricane Matthew Services March 2017 Lenoir County, NC Debris Management Services $556,787.00 45,387 October - Removal of vegetative and C&D debris resulting from December 2016 Hurricane Matthew Atlantic Beach, FL Emergency Debris $148,674.00 21,807 October 2016 - Collection and hauling of vegetative debris within City Management Services January2017 limits following Hurricane Matthew Palm Beach Gardens, FL Emergency Debris and $31,507.78 3,936 November 2016 Clearing and removing vegetative debris from public Disaster Recovery Services ROW in the City following Hurricane Matthew. Jupiter Island, FL Disaster Recovery Debris $49,088.80 3,548 October - Pick up, haul and dispose of vegetative debris resulting Removal November 2016 from Hurricane Matthew. Bald Head Island, NC Debris Removal and Disposal $45,647.47 1,944 November 2016 Vegetative debris removal and disposal services as a result of Hurricane Matthew Fernandina Beach, FL Hurricane & Other Disasters, $406,166.00 1,792 CY October - Collection, reduction and disposal of vegetative debris as Debris Removal Reduction 1,310 limbs November 2016 well as hangers and leaners following Hurricane and Dis osaI Matthew Charleston County Park and Debris Removal and Disposal $38,592.00 1,106 CY October - Clearing of hurricane debris from roads throughout the Recreation Commission, SC Services 59 trees December 2016 County, and damaged trees Cumberland County, NC Disaster Debris Clearance & $33,175.00 250 December 2016 Removal and disposal of debris from Hurricane Matthew Removal -January 2017 Taylor County, FL Disaster Debris Management $274,631.96 28,509 October 2016 Debris removal of vegetative and C&D debris generated from Hurricane Hermine. Ceres also removed 238 white oods units. Pasco County, FL Disaster Debris Management $29,460.34 2,682 September Debris collection, hauling and disposal of debris related Services 2016 to Hurricane Hermine. Zachary, LA Disaster Debris Management $183,611.91 17,398 August - Management and removal of disaster debris resulting and Removal September from Louisiana floods 2016 Bastrop County, TX Debris Removal Contractor $13,923.80 535 June 2016 Post -event debris removal of vegetative debris from three flood events in Bastrop Count Oklahoma Environmental Emergency Debris Removal $2,040,657.00 237,427 CY December 2015 Collection and removal of ice storm generated debris Management Authority (Canadian Services/ Grinding and collection - March 2016 from public ROW after Winter Storm Goliath. Ceres also County and Cities of, EI Reno, Yukon, Burning of Disaster Debris and removal performed the initial 70 -hour push for OEMA and Piedmont, Calumet, and Union City) 151,127 CY disposed of debris by grinding and air curtain burning. Grinding 213,223 CY Air Burning Tab 2 Experience, Qualifications and Capacity EAE Section 2 Past Performance in Past 5 Years Page 2.2-7 City of Pearland RFP # 0220-22 Debris Management Services Owner & Location Title of Work Value CY Time Period Description City of Warr Acres, OK Post Event Debris Removal $366,829.01 34,773 January - Pick up, hauling and disposal of woody debris from the Februar 2016 Cit 's ri ht of was after winter ice storm City of Oklahoma City, OK Emergency Storm Debris $2,655,604.85 26,411 December 2015 Collection, removal, and disposal of storm debris Removal —A ril 2016 qenerated by the November 2015 ice storm Livingston Parish, LA Waterway Debris Removal $606,874.58 8,538 CY, October — FEMA approved debris removal project of vegetative, 144 Boats December 2015 C&D, and white good debris removal from waterways in Livin ston Parish Dawson County, GA Disaster Debris Removal & $927,163.49 49,645 CY, March — July Debris removal operations of vegetative debris resulting Disposal Services 2,976 2015 from February 2015 ice storm Hangers CERES Tab 2 Experience, Qualifications and Capacity Section 2 Past Performance in Past 5 Years Page 2.2-8 City of Pearland RFP # 0220-22 Debris Management Services 2.3 Knowledge and Experience with Reimbursement Process Ceres Environmental Services, Inc.'s careful attention to documentation and strict quality control procedures will aid in the acceptance of a claim for reimbursement. Throughout Ceres' history, no client has been denied reimbursement for work Ceres has performed. Over the past five (5) years, all of Ceres' client eligible for FEMA reimbursement have received the maximum amount for which their jurisdiction was eligible, typically between 75% and 100% based on FEMA regulations. One of the things that can greatly affect reimbursement is careful recordkeeping. Ceres will assist Pearland to ensure that all records are kept in a manner that ensures maximum reimbursement. FEMA Alternative Procedures Pilot Program As the City considers services for a post - disaster recovery situation, it's important to understand how choosing best value instead of low cost can provide better, more responsive service while costing nearly the same — or even saving the City money. The Public Assistance Alternative Procedures (PAAP) Pilot Program is described in the FEMA Public Assistance Program and Policy Guide published in January 2016. Under the PAAP Pilot Program, the recipient may receive a higher federal cost share for removing debris quickly following a disaster. If a local government removes debris within the first 30 days, the local government receives 85% federal cost share. From 31-90 days, the federal cost share is 80%. From 91-180 days, the federal cost share reverts to the original 75%. In order to achieve this rapid mobilization, the City must understand the numbers behind best value versus low cost. On paper, the low cost looks great. In the long run, the low cost could potentially cost the City money. A low-cost contractor would be limited to the amount and type of equipment mobilized to this project. With low quantities of equipment mobilized to the project, the low-cost contractor would have a much longer project timeline. Conversely, a best value contractor, like Ceres Environmental Services, Inc., can mobilize quickly with a combination of Ceres -owned equipment and subcontracted equipment. The subcontracted equipment is a mixture of local resources and outside subcontractors. The goal is to strike a balance between keeping dollars at home with local subcontractors and moving quickly enough to take advantage of the PAAP Pilot Program sliding scale. In the following tables, Contractor is the low-cost contractor, and Contractor B is the best value contractor. Contractor A presents a lower overall project price than Contractor B, but with the existing FEMA PAAP Pilot Program guidelines, Contractor A actually costs the City more money in FEMA reimbursement while taking longer on project performance. Contractor Distance CY Price Per CY l Short Haul 10,000 $6.00 Medium Haul 5,000 $7.00 L$60,000.00 .00 Lon Haul 2,000 $8.00 .00 Total r' If Contractor B Distance CY Price Per CY Subtotal Short Haul 10,000 $6.50 $65,000.00 Medium Haul 5,000 $7.50 $37,500.00 Long Haul 2,000 $8.50 $17,000.00 Total I it Based on these totals, Contractor A would cost the City more FEMA reimbursement while taking a longer project performance time. To illustrate, the following tables show the total reimbursement for the City based on the costs for Contractor A and Contractor B and using reimbursement percentages from the PAAP Pilot Program. The total cost for each contractor is taken from the previous tables. [EAE Tab 2 Experience, Qualifications and Capacity Section 3 Knowledge and Experience with Reimbursement Process Page 2.3-1 City of Pearland RFP # 0220-22 Debris Management Services While Contractor A is still hauling debris after 90 days from the start of the incident, Ceres has the ability to complete the job within 90 days from the start of the incident. With the ability to pay a higher subcontractor price, Ceres can mobilize more equipment to supplement its company-owned equipment. Plus, with more high-capacity equipment — such as self -loading knucklebooms above 100 cubic yards — Ceres can complete the job faster. The faster completion in turn results in a larger federal cost share. Contractor A Cost Share Contractor B Cost Share Ceres can commit a full project management staff, company-owned equipment and subcontractor resources immediately upon Notice to Proceed. Our goal is to move quickly during the mobilization process to capitalize on the federal, State and local cost share splits afforded under the PAAP Pilot Program for debris removal. Ceres has experience with the PAAP Pilot Program for Debris Removal. Ceres is also uniquely set up with equipment, personnel and temporary debris staging site to remove most debris within the first 30 days. To put it best, Ceres is in the best position to maximize Pearland's FEMA reimbursement for debris removal. Ceres helped numerous clients maximize their reimbursement under the Pilot Program: ■ Columbia County, GA ■ Lee County, MS ■ Kimberly, AL ■ Graysville, AL ■ Adamsville, AL ■ North Carolina DOT ■ Dawson County, GA We have also provided countless presentations and briefings on the subject. As part of our pre -event training and coordination with current clients, Ceres will review, and in some cases develop, disaster debris management plans in compliance with the recently released FEMA Debris Management Plan Review Job Aid. Ceres fully understands the urgency to immediately begin debris removal not just for the economic recovery of the community, but also to maximize reimbursement under the Pilot Program. Columbia County is an example of our experience with the Pilot Program. During our response to Columbia County after Winter Storm Pax in 2014, Ceres rapidly mobilized personnel and equipment to immediately begin the debris removal effort. Ceres eventually collected, removed, and disposed of more than 600,000 cubic yards of debris throughout the County. The Columbia County cost savings are provided in the following chart, which shows the cost share of normal procedures versus alternative procedures under the PAAP Pilot Program. Program Type Federal/State Cost Share Columbia County Cost Share $8,300,000.00 Total• •: 11 11 (:r=RES Tab 2 Experience, Qualifications and Capacity Section 3 Knowledge and Experience with Reimbursement Process Page 2.3-2 City of Pearland RFP # 0220-22 Debris Management Services 2.5 Experience in Debris Management Ceres Environmental Services, Inc. has 44 years of experience in disaster recovery and employs a professional and managerial staff with exceptional experience in the field. Through contract with its wholly owned subsidiary Ceres Environmental, Inc., Ceres has access to more than 1,000 pieces of equipment. Additionally, we have a database of more than 2,500 trusted subcontractors to support our disaster relief efforts. The company is financially secure, with a bonding capacity of more than $500 million per project. Ceres has permanent office locations in Florida, Texas, and Minnesota. Procurement Ms. Tia Laurie, our Subcontractor Manager, is adept at ensuring that our subcontractors and equipment are in place and ready to work when needed. She keeps an extensive list of subcontracts, both local and throughout the country, in case specialty work is required. Ms. Laurie understands the importance of local recovery and knows that it means more than just clearing debris — it means providing jobs in the area. She is expert at finding qualified personnel in any area throughout the United States. Ms. Laurie also provides management in the areas of maintaining and upgrading the subcontractor database, registration process, and evaluation criteria, as well as creating and executing applicable training programs for subcontractors. Ms. Laurie will be immediately available to locate and check the credentials of all required subcontractors and to pre -stage necessary equipment, ensuring that City efforts are well under way within the time frames required. It is important for Ceres to provide opportunities for local companies and their employees to work on any project that may result from this contract. Additionally, Ceres may directly employ individuals to work for Ceres on a project. Ceres has a very well developed subcontracting plan, and Ceres also has a stellar record of implementing our plan and making payments to local subcontractors on past projects performed when Ceres is the prime contractor. During our Hurricane Katrina response, Ceres was very successful in subcontracting with local companies. Our first priority is to give opportunities to local firms and it is our commitment to meet or exceed other small business and minority hiring goals of City of Pearland. We recognize the importance of bringing in local companies and thereby further assisting in the economic recovery of the local area. Ceres paid local subcontractors 59.5% of subcontracted dollars during our response to Hurricanes Katrina and Rita in Louisiana, and successfully subcontracted to Small Disadvantaged Businesses (10.77%), Women Owned Businesses (18.25%) and Veteran Owned Businesses (8.38°/x). Additionally, during the 2011 Alabama tornado season, Ceres paid 80% of subcontracting dollars to Alabama businesses. We look forward to using our subcontracting plan to further involve local businesses with work opportunities with Ceres. Operations Ceres has performed disaster recovery work on more than 200 FEMA -reimbursed contracts and has been repeatedly selected by federal and local government agencies for pre -event emergency response contracts. Ceres has performed emergency work contracts of less than $25,000 and up to $1 billion resulting from damaged caused by earthquakes, hurricanes, tornados, ice storms, floods and straight line winds. Our clients have provided excellent references based on their satisfaction with our work. Our experience makes us a superb choice for clients that need the security of a proven company. In August 2017, Ceres responded to seven jurisdictions in Texas following Hurricane Harvey. Within the next several weeks, Ceres responded to 35 jurisdictions in Florida and performed two emergency contracts in Georgia after Hurricane Irma. Additionally, Ceres worked under the U.S. Army Corps of Engineers (USACE) in Puerto Rico and the Virgin Islands, where both Hurricanes Irma and Maria caused severe damage and devastation. Our successful experience in multiple response situations as well as our substantial resources and teaming relationships ensures that Ceres performance on every project is to our clients' utmost satisfaction. (:ERES Tab 2 Experience, Qualifications and Capacity Section 5 Experience in Debris Management Page 2.5-1 City of Pearland RFP # 0220-22 Debris Management Services Planning Upon contract award and at Pearland request, a personal visit by a Ceres Project Manager can be scheduled. The purpose of this visit is to introduce the key members of each party's team, discuss the planning, training, and disaster response preparedness needs of the City from their own perspective, and review the Ceres Debris Management Plan, from mobilization to the Final Report. Tours of each of the sites identified for the following uses will be jointly conducted: ■ Equipment Staging ■ Debris Management Site(s) IN Local Landfills Authorized for Final Disposal ■ City Public Works Offices ■ City Administration It is expected that this meeting will require the better part of a normal workday. Discussion will loosely follow a prepared agenda designed to address the critical elements of resource requirements and knowledge base known to significantly enhance the City's level of disaster response preparedness. This is step one in the strategic pre -positioning of the interpersonal knowledge of each of our (both parties) teammates. Getting to know each other prior to an event is very important in maintaining a seamless transition during an actual disaster recovery. Planning and training are available each year of the contract and may include some of the following planning and training topics: ■ Hurricane Debris Volume Estimation Using the U.S. Army Corps of Engineers Model ■ The FEMA Paperwork Process: From IDA to PW and All Points In Between ■ Measuring a Truck/Trailer the FEMA Way ■ Load Tickets — Who Fills Out What and Why ■ Stumps, Stumps, Stumps ■ Determining Your Force Account Capabilities or When Will I Need Help ■ FEMA Eligibility — What a "Good" Contractor Will Tell You This creates further opportunities to develop the relationships between the City staff and Ceres personnel that will help to assure a successful debris management operation, when required. Contract Management Ms. Tia Laurie will act as Contract Administrator. Ms. Laurie provides contract administration and interfaces with clients, ensuring contract obligations are met. She also manages preparatory, mobilization, and implementation phases of emergency response actions for debris projects. Accounting System Ceres has developed specific internal procedures to ensure proper audit -quality documentation of daily project activities is captured and provided to the City. This includes: project tracking forms, load tickets, truck certification logs, production logs, shift inspection checklists, safety meeting report forms, daily crew reports, and various equipment usage reports. Other reports are prepared and submitted to document project activities, progress, and quality control. • Meet/Exued CM uM prdennce o(c)—i Raqurtemenis 17 •31 •-w• +:`:..n:.�.rw..•� Final Report (Detail Descrili on) 1 • AM Debris Management Adivrities Total Volume Vdumeffype • Meet/Exued CM uM prdennce o(c)—i Raqurtemenis 17 •31 •-w• +:`:..n:.�.rw..•� Final Report (Detail Descrili on) • Meet/Exceed Federal Requirements • AM Debris Management Adivrities Total Volume Vdumeffype • Final DwpoeM Lowbon The final report that you submitted...im reseed Po Y P even our FEMA Public Assistance Coordinator. " - �bn'e1LOCaboo Total Cost lnvoioeo to Ceres Clem Additional information Upon Request —Director of Public Works/Ceres Client Finalized upon Client Approval Ceres can provide invoices to the City on a bi-weekly, semi-monthly or monthly basis. With each invoice, appropriate documentation will be provided relating to the services provided during the invoice period. CERES Tab 2 Experience, Qualifications and Capacity Section 5 Experience in Debris Management Page 2.5-2 City of Pearland RFP # 0220-22 Debris Management Services Documentation will meet the City requirements and the federal requirements for funding and reimbursement purposes. Ceres will provide technical assistance to the City in the completion of claims filed to FEMA or other agencies for funding and reimbursement. A documentation team will be assembled from representatives of quality control and accounting. This team will assist the City throughout the invoicing and reimbursement process long after the work has been completed. System of Award Management Ceres has an active registration in SAM.gov and has a current Dun & Bradstreet (DUNS) number. Our DUNS number is 060619285. SAM registration confirmation has been provided on the following page. C:ERES Tab 2 Experience, Qualifications and Capacity Section 5 Experience in Debris Management Page 2.5-3 Entity Dashboard ► Entitx• Ch•en-iew ► Entity- Registration ► Core Data ► Assertions ► Beeps Certs ► POCs Exclusions ► Active Exclusions ► Inactive Exclusions ► Excluded Famih_ Members RFTC'RN TO SFARCH Entity Oveniew Entity Registration Summary Name: Ceres Em ironmental Senices, Inc Business Type: Business or Organization Last Updated By: Tia Laurie Registration Status: Active .Activation Date: o6/o6.112019 Expiration Date: 06/0/2020 Exclusion Summary .Active Exclusion Records? \o City of Pearland RFP # 0220-22 Debris Management Services 2.5 Governmental References Ceres Environmental Services, Inc. has a long record of successful contract performance. Many of our customers have provided formal evaluations or letters of recommendation that attest to our strong performance and record of customer service and satisfaction. The following tables contain a selection of our references from projects completed in the past five (5) years. References over 400K CY Event Contract Activity Government Entity Amount Contract Period Hurricane Storm, Debris Removal, Debris Beaufort County, SC $24,790,569.30 October 2016 - Matthew Management Site Operations & 1,630,533 CY April 2017 Clear Brook Municipal Disposal September - Harvey Services Point of Contact: Pamela Cobb, Public Works, 120 Shanklin Road, PO Drawer 1228, Beaufort, SC 29901; 146,915 Tel. (843) 255-2721; pcobbgbcqov.net Point of Contact: Cecelia Ganje, General Manager, 11911 Blackhawk Blvd., Houston, TX 77089; Tel. (281) Hurricane Disaster Debris Hauling Services Seminole County, FL$13,151,655.57 1786,619 Disaster Debris Clearance Contract September 2017 Irma September - Harvey CY - January 2018 29,495 CY Point of Contact: Jeff Waters, Solid Waste Division Manager; 1301 East Second, St. Sanford, FL 32771; Tel: Point of Contact: Elaine Lutringer, Public Works Director, 901 Avenue C, Katy, TX 77493; Tel. (281) 391-4830 (407) 665-2253; Fax: (407) 324-5731; 'waters02@seminolecount I. ov Hurricane Other References Event Contract Activity Government Entity Amount Contract Period Hurricane Debris Removal Houston, TX $963,022.29 September - Harvey 180,014 CY November 2017 Point of Contact: Deidra Penny, Deputy City Attorney & First Assistant City Attorney; 900 Bagby, 4th Floor Houston, Texas 77002; Tel. (832) 393-6246, deidra. enn 0houstontx. ov Hurricane Disaster Debris Clearance & Removal Clear Brook Municipal 1$841,453.87 September - Harvey Services Utility District, TX 146,915 October 2017 Point of Contact: Cecelia Ganje, General Manager, 11911 Blackhawk Blvd., Houston, TX 77089; Tel. (281) 484-1562, F:(281) 484-3533 C: 832-250-6756, c an'egcbcmud.com Hurricane Disaster Debris Clearance Contract Katy, TX $599,003.40 September - Harvey 29,495 CY November 2017 Point of Contact: Elaine Lutringer, Public Works Director, 901 Avenue C, Katy, TX 77493; Tel. (281) 391-4830 elutrin ergcit ofkat .com Hurricane Disaster Debris Clearance and Removal Humble, TX $214,632.16 September - Harvey Services 1 113,945 CY October 2017 Point of Contact: James Nykaza, EMC, 114 West Higgins, Humble, TX 77338; Tel. (281)) 446- 4928; n kazaPcit ofhumble.net Camp Fire Fire Debris Removal and Recovery CalRecycle TBD ($300M maximum y 2019 �Feburuary Services in Butte Count bud et) 2020 Point of Contact: Michael VanBarren, Contracts Administrator; P.O. Box 4025, MS -19A, Sacramento, CA 95812; Tel: (916) 341-6303; Fax: (916) 319-7167; Michael.vanbaaren@calrec cle.ca. ov 2017 Northern Debris Removal and Processing for U.S. Army Corps of $36,615,679 January 2018 - California Lake, Mendocino, and Napa Counties, Engineers, May 2018 Wildfires CA Sacramento District Point of Contact: Leah Caldwell, Contracting Officer, 1325 J Street Room 1513, Sacramento, CA 95814; Tel.: (916) 557-7467; Ieah.caldwellgusace.arm .mil Hurricane Disaster Recovery Assistance following SC Department of $3,263,229.11 October 2016 - Matthew a Declared Disaster Transportation 217,414 CY April 2017 (Berkeley, Jasper and Hampton Counties) Point of Contact: Scott Dobereiner, Procurement Officer, SC DOT, 955 Park Street, Room 101, Columbia, SC 29201; Tel. (803) 737-1484 2013 Debris Removal and Processing City of Albemarle, NC $732,260.92 July -September 12013 Windstorm 46,577.95 CY C:ERES Tab 2 Experience, Qualifications and Capacity Section 5 Governmental References Page 2.5-1 City of Pearland RFP # 0220-22 Debris Management Services Event Contract Activity Government Entity Amount Contract Period Point of Contact: Nina Underwood, Public Works Director, 704 Arlington Ave. Albemarle, NC 28002, Tel. (704)-984-9667, nunderwood@ci.albemarle.nc.us Hurricane Debris Management Services Lenoir County, NC $556,787.00 October - Matthew 1 145,387 CY December 2016 Point of Contact: Dustin Burkett, Emergency Services, P.O. Box 3289, 200 Rhodes Avenue, Kinston, NC 28502; Tel. 252 521-3281, Fax: 252 559-6152; dburkett@co.lenoir.co.us Hurricane Disaster Debris Removal Services Lenoir County, NC September - Florence 1$715,958.68 34,662 CYs November 2018 Point of Contact: Dustin Burkett, Emergency Services, P.O. Box 3289, 200 Rhodes Avenue, Kinston, NC 28502; Tel. 252 521-3281, Fax: (252) 559-6152; dburkettpco.lenoir.co.us 2018 Disaster Debris Collection, Hauling, Brookfield, CT $1,006,164.66 June - July 2018 Macroburst Grinding, Site Management and Haul: 47,396 CY Disposal Grinding: 61,594.25 CY Point of Contact: Ralph Tedesco, P.E., Director of Public Works, 100 Pocono Road, Brookfield, CT 06804, Tel. (203) 775-7318, rtdesco@brookfieldct. ov 2011 Winter Removal, Reduction & Disposal of Brookfield, CT $670,605.10 November - Storm FEMA -Eligible Debris 48,130.00 CY December 2011 Point of Contact: Ralph Tedesco, P. E., Director of Public Works, 100 Pocono Road, Brookfield, CT 06804, Tel. 203 775-7318, rtdesco@brookfieldct. ov Hurricane Disaster Recovery Services for Debris Leon County, FL $2,632,596.05 October - Michael and Vegetation Removal from 242,092 CY November 2018 Waterways and Natural Creeks Point of Contact: Brent Pell, Public Works Director; 2280 Miccosukee Rd. Tallahassee, FL 32308; Tel: (850) 606-1415; Pellb c leoncount fl. ov Hurricane Debris Removal and Disposal Services Tallahassee, FL $1,617,607.86 October 2018 Michael 236,035 CY, including 8,270 trees Point of Contact: Reginald C. Ofuani, General Manager; 300 S. Adams St., Tallahassee, FL 32301; Tel: (850) 556-7134; re inald.ofuani@tal ov.com Hurricane Disaster Recovery Services Sarasota, FL $853,148.06 September - Irma 79,661 CY December 2017 Point of Contact: Doug Jeffcoat, Public Works Director; 1761 12th Street, Sarasota, FL 34236; Tel. (941) 329- 6101 ext 6101; dou las.'effcoat@sarasotafl. ov Hurricane Emergency Debris Management Winter Park, FL $571,118.21 September - Irma Services 1 146,441 CY November 2017 Point of Contact: Keri Martin, Debris Project Manager/Risk Manager; 401 Park Avenue South, Winter Park, FL 32789; Tel. 407) 599-3390 or (407) 427-3809; kmartin@cit ofwinter ark.or Red Tide Disaster Recovery Services for Debris Indian River County, $116,710.00 October 2018 Cleanup and Vegetation Removal from FL 160,000 pounds of Waterways and Natural Creeks marine debris Point of Contact: James Ennis, PE PMP; 1800 27th Street, Vero Beach, FL 32960; Tel: (772) 226-1221; 'ennis@irc ov.com Hurricane Emergency Debris and Disaster Palm Beach Gardens, $31,507.78 November 2016 Matthew Recovery Services IFL 13,936 CY Point of Contact: David Reyes, Director, Public Services and Emergency Management, 10500 North Military Trail, Palm Beach Gardens, FL 33410; Tel. (561) 804-7015, dre es@ b fl.com Hurricane Disaster Recovery Services for Debris Lynn Haven, FL $62,092.55 October 2018 Michael and Vegetation Removal from 2,202 CY Waterways and Natural Creeks including 70 hours cut and push. Point of Contact: Vickie Gainer, City Manager; 825 Ohio Avenue, Lynn Haven, FL 62444; Tel: (850) 265- 2121; cit mana erOcit oFl nnhaven.com C:ERES Tab 2 Experience, Qualifications and Capacity Section 5 Governmental References Page 2.5-2 City of Pearland RFP # 0220-22 Debris Management Services Event Contract Activity Government Entity Amount Contract Period Hurricane ACI Debris removal and services across U.S. Army Corps of $134,159,610.00 October 2018 - Michael 13 southwest Georgia counties. Engineers, Savannah 4,934,780 CY March 2019 District Point of Contact: Tonja Dreke, Contracting Officer, 100 W. Ogelthorpe Ave. Savannah, GA 31401; Tel: (912) 652 6071; Ton'a.m.dreke@usace.arm .mil Georgia Disaster Debris Hauling Services Dougherty County, GA $9,500,000.00 February - May Tornados 950,000 CY 2017 Point of Contact: Larry Cook, Director of Public Works; 222 Pine Avenue, P.O. Box 1827, Albany, GA 31702; Tel: (229) 446-2739, Fax (229) 438-3967; LCook@dou hert. a.us Hurricane Debris Removal & Disposal Services Glynn County, GA $6,423,081.22 September - Irma 381,865 CY December 2017 Point of Contact: Dave Austin, Public Works and Maintenance Director, 4145 Norwich Street Ext, Brunswick, GA 31520; Tel (912) 554-7701; daustin@ I nncount a. ov Winter Storm Removal and Disposal of Disaster Columbia County, GA $8,539,038.00 February - Pax Debris 1648,444 CY August 2014 Point of Contact: Suzie Hughes, EMA Specialist VI, 650-B Ronald Reagan Drive, Evans, GA 30809, Tel. (706) 868-3303, Fax (706) 868-3343, shughesgcolumbiacountyga.gov Hurricane Debris Removal & Disposal Services Glynn County, GA $7,945,091.78 October 2016 - Matthew 496,202 CY March 2017 Point of Contact: Dave Austin, Director, Public Works & Park Services, 4145 Norwich Street, Brunswick, GA 31520; Tel: (912) 554-7701; Fax (888) 558-1549; daustin@ I nncount a. ov 2016 Floods Debris Removal & Site Management for Livingston Parish, LA $16,338,932.00 August 2016 - Debris Reduction and Emergency 860,188 CY August 2017 Roadway Clearance Point of Contact: Mark Harrell, Director of Homeland Security Office, 20355 Government Blvd., Suite D, Livingston, LA 70754; Tel. (225) 686-3066; Fax (225) 686-7280; lohse 1 Plogov.com 2016 Floods Disaster Debris Removal Denham Springs, LA $4,070,506.96 August 2016 - 275,507 CY August 2017 Point of Contact: Melvin Womack, Purchasing Agent, 941 Government Street, Denham Springs, LA 70727; Tel. (225) 667-8385; urchasin @cit ofdenhams rin s.com 2018 Waterway Debris Removal Livingston Parish, LA $3,541,160.00 May - November Waterway 277,626 Linear Feet 2018 Cleanup Point of Contact: Mark Harrell, Director of Homeland Security Office, 20355 Government Blvd., Suite D, Livingston, LA 70754; Tel. 225) 686-3066; Fax (225) 686-7280; lohse 1 91DQov.com 2017 Tornado Disaster Street -Clearing and Debris New Orleans, LA $830,312.50 January - April Collection, Removal, Processing and 57,440 CY 2017 Disposal 60 trees and 150 limbs Cynthia Sylvain -Lear, Director, Department of Sanitation, 1300 Perdido Street, Suite 1 W02, New Orleans, LA 70112; Tel. (504) 658-3800 Winter Storm Emergency Debris Oklahoma $2,040,657.00 December 2015 - Goliath Removal/Grinding/Burning Services Environmental 237,427 CY (collection & March 2016 Management removal) Authority (OEMA) 151, 127 CY (grinding) 213,223 CY (air curtain burning) Point of Contact: David Griesel, General Manager (OEMA), 1505 South Rock Island, EI Reno, OK 73036; Tel. (405) 822-1031; dgriesel@oemaok.org Tab 2 Experience, Qualifications and Capacity CERES Section 5 Governmental References Page 2.5-3 ,1 r �.TOWN JAMES October 22, 2018 Mr. Karl Dix Director of Client Services CERES Environmental Services 3825 85`" Avenue N Brooklyn Park, MD 55443 Dear Karl; This letter is in reference to the recovery work that CERES provided to the Town of St. James because of Hurricane Florence. Hurricane Florence was a first time experience for many of us here in this community and we are very grateful to the assistance that CERES was able to give us from the days leading up to the storm, during the storm and the days and weeks after the storm. CERES brought experience and confidence that made the situation easier than it might otherwise have been for us. The staff that was here, as well as the staff that we interacted with were always considerate and understanding of our situations. The advance preparation by your team produced immediate results that facilitated our ability and desire to get the recovery underway within a remarkably short time. The responsiveness to specific situations was greatly appreciated by all of the concerned organizations here at St. James. Thank you for the quality of services that CERES provided to this community. Sincerely; Gary" Brown Town Manager 4140-A Southport -Supply Road SE, St. James, NC 28461 Telephone: (910) 253-4730 Fax: (910) 253-4732 E-mail: tosj@stjames.town Ceres Environmental Services, Inc. k� PND -SfCG � SFCG Livingston Parish Office of Homeland Security and Emergency Preparedness PARIVA * F PARIS* 'PC O= MARK HARRELL BRANDI JANES j-0, PARIS* Q� F4' �r PREOP ��' Director Deputy Director Cy PREQP 18 September 2018 LOHSEP/MH/BJ/185 David Preus Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. 6968 Professional Pkwy East Sarasota FL 34240 Ref: Debris Removal for the Great Flood of August 2016 Dear Mr. Preus, It is my pleasure to offer this letter of recommendation for Ceres Environmental to any area that is unfortunately affected by a natural disaster. The lives of many Livingston Parish residents were changed forever beginning August 11, 2016, when heavy rains and extensive flooding ripped through our parish and surrounding areas. The Parish had a pre -event contract with Ceres Environmental and immediately hired Ceres Environmental to remove, process and dispose of approximately 1,348,249 cubic yards of debris for $16,399,988.71 once the flood waters receded and residents were able to get back into the area. Ceres Environmental was on the ground within 72 hours. They showed extreme reliability and dedication in the midst of chaos. They educated staff on federal requirements and strictly adhered to FEMA debris removal guidelines to achieve greater reimbursement rates for the project. Organized and diligent, their team quickly adapted to meet our needs. Ceres Environmental helped to organize and utilize local contractors, allowing local people to heal by doing something to help in their own backyards. After witnessing the success and partnership of Livingston Parish, its other contractors and Ceres Environmental, we have elected to continue to use Ceres for debris cleanup for an NRCS Emergency Watershed Protection project. Ceres Environmental has my highest recommendation, and I am happy to furnish more details if you would like additional information. P.O. Box 1060, Livingston, LA 70754 225-686-3066 225-686-7280 Fax Ceres Environmental Services, Inc. 18 September 2018 LOHSEP/MH/BJ/00185 Please feel free to contact my office to discuss this request. Your assistance in this matter is greatly appreciated. Respectfully, ark Harrell LOHSEP Director P.O. Box 1060 Livingston, LA 70754 lohsepl @lpgov.com Telephone: (225) 686-3066 2 Ceres Environmental Services, Inc. MIAMIBEACN City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl,gov PUBLIC WORKS, Sanitation Division Tel: (305) 673-7616, Fax: (305) 673-7627 September 6, 2018 RE: LETTER OF RECOMMENDATION Dear David Preus, The City of Miami Beach Public Works Sanitation Division would like to congratulate Ceres Environmental Services, Inc. on the highly successful operations in debris recovery in the aftermath of Hurricane Irma. As we are all aware of the difficult challenges that the 2017 hurricane season brought to many parts of the country, Hurricane Ira was especially unkind to the State of Florida in particularly Miami Beach. Although Ceres Environmental was not the city's primary contractor, once contact was made your company mobilized and responded to the city's needs. Being a top world destination and our busy season was approaching, it was crucial that the City return to normal and time was of the essence. Approximately 150,000 cubic yards of debris were collected, processed and disposed of within a 50 day time frame. Ceres Environmental was instrumental in helping our residents and business owners limit the amount of hardships and financial losses that play an important factor on how well a community rebounds form a natural disaster. I would highly recommend Ceres Environmental to other municipalities in times of crises. My experience with this firm is that they are true professionals with a focus on the need of their customers and the community they serve regardless of the circumstances. Respectfully, Alberto Zamora, Sanitation Division Director City of Miami Beach We are committed to providing excellent public service and safety to all who live, work and play in our vibrant, tropical, historic community. Ceres Environmental Services, Inc. City of Jacksonville Beach City Hall 11 North Third Street Jacksonville Beach FL '32250 [P] 904 24 7.6268 [P] 904.247.6276 vmvw,iacksonvilleheach.org DEPARTMENT OF PUBLIC WORKS August 23, 2018 David Preus Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. 6968 Professional Pkwy East Sarasota, FL 34240 Dear Mr. Preus, On behalf of the City of Jacksonville Beach, I would like to commend Ceres Environmental Services, Inc. and your subcontractor (Arbor Masters) on the debris management, recovery and response services put forth during the Hurricane Irma event. The lives of many Florida residents were changed forever on September 10th 2017, when Hurricane Irma ripped through our state. The City of Jacksonville Beach, located on the Northeast Coast of Florida was one of the areas impacted by Hurricane Irma. The City authorized its Debris Contractor Ceres Environmental Services, Inc. at a cost of $ 1,130,639.50 to remove, process and dispose of 68,076.93 cubic yards of vegetative and construction and demolition (C&D) debris. Ceres Environmental Services, Inc. was on the ground within 72 hours. They exhibited great reliability and dedication during the entire process. Ceres strictly adhered to the established unit prices in the contract and FEMA debris removal guidelines to achieve the reimbursement rates for the City. Their tearn was organized and worked diligently to meet the City's needs. For the reasons stated above, I highly recommend Ceres Environmental Services, Inc. as a disaster debris contractor. Sincerely, 1-'M /t �� JA-- Ty Edwards, P.E. Director of Public Works City of Jacksonville Beach 1460A-Shetter Ave. Jacksonville Beach, FI. 32250 Ceres Environmental Services. Inc. BOARD OF COMMISSIONERS DOUGHERTY COUNTY David Preus Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. 6968 Professional Pkwy East Sarasota FL 34240 ALBANY, GEORGIA Ref: Dougherty County Debris Removal Dear Mr. Preus, COUNTY COMMISSION: CMMOPl {ER S. COMLAS, CHAIRMAN CLINTON JOHNSON, VICE CHAIR GLORIA GAM JOHN HAWS LAMARHUDGINS ANTHONYJoNm Ewfn LYLE COUNTY ADMINISTRATOR RICHARD CRowDs It is my pleasure to offer this letter of recommendation for Ceres Environmental to any area that is unfortunately affected by a natural disaster. The lives of many Dougherty County residents were changed forever on January 22, 2017, when a tornado ripped through our community. Dougherty County, which is located in Southwest Georgia procured the services of Ceres Environmental to remove, process and dispose of approximately 950,000 cubic yards of debris for $9.5 million. Ceres Environmental was on the ground within 72 hours. They showed extreme reliability and dedication in the midst of chaos. They educated staff on federal requirements and strictly adhered to FEMA debris removal guidelines to achieve greater reimbursement rates for the Dougherty County. Organized and diligent, their team quickly adapted to meet our needs. Ceres Environmental helped to organize and utilize local contractors, allowing local people to heal by doing something to help in their own backyards. After witnessing the success and partnership of the County and Ceres Environmental, we have elected to continue to use Ceres for debris cleanup for Private Property Debris Removal. Ceres Environmental has my highest recommendation, and I am happy to furnish more details if you would like additional information. Sincerely, Michael McCoy Interim County Administrator 222 PNE AvENuE Posr Oruu Box 1827 ALBANY, GEORciA 31702.-1827 (M)431-2121 PAX(M)43&3967 Ceres Environmental Services, Inc. PUBLIC WORKS DEPARTMENT ,�c! f tr City of Port St. Lucie Accredited Agency — American Public Rlorkr Association A. A City for All Ages" ,I o: David Preus, Ceres Senior Vice President, Disaster Recovery Division From: Joe Mercurio -- City of Port St Lucie Emergency Manager Date: July 10, 2018 Re: PSL Debris Management _ Letter of Recommendation The City of Port St Lucie Debris Management Team seeks to congratulate Ceres Environmental Services, Inc. on the highly successful operations in debris recovery in the aftermath of Hurricane Irma. As the lore of Hurricane Irma passes into the record books, it was Ceres Environmental who served as the City of Port St Lucie Prime Debris Hauler Contractor to this devastating storm event. As well-known throughout Florida, the direct impact of Hurricane Irma played a significant role in the response and recovery efforts of the entire debris haul industry and how the logistical response was to be met. Ceres Environmental was instrumental in first response to initiate "First Push" to clear main roads throughout the City. A detailed analysis was presented for clean-up actions with an expected time -line that had to work with the given City Debris Management Plan. The City of Port St Lucie was aggressive in time constraints to service the community and we worked well with Ceres to promote effective and efficient debris collections strategies to ensure safety, proper mobilization, and economic securities for the general population as well as the company. 'Their efforts were directly responsible to the collection of over 86,000 CY of vegetative material with billing receipts totaling over $1.25 million. Ceres Environmental remained committed as well as loyal to the City as stronger incentives offered by affected communities lured other companies away from promised commitments. Ceres stood by Port St Lucie, and for that we are indebted. As communities seek to incorporate the benefit of a defined and organized emergency debris haul contract, we would promote and recommend that Ceres Environmental be at the forefront of consideration. The company is committed to purpose, responsive to action, and sets the standard of industry excellence. Respectfully, ,Yoe aieteuttc Project Manager, Emergency Management City of Port St. Lucie (772) 871-5175 - W (772) 618-5093 - C jmercurioa,cityofpsl.com 121 S.W. Port St. Lucie Boulevard • Port St. Lucie, FL 34984-5099 • 772/871-5177 • 772/871-5100 Fax 772/871-5289 TDD Line • 772/344-4222 Ceres Environmental Services. Inc. CITY or CULNItE Ano HERITAGE CITC Of WINTEK PARK 401 Park Avenue South Winter Park, Florida 32789-4386 June 21, 2018 David Preus Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. Dear Mr. Preus, It is my pleasure to offer this letter of recommendation for Ceres Environmental to any area that is unfortunately affected by a natural disaster. The City of Winter Park experienced significant damage on September 11, 2017 when Hurricane Irma impacted most of the State of Florida. The City of Winter Park immediately went to work, hiring Ceres Environmental at a cost of $880,653.53 to assist in removing in excess of 55,000 cubic yards of debris. Ceres Environmental was on the ground within 72 hours. They showed extreme reliability and dedication in the midst of chaos. They educated staff on federal requirements and strictly adhered to FEMA debris removal guidelines to achieve greater reimbursement rates for the City. Organized and diligent, their team quickly learned our people, our systems and our area. Ceres Environmental helped to organize and utilize Florida contractors, allowing local people to heal by doing something to help in their own backyards. Ceres assistance allowed residents in Winter Park to return to normal after only two months. After witnessing the profound success and partnership of Winter Park and Ceres Environmental, Winter Park again, after formal solicitation, selected Ceres to assist should another storm arise anytime in the next five years. Ceres Environmental has my highest recommendation, and I am happy to furnish more details if you would like additional information, Sincerely, Keri Martin Debris Project Manager www.cityof winterpark.oro Ceres Environmental Services, Inc. David Preus June 18, 2018 Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. 6968 Professional Pkwy East Sarasota, Florida 34240 Dear Mr. Preus, I am writing this letter on behalf of the City of Sarasota to both thank you and your staff, along with offering this letter as a recommendation for Ceres Environmental to any agency that may need recovery assistance following a disaster. On September 10`h, the City of Sarasota was impacted by Hurricane Irma making its pass through our City as a Category 1 storm. Days prior to its impact, Ceres's staff were in constant communications with the City assessing our potential needs based on at that time, prior to landfall, was expected to be a Category 3 to 4 storm. As this was the first time we needed to activate a contract in over 15 years, your staff showed extreme reliability and professionalism in working with myself and other emergency management staff of the City both prior to and immediately following its impact on us. Ceres met its contractual obligations to be on site within 72 hours to remove, process and dispose of approximately 60,000 cubic yards of debris. The staffs extensive knowledge of the public assistance program and strict adherence to FEMA's debris removal guidelines is expected to result in complete reimbursement of approximately $950,000 in expenditures. In recognition of Ceres performance and its ongoing commitment to our area, Ceres again was awarded a three-year contract as the top ranked proposer to our recent request for proposals for recovery services. We look forward to our continued relationship. Sincerely, g Jeffcoat Public Works Director City of Sarasota Douglas.Jeffcoat@Sarasotafl.gov 1761 12`h Street Sarasota, Florida 34236 Ceres Environmental Services, Inc. Ti.=i-.,r, of I lOftdo F'1�0 i r www palml�a� fl >ridu. urg David Preus Senior Vice President Disaster Recovery Division Ceres Environmental Services, Inc. 6968 Professional Pkwy East Sarasota FL 34240 Dear Mr. Preus, It is my pleasure to offer this letter of recommendation for Ceres Environmental to any area that is unfortunately affected by a natural disaster. The lives of many Florida residents were changed forever on September 10t1' 2017, when Hurricane Irma ripped through our state. The City of Palm Bay, located on the East Coast of Florida was one of the areas affected by Hurricane Irma. The City's leadership team immediately went to work, hiring Ceres Environmental at an approximate cost of $2 Million +/- to remove, process and dispose of approximately 110,000 +/- cubic yards of debris. Ceres Environmental was on the ground within 72 hours. They showed extreme reliability and dedication in the midst of chaos. They educated staff on federal requirements and strictly adhered to FEMA debris removal guidelines to achieve greater reimbursement rates for the City. Organized and diligent, their team quickly adapted to meet the City's needs. After witnessing the success and partnership of the City of Palm Bay and Ceres Environmental Services Inc, the City went ahead and renewed their contract with Ceres for another year. Ceres Environmental Services Inc has my highest recommendation, and I am happy to furnish more details if you would like additional information. Sincerely, v arney Weiss Asst. Public Works Director City of Palm Bay 15OW PX Ceres Environmental Services, Inc. COUNTY November 3, 2017 Mr. Jamie Triplett Area Manager Ceres Environmental 3825 8511 Avenue North Brooklyn Park, MN 55443 Dear Mr. Triplett: Solid Waste Management 2525 N%V 02nd Street a Suite 5100 Miami, Florida 33147 T 305-514-6666 I I 1 NW 1st Street • Suite 1610 Miami, Florida 33128 T 305-514-6666 miamidade.gov On behalf of the Miami -Dade County Department of Solid Waste Management, I would like to thank Ceres Environmental for your participation in the Hurricane Irma debris removal effort as one of six prime contractors. The quality and quantity of work performed by Ceres Environmental during this emergency response has met our expectations Further, your firm's responsiveness and focus on customer service have been very helpful to the Department. Again, thank you for your service to Miami -Dade County Sincerely, Paul Mauriello Deputy Director for Operations Miami -Dade County Department of Solid Waste Management Ceres Environmental Services, Inc. BEAUFORT COUNTY PUBLIC WORKS Solid Waste and Recycling 120 Shanklin Road Beaufort, South Carolina 29906 Voice (843) 255-2800 Facsimile (843) 255-9435 Mr. David Preus Ceres Environmental Services Inc. Dear Mr. Preus: I am writing to express my appreciation for the performance of the entire team from Ceres in the debris operations for Hurricane Matthew. As our debris removal firm the level of support and professional performance provided has been exceptional in all regards. My direct point of contact with your firm was Project manager Mike Beevers. Mike supported the County in an outstanding manner and his counsel was invaluable throughout this operation. He is a professional in all respects and helped to establish a high standard for compliance. On a personal level, Mike was extremely responsive to answer any questions and provide the assistance I required. As the Debris Manager I am not exaggerating when I state that without his diligence, knowledge, and ability to gain the cooperation within the team we would not have been as effective. Mike is a" machine'. As a team we moved 72% of all ROW debris into the DMS sites in the first 90 days of operation; over 90% of hangers and leaners were addressed in the same period. FEMA and SCEMD officials remarked that "Beaufort County had their operation together". Mike played a huge part in making that happen. If I ever had to do this again I would want Mike as my Project Manager. Providing Karl Dix to assist with the process allowed the County to get a jump on a difficult task. Without his vital help we would have been overwhelmed with obtaining PPDR approval from FEMA and removing debris from 83 individual private communities. Karl provided essential high level technical support and coordination for the debris removal operation. He is a treasure trove of knowledge and expertise that worked seamlessly with the entire County staff. Ralph Sosabe is the most effective problem solver I have ever worked with. His professionalism, personality and ability to communicate with our citizens kept things moving smoothly. Ralph handled the most difficult situations with ease which I sincerely appreciated. His ability "To Make the Noise Stop" was nothing short of incredible. Bottom line, Ceres did an exceptional job and I am thankful for each member of your team. You exceeded expectations in every area and continue to provide us with excellent customer service. I am forwarding a copy of this letter to our Administration and Purchasing Department for future reference. Regards JAMES S. MINOR, JR SOLID WASTE / DEBRIS MANAGER Ceres Environmental Services, Inc. COLUMBIA COUNTY Emergency & Operations Division LETTER OF RECOMMENDATION February 9, 2015 To Whom It May Concern: As the Debris Management Services Contract Manager, please accept this letter as my official recommendation for CERES Environmental Services, Inc. Columbia County has maintained a pre -event debris management contract with CERES since 2008 and activated the contract when Ice Storm Pax deposited one inch of ice on our trees/vegetation and overhead utilities in February 2014. CERES immediately responded, mobilized their workforce and started the task of removing over 535,000 cubic yards of debris from our right of ways. CERES was professional in every aspect of this operation, from removing the debris to transporting it to final destinations. During the debris removal operations, CERES provided me with a "zone map" of the county and provided daily information so that I could let our citizens know when they should have their debris out on the public right of way for pick up. They cleaned the areas following the pick-ups, which made our citizens very happy. Additionally, CERES assisted us with FEMA documentation all along the way to assure that we received the maximum amount of State and Federal reimbursement possible, resulting in a 92% cost recovery for our County. In summary, I can attest to the fact that CERES has years of experience — and from the first day to the last day of our project — they performed their work in an admirable and cooperative manner. They did everything expected — and even exceeded our expectations in getting our community back to normal as quickly as possible. Please feel free to contact me if you have any questions or need more information in this regard. Sincerely, _ Pamela P. Tucker Director A Community of Pride A County of Vision Endless Opportunities P.O. Box 498 650-B Ronald Reagan Drive Evans, GA 30809 Phone '06-868-3303 Fax: 706-868-3343 Ceres Environmental Services, Inc. wwwcolumbiacountyga.gov *� April 11, 2014 Brad Bourn for the help of Ceres Environmental, I don't know if we would be ready to do so. Thanks John Erwin Ms. Gail M. Hanscom Minneapolis Project Manager Steffanie Musich Ceres Environmental Services, Inc. Ceres Park Recreation Board 85"' Avenue North Anita Tabb Minneapolis, MN 55443 Administrative Offices 2117 West River Road Minneapolis, MN 55411-2227 Dear Ms. Hanscom, Operations Center \� Ralph C. Sievert, 1r. 3800 Bryant Avenue South Now that the June 2013 storm that ravaged trees in the City of Minneapolis is behind us, I am Minneapolis, MN 554091000 writing on behalf of the city of Minneapolis Park & Recreation Board to thank you and all the Phone staff at Ceres Environmental for the help you provided last year. When the storm first hit. 612.230-6400 we had a significant need for rental equipment. Being able to rent log loaders and side dump Pax: trucks from Ceres enabled LIS to clear debris at a rate that impressed both our residents and 612-2306500 elected officials. www.minneapolisparks.org Part of this success was dependent on being able to dispose of debris quickly The use of your processing site in Brooklyn Park, MN was invaluable. This allowed trucks to return to the storm struck area and reloaded with minimal travel time. As important as this help was, it was your assistance with stump extraction during the fall of 2013 that benefited us the most. After dealing with the 2011 tornado that hit the north side of Minneapolis, we learned from FEMA that certain tasks were best performed by the private sector. The assistance that Ceres provided with coordinating and organizing the extraction of stumps from streets and parks proved this to be true. Throughout the process you and other- Ceres staff were easy to communicate with. I particularly appreciated your willingness to attend meetings that included the City Public Works Department and private utility companies. This helped everyone to thoroughly understand the planned approach that was being implemented. From the pulling of the President stumps to the replacement of soil, your commitment to communication made the entire Liz Wielinski stump extraction procedure run smoothly. This is especially true even when we surprised Vire President you with more stumps than were originally documented. Scott Vreeland Commissioners This spring we'll begin replanting 2800 new trees to replace those lost last year. If it weren't Brad Bourn for the help of Ceres Environmental, I don't know if we would be ready to do so. Thanks John Erwin Meg Forney again for all your help. Please don't hesitate to have potential clients contact me if they have Steffanie Musich questions about the services you provide. I'd be happy to be a reference for you. Jon C. Olson Anita Tabb Sincerely, M. Annie Young Superintendent Jayne Miller v Secretary to the Board \� Ralph C. Sievert, 1r. Pamela French Director of Forestry rte i ncae6re0 101a.ci•. Ceres Environmental Services, Inc. r 1JUBt K, WORKS DEPAR iML=N 1 October 21, 2013 Ceres Environmental Services Inc. 3825 85" Ave. North Brooklyn Park, MN 55443 Re, Letter of Recommendation alter April 2413 tee Storm Recovery To Whom It May Concern: This letter is to express appreciation from the CITY OF WORTHINGTON for the timely and professional work done by Ceres Environmental Services following the horrific ice storm in April of 2013. Once the contract was awarded Ceres promptly started work and worked diligently to accomplish the tree trimming and tree removal work contracted for. They were very conscientious to only do work approved for FEMA reimbursement. 1 was impressed with Ceres cooperation with the City to get areas done that were of importance to us and to listen to our input, Our City was cleaned up in a remarkably short time give the amount of damage we sustained. would be very happy to recommend Ceres Environmental to any City, County or state needing this type of service. Please feel free to use me as a reference for potential work. Sincere James Eulberg P.E. Director of Public Works Ceres Environmental Services, Inc. J�• �� ern rl ,©ttlt��VTH•o t`Ko'—,. Mire T. Huether MAYOR, CITY OF SIOUX FALLS 224 Nest Ninth Street 1?0. Box 7402 • Siottx Falls, SD 57117-7402 • «,%N,%v.siouxfalls.org Phone: 605-367-8800 Fax: 605-367-8490 • Hearing Impaired: 605-767-7039 September 23, 2013 Mr. David A. Preus CERES 3025 05th Avenue Noi lI I Brooklyn Park, MN 55443 Dear Mr, Preus: A hearty thanks to you and the entire CERES team for your assistance in helping Sioux Falls recover from the April ice storm. Your time, talent and treasure helped keep citizens and visitors safe. Our recovery time was nothing short of incredible! Please enjoy a small token of appreciation as a remembrance of this historic event we called Operation Timber Strike! Please share my sentiments with your team as well. Working together, there is nothing we can't accomplish! Sincerely, Mike T. Huether Mayor IC&aWE5i"it6rr %51d0Gervices, Inc. City of Albemarle North Carolina P O Box 190 Albemarle, IVC 28002-0190 www.ci.albemarle.nc.us August 15, 2013 Mr. Stanley Bloodworth Project Manager Ceres Environmental 3825 85t1i Avenue North Brooklyn Park, MN 55443 Dear Mr. Bloodworth: Office of Public Works Department Phone: 704-984-9665 Fax: 704-986-6127 On behalf of the City of Albemarle, North Carolina, it has been a pleasure working with you and your staff. During a time of great distress to our city, Ceres Environmental promptly and professionally initiated and completed Disaster Debris Removal and Processing. Throughout the project your staff was tasked with providing management and specialized equipment for our disaster recovery needs. The level of proficiency and diligence that your staff provided is of the highest quality and is unmatched in my numerous years of Public Works. Your staff fulfilled their contract obligation and exceeded our expectations through professional attitudes and hard-working values. So it is with great confidence that I would highly recommend Ceres Environmental to provide Disaster Recovery Services for any and all Municipalities, State, and or Federal Agencies that may be in need of such services. Sincerely, Nina L. Underwood Public Works Director Ceres Environmental Services. Inc. J N Of g N {, TOWN OF ISLIP DEPARTMENT OF ENVIRONMENTAL CONTROL O ( co. 401 MAIN STREET - ISLIP, NEW YORK 11751 - (631) 595-3630 David Preus, Project MaTtW CERES Environmental Services, Inc. 6960 Professional Parkway East Sarasota, FL 34240 Re: Letter of Recommendation Bid #1212-233 — Removal and Disposal of Damaged Household Contents and Storm Demolition Debris Dear Mr. Preus: On behalf of the Supervisor and the Islip Town Board, I would like to thank you for the professional manner in which your company performed during the Town's clean-up efforts following Superstorm Sandy. The expertise and organizational skills demonstrated by your company have all been duly noted. The manner in which you moved quickly through each Hamlet to remove storm -related debris, all while keeping the Health, Safety, and Welfare of our Residents an utmost priority should be commended. The Residents were very appreciative of the services provided to them, and were most complimentary regarding the level of professionalism, and the manner in which these services were provided. Again, I want to thank you for your assistance with the Town's post -Sandy clean-up. The Town was facing a formidable task in removing this debris; your staff took charge, and made this work appear effortless. We would not hesitate to provide a recommendation for your company, and would look forward to working with CERES Environmental again. Very truly yours, Eric M. Hofmeister Commissioner EMH:clb cc: Greg Hancock, Deputy Commissioner Leonard Donato, Executive Assistant to the Commissioner File c1115_6-6-13_1) Preus_CERES Environmental Services Inc—Letter of Recommendation Ceres Environmental Services, Inc. City of Little Rock Operations Division Department of 3313 J. E. Davis Drive Service Request: Public Works Little Rock, Arkansas 72209 (501) 918-3600 (501)918-3647 Fax(501)918-3670 April 15, 2013 Ceres Environmental Attn: Gail Hanscom 9945 Windfern Road Houston, Texas 77064 On behalf of the City of Little Rock Public Works Department, I would like to take this opportunity to thank you and Ceres Environmental for the quick response and efficient service your company provided to our city following the winter storm of December 2012. Your crews were ready to begin work as soon as the contracts were signed and work began the next day. Ceres Environmental's mobilization efforts and flexibility was a major factor in ensuring the rapid removal of debris from the City of Little Rock. The storm debris was removed within seven weeks and the quick removal of the storm debris was greatly appreciated. I would also like to formally recognize Ceres Environmental's representative Robert Parmer for his efforts in coordinating the removal of the storm debris. Mr. Parmer was organized, maintained an open line of communication and was very professional in providing service to remove the storm debris. Again, thank you for providing efficient, courteous and knowledgeable service in assisting our City during the cleanup of this disaster. Sincerely, gv�'- ?elio Eric Petty, P.E. Public Works Operations Manager "We're Proud of Our Works" Ceres Environmental Services, Inc. MINISTERE DES TRAVAUX PUBLICS TRANSPORTS ET COMMUNICATIONS rPalais des Winisteres Ref.............................................. No.................................. A& REPUBLIQUED'HAITI REPIBLIK DAYITI ATTESTATION MINISTE TRAVO PIBLIK TRANSPO AK KOMINIKASYON (Pate de 914inisti MAR 0 b 1013 Le....... .................................... Par la presente I'UCE atteste que la Compagnie Ceres Environmental Services Inc. a execute pour I'Etat H)'tien, via 1'Unite Centrale d'Execution du Ministere des Travaux Publics, Transports et Communications ( MTPTC/UCE), deux contrats relatifs au traitement des debris du tremblement de terre en Haiti, et plus precisement a Truitier qui est une zone offrant un environnement de travail tres difficile et Pune des zones les plus pauvres d'Ha'iti. Ces contrats, avec comme numero de reference (AOI 06-10-UCE/PRU21/ PPM6.4 et AOI UCE/PRU21/2012/PPM6.11), ont ete finances par la Banque Mondiale sul la periode allant d'avril 2011 a janvier 2013. Ceres Environmental a execute ces contrats avec professionnalisme, competence et a la plus grande satisfaction de I'Etat Haitien et de la population locale. Cette attestation est faite pour servir et valoir ce que de droit. Garry JEAN, Coordon ur1 CE Palais des Ministeres - Rue des Ministeres - Port-au-Prince, Haiti • Telephone: 22-3240 Telex: 2030321 Pale de Ministe - Ri de Ministe Ntoprens, Ayiti • Telefrin: 22-3240, Teleks 203021 SATTPTC Ceres Environmental Services, Inc. [TRANSLATION] The UCE hereby attests that the company Ceres Environmental Services, Inc. has executed for the Haitian Government, via UCE/MTPTC, two contracts relating to the recycling of debris from the earthquake in Haiti, and more specifically, at Truitier which is an area in which work is very difficult, and one of the poorest areas in Haiti. These contracts, referenced by numbers (AOI 06-10-UCE/PRU21/PPM6.4 and AOI UCE/PRU21/2012/PPM6.11), were funded by the World Bank during the period from April 2011 to January 2013. Ceres Environmental executed these contracts with professionalism, competence, and the utmost satisfaction of the Government of Haiti and the local population. This attestation is for use for all legal intents and purposes. Garry Jean, Ing Coordinator, UCE Ceres Environmental Services, Inc. PUBLIC WORKS DEPARTMENT January 19, 2012 CITY OF GREENVILL.E P.o Box 7207 NORTH CAROLINA 27835-7207 Ms. Gail M. Hanscom Project Manager Ceres Environmental Services; Inc. 6960 Professional Parkway East Saracnta. F1. 34240 Dear Ms. Hanscom: On behalf of the City of Greenville, NC, I would like to take this opportunity to thank you and Ceres Environmental for the quick response and efficient services you provided to our City following Hurricane Irene in 2011. As this storm was one of the worst hurricanes to hit our City, it resulted in a tremendous amount of debris to be removed. Your company's mobilization efforts, flexibility, and attention to detail was a major factor in ensuring the rapid removal of debris from the City and was greatly appreciated by its citizens. Ceres was organized and conscientious, and your team quickly learned our area, employees, and our level of service. Your team provided professional, quality service, and maintained an open line of communication at all times. Again, our sincere appreciation to you �4D ervi to the City of Greenville. ` AL", Anderson Public Works Document Number: 916803 Ceres Environmental Services, Inc. and Ceres Environmental for your assistance and 1.500 Beatty Street • Greenville, North Can-,dina • 27334 December 22, 2011 Mr. Charles Owens Project Manager Ceres Environmental HAND DELIVERED Town'of, Ury 66 TOWN TOR,EST RO.X0, T.O. BOX 495, SI9ttSB'VR'Y, COXXECTICVT 06070 4'6one(860)658-3222 'FaX(860)408.5416 E-madtroy@sims6sry-ct.gov Thomas .7. may, T.E. -- Director of Tu6fic 'Works Re: Letter of Appreciation - Debris Cleanup and Disposal Following Winter Storm Alfred Dear Mr. Owens: I want to take the time to thank you and Ceres Environmental for the work you did in removing the debris from Simsbury following one of the worst natural disasters this Town has ever experienced. The work performed by Ceres under your leadership was professional, timely and compassionate. At no time did any problem go unresolved and you were able to meet all of the contractual requirements and time constraints even when our volume of debris more than doubled fi•om our original estimates. Having the landscape of our town so dramatically changed by the storm damage had a dramatic impact on our residents and the quality of their lives. The cleanup work performed and the manner, in which it was conducted, was an essential pant of the communities recovery process. Thank you for providing a superior level of service and quality to our Town. Sincerely, ?Thomas J. R , PE Director of ublic Works cc: David Preus Troy Garrett An Equaf Opportunity Empfoyer 1aww.sims6ttry-ctdov Ceres Environmental Services, Inc. CITY OF JASPER p F• fLrY ti , - ' VA– -SONNY-POSEY. I—OR November 3, 2011 GARY COWEN. -U MEMBER JOHN M. ROLLINS. COUNCIL ...- MORRIS STUODARD- COUNCIL MEMBER Ceres Environmental Attn; David-Preus 382585 th Avenue N.E. Brooklyn Park, MN. 55443 RE: Letter of Appreciation, Pat Lombardo, Ceres Environmental Dear Mr. Preus: 400 W. 19TH STREET P.O. BOX 1569 JASPER. ALABAMA 35501 TELEPHONE: (2051221-2100 FAX: (205)221.6522 EMAIL: j6ilyW14000chxtter.R01 WEB ADDRESS: j75pBt611y.00M SANDI P_ SUDDUTH. COUNCIL MEMBER LEE SWANN, COUNCIL MEMOER KATHY CHAMBLESS. CITY CLERK. C P A I would like to offer this letter of appreciation to formally recognize Ceres Environmental Representative Pat Lombardo for his tireless efforts in removal of tornado debris of the April 27, 2011 storm, for the City of Jasper, Alabama. Mr. Lombardo's customer service and expertise allowed the City of Jasper to accomplish the monumental task of the debris removal in a timely fashion as to better serve the citizens of our community in a time of need. Again, I would like to thank Ceres Environmental and Pat Lombardo for their responsive, courteous and knowledgeable service in assisting our City in this disaster. Sincerely, CITY OF JASPER, ALABAMA �r Keith Pike City Planner KP/rs Ceres Environmental Services. Inc. JEFFERSON COUNTY COMMISSION JAMWS A. (JIMMIE) STEPHENS COMMISSIONER OF FINANCE AND INFORMATION TECHNOLOGY 716 Richard Arrington. Jr. Blvd. N. Suite 210 Courthouse Binningham, Alahama 35203 Telephone; 205-325-5555 - Fax: 205-325-4860 August 26, 2011 To Whom It May Concern: It is my pleasure to offer this letter of recommendation for Ceres Environmental to any area that is unfortunately affected by a natural disaster. The lives of many Alabama residents were changed forever on April 27, 2011 when a line of severe storms and tornadoes ripped through our state. Jefferson County, the state's most populous county and home to the City of Birmingham was one of the areas suffering massive devastation. Jefferson County Commissioners immediately went to work, hiring Ceres Environmental to assist the County's Roads and Transportation Department in removing in excess of one million ton of debris. Ceres Environmental was on the ground within 72 hours. They showed extreme reliability and dedication in the midst of chaos. Organized and diligent, their team quickly learned our people, our systems and our area. Ceres Environmental helped to organize and utilize Alabama contractors, allowing local people to heal by doing something to help in their own backyards. Ceres assistance resulted in people getting back into their communities and starting the rebuilding process. Residents that were hit hardest in communities like, Pleasant Grove, Concord, and Forestdale are today, after only four months, moving into new and rebuilt homes. After witnessing the profound success and partnership of Jefferson County and Ceres Environmental, other Alabama Counties selected Ceres for debris cleanup in their area. Ceres Environmental has my highest recommendation, and I am happy to furnish more details if you would like additional information. Sincerely, es A. (Jimmie) Step ns . S:cv Ceres Environmental Services. Inc. 501 PARK ROAD PLEASANT GROVE, ALABAMA 35127 PHONE (205) 744-1720 FAX (205) 744-9556 Jerry W, Brosseale. Mayor Koren Duncan. City Clerk/Treasurer Jon B. Terry. Attomey July 25, 2011 CERES Environmental 6960 Professional Parkway East Sarasota, FL 34240 To Whom It May Concern: COUNCIL MEMBERS William Bullion )erne G. Hicks Philip Houston Paulo Johnson James G Mosley April 27 was a day many Alabamians will never forget. The impact of this storm which caused destruction thru many counties will be felt for many years to come. Words such as "horrific," "powerful," "disaster" or overwhelmed" could hardly begin to express the devastation left behind by (fie EF-4/EF-5 tornado. As the Mayor of Pleasant Grove, Alabama I was impressed by the way the employees with CERES communicated with me and our employees to expedite the mission in which they were called to perform. They removed 500 thousand cubic yards of storm debris. They worked with the local contractors to help this city get back to some kind of normal life. Throughout the community our residents have given us feedback at the performance of CERES and it has all been positive. 1 would highly recommend CERES Environmental for their services, and their performance of their work, especially to anyone that may find themselves in a situation as we found ourselves to be. On behalf of City Hall, our city council and the residents of Pleasant Grove, Alabama, we thank you for your assistance. 'ncerely, J r�iv rasseale, Mayor City of Pleasant Grove Ceres Environmental Services, Inc. ,OE ENCliq ryr1s d f N 9��JgCK80N'��}v June 30, 2009 Dear Sir/Madam: CITY OF LAKE JACKSON 25 OAK DRIVE • LAKE JACKSON, TEXAS 77566-5289 • 979-415-2400 • FAX 979-297-9804 On behalf of the City of Lake Jackson, Department of Public Works, this letter is to acknowledge the splendid wood waste grinding work performed by Ceres Environmental Services, Inc. for the City in February of 2009 following Hurricane Ike, and to recommend Ceres in relation to the Lake Jackson Debris Removal RFP currently being solicited by the City from qualified disaster recovery contractors. I found Ceres to be a very prompt, reliable and competent partner for our wood waste reduction project. Their personnel are extremely experienced and very pleasant to work with. They utilize the most modem equipment and waste reduction processes and techniques. I have no doubt that Ceres, who have performed any number of large debris removal and reduction projects throughout Texas and the Gulf States, would render timely and cost-effective disaster recovery services to the City of Lake Jackson should they become the chosen contractor. They have my strong recommendation. Sincerely, �t Craig ' ett Public Works Director CN:mae . Ceres Environmental Services, Inc. June 4. 2009 CERES Environmental Sen ices, Inc. RE: January 2009 Ice Storm Cleanup Dear Sirs: This tetter is to express the appreciation of the City of Elizabethtown for the effective and timely removal of storm debris (limbs) from the streets of Elizabethtown. Although the Commonwealth of Kentucky issued the contracts, your representatives and employees were cooperative and responsive to our suggestions and requests regarding the progress of the cleanup. Our town was cleaned up in an amazingly short time and our residents were very thankful. Thank you for the attention given to the City of Elizabethtown during this emergency. Clint Fulkerson, Foreman, Street Services Ceres Environmental Services, Inc. Don Hill t� Superintendant, Public Works I�e�ttuc�y�, NBRtOL EO SFIRI. L:OUN('R. ,fy"ktowN.". �3' l<f. 2", West MwAvrnu. M LO LA CIM D A51/L::h H 51EVY.v hTC1/F2s N k P O M -1M. MARTE nJLliiILSON • • rl-brlh.— 111 427M (2791 7OSA121 Nf.Nh1' LFAM T�737.5, ru 12fu1 bJ1?2 RONALD R ?NOMAS Web S'Jr WW (v u( VM 1 N'ALNF,R is l 3�'r .r., :m u CITY OF ELIZABETHTOWN DAVID L. w1LL%10T1L JR MAYOR June 4. 2009 CERES Environmental Sen ices, Inc. RE: January 2009 Ice Storm Cleanup Dear Sirs: This tetter is to express the appreciation of the City of Elizabethtown for the effective and timely removal of storm debris (limbs) from the streets of Elizabethtown. Although the Commonwealth of Kentucky issued the contracts, your representatives and employees were cooperative and responsive to our suggestions and requests regarding the progress of the cleanup. Our town was cleaned up in an amazingly short time and our residents were very thankful. Thank you for the attention given to the City of Elizabethtown during this emergency. Clint Fulkerson, Foreman, Street Services Ceres Environmental Services, Inc. Don Hill t� Superintendant, Public Works I�e�ttuc�y�, NBRtOL EO SFIRI. oGF,'s D' `ysy°i GV CARLOS H. CAscos, CPA COUNTY JUDGE DmEcroR OF EMERGENCY MANAGEMENT 1100 E. MONROE ST. DANDY Bun.Dmc BROaNsvu � F Tbw 78520 Monday, December 1, 2008 Mr. Thomas D. Trizna, Sr. Project Manager Ceres Environmental Services, Inc. 5590 Broadcast Court Sarasota, Florida 34240 Dear Mr. Trizna: JOHNNY CAVAZOS, EMC CHIEF EMERGENCY OFFICER DIRECTOR OF HOMELAND SECURM (956) 547-7000 FAX: 547-7006 Greetings! On behalf of the County of Cameron, I would like to acknowledge the superb work performed by your firm following Hurricane Dolly in July 2008. Your firm accomplished what it set out to do and on several occasions went above and beyond to satisfy the needs of the disaster recovery. As Cameron County's Director of Homeland Security & Emergency Management, I can certainly appreciate the value you placed on your pre -planning, leadership and responsiveness by which Ceres, along with its subcontractors, responded to our community's need. In addition, we did not overlook your firm's common sense, forward -thinking practice of hiring local subcontractors, thus, furthering the economic recovery of our area. Although I certainly do not wish for another hurricane anytime soon, I am comfortable knowing that our county can depend on Ceres Environmental to preplan, pre -deploy, and take care of business when the time comes. With this in mind, please feel free to use me as a positive reference for prospective clients. Sincerely, Johnny Cavazos Ceres Environmental Services, Inc. C:1 V OF WATERLOOS IOWA WATERLOO ENGINEERING DEPARTMENT 715 Mulbarry Sr Wale"00, IA 50703 (319) 291.4312 Fax (314) 294-4262 ERIC THOR`+ON, C E. • City ErrgirrnT email: cityaengineer> 1,A iiterltxl ia.org Alaw„ July 17, 2008 r1MO-1 HY 1. HL'RLEI Mr. Bret Synder CLILNCIL Ceres Environmental n..l....... 3825 85th Avenue North RE4,INAL17I A Brooklyn Park, MN 55443 SCH1nTT Illrr,l 1 RE: LETTER OF RECOMENDATION CAR01 "'LE hcud Dear Mr. Synder; HAROLF) As the Project Engineer for the debris removal contract for the City of Waterloo, Iowa, I cEm wanted to write to you and let you know what a fantastic job you did. As you know, the t"0f1r ' City of Waterloo suffered a 500 -year flood event in June 2008. Afler the flood waters QL1E\"Tl �t receded, the City of Waterloo put forth a contract for debris removal. HART As 1 had never dealt with a contract like this before, l was very nervous when an out-of- town contractor, Ceres Environmental, submitted the low bid. Ceres provided all of the WELDER necessary paperwork with their bid, even the paperwork that was not required at the turn s time of the bid. This paperwork would have been required after the bid opening but t1iIII Ceres provided it with their bid in order to speed up the review and approval process. L;RELNwC&V -11 Uqe Having spent three weeks working with you and your crews, I am very pleased that Ceres received the contract. Anything that I ever asked, you provided, cleaned up or STEVE took care of The work that you did was always done with great care and when you left xtawln an area, yards were always raked and very clean. ar•tnh� I would be very happy to recommend Ceres Environmental to another city, county or state that is in need of your services. If I can be of any further help please don't hesitate to contact me. Sincerely, f Jamie Knutson, P.E. Associate Engineer CITY WEBSITE; www.ei.waterloo.ia us WE'RE IVORKIn1G FOR) OU! An Equal OppurlunlfylAf miative Ador FmpWw Ceres Environmental Services, Inc. CITY OF NICHOLS HILLS February 18, 2008 Thomas D. Trina, Sr. Project Manager Ceres Environmental Services, Inc. 5590 Broadcast Court Sarasota, Florida 34240 Re: Letter of Commendation for Severe Winter Storm Response Operations Dear Mr. Trizaa: Now that the City of Nichols Hills has completed its interaction with the Federal Emergency Management Agency (FEMA) regarding reimbursement of eligible damage costs resulting from the December 10-11, 2007 ice storm, I am compelled to offer this letter of commendation to you, the other Ceres staff members assisting you, and the team of subcontractors you brought to our aid. The ice storms caused significant damage to the majority of the tree canopy throughout Nichols Hills, both that in the public rights-of-way and that on private property. When you first visited with me, I thought that I had contracted for enough debris removal personnel and equipment to complete the clean-up within a timefiame acceptable to the executive stag; and citizens, in the City. Once I realized that this was not the case, and I asked Ceres to assist, you immediately mobilized the proper number and proper make-up of equipment necessary to meet the goal established. This reflected well upon the Department of Public Works, and the entire City of Nichols Hills organization. Perhaps even more important than a timely, coordinated response to the debris removal challenge was the expertise, education, and presentation of the audit quality documentation that FEMA requires for maximum reimbursement of eligible costs that Ceres provided. The Final Report that you submitted to me captured, documented, and memorialized the entire process in a manner that impressed even our FEMA Public Assistance Coordinator. He stated that, "If only more of the reimbursement applicants would prepare their data in the manner in which you (Nichols Hills) did, my job would be much easier, and checks would be sent to applicants much faster". On behalf of the City of Nichols Hills, Oklahoma Department of Public Works, I commend Ceres for all the efforts put forth in assisting us in our time of need. While I hope to never again require your services, should that occur, I would eagerly invite your involvement in future disaster response and recovery operations. Please feel free to use my name as a positive reference for future work with other local government agencies across the nation. Most Sincerely, Charles Hooper, Director Town Hall s 6407 Avondale Drive • Nichols Hills, Oklahorna 731 16-6481 0 405/843-6637, Fax 405/842-8409 Ceres Environmental Services, Inc. .�.ITr'+ AARON F, BROUSSARD PAWcSH PPEq,DENr May 31, 2007 To Whom It May Concern: JEFFERSON PARISH LOU I S I ANA OFFICE OF PARISH PRESIDENT Gut Mission Is: �'rfVlCi? I" selvices, 3le:: 1iG, 8;4 vision M ':drove the 3!mfity nt fill m ;efterson parish This letter is to strongly recommend Ceres Environmental Services. Inc as a hurricane recovery contractor. Hurricane Katrina (2005) devastated the Gulf Coast and Jefferson Parish, the most populated Parish in Louisiana. was no exception In total, our recovery effort required the removal of millions of cubic yards of debris, trimming or removal of many thousands of trees. and demolition of thousands of structures. Initially I was concerned when our original contractor was replaced by Ceres early In the recovery effort. But these concerns were alleviated on the first day when Ceres removed more debris at a higher rate than any single day during the original contractor's period of performance In just their first 90 days of performance, Ceres removed over 3,178,970 CY of debris. Over the past 20 months, I have come to know Ceres' personnel and capabilities well and have been impressed with ail aspects of their organization. all of which continually reaffirmed that the contractor change made early in this effort was the correct decision Throughout their performance on this project, Ceres consistently maintained a highly competent and professional staff - all of whom remained tirelessly devoted to achieving the mission objectives. Often faced with critical challenges and competing priorities. Coles maintained considerable flexibility and demonstrated diversified expertise consistently exceeding all of our expectations Ceres was also extremely successful in promoting the participation and integration of local resources and contractors to achieve our utilization goals. furthering the economic and employment recovery aspects to this locality. The recovery effort for this Parish was. at the very least, daunting. The responsiveness, expertise, dedication, efficiency and professionalism displayed by Ceres were exemplary and this Parish remains grateful to them for their services We would highly recommend this contractor for hurricane or other disaster recovery efforts. Sincerely, AARON F. BROUSSARD Parish President SJ: -� E 1002-122. ELMWOOD PARK BOULEVARD - JEFFERSON. LOUISIANA 7012--- r 0125o O BOX 10242 JEFFERSON. LOUISIANA 70181-0242 - (504) 7368400 Ceres Environmental Services, Inc. 6q� W O/P%" n P. O. Bax 828 • SH&IL Louisiana 70459 Telephone (985) 646-4333 BEN O. MORMS Fax (985) 646-4209 MAYOR May 31, 2007 To Whom it May Concern: The impact of Hurricane Katrina was far-reaching to our City of Slidell, Louisiana. The devastation of this disaster necessitated a major recovery effort, which ultimately Included the removal of 1.5 million cubic yards of storm debris, trimming or removal of thousands of storm and salt water damaged trees, and the demolition of hundreds of structures. Ceres Environmental Services, Inc. (Ceres) performed this work in an exemplary manner. On behalf of the City of Slidell, I would like to personally thank the entire Ceres organization for the safe, expeditious and professional manner in which this firm completed a very difficult response mission. I also appreciate their efforts to utilize many local contractors and vendors in the performance of the work to include the trimming and removal of hazardous trees on over 5,000 private properties under the executive order for the City. Particularly Important to this City, since the storm devastated many of our local businesses, was Ceres' small and local business utilization program which helped to restore local businesses and jobs to this community, and we are grateful to Ceres for that effort, The City of Slidell was very pleased with Ceres' performance In completing a very difficult mission. I would highly recommend the services of this company to others and, In particularly, to those In need of recovery assistance following severe disasters such as Katrina. Sincerely, 7— n orris Mayor Ceres Environmental Services, Inc. FOR OFFICIAL USE ONLY/ SOURCE SELECTION INFORMATION -SEE FAR 2.101 and 3.104 DD FORM 2626, JUN 94 (EG) Ceres Environmental Services, Inc. EXCEPTION TO SF 1420 APPROVED BY GSAIIRMS 6.94 1. CONTRACT NUMBER w 912Pe05no024 PERFORMANCE EVALUATION 2. CEC NUMBER (CONSTRUCTION) NCOM PLEi'E-RATED 060619285 IMPORTANT: Be sure to complete Part III - Evaluation of Performance Elements on reverse. _ PART I - GENERAL CONTRACT DATA 3. TYPE OF EVALUATION (X one) 4. TERMINATED FOR DEFAULT INTERIM (List percentage 100 %) X FINAL AMENDED 5. CONTRACTOR (Name, Address, and ZIP Code) 6.a. PROCUREMENT METHOD (X one) CERES EN V RO NM ENTAL SERV DES, INC 3825 85TH AVE N SPE B M NNEAPOL-5 SEALED BID X NEGOTIATED b. TYPE OF CONTRACT ()(one) YIN 554432059 USAFIRM FIXED PRICE = COST REIMBURSEMENT NAZS Code:562910 MOTHER (Specify) 7. DESCRIPTION AND LOCATION OF WORK DEBRIS REM O VAL, SIPE M ANAGEN ENT AND DEBRIS RID U CTD N , HURRNAN E KATRNA 8. TYPE AND PERCENT OF SUBCONTRACTING Tota1SB 73 5% jt)tal B 10 j5% ,TotalW 0 SB 11% ,Tbt3.lHubz 3 2-. ,Tota1SDV 3% a. AMOUNT OF BASIC b. TOTAL AMOUNT OF c. LIQUIDATED d. NET AMOUNT PAID 9. FISCAL DATA ► CONTRACT MODIFICATIONS DAMAGES ASSESSED CONTRACTOR $1,000,000,000 $440,935,314 a. DATE OF AWARD b. ORIGINAL CONTRACT c. REVISED CONTRACT d. DATE WORK 10. SIGNIFICANT COMPLETION DATE COMPLETION DATE ACCEPTED DATES 09%15%2005 9/30%2007 09/30/2007 PART II - PERFORMANCE EVALUATION OF CONTRACTOR 11 jjjj&TING ()(appropriate block) X OUTSTANDING ABOVE AVERAGE SATISFACTORY MARGINAL UNSATISFACTORY (Explain n Item 20 on reverse) 12. Y a. ORGANIZATION (Name and Address (Include ZIP Code)) b. TELEPHONE NUMBER (Include Area Code) CECT -M VM 901-544-3037 c. NAME ANDTITLE d. SIGNATURE e. DATE RLHARD W 3SDOM CHEFHURRr-ANE BRANCH 10/06/2008 13. EVALUATION REVIEWED BY a. ORGANIZATION (Name and Address (Include ZIP Code)) b. TELEPHONE NUMBER (Include Area Code) c. NAME AND TITLE d. SIGNATURE e. DATE 14. AGENCY USE (Distribution, etc.) DD FORM 2626, JUN 94 (EG) Ceres Environmental Services, Inc. EXCEPTION TO SF 1420 APPROVED BY GSAIIRMS 6.94 FOR OFFICIAL USE ONLY/ SOURCE SELECTION INFORMATION -SEE FAR 2.101 and 3.104 PART III - EVALUATION OF PERFORMANCE ELEMENTS N/A = NOT APPLICABLE O = OUTSTANDING A = ABOVE AVERAGE S = SATISFACTORY M = MARGINAL U = UNSATISFACTORY 15. QUALITY CONTROL N/A O 1 A S M U 16. EFFECTIVENESS OF MANAGEMENT N/A O A S M U a. QUALITY OF WORKMANSHIP X a. COOPERATION AND RESPONSIVENESS X b. ADEQUACY OF THE CQC PLAN X b. MANAGEMENT OF RESOURCES/ X c. IMPLEMENTATION OF THE CQC X PERSONNEL PLAN C. COORDINATION AND CONTROL OF SUBCONTRACTOR(S) X d. QUALITY OF QC X DOCUMENTATION d. ADEQUACY OF SITE CLEAN-UP X e. STORAGE OF MATERIALS X e. EFFECTIVENESS OF JOB -SITE X f. ADEQUACY OF MATERIALS X SUPERVISION g. ADEQUACY OF SUBMITTALS X f. COMPLIANCE WITH LAWS AND X h. ADEQUACY OF QC TESTING X REGULATIONS i. ADEQUACY OF AS-BUILTS X g. PROFESSIONAL CONDUCT X j. USE OF SPECIFIED MATERIALS X h. REVIEW/RESOLUTION OF X k. IDENTIFICATION/CORRECTION OF X SUBCONTRACTOR'S ISSUES DEFICIENT WORK IN ATIMELY i. IMPLEMENTATION OF X MANNER I I I I I SUBCONTRACTING PLAN 17. TIMELY PERFORMANCE 18. COMPLIANCE WITH LABOR STANDARDS a. ADEQUACY OF INITIAL PROGRESS X SCHEDULE a. CORRECTION OF NOTED DEFICIENCIES X b. ADHERENCE TO APPROVED X b. PAYROLLS PROPERLY COMPLETED X SCHEDULE AND SUBMITTED c. RESOLUTION OF DELAYS X c. COMPLIANCE WITH LABOR LAWS X d. SUBMISSION OF REQUIRED X DOCUMENTATION AND REGULATIONS WITH SPECIFIC ATTENTION TO THE DAVIS-BACON T AND EEO REQUIREMENTS e. COMPLETION OF PUNCHLIST X 19, COMPLIANCE WITH SAFETY ITEMS STANDARDS f. SUBMISSION OF UPDATED AND X a. ADEQUACY OF SAFETY PLAN Ix REVISED PROGRESS SCHEDULES b. IMPLEMENTATION OF SAFETY PLAN I X g. WARRANTY RESPONSE X c. CORRECTION OF NOTED DEFICIENCIES X 20. REMARKS (Explanation of unsatisfactory evaluation is required. Other comments are optional. Provide facts concerning specific events or actions to justify the evaluation. These data must be insufficient detail to assist contracting officers in determining the contractor's responsibility. Continue on separate sheet(s), if needed.) EVALUATOR REMARKS: CERES performed debris removal and demolition in southeast Louisiana in support of Hurricane Katrina recovery. In the midst of this chaotic and dangerous environment, they worked hundreds of thousands of manhours without a lost time accident. Their management team responded to this 24 month effort in an outstanding manner. They proactively worked with both Federal agencies and Local entities. The management of their 413 first tier subcontractors was both professional and fully supportive of the requirement of the Robert T. Stafford Disaster Relief and Emergency Assistance Act. All work was completed timely, disposal sites fully complied with all applicable laws and regulations and the quality of their work left nothing to be desired. Their overall management of the project was outstanding. DD FORM 2626 (BACK), JUN 94 Ceres Environmental Services, Inc. Performance Survey Form A. GENERAL INFORMATION: Offeror must submit Survey Forms, full completed by the project owners, and Company Specialized Experience forms with their initial offers. Contractot's Name: Ceres Cnvironment.d Services, Inc. Address: j5 23 85' Avenue North _ _- I etephone Number: __ 800-218-4424 Brooklvn Park MN 55443 Point of Contact: David Preus Name/ Location of Project: _ Hurricanes Francis and Jeanne Debris Haul in Palm Beach County, FL Contractor Performed as the _ Prime Contractor, the A Sub -Contractor. B. RESPONDENT INFORMATION: Name of Respondent: // C q 1 N/Z Z- Title: _f C (i ScAV/CC M61? Address: 686 Sy4o %T/S%e At7i/t/oR.,I — / Telephone Number: Sr,/'-4?7-,?7CO y��J Fax Number. ,✓6/-S/_7�0/r,/r2 e6—A k&c "471-334/ C. PERFORMANCE INFORMATION: Choose the number on the scale of I to 6 that most accurately describes the contractor's performance or situation. Performance Performance did not meet did not meet most some contractual contractual requirements. requirements. There were There were serious problems, problems and some of a the contractor's serious nature, corrective for which actions wen corrective Ilte llllll Yl-11U11 NILa UIII� marginally benefit. There ettictive. Ceres Environmental Services, Inc. No record of Performance Performance Performance past met contract met all contract met all contract performance or requirements. requirements requirements the record is There were and exceeded and exceeded inconclusive. some minor some to the many to the problems and government's government's corrective benefit. There benefit. actions taken were a few Problems, if by the minor any, were contractor were problems negligible and satistactory. which the were resolved cuuQactur in a timely, resolved in a highly timely, effective effective manner. ( manner. PERFORMANCE SURVEY FORM REMARKS - Ceres Environmental Services, Inc. The Contractor: 1. _ Provided experienced managers and supervisors with the technical and administrative abilities needed to meet contract requirements. l 2 3 4 5 6 N/A 2. Demonstrated ability to hire, maintain, and replace, if necessary, ualified rsonnel during the contract period. 1 2 3 4 U 6 N/A 3. Delegated authority to project managers and supervisors commensurate with contract requirements. 1 2 3 4 5 6 N/A 4.I Home office participated in solving significant local problems. 1 2 3 4 1 5 6 N/A 5. Followed approved quality control plan and conformed to contract specifications. 1 2 3 4 1 5 0 N/A 6. Provided effective quality control and / or inspection procedures to meet contract requirements. 1 2 1 3 d V51 6 N/A 7. Corrected deficiencies in a timely manner and pursuant to their control procedures. 1 2 3 ' 4 5 6 N/A _quality 8. Provided timely resolution of contract discrepancies. 1 2 3 4 5 6 9. Identified risks / problems as they occurred. 1 2 L 4 5 6 N/A 10. 11. Supizested alternative approaches to problems. Displayed initiative to solve problems. 1 2 1 2 3 3 4 4 5 5 6 N/A 6/A 12. _ Developed realistic progress schedules. 1 2 3 4 5 6 N/A 13. Met established ro'ect schedules. 1 2 3 4 5 6 N/A 14. Provided timely resolution of warranty defects. 1 2 ' 3 4 1 5 6 '/ 15. Was responsive to contract changes. 1 2 1 3 4 1 5 6 N/ 16. _ Provided adequate project supervision. 1 2 1 3 4 1 5_0 NIA 17. Obtained consent of surety for increases in bonding as work-in- morzres.s increased. 1 2 1 3 4 5 6 I 18. _ Paid subcontractors/ suppliers in a timely manner. 1 2 3 4 5 1 6 CNI 19. Provided accurate and complete cost proposals including all aspects of work require for each contract change. 1 2 3 4 5 6 !A 20. Cooperated with Government personnel after award. 1 2 3 1 4 5 6 / 21. Was the contractor ever issued a cure or show cause notice under the referenced contract? If yes, explain outcome in "remarks". YES NO N/A 22. Would you award another contract to this contractor? If not, explain in "remarks". YES NO N�f} 23. Overall Evaluation of Contractor's Performance I 12 13 14 5 6 REMARKS - Ceres Environmental Services, Inc. IIM=Jh=te m=MX =B (XRTIRA= c -M CMMMV=M W91278-06-1-0007 COH'IIiBCTSNG Ir17=Mh S9S (CCS) TEZ;r-� ROOF DP—PA_ S SIIPPW--INGII&Af3./ A/RT•.6RS��`ic IMSPOR-= LwSORMAITM Summy FORM A. MMM IHFQM'ATION: Cf oro-- cast eubait Survey Fora:, sully' completed by the project owners, and Campa=y Speniali ad F-oerience forma with their initial opera. C=es Environmental Services, Inc. Contractor's Name: Address 38S 85th Ave. N. Telephone Number: (763) 425-8822 BrnoKlvn ar cl. . Point of Contact: avla eus Nam /Location of Project: City of Paha Beach Gardens Palm Beach Gardens, FL -33410 Contractor Performed as the L'Pxr e Contractor, the 13 Sub -Contractor. B. PXSPONDE13T n4A)MTi+=ON- David Reyes operations Director Lvame oz Respondent: y Title: A�drest: 10500 N. Military Trail melenhone numb (561) 804-7015 21Sit e i 1c _ Fax Number: lbl - a C. PMMMRm5MCE CIN. Choose the number on the scale of 1 to 5 that most accurately d—criibes the contractor's pezEarmance or situation. 1 2 3 4 S IInratiafac- tazY Marc"" nal Y=U3 natisluctQzy very Good P-xcepti.onul Performance Pe*foanauce Pio re d OL Perlonsnance Performance P@rfOI]SWLCe did not meet did not meet pant met contra= met all met all most Some performance YequireMe7its mm'ra�t contract cantractual contractual or the Tkmre requirements requirements remiiremnnt.^i. requirements. record is were same and exceeded and exceeded ^_'here were Thrre were inconclusive minar vane to the many to the serious problems, problemz and government's gove_--nmEsrrIs problems and sone of a corrective benefit- benefit. the serious accione There were a P--cb1 ms, if contractor,5 nature, _or talr..en by the :ew pi— aay, k9ro corrective which contractor ;Them- yq1iQ:bln actions were corrective were which the and were ineffective. action was satisfactory ceotractor resolved in a only revolved in timely, marginally a timely, highly effective. effective effective manner. ma gnor. Ceres Environmental Services, Inc. iamzrx2= DB oma 7-,LPE cch- vz= Em t'mTIL=z;cX w9l- S-ob-?-ODD7 GRi'IlilG=m ILYITT..A:.m (CCI) TE rvsw P=-7 impAiR.S GGGwt4 =MG RESVCt S Iii MI sc, IM, Irl. '=1 M AL. f 23. i 07M-WZ raaM=W of C=ZUC=R-5 PEFiaVt 31C. 1 1 2 1 3 I < 1 5 6 %{ Ceres Environmental Services, Inc. The contrartM- 1. Provided experienced managers and 611pe_-v3sors. 1 7 3 4 5. 6 NA with the technical and .6mini zrative abilitles seeded to meet contract requirements. 2. Demonstrated abiLty to hire, maintain, and 1 2 3 4 5 NA replace, is necessary, gnalillen personnel glrina ( the csatract period. 3. Delegated authority to project manage=s and 1 2 3 4 5 6 IDL superviuors covmu5nrate with contract requirementE. 4. Rome office parcl patad in solving signiMicant 1 2 3 T 5 6 NA local roblam.. 5. Followed approved quality control plan and 1 2 3 4 5 6 NA COntomed to cmtract tpecltications. 6. Provided effective quality control and/or 1 y 3 4 5 6 HA inaoeLtion procedures to meet contract requirem�ta. 7. Coected derlcie ea in timoly manner and 1 2 3 4 5 NA pursuant to their quality control orocedures_ 8. Provided zi=aly resolution of contract 1 2 3 4 5 6 U d:sr_ Dancies . 9. Idciitified risXslprablema a; they Occurred_ 1 2 3 4 5 J61 l/ RR 10. suggested altezuatvo approaches to problems. 1 2 3 4 5 HA 11. Displayed lnitlazive to solve probl'a=. 1 2 3 4 5 6 HA 12. Developed realistic progress schedules. 1 2 3 4 5 6 HA .13_ Met established project achedUles. 1 2 3 4 5 Im 14. Provided timatly resolution of warranty defects. 1 2 3 4 1 5 11 rOI 1. Was resptwx1ve to contract changes. 1 2 3 4 5 a 16. Provided adequate pro3ect snoervislOn. 2 3 4 17. Cbtained consent of surety for inc=eases in 1 2 3 4 5 6 AA bondLbg aswork-ia-oroore5 increased. 18. Paint snbcontraccorslauppliers in a timel Man*v.r. 1 2 3 4 i 19. Provided accurate and complate cost proposals 1 3 3 4 NA including all aspects of work required for each contract than c. 20. Co erated with GovernmerY 6Ysonnel s;tez award. 1 2 3 4 SIX' IDL 21. Was the contractor ever i.nued a wre or show cause onticc under the referenced contrast? If yes, a=pinin cutcama in YES NO ^remarxs." 22. Would you award another cont=act to this contracts If oat, explain ir. "remarks." YE (No f 23. i 07M-WZ raaM=W of C=ZUC=R-5 PEFiaVt 31C. 1 1 2 1 3 I < 1 5 6 %{ Ceres Environmental Services, Inc. 1HD-p-r1H a IXLT-4=^^!L� CG:IT ACTfS -LXM C@.M,-GENCT W91278-06-R-0007 Doh" AC=G '.ST-=A-1=JE (CCI) MO tAEX 1=? FMpAnL$ PF3.5'o.=_. %;CE SUMS-2 FORM Ceres Envir-onmental meet the City of Palm Beach Gardens D�iks: expectation for the debris collection process. a-zes Em-ironmental was in contact with the City immadii.ately after the storm and in less than 72, pfter hi.+T-ricane Wilma. Ceres crew's were ready to start the collection process. the City of Palm Be cc! Gardens recommends Ceres E vironmental as a responsive Contractor. = OF SECTION Ceres Environmental Services, Inc. '0uI 'S@01AJ9S je)uawu0nnu3 SaJ93 •:auuem -zauusm aAT33a7;a .:.Tans;;;, f jl.{5Tt;f �'�--3 p ATTCUT ajum 'AT.aTa ul PaATosaa ,STUD r uT Paajoaa3 a0a3P3zuom A=Oa3a7cT3cc :Tn 11071nv •oaT=PjaauT azar Pup at -12 yDTRA aaan anFlosxaoo azan GOnTTaP oTgthfIBea z=mTgaTd a010e13U00 :,7T94n oAT=017oo o -fix 'fur AMUTZ. AD; aya Act uge3 :73 'D=3L'U !:.Mnmv.3-1u ." �T 'CC0�07y" E alae a:: tL SUAT:]t' snO,aaT lip �T3auHR aT7auaq a.�r_aanaD a 7O -COS PU' soratgold c,auamu-.-,;Aofi 9,3uomuz2AOG puo smajgozd 6uaT198 aya na Am m aya oa asoo auu tm eATs"T-Jumut asap 419112 azar azagZ Papua-za pup papaaoxa PUR aloe a3an ST pacma. s7uaimzTrtw73 •^lcamarnbaa sivama.3mbaa s3UammiTnba3 0334.L alta so TenaotllaUGO Ten33r:7uaa nezauoO 30euu00 sau.maapbo3 amumlo31a/3 awoa aaom TT" Sam T[e ISM :aes7uma law aasd aaam IOU PTP laaw aou Trp 80Uu=ckr.Tna a'u L'm307-a3 amue'maajaaa IO p300az Ott anumau;=za v=ru ma ..0a Te¢OT~deaa3 Poop Z --A F-mmE,6�E6 aco.q -ree-.n-1A ae;cpssul+ 9 i 5 Z i E Z T •voT2wn3Ts zo a]Dswa:o,zad s,3ogmas7uoo .yp sacrzmeap AT'aasz7.7mu 3cao 3L[Tq g o! T 10 BUMS Bql uo zaarynu asf3 USOOV3 :1M!XVHHD.Mg1 M)ttfQlC3H3d -0 Sn-6rb-49G ::'QgJmh avoydaTal d -/IV 59091)z :scaaopy �?dU' vU� t!r�($ :aT?TZ OFVSn�sL:7uopvodseii Jo tl :ND11mmcnau-: xN3Dt10dS3H '8 5a3:D,^z1uo0-qng D .ua 'zo7ma33u0j GQrT d [] 9113 so uanao3Jaa z04m2iqu00 '217 ani dj��Cf/ '»'r3'� S✓J+�� 6.�erJr�-Ta/Hfo�3� �a uaTlPaDi/a�tt 1l diS____ ��• .f /L :7]p3u07 T -o 71TTDd 71 :.-agwnN avoydaTDy an7:.a y�/5+-�—��'II-'fie :ssaaDpjl /nfv :.well c,zo2ne27uoz) ' c—also Tr -PTU-) ::aqa tP7Tn s7¢o_ BanDuads3 par.Tv-MadS AUPC*rsoD P" /Oranxo gonco:d aq:j -Tq PaoaTdmrm %Ttrg ' r.=03 AoAxaq '4timgns asn= ==a3=o 111Tdm;= f RHD3 Z3Algns MNwih--0.n?d 3S.. -93a U =-L= n+&7xo3ddm 5'brild3H 30DU xHYEDd93;L (=) anXLVj-MU 5HIX Siti07 LOOU-b-90-9LT.TER -7-ZeLMHI31= IdM SdOVULH03 -.MU MMATM13 ffiTHZAMU rruMi�r'c'LT DR=.r�v =rLm CrZT=-;t=S vaRCLWPIh�E•,�:_ W91278 -06-R-0007 COir'1'+t =air, MUTT-?CIVd (CM) =iPCaARY- ROOF MIAIMS 5u?PO +Z*7G T1�C/ ilDI9ASi^R 3ESSM49F IN FL, C1, SLT.V== vll".—. 23. 1 OVcPALL--V".,7.tT<'iZTCN OF CO1R1itA=R-S 1 2 i 2 1 3 [ d C15-1 6 Ceres Environmental Services. Inc. 1- Prodded c:} perlenced naragers and uupervasors with the ta,�niC•al and oc¢unia ratlzc b+"j tieZ needed to meet conrrar-L ruGulrrmcnts. _. Demonstrated ab-ility to hire, meintain, and ! , replace, it necessary,qualified personnelCha contract burled. 3. 0^_legated authority to project managers and 1 i 3 a 5 6 d11A superrlsord cvsncnsuratc with contract 1 f tequi�menrs_ Home oiFn part) ipaLed !/ sel:lnq sio ratYeant L + d 5 6 HA local roblous. 7ollcwud approveC qualiry Ccnrtol ulan arid L 3 4 Confoncr.l to conLracL spet•_rLcatloos. G. Provided e:iecr-,vc crualicy control and/or _ 3 •{071— r' 1!A iaspec-±= procedures to weer conrract recti rcmenrs. i. i Corrected detiuzene eu in L-nely murner 7d 1 3 3 4 s 5 in; oursuanr to their q'.s11.1 ty can[rol prcc¢d=res_ I 1 a. 1 ?rovided hely resolatian ei con-.ract 1 73 1 - u tt I discrepana�ies _ 4. cder2:a'ied _mak lr� ' as thuy occurred. 1 _ ? •1 L 3 71,; 10. Suggested alternation approaches to uroblrszs. 1 _ 3 d G 17A 11 Di--playcd initiative to sale problems. ? _ 3 I ; Yd NA Ge -eloped rcal13tic progrers schedules. t 3 5 5 11A 13. I Het establist+ee project schadu±as_ _ ,. 2 4 5 6 WA 14. ?CDvided tir..ely resolution of warranty ciefr= .1 '_ 13 6 11A.15. � Was responsi7e to contract changes. _ 3 I k S 6 L6. I Provided adaouate projact supervision. 1 2 VA 17. canacnt of surety for increases in 1 2 3 4 5 JA IObtained bonding as work -in -progress Increased. .8_ ?aid 5ubccTnrraczz3rs1suppUer3 in a timely manner. 14. Provided accurate and complete cost proposal; i _ 3 4 5 5 „ tociudinq X11 au;+ucts of work ceq iired _`or each 1 =ntract change. 20. 1 Capaer.Lad with Ga:•ermaenc bazsonnol alta_ award. { 2 1 .3 1 ; 1 5 I contractorever isaued a L-a-lu ar =hewcausenot_ccunder rhe referenced canrract? 7f yes, ezplair, outc=L ir. Yom,es.a r7••: MNA21.Npsthe 22. Mould you avar•d another c:ontracc co OL,::-uncractur? it not, uyplain in "remarl r--" � 23. 1 OVcPALL--V".,7.tT<'iZTCN OF CO1R1itA=R-S 1 2 i 2 1 3 [ d C15-1 6 Ceres Environmental Services. Inc. aroprna = Dm.-LvERY n= cam = -cm cont= dcY ca.-at=.r3aa n=z Tns fcc* } —Lr oRmax aaoF RSPA- is -UPMaxur REsaovs `` PE`R70W-9117C V SURVEY FOM%q fiamarrs: CS � /�1 � 't2ra, ¢(/6cy e".M OF SSCTSON Ceres Environmental Services. Inc. W91270 -06-R-0007 r v 91 r� s .� �,. wit.•,, 1 t u r COUNT' of ISLE OF MHT ' TI 1ECOURTI IQUSE February 11, 2004 RE: Letter of Recommendation for CERES >;nvironmcntal Services, Inc. To Whom It May Concern: CERES Environmental is the County's contractor for the removal of storm debris from Hurricane 15abel. Through this very trying and difficult period CFRF'.S hah given us excrriplary service. They have bccn responsive to the needs that arc unique to our County, they have advised us of FEMA regulations, they have made suggestions to save the County money and most importantly they conducted their business in a professional manner, 1 have been most impressed by their thoroughness and flexibility• As one may well expect, during such a disastcr as this hurricane, plans often go down the drain. They have in many instances put plunned duties Aside to respond to cmcrgcncy requests without sacrificing the ovemll goal. I have especially enjoyed the working relationship we have had with Ken Brown, Project Superintendent and David Preus, Project Manager. t wholeheartedly recommend CERES for any job large or small- Should the neat! arise I would not hesitate to hire them Again. Sincerely, na g Director of Public orlts RO. BOX HO • ISLE: OP WIGHT ' VIRGINIA 21397 • (7,57)'157-3101 •www ai.islc-at+wil hl.v�.us Ceres Environmental Services, Inc. Marvin A Crocker, Jr, Mayor Council Members William L Jones -Vice Hiayor B. Cecil Eley, Jr. Carolyn E. Gri Ern Kenneth N. Johnson James P. O'Briant, nl Victor L Walker January 5, 2004 TOWN OF WINDSOR 8 East Windsor Boulevard Post Office Box 307 Windsor, Virginia 23487 Established 1902 Ceres Environmental Services 3825 85°i Avenue North Brooklyn Park, Minnesota 55443 Dear Ceres Environmental: Town Manager Burt A Falkestein Town ClerWrreasurer Patricia M. Mao. Town Attorney Joshua PretlowYJr. Please allow this letter to express our appreciation for your conscientious service in assisting the Town of Windsor, Virginia with debris removal from Hurricane Isabel. We were very fortunate to have Mr. Ken Brown and Mrs. Terry Brown of your organization assist us in this endeavor. While coping with this monumental task, we found Ken and Terry to be professional, courteous, and prompt. While many out of state contractors used this opportunity to take advantage of the situation, your organization rose above the rest with superior customer service provided by the Brown's. Their commitment to progress and reliability helped make the best of a difficult task. The integrity and character of your organization can only benefit with employees such as these. Once again, I would like to thank Ceres Environmental for your effort and attention to detail and would certainly offer a favorable recommendation to all those interested in your services. Sincerely, James A. Ran Assistant to the Town Manager Ceres Environmental Services, Inc. T� F 4SMI T 7 FYIELEE-L •The Xn Tapir_1 of the Wald -7 Nho.;, I'•.. V Concern: itis letter is to strongly recommend Ceres Ent<iroru:rntal Sairvicas, Inc. as a cove, menr mraract or. Hurricane isabV! ceatEd mJc�-, GBvastattior, in the TOW -n o6 Sntrffii:eid in Svptern�r 2003. Ceres Environmental Services, inc. was C"v�,uauiad b}- Ur-_ town to clean (ts st a- is and sewer —way and handfa the debris cleanup. The cortwany met its performance deadlines and operaied Mihout injuries. i ne company's on-site managemeent was highly responsive- to the Town's comms and Iiz workers were courteous to the public. ii you have any ruesiions, f6e`• ;re✓ io mrttaC me at (757) 3654200. Sincerely, tMliiam i • Hopkins, llr GZO Director ei Planning Snpinea ing &Public Waft Ceres Environmental Services, Inc. Z+ --vnu= F91 -176-00-R-0007 C]i;?=--I2tG 22L TZ2110iP' (C=) ,aim RD=- IMAMS AMS F5RaLIZ�i�h� SORMIr -FTM26 A. fVIMMAT i*"'ZMM-MION: mer= mth,nit SsL-ver Pc= , -Er—"'y ocMpJgeA Fr.- tbs project rnmn=s, a -P' Compaz ape="-', ed rr.=n---ieaca :cs with h—T initial c=e--a. Can=ctor's Pame: cel'O5 '061LUr"oY.&gy4b-' / Al. t 92 Add=east- 3,72-5�,S�Au�_ Lj2 1V. TelenDone Number:lh'�� G?S-Q�'— Point o= A.+gn< �oa�%vn tett Al!/P. 5S 3 STevC ,ra�uct:bh pNam /Location of Px-oja v: fn wtL � .ice �•1�--. Gln CoutzaCtor Pe==ormrd as Z -he 0 P_:ma Conn ---actor, the x sal'CDII=-ztor. B. R9sPONDZbI? TfMRMARe jjSON-. Nam^ of 3esnondant:k% lr,zrr T HdDY i , i Title: Address: 540Z A4r-r n ; . Telephone Rumba-: ($ST) 3G 5-- '�-2pG Fax o Nwnbeu �$ J� v3 57- n3.3 ;,=i r. �/ . � 2.� .5 1 — - I C. a F0 1Ne of-1VM= XMO: Choose the number on " scale of 1 to 6 that most acc=atelv descibes the contraeto_'s pe fo=n-mce o= situation. : I 2 3 S I > 6 Na=;ina.1 None Ba`�ractory Vat Good o f Pe.-tosmarce Le_:a cm• No recora of Pe--fa�Prre Pe=1013;ance Pe--larmance did no: meet- did not meet Ipas: met m°t all mer. all =97, sect P --=D=ance ±ecu,, rem:.ms canna= rolxr 2ct =t:a Dual C=zra zua 0= the The -re recuixemeni.8 -equ_remanzS requiremeIIrs. rega1remen=s. record is We" sam: and e-�•aded and ez---eded Tbe--e were These were incon-luaive isino= sow to the zuuy to :IL serioaa proble2s, problems and government Ia gave-nmemrl c proble= and some o` z corrac'va beae:i t. b—P it. the ..e-"iC2L5 actloas There w---eP-Pso'sleas, !: contra=Orr 8 nanrn6r Ia: takm by the fsc IIinflr EMS, NO --_a ccem- `CC7.3ve xh1Ch Concxa-- T _ M%W W DKII G actions were carraati=e w--Xa ;&irh the and were iaeffec`ave. a= -Ian was sa"..-'."ta--ra"y contrae..cr �snlvad in c air resolved in ting)y, Marginally a -may, highly `erlvs. I °;fecc ve eIiecr+ve mnnny-, Ma n —1 - Ceres Environmental Services, Inc. n�D'B�.rr TYC AIV= ^ter *_ .^ros M CO cGW-� W9127B-o6-= -0007 CMURnCSIN4 TM.'T14',ul,.^TVE i=:EJ TREUCRA= ROW R3ZMZS sartr7o tT/—�Jnrsas RMs. at :n., G;-", n' rlceTt:sr, I EVP.iM=M; D C s , 5 VZU-M'u`•3A . I 1 12 1= 1 G 15 6 Ceres Environmental Services, Inc. Mza contra. 1. P:ov4ided exaerienced tanagers and supervisors 1 3 4 5 m with the tecnnicel and ad iniatrative abili -ee 12 needed to meet contxxtt xe-mi rements. 3. Demonetrated abili;.y to hare, maintain, and 1 s 5f� e NF replace, :� neeQssasy, gnali=ie: p"s"'el 14 t21°. cotrsact neri.o.:. Delegated euthoty to project managers and i 3 3 a 5 5f) NA supervisors ==-ensuYate With contract f yarn,+ rwment5. Hama office pa=.iriP3ted 1h solving aign__scan= 1 12 3 E �nfl M l_l problems. uta + 15 I 5. Followed appznved qua -'Amy central plan, and 1 2 3 1 5 CY M can2oSmed to car--xaCr spe l± cation,. �f I n. Provided e?xer ive quality control and/or 1 .3 3 4 6 Nn Inspection procedures to meet eontrec;. I regmrements. P 7. Corrected deficiencies n= ply mannQ- and i 3 4 5 6i M ^."L78ffi to their MMIAtV central Z-M1P6'1rRA. 1 $. Pxovided timely resollrzdon of comma t 1( 2 a I 4 5 0/ M discrepancies. �' 9. I Iamr-.ifiaY rasr3/prronl—a as they occu----ed. j 1 I 2 3 I 4 5 6 j HFyr 10. Suggeeved alternative k0proacbms to p.oblema. 1 2 3 4 .I a 11. Displayed initiative :o solve problems. 1 2 13 A 5 l n/ H3 1°. Devaloged tealistio progress scneca2er. 1 2 13 ( 4 6 HA 13. Piet eeb]ishen pmJecz scbeziniec. 1 2 I 3 S 14. 1 P-rovided timely rasoluticn of warranty deists. ? 2 1 3 1 e 5 I WT ilii 15. was responsive to conzract manges. 1 2 3 I ! 5 61 }/6,' NA 16, l provided adequate" project suparvi-ion. 1( 2 I 3 I 4 5 RA 17. Mrained consent of suxety for =areanes in 1 2 3' 4 5/ 6 NA bonding as cu r-in-oxanress increased. I I !� 1E. 1 Paid subcontractors/sUVDliers in a timely in 1 ° 3 1 4 1 6 141, ?3. _a pzovaded e— are and comrilste cost proposals 1 2 3 4 5� including all exp of work raga red for each contrast change. Iects 20. Coope ared with Gove-7mant ne_sonnal a:te= a..ar" 1 J 5 I 4 1 5 1 N; 21. Was the curtzacto: ever issued a cure nr ahos: cause =tic' =ac= the xeserenced =mrsart? If yes, e::plain autcame in I '„'L'5 no rerae^Y,z.' Z'Aoulti yon award another co=xam to ;his commaccor? �^ wi pat, e, in "remarks." 0 YE S) Ao n' rlceTt:sr, I EVP.iM=M; D C s , 5 VZU-M'u`•3A . I 1 12 1= 1 G 15 6 Ceres Environmental Services, Inc. 10=Z5= n=—rl= = S RM Gsarn-arr-^-- ri I7E-Q6- ^QQO i Su-VCF= B 1^3Cs^Z'v rilDT �qpc Sm MD cri S3c7iou Ceres Environmental Services, Inc. 1 :t- ■ Y 1 • Y• ' ■.■' WY. t : ■it' YYf■� Y. M • � 1 I t igii PER ORMANCE SURVEY FORM A, G_�-M ZNPORM.TION: Offeror moat aubmit Survey ro^ms, fully completed by the grojeot owners, and Compeny SpeeialAzed Emerimnca fo=.s mith their initial offers. j1 Contractor's Name: �� froyir-v ri.W &KlaL Address: 3 �2 �sA>.Nnm9war-, Telenhnne Number: 1 Do}int of Contact:a,y': r4 fx . st b U me/Location of P=oject: . 0 LE Coa=actor Per£.onned es the 12 lime Coat actor, the U Sub -Contractor. n. RESPt7IMENT INPORMATIaR: Name of R��ee/spondant: mark,rrMC-IL, Title: j)red6111 ,`,�f Address: /tLt S � l• QPar -5 9Telephone Number: (?/( e�513-7$d-F' I n r S -j Par. Number: 1 x _ SCS U (a C. PERFORMANCE I37EMDQiT=ON: Choose the numb=_r on the scale of 1 to 6 that most accurately describes the cm tractor's nerformance or situation. 1 2 3 4 5 6 nnsatiniac- H-7-31 None am" factoxy Vmy Good Exceptional tnry Perto—;.nce Pe_rformaace No record o£ Pexfo=anca Perf_p_*ma^' a Pe zpamance did nat meet did not meet past net conrract met all met e11 most some perioamnco requirsrentG contract cautxacc contractual contractual or the 'i"nere requirements requirements requirements. regairements, record is Were Some and exceeded and exceeded There were There were inrcnclnsive minor sono to the easy to the serious problems, problems and government's ggvermaern.'a problems and some o: a cgrreCtive benefit. benefit. the serious actions Thee were a Problems, if contractor's nature, to-,aken t by the gap minor any, Were corseczive which cnntroctoz _nr^t ��••a ae9" actions w-- —=-rt-i- were ;Rich the and were inaffectivs. action war satisfaccory eom-.raccor resolved in a only resolved in timely, marginally a t.nely, highly effective. effective efteccive manner. manner. Ceres Environmental Services. Inc. Lk'B rnx=^ DS=RY "13P -r C@ZTRACP$ NM COMUN ,ENCl' B91278 -06-R-0007 CCRTZACTITT6 n=_--A7.'TVE (c42) MM1PMWR-V nrxrx MPA=.S SO--PC3RTING risarE/FE~tnlnzsns MSPCNSE nt F--, Gn, IM, BC, b'S, T,A, Tx, AM .AL. 1?�.rQsy= SUAV-VV- Fo-r 23, 1 OVP.RUZ EZRL M -IM Off' r -OW t---'rOP.es PPRP 1=- 1 2 3 40 5 5 Ceres Environmental Services, Inc. The ccatractor- ^ 1. Provided experienced managers and supervisors 1 2 3 4 5 6 AA with the technics' and administrative abilities rerements. needed to meet contract qui ? Demonstrated ability to hire, meiwain, and 1 2 3 4 5 6 IF replace, if necessary, goal i-Eied personnel du_-ing the co at perind. 3. Delegated authority to project maaagexs and 1 2 3 4 5 6 NA sure -*visors commensurate with contract requiLemeL�3. �,. flame affice participated in solving significant 1 2 3 4 local problems. 5. Followed app -raved quality control plan and 11 2 3 9 5 6 tp conformed to a=tract specifications. ` 6. Provided eiuective quality control and/o= 1 '2 3 4 5 6 Hh inspection procedures to meet coutract xemiisements . 7. Corrected defici nn1-i as is timely mannaand 1 2 3 6 5 6 Hd TMSnant t0 their t carrr-ol procedures. S. Provided timely resolution of contract 1 2 3 4 5 6 RA discrepancies. 9. Idenr- i risIm/prablems as they cacurred. 1 2 3 4 5 6 FIA 10. Suggested alternative approaches to problems. '_ 1 2 3 4 5 6 HP. 11. displayed initiative to solve problems. 1 2 3 4 5 6 HA 12. Developed realistic pxogress schedules. 1 2 3 4 5 b NIL 13. Met established project schedules. 1 2 3 4 5 6 ffiA 14. Provided timely resolution of wa--ranty defects. 1 12 3 4 5 6 HA 15. was responsive to centract changes. 1 2 3 4 6 HP. 16. Pzovidsd adequate project supe --vision. 1 2 3 -0 CS F 6 Nh 17. obtained conserr' of surety for increases in 1 2 3 4 5 6 HA b=dimy as werk-is ro ess increased. 1.6. Paid subeontra tors/sugolieza in a timely manner. 1 2 1 3 5 1 6 Net 19. Provided accurate and complete cost pronosalsI 1 2 3 5 6 { NA including all aspects of wor); rewired for each contract than e. 20. Co arated with Government parsonnel after award. 1 2 3 4 5 6 NY, 21. Was the pont=actor ever issued a cure ox show cause notice under the referenced caatxact? If yes, explain outcpme in YES D ".tenarks . 22. o9 d you award ano`�.bEr contract to this contractor? If not, explain iT. "remarks." Y£5 140 23, 1 OVP.RUZ EZRL M -IM Off' r -OW t---'rOP.es PPRP 1=- 1 2 3 40 5 5 Ceres Environmental Services, Inc. :=EMI= nar.rtmsry TYiE CONlit71_Tb FM COf%Ii3QiCY W91278 -06-A-0007 CQh'T1iA.^rINC DCTIATM [CCS} MaMMry Roov RP,tints SUPPMtT1NCIISL^O/FEk'. JD mac ^4 RBSPOKSE PERE'0. e M suw .y PORN A. G:H7MAL nirOHMATION: O:ML-ror mutt oahait Sur-rey Forme, ;!ully ocmplated by tho project ownars, anti Campany 9paciulixed Experience forms ►rith their initial offers. Contractor's Name: CP" _ E, r 5 Z& j�r Address: c1 u Z.SJ OU '"Idr . :v Telephone Number: �(:�3 -V2--j : 'dam Point of Contact: 11ame/Location of Project:, f;�_��7 /,�T` Contractor Perfo=ed as Ghe Contactor, the Q sub-Coat.ractor. H. RESPONDS MFOIi*MTION: Fane of Respondent: -'/J Title. e r 1tl,Sa Address: 2V_( 7 Telephone Numbsr: Far, th!mber: lAt 9yc1 - :7 -S- C. i C. PERFORMANCE INIMMETION: Choose the number on the scale of 1 to 6 that mos[ accurately describes the conzsaccor'a performance or situation. l 2 1 3 ! 1 s tEll vnaatiaEa -. t -- Hu= -¢,i eat liana aattstaee=y I vez„ Good EzoePtional Performance Pasfarmnnce No record of Performance Performance Pa--fD-=L8rLce did not meet did not meat past met contract met all met all TMSZ ram parfamance regal-zmu s co=nct contract contractual contractual or the There requirements requ_rements requirements. requirements. xeco_-d in were some and exceoded and exceeded There were There were isiconclusive minor scoo to the Rant to the serious prcbiocs, problems and government's government's problems and aoma o1 a cnrrrctive benefit. beneeit. the serious actions There were a Proble=, if contraeror's nature, for taken by the iea mina: any, warn co--=ctivc which contractor prcbyc= neSrLAjLb1M actions were corrective were which the and were :setfuctive. acrion was sat-'sfacory Conr-radar resolved in a ops resolved in tlmcly, marginally a timely, highly e`fertive. eltective effeettve manner. mane*. Ceres Environmental Services, Inc. r rrWnrc D=V--IY TYPE CCVMACTS rop. C0.4'^:HMr- R41.276 -06-R-001)7 WNiRar'."T.*tC iI*2TS3 GE (C^33 'ZFPORPM ROOF RSPB 6[i:TR'Qn2I1CG Ils1fE/F�7/rJ_T37�.;TzR iiP5POR--M SX M, ML, 1c, Di-, Z -Z. LA, .L., AND AL. PRRYORtiAh= s ia'7v_t• PORN Ceres Environmental Services. Inc. ne cont=nctor: I I I I I i. Provided experiepced =angers and supervisors 1 2 { 3 4 5 WIL with the technical and a+n+strc ive obi}+ties I needed to meet cont=act reau-rementa_ 2. Demonstrated abiii_y to hart, maintain, and 1 2 3 5 G U replace, if necesaa_ry, quo-'-L'—'Iee personnel do=ing 1 1 the contract period. 3. Delegated authority to prnjeet tssaagera and IM 3 4 S RA supe_ -visors c=eneurate W th contract requirvrmnt5. i. R=r, offiCe pa-lcina_ed ie solvinoalcmif2Cant 1 3 3 d 5 ib NA lccal prable:.s. I 1 5. Followed approved quality control plan aid 1 3 4 5 f ILA to con=xract Specifivatlons. 12 { 6. Provided eYfecive quality con -sal and/o. 1 2 3 4 5 itA inspec,ian p_-ocedures to meet Ganttacc H8.Ccnformed reQuirp-maniS. 7. currected deficiencies _n timely manner and 1 2 3 4 S G tM pt=zieant to tholr cual!ty cant -al rocedurus. Provided timely resolution of contrav'. 1 2 3 5 6 NA disc:apa nci es . 14 I J. ldentified r1sKs/problems a9 they occutrud. 1 '- 1 3 14 5 6 10. Suggested alternative approaches to p-Mblems. 1 _' 3 4 5 NA 11. D+Y.played initiative to solve problems. 1 1 3 a 5 o tti+ 12. Developed realistic progress schedules. 1 2 3 4 15 6 NA 13. I9ec escaaliabLo pro)ecr ncheoulen. L '_ I 3 4 .. n Ito 14. Provided timely resolution of warranty dLfncrL'. I 1 2 ! 3 9 1 5 6 Nh 15. 1 Liao responsive to contzact changes. 1 2 3 4 5 n A 16. Provided adr=ate Oro)ect supervisinn- 1 3 4 15 n RA -. i7. Obtained censent o_ surety for increases in R bondino as worn-in-proares9 increased. I 16. I Paid subcontraccors/DUD liers :n a manner. 1! 2 3 4 .5 I NA 19. accurate and ctvuplete cost proposa, 1 2 3 4 j 5 ., tih 1Provided including all aspects of work reruired for each ( 1 contract chance. M. I Cooperated with Gcvrt_�enr peracnnel attar Duard. 1 j = I ? I 1 5 - I NA 21. Has the cIIntract= ever iZ]sued a cute or Shzw caUac not1C.` undo-, the referenced contract? Lf yes, explain outz=c in YES o .2.Would you award aria hu- cnatract to thin cantrcctor? If not, explain is "remarks." Y£_ 1 NO Ceres Environmental Services. Inc. P= V3RX =M CCNn2ALTS FUR a)hTIN=aZ-- 837.270-0E-A-0007 C09=10=111-- (CCZ) 1 ZLRY RAOF REMMS nEroMMANM Spy PORN ResasL.::� d� END OF SECTION Ceres Environmental Services, Inc. M=r== f.. -I" -TVA-=°'YP^' v�9:T.2,.:,. ?= Al C.^_' g91�76-OE-k-OCC7 C JG'_'RNZ--X-17�I:Z1l��'�t7c ( � 1 t53COAA1= r --%W RZFAZRF YVFYCP-1- .= kLnE=i-- 7,,. CEt4=uR SYatu :^i t cr._iq.x smut uubaat DC_"vw Foy, �tilz =3;00uc� bj' :he F=jrsct ❑axate, cad Cx a% "rials-zod Edo -z ax c tom With :hc' :.a1 :ia? o'fsrc. contsactar'r• Nam: Addroaw: Talepbona Numbo^: ? ZZs -E �` f *i d. NaLnolLncation of Pra7cnt: �� v Cont-,.._tcs PC."_arr=C as r -h5 IM11 C6 �_�ctC_, thr. 0 L. Z=PDC1wR" =Mft=qA-'!CaP-. J' sumo a5 RerponWcat: �'� L1c: C .tom ��'!F/• �- Rd_^98A i (y / .. '� TeLaphonq Nv�but Xe 0 ^ %e--� - q 3 Pax liumbu.: vF -- — b f7 V=1DRM=X niAVQMA=J +: Chcoue the n=ber on the acaie OL 1 to 6 that nr.=rately deccrit" the cantcacto_'s ptx£a==,jzo or aituati.on. Ceres Environmental Services, Inc. 2 i 3 I c i 5 i fmzw ZCCL at7API GL Ytl CI:gA'3Lnx I Ha !trate bL P2�0:_.aLICe ra�Iatneul CC _ an CC did not man-. C.0 no r.t past rnsc contract w:t bll mat all most Name per1011nao-t :agvi:amante can:—:act eont:rtt cxttat-_sal eantraetur—,' o= the ghtre tiqulramnnt.c xtuuix=tntL. rcgUlramt.-Mb. :Ccc--d 1S uerE n= an-' a d erxecded "ere we--* Tbarr wuro inr:an_uz;.VV =D= no= tr the ZK=r to tht anticus problem, p:Cbtora: -0 Qac: NcaL'1: gar�=nenvC P=atrl mz and aacc at t cnrrnt:tice bene:it, beneFit, thm aerir" ,-je: : Mnare Wart r ftioLloas, i_` aontz-xctos': nature, :or takan by the ieu s:im any, wuxz acrracavt wnuoh contraata.�y,,y,o ac:ienc wexe carrective Walt Wh4rsi thE and iart ineS>:a�-.:.ve, ectian Watt a:tis_ar:or± ©n=z1t..at =uaoivad Sr. c only z4305.76d in timuly, aaLrgL'Fa.uY a t1racly, hldl-1 Y of LtCL1CB' C!rent!vt c;£acti VU marAne=. =nYtQ--. Ceres Environmental Services, Inc. Z =91=TZ V=XV;:1it• syr vI)p CCM"I .' k9L�76-O6-a-noo" C "'-'= IiL:Iil^ SYn (�T} TZHPCMYO-- WAr 1t"HI.sRI c a�.a /1?mrkfrs i ssa1V1Zcrs zx r:., r snrtrrs�t c r MW _: trrIIII>ti.1 RT11LS1fi=it72= OEc`C�7T7t. �•S BLS. 11 77 =3 —,g I b� b Ceres Environmental Services. Inc. Ina uvnt_-uotac• I I 1. rzv act cxpa ===u xmDagszr anc supe—Flicra 2 S 5 5 wits yht taeSaiccl and acimtnin:_attvc abils-ics I needed to Meet Cant A Ct ravvizaixnta. f DanPrwtsato5 amlllty to n:.;o, masntatr„ and v r HR replace, if nacurson*, quailziaa netacnnei 2jl::ing the eantract _inti. ) s. Dalapnte Mut orlLy tc prP�cc: raangarc ane BtiR2L�%icosp anasnanallratt with ccntrac: requiroearito. !I �. 1l OCd0 C.. a.7.Ce FrGr rIO:.QALVC _.-rlVibg ,f I J c )th local pr0blMw)- P cWta approvaa "Pa-1icy cantrc_ ;tan anti 2 2 3 4 / cn_craad to r—Unna: a2xc.fic:tiona. 15 F . kravidsa aftu=!%1s qu:lsty contra;, and/P: 1 . S 4 J HT, inupCc�;ar YZPcadtua� :o mCCL CAiltzet; I 1 I n Lorre= ed oa,xaianWMX xr2 .lmaly ruume BnG t < j b PX ur2tuant to Lu their MUAI carttral :ocatiurct. I I I I I s. •rov111to timely zcaPlirlan a, conzrncz ? Z n Cinaraoanc:ac. r ;NA S. (Ipt>;t1i1eL E=u=/P=o):AlcmJ as =hey og=ee. 1 2 ` ] 4 ,/1 6 ( 10. suf"esttG a1Z itlC1Ot apprOCcnca to ptobjerr_ - f o Rp 11. 5:s45tyaa :n1tlatxvG to so'_vr Fsotixamc_ 2 I 1 t 5 i K" ( 1:. Aerelopect xeallttic progreae acnaautwc. 1 z 3 < t t(A is }tet ,. z c a 5 I tt> I IL, I Pcovlduc tLmul ' ruZolut3.on u: warranty dater--. I l i .. t G IPn l5. xs ;Mapoaa:.te tb vorrtract ctwnaas. 1 e i 1L. Yrov:,ane xCn�ee prcjnc su,�r. ezvlsior.. I ? 2 S I < � � J` Mn j Qb:CSnad C bane [] AIt a U Ynr ZnCVduG4t in j 2 I 4 D 11i I btii2t1i22U as VozY- r orrrena xncrrefind. �1 1.6. 1 IMLd in b tiroriv tiatrnt_. i S R I la. Pzm snap aPCUYaec Mets coatptate cost propo=,:�ic 1.::at.V1r2^, a21 acpcccc a: wor� zecn:ired fo= raCh i ccntzact ��2aaPe. +q 0. 1 Ca pa: dtad With Gove==em pf n6: NMA R" thh CO2%=rALCOT L1791 is3udt, L Cu--& or 6neG PIlU4k no=CC under the rcfawarioad cattreiLt7 1: ycc, 4xpinir. outctrmr in YES Mo rmuarkc.' t you &wart anetn�: contract to this contrnctoC' pt1? net. e=lain In t YEe I.e _: trrIIII>ti.1 RT11LS1fi=it72= OEc`C�7T7t. �•S BLS. 11 77 =3 —,g I b� b Ceres Environmental Services. Inc. r?n sxrsivs rrns t=C-ZRX= nom, ems.: ye-of--nca; cora.-.ate Dr_svzlrt E'II7S L`F7L,'SIC145'JJI.JC: �LIIF�,i:E MRrG;2Q;;1.1 6UZV: v 5'3:iK z= Of 8=M -10U Ceres Environmental Services, Inc. aa- n a C y 0 `� A 'r, l 2.27.01 DAVID PRE05 C FRES z...IMO? IEN TAL 3P-5 E518 AVE NDKM HROOY,t,YN PAKY, NN 55443 I WOULD L11M TO TAKE TES OP?OE.TQNiT'Y TO SAY THAT TfM = OF AMAN rZ WAS VMY NEkSD WrM =- Sri kqM THAT WE Ps?I—�.D FROM Y Ma CL)hTANY. TIE WORK WAS DO?CE VERY E FICGtv`MY AND CO1LT'LD AiZE'kD OF S--HMII3 E. TEE EMFLOYES OF CMXS DIED P.ACH PROB=— & SIMAMZ R4 A MI Y MATaMIL IWO= MGf"it,YMCOhBE-:�QD J OUR COb.VANY TO O=,S N NEMS OF YO', SERVICES. MW� hOMABRENS C.'rI"4' MANAGE? AHr n — RC). Bo fifi9 •31 ht, Louisa Street {903) 796-2192 Ailartta Terms 75551-0559 FAX (903)-796-5K3 email: ATLAI%rl Ai - XPAQLCOM Ceres Environmental Services, Inc. Beavers Bend .CLesan Park tb- 1� Y ti _tr R f nru�. R�0R7s Gots cam- cre pcov [bufa un Terns, Walker Resor, ParL-`r MY 22, 2002 To wn= 2t Ley Conte=n CzL.I l,oag, subcQnysector 6i C= Bnv=.omnen`al int. , ne=so 8 sae =-'T ,ing and tree re—Vr in Bre-Vers Send 3 --sort as a =esnl t os the ice stc=m which oacn-ree in Decembu - of 2DDD. Els wc:.k was 1=o�essional ema'oi as vntstaudisg quzziLy. Ee ores t*illixg to cnerdinate his wort ezfortr. in conj==-i.nn with the p`]: moo_-atinm and part, guests. 274 ; wi1li.ngueus to worh long hoots and complete the jnb in a timely manna was very commandable. E° P-4 hi.E won]' r--ew we=e De-sanEble and able to get miong with the pe=k nwi.nte�P—e staz=. Bssa6 upon his job Derio_rmanne end.guality, 2 wauld highly reoo=end him icy Eimilz wc-h, ba=h prises T esd au=e=c1p, Ln the itrttiz R. Respactf-ull ly, im mill°.+ a PE:1 MSnnge: Bea `b Beind R=50 -'t 17aT:, !' O- Ba; ID a $f61Tii a[riC, Q1d=bm= +-M;47 Ze hsw-iTatifi s't: anoua=°.`= 'DD 3 nage k-DDC�S'li ► iisar�'ar`Fm raB�-JL4= aaE9 veli Cat^rc �eL-nhon- 3BDd9 =bi�b � Ga]tCansa� �r 53t�-+'.9+-666D .2 Ceres Environmental Services, Inc. D-Z'PARTMElki-i OF THE ARMY aA_-YS0NVIL' _ ut- I IC7 CORPS OF ENONEERS tQ Y - P. O. Box 4970 JACYSONVI FLOAmA3�'�-0010 .:—i e�l71DN O: COiiL_3C_ :_L�SL'=_3L7c �:: V2 79�:On Ce=es =1 Ser 3025 851 Avenue ==ooklyn Park, !V 55443 Gen=aemen: _ 5W !leu: .a:.=zee NO. ^0.-1 ?4_n -nn;^ Nu-ricare ren -a= - TsmMor_-v Ronfing Hission, Task Orcer Number 0001 Zones 3, and ; _ash: Order Number 0002, Lanes 1, 6, end 7; ?_sl: Order Number 0003, lonr 7; _sL 0=der Numbe: 0001, Zone 6; Task Order Number 00005, Zone Tasl: 0=aar Number 0009, .Zane 3; Task. Order Number 0010, Zone 6; end Task Oro== Number 0011, Zone 6, ?ue :o R ca. Based on your per.ormance on the subject concrac., Mr. Jose M. Dcsedc, P_sa Engineer, has recommended an overall ebove ever=_Q ra_ina. fully co.,^.cu= with lhas evaluation. T,`,ank you for a job well done. - _nC0LrBga y -,U7 cone ued pa=tic:patian on future 0.5. 3 -my C;;F; o: =ngznsers pro eccs. Enclosed are conies of --he oerfo=ante evzluatio;.s 3or V:ur =mss. Sincerely, 6��'z . � �' /_'z / __mud a H. Hundley U Cont=acting Of=ice= Enc -1 osL:e F. Ceres Environmental Services, Inc. 7. ZIESCUMT OH AID 1MI ICIN OF FIQ.il: WAC M?NOLITIO& CONTRACT Demontiam of Bldg 331 3rd and D St, HA Sl Cemt_o 5224.3 H. T-V?E AND W�--UMT OF P3�a0vfAzttr2 S-VALt7 M -MY 7.0.: D001 I Eo87_-°O-D-ooO° (C7SS J1C^_TOT� �L: 0001 " DMS BUM= SIC: 1n = f' oo06252e- IMMAPt: Be ra to ®let= Pan 111 - Evatuatinn d. Fr7rsr`.:lm— ® rwMM ?d?S i - Gam'°71T. Ttt ma.•• 11nT? 13. rrp- OF SWiM770111 (Y tom) I4. Tsp i ?ac. IL-°= IYIc�lIM CLta pc==W 1001:) Iy , FIIIA! � ' I AR3DED F- I S. ai-= Ai^.—. =d L m Gdz) o .2. ?a�D�1% ? 0 --EEM (d On--ICXR'p MVIN•v�� S.!�-av -Cr.S, C. ; 3E25 - BETS AV -7 -VOP—q--L M&M BBOOMYN PP.2E c.b. r m- OF Co=q" LT CDL) oar n5"3 i:up FIM PRICE = ONT Elwmnmr_r t. DATE OF AWARD S (GTR=_) tit) ac TO 7. ZIESCUMT OH AID 1MI ICIN OF FIQ.il: WAC M?NOLITIO& CONTRACT Demontiam of Bldg 331 3rd and D St, HA Sl Cemt_o 5224.3 H. T-V?E AND W�--UMT OF ga i l tj Con=Dl Mallagt_marnr. o a , ;aH & A�estDs Abamem�nt - 33k Txudd.ng o= Con mzucr.=tm Debris E1ect_*itA1 - . Q7� z. AHIIlAR OF BASIC h. TOTAL AHtlAR OF c. I.IQIIIDAT® d. IWF MMG PAID I ?. FZSG1i, DATA MZrgAa IIDOIFICATIRIL I DAW1G5 A5SOM CM17RACTOP. 6 389, 622.0018 0.00 5 0.00 8 0.00 t. DATE OF AWARD b. ODIGI IIAI [UWTAACT c.. REVISO CONTRACT d. Mr. I= 10. M BHT cDU5%10%DD 01/31/00 05CORP/04/00 DS Da/00 MAP= Lr - BMM!"Al= sviwMa= OF ==RZ--= Gursrn®tac AVOIF Avs sAnsFArinar IiARGtHA1 FUNSEMSFACrM � on yrs) 1D. Ev TULTED SY ad Add:c imp Dp Code)) b. TCL ? I+'uma 0�uc em Cody CS�Oval tTmart�=ia1:17o0} 33?_3co9 I c_ 94 -ME AIM T =z d. I - ME .n c aiae_�Te-tmiCL 08/31/00 1". EVALIP-MC 3 DE71ERM BY / a .+ORGARIMMIN O7— wd Ad&= im=Z:= Code)) b. !RD4REB0=1u. w C -CA PA: CC a C i7n01339-2:28 n .a-8-HG2H 08/31/00 Ceres Environmental Services, Inc. D7 ?zpurazIr :- i„31ITS NfA • IIT APPLi CABLE 0 = OU75TAIDING - AMY= AYo'L',= 5 a SITISp_-t 2T M. = KWONAL U = MATISFA_—.M! j is. OUALITT CONTROL IN/A 1 0 1 A ( S1 NI L 176. EFEE:T1VEB.SS OP NANAGENSIT IY/A, 0 1 A 1 it [ ; U .- wALrTY OFL�AfOIANSSrP I 1 1:I I I I le. MOPERATIM A110 P.ISPD'JSIVERM I I t I I I .. AD'RIICT GP T9= g PA, I I ; i I 1. `t. KWZBOr 0; Fa�11F.M1 I I 1 I 1 :. DWLSWATI DY OF M CC' I I PLAN G. MIALITT OF Cr I I % M.W71 F I CATION/HIEN 0r I T DEFICIEY- RR{' IN A TIM Y NAriL-Z a. ADSDACT OF INITIAL PAOMM b. AOXEXE - 70 APP90M CMMIASC YITD LA10a "L5 CL smttltalORt DF ESOI[[rJ' I I I Ala Lm2AnMS LIM VMFIC I % 00CLLEMI TlaY ACTFHTII:11 TIL TIE OAYLS-eAlSa `f _ ACF AND ®YEnIILA13lNTS o. carLL-i7O1 DF PLN1I70..lST Y I I 19. C"UARCE UM SAF--" I I i. SUMISSUB li MATED AM I I 4 Xruu m OF W -TY PLAN I X I I R-CVIM iRLM!M My -MUS Tb7 Trr!.MWMTTOa OF SAM" PLAll I $.I I c. WRIAYTI M!70M Ic. CDn--nO+ IIP DOTD CS=7e7FJSIJ S I I I I 20_ IEKAW3 Omar sr:snarc ere oar•cnd. ftaasa as asarrrng ��efi- awro ar s�caa o �y w vvdrleaa.�t. TJxsa• rsrm rrtcrev h .-.rlfrs� omr7 0 �; cars.-a�tP discs it eocvideg m. e=rmnemr'c rasa -drOrt9. aerarxsr an aeaarem �aa�t. 6 nrdadl Peinans —=-actor we've worked vr_th. 3ve_vana rrom he 7nasn os'icr loran to t*h- on_ and on-ly laborez was very nro=-1EsE;icMA1co-oDeraTrve, iT�ant �tr metious, -and rezily a great nleahuke to d=i w�i h- Fi=T issa clsttyy**-e cjz an 0L1.CStanCP7I .20b a"s the Qn�ity Control Manager. .J7cL11T?S e-li= I= the Lao= ann events wA -- P�plery and T7ieCLSely ..25�.' the tyDe DI SA T i y rn., L -'T,1 do— 'y on =eq,; red try the ?Q --call F ? r -i i i b e B g:Lnp--U -re-cz„a Ceres Environmental Services, Inc. I,7�IIR'TYACT6[(S7 n. An--nucr a� sir- aEAN � 1 e. E'F MMVE]ir�ES OF JO&SI2 SLOreRVISJ�I !f. COWLIANCE UTTN LAYS AND $ S8dD.AT10NS �0. PWFr3StdUt 1plD>!r I I %i !. SEYISUMSO NfIDL' IIF Cg I 5113mNTYACRJ?'S ISSS13 1. M11. MATION OF !Rr=h i Z;CTTNO PLAN U. IWLIANI= NITS LAKC STAA'DARDs a. cOnEcriOI OF NO= D6 az=Ed Ys I I b. PAYAa's PROQffiLY C@WLs'TM AJm a,mfTT7ED l CMMIASC YITD LA10a "L5 CL smttltalORt DF ESOI[[rJ' I I I Ala Lm2AnMS LIM VMFIC I % 00CLLEMI TlaY ACTFHTII:11 TIL TIE OAYLS-eAlSa `f _ ACF AND ®YEnIILA13lNTS o. carLL-i7O1 DF PLN1I70..lST Y I I 19. C"UARCE UM SAF--" I I i. SUMISSUB li MATED AM I I 4 Xruu m OF W -TY PLAN I X I I R-CVIM iRLM!M My -MUS Tb7 Trr!.MWMTTOa OF SAM" PLAll I $.I I c. WRIAYTI M!70M Ic. CDn--nO+ IIP DOTD CS=7e7FJSIJ S I I I I 20_ IEKAW3 Omar sr:snarc ere oar•cnd. ftaasa as asarrrng ��efi- awro ar s�caa o �y w vvdrleaa.�t. TJxsa• rsrm rrtcrev h .-.rlfrs� omr7 0 �; cars.-a�tP discs it eocvideg m. e=rmnemr'c rasa -drOrt9. aerarxsr an aeaarem �aa�t. 6 nrdadl Peinans —=-actor we've worked vr_th. 3ve_vana rrom he 7nasn os'icr loran to t*h- on_ and on-ly laborez was very nro=-1EsE;icMA1co-oDeraTrve, iT�ant �tr metious, -and rezily a great nleahuke to d=i w�i h- Fi=T issa clsttyy**-e cjz an 0L1.CStanCP7I .20b a"s the Qn�ity Control Manager. .J7cL11T?S e-li= I= the Lao= ann events wA -- P�plery and T7ieCLSely ..25�.' the tyDe DI SA T i y rn., L -'T,1 do— 'y on =eq,; red try the ?Q --call F ? r -i i i b e B g:Lnp--U -re-cz„a Ceres Environmental Services, Inc. City of Pearland RFP # 0220-22 Debris Management Services 2.6 Size of Staff and Office Locations Ceres Environmental Services, Inc. has 350 employees, more than 150 of whom are professional staff. Many of our staff hold degrees in areas such as Structural and Civil Engineering, Business Administration, Forestry, Geology, Science, and Accounting. As part of the Company's dedication to quality and safety, many of Ceres' management staff are U.S. Army Corps of Engineers -certified in Construction Quality Management; are FEMA -certified in NIMS; are Red Cross -certified in first aid; and have completed OSHA's 40 -hour safety training course. Ceres' management has worked extensively on FEMA -reimbursed contracts, and has demonstrated its ability to respond to large-scale events. For a list of the management team assigned to Pearland, see proposal Section 4.1, Key Staff. The primary mobilization and contract administration headquarters for this project will be our Houston, Texas office. Equipment and personnel will be mobilized from the other offices seen as required. Ceres' multiple locations ensure that, even if an event affects our Texas location, other offices will swiftly take over to meet the needs of the City. Ceres also has servers storing company documents in multiple locations throughout the country. If one server is lost in an event the data will not be lost, and will not prevent Ceres from performing any work for any of its clients. C:ERES Tab 2 Experience, Qualifications and Capacity Section 6 Size of Staff and Office Locations Page 2.7-1 City of Pearland RFP # 0220-22 Debris Management Services 2.7 Equipment List Ceres Environmental Services, Inc. has access to more than 1,000 pieces of equipment through contract with its wholly-owned subsidiary, Ceres Environmental, Inc. Substantially more additional equipment is available through our subcontractors. In our 2005 response for the USACE on Hurricane Katrina, Ceres provided more than 7,847 certified placarded vehicles and supporting loading equipment for an 11 -parish region in Louisiana. Ceres -owned equipment augments our subcontractors' equipment and provides additional flexibility, direct management control, and higher levels of customer responsiveness and satisfaction. Equipment and personnel allow Ceres to respond to a disaster regardless of the immediate availability of subcontractors. Because of its extensive company-owned fleet, Ceres can send equipment and personnel to respond to a disaster regardless of the availability of subcontractors. Following the 2017 storm season, Ceres purchased additional equipment, including self -loading knuckle boom trucks, additional grinders, excavators, and other support equipment. This allowed Ceres to continue to operate projects in the U.S. Virgin Islands and Puerto Rico and respond to Hurricane Florence and Hurricane Michael in 2018. Much like recovery projects in 2016 and 2017, a large C&D event and a vegetative event occurred in 2018 in North and South Carolina. Subcontracted trucks left many projects in North Carolina, and other primes struggled to close out. Ceres applied the strategy used in 2017 and buoyed by the purchase of additional equipment. Ceres self -performed the closeout of many North Carolina and South Carolina projects. Ceres employs support personnel to maintain owned and leased equipment. Support personnel include (but are not limited to) mechanic helpers, master mechanics, asset/logistics managers and clerical support. Our field support personnel are supplied with mobile service vehicles and parts storage containers that can be strategically located to maximize our effectiveness. In order to keep our fleet in the field we maintain operational records on all equipment leased or owned. Those records are part of an automated preventative maintenance system that includes service records, repair history, spare parts inventory, technical manuals and electronic document capture. Category Li ht Truck 80 Pickup Trucks, 112 & 3/4 Ton Size Service Truck 14 Mechanic & Oiler Trucks Self Loader Truck 13 Straight Trucks with Grapple Loader Bucket Truck 9 Arbor Truck with Boom Strai ht Truck 16 Flatbed, Dump & Roll Off Trucks Sweeper Units 9 Open brush and Sweeper Vac units Semi Tractor 50 Tandem & Tri Axle Tractors Utility Trailer 19 Car Hauler & Service Trailers Dump Trailer 18 Dump Trailers Walking Floor Trailer 11 48' Self Unloading Debris Trailers Tag Trailer 12 40K# Tag Along Trailer for Self Loader Support Lowboy Trailer 5 Heavy Equipment Hauler Trailers Debris Container 32 Assorted Roll Off Containers ISO Storage Container 87 Portable Shipping/Storage Containers Inspection Tower 2 Portable Traffic Inspection Tower Portable Office 5 Portable Self Contained Office Portable Berthing (R/V) 10 Assorted berthing to house and sleep crew Wheel Loader 25 Assorted Wheel Loaders with Bucket and/or Grapple Backhoe Loader 2 Wheel Backhoe Loaders Skidsteer Loader 19 Assorted Wheel or Track Skidsteer Loaders Swinger Loader 3 Swinger Loader with Bucket and/or Grapple Telehander 17 Assorted Sized with Forks, Grapple and Bucket Hydraulic Excavator, Tracked 136 Assorted Tracked Excavators with Bucket and/or Grapple (:E,RES Tab 2 Experience, Qualifications and Capacity Section 7 Equipment List Page 2.7-1 City of Pearland RFP # 0220-22 Debris Management Services Category Hydraulic Excavator, Wheel 2 Description Wheeled Excavator with Grapple, Breaker and Buckets Hydraulic Amphibious Excavator 2 Pontoon Flotation Excavator with 50' Reach Hydraulic Demolition Excavator 2 High Reach Demolition Units Tracked Dozer 18 Assorted Dozers Straight Blade or 6 Way Blade Self Propelled Sweeper 6 Wet/Dry Sweeper, 2 with Vacuum System Tub Grinder 6 Assorted Sized Tub Grinder for Vegetative Reduction Horizontal Grinder 13 2 Track Mounted and 5 Trailer Mounted Grinder Crusher, Jaw Style 2 1 Track mounted crusher unit and 1 skid mounted Portable Screening Machine 8 Assorted Screening Units for Soils and Aggregates, 2 on Tracks Portable Material Density Separator 1 Water bath Unit for Separating Materials Light Plant 22 Assorted 13 Lamp Light Plants, 2 with 20KW Generator Air Curtain 7 Portable Air Curtain Incinerator Set Water Pump 21 Portable Water Pumps Sizing from 3" - 12" Generator Set 29 Assorted Generators Sizing from 6KW to 240KW Assorted Attachments 384 Buckets, Grapples, Blades, Shears etc... forequipment su ort Marine Skimmer Vessel 16 Work Vessel Outfitted for Harbor Cleaning of Debris and Contaminants Marine Cleaning Equipment 1 Self -powered Beach Cleaner We recognize that subcontractors are crucial to our ultimate success in a major event. Below is a sampling of important equipment available through subcontractors: Type of Equipment Air Curtain Burner Quantity 585 Bucket Trucks 1,136 Concrete/Rock Crushers 54 Excavator 3,356 Knuckleboom- Prentice- Style- Self -Loader 5,219 Roll Off Trucks 3,955 Skid Steer 7,439 Skid Steer with/Grapple 9,001 Tractor -Trailer End Dump 11,872 Tractor -Trailer Live Bottom 4,078 Truck- Dum -Sin le Axle 7,973 Truck- Dum -Tandem Axle 15,358 WheelLoader-FrontEnd-4Yard 6,092 [ERE Tab 2 Experience, Qualifications and Capacity Section 7 Equipment List Page 2.7-2 City of Pearland RFP # 0220-22 Debris Management Services 2.8 Subcontracting Plan WA r MT OR 1 / ID CA NV T_ UT 6 1 r AZ 16 AK C:ERES RESPONSE REGIONS 2069 IOTAi. SUDCONTP.41TIIR�ND ME 7 39 SD WI � lT .. - NY �-� yMI 14 29 IA v PA i �..I NE i 4 OH 27 19' 24 IN 4 CO 27 19 r i v r =r ( VA ! 11 KS r' KY . . ; 43 40 NC 5 NM 16 5C 2 49,> r� 65, LEGEND ■ �. - . -mce. kern 7 E kcsDunse Region 2 r' anv �.nrn . Response Region 3 60 Potential Subcontractors ;`^~ in Pearland. TX area . Response Region rx state 202 x ut 5�xx�rarai:on Introduction Our objective at Ceres Environmental Services, Inc. is to perform all work associated with this contract in an efficient and safe manner through the effective administration and management of our equipment, personnel, subcontractors and suppliers. In accordance with Ceres' policies and programs, the work plan for this contract will be developed and executed assisting, counseling, advising, and using, to the maximum extent possible and to the extent consistent with the City of Pearland's interest, Local and other Small Businesses (SB) as well as Small Disadvantaged Businesses (SDB) such as HUBZone, Veteran -owned (VO), Service Disabled Veteran -Owned (SDVO), Woman -Owned (WOSB) for the provision of equipment, labor, services and supplies. It is important for Ceres to provide opportunities for local companies and their employees to work on any project that may result from this contract. Additionally, Ceres may directly employ individuals to work for Ceres on a project. Ceres has a very well developed subcontracting plan, and Ceres also has a stellar record of implementing our plan and making payments to local subcontractors on past projects performed when Ceres is the prime contractor. During our Hurricane Katrina response, Ceres was very successful in subcontracting with local companies. Our first priority is to give opportunities to local firms and it is our commitment to meet or exceed other small business and minority hiring goals of the City of Pearland. We recognize the importance of bringing in local companies and thereby further assisting in the economic recovery of the local area. Ceres paid local subcontractors 59.5% of subcontracted dollars during our response to Hurricanes Katrina and Rita in Louisiana, and successfully subcontracted to Small Disadvantaged Businesses (10.77%), Women Owned Businesses (18.25%) and Veteran Owned Businesses (8.38%). Additionally, over the 2011 Alabama tornado season, Ceres paid 80% of subcontracting dollars to Alabama businesses. Ceres employs a Subcontract Manager who is dedicated to soliciting and involving local CERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-1 City of Pearland RFP # 0220-22 Debris Management Services businesses with our projects. We look forward to using our subcontracting plan to further involve local businesses with work opportunities with Ceres. Subcontracting To Firms within the Area of the Project It is the intention, policy and practice of Ceres to use local subcontract services in the performance of the proposed contract to the maximum extent possible as consistent, within the requirements of the Stafford Act, Sec. 307, Use of Local Firms and Individuals (42 U.S.C. 5150), the prime contract and sound business practices and management policies. In General - In the expenditure of Federal funds for debris clearance, distribution of supplies, reconstruction, and other major disaster or emergency assistance activities which may be carried out by contract or agreement with private organizations, firms, or individuals, preference will be given, to the extent feasible and practicable, to those organizations, firms, and individuals residing or doing business primarily in the area affected by such major disaster or emergency. We recognize the advantages obtainable by utilizing other responsible and experienced firms who are capable of furnishing specialty services and products of high quality. First priority will be given to those subcontractors who are from or do business in the surrounding area. A separate program will be included for local contractors that do not necessarily have goals established under the contract requirements. Ceres' internal subcontractor databases, on-line databases, online local business directories, and local Government offices will be used to identify contractors in the immediate area. This is the process used quite successfully by Ceres on previous projects. The search and identification will validate the speed and performance level to mobilize contractors on site and begin the physical work. Our internal subcontractor database includes subcontractors who have expressed an interest in or assisted our firm in the successful completion of emergency response contracts. All efforts will be made to also procure supplies, materials and labor from local vendors. Ceres has and will continue to communicate with local authorities, elected officials, and community organizations, its desire to hire local and small business enterprises and subcategory businesses to meet the requirements and meet specified goals for hiring SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZones. Copies of the contract will be sent to Plan Rooms servicing the particular region in addition to our office in the project area. The contract will also be posted to a web site and potential subcontractor registration will also be available via web, FAX, direct contact (1-877-STORM12). A dedicated toll-free telephone service will be established specifically for subcontractors interested in contracting with Ceres. Ceres has made as many resources available to subcontractors as possible in order to initiate and facilitate communication. The Manager of Administration and the Subcontract Manager will notify regionally based subcontractors of the issuance of a notice to proceed. Ceres' subcontractor database currently contains more than 2,000 disaster debris management prospective subcontractors who have contacted Ceres with an interest in subcontracting. More than 1,100 of these subcontractors have worked on Ceres' disaster projects, providing, along with Ceres' owned fleet, more than 7,000 pieces of loading and hauling equipment. While our database of qualified subcontractors is very large, it is our intention to select from a more regionally based group and have established for the City of Pearland four unique response regions. These are based on relative distance from your area and use straight-line miles and/or drive time to establish which region each state of potential subcontractors belongs in. The information in the table that follows is taken directly from our subcontractor database, showing the home state of operation and numbers of subcontractors by the approximate drive times to Pearland. A list of potential Texas subcontractors is included in this proposal. Ceres can provide a listing of the Region 1- 4 subcontractors by name and location upon request. Response Region 1: 240 straight-line miles or 6-8 hours driving time Subtotal of firms within 6-8 hours driving time = 406 Response Region 2: 360 straight-line miles or 8-10 hours driving time Subtotal of firms within 8-10 hours driving time = 81 Response Region 3: 600 straight-line miles or 10-14 hours driving time V-11 F1 .. •- .. C:ERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-2 City of Pearland RFP # 0220-22 Debris Management Services Geor is44146 72 Missouri 43 Tennessee Subtotal of firms within 10-14 hours driving time = 856 Total Number of Subcontractors Within One Days Driving Time = 1,343 Response.. Arizona .00 straight-line 16 miles or more than 14 Colorado hours driving time 11 Delaware 4 Illinois 27 Indiana 19 Iowa 4 Kansas 5 Kentucky 40 Maryland 16 Michigan 29 Minnesota 39 Nebraska 2 New Jersey 19 New Mexico 2 North Carolina 53 Ohio 31 Pennsylvania 27 South Carolina 49 Utah 6 Virginia 43 West Virginia 1 Wisconsin 14 Subtotal of firms greater than 14 hours driving time = 457 Total Number of Subcontractors Within Two Das Driving Time = 1,800 Ceres Subcontract Manager and Duties The Ceres Subcontract Manager is: Tia Laurie Subcontract Manager Ceres Environmental Services, Inc. 6968 Professional Parkway E Sarasota, FL 34240 (800) 218-4424 tia.laurie(Dceresenv.com Ms. Laurie's responsibilities include: ■ Identification, development, and maintenance of source lists of small, small disadvantaged and women -owned small business concerns. Verifying the list of subcontract entities, or database, is properly maintained. ■ Develop outreach programs through advertising; broadcast fax solicitations; networking with local and national organizations such as AGC, applicable trade unions, Chambers of Commerce etc. ■ Ensuring the inclusion of targeted business concerns in all solicitations for services or products; and ensuring that all solicitations are structured to permit the maximum possible participation by targeted concerns. ■ Ensuring that certain solicitations or sources sought are restricted to SDB concerns (competitive basis). ■ Ensuring the establishment and maintenance of records of all subcontract awards to ensure appropriate documentation of non -selection of bids submitted by targeted enterprises. ■ Ensuring the preparation and submittal of all compliance reports. ■ Maintaining records and measuring performance against established goals. ■ Advise, train, and foster project management personnel on the purposes of the SB Subcontracting Program. ■ To ensure any provided study or reports are formatted in a manner compliant with the contract or otherwise acceptable to the City. ■ Encouraging all employees and subcontractors to attend off-site training courses offered by public and private entities in small business development and small business program goals. Arranging for the conduct of training for purchasing personnel regarding the intent and impact of Public Law Public Law 99-661, Section 1207 and Public Law 100-180, Section 806 on purchasing procedures. CIERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-3 City of Pearland RFP # 0220-22 Debris Management Services ■ Participate in voluntary federal programs which encourage the private sector to use SDBs, SBs, WOSBs, VOs, SDVOs, and HUBZone subcontractors. ■ Ensuring periodic rotation of potential subcontractors on bidder's lists. ■ Identification of other SB concerns when the number of prospective sources is not adequate using the internet or other mass media as a resource. ■ Review and approval of SB subcontracting plans submitted by large businesses. ■ Maintaining requirements of the prime contract in subcontract agreements. Verification that subcontract agreements contain flow down clauses. ■ Prepare and submit semi-annual and annual subcontracting reports. ■ Reporting progress in achieving goals under this program to senior level management. ■ Implementation of an "in -reach" program that provides targeted businesses access to project managers and key personnel. Methods Used To Develop and Achieve Subcontracting Goals Ceres will use a minimum of one subcontract manager and/or specialists in the execution of this contract. All personnel are familiar with and recognize Ceres' commitment to Public Law 99-661, Section 1207 and Public Law 100-180, Section 806 and the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707 and Public Law. Ceres will conduct internal training seminars and workshops to assure staff compliance with requirements of FAR 19.704(a) and 52.219-9(d), DFARS Subpart 219.5, 219.704(a)(1), 219.705 and 252.219-7003 and meet specified goals for hiring SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZone subcontractors. In addition to technical and field work subcontracted in association with this contract, buyers will make every effort to identify and use SBs, SDBs, HBCUs, and MIs for supplies and services, including office and temporary housing service, cleaning and supplies, housekeeping services, laboratory supplies and services, safeguarding and security services, and other supplies and services not typically identified for subcontract opportunities to targeted firms. Additionally, large business subcontractors will be counseled on the identification, evaluation, solicitation and utilization of targeted businesses within their scope of services. Historically, principal items or areas we have identified for subcontract opportunities to SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZones under these similar contracts include: ■ Trucking and Hauling ■ POL Products ■ Nursery and Landscape Products and Services ■ Sand and Aggregate ■ Field vehicle supply, parts and service/maintenance ■ Labor housing (tent and food service supply) ■ Portable Toilet supply and service ■ Office and temporary housing service, cleaning and supplies ■ Office and clerical support staff ■ General Laborers ■ Parts, fuel, maintenance, and related equipment service ■ Heavy Equipment Rental/Lease concerns ■ Specialty services such as, but not limited to: sewer cleaning services, solid waste hauling, and recycling, tree removal and trimming, and demolition. Through the application of Ceres' proven capabilities relative to technical performance and contract administration, it is our intent that the Owner be provided with the highest level of performance while still achieving our participation goals and capturing opportunities for these businesses while acquiring an expanded base of qualified small businesses; obtaining more competitive pricing on procurement opportunities resulting in cost savings; and achieving an increase in small business program goal accomplishments. Achievement of these goals will be realized through the application of the following functions and activities: TERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-4 City of Pearland RFP # 0220-22 Debris Management Services ■ Identification and maintenance of a qualified potential Internal Subcontractor Database, which includes business status within each level of Government. ■ Developing and maintaining bidder's lists for each new project of SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZones from all possible resources to include but certainly not limited to the Internal Database. ■ Identification of all federal, state, and local Government and private associations/coalitions for targeted businesses. ■ Solicit, counsel, and discuss subcontracting opportunities with representatives of targeted business firms, and encourage certification of these firms prior to commencement of work. ■ Provide assistance to business concerns by arranging solicitations, time for the preparation of bids, quantities, specifications, and delivery schedules so as to facilitate the participation by such concerns. Ensuring that procurement packages are designed to permit the maximum possible participation. ■ Ensure that SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZones concerns have an equitable opportunity to compete for subcontracts, and that other subcontracts and services are identified that will be restricted to competitive SDB bids. Identification of subcontracts for restricted competitive bid should consider all potential services and supplies and not only those traditionally awarded to SB or SDB firms. See also DFARS 219.705-4(d). ■ Provide internal motivational training to encourage purchasing and contract administration personnel to meet or exceed these goals. ■ Provide assistance to potential subcontractors in completing the Central Contractor Registration ■ Provide notice to subcontractors concerning penalties and remedies for misrepresentations of business status for the purpose of obtaining a subcontract intended to be included as part or all of a goal contained within this subcontracting plan. ■ Conduct reviews of subcontractor performance, providing feedback to SB and SDB firms relative to competency, abilities, experience and capacity and provide technical assistance to any firms as appropriate, based on the outcome of the review. This review may be done prior to award or at any time post -award, but must be completed prior to completion of any awarded work. Reviews may not be conducted for those firms with whom Ceres has had a prior working relationship and who have already demonstrated appropriate competency, ability and capacity to perform the required work or service. Ceres also makes every effort to establish long-term working relationships with SBs and SDBs to include long-range project plans (e.g. joint ventures, teaming agreements, etc). ■ Submit the required reports and documentation of all efforts used to identify and solicit targeted business concerns. ■ Participate and cooperate in any studies or surveys that may be requested by the Owner or other agencies. Utilization of Small Business Concerns and Small Disadvantaged Business Concerns It is the policy of Ceres and its agents, hereinafter referred to as "contractor' or "contractor plan," to hire small business concerns and small business concerns owned and controlled by socially and economically disadvantaged individuals. Ceres agrees to carry out this policy in awarding to subcontractors, to the fullest extent possible, consistent with the efficient performance of this agreement and its options. Ceres agrees to cooperate in any studies or surveys that may be conducted by the City as may be necessary to determine the extent of Ceres' compliance with this clause. As used in this plan, the term "small business concern" (SB) will mean a small business as defined pursuant to Section 3 of the Small Business Act and relevant regulations. The term "small business concern owned and controlled by socially and economically disadvantaged individuals" (SDB) will mean a business concern: 1) Which is at least 51 percent owned by one or more socially and economically disadvantaged individuals; or in the case of any publicly owned business, at least 51 percent of the stock of which is owned by one or more socially or economically disadvantaged individuals; and 2) Whose management and daily business operations are controlled by one or more such individuals. Ceres will presume that socially and economically disadvantaged individuals include Black -Americans, Hispanic Americans, Native Americans, Asian -Pacific Americans, Asian -Indian Americans and other CERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-5 City of Pearland RFP # 0220-22 Debris Management Services minorities, or any individual found to be disadvantaged by the Administration pursuant to 8(a) of the Small Business Act. Records and Source Documents The types of records maintained and procedures adopted to demonstrate compliance with the requirements and goals of the Small Business Subcontracting Plan include: Source Lists The following source lists for targeted firms are representative and are not intended to be construed as sole sources of this information. Ceres is making every effort to identify, log, and procure the necessary contractor data to allow for the fair and equitable participation in this contract. The following listings are provided as an immediate source of contractors that qualify as SBs, SDBs, WOSBs, VOs, SDVOs, and HUBZones: ■ SBA Dynamic Small Business Search ■ List of Federally Registered Contractors for Contractor Compliance ■ American Business Information Business USA ■ List of Minority Businesses Councils ■ Business Development Agencies ■ DOD Subcontracting Directory ■ Department of the Treasury, Small Business Subcontracting Opportunities ■ Small Business Administration, Subcontracting Opportunities Directory ■ State and Regional SBA Resources ■ National Minority Purchasing Council Vendor Information Service ■ Research and Information Division of the Minority Business Development Agency in the Department of Commerce ■ Trade Associations for SB, VO, SDVO, HUBZone SB, SDB, and WOSB Concerns. ■ Dun and Bradstreet Procurement Planning Directory ■ Participation in various local, regional, and national SB trade associations and conferences ■ Membership in SB organizations, development organizations, and various Government organizations ■ SBA Commercial Market Representative (CMR) Additionally Ceres has contacted city, county and municipal minority business development offices as additional resources to identify SB and SDB firms. Past Performance On USACE projects performed by Ceres in Puerto Rico during the 1998 and 1999 hurricane seasons (Hurricane George), 100% of all subcontracting dollars went to locally -based Small and various Disadvantaged Business concerns. Additionally, on USACE projects performed in Louisiana in response to Hurricanes Katrina and Rita, 59.5% of subcontracted dollars went to local businesses and 76.1 % of the dollars subcontracted to small business went to local small businesses. While utilizing 1,619 vendors and subcontractors, Ceres exceeded all of its subcontracting goals of USACE contract number W912P8-D-05- 0024. During Ceres' the Alabama tornados response in 2011, Ceres used over 80% local and minority subcontractors to complete various projects. During the performance of the aforementioned contracts, Ceres successfully used several hundred local SB and SDB firms, and was able to exceed the proposed award goals for SB, SDB, WOSB, VO, SDVO, and HUBZone firms. Ceres has completed numerous other Government projects over the course of the past 25 years with successful utilization (meeting or exceeding established goals) of local and other Small Businesses, SDBs, WOSBs, VOs, SDVOs and HUBZone small businesses. Based on our historically successful contract performance and utilization goals, Ceres anticipates that the completion of work under this contract for City of Pearland will also be successful in meeting stated goals contained within this plan. CERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-6 City of Pearland RFP # 0220-22 Debris Management Services Potential Subcontractors Category Key: SB = Small Business; WOSB = Woman -Owned Small Business; VO = Veteran -Owned Small Business; SDVO = Service -Disabled Veteran Owned Small Business; 8a = Currently 8a Certified; SDB = Small Disadvantaged Business; HUB = HUB Certified Subcontractor HUB Certificates are provided in Attachment A (uploaded separately). Local Subcontractors Company Aspire Truckin Llc City Pearland State TX Certs Corner To Corner Home Services Pearland TX SB John -Mc Enterprises Pearland TX SB, WO 216 Resources Inc Houston TX SB, W0, SDB, TOOT, DBE A.O. Phillips & Associates Houston TX SB AAR, Incorporated Houston TX SB Absolute Debris Houston TX SB, VO Affinity Professional Group, LLC Houston TX SB, W0, MO, HUB AGS Consultants Surveyors Houston TX SB, W0, SDB Altrax, LLC Houston TX SB, WO Arc An el Lo istics Houston TX SB, WO Archie Consulting Group Houston TX SB, WO B Smith Contractor, Inc. Houston TX SDB Barba Trucking Houston TX SB Blue Collar Home Services -DBA Junk Rockers Houston TX SB Bri ht Li hts Transport Houston TX SB CPHP Ventures LLC Houston TX SB, SDB, SDVO CST Demolition LLC Houston TX SB DLA Consulting Houston TX SB DNA Trucking, Inc. Houston TX SB, SDB, SDVO EDS Tech Houston TX SB, SDB, HUB Zone, 8(a), VO F.O. Services Houston TX SB Fercan Enterprises, LLC Houston TX SB, SDB, HUB Zone, VO Firehorse Procurement & Logistics, LLC Houston TX Freeman Family Trucking Houston TX GK MECHANICAL INC Houston TX SB Haul Pros USA Houston TX SB Houston Driveway Houston TX WO H co Recovery Clean Up Houston TX SB, HUB Zone I.K. Hofmann USA, Inc. Houston TX SB Integrity Truckline LLC Houston TX SB A Construction Clean-up & Demolition Houston TX SB Milos Construction Houston TX Milton Motors Houston TX SB, WO Pacific Excavations Houston TX SB Phoenix Disaster Recovery, LLC Houston TX Prestige Scrap & Metal Inc Houston TX SB Professional Cleaning & Maintenance Services Houston TX SB, SDB, HUB Zone Q Recycling & Construction Services Inc. Houston TX SB, SDB, HUB Zone Rufus Tree Inc. Houston TX SB Sec's Houston TX SB Stone Mountain Houston TX V0, SDV Stron Arm Houston TX SB Sun Packing, Inc. Houston TX SB TCB Services Houston TX SB, SDB, HUB The Good Gus Harvey Clean Up Houston TX The Houston Launch Pad Houston TX SB Torres Dum truck Serv. Houston TX SB C:r=RES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-7 City of Pearland RFP # 0220-22 Debris Management Services Company Transoceanic Projects & Development Co. Inc. Houston TX SB Vitela Investments, LLC Houston TX SB, DBE W&F Cleaning And Hauling Services Houston TX SB Wattell Tractor Service Houston TX SB WWF Debris Removal, LLC Houston TX SB, HUB Zone Aqqressive Waste Disposal Humble TX SB, W0, SDB Cisneros Project LLC Humble TX SB CST Connections Humble TX SB, HUB Zone PL Consultants, LLC Humble TX SB, SDB, VO Simply Smart Solutions, LLC Humble TX SB, W0, VO VersaBucket,LLC Humble TX SB We -Approach Safety Baytown TX SB, VO Specialized Maintenance Services, Inc. Pasadena TX WO Texas Subcontractors Company BMJ Excavation Allen TX SB R2M Engineering, LLC Amarillo TX SB, DBE LTL Enterprises Inc. Anahuac TX SB EPCS Environmental LLC Arlington TX SB, SDB Centex Demo And Debris Removal, LLC Austin TX Michael Keys LLC Azle TX SB, VO Brush Solutions LLC Belton TX WO Contour Landscapes Brookshire TX SB Red River Company Brookside TX R Soto Transportation Brownsville TX STS Manufacturing Brownsville TX SB Az Truckinq Llc Bryan TX SB, VO Pee Jay's Hauling Bryan TX SB Central Texas Bulverde TX Presidio Roofing Carrollton TX SB Highway ITS Cedar Hill TX SB, HUB Not A Company Cedar Park TX Baldwin Tree & Disaster Center TX Long Branch Construction, LLC Center TX Son -Way Ari Products Center TX SB TMB Freedom Contracting Service LLC Channelview TX SB, HUB Zone PiratesMaterials Cleveland TX Brandon Construction -USA, LLC Coldspring TX JDoq Junk Removal & Hauling Colleyville TX W0, Adcorp LLC Conroe TX SB HTMS Inc Conroe TX SB Big Branch Transport Corpus Christi TX TO Fence Construction Dain erfield TX AGPower Field Processing Dallas TX SB, VO Concrete Constructors Dallas TX SB, SDB Dallas Fort Worth Trucking CorpDallas TX High Quality Landscape Services Dallas TX On Guard Veteran Services Dallas TX VOSDV Villa Carpentry Tx Dallas TX RM Cox Dawson TX SB Alpha 7 De Leon TX SB Rapid Environmental Services Llc Deer Park TX SB Debris Masters LLC Denton TX SB Palomar Modular Buildings LLC Desoto TX SB, VO TrueBilt Construction Services Devine TX SB Sanford Dirt Work And Land Clearing Diboll TX SB CERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-8 City of Pearland RFP # 0220-22 Debris Management Services Company Precision Disaster Services, LP Driftwood TX SB A,E&C Brothers Trucking, Inc. Elgin TX SB Cettasale, Inc. Euless TX SB Bokhem Services Ltd Fort Worth TX SB KEE Concrete And Construction, Inc. Fort Worth TX SB, WO Lazy GI Trucking, LLC Fort Worth TX V0, SDVO Loamtech Fredericksburg TX Lichtco Construction Freer TX SB, HUB Zone Hurricane Demolition LLC Fresno TX Trinity Freight Services, LLC Fresno TX SB, W0, SDB, HUB Zone, B(a) Gold Star Contracting Garland TX SB, WO Champion Infrastructure LLC Georgetown TX SB, WO Jagged Edge Right of Way & Tree Service Golden TX SB Blakley Construction Granbury TX Smart Tree Solutions, Inc. Grand Prairie TX Durango Enterprises Gra eland TX SB Leathered Wood LLC Groveton TX SB Fu ett Enterprises Gunter TX Ice Company Of Texas Hillsboro TX SB JD Services Hillsboro TX TLC Trucking & Contracting, Inc. Hockley TX Modisette Services LLC Huntington TX BNT Services LLC Huntsville TX SB Pr or's Services Hurst TX SB Phillips Industries Junction TX Gap Engineering Kat TX SB, 8(a) Green Cares Lawn Care Katy TX SB Jolly Homes And Construction Katy TX SB, WO KNQ Seven Star Trucking LLC Katy TX Stallion Trucking Katy TX SB, V0, SDVO Flo Tex Irrigation Kilgore TX Wall To Wall Construction, Llc Killeen TX SB, SDB M&M Protection La Porte TX SB TMG Industrial Inc League City TX SB, SDB, V0, SDV TSI SERVICES, LLC League City TX SB, WO Top Gun Top Dog, Inc. Leonald TX B&B Debris Removal LLC Liberty TX WO Home Automation Longview TX SB, WO Mow Better Longview TX SB Redline Transport & Services Longview TX SB GMC Construction Los Fresnos TX Drop Time LLC Lubbock TX SB, SDB, V0, SDVO 49 Investments, LLC Lufkin TX SB BH Services Lufkin TX SB MKV Debris Removal, LLC Lufkin TX SB, WO Rhodes Tree Service Lufkin TX Ultra Lane, Ltd. Lufkin TX L. Dunn & Company Malakoff TX SB K Bar Ag Services, LLC Mason TX SB, W0, SDB, HUB Zone Expert One Service Midland TX Gideon Services Midway TX WO ATViroTech Inc Missouri City TX SB, SDB, HUB Zone, 8(a), VO Deavers Engineering Missouri City TX G & G Enterprises Missouri City TX LARTOM INC. Missouri city TX SB NIA Construction Services Missouri City TX Stafford Disaster Relief, Inc. Missouri City TX SB, WO TERES Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-9 City of Pearland RFP # 0220-22 Debris Management Services Company J And J Custom Tree Service Montqornery TX SB Tri -County Clean Up Mount Pleasant TX SB A.M. Trucking, LLC Nacogdoches TX SDV Fredonia Services LLC Nacogdoches TX Samson Land Clearing Nacogdoches TX SB Mid -Coast Services Needville TX All Materials Construction New Braunfels TX SB, W0, SDB, HUB Atecia, LLC. New Braunfels TX SB, W0, SDB Veteran Removal Services New Braunfels TX SB, VOSDV Enviroteck New Caney TX SB, WO Daphne C Anderson, LLC Plano TX WO Lloyd Electric Plano TX SB, VO Diamond L Enterprises Poolville TX BG Trucking Port Arthur TX SB Gb Dum sters Port Neches TX Aftermath Disaster Recovery, Inc. Prosper TX HUB, WO Freedom Site Services LLC Richmond TX SB Globalize American Safety - LLC Richmond TX SB, W0, SDB Nolan Star Trucking, LLC Richmond TX SDB AIIStar Construction Group Round Rock TX SB, W0, HUB Zone Red River Recovery LLC Round Rock TX SB Easterling Farms Trucking LLC Rule TX SB Ton hdz Saginaw TX SB Goodnight Services Corporation Salado TX SB, WO Jet Force Tree Service San Antonio TX SB Watchtower Defense San Antonio TX SB Whittaker Lane Contracting, LLC San Antonio TX Daniel Plumbing LLC Seabrook TX SB Slei o Enterprises LLC Seven Points TX SB, VO Almartin Transportation Inc S lendora TX SB CSWS Trucking Spring TX PSI Hydraulics Spring TX Tycoon Transport And Logistics, LLC Spring TX WOSDB Cole Field Services, LLC Spring Branch TX SB, W0, SDB Steele Custom Hay Stinnett TX SB, Chrome Enterprises Inc The Woodlands TX SB Endrill Corp, Dba Endrill Mud Tuscola TX SB L -S Construction Tyler TX M5 Texas Enterprises, LLC Weslaco TX SB, 8A, Hub Zone Cochrum Enterprises Wharton TX SB D&A Demolition Wharton TX SB Texas Dozer I Se tico Willis TX SB C:r=Rr=S Tab 2 Experience, Qualifications and Capacity Section 8 Subcontracting Plan Page 2.8-10 Donna Pick From: Donna Pick Sent: Tuesday, March 24, 2020 10:47 AM Cc: Ceres Subcontracting Subject: Work with Ceres - City of Pearland, TX Attachments: CEI LOI 2020.pdf; Ceres Facts and Highlights.pdf Importance: High Good Morning, Ceres Environmental Services is an established company with more than 44 years of experience in post disaster debris removal and disaster recovery. We are currently preparing a proposal for a pre -event disaster debris project in Pearland, Texas and would like to invite your company to be included in a list of potential subcontractors in the event of or major storm or other major disaster. We are in search of subcontractors that can perform any of the following services: • Emergency Road Clearance • Debris Removal/Hauling • Hazardous Tree Trimming/Removal • Hazardous Stump Extraction/Removal • Marine Debris Removal • Sand Screening • HHW Removal • Mulch Haul Out • Site Management • Grinding • Personnel • Temporary Roofing (Blue Roof) If you are interested, please complete the attached letter of intent and return it by COB Monday, March 30, 2020. Ceres is intentional in its efforts to provide opportunities to local, DBE, and/or HUB businesses. If you are a certified minority, HUB or disadvantaged business owner, please include a copy of your certificate when you submit the letter of intent. In the meantime, please take a little time to read up on our company and its history (attached). If you have any questions, please feel free to call me at my number listed in the signature below. Respectfully, Donna Pick Subcontractor Liaison Ceres Environmental, Inc. P: 941-358-6365 F: 941-203-4261 E: donna. pickCa�ceresenv.com 6972 Professional Parkway East Sarasota, Florida 34240 Proven. Responsive. Ready. To learn more about Ceres Environmental, visit us at www.ceresenvironmental.com. Company Name Contact Person Mailing Address City State 3 D ELECTRIC COMPANY Desmond Wendell PO BOX 783 PEARLAND TX LLC Burnett Gender Business Status 54 CONSTRUCTION Jason Rivera 33611 BLUE CRAB CT RICHWOOD TX 54 CONSTRUCTION. LLC Jason Rivera 33611 BLUE CRAB CT RICHWOOD TX BET QUALITY LOGISITICS Tara Brute 2222 ALBERTON LN PEARLAND TX LLC A -Active 77515-7328 USA bids054construcdon.us 979-922-5496 CRAIN GROUP, LLC President/Phillip B. 3801 KNAPP RD PEARLAND TX 77584-9800 USA Crain 845-494-5117 WO F GEOPOLYMER Leon Hamilton 10204 FOREST PEARLAND TX CONCRETE SOLUTIONS, HI SPRING LN No Inactive F LLC 77584-0026 USA leonhamilton@icloud.com 832-891-2507 BL H.C.G. MANAGEMENT. B. Gregory 3102 BRAHMAN DR MANVEL TX LLQ Williams BL M g ICLEAN. LLC. Reginald Barclay PO BOX 84371 PEARLAND TX MORAY CRANE & Pres/Vickie L. P. 0. BOX 1578 PEARLAND TX RIGGING. INC. McRay 832-654-0481 BL M MFS SYSTEMS, LLC Melissa F. Smith 2500 BUSINESS PEARLAND TX 713-944-2843 WO CENTER DR APT 6209 Yes Inactive(N) RUSTIC INDUSTRIES Maria Moralez 1311 LAUREL LEAF LN PEARLAND TX SWEENEY President / Aaron 222 RIPPLING CREEK ALVIN TX CONSTRUCTION Ryan Sweeney LN 713-446-4721 HI SERVICES, LLC Yes Inactive(N) A -Active TEXAS CONTRACT Lorenda Oxsheer 7915 MASTERS RD. MANVEL TX CONSTRUCTION, INC. Inactive N A -Active VIZION CRANE & Joseph Vigier 6314 LEWIS LANE ROSHARON TX INDUSTRIAL SUPPORT, Inactive(N) SUITE 1 77583 USA iviaier@vizioncrane-is.com LLC BL M Inactive(N) ASORIA CONSTRUCTION Adolfo Aguilera 10026 TERRANCE KATY TX SERVICES LLC HI SPRINGS LN Yes Inactive F CDJ & JONES. LLC Cedric Jones PO BOX 397 EAST TX cedricPcdiconstruction.com 713-587-9099 BL BERNARD Yes CLOVERLEAF GROUP Joddie Kesee PO BOX 693 MISSOURI TX BL F Yes CITY A -Active DACIK GLOBAL VICTOR EZIKE 13119 WINDMILL RICHMOND TX HOLDINGS, LLC Yes GROVE DR A -Active 77459-2452 USA DKING EXPRESS, LLC DELE ADEBAYO 10651 COBBLECREEK MISSOURI TX Active A -Active WAY CITY 281-986-0775 E.K.I. GROUP, LLC Erin Broussard 8219 OAKLEAF ROSHARON TX 77469-6344 USA GlobalizeAmerican@amail.com MEADOW CT BL F GLOBALIZE AMERICAN Globalize 1923 GRAND WILLOW RICHMOND TX SAFETY - LLC American Safety- LN 281-342-1972 WO F LLC Inactive(F) A -Active 77407 USA GREEN READY INC. Pres./Kristina 1700 CALLENDER ST ROSENBERG TX Inactive(N) Nodander HOGUES James Hogues Jr. GROUP, LLC 18103 RICHMOND TX CONSTRUCTION & Inactive(N) EMERYBROOK CT SAFETY CONSULTING IMC CONSTRUCTION Manager/Andre 1000 FARRAH LN #212 STAFFORD TX L.L.C. Barry HUB Recruitment List Zip Country Email Phone HUB HUB Small CMBL HUB Eligibility Gender Business Status Status 77588-0783 USA deswburn@att.net 281-989-1165 BL M Yes Inactive F A -Active 77515-7328 USA info@54construction.us 979-922-5496 HI M Yes Inactive(F) A -Active 77515-7328 USA bids054construcdon.us 979-922-5496 HI M Ytsv Active A -Active 77584-9800 USA tara@betloaistic.com 845-494-5117 WO F Yes Active A -Active 77581-2307 USA brad@crainarouo.com 713-436-8727 HI M No Inactive F A -Active 77584-0026 USA leonhamilton@icloud.com 832-891-2507 BL M Yes Active A -Active 77578-3264 USA areawilliams@honestvconstructionarou 832-385-0201 BL M g Active A -Active P.com 77584-0013 USA reaaieb@icleanfms.com 832-654-0481 BL M Yes Inactive(F) A -Active 77588-1578 USA calvin@mcravcrane.com 713-944-2843 WO F Yes Inactive(N) A -Active 77584-2454 USA me1issasmithom541?a)amail.com 502-322-5635 BL F Yes Active A -Active 77581-3549 USA rusticindustries1311@amail.com 713-446-4721 HI F Yes Inactive(N) A -Active 77511-4158 USA aaron.r.sweenev@amail.com 713-249-4321 DV M Yes Inactive N A -Active 77578 USA lorenda@tccihouston.com 832-300-5800 WO F Inactive(N) A -Active 77583 USA iviaier@vizioncrane-is.com 832-835-1833 BL M Inactive(N) A -Active 77494 USA aauilerainvestmentsllc@amail.com 832-795-1153 HI M Yes Inactive F -Active 77435-0397 USA cedricPcdiconstruction.com 713-587-9099 BL M Yes Inactive(F) A -Active 77459-0693 USA cloverleafconstruction@comcast.net 281-221-9788 BL F Yes InactiveIF) A -Active 77407-3210 USA EVICTOR E@HOTMA I L.COM 713-502-4435 BL M Yes Inactive N A -Active 77459-2452 USA INFO@DKINGEXPRESS.COM 832-404-6265 8L M Yes Active A -Active 77583-1355 USA erin.broussardl0@vahoo.com 281-986-0775 BL F Yes Inactive(F) A -Active 77469-6344 USA GlobalizeAmerican@amail.com 713-3014336 BL F Yes Inactive(F) A -Active 77471-5837 USA office@areenreadvinc.com 281-342-1972 WO F Yes Inactive(F) A -Active 77407 USA lames@hoauesinsoections.com 832-893-4229 BL Iv yg; Inactive(N) A -Active 77477 USA imc2dav@vahoo.com 832-273-4515 BL M Yes Inactive(N) A -Active Page 1 of 9 KJ ARCHITECTS LLC Kafil U Jamil 22503 KATY FRWY KATY TX AS M STE 63 Inactive(N) MAGELLAN HOUSING Manager / Amay 2911 W AUTUMN RUN SUGAR LAND TX TX, IT Inamdar CIR Yes MD MADISON Marcus D. Madison 12999 MURPHY RD STAFFORD TX CONSTRUCTION, LLC Marcus@mdmadison.net STE N2 #2 BL OIL PATCH SUPPLIES James Levis 14090 SOUTHWEST SUGAR LAND TX AND CONSULTING, LLC USA FREEWAY SUITE 300 281-340-8594 ORANGE VENTURE Rosa Villanueva 3715 SLOCOM DR KATY TX CONSTRUCTION, LLC 77449-4025 SUITE 233 oscar@nexusconstructionusa.com DBA NEX HI M Yes PARADIGM ROOFING & Jared Alanis 9203 WOODLEIGH DR HOUSTON TX CONSTRUCTION, LLC USA iialanis C@paradiamroofin¢con.com 713-588-5915 RIGHT CHOICE Danielle Wright 25626 SADDLEBROOK KATY TX DEVELOPMENT LLC WAY USA S&J GENERAL Orlando Scott PO BOX 863 MISSOURI TX CONTRACTORS Active A -Active CITY SKILLED CONSTRUCTION Julian Johnson UNLIMITED 4115 FRESNO TX SUBS Yes SHADOW HAVEN DR A -Active TECNOKLEAN SERVICES CHRISTIAN 23600 FM 1093 RD RICHMOND TX 832-489-7877 OKOYE SUITE 1006 Yes TERRA ENGINEERING Santos J. Munoz PO BOX 993 FULSHEAR TX GROUP CORP. Camacho BL M TEXAS B&H Seth Howard INC. 13810 PEARLAND TX CONSTRUCTION GROUP, simunoz@tezc-corp.com LAKEWATER DR HI TEXAS STATE SERVICES, Kevin Polasek 9026 MARSH CREEK RICHMOND TX Luc USA CT 832-963-6741 TLK CONSTRUCTION, INC. VP / Zee Kateeb 15111 CENTENNIAL SUGAR LAND TX A -Active BRIDGE LN om TRANS ATLANTIC Co-President/Bipin 1509 SUGAR CREEK SUGAR LAND TX IMPORTS & EXPORTS, Agrawal BLVD USA LLC 832-419-4666 AS M WHITE'S MULTI- Bryan T White LLC 21015 TARPLEY RICHMOND TX DEVELOPMENT CO., USA SPRINGS DR 281-701-8009 YES AMERICA NOW, INC. Sheila Daniels 3776 GREENBRIAR DR STAFFORD TX 44 BUILDERS, LLC Nicole G Scott 1009 WALL ST HOUSTON TX 4C TECHNOLOGIES, INC. KAMRAN BASHIR 3845 CYPRESS HOUSTON TX Inactive(F) -Active CREEK PKWY SUITE 77407-1539 USA Bryan@btwtruckinR.com 300 BL 707 MANAGMENT LLC Managing 4110 ALMEDA RD. HOUSTON TX 77477-3924 Director/Howard T. #8118 832-620-7699 WO Johnson Yes Inactive(F) A & A CABLE Andres Cruz 12210 ANN LANE HOUSTON TX CONTRACTORS, INC 713-569-9967 BL M A & L BUILDING Luis Rodriguez PO BOX 262408 HOUSTON TX SOLUTIONS, INC. kbashir@4ctechnotozies.com 281-580-2853 As ADSOL SERVICES LLC Eon Dasent 16900 NORTHCHASE HOUSTON TX 77288-6706 DR 1518 hti707@yahoo.com AFD SERVICES Angela Bragg 9212 FRY ROAD 105 CYPRESS TX Inactive(N) A -Active #245 77064 ALA SIGNATURE Linda Alexander 24949 KATY RANCH KATY TX SERVICES, LLC Yes RD APT 607 A -Active AUX SHENANDOAH Joseph J Lopez 1301 WHITE ST HOUSTON TX CORP. 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OKWULEHIE 690 MORGAN - JACKSON REGINALD D. 17710 POPPY TRAILS KATY TX 77084-3347 USA rdewavnes@vahoo.com 281-235-5180 BL M Yes Inactive(F) A -Active CONSTRUCTION & STUCKEY LANE NASH INDUSTRIES, INC. Christopher Nash 6610 SUPPLY ROW HOUSTON TX 77011-4516 USA cnash@nashindustriesinc.com 281-829-4815 WO F Yes Inactive(F) A -Active KAYAK CORPORATION Siddhartha Nayak GRAPHICS 11205 HOUSTON TX 77025-5642 USA siddhartha.navak@altiusaraphics.com 832-500-5160 AS M Yes Inactive(F) A -Active DBA ALTIUS MAIN ST SUITE 118 NEW DIRECTION Roseanne Wade 6037 FRY RD STE. KATY TX 77449-1802 USA roseanne.wade@newdirectionenvironm 832-638-1400 BL F Yes Active A -Active ENVIRONMENTAL LLC 126-128 ental.com NEXT GENERATION CHINONSO OCHI- 1302 WAUGH DR STE HOUSTON TX 77019-3908 USA info@Qoldsteinrec.com 832-380-4541 BL M Yes Active A -Active DEVELOPMENT, LLC. OKORIE 768 NINO MODULAR Yolanda Waters 819 CORVETTE LANE HOUSTON TX 77060 USA Yoewaters@aol.com 281-272-1792 HI F Inactive(N) A -Active CONSTRUCTION INC. INTACT BUILDERS INC DAVID MILES 7710 CHERRYPARK HOUSTON TX 77095 USA ntact2017@¢mail.com 346-233-8462 BL M Yes Inactive(F) A -Active DR #511 ONE STEP ABOVE Mario Salazar 12015 KIRKHOLM DR HOUSTON TX 77089-3205 USA osap 713@vahoo.com 832-865-4010 HI M Yes Inactive(N) A -Active PAINTING/CONTRACTING PARALLAX BUILDERS, VPMike Demko PO BOX 55332 HOUSTON TX 77255-5332 USA mdemko@parallaxbuilders.com 713-863-9700 WO F yge� Active A -Active INC. PATIENCE CLEANING EDDIE TAYLOR 2230 BRIMMAGE DR HOUSTON TX 77067-3951 USA EDDIERAYTAYLOR3@GMAIL.COM 832-282-5513 BL M Yes Active A -Active SERVICES, LLC PAULALEXANDER MICHAEL 2700 POST OAK BLVD HOUSTON TX 77056-5784 USA MGARFIELD@PAULALEXCO.COM 832-293-6829 BL M Yes Inactive(N) A -Active COMPANY LLC GARFIELD FLOOR 20 PILLAR AND STRONG INC. Owner/Lee Olawale 7447 HARWIN DR., HOUSTON TX 77036 USA lee@pillarandstrone.com 713-780-310D BL M Yes Inactive(N) A -Active STE. 218 PL CONSULTANTS, LLC Lloyd W. Jernigan 14951 BELLOWS HUMBLE TX 77396 USA lierniean@plconsultantsllc.com 832-212-1620 BL M Yes Inactive(F) A -Active FALLS LANE SUITE 818 POINT ALLIANCE Luis Lopez 22720 LAIN RD SPRING TX 77379-1800 USA luis@pas-texas.com 832-953-2899 HI M Yes Inactive(N) A -Active SOLUTIONS L.L.C. POST OAK Christopher 6514 WINFREE DR HOUSTON TX 77087-2218 USA esparza716@zmail.com 281-501-0332 HI M Yes Active A -Active CONSTRUCTION, LLC Esparza PRESTIGE BUILDING Sr. Operations P. 0. BOX 940003 HOUSTON TX 77094 USA botto@prestiRebms.com 713-647-2953 HI M Yes Active A -Active GROUP LLC Mgr Jason Botto PROGRESSIVE Fernando 15100 LEE RD STE 104 HUMBLE TX 77396-2078 USA fernando@proRtechnolo¢ies.com 832-620-5670 HI M Yes Inactive(F) A -Active TECHNOLOGIES Fernandez PROMINENCE ELECTRIC David Rodriguez 5431 KNOLL KINGWOOD TX 77339-1235 USA david@prominenceelectric.com 832-209-0323 HI M Yes Inactive(N) A -Active LLC TERRACE DR R & D DIRT WORKS AND Patrick Ferrand 2534 BEVERLY RD PASADENA TX 77503-4204 USA rddirtworkspatrick@amail.com 281-891-0496 HI M Yes Inactive(F) A -Active CONSTRUCTION R&L BUILDING GROUP Mack Bowie 3527 MANSFIELD HOUSTON TX 77091 USA info@rlbuildinggroup.com 832-259-2872 HI F Yes Active A -Active INC STREET R. R. & J. COMPANY LLC Rahul Jain 1616 W DALLAS ST # HOUSTON TX 77019-4770 USA rrandicompanyllc@zmail.com 985-212-0621 AS M Yes Inactive(F) A -Active 236 R.J. HARRIS Roger Harris COAST), L.P. 7601 FM HUMBLE TX 77346 USA bids@harrisconstruction.us.com 281-548-1600 WO F Yes Inactive(F) A -Active CONSTRUCTION (GULF 1960 EAST #189 REYES-TAYLOR Carissa Reyes 706 LOIRE LN HOUSTON TX 77090-1925 USA reyestaylorconstruction@¢mail.com 281-300-6919 BL F Yes Active A -Active CONSTRUCTION LLC RF SHIELDING Lilliam Pazo 7203 BELGOLD ST HOUSTON TX 77066 USA pazolilliam@yahoo.com 713732-1239 WO F Inactive(N) A -Active INSTALLATION & SUITE 104-C SERVICES LLC Rl&M UTILITY JOSE RANGEL 1342 HITCHIN LN CHANNELVIEW TX 77530-2266 USA iranRel@riandmconstruction.com 281-864-5018 HI F Yes Inactive F A -Active CONSTRUCTION, LLC Page 7 of 9 ROOFING DESIGNS BY Chynethia Gragg OEG CONSTRUCTION HUMBLE TX 77396-2084 USA chvna@roofinedesiens.com 832-758-5108 BL F Yes Active A -Active 1R. LLC DBA AND SERVICES 15110 LEE RD STE 5970-501 SCP ENTERPRISES Chris Pettis 15055 FAIRFIELD CYPRESS TX 77433-5394 USA chris@areenwaysa.com 832-799.2342 WO F ye� Inactive(F) A -Active CORPORATION MEADOWS DR SUITE 130 #249 SHINE COMMERCIAL Samuel Fairley SERVICES LLC 11821 HOUSTON TX 77029-1975 USA shineorooertvworks@gmail.com 228-217-1274 BL M Yes Active A -Active AND RESIDENTIAL EAST FWY SI ALARM SERVICES INC G.E. GRIGSBY PO BOX 710324 HOUSTON TX 77271-0324 USA eric.ceecoa@¢mail.com 281-879-4442 BL M No Active A -Active SIREN STEEL, INC. LISA L. DORAN 105 SOUTH BELT HOUSTON TX 77047 USA LISA@SIRENSTEEL.COM 713-800-4020 WO F Yes inactive(N) A -Active INDUSTRIAL DRIVE SITEFIX TECHNOLOGY Michael babson 5315 FM 1960 RD W HOUSTON TX 77069-4410 USA sitefixtechnoloev@amail.com 832-893-8944 BL M Yes Inactive(N) A -Active CONCEPT LLC STE B PMB 236 SOLID CONSTRUCTION Agustin Gomez LIMITED LIABILITY CHANNELVIEW TX 77530-3208 USA aeustin@solidconstructionsolutions.co 281-864-9151 HI M Yes Inactive(N) A -Active SOLUTIONS COMPANY 14950 m BELVOIR ST STANFORD Owner/Gale P.O. BOX 31043 HOUSTON TX 77231 USA stanfordconsultants@vahoo.com 281-835-3602 BL F Yes Inactive F A -Active EDUCATIONAL Stanford CONSULTANTS STARTEX PLUMBING LLC Keri Brooks 3511 MCKEAN DR HOUSTON TX 77080-1711 USA Brooks@StarTexPlumbin¢.com 713-782-7839 WO F Yes Inactive(F) A -Active SUN BUILDERS Miller Mary 5870 HIGHWAY 6 HOUSTON TX 77084 USA mmiller@sunbuildersco.com 281-815-1020 WO F No Inactive(F) A -Active COMPANY NORTH SUITE 206 SUPERURBAN REALTY JERVON HARRIS 5416 PALMER ST HOUSTON TX 77056-7736 USA iervonharris@vahoo.com 713-503-4477 BL M Yes Inactive(N) A -Active VENTURES, LLC SUSTAINABLE LIGHTING Lauren West 10690 SHADOW CYPRESS TX 77433-7562 USA (west@slcled.com 281-744-7605 WO F Yes Inactive(M) A -Active & CONTROLS GULF LLC WOOD DR TATES CONTRACTING, Johnny 8431 KATY FWY HOUSTON TX 77024-1931 USA cheriseoerson@xmail.com 512-577-8204 BL M Yes Inactive(F) A -Active LLC Tates/President SUITE 202 TECHPRO Joseph Milli] 2616 S LOOP W STE HOUSTON TX 77054-2627 USA loseoh@techorousa.com 713-349-9325 AS M yg£ Inactive(F) A -Active CONSTRUCTIONS. LLC 580 TEJAS ELECTRICAL Sizemore, Jennifer 23919 LENZE RD SPRING TX 77389-3508 USA volanda@teiaselectrical.com 281-320-1001 HI F Yes Inactive(F) A -Active SERVICES, INC. TEJAS INFRASTRUCTURE, Jesse M. Valeriano PO BOX 24511 HOUSTON TX 77229-4511 USA iesse@teiasinfrastructure.com 713-675-4441 HI M yej Inactive(N) A -Active INC. TENR CONSULTING AND REDICK 4409 N ROSENEATH HOUSTON TX 77021-1625 USA REDICK.EDWARDS@ATT.NET 713-822-1783 BL M Yes Inactive(N) A -Active DEVELOPMENT, LLC EDWARDS DR TEXAS BTTR HOLDINGS TARI BRIGGS 2000 S DAIRY HOUSTON TX 77077-5728 USA TONYBRIGGS26@HOTMAIL.COM 832-788-2030 BL M Yes Inactive(NI A -Active LLC ASHFORD RD STE 450 TEXAS COMMERCIAL Steve Gonzalez 309 WELDON ST SOUTH TX 77587-3558 USA stevea.texascommercial@vahoo.com 832-516-7811 HI M Yes Inactive(N) A -Active INTERIORS, LLC HOUSTON TEXAS LBK, L.L.C. Lily Kavthekar 13930 CARRINGTON CYPRESS TX 77429-1865 USA lilvtalbkltd.net 281-304-0901 AS F Yes Active A -Active LN TEXAS UQUA TECH President/Angie 1819 MILBY ST HOUSTON TX 77003-5607 USA an¢ie@liauatech.com 713-225-5325 WO F Yes Active A -Active SERVICES, INC. Palladini THE TREVINO GROUP, Dale Trevino 11410 BRITTMOORE HOUSTON TX 77041-6900 USA etrevino@trevinoerouo.com 713-863-8333 HI M Yes Active A -Active INC. PARK DR THOMAS ENTERPRISES james thomas 7127 MOHAVE HLS HOUSTON TX 77069-1127 USA iamesthomasenterorise@vahoo.com 832-816-8626 BL M Yes Inactive F A -Active INC. TOP TO BOTTOM DiMonique Daniels 5754 LONG ARBOR LN KATY TX 77449-6399 USA info@toobottomcleanina.com 832-909-5245 BL F Yes Inactive(Fl, A -Active CLEANING, LLC Page 8 of 9 TOP -CHOICE Mable Carter MANAGEMENT HOUSTON TX 77051-1662 USA tccmcIIC@&maiI.com 713-859-9328 BL F Yes Inactive(F) A -Active CONSTRUCTION COMPANY LLC 1203 THERESA ST TOTALTEAM Alejandro Yanez 3407 LANG RD. SUITE HOUSTON TX 77092 USA avanez@totalteamcons.com 713-239-0540 HI M Yes Active A -Active CONSTRUCTION, LLC A,C,D TREP DEVELOPMENT & CEO/Misty Lucas 2470 GRAY FALLS DR HOUSTON TX 77077-6512 USA info@treproi.com 281-493-2100 BL F Yes Inactive(F) A -Active CONSTRUCTION LLC SUITE 250 TROPHY POINT Austin Hill LIABILITY COMPANY HOUSTON TX 77007-4122 USA scott(atrophvpointcontractinz.com 713-401-2893 DV M Yes Inactive(r) A -Active CONTRACTING LIMITED 1316 CROCKETT ST TRUCON GENERAL Managing 8311 GENTLEWOOD HOUSTON TX 77095 USA osam@trucencon.com 281-415-1238 BL M Yes Inactive(F) A -Active CONTRACTORS, LLC Director/Dr. Paul COURT E. Sam UPKEEP PRESERVATION Alexander Marin 7016 HEMLOCK ST HOUSTON TX 77087-1739 USA Amupkeep@amail.com 832-259-3294 HI M Yes Active -Active SERVICES LLC VAST Dwyne Wickliffe 12751 WHITTINGTON HOUSTON TX 77077-4775 USA vastsystems318@email.com 281-876-7706 BL M Yes Inactive(N) A -Active DR APT 117 VIFER CARPET SERVICES. Victor Fernandez 1380 SALFORD DRIVE HOUSTON TX 77008 USA victor.fernandez@viferservices.com 713-802-1766 HI M Inactive(N) A -Active INC. WILLIAMSVILLE John Lawrence 17711 E STRACK DR SPRING TX 77379-5215 USA iohnAresvcs.com 281-257-0233 WO F Yes Active A -Active RESOURCES II. INC. #100 WILSON TRUCKING Courtney Wilson 5013 HAILE ST HOUSTON TX 77093 USA iackiepleasant@sbcelobal.net 281-773-1571 BL M Inactive(N) A -Active COMPANY WOODLEY Pres./Freddie L. 5906 WILLOWBEND HOUSTON TX 77096 USA Info@rcconcrete.orz 832-654-7369 BL M Yes Inactive(M) A -Active CONTRACTING, INC. Woodley BOULEVARD WRIGHT PERFORMANCE CEO/Donte' Wright 2100 WEST LOOP S HOUSTON TX 77027-3515 USA wriahtperformancearouplic@amail.com 832-736-1860 BL M Yes Inactive(N) A -Active GROUP LLC STE 800 WW INVESTMENTS, LLC Fred Washington PO BOX 231 CYPRESS TX 77410-0231 USA info@wwinvestmentslic.com 713-320-6055 BL M Yes Inactive(N) A -Active XPRESS AERIAL LIFT Melissa Mucino 17400 BETTY LN HOUSTON TX 77084-2408 USA info@xpressliftrentals.com 713-505-6571 HI F Yes Inac ive N A -Active RENTALS. LCC XTREME KLEEN Partner/Montell J LLP 5233 BELLAIRE BELLAIRE TX 77401-3901 USA xkleenpressurewashine(@¢mail.com 832-404-2575 el M Yes Inactive(N) A -Active PRESSURE WASHING Clanton BLVD SUITE B-123 ZALTEK CONSTRUCTION Zoya Ehtesham 94181NVERGARRY TOMBALL TX 77375-1170 USA zova.ehtesham@zaltekconstruction.co 830-325-6148 AS F Yes Inactive(F) A -Active LLC WAY m ZTB ENGINEERING Zahra 14630 STILESBORO HOUSTON TX 77062-2004 USA structural.tabatabaeiAamail.com 832-845-2869 WO CONSULTANTS Buerstinghaus CT Page 9 of 9 City of Pearland RFP # 0220-22 Debris Management Services 2.9 Knowledge of Environmental Requirements Ceres Environmental Services, Inc. can supply the City of Pearland with a wealth of environmental experience and current environmental knowledge. The list of past experience included elsewhere in our proposal includes many activities that require knowledge of proper environmental practices and their practical application. Our wide experience with the U.S. Army Corps of Engineers and especially our "Outstanding" evaluation for work accomplished following Hurricane Katrina is our strongest environmental recommendation. The sections below describe aspects of our experience in specialized areas of disaster recovery. Demolition of Private Property Condemned Structures Ceres can operate beyond the public Right of Way (ROW) as directed by the City. Upon receipt of a Notice to Proceed, Ceres will retain a third -party inspection firm to survey the condemned structure(s) for hazardous materials (asbestos, lead, PCBs, white goods, mercury cc the inspection report will be provided to the City. At the same time, Ceres engineering staff will conduct a pre -demolition survey which will consider the following: ■ Structural integrity of the building ■ Utilities ■ Shoring requirements ■ Hazardous materials ■ Protective structures ■ Protection of the public ■ Waste management Asbestos Abatement/Demolition Notifications will be submitted to the appropriate governmental and local agencies. All required permits will also be obtained. The Demolition crew is expected to consist of the following. ■ One to three Semi-Tractor(s) with Trailer(s) ■ One Hydraulic Excavator with Bucket and Hydraulic Thumb ■ One Wheeled Loader Hazardous Waste Collection, Storage, and Disposal Household Hazardous Waste must be picked up separately from all other debris in the ROW. The HHW will then be segregated in a lined containment area at each temporary disposal site. Payment for collection and disposal in accordance with all local, state, and federal laws and regulations will be made per pound. Dead Animal Carcasses When required, carcasses of dead livestock, poultry, and large animals can be removed by Ceres. FEMA reimbursement is contingent on the determination by the City that they represent an imminent and significant threat to public health and safety. The carcasses will be removed to the TDMS and/or a final disposition site approved by the City. Freon Recovery Ceres will remove Freon -containing white goods from the ROW and haul them to a TDMS where they will be segregated. A licensed worker will then extract any Freon remaining in the white goods, and properly handle the disposition of the Freon. Once the Freon is removed the white goods are scrap metal and can be handled accordingly. A licensed technician removing Freon from refrigerators at a TDMS C:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-1 City of Pearland RFP # 0220-22 Debris Management Services River and Canal Debris Removal Ceres has experience in clearing river, streams waterways and canals following Katrina in Louisiana. Debris removal can be accomplished with long reach excavators in some instances, and where required, floating cranes and other amphibious equipment would be mobilized. Several of Ceres' subcontractors are specialists in waterway activity including debris removal. Wet soil conditions and mud will cause problems forwheeled vehicles, making low ground pressure equipment a necessity. Allocation of equipment is always important, but special care must be taken to deploy equipment that will not easily become stuck when cleaning logjams and waterways. Ceres has also performed emergency levee repair. We own most of the heavy equipment necessary for this work and we have experienced operators available to operate the equipment. Heavy rainfall, especially following high wind conditions, may cause waterways and canals to become clogged with vegetative and other debris. Logjams must be removed so that future rainfall does not contribute to more flooding, and to promote unimpeded water drainage of any existing flood situation. Existing debris piles near waterways and canals should be removed on a priority basis, so that if additional rain occurs the debris will not float into the drainage system and cause further problems. Site Restoration Ceres ensures that any and all sites, whether used for temporary debris storage and reduction, equipment staging, or that was disturbed during debris removal operations, will be returned to pre -storm conditions or better. Restoration of the disturbed, staging, and access areas will be accomplished using high-grade fill dirt graded to specifications and topped by sodding, seeding and/or hydro seeding. All slopes steeper than 3 to 1 will also receive erosion control blankets. Environmental Protection Plan Ceres Environmental Services, Inc. brings Pearland a wealth of environmental experience and current environmental knowledge. The list of past experience included elsewhere in our proposal includes many activities that require knowledge of proper environmental practices and their practical application. Our wide experience with the U.S. Army Corps of Engineers and especially our "Outstanding" evaluation for work accomplished following Hurricane Katrina is our strongest environmental recommendation. The sections below describe aspects of our experience in specialized areas of disaster recovery. Site Information Drawings and sketches will be produced upon identification of the TDSR Sites and will contain drainage patterns, approximate slope after major grading activities, areas of soil disturbance, outline of areas that are not to be disturbed, location of all major structural and non-structural controls, location of expected stabilization practices, wetlands and surface waters, and locations where storm -water may discharge to a surface water, excavation areas, haul roads, storage areas, sanitation facility locations, stockpile, segregation, and processing. Ceres will use a stabilized gravel construction entrance to minimize mud transported onto paved public roads, and a water trailer could be utilized during dry conditions to minimize dust. In addition, the nearby paved public roads will be inspected daily for mud or sediment runoff and be kept clean. Outgoing Material Trucks will be covered with a tarpaulin. Additional Traffic control procedures will be utilized for this project as necessary. Prior to site activities, the designated work area will be marked and all personnel informed of the work zone limits. Activities will not be permitted outside the work zone to minimize impact to the surrounding area. Flags, tape or other visible means will be used to mark the boundaries of the work zone. Markers will be placed no more than 500 feet apart. Protection of Natural Resources Photographs of the work site will be taken prior to initiation of any work activities as part of the Pre - construction Survey to document existing conditions. Historical items, such as markers, and natural resources, such as trees, shrubs or other landscape features that exist with the boundaries of the work zone, will be protected to the maximum extent possible by means of guards, fencing, earthen berms, or C:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-2 City of Pearland RFP # 0220-22 Debris Management Services other measures to establish a boundary around that resource. Any areas that are inadvertently damaged during the course of this work will be restored to an equivalent condition prior to or at completion of the project. Replacement materials will be approved by the Contract Manager prior to purchase and installation. Select trees within the work limits may require removal for truck access, and grading operation for site features. Ceres personnel will mark the trees selected for removal and obtain approval of the contract officer obtained prior to actual removal. Removed trees will be recycled or reduced. Debris/Product will be properly disposed. Any chemicals used in conjunction with this project, and any waste materials, will be properly stored and managed to protect against accidental spillage, leaks, ruptures, or similar incidents that could result in release of the material to the ground, drainage areas, or bodies of water. Storage areas outside of those provided within construction vehicles will be approved by the Contract Manager prior to establishment. Appropriate spill cleanup materials will be available at the site at all times and all crew members advised of proper spill cleanup procedures and waste disposal requirements. An inventory will be maintained at the project site of the types and quantities of materials brought on site, estimated usage, disposal quantities, and remaining inventory at the completion of the project. This information will be available to the Contract Manager upon request. Work methods will be applied during the course of this project that will minimize impact to the air, soils, surface and ground waters, and surrounding environment. Equipment will be inspected daily and periodically for evidence of leaks or other maintenance problems; such problems will be corrected immediately to minimize the potential release of materials into the environment. Work activities will be completed to minimize turbidity and potential impact to water quality and aquatic life. Existing topsoil and sub soils will be minimized to the potential for storm water runoff and sediment runoff. Topsoil will be applied as soon as possible following delivery and final restoration completed along with application of any necessary erosion control materials to minimize erosion and sediment impact to surrounding waters. Fertilizers will not be applied in excess of the recommended rates nor when adverse weather conditions are anticipated. Fertilizers will be worked into the soil to limit exposure to storm water. Fertilizers will be stored in a covered area and partially used bags will be transferred to a sealable bin. Historical/Archaeological Resources Prior to initiation of work activities, Ceres will carefully inspect the site for the presence of any resources of potential historical or archaeological value not previously identified. If any such resources are discovered prior to or during the course of work activities, all work activities in that area will immediately cease and the area will be demarcated. The Contract Manager will be immediately contacted. Work in the area may not resume until directed by the Contract Manager. Storm Water Management The total project area for the proposed TDRS will be determined upon identification by Pearland and Ceres. Copies of notification information, permits, pollution prevention plan, and related documentation will be maintained on site and available for review by the Contract Manager upon request. In order to prevent the possible contamination of storm water runoff, all containers of chemicals, wastes, and recyclable materials will be stored in a covered, secured area. Spill prevention and spill response procedures will be provided to all crewmembers. Spill cleanup materials will be available at all times throughout the duration of this project; only trained, authorized personnel will be permitted to respond to the leak or release of materials into the surrounding environment. Silt fence and/or earthen berms will be constructed around the work site to prevent the runoff of potentially contaminated storm water. Silt fence will be placed adjacent to the down slope sides of disturbed areas. Check dams will be utilized in swales and ditches. Controls may also include earthen dikes, diversions, swales, sediment traps, check dams, subsurface drains, pipe slope drains, level spreaders, storm drain inlet protection, rock outlet protection, reinforced soil retaining systems, gabions, gabions, temporary sediment basins. If an event occurs such that run off may be contaminated, the collected water will be analyzed for the suspected constituents and appropriate regulating authorities contacted to determine acceptable methods of disposal. C:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-3 City of Pearland RFP # 0220-22 Debris Management Services Erodible Soils Stockpile Areas will be shaped to prevent erosion of underlying and adjacent soils. Restoration and related activities will be scheduled and completed in such as manner as to minimize the duration of exposure of unprotected soils. Soil compaction as necessary and the addition of rip rap, seeding, or other means of erosion control will be completed as soon as possible for each area where earthwork has occurred. When construction has ceased for periods longer than 21 working days, graded and disturbed portions of the site will be temporarily stabilized. Temporary stabilization, if required, will be achieved by applying and anchoring native prairie hay at a rate of 4,000 pounds per acre. Permanent stabilization will stabilize unpaved and disturbed portions of each site where construction activities have been completed. Upon final grading, topsoil will be placed and the area seeded and mulched. Release Prevention Due to the nature of this project, Ceres expects very small quantities of materials that are considered "hazardous" by OSHA or DOT definition. Small amounts of oils, lubricants, hydraulic fluid, and other maintenance and repair materials will be necessary and may be stored in the rear toolbox of the truck or in an enclosed, approved storage cabinet in a secured location. Only the minimum number of chemicals necessary will be stored on site, and unnecessary chemicals will be properly disposed of promptly. All chemical containers will be kept tightly closed at all times, except when in use, and must be labeled to identify the contents and associated hazards. Funnels or other transfer procedures will be used to minimize potential spillage during material transfer. All personnel that will handle hazardous materials will have been properly trained in accordance with 29 CFR Part 1910.1200 or 1926.59, Hazard Communication. A spill clean-up kit consisting of a 55 gal drum, absorbent pads, floor dry, and Personal Protective Equipment (PPE) will be kept in the staging area. Additional materials are available if necessary. The Project Manager will be responsible for reporting spills or hazardous substance releases and will follow up with complete documentation. He will also be responsible for implementing and supervising the containment and cleanup should a spill occur. He will immediately notify the Contracting Officer or Contract Owners Representative (COR) and the Fire Department for flammable materials. Spill kits and materials will be available at all times at the site throughout the duration of this project. Personnel trained in accordance with Title 29 CFR Part 1910.120 or 1926.65 will be given authority and responsibility for proper clean up of spills and proper disposition of generated wastes. All spills, incidental and otherwise, will be contained and cleaned up immediately. If any spills occur that are reportable in nature, contact the Project Manager immediately. The Project Manager will be responsible for ensuring required reports are made immediately to the appropriate federal, state and local agencies. The federal agency contacted will be the National Response Center at phone number (800) 424-8802. Site personnel will also inform the COR immediately of any releases to the environment, notifications being made, and corrective actions. Hazardous Materials Management Solid and Sanitary Wastes Solid wastes will be segregated according to disposal requirements and recycling opportunities. Landfill approval will be obtained prior to disposal of any solid wastes in local landfills. All shipments of solid wastes to landfills and recycling facilities will be documented accordingly on Bills of Lading or similar reports. The work area will be inspected and cleaned as necessary at the end of each workday. Solid wastes will be stored in a covered or sealed container and disposed of on a regular basis at an approved landfill in accordance with federal, state and local requirements. A service company will service portable toilets regularly and will dispose of sanitary wastes on at least a weekly basis. Sanitary wastes will be disposed of in accordance with state and local requirements. C:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-4 City of Pearland RFP # 0220-22 Debris Management Services Hazardous Materials Inventory Ceres does not anticipate any hazardous materials within the work area with the exception of those materials used and controlled by Ceres for the performance of the work. Any hazardous materials that are identified in the area will be removed by trained personnel and containerized or otherwise secured until appropriate means of disposal are arranged. Waste Management Ceres does not anticipate that this project will result in the generation of any regulated wastes, and every effort will be made to minimize the generation of both regulated and non-regulated wastes. In the event hazardous, special, or other regulated wastes are generated, they will be containerized, labeled, handled and stored in accordance with federal, state, and local requirements. A storage area will be established to provide secure storage and minimize the release of any accidental spills, leaks, or ruptures. Hazardous waste containers will be selected based upon the type of waste and requirements of 49 CFR Part 173. Containers will remain closed at all times except when adding waste or removing samples of wastes for analysis. Containers will be maintained in good condition and handled carefully to avoid damage that may lead to leaks, spills or ruptures. Containers will be inspected weekly for evidence of leaks or corrosion. All containers will be properly labeled, using a hazardous waste label, to identify the contents, accumulation start date, generator, generator information and identification number, manifest document number, and proper shipping name. Additional markings will be placed on the exterior of containers as necessary to warn of physical or health hazards associated with the material. Hazardous wastes will be managed, stored, transported, and disposed of as required by applicable portions of Title 40 CFR Parts 261 — 266 and Part 268. Appropriate spill cleanup materials, fire fighting equipment and personal protective equipment will be readily available near the designated storage area; PPE will be used whenever adding or sampling waste materials. Hazardous wastes will be disposed of properly through a permitted treatment, storage and disposal (TSD) facility as soon as possible. The Contract Manager will be contacted prior to generation of hazardous wastes to determine labeling requirements for the storage of the material. Arrangements for disposal of the hazardous waste will be made prior to project completion. The Site Supervisor will ensure that appropriate documentation is available prior to shipment of any hazardous waste. Such documentation may include land disposal restriction documentation, analytical data, and proper shipping manifests. Only a transporter licensed to haul hazardous waste will be used to ship the material from the designated storage area to the permitted (TSD). Shipping manifests and analytical documentation will be provided to government personnel as required or requested. Training Documentation Personnel involved in the management of hazardous wastes will be trained in proper handling and storage requirements, personal protective equipment requirements, spill response and notification requirements, and transportation and disposal requirements. Untrained personnel are not permitted to add wastes to containers or be otherwise involved in the management of hazardous wastes. Recyclable Materials Recyclable materials may include, but not be limited to: lead acid batteries and used oil. Such materials will be containerized, stored, transported, and recycled or disposed of in accordance with any federal, state, and local requirements. If no such requirements are applicable, the materials will be stored to protect against damage and exposure to precipitation. Used oil collected for recycling will meet the requirements of Title 40 CFR Part 279 and applicable State requirements. A written waste determination must be provided for each waste stream to ensure compliance with recycling or disposal requirements. Documentation will be maintained regarding the amount and type of all materials recycled, method of transportation, and recycling facility selected. Dust If dry soils are encountered during the course of work requiring the will of heavy equipment, Ceres will use procedures to will minimize the generation of dust. Such procedures may include a light application of water to soil prior to disturbance. Also, if significant amounts of dust are generated from construction traffic on haul roads, a light application of water can be used to minimize this dust. (:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-5 City of Pearland RFP # 0220-22 Debris Management Services Unforeseen Hazards/Materials If any unforeseen or unanticipated hazardous materials are identified inside the structure or at the work site, all work will immediately cease. The Project Manager will be notified immediately; the City will determine whether the material is hazardous and whether it poses any danger. The City will provide direction as to whether work may proceed without change. Responsibilities The Site Superintendent is the designated Storm Water Pollution Prevention Inspector. An alternate will be appointed when work commences. Their responsibilities will include: ■ Inspection of temporary stabilization or grading for erosion of soil from the site ■ Inspection of temporary erosion control measures for bare spots and washouts ■ Inspection of discharge points for signs of erosion or sedimentation ■ Inspection of locations where vehicles enter and leave the site for signs of offsite sediment tracking, including erosion control at disposal and stockpile areas ■ Review BMPs and pollution control maintenance procedures for adequate erosion control practices ■ Record all deficiencies in the Inspection and Maintenance Report posted at the project bulletin board ■ Submit the reports to the Contract Manager after each inspection Inspections will be performed at a minimum of once a week and within 24 hours of any storm producing 0.5 inches or more of rainfall. Deficiencies and Corrections will be implemented within 7 days. Inspections will be documented on the appropriate forms. Documentation and Record Keeping All documentation relating to environmental issues regarding this project will be maintained on site in an Environmental Records binder. Separate sections will be provided in the binder for the following documents: ■ Training records (Title 40 CFR and Title 29 CFR, as applicable) ■ Regulatory notifications. ■ Required Permits ■ Construction Site Notice ■ MSD Sheets for all materials brought on-site will be stored in the Field Office. They will be made available to the Contract Manager upon request. ■ Inspection and Maintenance Reports ■ Spill release reporting and response documentation, if necessary ■ Written notices of noncompliance, if any, received from the Contract Manager and corrective actions and response submitted by Ceres ■ Notice of Termination Ceres will retain the original documents in accordance with company requirements regarding retention of environmental records and documentation. C:ERES Tab 2 Experience, Qualifications and Capacity Section 9 Knowledge of Environmental Requirements Page 2.9-6 City of Pearland RFP # 0220-22 Debris Management Services 3 TECHNICAL APPROACH 3.1 Project Organizational Chart Ceres Environmental Services, Inc. is a privately held company owned and operated by its President, David McIntyre. The mobilization and contract administration headquarters for this contract will be our Houston, Texas office, with other offices, equipment facilities, staging sites, and recycling centers in Florida and Minnesota. Ceres is structured so that one or two of the corporate officers can be absent from headquarters for extended periods of time in order to manage projects from the field. There are always one or two remaining at headquarters to ensure continuity of management. This proved very useful when Ceres was awarded a $1 billion contract by the U.S. Army Corps of Engineers to perform a disaster debris contract following Hurricanes Katrina and Rita, in which two of Ceres' officers were in the field in Louisiana for over six months. Project Management In Ceres' experience, disaster recovery is project -based. It is best managed using the principles of formal project management that are also embedded in the National Incident Management System and its Incident Command System (ICS). Therefore, Ceres has organized its disaster response work in a manner that relies heavily on a Project Manager (PM) whose position is analogous to the Incident Commander under the ICS. The PM is in charge of all field production and also supervises a Project Administrator who is in charge of administrative functions on a project basis. The PM also supervises the Project Superintendent and several Area Managers (whose quantity depends on the size of the project), who supervise Sector Managers, who supervise Site Managers. The Site Managers supervise a physical location, which may be a TDSR site, a debris loading site, or a demolition site, and the personnel they supervise are generally foremen or people physically performing the work. The Project Manager also supervises the work of a Logistics Manager and an Area Administrator, who are staff people. At the Sector level, it is customary to have office staff. This structure allows for optimal production since multiple crews (depending on project size) are supervised and maintained while all safety, data management, and tracking protocols are being met in conjunction with quality Ceres Project Management organization can be adjusted to fit the size of the project and performance. the area of coverage by changing the number of Area, Sector and Site Managers. The Project Administrator supervises the administrative staff on a field project. The staff provides support for the line managers and supervisors in the field on the jobsite. The Small Business Plan Administrator locates contracts with and administers relations with subcontractors. On large projects, the Small Business Plan Administrator may have clerical help, and will provide technical support for our subcontractors, such as assistance in preparing certified payrolls if required. The Information Technology (IT) department is responsible for tracking all types of data on the project, record keeping, and database management, and the accounting staff provides onsite support for Ceres personnel. Internal Audit The Internal Audit department is a critical component of the Ceres management team. During the work on Hurricane Katrina recovery, especially during the private property debris removal activities, Ceres' management noticed that the quantity of quality control personnel was very high compared with the quantity C:ERES Tab 3 Technical Approach Section 1 Project Organizational Chart Page 3.1-1 City of Pearland RFP # 0220-22 Debris Management Services of traditional production personnel. In order to maintain assurance that a project was proceeding as it should, and that personnel in all aspects of the project are performing as they should, Ceres has instituted the position of Internal Audit Manager, who supervises Audit Managers. These individuals review activities in the field as well as review files in the office to be sure that all Ceres employees are doing their work as specified in the contract. The rigors of a Six Sigma program are not planned, but Ceres senior management believes that this addition to our organization will help Ceres strengthen its performance. Project Safety Ceres maintains a Corporate Health and Safety Officer to whom the Environmental Manager and a Project Safety Manager report for each project underway. Sector Managers report to the Environmental min Manager and Project Safety Field Monilofing and Functional Functional Salary safe Manager, and functional specialists work in the field withMPPU �o, specialized training to fill Additional Safety Officers, Functional Safety Specialists and Sector Safety Managers specific needs such as can be added as needed for coverage and to keep spans of control between three and asbestos inspections. The five. Project Safety Manager in the field is responsible to the Project Manager for monitoring safety conditions and developing measures for assuring the safety of all assigned personnel. Project Contractor Quality Control The CQC System Manager reports directly to the Company President in accordance with best corporate practice. Depending on the size of the event, the organization can be ' readily expanded by adding additional Area and Sector MOM ANNOWN& Managers and Functional Specialists. This allows us to Having the Quality Manager report directly to a company officer means that quality spans of control within the ideal maintain coverage and keep issues get visibility at the highest levels in the company. three to seven direct reports. Company and Project Leadership Ceres will assign personnel resources to an event based on the size and scope of the disaster. The personnel resumes included in proposal Section 4.2, Key Personnel Resumes and Certifications represent the full spectrum of personnel immediately available to Ceres. They are assigned at a seniority level and in numbers commensurate with the event. This is in accordance with the principles of the FEMA Incident Command System. Obligations of the City Ceres anticipates that the City of Pearland will be responsible for overseeing Ceres project management; will schedule and/or attend meetings as necessary; will keep Ceres informed as to the needs of the City; and will provide or arrange monitoring services for the contract. Ceres does not anticipate any requirements beyond the Client oversight and approval functions typically performed on a pre -event contract. C:ERES Tab 3 Technical Approach Section 1 Project Organizational Chart Page 3.1-2 City of Pearland RFP # 0220-22 Debris Management Services 3.2 Understanding of the Scope of Services The following is a general discussion of Ceres Environmental Services, Inc.'s technical approach and understanding of the scope of work. It presents a brief timetable for response and recovery based on past Ceres experience and our standing disaster response plans. The overall plan for contract execution is described in detail in a section below titled "Contract Performance Phases". Finally, we present seven scenarios based on different disaster events that may impact your jurisdiction in order to illustrate our response to increasingly severe storms. Our Response to You Our record demonstrates that we stand ready to perform tasks of any size. In order to keep that record intact our preplanning is already underway for Pearland. As part of its response, Ceres has identified our office in Houston, Texas as a mobilization headquarters. Ceres' mobilization planning and localized subcontracting efforts are implemented to minimize lead times during an event and to keep subcontracting dollars local. Our approach to subcontracting is to work from the inside out. This means we are implementing pre -storm agreements with local resources first, to use them first. When the project expands or the need arises, Ceres adds other resources that are also under contract to us. Project Timeline The following describes the typical workflow between Ceres and Pearland once a contract award has been received until FEMA reimbursement. Projected Storm Preparation and Response Table We are at work at Ceres so that we can respond rapidly ' and successfully to an event in Pearland. We are zone mapping, pp g, doing localized resourcing, and negotiating subcontractor agreements. Ceres has letters of intent I pAarJand Today from local subcontractors and is pursuing additional pre- r7 - arranged agreements with more local subcontractors and vendors. Being proactive in our pre -event planning allows us to give maximum attention to Pearland when the day comes for a disaster response. Upon contract award and at the City's request, we schedule a personal visit by a Ceres Project Manager. The purpose of this visit is the personal introduction of Contract Award the key members of each party's team, discussion of the planning, training, and disaster response preparedness needs of the City. During an event, a Project Manager will be assigned only to Pearland and will be available to the City 24 hours per day, 7 days per week. If included in the contract, Ceres will provide training to designated City personnel as agreed. The company - also continues its Pre -Event planning as it reviews local Planning and subcontracts, makes plan changes as necessary and Training keeps an eye on the weather. Typically, Ceres monitors the National Weather Service forecasts and several subscription services to keep us aware of tropical storms and hurricanes. When a storm in your area is imminent, Ceres acts quickly so that road clearance and debris removal y Pre -Storm operations can begin as soon as the storm subsides. Atn Mobilization your request, if conditions permit, your Ceres Project Manager, or other Ceres professional, will join Pearland personnel in the EOC and help prepare for storm impact and recovery. CE „ ES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-1 City of Pearland RFP # 0220-22 Debris Management Services CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-2 Once the immediate threats are past, the on-site Project Manager will work directly with City officials as we begin. Landfall our disaster response efforts. Our pre -arranged ' ` subcontractors will begin readying equipment for registration. The Ceres Project Manager will ensure that City needs.*4 are being met in order of priority. Local subcontractors Cut and Push and equipment will begin any necessary road clearance operations and will begin staging efforts for right-of-way debris removal. FEMA Records Ceres will assist Pearland on an as -requested, as - and Data needed basis to ensure that records are kept and Management maintained to provide maximum allowable reimbursement to the City. The necessary trucks will be in place to continue debris removal in an orderly fashion. Local subcontractors will Fully Operational be deployed to the maximum extent possible and the Ceres debris removal operation will be fully operational on this day. At the end of the first pass of debris removal time would ', be allowed for residents to bring additional debris to the •; . First Pass curbside. Crews would begin ramping up to start the Complete second pass. Additional tasks, such as hazardous tree removal, hazardous stump removal, and other similar scopes of work may be implemented. Debris removal operations would be well in hand. Hot spot crews would continue to cleanup any debris that Second Pass has time or safety constraints. The vast majority of storm Complete debris would be cleaned from the rights-of-way. The Ceres Project Manager would begin focusing on project completion procedures. Debris removal operations would be 100% complete. Final Pass The Ceres Project Manager would remain in constant Complete contact with Pearland personnel, but daily presence may not be needed by this time. After debris hauling activities have ceased, all debris on Site Reclamation any Debris Management Sites (DMS) will be processed and/or removed. The sites will then be graded and restored, usually by seeding with grass. Ceres performs ongoing ticket reconciliation with subcontractors and Pearland so that databases of Ticket debris hauled match as closely as possible. After all Reconciliation debris has been hauled, all truck ticket databases are reconciled to close out the financial records of the rolect. Invoicing Following reconciliation of the truck records, a final { invoice will be delivered. FEMA Ceres will work with the City following the completion of Reimbursement the field work, on an as -requested, as -needed basis to (;1 FEMA ensure maximum allowable reimbursement. . CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-2 City of Pearland RFP # 0220-22 Debris Management Services Mobilization Phase Ceres is expert at rapidly mobilizing its team and its equipment as well as key subcontractors to provide the City with the necessary resources as quickly as possible. Ceres recognizes that in order to minimize the financial damage to a community, cleanup activities must begin rapidly and proceed without delay. Pre -Landfall Activities Ceres Representative (Early Rep): Ceres will provide, at the City's request, a representative prior to hurricane landfall. When a disaster threatens, Ceres is pleased to provide to Pearland one or more representatives to be present at the Emergency Operations Center prior to landfall. The Early Rep will interface with City personnel and provide Ceres management with on -the -ground reports regarding local conditions. Equipment pre -staging: Prior to landfall, Ceres equipment will be pre -staged at the closest mobilization point and contract administration headquarters. Additionally, our principal subcontractors will have equipment available in or near the City's location. In this manner, Ceres will have sufficient equipment to immediately start the initial push when weather permits and have sufficient equipment to begin the load and haul as soon as possible. Subcontractor Liaison: As detailed elsewhere in this submission, Ceres has a large number of subcontractors available. During the pre -landfall phase, our subcontractors will be contacted and put on alert in order that they can arrive as soon as safety permits. Ceres already has advance master contracts signed with many subcontractors, so we have already ascertained that they are properly insured. Project Advance Team The project team, consisting of the Project Manager and selected Project Administrative Staff and Field Management personnel, will be on-site within 12 hours following notification by the City prior to, or immediately following, storm impact. The project staff may include management representatives from health and safety, quality control, accounting, subcontract administration, logistics, and field management, depending on the size of the event. As soon as practicable, the advance team will compile an initial damage assessment. Personnel sufficient to round out the project administrative staff, its support function, and operations management, will arrive within 24 hours of notification. Once on-site, the Project Manager will be physically capable of responding to the City Representative within one (1) hour of notification. If requested by the City, the logistics support team will provide and distribute ice, water, food, temporary utilities, sanitary facilities, temporary housing, and any additional services as specified in the agreement between Ceres and the City. During the Preparation/Planning Phase, vendors within and adjacent to the region will be identified and contingency contracts established for the provision of gasoline and diesel fuel, ice, water, food, sanitation, temporary housing, and other services. If during the Preparation/Planning Phase, local vendors are not available, Ceres will arrange to provide the services from other qualified and registered sources. Contractor Mobile Command Center The Emergency Operations Temporary Project Office and Primary Debris Collection/Debris Processing Equipment are staged in Houston, TX. Annual heavy equipment hauling permits are maintained for Ceres' eight heavy equipment haulers consisting of semi tractors with lowboy trailers, enabling a quick response. The temporary facilities and Ceres -owned disaster response equipment is expected to arrive within 12 hours of notice to proceed by the City. The Emergency Operations Temporary Project Office comes equipped with general support equipment such as telecommunications (satellite telephone, radio, cellular phone, or land lines), fax copier, computer network, file cabinets, and general office supplies. The Project Manager, Project Administrative Personnel, Field Manager, Debris Collection and Site Management Crew, and designated City representatives will be provided with a proprietary communication link in the event conventional communications are interrupted. The Emergency Operations Temporary Project Office will be of sufficient size to provide support to the Project Manager, project administrative and support staff, and debris collection and site managers. A separate 10' x 20' office within the same facility equipped with general support equipment can be provided to the City. C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-3 City of Pearland RFP # 0220-22 Debris Management Services Satellite Communications Ceres knows that immediate communications are critical to an effective response to disaster. We maintain an account with a satellite communications company and maintain satellite handsets for our managers and to provide to our customers as "loaner phones" until standard cell phone service is back online. Following the landfall of Hurricane Katrina, Ceres' crews arrived with their own housing (travel trailers and RVs). We proceeded to supply life support of temporary lodging, meals, showers, and bathrooms to 400 people. We are also capable of providing onsite fuel delivery for both the fleet of Ceres owned equipment and our subcontractors, as well as City fleets. Ceres also purchased and uses a system of internet access using two satellite dishes, which when wired together provide high-speed internet access roughly equivalent to a T-1 line. When powered by a portable generator, our management and our Mobile Command Center users have local and world-wide communication tools to support our high service level. Life Support and Fuel Supplies Ceres comes to the project self-sufficient and ready to help in many ways, including the provision of basic necessities. Due to the uncertain nature of room and board, Ceres mobilizes with life support for our crews and for some subcontractors. Additionally, if Pearland seeks assistance in provision of basic needs of water, food, shelter, and ice, Ceres can supply these services, as we have done in the past in other locations. Debris Management Sites (DMS) When a DMS is established, a Site Plan will be developed for each site, and include, but not be limited to: ■ A description of project operations ■ Site layout ■ Environmental factors ■ Site photographs Additional sub -plans that may be incorporated as necessary in the Site Plan include: ■ An Environmental Protection Plan that addresses storm water protection, hazardous waste, soil and leachate draining from the debris stockpiles, site operations, and the proximity of truck traffic to waterways. ■ A Dust Control Plan that will address prevailing wind directions and location of developed areas as it relates to site design. Methods of mitigation will be specified such as the use of water trucks on access roads. ■ A Traffic Control Plan that considers the number of trucks per hour entering the DMS and the type of public access control (if authorized). All-weather access roads into and out of the site will be needed to maintain a seven-day per week operation. ■ A Site Safety Plan that complies with the Ceres Company Accident Prevention Plan (available on request) and applicable OSHA requirements. Security will also be addressed in the Site Safety Plan. A water truck sprinkling to control dust on an access road. ■ A Fire Prevention Plan that will follow the provisions of the National Fire Prevention Code and in particular, codes that specifically address woodchip storage. All equipment will have fire extinguishers that meet NFPA No. 10A-1970. C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-4 City of Pearland RFP # 0220-22 Debris Management Services The Production Plan will designate how machinery will be utilized on site and will describe site management/operations and anticipated production rates. Each load received at the site will be inspected prior to off-loading to determine load size and the presence and type of any contaminants. Contaminated loads will be segregated for further sorting and appropriate processing or disposal. Other plans may include: Truck Routes and Access; Site Staffing and Assigned Duties; Debris Segregation and Hazardous Waste Handling plans. DMS Construction Timeline Each designated Debris Site Manager will commence construction of their respective DMS within 24 hours of notification. DMSs will be fully operational within 48-72 hours of Notice to Proceed. The Project Logistics Manager is responsible for ensuring gravel for access and internal haul roads and dump pads, prefabricated inspection tower kits, erosion control materials such as silt fence, straw bales, coir fiber, and geo-membrane liners for hazardous waste containment areas are available on site within 24 hours of notification. Additionally, portable truck scales may also be requested at the direction of the City. Emergency Roadway Clearance and Debris Removal Phase The following information outlines a generic plan for responding to debris -generating emergencies. Please note that this general summary is not specific to a particular type of disaster event. This phase encompasses the majority of the physical work of the project. It also generates the most records including load tickets and logs of various kinds. This is also the phase where careful planning pays huge dividends. Emergency Road Clearing -Cutting and Pushing Public Right of Ways When emergency road clearing is required, separate crews will be allocated and will be available within hours following an event. Ceres typically mobilizes this equipment pre -event based on weather forecasts. Cut and Push Crews will be prepared to work 24-hour shifts (with rotating personnel). Cut and Push Crew typical configuration is: ■ One front-end loader 4/1 bucket (or equivalent) with experienced and qualified operator ■ Up to two transport trucks approximately 30 cubic yards with operator(s) ■ Two laborers with chain saws and rakes ■ Two flag persons ■ One Bucket Truck with an experienced operator or climber (optional based on need) ■ One Foreman with cell phone and pickup The number of Cut and Push Crews will be determined by the City. Ceres owns eight (8) wheel loaders (with appropriate grapple attachments) and has additional subcontractor supplied pushing equipment. Ground personnel will be supplied with sufficient types and quantities of tools and materials to effectively push the debris to the roadside to clear routes for emergency traffic. In the event debris cannot be pushed aside, it will be loaded in trucks and transported to nearby off-street locations for temporary dumping, to be picked up later by the normal debris clearing crews. When each assignment is complete, Ceres' crews will contact the City's dispatcher to obtain authorization to proceed to the next assignment. Debris Collection Crews will be dispatched to begin work within two days, and according to the City's priorities and the removal schedule adopted in coordination with the City representative. At the direction of the Ceres field supervisor each assigned debris removal crew will service each assigned road or right of way. Daily meetings will be conducted at 7:00 AM between the City and Ceres. Zones and Sections will be identified and prioritized. Progress will be updated and reported to the City at the close of business each day. Additional passes will be conducted prior to project completion in agreement with the City or per contractual requirements, to ensure adequate time has been scheduled for residents to move their debris into the right of way. CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-5 City of Pearland RFP # 0220-22 Debris Management Services A typical crew will be comprised of: ■ One Knuckleboom Loader (or one 4 -cubic yard wheel loader with grapple) ■ One Bobcat with grapple ■ Two laborers with chain saws and rakes ■ Two flag persons ■ One Foreman with cell phone and pickup truck (one foreman/ three crews) ■ GPS Tracking and Navigation Aids ■ Three hauling trucks or trailers (30 - 50 cubic yards). Additional/large capacity trucks may be added for longer hauls. First preference will be given to hauling vehicles best suited to local conditions. A Ceres self loader with a trailer making pickups from the ROW. Knuckleboom self loaders are efficient, but in areas with narrow streets or limited overhead clearance, they are too large to be effective. In tight areas, pickup trucks with dumping trailers minimize traffic disruption and potential damage. Crew and overall debris collection production will be monitored on a daily basis. The Project Manager will alter crew composition and overall number of crews as necessary. Self Loaders may work singly or in conjunction with dump trucks. In accordance with FEMA guidelines, hand -loading will not be allowed or tolerated in any circumstance. Ceres owns seven Self Loaders (Knucklebooms) and has access to many more through our subcontractors. A minimum of one Hot Spot Crew will be assembled for each zone during this project. The crew(s) will commence operations within 24 hours of the notice to proceed. The typical crew will consist of: ■ One Knuckleboom or self -loader ■ Three Laborers (one sawyer and two Flagmen) Work zones will move as the debris is cleaned up from the streets and boulevards. When the work zone is located on or near a heavily traveled roadway, it will require additional flag persons, additional signage, and/or assistance from local law enforcement agencies. The crew foreman will monitor the work zone and all other aspects of crew operation. Hazardous Tree, Limb and Stump Removal Ceres employs crews with professional tree climbers and aerial equipment such as bucket trucks to remove hazardous hanging branches and leaning trees ("hangers" and "leaners"). Ceres has performed this work on previous storms with an excellent safety record and with an excellent damage record. In response to Hurricane Katrina, Ceres was responsible for trimming and removal of trees in all of Jefferson Parish, LA amounting to 18,599 trees. Household Hazardous Waste (HHW) HHW contains hazardous substances such as Oxidizers, Acids, Bases, Poisons, Flammables and RCRA listed wastes. Primary Recyclables include fuels, lead acid batteries and scrap steel. A large portion of all Household Hazardous Wastes (HHW) can be recycled if properly managed. The remaining materials can be prepared for Incineration, Neutralization or Landfill. During Katrina, most of the recyclables were blended for a Fuels program for energy recovery. Likely candidates for fuels are materials characterized with a high BTU, low water ratio and include streams like paints, oils and consumer fuels. Other recyclables include lead acid batteries, anti -freeze, mercury switches, light bulbs and compressed cylinders. Curbside collection and demolition decommissioning is the primary source for the HHW stream. Private citizen drop-offs at the TSDRs also contribute to the overall volumes. HHW products are identified by the C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-6 City of Pearland RFP # 0220-22 Debris Management Services product label or container type and managed by the DOT Waste Classifications for compatibility. Specific Regulatory programs also direct the flow of specific types of materials. In addition to DOT shipping requirements, there are special regulations for Universal Wastes (like mercury switches, lead acid batteries, fluorescent bulbs), Fuels, and Guns and Ammunition, for example. Medical Wastes include sharps and used bandages. Ammunition and Guns and explosives present special hazards, as well. It is essential that only specialized personnel manage these materials. Unknowns are sampled and tested with a series of field screening procedures designed to characterize the materials into compatible classes based on chemical and physical properties. Once the chemical compatibility is determined, safer management of the materials can be applied. Collection and staging areas at the TSDRs are established to eliminate release of chemicals and exposures resulting from the co -mingling of incompatibles. Special precautions are in place preventing chemical reactions within blending tanks. Standards from the National Fire Protection Association (NFPA) are employed. Spill Prevention Control and Countermeasures rules are applied and containment areas are covered to minimize rain water collection. RCRA contingency measures and evacuation procedures are prepared and practiced by facility personnel. Safety supplies are routinely inspected and safety topics are discussed at daily safety meetings. White Goods White Goods contain hazardous substances such as CFC Freons and Oils. Putrescible wastes and other biological hazards are also present. Primary Recyclables include scrap steel, plastics and Freon. White goods include refrigerant containing appliances such as freezers, refrigerators, and air conditioners; and other large appliances such as washers and dryers and small appliances like microwaves, depending on the recycler. White Goods are segregated at the curb and during demolition decommissioning activities. When tasked, Ceres implements staging, cleaning and recycling operations of white goods. Recyclables include Refrigerant Freon, compressor oils and scrap steel. White goods containing putrescible wastes are routed through a cleaning area to remove the biological/vegetative debris. This debris is captured into bags or other suitable containers and shipped to an appropriate landfill or composter. Volumes are tracked a counted. Freon is a regulated substance requiring extraction and recycling by an EPA registered provider. The extraction procedure is written documented on EPA authorized forms. Right of Entry (ROE) Private Property Debris Removal (PPDR) If requested by the City, Ceres can remove hazardous vegetative or C&D debris from private property, when said debris is the result of a declared disaster and when Ceres is tasked with the work by the City. Ceres can assist the City in requesting FEMA's assistance for such work in advance of performing it. Each property is assessed using digital camera/video recordings to document the pre and post condition of the property. Utility companies are notified, and all utilities are located and marked prior to any work being done. Once all proper documentation, access, and Right of Entry forms are completed, work may commence. Most recently, following the 2011 Alabama Spring Tornadoes, Ceres successfully completed private property work under contract with the USACE for both Lawrence and Limestone counties. As stated above, this is usually done only following FEMA pronouncement that such work shall be reimbursable. Demolition of Private Property Condemned Structures Ceres can operate beyond the public Right of Way (ROW) as directed by the City. Upon receipt of a Notice to Proceed, Ceres will retain a third -party inspection firm to survey the condemned structure(s) for hazardous materials (asbestos, lead, PCBs, white goods, mercury containing components, etc.). A copy of the inspection report will be provided to the City. At the same time, a °' Ceres engineering staff will conduct a pre -demolition survey which will consider the following: ■ Structural integrity of the building ■ Utilities ■ Shoring requirements _ ■ Hazardous materials ■ Protective structures ■ Protection of the public ■ Waste management C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-7 City of Pearland RFP # 0220-22 Debris Management Services Asbestos Abatement/Demolition Notifications will be submitted to the appropriate governmental and local agencies. All required permits will also be obtained. The Demolition crew is expected to consist of the following. ■ One to three Semi-Tractor(s) with Trailer(s) ■ One Hydraulic Excavator with Bucket and Hydraulic Thumb ■ One Wheeled Loader Ceres has a special hazardous materials (HAZMAT) team that specializes in preventing the spread of contamination and infestations of rodents in areas that were flooded. From past experience, Ceres knows that these areas are prone to contamination from sewage, agricultural run-off, mold, and chemicals, they are also prone to rodents. Ceres plans to concentrate heavily on these areas in order to limit the spread of contaminants and to limit the breeding of rodents and pests. Once the determination is made in conjunction with local officials and the EPA, if applicable, Ceres will utilize its special teams to target these areas. Following Hurricane Katrina, for example, Ceres made weekly passes in some formerly flooded areas, and "mirrored" or "paralleled" the municipal sanitary waste teams. By doing this, neighborhoods were kept clean on a weekly basis so that pests could not be alternately supported by garbage and flood debris—instead all potential habitat or food for pests was removed frequently to ensure a safe neighborhood. Pathogens are also more of a problem in flooded areas. Water promotes growth of undesirable organisms, and it also facilitates transfer of bacteria that exist in an environment to humans working in that environment. Our corporate health policies address hazards of working in a flooded disaster environment, and Ceres uses procedures including additional immunizations and additional personal protective equipment such as waterproof clothing and footwear, face shields and respirators (air filters) to minimize hazards of flooded areas. Flood situations may also generate other types of task orders, such as pumping water or clearing catch basins. Ceres is ready for these sorts of eventualities in the City. If a storm leads to flooding, we are prepared to transfer our debris management sites and equipment staging sites to higher ground using identified alternative transportation routes if necessary. Ceres also has several barges, dredging, and water salvage companies on hand as subcontractors if the need arises. Sunken Vessel Removal Ceres will lease appropriate equipment and/or will locate qualified subcontractors to remove sunken vessels and dispose of them in an acceptable manner. These actions will be made following consultation with the City and will be subject to the City's advance approval of Ceres' work plan to be developed following contract award. Water Based Operations (Typical Crew) – 1.5- 2 Feet Minimum Draft ■ 15-25 Ton Hydraulic Excavator with Material Handling Grapple Capable of 35' Reach ■ Work Barge with Spuds-Rented/Leased ■ Materials Deck Barges-Rented/Leased ■ Pusher Boat-Rented/Leased • Work Boat ■ Heavy Equipment Operator Hydraulic Excavator ■ Pusher Boat Operator ■ Work Boat Operator ■ Deck Hands ■ Tractor Trailer Heavy Hauler ■ Foreman Land Based Transfer Crew (Typical Crew) ■ Wheeled Loader ■ 2-5 Trucks ■ Heavy Equipment Operator Wheeled Loader ■ Truck Drivers C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-8 City of Pearland RFP # 0220-22 Debris Management Services Upon inspection of the site(s) and performance period requirements established by the City, the number of crews will be determined. Ceres has the capacity to operate a minimum of eight water-based crews each with their own land-based transfer crew component. Flooding Ceres expects flood recovery work when a client has significant land area in a 100 -year flood zone, and when rivers and other waterways pass through the area to be cleaned. Flood recovery work generally requires specialty equipment, such as long -reach excavators, floating excavators, and a greater amount of tracked skidsteers. Wheel loaders with buckets and grapples are often used to remove debris that may fall apart if picked up by a knuckleboom loader. Ceres has surveyors and other specialists on staff who can determine which flooded areas will be likely to drain first so we can plan and allocate equipment based on those studies. Although some of the same types of debris are Flood debris from the Spring 2008 Iowa Floods removed in flood and non -flood disaster recovery, typically storms with heavy rainfall increase the amount of construction and demolition debris when compared to vegetation. Also, the timeline is longer in flood situations, because standing water takes time to recede. The debris removal may also be more complex as it can involve partial or full demolition of structures. For example, in a post flood situation, a house may have sheetrock walls that must be inspected by an expert who determines that sheetrock must be removed. After removal, the debris may be left on the right-of-way in loose piles. These piles will probably present more difficulty in loading than vegetative debris, or a pile of wind-blown privacy fence, because the waterlogged debris may have no structural integrity and will fall into pieces when picked up. For this reason, the types of equipment may be different in flood situation, with wheel loaders and dump trucks more prevalent and self -loading knucklebooms less prevalent than in a non -flood storm. Ceres owns nearly all types of equipment used in flood recovery, and we have subcontractors who specialize in flood disaster recovery. Certification of Maximum Volume Capacity of Hauling Trucks/Trailers Prior to initial use, authorized Ceres personnel and Pearland representatives will inspect hauling trucks. Only pre -approved trucks will be received at the DMS. Approval will include documentation of truck identification and insurance, safety requirements, and measured cubic yardage capacity. A unique approval number will be assigned to the truck and posted on the truck along with measured capacity. All units hauling debris are required to be "measured in" prior to commencement of work. The hauling unit/truck/trailer certification procedure is mandatory and will be 7�1 administered by quality control representatives of .H. Ceres and the City. A Truck Certification Log Sheet will be created for each hauling unit/truck/trailer. Unit specific information along with Year, Make, Model, Address, Photograph, License Plate information, Driver Name, and signatures will be recorded on the log. At this time, a unique identifier will be assigned to the unit. Truck Certification Logs will be maintained by Quality Control Staff. The log will be maintained and available to DMS inspection personnel regarding truck approvals, approval number, capacity, and other pertinent information. CERES Placarding a truck. Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-9 City of Pearland RFP # 0220-22 Debris Management Services The unique truck/trailer identification number and its maximum carrying capacity are written with permanent marker on Ceres placards that are mounted on both sides of the truck/trailer. Ceres uses pre-printed labels with our name and blocks for the assigned identification number and measured volume. These labels cannot be removed without destroying the label. All equipment is subject to further inspection by the City at any time during the project. Work Locations Dispatch records will be maintained for the duration of the project. Records will include date and time of dispatch, crew and unit identifier, and status of assigned section (In Progress, Completed). Typically, one contractor will be assigned to a given section. Sections may be comprised of individual developments or combinations thereof. Accurate and thorough Dispatch Logs enable the identification of any potential issues and the responsible party. Prior to the assignment of sections to crews, each section/subdivision will be inspected by Ceres Field Personnel to ascertain the optimal crew configuration/type (Self Loader, Wheeled Loader with Dump Trucks, High Capacity Trailers, or other combinations of equipment). Classification of sections maximizes production and minimizes potential damage to property. Additionally, all supervisors will conduct weekly toolbox meetings and develop activity hazard analyses in compliance with the corporate Health and Safety Plan. Field Management Regular and effective communications are critical to the rapid dissemination of appropriate and accurate data to both the City Management Team and the Ceres Management Team. As the project progresses, the needs of the City may change and resource requirements may need to be reassessed. The original plan, therefore, may need to be modified. In order to ensure effective and efficient execution of all field work, the Ceres team, from Site Managers up to the Project Manager, will meet on a daily basis. The Project Manager is responsible for coordinating the daily scheduling and dispatch of cleanup crews with the City and will meet with the designated representative on a daily basis. The Site Manager is responsible for management and operation or a reduction site, loading sites or any other work site. The Site Managers report directly to the Sector Manager, who reports to an Area Manager, who reports to a Project Superintendent, who reports to the Project Manager. Depending on the scale of a disaster, the number of managers assigned to the Ceres Team will vary depending on local conditions. Foremen at the reduction site(s) and for the collection and hauling activities are responsible for crew supervision and report to the Site Manager. Each Site Manager ensures that their crew operates in an efficient manner and is responsible for documenting and inspecting work performed. Site Managers document safety meetings, equipment safety inspections, quantity and location of debris hauled, areas completed, and daily time sheets of personnel and equipment. Site Managers also monitor quality control issues such as completeness of cleanup and/or trimming and contract compliance. The collection crew Foreman will be responsible for scouting future debris removal locations within the daily schedule set by the Program Manager. While scouting the zone, the Foreman's responsibilities include: ■ Locating logical trucking routes. ■ Identification of Sections by Crew Type/Composition. ■ Locating and planning the control or elimination of hazards within the zone (such as high traffic areas). Preference will be given to Self Loaders to ease traffic congestion and minimize damage. ■ Advising the Site Manager of any anticipated difficulties or hazards. ■ Determining and obtaining resources necessary to ensure a steady workflow. At the end of each shift, documentation of work completed will be tabulated by the administrative staff and used to schedule the next day's work activities. At this time, any daily reports required by the City will be produced. Scheduling Control Debris Collection During post -award preparation the Project Manager obtains maps detailed enough to provide individual debris collection crews address block information. Maps will be divided and identified according to Districts, Sections, and Developments or Address Blocks. The Master Debris Management Map will be located in the Emergency Response Mobile Command Center. Individual developments or address block maps will CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-10 City of Pearland RFP # 0220-22 Debris Management Services be reproduced on 8.5" x 11" paper for use in crew dispatching. Each Site Manager will be provided a binder containing all of the development/address block maps for the event's entire area. The Project Manager will be responsible for the assignment of Districts, Sections, and Developments or Address blocks to subcontractors and their respective crews. A written master assignment file will be maintained in the Emergency Mobile Command Center and will be updated as changes or additions are made. The dispatcher will be responsible for dispatching crews to their assigned areas utilizing the master assignment file. Subcontractors and their respective crews will not be permitted to have more than two open assigned areas. Communication between the subcontractors, their respective crews and the dispatcher will be via radio or telephone. Upon completion or near completion of an assignment, it is the responsibility of the crew leader or subcontractor to request an inspection. The dispatcher will forward this request to the debris collection superintendent or area manager for action. The debris collection superintendent or area manager will coordinate an inspection with a City designated representative. Once an assignment has been completed and inspected, a new area will be given to the subcontractor. Depending on the size of the subcontractor and/or crew, areas may be as small as address blocks or developments up to portions or even entire Sections. Crews will not be permitted to leave their assigned area and move to another work area until all work is completed as required and the area inspected, and authorization received from the Site Manager. The dispatcher is responsible for continually updating crew locations. At the end of each shift, the dispatcher will provide the field managers with a list of crews and their current locations. Subcontractors and crews are prohibited from collecting debris from outside of their assigned areas. The City field representatives will be provided updated crew assignments daily. Project Manager The Project Manager (PM) will serve as the principal point of contact between Ceres and the City Operations Manager. The assigned PM will be knowledgeable about all facets of Ceres' assigned tasks and will have executive project responsibilities. The PM will have written authority to sign for the corporation in matters relating to this project and the City. I Upon receipt of a Notice to Proceed, the PM will be on call 24 hours per day, seven days per week, and will have electronic linkage capability for transmitting and I C_ 005 receiving relevant contractual information. This linkage will provide immediate contact availability via cell phone and fax machine and have Internet capabilities. The PM will participate in daily After -Action Reviews and disaster exercises, functioning as a source to provide essential element information. The PM will report to the City Operations Manager on an "on call basis" and be capable of responding within one hour of notification. The PM will ensure that all City event goals and priorities are met and will have authority to make executive decisions regarding the project. The PM will work out of Ceres local disaster office and will meet with his support staff and crew leaders at the end of each day to review progress and set goals and priorities for the following day. Field Supervisors/Crew Leaders Ceres Site Managers are responsible for ensuring safe and healthy work environments exist during all operational phases. The Site Manager's specific daily Health and Safety and Operations responsibilities include: ■ Monitoring and Inspecting Heavy Equipment Operators, Truck Drivers, and Traffic Controllers in the safe operation of their specific area of responsibility using the proper tools and in accordance with the safety procedures and guidelines outlined in EM 385-1-1 and CFR 29 Par 1929 and 1910. It is important to note that a debris clean-up operation exposes the general public to the numerous hazards involved in debris collection and removal. ■ Enforcing the use of proper guards, controls, and work practices. Monitoring each feature of work for human, situational, and environmental factors that could cause accidents. C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-11 City of Pearland RFP # 0220-22 Debris Management Services ■ Locating compiling contact information for area medical facilities. Crew Leaders will be equipped with a pager and a cellular phone in case of emergency. ■ Supervising and evaluating overall worker performance, including safety. Crew Leaders document daily production to monitor and ensure the most efficient operations. The information they are to record includes: ■ Cycle Times of Trucks ■ Loads per Hour ■ Production Crew leaders are also required to make sure that safety gear is provided and that it is adequate for the hazards involved and enforce proper use and wearing of protective gear. Accidents will be recorded and reported on the Supervisor's Accident/Incident Investigation Report by the Crew Leaders. Daily records submitted up the chain of command to the Project Manager will include: ■ Sub-contractor/Employee Name ■ Equipment Number ■ Type of Equipment ■ Hourly equipment documentation, downtime, lost time, and sick time All accident/incident reports are forwarded through the Health and Safety Manager to the Health and Safety Officer (HSO). The HSO notifies the PM, who in turn informs the City Operations Manager and implements all procedures as set forth in the Ceres Health and Safety Program. Description of a Typical Workday It will be the responsibility of the Sector Manager to schedule and coordinate the location of a particular crew and equipment necessary for its job function to its location through direction to the Field Supervisors. This will take place through schedule planning from the previous day. The Field Supervisor will notify members of the crew of the start time, specific job function, and location where he/she is to report. At the beginning of the day each field employee will sign in a daily time sheet, the location according to zone (if the zone changes during the course of the day the employee will document the new location), the phase of work he/she is performing, and the unit number and beginning hours of the piece of equipment that he/she is operating (if applicable). The employee responsible for loading trucks and truck drivers will keep a running tally of the loads they complete from each particular zone over the course of the day. It is then the responsibility of the field employee to perform an inspection of the piece of equipment and inform the crew Foreman so corrective actions may be taken. The inspection will be documented on a punch -list that is supplied on the employee's daily report. After inspections and documentation are complete, the crew will begin removing the debris from their zone assigned. Two flagmen will be placed on each end of the work perimeter to meter the flow of traffic into the work perimeter. If debris is to be moved across the roadway, the flagmen will stop all traffic. When the loading of a truck is completed, the flagmen will also stop traffic while the truck moves out of the controlled area. During the work, the flagmen will be equipped with two-way radios to coordinate the direction of traffic. Additional trucks staged for loading will all be stationed to the side of the roadway from which they will be loaded so they will not obstruct incoming traffic to the work perimeter. When loading is completed, the truck will leave the work area. The trucks will be placed in single file to the rear of the Knuckleboom loader. As each truck in the queue is loaded and departs for the dumpsite, the next truck in line backs up to the loading perimeter. The Knuckleboom loader will load from piles that are staged by two front-end loaders working ahead of the Knuckleboom loader to limit the amount of movement of the Knuckleboom loader during the course of the day. When self -loading trucks (self -loaders) are in use, those trucks will be directed to an appropriate location within the work perimeter where they can begin loading immediately. The front-end loaders will stage the material from the area between the sidewalks and the street into staging areas on the side of the street. If the crew is working in a high traffic area, then this method will not be incorporated — rather the staging will be done completely on one side then staged completely on the other side. When the Knuckleboom loader encounters material difficult to handle (such as chunk wood), the Front- end loader will assist in performing the loading. CEAESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-12 City of Pearland RFP # 0220-22 Debris Management Services Two laborers trained in the use of chain saws will assist the Knuckleboom loader. They will rake and clean up the area of the pile. When oversized material is encountered, the laborers will use chainsaws to reduce its size. The laborers will also assist the truck operators in staging for the Knuckleboom loader, notifying when loading is completed and for obstructions to and from the loading area. The crew Foreman will be responsible for scouting future debris removal locations. He will utilize maps to locate the perimeter of the zone to which he is assigned. While scouting the zone, the Foreman's responsibilities will include: ■ Locating logical truck routes. ■ Plotting a logical and efficient direction for the crew. ■ Locating and planning for hazards within the zone (such as high traffic areas). ■ Notifying his Supervisor and Sector or Area Manager of hazards in a timely fashion so the hazard can be avoided if possible or mitigated if necessary. ■ Identify plan for and obtain the necessary resources for a steady workflow in future locations of the work zone. At the end of each shift, crew employees will complete their time sheet by entering in the time the shift ended, the ending hours on the equipment they utilized and the number of loads they either hauled or loaded. They will deliver this timesheet to the Foreman before leaving the shift. The Foreman will compile the labor information to a daily worksheet, along with Purchase Orders, trucking that was utilized and number of loads hauled, equipment utilization, and a briefing of the course of the day describing any problems that arose and solutions implemented, and areas worked. The Foreman will then turn in the reports for the day. The following topics will be discussed with the management team: ■ Changes in time for completion ■ Changes in cost objectives for the project ■ Changes in operating policy ■ Changes in the technical specifications for the projects ■ Changes in methods ■ Changes in needs ■ Revised activity plan estimates ■ Failure of suppliers or contractors to deliver on time ■ Reassessment of resource requirements on individual activities ■ Inability to utilize resources as planned ■ Unexpected technical difficulties ■ Unexpected environmental conditions ■ Scheduling needs ■ Performance of work per zone or region ■ Unplanned costs ■ Any problems or future problems pertaining to the project After the meeting is adjourned, the Project Manager (PM) will collect all the data. The next business day the data received, and the daily reports will be entered into a computerized database. These reports will be evaluated by the Disaster Response Business Unit Director and discussed with the CEO and the PM. The data will be used in weekly reports that itemize costs per region and code and weigh them towards the projected costs and schedules of the project. These reports will be submitted weekly to corresponding company divisions along with reports submitted to the City. It will be the responsibility of the PM to utilize the minutes of the daily meeting and the information from the reports to make daily assessments of the schedules of each individual crew. The PM will also have daily meetings with the City regarding CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-13 City of Pearland RFP # 0220-22 Debris Management Services performance and schedule issues of the project. This meeting will cover the customer needs of each zone, projected costs and scheduling of assigned zones, priority of zones, and work to be completed. Geographic Area Management Every area has its own unique geographic characteristics that define the parameters of the response. An urban area, smaller municipalities, and rural areas offers different challenges to the successful completion of a disaster recovery mission. Traffic is always an issue that must to be addressed especially when working in and around waterways. Bridges are natural bottlenecks, and our experience has taught us, the less they are used during the transportation of the debris, the better. Ceres is always aware that our disaster recovery work is not the only thing utilizing the transportation system. Through the selection of strategically located DMS, our haul trucks should have minimal impact on these areas, as the haul zones are designed to keep the trucks working close to each DMS. In the successful completion of our Hurricane Katrina disaster recovery operation in Louisiana, we worked with all of these geographical characteristics and traffic never became an issue because the zone design and DMS locations worked together as intended. All impact sensitive areas, such as waterways, parks, forest land, and reserves will be dealt with in an environmentally appropriate manner. Debris Management Sites (DMS) Ceres will utilize the DMS identified by the City. In the event that additional sites are required, Ceres will work closely with the City to secure leasing agreements and permitting for additional facilities. The state or local environmental authority would be notified, and the required information submitted by Ceres. Ceres will provide sufficient equipment and personnel to process, by burning (if allowable) or grinding, a minimum of 210 and up to 500 cubic yards of debris per hour per crew. Each DMS would generally include the following equipment: ■ One Grinder, either horizontal or tub (depending upon needs/specs), and/or Air Curtain Incinerator ■ Two Backhoes with grapples ■ One Wheel Loader with rake ■ One Wheel Loader with a light materials bucket for loading mulch ■ One Maintenance Truck ■ One Water Truck During work for the USACE in Louisiana after ■ One Road Grader (optional) Hurricane Katrina, we performed debris removal ■ One Inspection Tower operations in 11 Parishes, and operated 54 ■ One Hazardous Materials Containment Area DMS/final disposal sites, simultaneously. ■ One Foreman with cell phone ■ Four walking floor trucks (120cubic yards) for hauling mulch ■ Additional Equipment as determined by the Contract and Site Manager One operator will be assigned site maintenance duties and will operate the Motor Grader, Water Truck, and Low -bed Trailer. This operator's primary duty is to ensure use of the roads by the dump trucks and maintain dust and fire control. The Loader with blade will have intermittent general site maintenance duties and will keep areas around the burn pits, ash storage, and grinding areas clean. Ceres will construct a hazardous materials containment area at each DMS measuring approximately 30' x 30'. Typically, the perimeter will be lined with hay bales and staked in place. The area will be lined with heavy gauge plastic (10 mil or greater) to provide a waterproof barrier. A plastic cover (10 mil or greater) will be used to prevent rain from entering the containment area. Site run-off is redirected away from the containment area by site grading. Hazardous materials that are encountered during cleanup operations will be staged in this area. Such materials will be properly disposed of in a timely manner. Inspection DMSs will be the point of inspection and load volume estimation by the City or their designated representative. Inspection towers will be used to observe and record all trucks entering and leaving the DMS and document their loads. The tower will be 10 feet above the existing ground elevation, with a wooden handrail and steps to provide access and constructed of pressure treated lumber. The floor area will be 8'x8', constructed of 2'x8' joists, 16" O.C. with %" plywood supported by four 6"x6" posts. The perimeter of the floor area will be protected by a 4' high wall constructed of 2'x4" studs and %" plywood. CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-14 City of Pearland RFP # 0220-22 Debris Management Services The entire floor area will be covered with a corrugated tin roof. The roof will provide minimum 6'6" headroom below the support beams. The inspection tower will be large enough to adequately accommodate a minimum of three people simultaneously. City Monitors/Inspectors will inspect each load to verify that: ■ The truck has been pre -approved and measured. ■ The load is eligible. ■ The 'percentage filled to' figure is determined and noted on each individual load ticket. The Monitor will determine the capacity of the truck and estimated load volume (percent capacity) and evaluate the load for contaminants requiring segregation. The Monitor will instruct the driver regarding the appropriate dump location at the site and will verify the truck is completely empty following dumping. The Monitor will complete the load ticket presented for each load delivered to the site. After inspection, the material will be forwarded to the tipping area supported by a wheel loader with rake and laborers. The laborers will inspect the debris and remove any contaminants. Contaminants that are hazardous will be handled by the Hazardous Toxic Waste Specialist, staged in the Hazmat containment area, and disposed of in accordance with federal, state, and local requirements. Other contaminants, such as metal, will be segregated accordingly. Load Tickets and Reporting Ceres uses preprinted, five-part carbonless, color coded load tickets. The tickets are available for use on this project if approved by the City. Each ticket has a unique serial number and ample space to record information such as: contractor, date, truck number, load size, driver, and type of material, origination, dumpsite, time, GPS Location, and inspector. Ceres uses a custom Access database program to record ticket information. The entry screen follows the format of the load ticket which greatly speeds up data entry. Tickets are easily verified and combined with a truck inspection table contained in the same database. One data entry clerk with minimal training can enter 700 load tickets (the equivalent of about 21,000 cubic yards) per day. Access also contains powerful report features that aid in ticket reconciliation and truck verification. Data is easily converted between Excel and Access for reporting purposes. Material Segregation Due to the nature of these operations, material segregation is required in order to properly and efficiently process debris. Collection crews will segregate non-grindable debris to the maximum extent possible during collection and loading operations. The inspection tower will also assume responsibility for the segregation of loads containing contaminants or non-grindables. Those loads, which may contain debris ranging from white goods, household hazardous waste (HHW), e -waste, and other materials, will be segregated and sorted either manually or mechanically to remove the contaminants and then dumped in designated and appropriately lined/fenced areas at the DMS until final disposal. Metal contaminants will be segregated and baled or otherwise processed for recycling. Concrete will be segregated and transported to a recycling facility and may be crushed prior to transport. Glass, plastic, and other materials will similarly be segregated and recycled to the maximum extent possible. Debris that cannot CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-15 City of Pearland RFP # 0220-22 Debris Management Services be processed or otherwise recycled will be disposed of at an approved and lawfully permitted construction and demolition final disposal site. Volume Reduction by Grinding The wheel loader with rake will push material designated for reduction to the grinder. Great care should be taken to keep the debris free of dirt before processing with a grinder/chipper; this both maintains the value of the product and reduces the cost of grinding. If the mulch produced from grinding is to remain on site for more than four weeks, the mulch piles will then be stacked no higher than 12 feet to minimize the potential for spontaneous combustion. Horizontal grinders, having a predominately closed grinding chamber, can operate with a minimal exclusion zone projecting out at a 45 -degree angle at a distance of 250 feet from each corner of the in -feed conveyor. Tub grinders, if used, will operate with an exclusion zone of 300 feet on the "kick" side of the grinder and 50 feet on the "non -kick" side. Grinders will be shut down in a full tub condition to minimize debris ejection. The Dust Control plan will be implemented to ensure dust from the grinder does not impact the adjacent properties. Lockout/tagout procedures will be used on grinders and strictly enforced. All equipment in the vicinity of the grinders will be equipped with fully enclosed cabs. Grinding Tub shut down full to minimize debris ejection Grinder 12 ft 50' ft. 300' ft. Exclusion Zone Exclusion Zone Volume Reduction by Burning The loader/rake will push clean debris in the direction of the burn pit, taking great care to keep the debris free of dirt. Once the debris is piled in the vicinity of the burn pit area, the backhoe with thumb will feed the Air Curtain Incinerator in such a manner as to promote complete combustion. The backhoe will also set aside any material that would process more efficiently in a chipper/grinder, such as large diameter logs or stumps. Air Curtain Incinerator .w U. 100' ft. Exclusion Zone from Debris Piles 1000' ft. Exclusion Zone for Structures The Air Curtain will be operated at least 100 feet from any stockpile of debris and at least 1,000 feet from any occupied structure. Prior to removal of ash debris from the air curtain incinerator pit, the material will be wetted. Ash stockpiles will be at least 100 feet away from any debris stockpiles. CERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-16 City of Pearland RFP # 0220-22 Debris Management Services Final Disposition Segregated, processed non-grindables will be recycled to the maximum extent possible and practicable. Metals and concrete will be baled, crushed, or otherwise processed for transport to recycling facilities. Documentation will be retained regarding total type and amount of materials recycled and each recycling destination. Clean woody materials will be processed to generate mulch. Live bottom trucks loaded with a rollout bucket - equipped wheel loader will be used to haul mulch to the final disposal site. Mulch hauling will be performed simultaneously with grinding. Mulch will be applied or disposed of at a site(s) approved by the City, as appropriate. The handling of Incinerator Ash Material will comply with all federal, state, and local requirements and the Incinerator Ash Material Management Plan. Work Hours Collection crews will typically work up to 12 hours per day, seven days per week unless otherwise specified or limited by contractual requirements. For safety reasons, collection crews will work during daylight hours only. Debris processing sites typically operate 24 hours per day, seven days per week if sufficient lighting is provided during evening hours, unless restricted by the contract. Traffic Control As discussed in other sections, Ceres requires and will provide certified traffic control personnel for debris collection, transportation, and processing operations. Competent and qualified personnel will be trained in traffic control procedures and will be provided necessary safety equipment and communication devices. Traffic control personnel will generally be placed at either end of a work zone in order to properly control the flow of traffic into and out of the work zone. Site Restoration The Site Restoration and Environmental Survey Plan will ensure that restoration of the site will meet the owner's requirements and local regulations. In addition to site cleanup and removal of all debris, the Restoration Plan will include requirements for achieving ground cover through topsoil and seeding specifications. Other requirements may be mandated by the Erosion Control Plan, such as maintenance of straw bales, retention ponds, or erosion control fencing until ground cover is established. An outside independent party may be employed to conduct a post utilization environmental survey in order to ensure satisfactory site conditions. Site closure is normally accomplished within 30 days of receipt of the last load of disaster related debris. C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-17 City of Pearland RFP # 0220-22 Debris Management Services Demobilization Phase The PM prepares a demobilization checklist that includes a punch list of items to be completed by staff. The Punch List may include items such as arrangement for future maintenance of erosion control measures. The PM and staff are also responsible for final report to the City which includes lessons learned and results of operations Documentation — Field Operations Production Reporting Ceres has developed specific internal procedures to ensure proper audit -quality documentation of daily project activities is captured and provided to the City. This includes project tracking forms, load tickets, truck certification logs, production logs, shift inspection checklists, safety meeting report forms, daily crew reports, and various equipment usage reports. Other reports are prepared and submitted to document project activities, progress, and quality control. Quality Control Daily Contractor Production and Quality Control reports will be completed each day of work and available the following work morning to the City. Original reports are maintained in the Mobile Command Center and daily reconciliation reports are generated to verify information reported on load tickets to information reported on daily production reports. The Project Manager and Project QC Manager will monitor information contained in the Daily Quality Control reports to ensure project activities conform to contractual requirements and that an acceptable level of project quality and workmanship is provided to the City. • The zone, Section number, and street where debris removal operations were conducted and/or completed. • The total number of personnel engaged in debris management and position or activity • Daily and aggregated man-hours • Then number of loaders and debris hauling vehicles in operation • Hours of use of trucks and equipment • The daily and aggregate volumes of debris, by type, removed and processed • The number, name and location of each debris management site in operation to include numbers and types of reduction equipment in use • Mulching machines in operation • The percent completion of the project • The estimated completion date • Any inspections conducted by federal, state or local government agencies • Any testing performed and/or test results • Quality control phases implemented, as applicable • Any corrective actions implemented • Any damage to private property caused by contractor operations Any reports of damage or claims made by citizens • Other information as may be required to fully and completely describe the contractor's daily operations • A weekly summary of the information from the daily reports • A final project summary report to describe all debris management activities conducted and conformance to contract specifications Additional information or reports as necessary to adequately document the conduct of debris management operations. CERES 027 Formalized quality control procedures are applied to each project to ensure documentation procedures are properly and fully implemented and to ensure conformance to project specifications. All personnel, including employees, subcontractors, and suppliers are subject to the provisions of the QC Program. For each project, a Quality Control Plan is specifically developed to detail the QC organization, individual responsibilities, monitoring procedures of activities and subcontractor activities, documentation requirements for Ceres personnel and all subcontractors, control phases or procedures, and identification and correction procedures for non -conforming activities. The remedies for non-conformance include termination. Exceptional quality control of each project promotes efficiency and avoids investigation and other potential losses. TERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-18 City of Pearland RFP # 0220-22 Debris Management Services Invoicing Ceres can provide invoices to the City on a bi-weekly, semi-monthly Month 1 Month 2 Month 3 month 4 Month 5 or monthly basis. With each invoice, appropriate documentation will be provided relating to the services provided during the invoice period. Documentation will meet the City ------ --- requirements and the federal requirements for funding and all, *I -P f..orerwx - ' to rival Report (Detail Descaiption) reimbursement purposes. Ceres4aa�„CW • An Deeds Ma— e—m Adwv es will provide technical assistance to T pe • Final DMml locaws the City in the completion of claims _ oaumetioaua� "The frnal report that you submitted...impressed Total cost Wooed to cores C" filed to FEMA or other agencies for even our FEMA Public Assistance Coordinator" AlkloonalWomiationUpon Re uest funding and reimbursement. A-oirectorofPublicwortcsicerescBent Finawzeaupon cwentAwoval documentation team will be assembled from representatives of quality control and accounting. This team will assist the City throughout the invoicing and reimbursement process long after the work has been completed. Reimbursement Assistance Ceres is trained and experienced in providing the necessary documentation and assistance toward the preparation of reimbursement claims (Project Throughout Ceres history, no governing entity has been Worksheets) for the City. If needed, Ceres will provide denied reimbursement for work Ceres has performed. the City with turnkey services or guidance and technical assistance to ensure proper preparation and submittal of claims for reimbursement and other available funding. Ceres' careful attention to documentation and strict quality control procedures will aid in the acceptance of a claim for reimbursement. Program Management Assistance Ceres is experienced and trained to provide all of the following services to the City: ■ Project Worksheet (PW) writing ■ Assistance with estimating debris volumes for Initial Damage Assessment (IDA) report ■ Expenditures eligible for reimbursement ■ Recovery Process Documentation ■ Recovery Process Oversight ■ Review of records system for applicability to federal and state requirements ■ Orientation and training of City personnel on documentation requirements ■ Claim documentation Project Closeout A final report will be submitted to the City upon project closeout. Ceres will prepare and submit a detailed description of all debris management activities including total volume of debris by type, final disposal locations and amounts of debris delivered to each, and total cost of the project invoiced to the City. Ceres will also supply additional information upon request of the City and understands that final project reconciliation must be approved by the City. C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-19 City of Pearland RFP # 0220-22 Debris Management Services Potential Scenarios Ceres is expert in quick -response service, as evidenced in a letter from the Superintendent of Public Works of Elizabethtown, Kentucky following a storm debris removal project: "...Your representatives and employees were cooperative and responsive to our suggestions and requests regarding the progress of the cleanup. Our town was cleaned up in an amazingly short time and our residents were very thankful." Ceres is also expert in high-volume projects, as shown by our 2018 Hurricane Michael response in Southwest Georgia, where Ceres was activated by the U.S. Army Corps of Engineers (USACE). At the mission's peak, Ceres was able to haul 140,000 CYs — 3.3% of the total project — in a single day. This was accomplished by utilizing 1,628 hauling vehicles and managing 144 subcontracts. The consistency of this type of significant progress allowed us to finish on schedule with the USACE staff drawdown plan. Ceres collected a total of 4.2 million cubic yards of debris. Daily CY Average per Week tat) so Fn I?7: 3i 1 !0 r UMI^. tv Aw N& per —0 •.•••.. hkMry h�rMry, 91 NOV "Off wNY Ceres is accomplished in all aspects of the work described in the RFP. Some of those tasks are performed in every project, while other activities are performed only in worst case scenarios. Whether Ceres is tasked with the smallest event or the most catastrophic, Ceres has experience and no task is too small nor too large. As the severity of an event increases, the physical scope of work of a project will grow. A major event will require a wider variety of services, and it will also require a more complex response with a corresponding higher level of management attention. All projects, from an Event Type 1: Spot Job — Localized, or large such as Event Type 7: Catastrophic Event — Total Management —City-wide will require some basic services including debris loading and hauling. The physical actions of loading debris, cutting trees, hauling debris, reducing debris, managing and closing out a site are similar on small and large events. The larger events also may require additional services including life support (water, ice, food), and as mentioned, the logistics and management abilities required on a larger event are at a higher level. Ceres is qualified to handle all events, large and small, as shown by our successful operations in each of the over 200 FEMA -reimbursed projects we have managed, whether Ceres handled over 13 million cubic yards of debris or less than 10,000 cubic yards of debris. The estimated cubic yards listed below are general estimates. Likewise, projected mobilization times and equipment usage given are general estimates. Graphical displays of approximated past performance on similar sized projects are given as a reference. The following pages describe 7 projected scenarios and detail projected quantities and production rates. Graphs of hauling production in cubic yards on previous projects performed by Ceres illustrate Ceres' ability to perform each scope of work in each scenario. The graphs are rough illustrations of vegetative and construction and demolition debris and may use rounded numbers. The graphs generally do not include CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-20 City of Pearland RFP # 0220-22 Debris Management Services stumps, white goods, and other types of materials. Severe one -day drops in production usually indicate a "weather day" of zero hauling for safety reasons. It is important to note that production rates vary for several reasons. In many cases, the rate of hauling is determined by how quickly citizens bring debris from private property to the curbside. In some cases, such as in Kansas City, the City preferred very quick production. In other cases, the local government wanted Ceres' hauling crews to stay on the job for an extended time even though production was low, because the citizenry needed time to bring debris to the curbside. Production rates in an event in Pearland will vary depending on the actual storm event and physical conditions, and also depending on the City's wishes, which may relate to how quickly residents can bring material out of their yards to the curbside. Generally, Ceres has the capacity to perform more rapidly than is preferred by the local government. Event Type: 1 Spot Jobs — Localized Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: Maximum of 1, no reduction Location of TDSR Sites: To be determined Size of TDSR Sites: 1 acre or more Collier County 8,920CY Mauled 10 Day% YAW I MNI lk"I *� �titi `�ti •`tip Jti� ��, ��. +�ti\ ��s Type of Hauling Equipment:. Knuckleboom self -loading trucks, dump trucks/trailers Total Expected Cubic Yards of Debris: less than 10,000 CY Quantity of Hauling Equipment: Ten trucks or less Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 100% in 24 hours Expected Management and Supervision Staff: 1 project manager, 1 or 2 foremen, 1 project accountant ' Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide one or more crews consisting of a chain saw crew with flaggers and self -loading knuckleboom trucks. A bobcat type loader may also be used. The crew would be supervised by a foreman who would interface with the City field representative, and a Ceres project manager would supervise the foreman and interface with the City administrators to assist with FEMA reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. Ceres will haul the debris to a TDSR site where it will be reduced by compaction ("walking" on the debris with tracked heavy equipment) and then transfer it to a recycling yard for grinding and conversion to mulch for recycling, or other method acceptable to the City. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 2 Small Event —Widespread or City-wide C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-21 City of Pearland RFP # 0220-22 Debris Management Services Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: up to 1 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 10 acres Type of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers Total Expected Cubic Yards of Debris: up to 30,000 CY Quantity of Hauling Equipment: up to 3 crews with a total of up to 12 trucks and 2 bobcats Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 100% in 24 hours Expected Management and Supervision Staff: 1 project manager, 1 superintendent, 1 foreman, 1 project accountant Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide two or three crews consisting of self -loading knuckleboom trucks with flaggers and chain saw operators. Bobcat type loaders would likely be used to forward material into larger piles for efficient pickup Smithfield, VA by self -loading knuckleboom trucks. Each 26,330 CY Hauled crew would be supervised by a lead man, ,PW 710''" and all crews would be supervised by a superintendent who would interface with the City field representative. A Debris Management Site (DMS) will be established, �q7' a Ceres site manager will be installed who IWO will manage the site operations, which would likely include a dozer, an excavator with ' d,, , P, d,3 grapple, a tub grinder or air curtain �' Q\�>> �\��go titi\O' ye`~''se �'se � b 1�1� 4d� 1y�ti incinerator and dump trucks to haul out ,b .a �4` �_� �4 reduced debris (ash or wood chips). A Ceres project manager would supervise the superintendent and DMS site manager and will supervise site restoration. The Ceres project manager will also interface with the City administrators to assist with FEMA reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. Ceres will haul the debris to a TDSR site where it will be reduced by grinding and then transferred by "live floor" or "walking floor" trucks with approximately 90 cubic yard capacity to a recycling yard for grinding and conversion to mulch for recycling, or other method acceptable to the City. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 3 Significant Event — Removal, Reduction, Hauling — Woody Debris Only — Widespread or City-wide Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: 2 or 3 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 15 acres Type of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers, other Total Expected Cubic Yards of Debris: up to 400,000 CY Quantity of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers, approximately 8 crews with approximately 46 trucks total. (:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-22 City of Pearland RFP # 0220-22 Debris Management Services Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 50% in 24 hours, 100% in 48 hours Expected Management and Supervision Staff: General Management: 1 project manager, 1 site superintendent, 1 project superintendent, 2 foremen, 1 quality control officer, 1 administrator, 1 clerk, 1 subcontracting officer, 1 safety and health officer; plus Expected Personnel per TDSR Site: 1 TDSR Site Manager, 1 foreman with truck and cell phone, 1 assistant foreman, 5 to 8 heavy equipment operators, 2 to 4 flaggers for traffic control, 1 to 5 additional laborers for segregation and other material handling Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide several crews consisting of trucks, loaders, chain saw operators, and flaggers. Trucks and loading equipment would be West Palm Beach, Ft provided with each crew, including self- 405,200CY Hauled loading knuckleboom trucks and other 114 Days loading and hauling equipment. Bobcat type loaders would likely be used to forward material into larger piles for t[Mq V11 efficient pickup by self -loading knuckleboom trucks. Each crew would be supervised by a lead man, and each crew would be supervised by a foreman who would report to the Ceres superintendent who would interface with the City field representative. A Ceres site manager will be installed who will manage the TDSR site operations, which would likely include a tub grinder or air curtain incinerator, a dozer, an excavator with grapple and dump trucks to load out. A Ceres project manager would supervise the superintendent and DMS site manager and will supervise site restoration. The Ceres project manager will also interface with the City administrators to assist with FEMA reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled, the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the prior approval of the City, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 4 Significant Event — Removal, Reduction, Hauling, and Separating — Mixed Debris — Widespread or City-wide Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: 3 to 5 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 20 acres Type of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers Total Expected Cubic Yards of Debris: up to 775,000 CY Quantity of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers, approximately 12 crews with approximately 63 trucks Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 50% in 24 hours, 100% in 48 hours Expected Management and Supervision Staff: General Management: 1 project manager, 1 site superintendent(s), 1 project superintendent, 3 zone managers, 5 foremen, 1 administrator, 1 accountant, 1 C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-23 City of Pearland RFP # 0220-22 Debris Management Services quality control officer, 1 clerk, 1 subcontracting officer, 1 safety and health officer, 1 public relations officer; plus Expected Personnel per TDSR Site: 1 TDSR Site Manager, 1 foreman with truck and cell phone, 1 assistant foreman, 5 to 8 heavy equipment operators, 2 to 4 flaggers for traffic control, 1 to 5 additional laborers for segregation and other material handling Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide several crews consisting of trucks, loaders, chain saw operators, and flaggers. Trucks and loading equipment would be provided with each crew, including self -loading knuckleboom trucks and other loading and hauling equipment. Bobcat type loaders would likely be used to forward Kansas City, MO material into larger piles for efficient 667,340CY Hauled pickup by knuckleboom self -loading 43 Days trucks. Each crew would be 75°< First Pass supervised by a lead man, and each 4W04 crew would be supervised by a 3560" foreman who would report to the Second Pass IVV Ceres superintendent who would W interface with the City field representative. A Ceres site manager 10000 will be installed who will manage the soon TDSR site operations, which would ° likely include a tub grinder or air tia'ti ti�1 tip` tip~ ��,ti tip` titi curtain incinerator, a dozer, an 1>1\ excavator with grapple and dump trucks to load out. A Ceres project manager would supervise the superintendent and DMS site manager and will supervise site restoration. The Ceres project managerwill also interface with the City administrators to assist with FEMA reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. The project manager together with the project superintendent would interface daily with City representatives to review the previous day's progress and would assign streets and geographic territories to crews based on previous progress and input from City representatives. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled, the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 5 Catastrophic Event — Removal, Reduction, Hauling, and Separating — Mixed Debris —City-wide Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: 4 to 6 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 20 acres Type of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers Total Expected Cubic Yards of Debris: up to 1,500,000 CY Quantity of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers, approximately 32 crews with approximately 87 trucks Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 25% in 24 hours, 50% in 48 hours, 100% in 72 hours C:ERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-24 City of Pearland RFP # 0220-22 Debris Management Services Expected Management and Supervision Staff: General Management: 1 project manager, 1 project superintendent, 4 site superintendents/zone managers, 10 foreman, 1 FEMA/City liaison, 1 quality control officer, 1 administrator with 3 clerks, 1 subcontracting officer, 1 safety and health officer, 1 accountant; plus Expected Personnel per TDSR Site: 1 TDSR Site Manager, 1 foreman with truck and cell phone, 1 assistant foreman, 5 to 8 heavy equipment operators, 2 to 4 flaggers for traffic control, 1 to 5 additional laborers for segregation and other material handling Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide crews consisting of trucks, loaders, chain saw operators, and flaggers. Trucks and loading equipment would be provided with each crew, including self -loading knuckleboom trucks and other loading and hauling City of Baton Rouge/Parish of East Baton equipment. Bobcat type loaders would likely be used to forward material into Rouge, Ha larger piles for efficient pickup by self- 1,956,OSSCVHauled loading knuckleboom trucks. Each ioaoays I1UArNXl rK, crew would be supervised by a lead man, and each crew would be supervised by a foreman who would Ta.u%lao ' report to the Ceres superintendent 60.00nW who would interface with the City field VO' q'� representative. A Ceres site manager eo.000.00 will be installed who will manage the e„c.",u„ j, _ TDSR site operations, which would 10.axl.+tr '"'r likely include a tub grinder or air curtain IIT i.' di ,p+T r:.N, unix„: �; ; �,y incinerator, a dozer, an excavator with grapple and dump trucks to load out. A Ceres project manager would supervise the superintendent and DMS site manager and will supervise site restoration. The Ceres project manager will also interface with the City administrators to assist with FEMA reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. The project manager together with the project superintendent would interface daily with City representatives to review the previous day's progress and would assign streets and geographic territories to crews based on previous progress and input from City representatives. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled, the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 6 Catastrophic Event — Site Management — City-wide Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Number of TDSR Sites: 4 to 6 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 20+ acres (possible site layout illustrated below) Total expected cubic yards of debris to process and document: 1,304,369 (see table above) Time elapsed from Notice to Proceed to first arrival onsite of equipment: 1 hour Time elapsed from Notice to Proceed to complete mobilization: 25% in 24 hours, 50% in 48 hours, 75% in 72 hours, 100% in 96 hours C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-25 City of Pearland RFP # 0220-22 Debris Management Services Expected Management and Supervision Staff: General Management personnel: 1 project manager, 1 assistant project manager, 1 project superintendent, 1 assistant project superintendent, 1 FEMA/City liaison, 1 quality control officer, 1 administrator with 1 clerk, 1 subcontracting officer, 1 safety and health officer, 1 accountant with 2 clerks and data entry personnel as required; Expected personnel per TDSR Site: 1 TDSR Site Manager, 1 foreman with truck and cell phone, 1 assistant foreman, 7 or 8 heavy equipment operators, 2 to 4 flaggers for traffic control, 3 to 5 additional laborers for segregation and other material handling Quantity of equipment per site: 1 grinder, 2 excavators and/or backhoes with grapples, 1 dozer, 1 -wheel loader with rake, 1 -wheel loader with bucket, 1 maintenance truck, 1 water truck for fire suppression, 1 to 2 inspection towers, 1 hazardous materials containment area. Methodology for accepting and measuring of debris: Inspection — From the constructed tower, the City's designated monitor will determine the capacity of the truck and estimated load volume (percent capacity), and evaluate the load for contaminants requiring segregation. The monitor will instruct the driver regarding the appropriate dump location at the site and will verify the truck is completely empty following dumping. The monitor will complete the load ticket presented for each load delivered to the site. Unloading - After inspection, the material will be forwarded to the tipping area supported by a wheel loader with rake and laborers. The laborers will inspect the debris and remove any contaminants. Contaminants that are hazardous will be handled by the hazardous toxic waste specialist, staged in the hazmat containment area, and disposed of in accordance with federal, state, and local requirements. Other contaminants, such as metal, will be segregated accordingly. Segregation - While vegetative debris is generally the most voluminous debris stream, due to the nature of the storm, material segregation is frequently required in order to properly and efficiently process the debris. Collection crews will segregate grindable (vegetative) debris from non-grindable debris to the maximum extent possible during collection and loading operations. These loads, which may contain debris ranging from white goods, household hazardous waste (HHW), e -waste, and other materials, will be segregated and sorted either manually or mechanically to remove the contaminants and then moved to the appropriately lined/fenced areas at the DMS. Reduction - A wheel loader with rake will push material to the excavators and backhoes for loading material into the grinder. If the mulch produced from grinding is to remain on site for more than four weeks, the mulch piles will then be stacked no higher than 12 feet to minimize the potential for spontaneous combustion. Grinders will operate a safe distance from all other areas of the site to eliminate risk of injury from projectile debris from the grinder. The Dust Control plan will be implemented to ensure dust from the grinder does not impact the adjacent properties. All equipment in the vicinity of the grinders will be equipped with fully enclosed cabs. If burning is allowed, the debris, once piled in the vicinity of the burn pit area, will be fed into the Air Curtain Incinerator in such a manner as to promote complete combustion. The backhoe will also set aside for forwarding any material that would process more efficiently in a chipper/grinder, such as large diameter logs or stumps. The Air Curtain will be operated at least 100 feet from any stockpile of debris and at least 1,000 feet from any occupied structure. Final Disposal — Once debris measurement and processing operations are complete, the segregates non- grindables will be recycled to the maximum extent possible. Metals and concrete will be baled, crushed, or CERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-26 94 r..tl7 t,alu D�epp� Tvl►rr Debris Pile with adequate room 0104 � forturnaround ns I i OrlMI — ► -- ► ss am ►l►a 1"osldf�r rhl.ri. f� ��. � rui}udw `�� r Nr UuchYa 1prlver+lr►r �� ' TYd�Weo' i Methodology for accepting and measuring of debris: Inspection — From the constructed tower, the City's designated monitor will determine the capacity of the truck and estimated load volume (percent capacity), and evaluate the load for contaminants requiring segregation. The monitor will instruct the driver regarding the appropriate dump location at the site and will verify the truck is completely empty following dumping. The monitor will complete the load ticket presented for each load delivered to the site. Unloading - After inspection, the material will be forwarded to the tipping area supported by a wheel loader with rake and laborers. The laborers will inspect the debris and remove any contaminants. Contaminants that are hazardous will be handled by the hazardous toxic waste specialist, staged in the hazmat containment area, and disposed of in accordance with federal, state, and local requirements. Other contaminants, such as metal, will be segregated accordingly. Segregation - While vegetative debris is generally the most voluminous debris stream, due to the nature of the storm, material segregation is frequently required in order to properly and efficiently process the debris. Collection crews will segregate grindable (vegetative) debris from non-grindable debris to the maximum extent possible during collection and loading operations. These loads, which may contain debris ranging from white goods, household hazardous waste (HHW), e -waste, and other materials, will be segregated and sorted either manually or mechanically to remove the contaminants and then moved to the appropriately lined/fenced areas at the DMS. Reduction - A wheel loader with rake will push material to the excavators and backhoes for loading material into the grinder. If the mulch produced from grinding is to remain on site for more than four weeks, the mulch piles will then be stacked no higher than 12 feet to minimize the potential for spontaneous combustion. Grinders will operate a safe distance from all other areas of the site to eliminate risk of injury from projectile debris from the grinder. The Dust Control plan will be implemented to ensure dust from the grinder does not impact the adjacent properties. All equipment in the vicinity of the grinders will be equipped with fully enclosed cabs. If burning is allowed, the debris, once piled in the vicinity of the burn pit area, will be fed into the Air Curtain Incinerator in such a manner as to promote complete combustion. The backhoe will also set aside for forwarding any material that would process more efficiently in a chipper/grinder, such as large diameter logs or stumps. The Air Curtain will be operated at least 100 feet from any stockpile of debris and at least 1,000 feet from any occupied structure. Final Disposal — Once debris measurement and processing operations are complete, the segregates non- grindables will be recycled to the maximum extent possible. Metals and concrete will be baled, crushed, or CERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-26 City of Pearland RFP # 0220-22 Debris Management Services otherwise processed for transport to recycling facilities. Clean that has been processed into mulch will be loaded into live bottom or similar hauling vehicles for delivery to the final disposal location. Mulch will be applied or disposed of at a site(s) approved by the City, as appropriate. The handling of incinerator ash material will comply with all federal, state, and local laws and regulations. Site Closure - The Site Restoration and Environmental Survey Plan will ensure that restoration of the site will meet the owner's requirements and local regulations. In addition to site cleanup and removal of all debris, the site will be returned to its pre -storm condition or better via providing sufficient ground cover, grading, and seeding as necessary. An outside independent party may be employed to conduct a post utilization environmental survey in order to ensure satisfactory site conditions. Site closure is normally accomplished within 30 days of receipt of the last load of disaster related debris. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City -authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled, the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. Event Type: 7 Catastrophic Event — Total Management — City-wide Ceres Headquarters Office Location: Houston, Texas permanent office with mobile Pearland office Total management would effectively combine the two above Catastrophic Events Types: 5 — Removal, reduction, hauling, and separating mixed debris along with 6 — Site Management Number of TDSR Sites: 6 to 8 Location of TDSR Sites: To be determined Size of TDSR Sites: 5 to 20+ acres Type of Equipment: Self -loading knuckleboom trucks, dump trucks/trailers for the ROW/ROE loading and hauling to the temporary sites; and grinders, excavators and/or backhoes with grapples, wheel loader with rake, wheel loader with bucket, maintenance truck, water truck for fire suppression, debris inspection towers, and hazardous materials containment area for site management Total Expected Cubic Yards of Debris: up to 2,300,000 CY Quantity of Hauling Equipment: Self -loading knuckleboom trucks, dump trucks/trailers, approximately 75 crews with approximately 209 trucks Expected Management and Supervision Staff: General Management: Citywide (per site personnel listed separately below): 1 project manager, 1 assistant project manager, 6 to 8 site superintendent(s), 1 project superintendent, 1 assistant project superintendent, 12 to 18 foreman, 1 FEMA/City liaison, 1 administrator with 4 clerks, 1 quality control officer, 1 safety and health officer, 1 public relations officer, 1 accountant with 1 clerk; For each TDSR Site, listed as follows: 1 site manager, 1 assistant site manager, 2 foremen, 1 lead man, 5 to 8 heavy equipment operators, 3 to 6 flaggers for traffic control, 3 to 5 additional laborers for segregation and other material handling per each TDSR site. Methodology for Scheduling and Routing the Removal of Debris: Ceres would provide crews consisting of trucks, loaders, chain saw operators, and flaggers. Trucks and loading equipment would be provided with each crew, including self -loading knuckleboom trucks and other loading and hauling equipment. Bobcat type loaders would likely be used to forward material into larger piles for efficient pickup by knuckleboom self -loading trucks. Each crew would be supervised by a lead man, and each crew would be supervised by a foreman who would report to the Ceres superintendent who would interface with the City field representative. A Ceres site manager will be installed who will manage the TDSR site operations. Operations at the various TDSR sites would be congruent with the method of operations as listed above, from site inception, preparation, debris acceptance, segregation, processing, haul out, and site closure. A Ceres project manager would supervise the superintendent and DMS site manager and will supervise site restoration. The Ceres project manager will also interface with the City administrators to assist with FEMA CERESTab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-27 City of Pearland RFP # 0220-22 Debris Management Services reimbursement including writing the Project Worksheet. Ceres' expert FEMA reimbursement staff would be available to assist further with FEMA reimbursement issues. The project manager together with the project superintendent would interface daily with City representatives to review the previous day's progress and would assign streets and geographic territories to crews based on previous progress and input from City representatives. Administration: All trucks would be placarded and certified by Ceres and City personnel, and each load would be ticketed by a City -authorized monitor. All loads will pass under an inspection tower and will be "scaled" or "called" by a City authorized monitor and the load call will be recorded on the load ticket. Ceres will use its proprietary load ticket software that has been successfully used for twelve years on FEMA - reimbursed projects. Daily reports will be issued by Ceres stating the amounts of debris hauled, the types of debris, and the zones from which the debris originated. Additional information will be provided by Ceres as requested by the City. Ceres, with the City's prior approval, will make available updates to citizens through internet access, including information on which areas have been cleared, and the proposed schedule for future clearing of debris. C:ERES Tab 3 Technical Approach Section 2 Understanding of the Scope of Services Page 3.2-28 City of Pearland RFP # 0220-22 Debris Management Services 3.3 Additional Services Ceres Environmental Services, Inc. can supply City of Pearland with additional services that may not be covered in the RFP Pricing Schedule. These include re-establishing communications, supplying temporary housing and restroom facilities, beach and shoreline restoration, and canal and river debris removal and restoration, as well as others described below. Teaming relationships with subcontractors experienced in marine recovery efforts allow us to handle sunken vessel removal. Pricing for any of these additional services must be determined by negotiation in accordance with FEMA guidelines to supply services that are reimbursable by FEMA to the City. The Public Assistance Guide, FEMA 322 is an invaluable reference especially the section in "Chapter 2: Eligibility" headed 'Categories of Work' beginning on page 66. Removal and Replacement of Sand and Debris With a task order from the City to the Project Manager, Ceres crews will segregate, collect, transport, process, and dispose/replace sand and debris displaced by the event. Each general clean-up crew will likely consist of the following equipment. ■ One Wheeled Loader with Rake/Bucket ■ One to six Semi-Tractor(s) with Trailer(s) ■ One Screening Plant ■ One Front-end Mechanical Broom Sweeping As directed by the City, Ceres will provide a front-end mechanical broom sweeper to clear streets, gutters, and storm -drains of scattered tree debris. Work will be assigned by sections or quadrants. Debris will be consolidated into piles of approximately five CYs and located as to not disrupt pedestrian or vehicular traffic. Piles will then be loaded and hauled. Sand will be handled as directed by the City. Temporary Housing - Base Camps and Bunkhouses Ceres can provide the City with a wide variety of emergency housing options. Fully containerized bunkhouses can be trailered to a City location, or more long-term solutions can be built such as large housing tents and hard wall constructions. Food Service/Catering Ceres can provide meals as directed by the City either through a mobile kitchen or in a variety of ready -to - eat formats upon issuance of a City task order. We can provide a mobile kitchen supported by a reefer container that is capable of feeding 250-1000 personnel three basic meals per day. We can supply more elaborate meals if desired. Supplying our personnel and subcontract personnel with meals is done using the most cost-effective method. When a large number of personnel with similar schedules are housed together, we have used group dining. Ceres provides food service through various subcontracting relationships. Meal options can be as simple as self -heating single meals, orfull-service dining, with temporary kitchen facilities and a dining galley. Temporary Restroom and Shower Facilities If sewer and water utilities are unavailable, Ceres can supply a range of temporary restrooms and shower facilities. These include single stall, standardized port -a -johns, and multiple -stall comfort stations, completely containerized shower facilities, and assembled corral -type showers. Ceres works with City personnel to identify specific needs and arrange to have sufficient facilities in place to accommodate every need. During our Hurricane Katrina response, Ceres provided life support including meals, shelter, showers and sanitary facilities for 400 people. We also supplied travel trailers for our own personnel due to the unavailability of housing. Following Hurricane Ike in Texas in 2008, Ceres provided Chambers County with hot meals in four locations plus showers and sanitary facilities. Potable Water and Ice Delivery Ceres will supply the City with appropriate potable water, ice, and also necessary refrigeration and freezer units to store food, water and ice if required. C:ERES Tab 3 Technical Approach Section 3 Additional Services Page 3.3-1 City of Pearland RFP # 0220-22 Debris Management Services Temporary Power Generation Through agreements with various suppliers, Ceres can provide many options for temporary power generation. Both gas and diesel generators ranging from 5kw up to 1,600kw can be onsite, available for use in short order. Temporary Roofing Facilities (Dry -In) Ceres is well versed in temporary roofing operations and has been successfully installing temporary dry -in on facilities since our response to Hurricane Georges in 1998. Roofing materials would vary depending on the size of repair and severity of damage; however, most common repairs would be completed with high quality plastic sheeting, furring strips and nails. Payment is based upon per square foot of roof covered. Government Temporary Trailer Installation If required, Ceres will provide crews to install government supplied housing (travel trailers). We have performed installations ranging from simply setting and securing the trailer to full installations including routing sewer lines, water taps, power poles, and building ramps/steps for easy access. Sewer, Culvert, and Catch Basin Cleaning If required, Ceres will supply full-service cleaning/pumping for sewers, culverts, and catch basins. We will provide qualified crews and can supply diesel and gas powered, trash, submersible hydraulic, double diaphragm and centrifugal pumps to allow for cleaning of pipes from an 8 -inch diameter up to and beyond 5 -foot diameter pipes. Hazardous Waste Collection, Storage, and Disposal Household Hazardous Waste must be picked up separately from all other debris in the ROW. The HHW will then be segregated in a lined containment area at each temporary disposal site. Payment for collection and disposal in accordance with all local, state, and federal laws and regulations will be made per pound. Mobile Office Command Center Ceres has a number of containerized offices that can be used mobile command centers. These can be moved to the disaster zone via low bed trailers and semi tractors. We also have access to additional units through our partnering relationships. These mobile offices can be onsite, equipped with satellite communications and internet, and fully operational within hours. Dead Animal Carcasses When required, carcasses of dead livestock, poultry, and large animals can be removed by Ceres. FEMA reimbursement is contingent on the determination by the City that they represent an imminent and significant threat to public health and safety. The carcasses will be removed to the TDMS and/or a final disposition site approved by the City. Roll -off Hauling Two separate roll -off -related services might be requested by the City. The services may require 10 and 40 cubic yard roll -offs. The roll -off service will use sufficient trucks to ensure roll -offs are filled repeatedly with minimum wait time. River and Canal Debris Removal Ceres has experience in clearing river, streams waterways and canals following Katrina in Louisiana. Debris removal can be accomplished with long reach excavators in some instances, and where required, floating cranes and other amphibious equipment would be mobilized. Several of Ceres' subcontractors are specialists in waterway activity including debris removal. Wet soil conditions and mud will cause problems for wheeled vehicles, making low ground pressure equipment a necessity. Allocation of equipment is always important, but special care must be taken to deploy equipment that will not easily become stuck when cleaning logjams and waterways. Ceres has also performed emergency levee repair. We own most of the heavy equipment necessary for this work and we have experienced operators available to operate the equipment. Heavy rainfall, especially following high wind conditions, may cause waterways and canals to become clogged with vegetative and other debris. Logjams must be removed so that future rainfall does not contribute to more flooding, and to promote unimpeded water drainage of any existing flood situation. CERES Tab 3 Technical Approach Section 3 Additional Services Page 3.3-2 City of Pearland RFP # 0220-22 Debris Management Services Existing debris piles near waterways and canals should be removed on a priority basis, so that if additional rain occurs the debris will not float into the drainage system and cause further problems. Water-based, three feet or less of water depth Depending on the characteristics of the waterway, temporary bypass pumping, cofferdams, or other means to control the flow of water may be used to enable operation in the waterway. Dependent on the ability to control the flow of water, various methodologies would be used. These methods could include a combination of the following: ■ Hydraulic Long Reach excavators operated from shore ■ Willow draft work platforms with Hydraulic Excavators and Grapples ■ Winch Truck ■ 17 -foot utility work boats with 25hp out -board motor. ■ Cable Skidders or Tractor Dozers with Winches- laborers would be used to attach the cables to the debris in the waterway, creek, or tributary. Water-based, greater than three feet of water depth The removal of vegetative, construction, and demolition debris, hazardous material, and recyclable material in greater than three feet of water will be accomplished primarily with floating plants equipped with spuds supporting hydraulic excavators with long booms equipped with material grapples and materials barges, although a combination of approaches previously detailed may be used. A flexi-barge will be used along with a winch truck as well as a utility work boat with motor. Exact methods are dependent on local conditions and geography. Beach Restoration Ceres will screen debris -laden sand from beach areas and will remove sand if acceptable adjacent borrow areas exist, to replace sand lost to storm activity. If appropriate borrow areas do not exist, Ceres will transport City -purchased sand at trucking prices consistent with existing proposal trucking prices. Ceres will use a trommel screen or equivalent onsite at the beach for screening and will use appropriate dump trucks or off-road dump trucks to transport clean sand. Ceres will use a long -boom hydraulic excavator to excavate borrowed sand adjacent to the beach and will use a wheel loader to place the sand after dumping. River and Canal Shore Line Restoration Ceres will transport and place fill material purchased by the City to river and canal shorelines. The material will be transported by on -road and off-road dump trucks and placed by wheel loaders. Site Restoration Ceres ensures that any and all sites, whether used for temporary debris storage and reduction, equipment staging, or that was disturbed during debris removal operations, will be returned to pre -storm conditions or better. Restoration of the disturbed, staging, and access areas will be accomplished using high-grade fill dirt graded to specifications and topped by sodding, seeding and/or hydro seeding. All slopes steeper than 3 to 1 will also receive erosion control blankets. C:ERES Tab 3 Technical Approach Section 3 Additional Services Page 3.3-3 City of Pearland RFP # 0220-22 Debris Management Services 3.4 Ability to Handle Multiple Contractual Obligations Due to the nature of disaster relief work, it is difficult to project workload; however, Ceres has the proven resources and experience to handle multiple events and locations. Our successful experience in multiple response situations as well as our substantial resources and teaming relationships ensures that Ceres' performance on this contract will be to the City's utmost satisfaction. From January to June 2018, Ceres actively worked in Lake, Mendocino, and Napa (LMN) Counties as part of the U.S. Army Corps of Engineers (USACE) Disaster Recovery effort after the President declared a federal State of Emergency as a result of the Northern California Wildfires. From May to November 2018, Ceres worked in Livingston Parish, LA to remove vegetative debris from waterways. The project was aimed at reducing flooding and improving navigation along the Tickfaw River, Natalbany River and West Colyell Creek. In September of 2018, Ceres responded to 12 different jurisdictions in North and South Carolina after they were struck by Hurricane Florence. A few weeks later, Hurricane Michael struck the Florida panhandle, making it the first Category 4 hurricane ever to make landfall in that area. As it moved inland, it decreased in intensity to become a Category 3 storm — the first to ever strike the State of Georgia. Following that storm, Ceres was activated by the USACE under the ACI SAD Restricted contract in 13 Georgia counties, while we were also actively working in additional jurisdictions in both Florida and Georgia. Additionally, Ceres operated two year-round green waste reduction yards in Texas and Minnesota, producing mulch and compost for sale back to the general public. USACE USACE Lake, Mendocino and 13 SW GA Counties Napa Counties, CA ��Albany, GA Panama City, FL 11 1 Jackson County, Fli Leon County, FL I Tallahassee, FL FLA&M University) • Hurricane Florence O Hurricane Michael O 2017 California Fires • LA Floods - Emergency Watershed Protection Program 2018 U.S. Disaster Responses C:ERES Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-1 City of Pearland RFP # 0220-22 Debris Management Services In August 2017, Ceres responded to seven jurisdictions in Texas following Hurricane Harvey. Within the next several weeks, Ceres responded to 35 jurisdictions in Florida and performed two emergency contracts in Georgia after Hurricane Irma. Additionally, Ceres worked under the U.S. Army Corps of Engineers (USACE) in Puerto Rico and the Virgin Islands, where both Hurricanes Irma and Maria caused severe damage and devastation. e Hurricane Harvey C Hurricane Irma 0 Hurricane Maria DMP Central Region DTOP Southern Reaioni PR 2017 U.S. Storm Responses I t USACE, USVI 4*01 4* 1 AUanc, G', Atlantic Beach, F TM - Jacksonville Beach, Winter Park, FL ynn County, GA /I FDOT District 5 —` Melbourne, FL Pasco County, FL Palm Bay, FL Oldsmar, FL Indian River County, FLI Tampa, FL Port St. Lucie, FL I FDOT District 7, FL Jupiter Island, FL i Pinellas County, EL Palm Beach Gardens, F. Gulfport, FL Palm Beach, FL New College I �I FDOT District 1 I Orange County, FL I Broward County, FL Sweetwater, FL i Palmetto Bay, FL j \ N. Lauderdale, FL I Hollywood, FL i Miramar, FL Bal Harbour, FL ! Miami Beach, FL j Miami, FL Miami -Dade County, FLI Miami -Dade Count' Schools CERES Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-2 City of Pearland RFP # 0220-22 Debris Management Services In 2016, Ceres was already working in Louisiana following heavy rains and flooding when Hurricanes Hermine and Matthew hit the U.S. coast within a month of each other. Ceres responded to several counties in Florida and Georgia after Hurricane Hermine and then to an additional 14 jurisdictions in Florida, Georgia, South Carolina and North Carolina after Hurricane Matthew. 0 Ongoing Operations _j 0 Storm Respon Following Winter Storm Cara in November 2015, Ceres responded to the Oklahoma Environmental Management Authority (OEMA) and began to mobilize staff and equipment within 24 hours of the Notice to Proceed, finishing the first pass in the first two days of operations. When Winter Storm Goliath hit Texas and Oklahoma just one month later in December, Ceres already had staff and equipment positioned to respond in Oklahoma. As more debris piled up following Goliath, Ceres extended its services to the City of Warr Acres, plus Canadian County and four other cities under the OEMA. In 2014, Ceres responded to two large-scale projects following Winter Storm Pax, which covered the Southeast in freezing rain and ice. Ceres removed and disposed of approximately one million cubic yards of debris in Columbia County, GA and Guilford County, NC. C:E:9ES Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-3 Winter Storm Goliath Oklahoma Environmental Management Authority Hurricane Matthew Lenoir County, NC _ Hurricane Matthew Savannah, GA & Hurricane Matthew Flood Response J Brunswick, GA Bald Head Island, NC Bastrop County, TX Hurricane Hermine Hurricane Matthew Glynn County, GA SC DOT w Hurricane MattheCeres Mulch �15 Years , J Beaufort County, SC Hurricane Matthew --" es Flood Response Jacksonville Beach, FL Livingston Parish, LA & Hurricane HermineNIJ Hurricane Matthew Zachary, LA n Pasco County, FL Indian River County, FL 2016 U.S. Storm Responses : ; "„ „ ; Hurricane Matthew Palm Beach Gardens, FL Following Winter Storm Cara in November 2015, Ceres responded to the Oklahoma Environmental Management Authority (OEMA) and began to mobilize staff and equipment within 24 hours of the Notice to Proceed, finishing the first pass in the first two days of operations. When Winter Storm Goliath hit Texas and Oklahoma just one month later in December, Ceres already had staff and equipment positioned to respond in Oklahoma. As more debris piled up following Goliath, Ceres extended its services to the City of Warr Acres, plus Canadian County and four other cities under the OEMA. In 2014, Ceres responded to two large-scale projects following Winter Storm Pax, which covered the Southeast in freezing rain and ice. Ceres removed and disposed of approximately one million cubic yards of debris in Columbia County, GA and Guilford County, NC. C:E:9ES Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-3 City of Pearland RFP # 0220-22 Debris Management Services In 2011, Ceres responded to the spring tornadoes that devastated the South, the spring floods in North Dakota, Hurricane Irene in North Carolina and Virginia, and Winter Storm Alfred in the Northeast. Ceres accomplished eight separate contracts while fulfilling all contractual obligations. Flood Response Minot and Ward County. N D • Ongoing Operations O Storm Response 2011 U.S. Storm Responses Winter Storm Alfred I Simsbury. CT sm- During the summer of 2008, Hurricanes Dolly, Gustav and Ike all impacted the Gulf Coast. When Dolly hit the Texas coast Ceres was ready, with people, subcontractors and equipment already on the ground in Cameron County, TX. Ceres managed our own crews and crews of five different Subcontractors in our response to clean-up debris in Cameron County, TX. As Ceres' response to Dolly was wrapping up, Gustav hit Louisiana, and two weeks later Ike hit the Houston, TX area. Ceres responded quickly to both new storms, performing in 11 different locations covered by separate debris removal contracts in Texas and Louisiana. CERE�Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-4 City of Pearland RFP # 0220-22 Debris Management Services hm .yam • Ongoing Operations - Floods 1 ; Waterloo. Iowa O Storm Response I `� Hurricane Gustav Baton Rouge, Louisiana Hurricane Ike Y Vermilion Parish '�Tro�pical Storm Fay N Hurn 'e Ike - `l Galveston, Texas Hurricane Ike & Gustav Jefferson Parish ' Hurricane Dolly Hurricane Ike & Gustav Cameron County Grand Isle I , Huffkane Ike Hurricane Ike & Gustav I 2008 U.S. Storm Responses chambers County Lafitte 1 Following Hurricanes Katrina, Rita, and Wilma in 2005, Ceres performed several other emergency response contracts — often at the same time — including: Katrina debris removal for the City of Biloxi; Hurricane Wilma debris removal for the City of Palm Beach Gardens, FL; Katrina debris removal for the Parish of Terrebonne, LA; and the installation of over 22,000 temporary roofs on private residences in two states under two separate "Blue Roof' contracts with the U.S. Army Corps of Engineers (USACE). During this same period, Ceres maintained its schedule on its non -disaster construction and environmental work for the U.S. Department of Agriculture, the Army Corps, and other customers in CA, TX, AR, MN and PR. [FRES Tab 3 Technical Approach Section 4 Ability to Handle Multiple Contractual Obligations Page 3.4-5 City of Pearland RFP # 0220-22 Debris Management Services 3.5 Technical Data Recovery Services From experience on over 220 FEMA -reimbursed projects, Ceres Environmental Services, Inc. knows that accurate and organized recordkeeping and reporting is vital to successful completion of a project. To fulfill this need, Ceres provides support and assistance through every step of the project. After the project is completed, Ceres will attend post -project briefings and provide our lessons learned and recommendations for the next project to the City of Pearland. Ceres' careful attention to documentation and strict quality control procedures will aid in the acceptance of a claim for reimbursement. Throughout Ceres' history, no client has been denied reimbursement for work Ceres has performed. Ceres has FEMA reimbursement liaison officers on staff that provide expertise to Ceres and the City in order that all Project Worksheet activities and other reimbursement documentation are filed successfully. LOAD TICKET TIC01 ND. CONTRACT NO Cow"C7ov. DATE DOW OUAMM truck Na capes" ECYI load siV ICY] ions Trude Driver 101841% CASSFICAWN &rtrWDlB Non-6umaNe Mixed i111 W_ r LocanoN Zone/5edion DurnpOe f"'10 Inspec!or Loading frig 21 22 CERE EMY1*6NMEM AIL r�YWLUW Canrroctowne repave Cki.+� [V* cems Gard 01her Leen Cuslwir ar Documentation — Field Operations Ceres has its own forms for truck certification, load tickets, force account labor and equipment, man-hours, and equipment supplied. Ceres is pleased to provide these, and any other forms needed for the City. Ceres often provides these forms to clients during disaster response projects. For example, Ceres performed cleanup in two counties in Kentucky after the devastating ice storm in January 2009. Since the Commonwealth performed its own monitoring, Ceres brought its own truck certifications, load tickets, and other required forms for the Commonwealth monitors' use. The Commonwealth eventually requested extra forms from Ceres for use in other counties where Ceres was not working. In addition to its proprietary forms, Ceres is also familiar with the sample forms included in the Public Assistance Debris Management Guide FEMA -325 published by the Department of Homeland Security. This publication provides guidelines for debris management from preparation to concluding response. Appendixes C and D of the Guide provide multiple forms for use during monitoring, including load tickets and truck certifications. Ceres is also aware of the FEMA Public Assistance Program and Policy Guide (PAPPG), which supersedes FEMA -325 and Title 2 of the Code of Federal Regulations (CFR) Part 200 Procurement Standards. In short, Ceres has access to all the information required to meet FEMA guidelines. Ceres keeps multiple copies of the Public Assistance Debris Management Guide FEMA -325 in stock at all times. When a project is initiated, Ceres brings enough copies so that any City staff member who wishes may obtain his or her own free copy. Ceres can provide copies of the Guide upon contract award or advise the City on how to obtain them for themselves. This is the Ceres Load Ticket. In use, the Ticket Number Documentation — Administrative is preprinted. This form is generally scanned at thejob site Tickets and Truck Certification Forms are the foundation and electronically transmitted to an office outside the of the major expenses on most projects. Tickets are disaster area for data entry. The form's five copies are designed in several versions depending on what color coded to minimize confusion. information is required. Tickets may track debris by cubic TERES Tab 3 Technical Approach Section 5 Technical Data Recovery Services Page 3.5-1 City of Pearland RFP # 0220-22 Debris Management Services yard, tons, each, or load. The debris stream may also influence the ticket form that is selected for any particular project phase. Truck Certification forms are also critical documentation that must be accurately and carefully recorded. These forms are carefully structured to ensure that all necessary information, as required by FEMA, is recorded. FEMA requires signed truck certification forms for every vehicle hauling on the project and a signed dump ticket for every load. Ceres supplies these 5 -part carbonless forms if the City wishes. Ceres has developed a powerful custom database that links key components of documentation including the truck certification database, ticket database, and the database containing all of the images of each individual ticket and the truck certifications. Ceres' ticket database has been in use for more than 10 years and is easily modified to meet the varying needs of our clients. The database is also designed to make data entry easy. One data entry person, with minimal training, can enter over 700 tickets per day. Drop down selections, short cuts and static information retrieval make data entry fast and accurate. The system does not allow entry of duplicate tickets thus preventing duplicate billing and duplicate payments. The system does not allow a ticket to be entered with an amount that exceeds the certified load amount of the truck. Additional features of this custom software make it flexible enough to record data that is known to be required for a particular circumstance or project. Ceres maintains separate databases for each project to ensure that data integrity is maintained. Each completed truck certification form and each load ticket are electronically scanned at the field office and then transmitted to an imaging database located on a secure Ceres server outside the disaster area. The scanned information is then retrieved by our data entry staff and entered into the appropriate project database under normal office conditions. Database rules require that first the truck owner (Ceres or one of its subcontractors) and then the individual truck be established in the database before the system will accept any load ticket information for that truck The Ceres "Data Entry/Accounting Procedures" manual is used to provide guidance to our data entry personnel, so all data is entered in a consistent manner to ensure data integrity. All reimbursable activities under a particular contract, for example, stump removal, operation of hourly rate equipment, and personnel hours, are recorded by our operations staff. Ceres audits the database for inconsistencies, data entry error and data integrity on a regular basis. This ensures that records of all potentially reimbursable activities are acceptable and auditable by FEMA. 7Information Debris Ticket Dbase Received Verification :-In,-aIId!ITru"ck from Field Ticket Entered into Ops and Entry Database Scanned into LaserFiche Yes Yes C— o0 This flow chart illustrates the data flow and system logic for handling completed load tickets. The system will check for a non - duplicate ticket number, a valid truck number and that the load does not exceed the verified capacity of the truck before information will be saved in the data base. Ceres has taken great care to develop both policies and procedures that can be consistently applied to every project. This extra planning makes the implementation of a project easier and faster. Additionally, the use of advanced communication technologies, such as wireless and satellite internet connections; cell C:EIRES Tab 3 Technical Approach Section 5 Technical Data Recovery Services Page 3.5-2 City of Pearland RFP # 0220-22 Debris Management Services phones with voice, data and text; and electronic imaging of paper documents, allow Ceres to simultaneously manage multiple projects, in multiple states. Ceres' image databases (images include both tickets and truck logs) are available to all our governmental customers as password protected read only files on the internet. The data has been used for audits by such Federal agencies as the U.S. Army Corps of Engineers. Both standard and custom reports can be generated from Ceres databases. These reports are used to invoice the contract Client, to pay subcontractors and then provide management/field operations with production reports. This information is readily shared in a variety of formats. Monitoring Consultants Some of Ceres clients choose to contract with a firm providing monitoring services. The services provided by a monitoring firm may include: damage assessment, training, emergency planning, direct communications with the City, incorporation of City forms and FEMA forms, facilitating communications with FEMA and other state and federal agencies, pre -event planning, post -event construction, funding, and reimbursement procedures. To eliminate any question of conflict of interest we will not involve ourselves in the actual selection process and we do not endorse nor recommend any of the monitoring companies. We do strongly recommend that the City verify that the proposed monitoring firm is not de -listed by the federal government on the "Excluded Parties List System" at www.epls.gov. As a full line disaster response firm, Ceres also has expertise and experience in all of the services provided by monitoring consultants. For example, following a January 2009 Ice Storm in the Midwest, and while under contract with the Kentucky Commonwealth, Ceres aided in many of these areas. The KY Commonwealth had not contracted for technical assistance services and greatly appreciated the support that Ceres personnel were able to provide from basic guidance to providing numerous forms which enabled the Commonwealth to maximize their monitoring function and compliance for FEMA reimbursement. This successful past experience and expertise allows Ceres to work cooperatively and cohesively directly with the City or with a third party provider. We would be pleased to work with whomever the City chooses. Invoicing Ceres can invoice the City on a weekly, bi-weekly or monthly basis and in any format the client or a client's representative requires. Each invoice is submitted with appropriate documentation relating to the services provided. Documentation shall meet or exceed City and federal requirements for funding and reimbursement purposes. Ceres will Month I Month 2 Month 3 Month provide technical assistance to the City A A A A Ceres!inanlialq in the completion of claims filed to FEMA Operation or other agencies forBeyond 60 Day funding and Working Capital reimbursement. A documentation teamrD, _ It Closeout will be assembled xceed City In p,e!rrence ofchi from representatives Requirements Final Report (Detail Description) Meet/Exceed All Dotins Management Activities of quality control and Federal Total Volume Requirements I - VolumelType accounting. This Final Disposal Location team will assist the `The final report that you submitted...im impressed - tat Cost invoi on � y p Total Cost Invoiced to Ceres Client City throughout the even our FEMA Public Assistance Coordinator." Additional Information Upon Request invoicing and —Director of Public Works/Ceres Client Finalized Upon City Approval reimbursement process long after the Invoices are generated as contractually agreed with all necessary supporting documentation. Project work has been closeout is expedited by automated controls on truck identification, load sizes and ticket number completed. Ceres' validity. financial strength enables Ceres to operate within the working capital requirement of the contract. [EAE Tab 3 Technical Approach Section 5 Technical Data Recovery Services Page 3.5-3 City of Pearland RFP # 0220-22 Debris Management Services Reimbursement Assistance Ceres has experienced personnel trained in providing the necessary documentation and assistance in the preparation of reimbursement claims for the City. If requested, Ceres will provide the City with turnkey services or guidance and technical assistance to ensure proper preparation and submittal of claims for reimbursement and other available funding. Our FEMA reimbursement liaisons have supervised and trained personnel on disaster response and relief efforts in New York following 9/11, and on subsequent events including Hurricanes Isabel, Charley, Frances, and Jeanne. We can help a local government make certain that federal funding approvals are followed by timely reimbursement. Program Management Assistance Ceres is experienced and trained to provide all of the following services to the City: ■ Preliminary Damage Assessment (PDA) • Emergency Work definition (Category A and Category B) ■ Analysis of Permanent Work (Categories C through G) ■ Assistance with Applicant's Briefing ■ Identifying Expenditures Eligible for Reimbursement ■ Review of PDA for Scope of Work ■ Recovery Process Documentation ■ Recovery Process Oversight ■ Force Account Labor assistance ■ Preparation of Project Worksheet (PW) ■ Review of records system for applicability to Federal and State Requirements ■ Orientation and training of client personnel on documentation requirements ■ Assist in the establishment of the "Clerk of Records" ■ Claim Documentation ■ Public Service Announcements Production Reporting Ceres has developed specific procedures to ensure proper and thorough documentation of daily project activities and adherence to strict quality control requirements. Daily documentation required for each debris management project will meet or exceed contractual, FEMA or other agency requirements. Ceres has developed project -tracking forms to ensure accurate reporting. In addition to the forms already mentioned these forms include truck certification logs, production logs, shift inspection checklists, safety meeting report forms, daily crew reports, and various equipment usage reports. Quality Control Daily Contractor Production and Quality Control reports are completed and available the following work morning to the client or other designated authority. Original reports are maintained in the Mobile Command Center and daily reconciliation reports are generated to verify information reported on load tickets to information reported on daily production reports. The Project Manager and Project QC Manager monitor information contained in the Daily Quality Control reports to ensure project activities conform to contractual requirements and that an acceptable level of project quality and workmanship is provided to the client. All records, certifications, and reports are converted into digital documents that are stored securely off-site on Ceres computer servers and are available to management and other project personnel on a need to know basis. Formalized quality control procedures are applied to each project to ensure documentation procedures are properly and fully implemented and to ensure conformance to project specifications. All Ceres employees, subcontractors, and suppliers are subject to the provisions of the QC Program. For each project, a Quality Control Plan is specifically developed to detail the QC organization, individual responsibilities, monitoring procedures of activities and subcontractor activities, documentation requirements for Ceres personnel and all subcontractors, control phases or procedures, and identification and correction procedures for non- conforming activities. The remedies for non-conformance include termination. Exceptional quality control of each project promotes efficiency and avoids investigation and other potential losses. [EAE Tab 3 Technical Approach Section 5 Technical Data Recovery Services Page 3.5-4 City of Pearland RFP # 0220-22 Debris Management Services Dispatch Records Dispatch records will be maintained for the duration of the project. Records include date and time of dispatch, crew and unit identifier, and status of assigned section (In Progress, Completed, etc.). Typically, one contractor will be assigned to a given section. Sections may be comprised of individual developments or combinations thereof. Accurate and thorough Dispatch Logs enable the identification of any potential issues and the responsible party. Additionally, all supervisors will conduct weekly toolbox meetings and develop activity hazard analyses in compliance with the corporate Health and Safety Plan, and these meetings are documented. C:ERES Tab 3 Technical Approach Section 5 Technical Data Recovery Services Page 3.5-5 City of Pearland RFP # 0220-22 Debris Management Services 4 QUALIFICATIONS OF STAFF 4.1 Key Staff Ceres Environmental Services, Inc. has 350 employees, more than 150 of whom are professional staff. Many of our staff hold degrees in areas such as Structural and Civil Engineering, Business Administration, Forestry, Geology, Science, and Accounting. As part of the Company's dedication to quality and safety, many of Ceres' management staff are U.S. Army Corps of Engineers -certified in Construction Quality Management; are FEMA -certified in NIMS; are Red Cross -certified in first aid; and have completed OSHA's 40 -hour safety training course. Ceres' management has worked extensively on FEMA -reimbursed contracts, and has demonstrated its ability to respond to large-scale events. For the City of Pearland, Ceres will provide exceptionally qualified personnel to lead the efforts for any event occurring for which our services are required. The following core team will be assigned to Pearland for the life of the contract. Additional personnel will be assigned based on the size and severity of an event affecting Pearland. Pearland, TX Mike Beevers Project Manager ersonnel :ontract s Mr. Mike Beevers has been assigned as the Project Manager for the City of Pearland. Mr. Beevers has been in environmental services for almost 20 years, starting in earth work and contracting and moving to disaster response and mobile recycling. He has experience managing employees along with hiring, scheduling, and managing subcontractors for large projects. Mr. Beevers has responded to various types of disasters, including hurricanes, ice storms, tornadoes, floods and fires. Mr. Karl Dix will be the FEMA Reimbursement Specialist assigned to Pearland. Mr. Dix experience includes project management; quality control of operational and administrative functions to ensure FEMA eligibility, compliance with State regulations and adherence to contract specifications; review of FEMA eligibility and processing of FEMA paperwork; training sessions with clients; and development of new record-keeping systems. His responsibilities include developing business relationships with current and potential clients; development of strategic plans; and management of assigned projects. Mr. Dix holds a bachelor's degree in business administration from Emory University. Ms. Tia Laurie, our Subcontractor Manager, is adept at ensuring that our subcontractors and equipment are in place and ready to work when needed. She keeps an extensive list of subcontracts, both local and throughout the country, in case specialty work is required. Ms. Laurie understands the importance of local recovery and knows that it means more than just clearing debris — it means providing jobs in the area. She is expert at finding qualified personnel in any area throughout the United States. Ms. Laurie also provides management in the areas of maintaining and upgrading the subcontractor database, registration process, CERES Tab 4 Qualifications of Staff Section 1 Key Staff Page 4.1-1 City of Pearland RFP # 0220-22 Debris Management Services and evaluation criteria, as well as creating and executing applicable training programs for subcontractors. Ms. Laurie will be immediately available to locate and check the credentials of all required subcontractors and to pre -stage necessary equipment, ensuring that City efforts are well under way within the time frames required. Ceres' management has demonstrated its ability to respond to large-scale events. During the Camp Fire clean up in Butte County in 2019, Ceres daily operations consisted of 50 debris removal crews, over 400 hauling units, 120 traffic control personnel and a field supervision team of over 30 members. Our team members worked on over 2,900 properties, collecting and loading over 734,000 tons of debris. Out of the debris transported, 159,000 tons of metal and concrete were sent to recycling facilities and are destined for beneficial reuse. This project was the largest debris mission in the state of California in more than 100 years. Ceres has the resources and experience to handle multiple events and locations. From October 2018 to March 2019, Ceres was activated in 13 Southwest Georgia Counties for the U.S Army Corps of Engineers following Hurricane Michael. Ceres collected and hauled a total of 4,236,363 cubic yards of debris, with a maximum haul of 140,330 cubic yards in a single day. This was accomplished by utilizing 1,628 hauling vehicles and managing 144 subcontractors. Ceres received an Exceptional — the highest possible rating — for quality of service in the face of enormous challenges caused by an increase in the magnitude of project scope and extreme weather conditions. In all of 2017, Ceres received more than 50 major contract activations from cities, counties, and the U.S. Army, including an ACI activation in the U.S. Virgin Islands (USVI) for debris removal and off -island debris disposal. Ceres' management has demonstrated its commitment to superior performance and customer satisfaction. In 2017-2019, Ceres worked in the U.S. Virgin Islands under the USACE contract. For that work, Ceres received Exceptional ratings (the highest possible) from the USACE for meeting and exceeding contract requirements and achieving the highest ratings available for quality, customer satisfaction, management/personnel/labor, cost/financial management and safety/security. Ceres' personnel are trained in FEMA regulations and are schooled in the use of FEMA Public Assistance Debris Management Guide FEMA 325, as well as additional resource books Public Assistance Guide FEMA 322 and Public Assistance Policy Digest 321. For more extensive information on the qualifications of Ceres project management team, please see their resumes on the following pages. Resumes of the additional key personnel that will be made available depending on the size and severity of the event are included as well. If for any reason key personnel named in this proposal are not available for a City of Pearland event, or are not acceptable to the City, personnel with equivalent or better backgrounds and skills will be made available and will be presented for approval. (:ERES Tab 4 Qualifications of Staff Section 1 Key Staff Page 4.1-2 City of Pearland RFP # 0220-22 Debris Management Services 4.2 Key Personnel Resumes and Certifications Management Oversight David McIntyre is the founder and sole shareholder of Ceres Environmental Services, Inc. and affiliated companies. He created the company in 1976 and has personally managed or supervised over over 200 FEMA -reimbursed contracts, including over 100 disaster debris -related projects. He has performed superbly in hiring, training and supervising an excellent team of personnel, resulting in Ceres' extensive list of satisfied customers. Mr. McIntyre's history includes his on -the -ground, on-site management of debris contracts during Ceres' large-scale response to several major disasters. The disaster debris projects include major projects for the USACE, including Ceres' 2018 ACI SAD Contract activation in the State of Georgia following Hurricane Michael; USACE work in response to the Northern California Wildfires in 2018; Alabama 2011 tornadoes response; 2008 Hurricane Ike USACE ACI response; 2005 Hurricane Katrina USACE and local jurisdiction debris management projects; and the Hurricane Georges USACE response in 1998. Mr. McIntyre has been Project Manager of many the debris projects for Ceres and has been Operations Manager of many of them as outlined below. He has also presided over the performance of over 95 additional contracts with branches of the U.S. federal government regarding demolition, grinding, abatement, clearing, and other work. These government branches include the U.S. Army Corps of Engineers; U.S. Navy, Army, and Air Force; U.S. Department of the Interior; and the U.S. Department of Agriculture. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County 2019. Project Manager for the CalRecycle clean- up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2017, which is the largest debris mission in California in more than 100 years. ■ Northern California Wildfire Debris Removal 2018. Provided management oversight for the USACE debris removal project in Lake, Mendocino and Napa Counties, CA following the fires between October and December of 2017. ■ Hurricane Michael USACE Response 2019. Project Manager/Operations Manager for work in 13 Georgia Counties. ■ Hurricanes Michael and Florence 2018 — 2019. Provided management oversight for 13 individual contract activations in jurisdictions across North Carolina, South Carolina, Florida and Georgia ■ Hurricanes Irma and Harvey 2017. Provided management oversight for more than 45 disaster recovery projects in Florida and Texas. ■ Southeast Tornadoes 2017. Provided management oversight for disaster recovery projects in Georgia and Louisiana following early tornadoes. ■ Hurricanes Hermine and Matthew 2016. Provided management oversight for over 20 individual projects following Hurricane Hermine in September and Hurricane Matthew in October. ■ Louisiana Flooding 2016. Provided management oversight for Ceres response to Louisiana floods in August following heavy rains. ■ Oklahoma Storms 2015. Provided management oversight to Ceres response to Winter Storms Cara and Goliath. Ceres responded to six different jurisdictions in Oklahoma. ■ Livingston Parish Waterway Cleanup 2015. Management oversight for Ceres response during the removal of vegetative, C&D and white goods debris removal in Louisiana. ■ Alabama Tornadoes 2014. Management oversight for Ceres response in several Alabama cities damaged by May tornadoes. Ceres provided removal and disposal services for eligible debris. ■ Winter Storm Pax 2014. Management oversight for Ceres response in Georgia and North Carolina. Ceres provided removal and disposal of storm -related debris in both states. ■ Winter Storm 2013. Management oversight for early winter storm in October 2013. Ceres provided removal and disposal of disaster -related vegetative debris in South Dakota. ■ Upper Midwest Ice Storm 2013. Management oversight for Ceres' response to spring ice storms in South Dakota and Minnesota, including work in rights of way, parks and waterways. ■ Hurricane Sandy 2012-2013. Management oversight for Ceres response in New York and New Jersey. Ceres performed multiple projects in New York and New Jersey. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-1 City of Pearland RFP # 0220-22 Debris Management Services ■ Hurricane Isaac 2012. Management oversight of five separate contracts in response to Hurricane Isaac. Ceres provided recovery services to Jefferson Parish, Kenner, Livingston Parish, Denham Springs and St. Bernard Parish. ■ Winter Storm Alfred 2011. Provided management oversight for response to unseasonal snowstorm in the Northeast. Ceres managed over 320,000 CY of debris in two locations. ■ North Dakota Flooding 2011. Provided management oversight for emergency levee removal and repair projects after historic flooding in spring of 2011 near Minot, North Dakota. Ceres removed emergency levees and repaired damage to existing levees. ■ Hurricane Irene 2011. Provided management oversight for response to Hurricane Irene's impact on the Atlantic coast. Ceres managed 120,000 CY of debris in two locations. ■ Alabama Tornadoes 2011. Provided management oversight for response to record-setting tornadoes that hit the Southeast. Presided over four contracts in Alabama, including management of over 1 million CY of debris in Jefferson County. ■ New Zealand Earthquake 2011— present. Oversight of response to Christchurch earthquake. Established a New Zealand branch office of Ceres to work in conjunction with the Canterbury Earthquake Recovery Authority (CERA) to provide extensive disaster response services including debris management, design -build seismic stabilization, demolition/deconstruction/implosion services and large-scale materials recycling operations. Working as a capital partner, developer and construction manager in the country to help salvage and repair damaged buildings. ■ Haiti 2010-2013. Oversight of response to the devastating earthquake that hit Haiti in January 2010. Provided management oversight of a survey contract for the International Office on Migration, an $11 M landfill management and debris reduction site contract for the Haitian Ministry of Public Works and Communications (MTPTC) and The World Bank, environmental remediation projects for World Vision and new construction in the country. ■ Hurricane Ike 2008. Presided over debris collection, transportation, and disposal on 11 different contract locations in Texas and Louisiana ■ Hurricane Gustav 2008. Oversight of collection, transportation, processing, and disposal of over 1.9 million cubic yards of debris; Trimming and removal of hazardous trees in Louisiana ■ Hurricane Dolly 2008. Provided oversight and management guidance in debris collection, transportation, recycling, and disposal in Texas ■ Hurricane Wilma & Rita 2005. Directed debris collection, transportation, and disposal; Emergency temporary roofing installation in Florida ■ Hurricane Katrina 2005. Lead Project Manager for collection, transportation, processing, and disposal of over 13 million cubic yards of debris; Trimming and removal of over 165,000 hazardous trees; Asbestos abatement and demolition of 916 buildings; Decontamination and disposal of over 315,000 white goods in 11 Louisiana Parishes; Emergency temporary roofing installation of over 21,000 buildings in 32 Mississippi counties ■ Hurricane Ivan 2004. Project Manager in collection, transportation, and disposal of over 680,000 cubic yards of debris including the processing of over 505,000 cubic yards of debris in Florida ■ Hurricane Jeanne & Frances 2004. Managed the collection, transportation, and disposal of over 404,000 cubic yards of debris in 13 Florida counties ■ Hurricane Charley 2004. Directed Debris collection, transportation, and disposal; Emergency temporary roofing installation in 4 Florida counties ■ Hurricane Isabel 2003. Project Management to debris removal and disposal in Virginia ■ Hurricane Floyd 1999. Lead Project Manager to debris removal and disposal in North Carolina ■ Oklahoma City Tornadoes 1999. Lead project manager for USACE contract providing debris removal, managing multiple debris sites, and demolishing damaged residential structures. ■ Hurricane Georges 1998. Presided over collection and disposal of over 2.3 million cubic yards of debris; Management of 17 TDSR sites; Emergency temporary roofing installation on over 3,000 buildings in Puerto Rico. ■ Hurricane Fran 1996. Project management for USACE contract providing debris removal, reduction and site management. ■ Hurricane Andrew 1992. Lead Project Manager to debris collection, transportation, and disposal; Provided USACE with 25 new chippers/grinders with 48 hours in Florida C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-2 City of Pearland RFP # 0220-22 Debris Management Services EDUCATION/CERTIFICATIONS ■ Graduate coursework in Physics, Chemistry, and Mathematics from the University of Minnesota Institute of Technology and University of Minnesota ■ Licensed Florida General Contractor CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-3 City of Pearland RFP # 0220-22 Debris Management Services Mr. Preus has been employed for more than 20 years with Ceres Environmental Services, Inc. directing the Emergency Management Services Division and providing project management on more than 100 FEMA reimbursed disaster recovery contracts including hurricanes, tornadoes, ice storms, windstorms, and floods. Mr. Preus leads and provides overall guidance to the company's Emergency Response Team in the areas of preparatory, mobilization, and implementation of operations. Mr. Preus has participated in nearly 20 USACE emergency recovery contracts with Ceres as prime contractor. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Operations Manager for the USACE ACI Restricted SAD Region activation in 13 Georgia counties for the clean-up of debris generated by Hurricane Michael in October 2018. ■ Hurricane Florence 2018. Operations Manager and Project Manager for the North Carolina Department of Agriculture and Consumer Services for the disposal of biological debris generated as a result of Hurricane Florence throughout the State of North Carolina. ■ Hurricane Irma 2017. Management Oversight for Ceres response to more than 25 jurisdictions throughout the State of Florida that were impacted by Hurricane Irma. ■ Hurricane Harvey 2017. Provided management oversight for ten (10) individual projects throughout the State of Texas following the damage caused by Hurricane Harvey and the resulting floods. ■ Hurricane Maria Recovery, Puerto Rico Providing management oversight for USACE PR Blue Roof and the Government of Puerto Rico Transportation and Public Works Department (DTOP) contracts following Hurricane Maria. ■ Hurricanes Hermine and Matthew 2016. Provided management oversight for over 20 individual projects following Hurricane Hermine in September and Hurricane Matthew in October. Also worked in the field as project manager after Hurricane Matthew. ■ Louisiana Flooding 2016. Provided management oversight for Ceres response to Louisiana floods in August following heavy rains. ■ Oklahoma Ice Storms 2015. Provided management oversight to Ceres response to Winter Storms Cara and Goliath. Ceres responded to six different jurisdictions in Oklahoma. ■ Livingston Parish Waterway Cleanup 2015. Management oversight for Ceres response during the removal of vegetative, C&D and white goods debris removal in Louisiana. ■ Alabama Tornadoes 2014. Management oversight for Ceres response in several Alabama cities damaged by May tornadoes. Ceres provided removal and disposal services for eligible debris. ■ Winter Storm Pax 2014. Management oversight for Ceres response in Georgia and North Carolina. Ceres provided removal and disposal of storm -related debris in both states. ■ Upper Midwest Ice Storm 2013. Led Ceres' debris management prime contracts in South Dakota and Minnesota, including work in rights of way, parks and waterways. ■ Hurricane Sandy 2012-2013. Management oversight for Ceres' response in New York and New Jersey. Ceres performed multiple projects in New York and New Jersey as prime contractor. ■ Hurricane Isaac 2012. Management oversight of five separate contracts in response to Hurricane Isaac. Ceres provided recovery services to Jefferson Parish, Kenner, Livingston Parish, Denham Springs and St. Bernard Parish. ■ Winter Storm Alfred 2011. Provided management oversight for response to unseasonal snowstorm in the Northeast. Ceres managed over 320,000 CY of debris in two locations. ■ Hurricane Irene 2011. Provided management oversight for response to Hurricane Irene's impact on the Atlantic coast. Ceres managed 120,000 CY of debris in two locations. ■ Alabama Tornadoes 2011. Provided management for Ceres' response to record-setting tornadoes as Ceres hauled 1,191,553 CY of debris, reducing the vegetative portion by grinding. ■ Haiti Earthquake 2010-2013. Project Manager working with the International Organization for Migration on camp population and needs. Managed transitional housing prototypes. Participated in World Bank -financed 4.15 million CY rubble recycling project. ■ Hurricane Ike 2008, Project management and operations management in 3 counties in Texas to clear and haul hurricane debris under Ceres' USACE ACI contract. C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-4 City of Pearland RFP # 0220-22 Debris Management Services ■ Hurricane Gustav 2008, Project oversight for three contracts totaling over 2,000,000 cubic yards for debris removal and disposal, trimming and removal of hazardous trees, and removal and disposal of white goods in Louisiana. ■ Hurricane Katrina 2005, Project Manager for emergency temporary roofing installation on more than 21,000 homes and buildings throughout 32 MS counties. Assisted in removal of over 13 million cubic yards of debris throughout 11 LA Parishes. EDUCATION/CERTIFICATIONS ■ General Management Program, Harvard Business School, Boston, MA, completed May 2014 ■ MBA, University of Minnesota Carlson School of Management ■ Bachelor's degree, History, University of Minnesota ■ Department of Homeland Security GS -202, Debris Management ■ USACE CQM, FEMA IS -100, and First Aid/CPR certified CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-5 City of Pearland RFP # 0220-22 Debris Management Services Key Staff Mr. Beevers has been in environmental services for almost 20 years, starting in earth work and contracting and moving to disaster response and mobile recycling. He has experience managing employees along with hiring, scheduling, and managing subcontractors for large projects. Mr. Beevers has responded to various types of disasters, including hurricanes, ice storms, tornadoes, floods and fires. PROFESSIONAL EXPERIENCE ■ Bahamas September 2019 — Current. Project Manager for debris removal on public and private property. ■ Hurricane Michael 2018. Project Manager for Jackson County, FL for the cleanup of debris in October of 2018. ■ Hurricane Maria 2017 — 2018. Project Manager for central zones in Puerto Rico roofing projects. ■ Hurricane Irma 2017. Project Manager for Seminole County, FL. Over 1 million cubic yards of debris were hauled as part of this project. ■ Hurricane Harvey 2017. Project Manager for the City of Pearland, Texas. ■ Hurricane Matthew 2016. Project Manager for debris removal project in Beaufort County, South Carolina. Oversaw debris collection and removal from County -wide public and private roads and rights-of-way, resulting in over 1,000,000 cubic yards of debris collected. ■ Hurricane Hermine 2016. Project Manager for debris removal project in Taylor County, Florida following a September hurricane. Oversaw collection of vegetative and C&D debris, as well as white goods and household hazardous waste. ■ Louisiana Floods 2016. Project Manager for Ceres response to the City of Zachary following August flooding. ■ Louisiana Levee Construction 2014 — 2015. Fleet Logistics Manager for USACE levee construction projects in LA. ■ Winter Storm Pax 2014. Truck Boss for ice storm clean up in Guilford County, North Carolina. ■ Black Forest Fire 2013. Superintendent for debris removal following forest fire in EI Paso County, Colorado. ■ Upper Midwest Ice Storm 2013. Project Manager/Truck Boss in Rapid City, SD debris removal project as well as mulch haul superintendent. Knuckleboom operator in Minneapolis for stump removal project. ■ Hurricane Isaac 2012. Project Manager for debris clean up in LaFourche Parish, LA. ■ 2011-2013: Superintendent, Mobile Recycling U.S.A. Gallup New Mexico. Managed a recycling company with 22 locations within three (3) states: New Mexico, Arizona, and Colorado. Tasks included: Hiring and managing of 40-50 employees, seeking out properties to place mobile recycling units, daily inventory of all goods purchased from all locations, scheduling pick up of all goods brought to the processing plant where materials were separated, processed, and packaged to be sold to brokers. ■ Hurricane Ike 2008. Project Manager for Harris County for Galveston Island Beach reclamation project. ■ 2008 — 2010: North Valley Dirt Work and Contracting. Started a Disaster Relief Division through North Valley Dirt Work and Contracting. Responded to Hurricane Ike in 2008, followed by the Kentucky ice storms in 2009, and the 2011 Alabama tornadoes. Equipment included two (2) grapple trucks, three (3) dump trailers. Tasks included: Managing of employees, scouting of areas for cleanup, and operating grapple trucks. ■ 2006 — 2008 North Valley Dirt Work and Contracting. Opened a commercial development division. Tasks included: 150-200 acres subdivisions, permitting, bidding of projects and managing from start to finish. Managing 25-30 of our own employees along with hiring, scheduling and managing subcontractors to construct the sub -divisions. ■ 2005 — 2007: Beevers Construction. Founded company and began building custom homes as well. I continued to supervise both companies. Custom Home building tasks consist of: Permitting, construction of the house pads, roadwork, and underground utilities, supervising all subcontractors for the concrete, framing, roofing and interior design of homes until completion. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-6 City of Pearland RFP # 0220-22 Debris Management Services ■ 2001 — 2007: North Valley Dirt Work and Contracting. Originally supervised 15-20 employees during preliminary dirt work of constructing custom homes and small businesses. Preliminary work consisting of house pads, septic systems, underground utilities, roads and drainage. Tasks included: bidding of jobs, ordering of materials, scheduling, and completing jobs on time. EDUCATION/CERTIFICATIONS ■ OSHA 10 -hour safety training ■ OSHA 40 HAZWOPER CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-7 City of Pearland RFP # 0220-22 Debris Management Services Mr. Dix's experience includes Project Management; Quality Control of operational and administrative functions to ensure FEMA eligibility, compliance with State regulations and adherence to contract specifications; review of FEMA eligibility and processing of FEMA paperwork; training sessions with clients; and development of new record-keeping systems. His responsibilities include developing business relationships with current and potential clients; development of strategic plans; and management of assigned projects. PROFESSIONAL EXPERIENCE ■ California Wildfires 2019 — Current. Operations Planner for the CalRecycle clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018, which is the largest debris mission in California in more than 100 years. ■ Hurricane Michael 2018. Operations Planner for the USACE ACI Restricted SAD Region activation in 13 Georgia Counties for the clean-up of debris generated by Hurricane Michael in October 2018. ■ Southeast Tornadoes 2017. Operational oversight for debris removal and disposal project in the City of Albany, GA. ■ Hurricane Matthew 2016. Project Manager for Charleston County, SC and Bald Head Island, NC debris removal and disposal projects following Hurricane Matthew in October. ■ Hurricane Hermine 2016. Project Manager for Glynn County, GA debris removal and disposal project. ■ Oklahoma Ice Storms 2015. Quality Control and Assurance for debris removal and disposal projects for Oklahoma Emergency Management Authority, Oklahoma City, and Warr Acres following severe winter storms. ■ Winter Storm Ulysses 2014. Quality Control and Quality Assurance for NCDOT project resulting in the removal and disposal of 300,000 cubic yards of ice storm debris. Reviewed contract for FEMA eligibility and ensured overall project performance to contract specifications. ■ Winter Storm Pax 2014. Quality Control and Quality Assurance for Columbia County, GA project resulting in the removal and disposal of 500,000 cubic yards of ice storm debris. Reviewed contract for FEMA eligibility, drafted FEMA compliant inter -local agreements and ensured performance of the project to contract specifications. ■ Black Forest Fire 2014. Project support for EI Paso County, CO contract resulting in the removal of over 1,500 fire -damaged trees. Provided operational planning in support of the PM. ■ Mississippi/Alabama Tornadoes 2014. Quality Control and Quality Assurance to 4 projects resulting in the removal and disposal of 200,000 cubic yards of tornado debris. Oversaw contract negotiations and reviewed contract for FEMA eligibility. ■ Hurricane Sandy 2012-2013. Program Lead, Project Administration, Safety and Support for multiple projects in NJ and VA. Removed roughly 150,000 CYs across all projects. ■ Hurricane Isaac 2012. Program lead, project administration, safety and support in response to Hurricane Isaac. Removed over 1,000,000 CY of debris from Mississippi River levees in Plaquemines Parish. ■ Virginia Derecho 2012. Program Lead/Project Manager for debris site management, grinding and disposal following a derecho event impacting Virginia. ■ North Dakota Flooding 2011. Program lead, project administration for USACE emergency debris removal and mobile home group site construction missions after historic flooding in spring of 2011 near Minot, North Dakota. ■ Hurricane Irene 2011. Program Lead, Project Administration, Safety and Support for response to Hurricane Irene's impact on the Atlantic coast. Removed over 110,000 CY of debris on 5 projects. ■ Alabama/Tennessee Tornadoes 2011. Program Lead, Project Management and Administration, Safety and Support for three debris projects and one haul and install THUs in response to the April tornadoes. Removed over 240,000 CY across two municipal projects. EDUCATION/CERTIFICATIONS ■ Bachelor of Business Administration, Emory University ■ Master's of Science in Threat and Response Management, University of Chicago (in progress) ■ FEMA IS 100, 631, 632, 700, 701, 703, 800 CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-8 City of Pearland RFP # 0220-22 Debris Management Services Tia Laurie provides a background in several fields including quality control, construction, logistics, management, and contracting. Ms. Laurie serves as Qualifying Agent, holding General Contractors Licenses on behalf of Ceres in many states including California, Louisiana, Alabama, and South Carolina. Certified in Construction Quality Management by USACE, Ms. Laurie has served in supporting roles on several missions for more than ten (10) years. Additionally, Ms. Laurie is responsible for the overall administrative response to all disaster response and recovery missions, including contracting and subcontracting. She manages the overall development and maintenance of relationships with subcontractors specifically in local areas of pre -event contracts and competitive pricing. Ms. Laurie also provides management in the areas of maintaining and upgrading the database, registration process, and evaluation criteria for subcontractor, as well as creating and executing their applicable training programs. PROFESSIONAL EXPERIENCE ■ Paradise and Butte County, CA Fire 2019. Director of Administration including subcontracting and managing over 23 subcontractors and working contract administration with CalRecycle. ■ Hurricanes Florence and Michael 2018. Director of Administration for storm operations in a wide geographic area. ■ North Carolina Department of Agriculture 2018. Director of Administration and Subcontracting Manager for hauling vegetative material for NC farms after Hurricane Florence. ■ Northern California Wildfire Debris Removal 2018. Subcontractor Manager responsible for hiring all subcontractors for the USACE debris removal project in Lake, Mendocino and Napa Counties, CA following the fires between October and December of 2017. ■ Hurricanes Harvey, Irma, and Matthew 2017. Director of Administration and Subcontracting Manager for over 50 storm and civil construction projects. ■ Hurricanes Hermine and Matthew 2016. Subcontractor Manager for over 20 contracts in Florida, Georgia, South Carolina, and North Carolina following two hurricanes in September and October. ■ Louisiana Floods 2016. Subcontractor Manager for Ceres response to August floods in Louisiana. ■ Winter Storm Cara and Goliath 2015. Subcontractor Manager for debris removal and disposal projects in Oklahoma following winter storms. ■ Alabama and Mississippi Tornados 2014. Subcontractor Manager for four separate tornado recovery projects in Kimberly, Adamsville, and Graysville, Alabama as well as Lee County, MS. ■ Winter Storm Pax and Ulysses 2014. Subcontractor Manager for Columbia County, GA and NC DOT ice storm recovery; Recruited and subcontracted companies for hauling, tree work, and grinding. ■ Hurricane Sandy 2012-2013. Subcontractor Manager recruiting local subcontractors and vendors for Ceres response in New York and New Jersey. ■ Hurricane Isaac 2012. Subcontractor manager for five separate contracts in response to Hurricane Isaac. Ceres provided recovery services to Jefferson Parish, Kenner, Livingston Parish, Denham Springs and St. Bernard Parish. ■ Winter Storm Alfred 2011. Subcontractor Manager for response to unseasonal snowstorm in the Northeast. Ceres managed over 320,000 CY of debris in two locations. ■ Hurricane Irene 2011: Subcontractor Manager for Greenville, NC response and recovery efforts. Recruited local and specialty subcontractors for hurricane debris cleanup. ■ Alabama Tornadoes 2011. Subcontractor Liaison; recruited local and specialty subcontractors and vendors to provide services for tornado cleanup. ■ Haiti Earthquake 2010. Subcontractor Liaison identifying specialist organizations & sea transport. ■ Ice Storms 2009. Subcontractor Liaison identifying and coordinating qualified subcontractors for debris removal from county rights -of -ways in Kentucky. ■ Hurricanes Dolly, Gustav and Ike 2008. Subcontractor Liaison screening and coordinating qualified subcontractors for debris removal, processing and disposal operations. ■ Floods 2008. Subcontractor Liaison identifying and coordinating qualified subcontractors for debris removal due to Cedar River flooding in Iowa. ■ Military Stars, Orion International 2007-2008. Account Executive researching, identifying, and capturing of new clients providing opportunity for hiring of transitioning military personnel. C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-9 City of Pearland RFP # 0220-22 Debris Management Services ■ Centex Homes 2005-2007. Purchasing Agent managing contract negotiations for residential communities; Management of land developers, architects, and general contractors. ■ U.S. Army Corps of Engineers, Captain 1999-2005. Battalion Logistics/Supply Officer, Detachment Commander, Company Executive Officer, and Topographic Platoon; awarded Bronze Star Medal for her bravery and meritorious service with USACE. EDUCATION/CERTIFICATIONS ■ Master's degree, Engineering Management, University of Missouri (Rolla) ■ Bachelor's degree, Engineering Management, U.S. Military Academy, West Point, New York ■ Engineer -In -Training (EIT/FE): Registered in New York, 1999 ■ FEMA certified IS -10, ICS -200, IS -102, IS -632, NIMS IS -700 ■ USACE CQM certified ■ Red Cross Disaster Services certified CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-10 City of Pearland RFP # 0220-22 Debris Management Services Personnel (Alphabetically by Last Name) Raymond • • Quality Control Mr. Arndt has more than 15 years of management and quality control experience with Ceres Environmental Services, Inc., as part of his more than 30 years of leadership and site management experience in construction and mining operations, equipment operations and maintenance, and contract administration. Mr. Arndt is also a highly experienced and skilled heavy equipment operator and Class A CDL. He is responsible for project planning and execution; project equipment maintenance; crew supervision; project production; workmanship quality, safety, and reporting; and recordkeeping. Mr. Arndt's vast experience allows Ceres to apply his expertise in a variety of critical roles including disaster response and recovery mission management, demolition and construction project management, and environmental response and restoration project management. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County 2019. General Supervisor for the CalRecycle clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North- Central California in 2018, which is the largest debris mission in California in more than 100 years. ■ Hurricane Michael 2018. Quality Control Assistant Manager for the U.S. Army Corps of Engineers ACI SAD activation in 13 Georgia counties to perform debris clean-up after Hurricane Michael made landfall in October 2018. ■ The Ground Up. Production/Maintenance Manager for a green waste recycling yard in Houston, TX. Duties include managing daily operations for production to meet sales goals, ordering parts, hiring additional workers, and scheduling and equipment maintenance. ■ New Zealand Earthquake 2011, Site Manager for concrete crushing site and crusher for demolition debris. Also worked on a wash plant to extract demolition debris out of crushed concrete. ■ Hurricane Gustav 2008, Project Superintendent and Quality Control for HVAC project consisting of demolition of electrical and HVAC systems and installation of new systems to building damaged by Hurricane Gustav in Baton Rouge, Louisiana ■ Flood Control, Rio Puerto Nuevo, Rio Fajardo 2007, Project Superintendent and Quality Control Manager to Floodway Control project which included river channelization and levee construction in Puerto Rico. ■ Hurricane Rita 2005, Area Manager for debris removal, processing, and disposal of over 4.5 million cubic yards of debris and reduction of over 1.1 million cubic yards; Processing debris at approximately 80,000 cubic yards per day; Supervision of daily production, daily work scheduling, and coordination of debris collection crews, quality control, and safety compliance. ■ Hurricane Katrina 2005, Project Superintendent for three separate Emergency Levee repair projects in St. Bernard and Plaquemines parishes, Louisiana, post -Hurricane Katrina. Projects included excavation of unsuitable existing material, replacement and compaction of specification material, installation of barriers, and final grading and stabilization; Site Superintendent and quality control for fishing pier re -construction damaged by hurricane and storm surge in Grand Isle, Louisiana. ■ Hurricane Francis 2004, Operations and quality control management support for debris removal and disposal mission in Florida. EDUCATION/CERTIFICATIONS ■ USACE CQM certified ■ OSHA 10 Hour ■ Hazardous Waste 40 Hour ■ First Responders 24 Hour ■ EPA Lead Abatement training ■ Class A CDL C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-11 City of Pearland RFP # 0220-22 Debris Management Services Mr. Arroyo has more than 17 years of professional experience in safety management. He has worked in various fields including debris management, civil construction, new construction and oil, dealing with all aspects of Environmental Health and Safety Management and Training. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services 2017-2018. Site Safety and Health Officer. Vegetative, construction and demolition, and metal debris removal from local municipality Rights -of -Way (ROW) and other eligible public property in the U.S Virgin Islands for the USACE ACI project following hurricanes Irma and Maria. Work also included site preparation, debris reduction - chipping/mulching/grinding, and debris disposal. ■ PES Performance Energy Services 2015-2016. HHSE Site Safety Supervisor in Beaumont, Texas conducting daily equipment inspections, confine space audits, air sampling for confined space, confined space rescue procedures, daily mass safety toolbox meetings, Air Liquide safety and production meetings, safety record keeping, first aid, incident investigations, daily safety audits, inspection and control of safety equipment, fire watch training, confine space training, lockout/tag- out training and new hire orientations. ■ Saxon Constructions PES 2015. HSSE Site Safety Manager for Williams Station 520 Pipeline project in Jersey Shore, Pennsylvania and Devon/E-Link Terminal project in Cuero, Texas. Responsible for daily audits of work being performed, daily field equipment inspections, equipment training, PRE TASK ANALYSIS (PTA) audit and training, held the daily all employees safety meeting, met with the client HSSE for any concerns and correction, job specific overview, employee orientation, incident reporting, near miss reporting, record keeping, and continue to strive for a zero incident and accident free work place for all employees. ■ Titan 360 Industrial Services 2014-2015. HSSE Site Safety Manager coordinating a project at Trunk line in Lake Charles, Louisiana overseeing 85 employees. My duty and responsibility was to conduct daily safety meetings within the company and the client, daily safety audits on employee behavior, permits, and company (JSA), daily equipment inspection, record keeping, first aid case management, attend and participate in client turnaround safety progress, monitor and conduct SCBA breathing air equipment inspection and proper function prior to job task, and incident reporting/investigation. ■ Total Safety 2014. HSSE in Busan, Korea working as a third -party safety representative for Nobel and Shell at a shipyard reconstructing the Nobel Discoverer ship oil driller. Duties and responsibilities were to be part of the Shell and Nobel safety HSE team to contribute as a third -party safety representative in the daily work activities such as safety daily audits and inspections on hot work activities, confine space, permit and JSA audits, evacuation drills. Conducted safety meetings, record keeping, and daily inspection on equipment, tools and safety equipment. ■ KBR Kellogg Brown & Root 2012-2013. HSSE Site Safety Manager. Conducted safety audits and meetings, performed daily equipment and apparatus inspections, first aid case management and related record-keeping. ■ BP 2010-2012 HSSE Site Safety Turnaround Manager. Managed and oversaw safety field turnaround for several units. Conducted weekly mass safety meetings, daily audits and inspections, reporting for near miss and first aid, and performed relevant recordkeeping. ■ STARCON International, Inc. 2001-2010 HSE Safety Supervisor. Performed daily audits and inspections, permit training, oil rig basket training, SCBA training and fire watch training. Maintained company and refinery compliance and recordkeeping, supervising various units for turnaround work and implementing company site standards. Performed unit orientations for new hired team members for the turnaround, equipment inspection and purchasing, daily toolbox team safety meetings. Conducted daily permit and JHA audits for compliance, JHA training, recordkeeping, and conducted near miss and incident investigations. C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-12 City of Pearland RFP # 0220-22 Debris Management Services EDUCATION/CERTIFICATIONS ■ San Jacinto College Central Campus Two Years, Courses Studied: • EPCT- Introduction to Environmental/Health • EPCT- Principals of Industrial Hygiene • OSHT- Safety Program Management • OSHT- Physical Hazards Control • OSHT-Accident Prevention, Inspection, and Investigation • OSHT- OSHA Regulation General Industry ■ College of the Mainland (Conducting Safety Audits) ■ OSHA 30 Hour Construction ■ Construction Site Safety Technician CSST Certification ■ Construction Site Safety Technology CSST Certification ■ Construction Site Field Safety CSST Certification ■ Construction Site Safety Supervisor CSST Certification ■ Industrial Toxicology Certification ■ GHS and OSHA Hazardous Communications Certificate ■ First Aid-CPR-AED Certification #1 M39060022 CE „ E� Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-13 City of Pearland RFP # 0220-22 Debris Management Services Mr. Bauer has been involved in disaster recovery resulting from a wide variety of natural disaster recovery as a Project Manager with Ceres Environmental Services, Inc. Mr. Bauer is highly skilled in Emergency Operations Debris Removal for Hurricanes, Major floods and tornados. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County 2019. Grinding Operations Manager for the CalRecycle clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2017. ■ Hurricane Michael 2018. Grinding Operations for work in Georgia. ■ Hurricanes Florence 2018. Grinding Operations Manager in North and South Carolina for the clean-up of storm debris in September. ■ Hurricanes Harvey 2017. Grinding Operations Manager for the disaster recovery projects in Florida and Texas. ■ Southeast Tornadoes 2017. Grinding Operations Manager for debris removal and disposal project in the City of Albany, GA. ■ Hurricanes Hermine 2016. Grinding Operations Manager for Glynn County, GA debris removal and disposal project. ■ Livingston Parish Waterway Cleanup 2015. Grinding Operations Manager for the removal of vegetative, C&D and white goods debris removal in Louisiana. ■ Alabama Tornadoes 2014. Grinding Operations Manager for Ceres response in several Alabama cities damaged by May tornadoes. ■ Winter Storm Pax 2014, Guilford County, NC. Grinding Operations Manager for the cleanup and disposal of over 400,000 cubic yards of debris. ■ Hurricane Sandy 2012-2013. Grinding Operations Manager for Ceres response in New York and New Jersey. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-14 City of Pearland RFP # 0220-22 Debris Management Services Mr. Bloodworth has more than 35 years of Project Management experience in the construction and disaster recovery industry. His professional career includes a 25 -year tenure with the U.S. Army Corps of Engineers, where he held a variety of construction planning and management roles. After leaving the Corps, he entered the private disaster recovery industry serving as a project/program manager, senior project manager, operations manager and vice president of operations. He is a highly skilled, boots -on - the -ground manager of disaster recovery projects, specifically those requiring expertise related to removal, reduction and final disposition of vegetative, construction, demolition and hazardous debris. PROFESSIONAL EXPERIENCE ■ Emergency Watershed Protection August 2019 — Current. Performed dual roles as Senior Project Manager/Operations Planner for emergency channel debris removal for Livingston Parish, LA. ■ Hurricane Michael 2018 — 2019. Senior Project Manager in Dougherty County and City of Albany, GA for clean-up after Hurricane Michael, FL. This project was eventually overtaken by the USACE ACI SAD Region Restricted contract activation, at which time Mr. Bloodworth maintained an oversight role until the USACE ACI project was completed in early 2019. Ceres was reactivated at that time in order to complete the clean-up and disposal work for the County and the City; Mr. Bloodworth maintained his position and participation through the entire project. ■ Hurricane Maria 2017. Project Manager/Operations Planner for the Puerto Rico Department of Transportation (DTOP) Disaster Recovery Project. Mr. Bloodworth worked closely day to day with DTOP Representatives ranging from the Secretary of Transportation to local Municipal Mayors and District Managers. Mr. Bloodworth prepared and implemented a successful Operations Plan that provided an operations solution expediting a re-establishment of adequate transportation routes for such activities as emergency services, utility repairs, reopening schools, citizen access and a very important return of commerce. The Operations Plan included accurate scheduling of all activities related to debris removal and disposal and provided successful tool for budgeting public fund expenditures for DTOP disaster recovery. ■ Hurricane Irma 2017. Project Manager in Tampa City, FL clean-up following the heavy destruction caused by Hurricane Irma. ■ Louisiana Floods 2016. Project Manager and Planner for Livingston Parish project involving clean-up following heavy rains and flooding in Louisiana in August 2016. Mr. Bloodworth expertly organized over 20 different subcontractors with more than 100 debris removal trucks for this project. Mr. Bloodworth provided these subcontractors with a detailed operations plan to begin concurrent debris removal efforts in all areas affected by the flood. Mr. Bloodworth ensured proper removal and disposal/recycling of many different classifications of flood related debris, including C&D, Household Hazardous Waste, E -waste, and White Goods. Total debris removed: over 1,000,000 CY. ■ Texas Floods 2016. Project Manager in Bastrop County following flooding in the county. ■ Winter Storm Goliath 2015. Project Manager for clean-up of several cities and counties under the Oklahoma Emergency Management Authority following Winter Storm Goliath over Christmas 2015. ■ Winter Storm Pax 2014. Operations Manager for Columbia County clean up after Winter Storm Pax. Managed removal and disposal of over 500,000 CY of debris. ■ June Microburst Storm 2013. Project Manager for cleanup project of debris and tree removal in Albemarle, NC following a summer microburst storm. ■ U.S. Army Corps of Engineers 2006-2011. Numerous large-scale U.S Army Corps of Engineers, multiple state DOT and municipality debris removal and heavy construction contracts. Specifically, two debris removal and one heavy construction contract with the Minneapolis -St. Paul District Army Corps of Engineers. These USACE contracts were part of the recovery effort following the Mouse River Flood of Spring 2011 in Minot, North Dakota Duties required and successfully completed, included constant, 24/7 communication and availability with the Minot, USACE Disaster Recovery field office. Possessed complete knowledge and responsibility of all contract operation management functions. Retained full authority as company officer to commit to any/all requirements of the contracts including preparation, negotiation and execution of any additional contracts or change order/ modifications. Managed preparation and implementation of all aspects CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-15 City of Pearland RFP # 0220-22 Debris Management Services of Quality Control, Accident Prevention, Regulatory and Operation Planning. Worked closely with local and state officials to ensure compliance with permits and licensing. Supervised subordinate managers. 2004 — 2006: Program/Project Manager for Disaster Recovery Operations where he served on numerous disaster recovery contracts including: • 2004 Hurricane Charley Tampa, Orlando, Deltona, Daytona, Florida • 2004 Hurricane Frances, Tampa, Daytona, Jacksonville, FL • 2004 Jeanne, Daytona, FL • 2004 Tropical Storm Ivan, Perdio Key, FL/Pensacola Beach, FL • 2004 Tropical Storm Dennis, • 2005 Hurricane Katrina, Louisiana • 2005 Hurricane Wilma, Miami • 2008 Hurricane Ike, Galveston, TX EDUCATION/CERTIFICATIONS ■ USACE certifications including: CQM, materials laboratory technician, flexible pavement and concrete inspection, nuclear density operator, civil engineering technician ■ OSHA 30 ■ CPR/First Aid ■ Coursework, University of Mississippi CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-16 City of Pearland RFP # 0220-22 Debris Management Services :• • Project Superintendent Mr. Bond has managed projects since 2016 supervising and managing storm debris removal teams for major disaster recovery projects with Ceres. Mr. Bond's responsibilities were maintaining contract schedules and detailed agreements, communicating with senior project management and lead superintendents to make sure any foreseen issues, opportunities and company change orders and conducted superior oversight of site and subcontractor performance PROFESSIONAL EXPERIENCE ■ Deatrick Engineering Associates, Orlando, FL 2019 — Current. Inspector responsible for performing various asphalt, earthwork, concrete, masonry, cement, and aggregate testing, both in the field and the laboratory. Ensure jobsite tests and inspections are performed as required or requested by a contractor, architect or engineer as well as being performed per AASHTO, ASTM, ACI, FDOT or other required methods and specifications while working closely with the Laboratory Manager in supervising lab technicians and lab testing. ■ Camp Fire, Butte County 2019. Divisional Supervisor for the campfire project in Paradise, CA leading 45 individuals during wildfire debris cleanup effort. ■ Hurricane Michael 2018. Senior Quality Control Manager and Supervisor in Georgia for the cleanup of debris in October of 2018. ■ Hurricane Florence 2018. Senior Quality Control Manager and Supervisor for North and South Carolina, managing multiple city and county contracts for clean-up of storm and flood debris in September 2018. ■ Kablelink 2016 — 2018. Cable Installation Technician installing entertainment, networking, and security systems and responding to repair calls while keeping customer satisfaction. ■ Broadband Interactive 2001 — 2016. Disconnection Technician communicating with customers and companies to resolve and uninstall cables. EDUCATION ■ Bachelor of Science in Sport and Fitness, University of Central Florida 2011 ■ Associates of Art, Valencia Community College, 2008 CERTIFICATIONS ■ OSHA 30 Construction ■ OSHA 40 Hazwoper ■ Flagger ■ Jones NCTI CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-17 City of Pearland RFP # 0220-22 Debris Management Services My. Boyd has over twenty-five years of documented success as an executive -level human resource manager, leader, and administrator with a proven record of performing executive -level administration and overseeing personnel management initiatives. Recognized subject matter expert with an extensive background performing manpower analysis, recruitment, labor relations, developing staffing plans, and forecasting personnel requirements, accountability, allocations, and budgeting. Highly trusted professional with a current and in scope Top Secret/Sensitive Compartmented Information (TS/SCI) Clearance. Self -motivated, goal -oriented manager with impeccable work ethics and a management style that promotes and encourages cross- functional teamwork to expedite goal attainment. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2019. Project Manager in Lynn Haven, FL for debris removal services provided to clean-up debris generated by Hurricane Michael. ■ Hurricane Michael 2018. Site Superintendent and Sector Manager in Lee County, FL for the loading and hauling of debris generated by Hurricane Michael. ■ II Marine Expeditionary Force, Camp Lejeune 2015-2018. Directed and supervised four major departments consisting of over 40 staff members providing military and civilian human resource management, personnel administration, career planning and retention, and administrative support. ■ 2D Marine Corp Air Corp Station 2013-2015. Assistant Chief of Staff for Manpower and Personnel. Principal advisor to the Commanding General and subject matter expert on all personnel and administrative issues also served on executive staff to direct the human resource operations plans and policies for the Marine Corps' largest aircraft wing. Supervised five departments supporting 52 separate commands. Ensured all deploying organizations were manned to 100 percent of authorized strength. ■ 1 Marine Expeditionary Force, Camp Pendleton 2011-2013. Principal advisor to the Commanding General responsible to provide operational, personnel, general and manpower administration support. Supervised operations, manpower, reserve liaison, Navy personnel and the adjutant's office. Led a staff of over 30 Marines and civilians of all ranks. Ensured personnel replacements were identified and assigned to (2) deployed Marine Air Ground Task Forces and I MEF in in Afghanistan. EDUCATION/CERTIFICATIONS ■ Master of Science, Emergency Service Management, Columbia Southern University 2016 ■ Bachelor of Arts, History, The University of North Carolina at Wilmington 1993 C:E „ E� Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-18 City of Pearland RFP # 0220-22 Debris Management Services Mr. Brown has managed projects since 2016 overseeing disaster recovery, demolition and asbestos removal. Supervising and managing storm debris removal teams for major disaster recovery projects throughout the United States with health and safety aspects while maintain contract with clients. PROFESSIONAL EXPERIENCE ■ Camp Fire, Butte County 2019. Division Supervisor of debris removal for teams in Magalia during the campfire project in Paradise, CA leading 45 individuals during wildfire debris cleanup effort. ■ Hurricane Michael 2018. Project Manager during emergency response debris removal in Early County, GA. ■ Christchurch International Airport 2018. Project Manager for a High-risk project with a large amount of Bonded and Friable Asbestos. Engineering controls necessary to prevent FOD on airfield. Night works, airside works and crane work. Demolition of aircraft hangar and associated buildings immediately adjacent airside area. ■ Hurricane Maria 2017 — 2018. Project Manager in Puerto Rico responsible for the clean road hazard debris, managing debris sites, grind material and haul off mulch to final resting place. ■ Lancaster Park Stadium, Christchurch 2017. Manage salvage projects of over 30,000 stadium seats and various other items as well as project tender, execution and close-out processes ■ Aranui High School 2017. Junior Project Manager managing sites, health and safety aspects, and main contracts with clients. While overseeing demolition of 18 buildings including removal of Asbestos, Polystyrene and Coal Tar. ■ Boys High — Christchurch 2016. Project Manager for 2 story demolition of two-story concrete and brick building attached to historic building. Control of site works and all site documentation. ■ Waitakere Hospital — Waitemata District Health Board 2016. Supervised construction of 80 space carpark and security system. Demolition of redundant mental health facility, responsible for project logistics, service disconnections, protection of remaining services for hospital and subcontractor management EDUCATION/CERTIFICATIONS ■ Bachelor of Applied Management, CPIT, Christchurch, New Zealand ■ Site Supervisor Gold Card ■ Workplace First Aid ■ Asbestos Removal Supervisor, Class A & B Removal Licence (NZ) ■ HAZWOPER Certified (USA) CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-19 City of Pearland RFP # 0220-22 Debris Management Services Mr. Campos has over 15 years of experience in emergency response. While with the United States Air Force, he managed crews at numerous emergencies, managed and tracked equipment, reviewed and drafted standard operating guides and used language skills to communicate with Spanish and Italian speakers in times of crisis. After leaving the United States Air Force, Mr. Campos wanted to continue his career in emergency response by serving as Project Superintendent for Ceres. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Project Superintendent during emergency response debris removal in Jackson County, FL ■ Hurricane Maria 2017 — 2018. Project Superintendent responsible for collecting vendor quotes, tracked project deliverables and revamped vehicle fleet while conducting operations in Puerto Rico. ■ Hurricane Dorian 2018. Project Superintendent perform disaster debris removal, reduction and disposal in Horry County. ■ United States Air Force 2018. Training Director created plans and developed annual training plan for 32 personnel. Facilitates training through various means including instructor -led training, self - study and e -learning; builds strong relationships between key stakeholders and employees. Implements and tracks training requirements for al personnel. Conducts ongoing needs assessment to facilitate multi-level training and advancement. Reports monthly metrics to Fire Chief and Executives. Creates and justifies annual budget for outside courses, guest instructors and additional needs. ■ United States Air Force, 2016 Logistics Director. Ensured strict compliance with the Federal Acquisition Regulation (FAR) while executing annual budgets for the fire department. Planned/Requested/Executed $3.5M funds for fire department operational and contractual requirements. Managed & tracked $1.5M worth of equipment, wireless communications, and information technology assets and enabled training and certification of 18 emergency dispatchers and 32 DOD level II, antiterrorism officers. ■ United States Air Force Emergency Communications Center 2015 Directed communications amongst 10 agencies for over 1,000 alarms on aircraft & building emergencies. Identified undisclosed classified military base security risks as mission assurance assessmentteam member. Facilitated operations, training and maintenance for four person, 24-hour base emergency communication center. Drafted and executed $700K contract for 20 phone lines, 215 building alarm system, and office furniture items ■ United States Air Force, Fire Departments 2014 Geographical Area Manager and Incident Commander. Reviewed and drafted 100+ standard operating guides, oversaw daily operations for 18 stations/8 bases. Controlled and commanded crews at numerous man-made and natural incidents/emergencies. Coordinated with emergency and non -emergency entities to ensure the protection of life, property and incident stabilization. Developed team cohesiveness for American, Korean, Italian, & British firefighters while stationed abroad. Planned, coordinated, and deployed various strike and task forces during various emergencies and non -emergency situations. Established fire department and airfield operations at remote bases with limited home -station equipment/supplies. Used local resources to accomplish mission by establishing agreements and understandings while conducting ethical business negotiations. EDUCATION ■ Master of Arts — International Relations, University of Oklahoma 2017 ■ Bachelor of Arts — Sociology, Ashford University 2012 ■ Associate of Applied Science and Fire Science, Community College of the Air Force 2009 ■ U.S. Air Force Senior Leadership and Management, Air University, 2018 ■ U.S. Air Force Leadership and Management, Air University, 2016 ■ U.S. Air Force Leadership, Air University, 2009 ■ Department of Defense Fire Academy, Goodfellow Air Force Base, 2004 C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-20 City of Pearland RFP # 0220-22 Debris Management Services CERTIFICATIONS ■ National Registry EMT ■ Emergency Response to Terrorism ■ Incident Command System 300, NIMS ■ Incident Command System 400, NIMS ■ Fire Department Health and Safety Officer ■ Fire Department Incident Safety Officer ■ Fire Inspector I & II ■ Fire Officer I, II, & III ■ Hazardous Materials Incident Commander ■ Hazardous Materials Technician ■ HazMat Awareness and Operations ■ Public Telecommunicator 1/1 ■ Rescue Technician I ■ Competent Communicator, Toastmaster's International VOLUNTEER SERVICE ■ Curry County Local Emergency Response Committee, 2016 — Present (Member) ■ Southern Nevada Burn Center, 2010 Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-21 City of Pearland RFP # 0220-22 Debris Management Services Mr. Compton went into retirement in 2013 who is now returning to the workforce. He has Safety Management Experience with OSHA & MSHA throughout U.S. which resulted in becoming a professional member of the American Society of Safety Engineers. Safety teams under my direct supervision have achieved an Accident Frequency Rate of 1.10 over 3,000,000 man-hours with a specific focus on accident prevention and the timely return of injured workers. As Project Safety Manager from August 2008 through August 2010, on a major power plant construction project the safety team achieved reducing the Accident Frequency Rate to 0.80 over 1,400,000 -man hours reducing the company's EMR. In addition, Safety Teams that I have been associated have received numerous Annual Safety Awards for individual and project achievements utilizing behavior -based safety techniques. This dedication to safety management has consistently resulted in the overall reduction of the number of reportable injuries, lost time injuries and safety violations. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2019. Health and Safety Officer for CalRecycle Butte County Camp fire in California. ■ BMT 2012. Project Safety Manager for a Tank Solar Plant. ■ CRIB Builders 2010. Project EH&S Manager for Merck Pharmaceutical Plant. ■ Gemma Power Systems 2008-2010. Project Safety Manager for a Power Plant. ■ Code Red Safety 2008. Safety Supervisor at a Power Plant. ■ ARB, Inc. 2007-2008. Site Safety Manager at a Power Plant. ■ Aerotek 2007. Site Safety Manager at Rosendin Electric to process safety management. ■ Fru -con Construction Corp 2006-2007. Project Safety Manager ■ Western Industrial 2006. Safety Superintendent ■ Fru -Con Construction Corp 2004-2006. Project Safety Manager for USACE. ■ Aerotek 2003-2004. T&C Site Safety Officer for Bombardier Transportation, who develop and implement site safety training plan. ■ Ames Construction, Inc. 2002-2003. Area Safety Manager for union and non-union employees, for commercial or industrial construction, and mine service contracts and construction projects. ■ Heavy Civil CDK 1996-2002. Project Safety Manager for CDK/Skanska through -out U.S.A Education/Certifications ■ Bachelor of Science Degree in Forest Management from Humboldt State University ■ Law Enforcement ■ Technical Fire Management ■ Safety Management CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-22 City of Pearland RFP # 0220-22 Debris Management Services Mr. Cooley has 19 years of experience as a Project Superintendent responding to natural disasters. For 15 years as a Construction Superintendent, Mr. Cooley supervised every aspect of the removal, replacement, and building projects on large construction projects. Reporting on progress, handling bids, handling and managing contracts while ensuring the importance of quality control and subcontractor coordination responsibilities. PROFESSIONAL EXPERIENCE ■ Camp Fire, Butte County 2019. Project Superintendent for the CalRecycle cleanup project for hauling and disposal of debris in North-Central California in 2017. ■ Hurricane Maria 2017 — 2018. Project Superintendent in Puerto Rico responsible for the clean road hazard debris, managing debris sites, grind material and haul off mulch to final resting place. ■ Hurricane Irma 2017. Project Superintendent for mulch removal and site restoration on several debris management sites in Southern Georgia and South Florida. ■ Hurricane Harvey 2017. Project Superintendent for the City of Pearland, Texas. ■ RTD Construction 2016 — 2017. Superintendent for the Southside Pump Station Improvements in Greenville, NC. Overseeing and laying out all concrete work, piping and mechanical work, staying on top of material being delivered to ensure proper shipments and that material matched what was submitted and approved, and scheduling subcontractors. ■ Ceres Environmental Services, Inc. 2016. Superintendent for the Reach G213 Levee construction project in Dulac, LA. Supervising operators on the levee and at the pit to insure everyone was safe and productive as trucks hauled the excavated material from one site to the other, ordering the correct amount of trucks for each day to reach optimal production, scheduling all personnel daily, scheduling, overseeing the control structures, and direct installation of several hundred tons of riprap stone on the berms of the levee. ■ Layne Heavy Civil 2015 — 2016. Superintendent responsible for overseeing the industrial water line upgrade/replacement construction project for Stennis NASA Base in Stennis, MS. ■ M.E.B. General Contractors 2012 — 2014. Superintendent for the Rocky Pen Run WTF project in Stafford County, VA. ■ T.A. Loving Company 2012. Superintendent overseeing the construction project for a new wastewater pump station for Camp Lejeune Marine Corps Base in Goldsboro, NC. ■ T.A. Loving Company 2011 — 2012. Superintendent for the City of Richmond WWTP UV and Electrical Upgrade project in Goldsboro, NC. Responsibilities consisted of assisting the site superintendent on tightening up the outlying areas of the job so that he could oversee them in one confined area. ■ T.A. Loving Company 2009 — 2011. Superintendent responsible for the removal and expansion of Aquia WWTP Nutrient. Responsibilities consisted of procurement of material, scheduling and supervision of company employees and subcontractors, pre and final inspections of various civil, structural, mechanical, and electrical installations. Safety audits, safety meeting with company employees, and weekly coordination meetings were also conducted. ■ T.A. Loving Company 2005 — 2009. Superintendent performing oversight on several water and water waste plants as well as expanding and upgrading the City of Kinston WWTP, Morehead City WWTP, and Harnett County WTP. ■ TA Loving 2001 — 2005. Electrical Superintendent responsible for supervising the field crews, electrical planning, bidding, material procurement and submitting packages to our in-house electrical division. EDUCATION/CERTIFICATIONS ■ Johnston Community College, Smithfield, NC ■ OSHA 10 ■ First Aid/CPR CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-23 City of Pearland RFP # 0220-22 Debris Management Services Brad Deville, Mr. Deville has nearly 20 years of experience in equipment and mechanical issues. He has worked as a manager both in house and in the field on heavy civil construction jobs. Mr. Deville has experience in managing multiple projects at once, sorting priorities on each project assigned and managing equipment and personnel for multiple jobs and job sites. PROFESSIONAL EXPERIENCE ■ Kuykendahl Detention Basin 2015 — Present. Superintendent for excavation of stormwater detention basins in Harris County, Texas. ■ Falgout Canal Road Levee Segment 2015. Superintendent for a 4 -mile stretch of level as part of the Morganza-to-the-Gulf project to protect Terrebonne and Lafourche parishes in Louisiana. ■ Ward 7 Levee Improvement and Extension 2014. Superintendent for levee reconstruction project in Terrebonne Parish, Louisiana ■ Reach G213 and Reach G 2-c Earthen Levees 2014. Superintendent for flood control levees in Terrebonne Parish as part of the Morganza-to-the-Gulf project. ■ Reach H-1 Levee 2013-2016: Superintendent for Reach H-1 levee, connecting Reach G-2 with Reach H-2 segments of the Morganza-to-the-Gulf project. ■ Reach F Earthen Levee 2013-2015: Superintendent for levee segment of Reach F, part of the Morganza-to-the-Gulf project in Terrebonne and Lafourche parishes in Louisiana. ■ Shop Manager, Ceres Environmental Services, Inc., 2012 — 2015. Oversaw all maintenance of equipment in Ceres shop, located in Houston, TX. Manager of all employees in the shop. ■ Operator/Mechanic/Shop Supervisor, Luhr 1997 — 2012. Started out as operator of heavy equipment for two years. Moved up to mechanic for two years, in charge of solving mechanical issues and spent the nine years as a Shop Supervisor, supervising shop and employees. ■ Owner, Trucking Company 1990 — 1997. Owned and operated trucking company. Hauled and received contracts for hauling. EDUCATION/CERTIFICATIONS ■ OSHA certified ■ Diesel Mechanic courses ■ OSHA Safety Courses ■ HazMat trained CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-24 City of Pearland RFP # 0220-22 Debris Management Services With more than 35 years of construction management experience, Mr. Deville is an experienced supervisor and field manager capable of concurrently supervising multiple crews and projects. He is an experienced equipment operator, project estimator, manager, and surveyor with construction experience in commercial, residential and disaster recovery areas of specialty. His broad experience, commitment to quality and safety, technical expertise, and natural leadership skills makes Mr. Deville a highly valuable asset to our Supervisory team. PROFESSIONAL EXPERIENCE ■ Houston, TX 2019 — Current. General Superintendent/Manager overseeing the construction of multiple detention/retention ponds. Responsible for coordinating and managing subs, ordering materials, tracking cost, scheduling equipment and keeping good relations with clients. ■ Louisiana Civil Construction 2017 — 2019. General Superintendent/Manager overseeing multiple projects ranging from DOTD work installing median cable barriers, new streets, pedestrian bridges, street improvements, highway improvements, new building sites and parking lots for the cities within LA. ■ Miami -Dade County, FL C-111 Detention Pond 2016 — 2017. General Superintendent/Manager responsible for coordinating and managing subs, ordering materials, tracking cost, scheduling equipment and keeping good relations with clients. ■ Louisiana Levee Construction 2013 — 2016. General Superintendent for Terrebonne levee projects, overseeing five levee projects over $45 million — responsible for coordinating managing subs, ordering materials, tracking cost, scheduling equipment and keeping good relations with clients. ■ Hurricane Isaac 2012. Area Manager for ROE and PPDR projects in St. Bernard Parish, LA. ■ Mountrail County, ND April — October 2012. Project Manager for Palermo Road grading, aggregate surfacing, signing and incidentals. ■ Minot, North Dakota Flood Recovery 2011. Project Superintendent/Manager: supervised all Levee breach repair - responsible for coordinating with USACE, scheduling work, resourcing labor and equipment. ■ Minot, North Dakota Flood Recovery 2011. Project Superintendent/Manager: supervised all Emergency levee removal in Minot, Sawyer, and Burlington - responsible for lining sub -contractors up, made sure they complied. Finished job ahead of schedule. ■ Alabama Tornadoes 2011. Site Manager for USACE ROE Debris Removal project in Lawrence and Limestone Counties, Alabama. ■ Alabama Tornadoes 2011. Project Superintendent for Jefferson County, Alabama. Assisted with management of removal and reduction of over 1 million cubic yards of tornado debris. ■ Birdland Park Levee Improvements. Surveyor, Des Moines Iowa, Survey site, built 3D tin surfaces for the Project, set up GPS equipment ■ Little Calumet River Flood Prevention Project. Surveyor/Superintendent, Indiana, Survey site, set up GPS equipment, built 3D tin surfaces for project and supervised the construction of the concrete retaining wall ■ Puerto Rico Rio Fajardo Flood Control Project. Surveyor. Responsible for all layouts, constructing job from data input, building 3D surface tins, designing a 60 -acre Mitigation flood plain for Mangrove Trees, and Cross section with quantity reports. ■ Nassau Drive Subdivision and Drainage Work. Supervised all layout and grade control ■ Hurricane Katrina 2005 — 2007. Private Property Debris Removal project, New Orleans LA: Field Supervisor. Responsibilities included crew supervision, production and quality, scheduling and crew assignments, PPDR site inspections, enforcement of safety and quality standards, and documentation and record keeping. Levee reconstruction projects in Plaquemines Parish, LA: Site Superintendent. Responsible for crew supervision, compliance with project and USACE safety requirements, production quality, and equipment operations and maintenance, daily reports and inspections, and oversight of survey teams. Emergency levee repair project, St. Bernard Parish, LA: Site Superintendent. Site Superintendent, Lafreniere Park Restoration project, Metairie, LA Site Superintendent, Caminada Restoration Project, Grand Isle LA. Restoration included proper capping of the entire site to meet local landfill requirements. Demolition Project, Hurricane Katrina response mission: Field Supervisor. Responsible for management of demolition crews, including C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-25 City of Pearland RFP # 0220-22 Debris Management Services subcontract crews, and conformance to strict company and USACE protocol specific to emergency demolition operations. EDUCATION/CERTIFICATIONS ■ OSHA 10 -hour safety training ■ CPR First Aid Certified CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-26 City of Pearland RFP # 0220-22 Debris Management Services Ms. Deville has over 20 years of supervisory experience in the construction field including personnel and subcontractor management, agricultural recycling operations, debris management, yard waste processing, landfill restoration/cover, and new civil construction. Ms. Deville also has experience operating heavy equipment, logging, and grinding equipment. Her management duties as a Site Superintendent includes supervision of material receipts, production and sales; maintenance scheduling; crew and production scheduling; production operations; cost control and reduction; and enforcement of site safety requirements. Her experience managing debris removal operations for Hurricanes Frances, Jeanne, Katrina, Ike, Gustav, the Ice Storm of 2009 in Kentucky and several Civil Construction Projects makes Ms. Deville an invaluable resource to Ceres in performance of contract and emergency debris removal operations and civil construction. PROFESSIONAL EXPERIENCE ■ HCFCD Aldine -Westfield Stormwater Detention Basin 2019. Project Superintendent and QC for building substantial drainage systems and excavating a flood control basin in Harris County, TX. ■ Hurricane Maria St. Croix, VI- 2018 — 2019. Project Superintendent for Debris Management Site segregating debris for proper recycling and removal. ■ USACE - Central Everglades Reservoir Project 2017 — 2018. Project Superintendent and QC building reservoir levees in the Everglades of Florida. ■ Hurricane Matthew 2016. Project Superintendent for Indian River County, FL for contract activation. Ceres removed nearly 100,000 CY of vegetative debris from the County rights-of-way. Worked with local officials and managed all debris removal and recycling of storm related debris. ■ Morganza to the Gulf Levee System 2013 — 2017. Project Superintendent and QC for Levee's Reach F, Reach E, and Supervised 5 Excavation Pits for 5 Levees total excavating roughly 4 million CY dirt between all projects. ■ Hurricane Isaac 2012. Project Superintendent for the City of Kenner. Ceres removed almost 54,000 CY of vegetative and C&D debris, including bagged mixed debris, from the City rights-of- way in three weeks. ■ Haiti Earthquake 2010 — 2012. Acting as Project Superintendent for Truitier Landfill Debris Site Management Project in Port-au-Prince, Haiti for the Haitian Ministry of Public Works. ■ Ice Storms 2009. Debris Removal Project Superintendent - worked with local officials and managed subcontractors for the 2009 Ice Storm in Hardin County, KY. ■ Hurricane Gustav 2008. Debris Removal Project Superintendent - worked with local officials and managed subcontractors in East Baton Rouge, LA. ■ Hurricane Ike 2008. Debris Removal Project Superintendent - worked in coordination with the USACE for TXDOT Emergency Road Clearance in the City of Kemah and Chambers County, TX. ■ Hurricane Katrina 2005 — 2007. Field Supervisor in coordination with the U.S. Army Corps of Engineers in Livingston and Jefferson Parish, LA. ■ Hurricanes Frances and Jeanne 2004 — 2005. Field Supervisor for SWA debris removal in Palm Beach County, FL. ■ Site Supervisor 2002 — 2006. Supervision of receipt of recyclable materials, heavy equipment operations, grinder operation, researching and allocating future revenues, soil testing and compliance with outside agencies, maintaining product quality and overseeing proper ratios of soil mix recipe's, contaminant identification and segregation, and supervision of production and sales. Duties also included scheduling and completion of preventative maintenance for equipment; managing site personnel and scheduling work tasks; provision of weekly safety training for site personnel and enforcement of site safety requirements; and daily production reporting. ■ Assistant Manager 1999 — 2002. Supervision of receipt of recyclable materials, contaminant identification and segregation, heavy equipment operator, scheduling and dispatching outgoing mulch sales, inventory and ordering supplies, documentation of equipment maintenance, parts, fuel usage, and daily sales. Performed land -clearing operations including operation of CAT 330 and 320 excavators, D6 dozer, IT -38 -wheel loader/grapple with root rake, and log skidder equipment. Responsible for operating various equipment to clear sites in preparation for dirt construction, reading blueprints and determining which trees were to be felled and burned, chipped, or logged based on contract and print requirements, assisted heavy hauler driver in loading and unloading various types of heavy equipment onto a low boy. Responsible for the operation and maintenance CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-27 City of Pearland RFP # 0220-22 Debris Management Services of a horizontal grinder at a grinding site. Maintained and operated equipment, managed quality of material receipts and identified/removed contaminants, managed production rates and finished product quality. CERTIFICATIONS/TRAINING ■ Hazardous Materials Awareness (8 -hour course) ■ 40 Hour Hazwoper Certification ■ FEMA certified NIMS IS -100, IS -200, ICS 300, ICS 400, & IS -700 ■ OSHA 10 ■ CPR/First Aid ■ Fire Prevention and Protection, Emergency Response ■ Ceres Authorized Equipment Operator (all); Grinder Operator (horizontal and tub) C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-28 City of Pearland RFP # 0220-22 Debris Management Services Mr. Gallicchio has twenty-six years of experience as a Project Superintendent with Ceres Environmental Services, Inc. overseeing and managing disaster recovery, demolition and construction projects. Mr. Gallicchio's professional work ranged from management oversight and coordinating to communicating with the U.S. Army Corps of Engineers. PROFESSIONAL EXPERIENCE ■ Hurricanes Michael and Florence 2018 — 2019. Provided management oversight for 13 individual contract activations in jurisdictions across North Carolina, South Carolina, Florida and Georgia ■ Hurricanes Irma and Harvey 2017. Provided management oversight for disaster recovery projects in Florida and Texas. ■ Southeast Tornadoes 2017. Project Superintendent for disaster recovery projects in Georgia and Louisiana following early tornadoes. ■ Louisiana Levee Construction 2013 — 2016. Project Superintendent for Terrebonne levee projects. ■ Moore, OK Tornado 2013. Senior Project Superintendent responding to the City of Moore, Oklahoma following an EF5 tornado. ■ Hurricane Sandy 2012 — 2013. Project Superintendent for Ceres response in Point Pleasant Beach, NJ. ■ Hurricane Isaac 2012. Project Superintendent for five separate contracts in response to Hurricane Isaac. ■ North Dakota Flooding 2011. Operator for emergency levee removal and repair projects after historic flooding in spring of 2011 near Minot, North Dakota. ■ Hurricane Ike 2008. Project Superintendent debris removal in Texas and Louisiana. ■ Hurricane Gustav 2008. Project Superintendent for the debris removal and disposal and trimming and removal of hazardous trees in Louisiana. ■ Hurricane Katrina 2005 — 2007. Project Manager/Operator for the cleanup and Restoration of Lafreniere Park damaged by hurricane and storm surge in Grand Isle, Louisiana and demolition of approximately 50 damaged homes in Metairie, Louisiana. ■ Hurricane Katrina 2005 — 2006. Project Manager for the debris collection, reduction and disposal in the City of Biloxi, MS. ■ U.S. Army Corps of Engineers; Louisiana 2005 — 2007. Superintendent Oversight of crews operating directly with Parish presidents, FEMA personnel and Representatives with USACE ■ Hurricane Jeanne and Frances 2004. Superintendent overseeing the debris removal and disposal in Palm Beach, FL. ■ Fort Knox Building Demolition. Superintendent involved in the demolition of a variety of buildings in Fort Knox, Kentucky. ■ Hurricane Isabel 2003. Project Superintendent for the debris removal and disposal in Virginia. ■ Hurricane Floyd 1999. Project Superintendent for the debris removal and disposal in North Carolina. ■ Oklahoma City Tornadoes 1999. Project Superintendent providing debris removal, managing multiple debris sites, and demolishing damaged residential structures. ■ Hurricane Fran 1996. Project Superintendent for USACE contract providing debris removal, reduction and site management. EDUCATION/CERTIFICATIONS • First Responder • First Aid CPR, AED, BLS • ACLS Medical (Advanced Cardiovascular Life Support) • Certified heavy equipment operator/Instructor 20+ years • 10+ year carpentry experience • Certified Flagger 10+ years • OSHA 40 Hazwoper • OSHA 29 CFR 19.26.602 • USACE Construction Quality Management for Construction • Rigger Level 1 CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-29 City of Pearland RFP # 0220-22 Debris Management Services Mr. Gelinas has over 15 years of experience in multiple aspects of emergency response. He has spent eleven years with Citrus County Fire Rescue as a state certified Firefighter assisting in water rescue, public safety and hazmat operations. After leaving the rescue team he wanted to continue his career in responding to emergency services by serving as a regional Project Superintendent in central Florida. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Project Superintendent in Jackson County, FL for the clean-up of debris generated by Hurricane Michael in October of 2018. ■ Hurricane Michael 2018. Haul -Out Coordinator for the USACE ACI Restricted SAD Region activation in 13 Georgia Counties for the clean-up of debris generated by Hurricane Michael in October 2018. ■ Hurricane Michael 2018. Project Superintendent in Leon County and the City of Tallahassee, FL for the clean-up of debris generated by Hurricane Michael in October of 2018 ■ DRC Emergency Services 2017-2018. Worked as a regional Project Manager and Trainer in the central Florida region. Was entrusted to manage seven different projects and project managers during the response of the debris impacts of Hurricane Irma. Regular attendance to meetings with all levels of county officials. Traveled across the state of the Point of Contact in the initial phases of initial damage assessment and kick off meetings for the pre-existing contracts. Training city personnel for self-monitoring debris management and safe operations. Conclude projects after site reclamation once it has met FEMA and contractual requirements. ■ Witt O'Brien's 2016. After working briefly as a Debris Monitor, a promotion was received to Field Operations Supervisor for the Debris Removal Operations in Citrus County, FL following Hurricane Hermine. Responsible for oversight of the Debris Monitors in Citrus County, ensuring that goals and deadlines were met, submitting payroll documentation, generating paperwork needed to secure FEMA funding, and producing documentation to update county officials regarding the progress. ■ OTR Truck Driver 2012-2016. Worked as an independent contractor transporting goods (ranging from produce to hazardous materials) interstate, requiring knowledge of Federal and State regulations governing commercial trucking. ■ Citrus County Fire Rescue 2001-2012. Worked as a State Certified Firefighter, Emergency Medical Technician, certified in Water Rescue, Public Safety, and Hazmat Operations. First responder for the following Hurricanes, Ivan, Jeanne and involved with implementation of FEMA's Public and Individual Assistance programs. EDUCATION ■ College of Central Florida ■ Citrus County Fire Academy ■ Withlacoochee Technical College ■ FEMA Emergency Management Institute CERTIFICATIONS ■ FEMA IS -5a Intro Hazmat ■ FEMA IS -33.18 FEMA Ethics ■ FEMA IS -35.18 FEMA Safety ■ FEMA IS -100.b Incident Command ■ FEMA IS -200 Initial Incident ■ FEMA IS -300 Expanding Incident ■ FEMA IS -632.a Debris Operations ■ FEMA IS -633 Debris Plan Dev. ■ FEMA IS -634 Public Assistance ■ FEMA IS -700.a NIMS ■ OSHA 40 HAZWOPER ■ OSHA 30 Construction ■ Florida Certified Firefighter II C:ERES ■ Florida Certified Fire Engineer ■ National Certified Emergency Medical Technician ■ Radiological Awareness and Response ■ Hazmat Decontamination Team ■ Hazmat Response Team ■ Citrus County Fire Academy ■ CPR/AED/First Responder Instructor ■ Certified Emergency Medical Dispatcher ■ Hurricane Mitigation Workshop ■ Natural Resource Damage Assessment Training ■ Trained Terrorist Bombing Responder ■ CERT Instructor' ■ WMD/Terrorism Awareness for Emergency Responders Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-30 City of Pearland RFP # 0220-22 Debris Management Services ResourcesMichael Hansen, Mr. Hansen brings over 25 years of resources management to Ceres. Mr. Hansen has been instrumental in debris and construction projects, providing support in operations, logistics, safety, heavy equipment, ground equipment and purchasing. In addition to logistics and resources management to emergency response projects, he oversees the day to day management and maintenance of office equipment, safety equipment, mechanical equipment, heavy equipment, electronic equipment, and fleet vehicles. PROFESSIONAL EXPERIENCE ■ Bahamas 2020, Operations and Logistics Manager for shipping supplies and equipment for debris removal from public and private property. ■ California Wildfires and Camp Fire, Butte County 2018-2019, Operations and Logistics Manager for CalRecycle clean-up project for hauling and disposal of debris generated by the Camp Fire in 2018 and the USACE Northern California Wildfires project in 2017. ■ Hurricanes Michael and Florence 2018 – 2019, Operations and Logistics Manager for shipping supplies and equipment for disaster recovery in over 13 Georgia Counties, North and South Carolina and Florida. ■ Hurricane Harvey, Irma and Maria 2017. Operations and Logistics Manager for shipping supplies and equipment for three project recovery projects. ■ Sink Hole, Land O Lakes, FL 2017, Operations and Logistics Manager for shipping supplies and equipment for Pasco County. ■ Hurricanes Hermine and Matthew 2016. Operations and Logistics Manager for shipping supplies and equipment. ■ Livingston Parish Waterway Cleanup 2015, Operations and Logistics Manager for response during the removal of vegetative, C&D and white goods debris removal in Louisiana. ■ Hurricane Sandy, Isaac; Winter Storm Pax and Alfred 2011 — 2014, Operations and Logistics Manager for shipping supplies and equipment for major disaster recovery projects. ■ North Dakota Flood Recovery 2011, Operations and Logistics Manager for shipping supplies and equipment for three flood recovery projects. ■ Hurricane Irene 2011, Operations and Logistics Manager for shipping supplies and equipment for two hurricane recovery projects. ■ Alabama and Mississippi Tornadoes April 2011, Operations and Logistics Manager for shipping supplies and equipment to and between four projects. ■ New Zealand Earthquake 2011 – Present, Logistics Manager in charge for shipping supplies and equipment for operations in New Zealand. ■ Haiti Earthquake 2010 - Present, Logistics Manager in charge of shipping supplies and equipment for operations in Haiti. ■ Ice Storm 2009, Operations and Logistics Management and support for debris removal and disposal from county rights -of -ways in Kentucky ■ Hurricane Ike 2008, Operations and Resources Management for debris removal and disposal for 11 different locations; Logistics management of positioning, establishing and set up of field offices in Texas ■ Hurricane Gustav 2008, Resources and Operations Management for debris removal and disposal in Louisiana; Positioned, located, and set up of field offices including maintenance ■ Hurricane Dolly 2008, Operations, Logistics, and Resources Management and support providing critical resources such as equipment, personnel, office equipment, and networks to debris removal and disposal in Texas ■ Iowa Flood 2008, Project Administrative and Operations support for debris removal due to Cedar River flooding in Iowa ■ Flood Control, Rio Puerto Nuevo, Rio Fajardo 2007, Operations, Logistics and Resources management to Floodway Control project in Puerto Rico including shipping and receiving equipment ■ Ice Storm 2007, Operations and Resources Management to debris removal in response to Winter Ice Storm in Oklahoma C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-31 City of Pearland RFP # 0220-22 Debris Management Services ■ Hurricane Katrina 2005, Operations and Logistics Management support to debris removal, processing, and disposal operations of over 13 million cubic yards of storm debris in Louisiana ■ U.S. Coast Guard, Auxiliary Service Engineer, EMT, Fuel/Oil & Water Engineer, and Machinery Technician. Responsibility of mechanical engineer on station and watercraft providing oversight to engines, boilers, generators, propulsion units, HVAC units, watercraft and aircraft refueling EDUCATION/CERTIFICATIONS ■ Forestry, Biology, and Business Management, Northland College, Wisconsin. ■ FEMA certified ICS -100, ICS -200, IS -300, IS -400, IS -700 ■ USACE CQM certified ■ OSHA 10 Hour Construction Safety & Health ■ First Aid/CPR certified C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-32 City of Pearland RFP # 0220-22 Debris Management Services Mr. Hardy is a resourceful certified quality management professional with approximately 30 years of civil and construction project management and planning experience. He has expertise in guiding a wide range of civil project operations, including road and bridge construction/reconstruction, drainage and erosion control, soil testing and sampling, and field inspections. Mr. Hardy is proficient in project construction/layout, concrete and asphalt roadway operations, elevation management, and electronic milestone tracking and filing systems/document control. He has a proven record of establishing productive relations with jurisdiction owners, engineering management, subcontractors, and regulatory officials in order to drive a strong team with multiple trades. PROFESSIONAL EXPERIENCE ■ Kuykendahl, Glen Forest and Aldine Westfield Detention Basin 2019 — Current. Quality Control Manager for several detention basins in Houston, TX. ■ Paradise Butte County, CA Fire 2019. Quality Control Manager for the CalRecycle clean-up project for hauling and disposal of debris generated by Camp Fire in 2018. ■ Hurricane Michael 2018. Quality Control Manager for work provided for the USACE ACI in 13 Georgia counties. Trained all Ceres operations personnel, sub -contractors operation crew and Ceres flaggers in a classroom setting ATSSA Flagger Training and Traffic Control. Ensured quality control personnel and subcontractors met the required qualifications of the project contract. Reviewed and understood project -specific quality control plans; ensuring all quality control inspections are performed and documented in accordance with the testing plan and making sure all results are being reviewed for conformance with requirements with all documentation including records, photographs and logbooks for the USACE project closeout requirements. ■ Harris County, Texas Storm Water Detention Reservoir 2015 — 2018. Project Operations — attended monthly construction meetings and engaged in an active role of establishing the scope of all construction projects with Architects and Engineers. Acquired all support documentation and generated submittals for project excavation disposal sites as per requirements of HCFCD Guidelines. Perform project material and supply procurement. ■ Morganza Hurricane Levee Project 2015. Operations Planner — responsible for planning, scheduling, conducting and coordinating detailed phases of the engineering. Supervised and coordinated the work of engineers, draft persons, plan reviews, as -built, specifications and testing frequencies to develop an accurate cost proposal. ■ Glendo Wyoming Reservoir Rehabilitation 2015. Operations Planner — Responsible for the continuation of production and maintenance of quality as a prime objective. Reviewed project traffic control plans in reference to field operation. Created and assisted in weekly meeting agenda. Assisted in managing environmental permits and regulations. Managed underground utility notifications; reviewed daily timesheets and performance reviews. EDUCATION/CERTIFICATIONS ■ Bachelor of Science — Civil Engineer from the University of Louisiana at Lafayette. ■ USACE Construction Quality Management for Contractors Certificate ■ DOTD Asphaltic Concrete Roadway with Asphaltic Concrete Observation Certification ■ DOTD Embankment and Base Course Certification ■ DOTD Portland Cement Concrete Paving Certification ■ DOTD Portland Cement Concrete Structural Certification ■ DOTD Portland Cement Concrete Structural Certification ■ OSHA 30 for Construction Certificate ■ Radiation Safety Officer APNGA Certification ■ Radiation Safety Officer NORM Certificate ■ Heavy Bid Training Certificate ■ ATSSA Certified Flagger/Traffic Control Instructor ■ USACE Construction Quality Management for Contractors Certificate CE „ E Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-33 City of Pearland RFP # 0220-22 Debris Management Services Bobby Mr. Harrell has more than 25 years of successful safety, fire, and medical project management leadership. Mr. Harrell holds multiple NWCG, FEMA, OSHA, Fire and Medical certifications. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2018-2019. Chief Safety Managerfor 13 counties in Georgia on the Hurricane Michael USACE ACI Debris Project. ■ Liberty Lift Solutions. Corporate Safety Manager- administered OSHA and DOT compliance programs, conducted safety audits, incident investigation and drug & alcohol testing, conducted all safety training across the organization, Managed EHS data for ISNetworld,, Avetta, PEC SSQ Systems. ■ InnoSpec Oil Field Services 2017 — 2018. Frac Assistant/Safety Collection and management of all chemical data and safety audits. ■ Transwood Inc. 2017. Safety/Sand Coordinator- Ensured safety & DOT compliance, all employee safety training. Incident investigation and drug and alcohol testing. ■ Lehoski Welding 2015 — 2016. Safety Manager/ PEC Instructor -Conducted all new hire orientation, PEC and field safety training, composed safety policies and procedures, Conducted safety audits, incident investigation and drug & alcohol testing, Managed EHS data for ISNetworld. ■ L&P Pipeline and Construction 2014 — 2015. Safety Coordinator /Safety & PEC Instructor -In charge of all new hire orientation including drug testing, DOT, field safety audits, Incident investigation. ■ Big Star Crude 2013 — 2014. Safety Adviser /Asst. Terminal Manager- All new hire orientation, drug testing, DOT, field safety audits, managed all billing of the clients and drivers, all DOT inspections, Performed accident, injury investigations and safety audits. ■ Safety Medics 2012 — 2013. Safety Inspector -Safety audits of large oil field construction sites, pipeline construction and drilling rigs. Performed accident, injury investigations. ■ Sierra Industries 2011 — 2012. Fire Chief / Safety /Training -Army UC -35 project in charge of DCMA audits airport safety and training including all fire calls and emergency issues, New hire orientations training for employee, drug testing and wrote all safety policy and procedures for company -wide programs. ■ Pinkerton Government Services 2010 — 2011. Shift Fire Captain- In charge of all fire and medical calls on shift at Sikorsky Helicopter Facility. ■ Smirfit Stone Paper Mill 2007-2010. Safety and Medic Cared for all employees' injuries, Performed safety audits in the mill. ■ Gulf Coast State College 2004-2008. Adjunct Instructor Courses for Fire, Paramedic, Emergency Medical Technicians and Hazardous Materials. ■ Bay Medical Center 2001-2009. EMT, Paramedic — Took emergency calls county wide transported to hospital. ■ Bay County Fire Rescue 1994-2009. Battalion Captain EMT -P- Supervised 40 Officers and fighters, All fleet maintenance, Fire Department Training, Safety Officer, Hazardous Materials Officer and Medical Officer. EDUCATION/CERTIFICATIONS ■ Certified Occupational Safety and Health Officer (CSHO I & II) — TEEX Estimated Date: Dec 2019 ■ NWCG qualified S-131, S-190, S-205, S-215 ■ FEMA certified ICS -100, ICS -200, ICS -300, IS -00005.a, IS -00035.18, IS -100, IS -200, IS -244, IS- 315,IS-317,IS-340,IS-346,IS-700,IS-800,IS-804,IS-907,IS-1900 ■ OSHA- 501,511, 2055, 2225, 3015, 3115, 7205, 7505 ■ OSHA Outreach Instructor ■ Medic First Aid CPT Instructor C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-34 City of Pearland RFP # 0220-22 Debris Management Services Mr. Kelleran has 15 years of experience in equipment operation and maintenance. Mr. Kelleran has spent 7 years with the Armor Volunteer Fire Company for the Fire station in Erie County, NY as a state certified firefighter and lieutenant in emergency response. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2017 — Current. Grinder Operator overseeing the grinding crew and all maintenance required during the grinding operations to assist the cleanup and recovery process following natural disasters. ■ Kelleran Services, Inc. 2015 — 2017. Heavy Equipment Operator and Mechanic responsible for completion of projects in an efficient time, maintenance and repairs on heavy equipment and trucks. ■ Owczarczak Construction 2012 — 2015. Heavy Equipment Operator and Mechanic responsible for maintenance and repairs on heavy equipment and trucks and completion of projects in an efficient time. ■ Armor Volunteer Fire Company • Assistant Fire Chief 2015 • Senior Fire Lieutenant 2012 • Truck Lieutenant 2009 — 2011 • Firefighter/EMT 2008 ■ Ingalls Site Development Inc. 2009 — 2011.Equipment Operator responsible for the maintenance and repairs on heavy equipment and trucks. ■ United Materials Concrete Company 2009. Mechanic and Shop maintenance assisted with truck maintenance during an internship. Responsibilities included truck repairs, assembling and organizing concrete blocks for sale. ■ Holmes and Murphy Construction 2005 — 2006. Mechanic cleaner who assisted with managing auctions. ■ Gullo's Garden Center, LLC. 2003 — 2008. Equipment Operator also assisted with sales, customer service and landscaping. EDUCATION ■ Bachelors Fire Safety Engineering Technology, University of North Carolina 2015 ■ Associates Degree Emergency Management, Erie Community College 2015 ■ Associates Degree Fire Protection Technology, Erie Community College 2012 ■ Vocational Diesel Mechanics Course 2009 CERTIFICATIONS ■ OSHA 10 Construction Outreach Training ■ OSHA 30 ■ OSHA 40 Hazwoper ■ OSHA 8 Hazwoper Supervisor ■ OSHA Confined Space ■ Trenching and Excavation Safety Class ■ National Fire Fighter 1 ■ Fire Fighter 1 ■ Fire Fighter 2 ■ Highway Safety Awareness for First Responders ■ Flashover Training ■ Radio Policies and Procedures ■ Intro to Fire Officer 1 ■ Fire Officer 1 ■ Rescue Tech Basic ■ Weapons of Mass Destruction Radiological and Nuclear Awareness AWR-140 ■ WMD/Terrorism Awareness for Emergency Responders ■ American Heart Association CPR/AED ■ American Heart Association CPR/AED ■ Class B Foam Operations ■ Accident Victim Extrication ■ Coordinated Live Fire Attack ■ Live Fire Training NFPA ■ Apparatus Operator EVOC ■ School Bus Rescue ■ Principles of Instruction ■ Terrorist Indicators/Suspicious Act ■ FEMA ICS 100 A ■ FEMA ICS 100.FWA ■ FEMA ICS 200 ■ FEMA ICS 240.A ■ FEMA ICS 700 ■ FEMA ICS 701.A ■ FEMA ICS 704 ■ FEMA ICS 706 ■ FEMA ICS 800.13 ■ FEMA IS 2900 Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-35 City of Pearland RFP # 0220-22 Debris Management Services ■ Class B Foam Operations ■ American Heart Association CPR/AED C:ERES ■ FEMA IS 100 FDA ■ FEMA IS B Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-36 City of Pearland RFP # 0220-22 Debris Management Services Mr. Kennedy has a combined 38 years of Government and Civilian Project Management experience including 34 years with the US Army Corps of Engineers. Mr. Kennedy has served in numerous militaries, environmental, disaster response, civil work project roles of varying sizes and scopes. While with the U.S. Army Corps of Engineers, Mr. Kennedy worked on both operational and planning sides of disasters and deployments. While serving as a USACE Liaison Officer and Contingency Planner to a US Combatant Command. Mr. Kennedy was instrumental to the planning involved in both natural and manmade disasters around the world. His planning in that role included all the ESF#3 roles, support to FEMA, State Department and Homeland Security. Mr. Kennedy has also served as an Operations Manager multiple times managing multiple budgets, schedules, plans and procurement strategies for numerous projects simultaneously. Mr. Kennedy has written or assisted in writing numerous Debris Management Plans both as an ESF#3 debris team member and as a Ceres employee for a multitude of disaster types and sizes. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County 2019 — Present. Operations Manager for the CalRecycle/CalOES clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018, which is the largest debris mission in California in more than 100 years. As OM, he ensured that all required planning was performed and submittals to Calrecycle were completed such as QC Plan, Safety Plans, Asbestos removal Plans and all submittals. ■ Hurricane Florence 2018. Operations Manager for North and South Carolina, managing multiple city and county contracts for clean-up of storm and flood debris generated by Hurricane Florence in September 2018. This also included a contact for the Georgia Department of Agriculture for poultry remediation. ■ Hurricane Michael 2018. Area Manager for four (4) counties in southern Georgia impacted by the hurricane, managing the contracts as part of the USACE ACI SAD Restricted contract activation for clean-up of storm debris generated by Hurricane Michael in September 2018. ■ California Wildfires — Northern California; Lake, Mendocino, and Napa Counties 2018. Ceres Operations Manager for a USACE clean-up project for hauling and disposal of debris generated by the 2017 wildfires in three counties of Northern California. ■ Hurricane Irma & Maria 2017. Served as a Ceres Project Manager primarily in the US Virgin Islands (USACE ACI project), managing multiple task orders assigned by USACE to remove and haul storm related debris from the two Category 5 Hurricanes. ■ Project/Program Manager, City of Virginia Beach, 2016 — 2017. Assigned as Project Manager within the Coastal Engineering section of the Public Works, conducted numerous public meetings and briefings working closely with community leaders and served as a project manager for a number of Coastal Engineer projects for the Water Resources Division. Project includes: Beach Access Ways, Beach Nourishment and Replenishment, Coastal footbridges, Construction of Mitigation bank, Oyster reef construction, Boat Ramps reconstruction, Marina Bulkhead replacements and reconstruction, Dredging of City of Federal channels, Construction of temporary and permanent dredge material transfer stations. ■ Project/Program Manager, Norfolk District, USACE, April 2015 — June 2016 Lead and built Project Delivery Teams (PDT) for diverse civil and military projects. Managed projects using PMBP with emphasis on the development and use of PMPs for every project. Monitoring project execution and measure progress/success against USACE, NAO and PMP Metrics. Developed and managed Resource Plans for all projects, allocating funds to functional elements and monitor costs monthly to assure costs do not exceed allocation. Managed all civil and military projects within budget, on time and safely. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-37 City of Pearland RFP # 0220-22 Debris Management Services Lead Project Delivery Teams for dredging contracts in Wachapreague VA., Hoskins Creek and Appomattox River. Assigned additional duty to conduct Fleet Recapitalization Analysis that resulted in a Course of Action brief to the Commander and adoption of the process by HQ, USACE. Senior Exercise/Contingency Planner/Liaison Officer, US Army Corps of Engineers, November 2001 — January 2014 Assigned to HQ, US Army Corps of Engineers (USACE) with duty at Hampton Roads Joint Staff, previously named US Joint Forces Command. Coordinated and informed the USACE Operations Center staff/other USACE elements on impact on current and planned joint operations developments, exercises or experiments. Coordinated USACE team and personnel movements in support of military operations in Iraq and Afghanistan. Participated in the creation and running the USACE portion of military, DHS and civil disaster response exercises in each Combatant Command around the world and approximately 20 states. Civil and Environmental Engineer, US Army Corps of Engineers, June 1992 — May 2001. Environmental Project Engineer, Project/Program Manager and Contracting Officer Representative for military, environmental and special projects in the Wright-Patterson AFB Area Office which spanned a 5 -state area. Active Duty Military, US Army, July 1981 — June 1992. Various assignments in Army as well as with USACE, serving as a Project Engineer (Contracting Officer Representative) / Assistant Area Engineer for USACE in 2 districts, Louisville and Nashville. US Army- Reserves, June 1992 — August 2011. While on reserve status served various positions in Headquarters, USACE, North Atlantic Division, Great Lakes Division and South Atlantic Division. EDUCATION/CERTIFICATIONS ■ Professional Engineer Registration, License #66141, Jul 2001, Ohio ■ Master's Degree MS, 1996, Environmental/Civil Engineering, University of California at Los Angeles, GPA 3.5, Total Semester Credit Hours earned: 52, ■ Bachelor of Science, 1981, Civil Engineering, University of Texas at Arlington, GPA 3.0, ■ AA, General, 1979, Kemper Military College, GPA 3.7, Total Semester Credit Hours earned: 83 ■ Mascoutah High School, 1977 ■ Risk Management, Dec 15 ■ Scheduling & Cost Control, March 16 ■ National Disaster Recovery Framework, Jan 15 ■ IS -2900, NDRF, Jan 15 ■ PL 84-99 Basic Course, Jan 15 ■ Continuing Authorities Program, Apr 14 ■ Defense Support to Civil Authorities Oct 11 ■ IS -800.b - National Response Framework, An Introduction, Nov 10 ■ J3SN-US613 National Security Objectives, Structures and Processes: An Intro Oct 10 ■ IS -230 -Principles of Emergency Management, 08 ■ IS -701a -National Incident Mgt System Multi -Agency Coordination System, Nov 06 ■ IS -100 -Introduction to the Incident Command System, Jun 05 ■ IS -200 -Basic Incident Command System for Federal Disaster Workers, Jun 05 ■ IS -800 -National Incident Management System (NIMS), An Introduction, Jun 05 ■ Homeland Security Planners Course, Jun 04 ■ FEMA Debris Management Course, FEMA, May 00 ■ Radiological Safety Course, USACE, Jul 98 ■ Hazardous Waste Manifesting, USACE, Jun 98 ■ Advanced Emergency Management (Readiness) Course, USACE, Sep 94 ■ Contract Negotiating Course, USACE, Oct 84 ■ Cost Estimating for Modifications and Claims, USACE, Mar 84 ■ Contracting Officer Representative School, USACE, Jun 83 C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-38 City of Pearland RFP # 0220-22 Debris Management Services Andrew Kirkland has been involved in disaster recovery resulting from a wide variety of natural disasters and weather events. Mr. Kirkland's experience includes Quality Control and Project Management of FEMA - reimbursed disasters such as hurricanes, ice storms, windstorms, floods and wildfires. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County 2019 — Present. Lead Quality Control Manager for Concow, CA as part of the CalRecycle clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018, the largest debris mission in California in more than 100 years. ■ Kansas Ice Storm 2019. Project Manager in Olathe, Kansas on behalf of Ceres. ■ Hurricane Michael 2018-2019. Quality Control oversight for up to eight (8) counties simultaneously throughout Southwest Georgia for the removal of more than 3 million cubic yards of debris as part of the USACE ACI SAD Restricted contract activation. Managed two debris management sites and assisted in the planning, set up and execution of USACE approved site plan. ■ Hurricane Florence 2018. Project Manager in North Carolina Department of Transportation District 2, Jones County, overseeing the removal of vegetative, C&D, and white goods debris from all NC DOT roads. ■ Hurricane Irma 2017-2018. Project Manager for the City of Miami, Florida for the collection of nearly 200,000 cubic yards of vegetative and C&D debris. ■ California Wildfires 2018. Certified Quality Management working under Ceres contract with the U.S. Corps of Engineers following the 2017 fires. Ceres Lead Quality Control specialist in eastern Napa Valley. Worked with USACE to determine structural integrity in accordance with EM 385 1-1, as well as the planning, installation & safe removal of temporary bridges. ■ Hurricanes Irma and Maria 2017. Provided Quality Control in St. Thomas and St. Croix, U.S. Virgin Islands for the segregation and separation of over 250,000 cubic yards of mixed, vegetative, and C&D debris for reduction and removal from the islands via barge. Ensured the integrity of debris piles by leading hand separation crews to sort the debris by categories — vegetative, C&D and recyclable metals. ■ Operations Supervisor, Sergeant, U.S. Marine Corps 2003-2007. Team leader for on -target completion of teams during three (3) tours of duty during a 22 -month timeframe. Earned distinction for sound judgement and ability to make rapid decisions in high pressure situations. EDUCATION/CERTIFICATIONS ■ HAZWOPER 40 ■ FEMA ICS 100 ■ FEMA IS -632a ■ FEMA IS -101 a ■ USACE CQM certified ■ First Aid/CPR certified ■ Combat Lifesaver ■ DoD Secret Clearance (2004-2007) AWARDS ■ Combat Action Ribbon ■ Global War on Terrorism Expeditionary Medal ■ Global War on Terrorism Service Medal ■ Iraq Campaign Medal ■ Expert Marksman Parris Island ■ National Defense Service Medal ■ Sea Service Deployment Ribbon (x3) ■ Navy Unit Commendation Medal ■ Good Conduct Medal ■ Certificate of Appreciation C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-39 City of Pearland RFP # 0220-22 Debris Management Services Mr. Lee, a 27 -year veteran of Ceres Environmental Services, Inc., provides quality control and project management to the company's heavy civil projects, including recent work on the reconstruction and repair to Louisiana levees breached by Hurricane Katrina storm surges and flooding. Mr. Lee is responsible for procurement of project task costs and preparation of bids for a variety of Ceres projects, including UST removal and installation, environmental consulting, environmental mitigation/restoration, levee installation and repair, erosion control/stabilization, earthwork, construction, and disaster related emergency work. Mr. Lee has experience with selective land clearing and demolition projects, including asbestos, lead, and PCB abatement. He is also responsible for environmental regulatory compliance expertise and construction quality control management and project cost analysis. PROFESSIONAL EXPERIENCE ■ Aldine West Field Detention Basin 2019 — Current. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Puerto Rico Blue Roof 2018. Buyer purchased and shipped materials from Florida to Puerto Rico. ■ Kuykendahl Detention Basin 2015 - Current. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Falgout Canal Road Levee Segment 2015. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Ward 7 Levee Improvement and Extension 2014. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Reach G 2-b and Reach G 2-c Earthen Levees 2014. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Reach H-1 Levee 2013-2016. Chief Estimator providing production analysis calculations, project cost analysis, and sub quote analysis. ■ Reach F Earthen Levee 2013-2015. Chief Estimator for Reach F levee which involved construction of earthen levee with floodgate structures. Provided production analysis calculations and project cost and sub -quote analyses. ■ Birdland Park Levee Improvements 2010-2012. Quality Control and administrative support to levee improvement project in Des Moines, Iowa. Work included increasing the levee's height, constructing six gate wells, and modifying existing pump stations to accommodate the new dimensions. ■ Flood Control, Little Calumet River 2009-2011. Quality Control and administrative support to Calumet River Flood Control project which includes tree clearing and construction of a levee in Indiana ■ Flood Control, Rio Puerto Nuevo, Rio Fajardo 2007. Quality Control and management support to Floodway Control project which included river channelization and levee construction in Puerto Rico ■ Hurricane Katrina 2005. Project Management to emergency levee repair and construction of approximately 12 miles of levees to Lake Ponchartrain and Plaquemines Parish, Louisiana ■ U.S. Army Corps of Engineers, Sulphur River 2005. Project Management, Supervision, and Quality Control of excavation and environmental restorations to water control project including installation of pumps, soil treatment, and extraction remediation systems ■ U.S. Army Corps of Engineers, Trinity River 2004. Quality Control and administrative support to Trinity River Dallas Floodway Extension project which included the excavation and construction of swales, wetland, levees, and flood conveyance in Texas EDUCATION/CERTIFICATIONS ■ Bachelor's degree, Geology, University of Minnesota ■ Professional Geologist (MN State License #30377) ■ USACE CQM-certified ■ OSHA 40 -Hour Hazmat Health and Safety ■ Lead Abatement Training for Supervisors ■ Erosion and Sediment Control Plan Design training ■ Ground Water Sampling, Water Well Construction, and Development Procedures training CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-40 City of Pearland RFP # 0220-22 Debris Management Services Mr. Lutz has fourteen years of management experience for Ceres Environmental Services, Inc. and more than 26 years of supervisory experience with emergency debris management projects, interior and complete demolition projects, culvert and lake construction, and heavy equipment operations. Mr. Lutz supervised approximately 300 crews in the debris removal operations following Hurricane Katrina. Mr. Lutz has been responsible for field operations and crew performance for several construction, demolition, and debris removal projects including federal, state, and local government contracts and private contracts. Mr. Lutz also has more than 26 years of experience in fabrication and welding and is the lead designer and fabricator for our company. PROFESSIONAL EXPERIENCE ■ New Zealand Earthquake 2011- present. Managing demolition projects and providing training for recovery efforts. ■ Alabama Tornadoes 2011. TDSR Site Manager for Jefferson County tornado response. Managed processing and reduction of over 1 million CY of debris at multiple sites. Managed overall allocation of equipment and personnel resources. ■ Haiti Earthquake 2010. Assistant Logistics Manager and Construction Manager. Assisted with supplies management and oversaw KaypeplaTM temporary house design process. ■ Hurricane Ike 2008. Operations Management support of county and city debris removal and disposal including hauling of 330,000 cubic yards meeting County's deadline for completion of work maintaining very high safety standards in Texas ■ Hurricane Gustav 2008. Field Operations Superintendent for emergency debris removal and disposal of over 1.9 million cubic yards of storm debris; Trimming and removal of hazardous trees; Removal and disposal of white goods in Vermillion and East Baton Rouge Parishes ■ Hurricane Dolly 2008. Operations and Logistics Management support for removal, reduction, and disposal of hurricane debris in Cameron County, Texas ■ Ice Storm 2007. Operations and Logistics Management support for removal and disposal of vegetative debris generated by the ice storm in cities of Broken Arrow and Nichols Hills, Oklahoma ■ Hurricane Katrina 2005. Area Manager for debris removal operations including 13 million cubic yards of hurricane debris in 11 Louisiana Parishes; Trimming and removal of over 165,000 hazardous trees; Supervised 75,000 cubic yards of debris removal per day; Supervised 25 subcontractors who operated a total of 300 crews ■ Hurricane Ivan 2004. Operations and management support for debris removal and disposal of over 680,000 cubic yards of debris and processing of over 505,000 cubic yards of debris in Florida ■ Hurricanes Jeanne & Frances 2004. Operations management support for collection, transportation, and disposal of over 404,000 cubic yards of debris throughout 13 Florida counties ■ Hurricane Isabel 2003. Operations and Logistics Management support for removal and disposal of hurricane debris; Trimming and removal of hazardous trees in Virginia ■ Ice Storm 2002. Field Operations Superintendent for debris removal and disposal of over 510,000 cubic yards of hazardous trees and other vegetative debris in Oklahoma ■ Hurricane Georges 1998. Site Superintendent for Grinding Reduction Site and crew management, site operations, production, finished product quality, and site safety. Also responsible for monitoring debris receipt documentation, documentation of daily production rates, and equipment usage. EDUCATION/CERTIFICATIONS ■ USACE CQM certified ■ FEMA certified ICS -100, ICS -200, IS -300, IS -400, and NIMS IS -700 ■ First Aid & CPR certified ■ CFC -12 Refrigerant Recycling training (:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-41 City of Pearland RFP # 0220-22 Debris Management Services Mr. Mancilla has more than ten years of safety experience in oil refineries, chemical plants, new construction, civil construction. He holds certifications for all aspects of Environmental Health and Safety Management training associated with his areas of focus. Specific experience includes hazard recognition and elimination, team building and behavioral based safety programs (BBS), medical management, record keeping, policy development/implementation, OSHA compliance/inspection, safety program training, leading daily safety meetings, new hire orientation, incident reporting, accident investigation and research. Mr. Mancilla also has experience in providing fire watch and confined space watch training, field audits, client turnaround safety meetings, and drug screening. He has also served as a Spanish translator between contractors and clients for safety-related issues. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2018-2019. Site Health and Safety Officer overseeing vegetative, construction and demolition (C&D), and metal debris removal from local municipality Rights -of -Way (ROW) and other eligible public property in the U.S. Virgin Islands for USACE ACI project following Hurricanes Irma and Maria. Work also included site preparation, debris reduction — including chipping/mulching/ grinding — and debris disposal. ■ SPI Industrial 2017-2018. Site Safety Supervisor overseeing several sites in Beaumont and Port Arthur, Texas ■ A&L Industrial Services 2017. Site Safety Supervisor for the fall shutdown at Total -PAR in Port Arthur, Texas. ■ STARCON International 2015-2017. HSSE Site Field Safety for the NAG -OF project in Baytown, Texas. ■ Ram Solutions 2009-2015. HSSE Site Field Safety for Calabrian Corporation in Port Neches, Texas. ■ Beacon Maritime 2008-2009. HSSE Site Field Safety for 8 months in Shipyard Orange, Texas. ■ Signal International 2005-2008. HSSE Site Field Safety for 5 months in Shipyard Orange, Texas. EDUCATION/CERTIFICATIONS ■ Osha 30 Hour Construction ■ Construction Site Safety Supervisor NCCER ■ Safety Technology NCCER ■ Field Safety NCCER ■ Construction Site Safety Technician CSST/NCCER ■ Scaffold NCCER ■ Houston Area Safety Council (Basic Plus) ■ Criminal Justice Certificates of completion ■ Lamar State College Port Arthur undergraduate ■ Lamar State College Orange — Criminal Justice CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-42 City of Pearland RFP # 0220-22 Debris Management Services Mr. Morales has twelve (12) years of experience that includes vessel recovery and vegetative debris management, including push, pile, and burn projects. His work has been performed as a result of weather events such as The Camp Fire, Hurricane Maria, Irma and Matthew, as well as from regional vegetative diseases such as the Citrus Greening Disease in the state of Florida. Mr. Morales' skills include material handling expertise, production management, and managing safety and sanitation standards. PROFESSIONAL EXPERIENCE ■ Camp Fire Butte County, CA 2019. Superintendent overseeing all operations for self -performing debris removal team. Debris removal includes all vehicles, metal, ash, concrete and contaminated soil on residential properties affected by the fire. ■ Hurricane Maria 2017-2019. In charge of all operations in St. Croix, U.S. Virgin Islands. The project included vessel recovery and off island disposal, vegetative debris removal and grinding, C&D debris grinding, and management of debris for STEP program. ■ Hurricane Irma 2017. Superintendent overseeing debris clean-up in Florida ■ Hurricane Matthew 2016. Burn Supervisor for vegetative debris reduction of 650,000 cubic yards of debris following Hurricane Matthew. ■ Production Superintendent, Riverside Citrus Harvesting, LLC, 2008-2017. Managed human resources and production activities for timely project execution. Investigated potential improvements to quality, productivity and cost reduction and implemented favorable ideas. Acted as point of contact for client base, responsible for satisfaction and retention. EDUCATION ■ Associate Degree Nashville Auto Diesel College CERTIFICATIONS ■ OSHA 30 General Construction Certificate ■ OSHA Excavation Certificate ■ OSHA 40 Hazwoper ■ OSHA Hazwoper Supervisor for Construction ■ Workplace Harassment Prevention for Managers ■ First Aid CPR AED CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-43 City of Pearland RFP # 0220-22 Debris Management Services Mr. Morse has over 35 years of experience in damage assessment and debris management. He worked for the U.S. Army Corps of Engineers from 1974-2009, serving as the National Debris Management Expert for his last 15 years with the USACE. With Ceres, Mr. Morse works with the USACE concerning Ceres' four contracts with the USACE, covering 26 states. He also provides technical, political, and professional advice on all operational aspects of debris management. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Project Consultant to USACE for the USACE ACI Restricted SAD Region activation in 13 Georgia counties for the clean-up of debris generated by Hurricane Michael in October 2018. ■ Fire Island 2014. Provided technical assistance to USACE for the highly specialized debris removal mission off the coast of Long Island, NY. ■ Alabama Tornados 2011. Special advisor and liaison to state and Federal partners for the tornado clean up in Alabama and Joplin, MO. ■ Haiti Earthquake 2010. Consultant to the World Bank on debris management, environmental assessments, and bidding documents for a World Bank sponsored debris project. ■ Eagle, Alaska 2009. Authored plans and specifications for specialized debris clean up following ice flow damage. Acted as legal advisor for the city. ■ Hurricane Rita 2007. USACE Debris Task Force Leader. ■ Hurricane Katrina 2005. USACE Senior debris manager/coordinator for $2.5 billion in debris contracts in Alabama, Mississippi, and Louisiana ■ Florida Hurricanes 2004. Lead ESF#3 representing USACE ■ Weapons of Mass Destruction Debris Management Guide 2001-2004. Project Manager and contributing author of the FEMA -sponsored "Weapons of Mass Destruction Debris Management Guide." ■ World Trade Center 2001. Senior Project Manager over disposal operations for USACE following terrorist attack. ■ Suriname South America 1993. Managed the design and construction of a base camp for 2,500 occupants. ■ Hurricane Andrew 1992. Debris team leader for USACE ■ Kuwait 1991. Reconstruction team for rebuilding of infrastructure. EDUCATION/CERTIFICATIONS ■ B.S. degree in Civil Engineering from University of South Alabama ■ FEMA/ICS certified 100, 200, 700 and 800 ■ Author of U.S. Army Corps of Engineers Debris Forecasting Model and U.S. Army Corps of Engineers commodities planning model C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-44 City of Pearland RFP # 0220-22 Debris Management Services Ms. Pease brings years of extensive accounting management experience to her work as a project accountant on various contracts for Ceres Environmental Services, Inc. She is responsible for maintaining accounting procedures to ensure proper data tracking and correct invoicing to clients, as well as payment reconciliation with subcontractors. She oversees data entry and invoicing procedures during storm projects, as well as completing reconciliation of projects after work is accepted. PROFESSIONAL EXPERIENCE ■ Hurricane Irma and Maria 2017 — Current. Project Accountant and database supervisor for projects in St. Croix and St. Thomas, US Virgin Islands. ■ Soteria (Ceres affiliate) 2018. Accountant for global multicurrency company, responsible for AP/AR and Inventory control, Sales forecast, cash flow, and budget preparation. Account Reconciliation and VAT Tax compliance. ■ Louisiana Levee Construction — 2013 to present. Project Accountant and database supervisor for USACE levee construction projects in LA. ■ Hurricane Isaac 2012. Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and clients, subcontractor payments, and billings to clients. ■ Winter Storm Alfred 2011 Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and clients, subcontractor payments, and billings to clients. ■ North Dakota 2011 Flood Recovery Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and client, subcontractor payments, and billings to client. ■ Hurricane Irene 2011 Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and clients, subcontractor payments, and billings to clients. ■ Alabama Tornadoes 2011 Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and clients, subcontractor payments, and billings to clients. ■ Haiti Earthquake 2010 - Present Project Accountant and database supervisor. Managed data, reconciliation with subcontractors and clients, subcontractor payments, and billings to client. ■ Ice Storms 2009, Project Accountant managing the set-up, extraction and maintenance of databases to prepare A/R billings to clients in Kentucky; Reconciliation of all tickets with the clients; Management and preparation of subcontractor payments, reconciliation and management of accounts, management of internal audit functions. ■ Hurricane Ike 2008, Project Accountant managing design, extraction of data and maintenance of databases for multiple contracts in Texas ■ Hurricane Gustav 2008, Project Accountant managing the set-up, extraction, and maintenance of databases to prepare A/R billings to the clients in 3 Parishes in Louisiana; Reconciliation of all tickets with the clients; Management and preparation of subcontractor payments, reconciliation and management of accounts, management of internal audit functions; Liaison with Parishes and subcontractors to insure data and procedural integrity and security ■ Hurricane Dolly 2008, Project Accountant managing the design, extraction of data and maintenance of databases to prepare A/R billings to the clients in Texas; Reconciliation of all tickets with the clients; Preparation of all subcontractor payments, reconciliation and management of accounts, management of internal audit functions; ■ Hurricane Katrina 2005, Project Accountant managing the design, extraction of data, maintenance of databases to prepare A/R billings to the U.S. Army Corps of Engineers; Reconciliation of all payments with USACE; Management and preparation of subcontractor payments, reconciliation and management of accounts, management of internal audit functions; Administrative support to project manager compiling data for submissions to USACE relating to the Hurricane Katrina service contract; Management and processing of payables for Hurricane Katrina service contract ■ Executive Analyst, George S. May International 2003-2005, Financial Management and leadership in determining areas of weakness in accounting controls and bookkeeping. EDUCATION/CERTIFICATIONS ■ Business Accounting, University of Alaska ■ International Business Law, Lewis & Clark College, Oregon ■ Accounting Software training: Maxwell Systems and Sage Timberline Accounting ■ Systems Integration training ■ Fiscal Planning and Control training CE „ E� Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-45 City of Pearland RFP # 0220-22 Debris Management Services Mr. Pruner has more than 18 years of Health, Safety, and Environment Management field & safety supervisory experience both in the field and facilities on power generation construction, O&M projects and disaster recovery. Extensive safety & health training experience with large and small groups. Train using motivation and incentive techniques to implement safety changes. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2018. SSHO for the Redwood Complex (Mendocino County) and Sulphur (Lake County) fire. Working under the auspices of the USACE EM -385-1-1, CALOSHA and CALDOT. Overall safety responsibility for performance, contract compliance, State & Federal environmental compliance standards, safety protocols for handling storm refuse, traffic control, sub -contractor inspections and safety compliance & training. Received "Recognition for Excellence in Safety" award, mission coin from the USACE Sacramento CA office. ■ The Daniels Group; Weston Solution 2019. SSHO / QC for multiple projects under the Weston Solutions umbrella. Dam site restorations, clean construction under the auspices of the USACE, EM -385-1-1, overseeing site restoration in Oak Ridge, OR. Serves as technical safety resource. QC oversite on project work plan and scope of work provided. Provides daily reports on scope and progress of work being performed. Responsible for all safety activities and protocols. ■ HPM Consulting, Inc. 2018. Safety Manager overseeing contractor's safety protocols and responsibilities for scaffolds, insulation and clean-up work. Audit, inspect, train and lead team members to drive for a continuous safety culture improvement. Serves as technical safety resource. Worked closely with contractor operations and safety management for continuous application of client's safety culture and protocols ■ BRACE Integrated Services 2018. Safety Team member overseeing contractor's safety protocols and responsibilities for scaffolds, insulation and clean-up work. Audit, inspect, train and lead team members to drive for a continuous safety culture improvement. Serves as technical safety resource. Worked closely with contractor operations and safety management for continuous application of client's safety culture and protocols ■ Power Source Services 2018. Oversee Lead Contractor's Safety protocols with identified Best Safe Work Practices to drive continuous safety culture improvement serving as a technical safety resource working closely with project operations management. Developed and presented safety training pre hire and post hire site and job specific, striving for continuous safety improvement and training. ■ Winter Storm Pax 2014, Guilford County, NC. Project Manager for Ceres response to ice storm in North Carolina. Oversaw cleanup and disposal of over 400,000 cubic yards of debris. ■ Winter Storm 2013, Sioux Falls, SD. Project Superintendent / Safety Manager for cleanup of vegetative storm debris. Responsible for overall safety, environmental compliance, traffic control, inspections and training. ■ Christmas Snowstorm 2012, Little Rock, AR. Project Superintendent / Safety Manager responsible for overall safety & operations responsibility for performance, State & Federal environmental compliance standards, safety protocols for handling storm refuse, traffic control, sub -contractor inspections and safety compliance & training. ■ Superstorm Sandy 2012, Queens and Breezy Pointe, NY and Medford Township, NJ. Project Superintendent /Safety Manager for Ceres response to Superstorm Sandy. Worked with Project Manager on performance, client satisfaction, State & Federal environmental compliance standards. EDUCATION/CERTIFICATIONS ■ Associates Degree Business Administration Management, College of Westchester White Plains, NY ■ USACE CQM ■ FEMA IS Courses: IS26, 33, 100a, 100HE, 102, 120a, 130, 139, 200, 230, 235, 240, 288, 293, 631, 632, 700a, 701 a, 800b, 801- 814, 1900 ■ USAF — Honorable Discharge, Holloman Air Force Base, New Mexico, Crew Chief, F -4's, F-1 5's C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-46 City of Pearland RFP # 0220-22 Debris Management Services Superintendent After over a decade as a Heavy Equipment operator, Mr. Schultz began to take on more responsibility, first as a construction foreman, then as a superintendent, and most recently as a Project Manager. He has worked for some of the largest ski resorts in the U.S., work that required meticulous oversight and a strong regard for safety. PROFESSIONAL EXPERIENCE ■ California Wildfire — Camp Fire, Butte County 2019. Site Superintendent for the CalRecycle/CalOES clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018, which is the largest debris mission in California in more than 100 years. ■ Northern California Wildfires Debris Removal 2018. County Manager for the fire reclamation project in Napa County, CA following the fires between October and December of 2017. ■ Hurricane Florence 2018. Project Manager for debris clean-up project in Lenoir County, NC. ■ Hurricane Irma 2017. Project Manager overseeing debris clean-up in Miami Beach, FL. ■ Hurricane Matthew 2016. Project Superintendent for various debris removal and disposal projects. ■ MK Weeden Construction July 2013 -May 2014. Reclamation Superintendent managing reclamations of oil well locations in the Bakken oil field, including but not limited to overseeing scrapers, dozers, and other excavating equipment. ■ Snow Mountain Services July 2012 -July 2013. Excavating Superintendent, managing all scopes of work from mass excavating, pipe welding, utility installation and pump house building/assembly. ■ The Canyons Ski Area November 2009-2016. Grooming Foreman and heavy equipment operator who is responsible for grooming and excavating crews including scheduling, hiring, and personnel matters. ■ Snow Mountain Engineering May 2004 -December 2008. Foreman/Operator responsible for operating heavy equipment including excavators, bulldozers, front end loaders, and haul trucks. ■ Moonlight Basin Ski Area August 2003 - May 2004. Director of Snow Surfaces responsible for managing and grooming the snow making departments as well as maintaining and repaired grooming equipment. ■ Canyons Resort June 1997 -March 2003. Heavy Equipment Operator/Foreman who participated in building the fourth largest ski resort in the US. Worked directly with Ctec/Poma/Dopplemayr in building of ski lifts. Worked directly with SMI/Techno Alpine/HKD/Lenko in the installation and operation of snow guns. EDUCATION/CERTIFICATIONS ■ 40 -hour HAZWOPER Training, Certificate Number 1712141219955 ■ CPR certified ■ H2S Safety ■ OSHA 10 ■ Ground disturbance training and HESS training ■ Heavy Bids 101 formal training EQUIPMENT ■ Excavators (Cat 315-375) ■ Bulldozers (Cat D5-D9L) ■ Front end loaders (Cat 950-980) ■ Hydraulic side booms ■ Articulated haul trucks ■ Forklifts Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-47 City of Pearland RFP # 0220-22 Debris Management Services Mr. Shores has 20 years as an operations leader in the disaster recovery industry most recently serving as a contract Area Manager for Ceres Environmental on its 2018 ACI SAD Contract activation in Southwest Georgia. Mr. Shores is an expert at debris response particularly when it comes to debris quantity estimation, sectoring, subcontractor management and heavy equipment. Mr. Shores also owns a tree clearing business in Illinois yet is available to Ceres on an as -needed basis for CAT 4-5 or higher hurricanes. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Area Manager in South Georgia for the USACE ACI Area 1 project. ■ Hurricane Irma 2017. Area Manager in Glynn County, Georgia for Disaster Debris Collection and Removal of debris generated by Hurricane Irma. ■ Waterway Project 2017. Area Manager in Savannah, Georgia. ■ Hurricane Matthew 2016. Area Manager in Glynn County, Georgia following Hurricane Matthew in October. ■ Livingston Parish Floods 2016. Area Manager for Ceres response to during the removal of vegetative and debris removal in Louisiana. ■ Littleton Storm and Timber 2013 — 2015. Operations Manager for Hurricane Virginia in 2012 assisting on the DOT project. ■ Timer Exports 2009 - 2011 ■ Hurricane Ike 2008 Operations Manager in Harris County and Galveston County for Galveston Island Beach reclamation project. ■ Texas DOT contracts in Savannah, Georgia ■ Hurricanes Katrina, Rita and Wilma, 2005. Operations Manager ■ Hurricane Charley 2004. Operations Manager for the massive damage in Deltona, Stanley Ormand Beach, and West Palm Beach in Hillsboro and Indian River counties. ■ Hurricane Isabel 2003. Operations Manager for Virginia Beach, Virginia State Parks and Virginia DOT projects. ■ Louisiana Hurricane 2001. Operations Manager during the Houston flood projects in Duscon, Eunice, and Abbeville City. ■ Arkansas Ice Storm 2000. Operations Manager in several southwest Arkansas counties. ■ Wind Storm 1999. Operations Manager in Burlington, North Carolina C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-48 City of Pearland RFP # 0220-22 Debris Management Services Ms. Smith has over 30 years of experience in leading accounting teams in day to day activities while providing owners, shareholders, and executives with financial information and guidance required to make informed business decisions. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. Accounting Manager. In coordination with the director of storm accounting, responsible for the day to day functions of the entire storm accounting department and assisted the field operations to establish internal protocols. • California Wildfires — Camp Fire, Butte County 2019 • Northern California Wildfires 2018 • Hurricane Michael 2018 ■ Resort Funding, LLC. 1997 — 2017. Senior Accountant. Analyzed financial statements and created reports for monthly corporate reporting. Generated financial statements in accordance with GAAP and facilitated account closing procedures for multiple companies on a monthly basis. Created strong internal controls and accounting processes that reduced the financial statement close from 10 days to 3 days, which led to completion of 17 clean audits. Analyzed and researched reporting issues to improve accounting operations procedures. Reconciled multiple cash accounts daily for cash forecast and budget preparation and reviewed bent charges monthly for accuracy and to reduce costs. Maintained notes receivable in excess of $500 million. Managed journal entries, invoices, and reconciled over 200 general ledger accounts annually. Reviewed and approved weekly borrowings and monthly servicer report for $200 million warehouse facility. Led and provided guidance to accounting staff. Prepared for and assisted in annual audit and two agreed upon procedures annually for warehouse facilities. Managed all NSF payments from consumer account holders. Assisted other departments in identifying problems and finding solutions to correct, assisted IT in implementation of new systems and the controller in projects regularly. Maintained records of wire transfer procedures and ensured accurate processing. Developed written accounting policies and standard operating procedures and trained junior accountants using these policies and procedures. ■ Fay's Inc. 1995 — 1997. Corporate Accountant participating in design, testing and implementation of accounts receivable system resulting in departmental efficiencies. Ms. Smith was also responsible for tracking and analysis of accounts receivable activity on decentralized systems in maintained at the store level. ■ National Commodity Clearance Center 1994 — 1995. Bookkeeper managing inventory control and produced month financial statements and maintained accounts payable and receivable. ■ Sage-Dey Inc. 1989 — 1993. Merchandise Accounting Supervisor overseen 10 employees, coordinated inventory and reconcile results while leading implementation of new hardware and software systems. EDUCATION ■ Bachelor of Science, Accounting 1989 ■ Minor in Economics, State University of New York at Oswego CERTIFICATIONS ■ ICS -100 Introduction to Incident Command System CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-49 City of Pearland RFP # 0220-22 Debris Management Services Mr. Smith is a dynamic leader with extensive experience in Safety constructions, maintaining standards in manufactured products by testing a sample of the output against the specification. Delivers excellent on and offsite program management for locations around the world while ensuring compliance with laws and regulations within guidelines. Creates industry-leading programs that deliver significant cost savings and efficiency gains while minimizing risk and liability exposure in Heavy Industrial setting. Excels in training, developing, and coaching staff in US and globally. PROFESSIONAL EXPERIENCE ■ Puerto Rico Sheltering and Temporary Essential Power Program (STEP) 2019. Project Manager for the PR STEP providing temporary repairs to single family dwellings with a monetary cap of $20,000.00 per dwelling. Scope of work entailed numerous pre and post inspections, database creation/data management, applicant interaction/customer service, and the contracting and coordination of skilled tradesmen to provide electrical, HVAC, potable water and gas to a safe, secure and weatherproofed dwelling. ■ Hurricane Maria 2017 — 2018. Senior Quality Control Manager/Superintendent for the ACI Emergency Temporary Roofing in Puerto Rico. Mr. Smith Implement systems of distribution, logistics, document controls/flow, work order and production tracking, inventory and material coordination for the construction of the roofs. ■ Hurricane Irma 2017. Project Manager for the debris clean-up and disposal, DMS establishment & management, hangers, leaners, stumps and vegetative reduction in Highland, and Okeechobee Counties. ■ Morganza Hurricane Levee Project 2015. Senior Quality Control System Manager/Project Manager for a massive levee system located just south of Houma, LA. These segments of levee make up approximately 9 miles of newly constructed earthen levee through the marsh. ■ Sky view Safety Services 2005-2006. Safety Supervisor responsible for all Safety Training and Orientation. Supervision of subordinate safety staff and monitoring a safety procedure in a Heavy Industrial setting. EDUCATION/CERTIFICATIONS ■ Home Inspection Certification for the State of Ohio — 2013 ■ Mold remediation & inspection Certification for the State of Ohio — 2010 ■ USACE Construction Quality Control Management for Contractors — 2006 ■ OSHA Certification: 30 Hours Construction and Safety Standards ■ OSHA Certification: 10 Hours Construction Safety ■ OSHA Training — Refinery Safety Courses — CSE Attendant/Entrant, Fire Prevention, Hazardous Gases, LOTD, First Aid/CPR and refinery safety standards. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-50 City of Pearland RFP # 0220-22 Debris Management Services Mr. Smith creates strong team environments through embracing ownership, urgency, customer focus, clear vision and goals, and a strong performance management structure with the ability to implement corporate directives ensuring safety compliances. PROFESSIONAL EXPERIENCE ■ Ceres Environmental Services, Inc. 2017-2019. Project Management oversight for vegetative, construction and demolition, and metal debris removal from local municipality Rights -of -Way (ROW) and other eligible public property in the U.S Virgin Islands for USACE ACI project following Hurricanes Irma and Maria. Work also included site preparation, debris reduction - chipping/mulching/grinding, and debris disposal. • Camp Fire, Butte County 2019 Clean-up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018. • Hurricane Irma and Maria 2017. Debris removal and hauling storm related debris in US Virgin Islands. ■ Evergro Organic Recycling 2016-2017. Vice President of Operations researching and acquired a track of land that meets all TCEQ criteria to construct a biosolid composting facility. Focused on site operating plans and providing a permit application along with drawings drafted by a local project engineer. ■ New Earth Soils and Compost 2010-2016. Vice President of Operations overseeing over 35 teams within two facilities, new constructions and existing biosolid composting operations. ■ The Garick Corporation ■ Vice President of Operations 2007-2009. overseeing six facilities and 250 associates in five different states ensuring EPA/DEP and OSHA compliance practices, plant staffing, daily productions goals, payroll management and inventory control. ■ General Manager 2006-2007. Responsible for the safety and productivity of a large group during peak season including environmental compliance, profitability, and leadership development. Drafted and implemented operational procedure manual for all plant and safety operations companywide. ■ United States Army 1991-2000. Airborne Ranger as Scout Team Leader for the 25th Infantry Division in Oahu, Hawaii. Responsible for assisting the squad leader in ensuring the combat readiness of the squad to include planning and supervision of the soldiers training. Assisting with tactical employment and continuous surveillance of the enemy while being responsible for daily training and safety of 600 rangers annually in mountaineering and combat missions. EDUCATION ■ United States Army 1991-2000 ■ Austin Peay State University, Clarksville, TN 2000 CERTIFICATIONS ■ IS -00027 FEMA Logistics ■ IS -00393.b Hazard Mitigation ■ IS -00632.a Debris Operations ■ ICS -100 Incident Command System ■ IS -00200.c Initial Response ■ IS -00042 Social Media, Emergency Management ■ IS -00240.b Leadership and Influence ■ IS -00552 Public Works Role, Emergency Management ■ OSHA 30 Construction CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-51 City of Pearland RFP # 0220-22 Debris Management Services Mr. Sudbury has a 20 -year career that includes a far-reaching understanding of operations and finance as well as cross -functional experience in planning, project management, business administration, public speaking, technology and client support. He has a reputation for applying advanced problem -solving techniques that lead to the restoration of smooth -flowing procedures and systems, turning around failing projects and developing innovative solutions to any challenge. Mr. Sudbury is experienced with public and private sector clients and possesses demonstrated capability to analyze and translate complex customer requirements, plan for as well as execute simultaneous projects while ensuring project engagement across diverse groups of staff, management and clients. PROFESSIONAL EXPERIENCE ■ Butte County California Fire Debris 2019. Logistics Chief/Subcontracting Manager. Responsible for project -wide and self -performing crew logistics support including resource planning, equipment acquisition, materials selection, competitive pricing evaluation, personnel housing and asset management. Secured required local permits for equipment laydown yard. Refocused subcontractor haul -out operations including a review of the existing haul -out operations, vetting and negotiating with new subcontractors, and provided subsequent operational oversight which led to a project savings of over $400K. Interfaced with the Project Owner's team during bi-weekly planning meetings and provided daily as well as weekly reporting to the Incident Commander that drove decision-making activities. Actively involved in project closeout planning and responsible for the successful demobilization of all Ceres -owned assets. ■ Hurricane Michael Storm Debris 2018. Operations Manager/Subcontracting Manager. Initially assigned as Subcontracting Manager for the USACE ACI Restricted SAD Region activation in 13 Georgia counties for the clean-up of debris generated by Hurricane Michael in October 2018. Elevated to Operations Manager for the final stage of the project with USACE approval. Responsible for the direct management of over 120 ROW debris haulers and haul -out subcontractors (1,000+ containers) across 13 counties. Duties included operational planning, zone closeout plans, DMS closeout plans, subcontractor management, overall project management and daily coordination with USACE. Developed a tracking and reporting system that provided internal decision makers and USACE with vital statistics that drove planning and operations decisions. Led the successful closeout of the project. ■ City of Coral Gables Hurricane Mitigation Grant Program 2018. Senior Project Manager/Funding Specialist. Developed 4 HMGP successfully funded applications for disaster mitigation projects in response to Hurricane Irma. Application process included project planning, addressing environmental concerns, weekly interactions with local government staff and gaining the approval of the City Commission. ■ Apex Oil Terminal Improvements 2017. Senior Project Manager. Responsible for developing procurement policies, ensuring 6 Good Faith Efforts were followed and documented to maximize DBE participation, pre -construction planning, project management, federal compliance (Davis Bacon, American Iron and Steel, EEO), financial reconciliation and close-out of a 7 -month, FEMA - funded $1,500,000 fuel terminal improvements project across 3 sites in different states with concurrent procurement and construction activities. ■ City of Miami Wagner Creek/Seybold Canal Stormwater Improvements 2017. Senior Project Manager. Responsible for funding, project management, federal compliance (Davis Bacon, American Iron and Steel, EEO), financial reconciliation and close-out of an 18 -month, FDEP/EPA funded $21,000,000 sediment removal project that included 1 prime contractor and 4 subcontractors. Project was awarded the 2018 WEDA Environmental Excellence Award. • US Virgin Islands Gordon A. Finch Marine Terminal 2016. Senior Project Manager. Responsible for the preparing a federal TIGER grant application, award acceptance, procurement and project management of a $13,000,000 project to demolish and replace the existing Roll-On/Roll-Off pier as well as construction of horizonal and vertical site improvements. Developed Benefit -Cost Analysis that was used in part as a planning model/guide for future TIGER projects by USDOT. ■ City of Marco Island Septic Tank Replacement Program 2015. Senior Project Manager. Responsible for the planning, funding, procurement, project management, federal compliance (MBE/WBE participation, Davis Bacon, Buy American, EEO), financial reconciliation and close-out of a 6 -year, $63,000,000 program that included 8 prime contractors and over 24 subcontractors. CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-52 City of Pearland RFP # 0220-22 Debris Management Services Project was highly complex with politicians and residents in opposition of the project at the beginning in addition to being in an environmentally sensitive region. Required frequent attendance and speaking at City Council meetings, addressing both Council and public concerns verbally and in writing as well as maintaining a public presence via direct outreach and media throughout the project. Worked hand-in-hand as an extension of City staff to ensure financial forecasting, environmental planning, project phasing and construction were properly aligned. Collier County Wastewater System Improvements Program 2014. Senior Project Manager. Responsible for the planning, funding, procurement, project management, federal compliance (Davis Bacon, EEO), financial reconciliation and close-out of a 8 -year, $140,000,000 program that included the construction and/upgrade of 3 wastewater treatment facilities with a combined capacity of over 55 MGD and 16 miles of collection mains. During the program, it was common for multiple large projects to be proceeding simultaneously requiring detailed planning and frequent coordination with County staff, County Commission and contractors. EDUCATION/CERTIFICATIONS • BA, Business Administration -Finance, Keiser University, Sarasota, FL ■ AS, Computer Network Administration, Keiser University, Sarasota, FL ■ OSHA 30 ■ FDOT Resident Compliance Specialist — Local Agency Program ■ US DOT Title VI ■ Microsoft Certified Systems Engineer (Retired) SPEAKING ENGAGEMENTS/PROFESSIONAL ACKNOWLEDGEMENTS ■ Florida Department of Transportation — "Simplifying Davis Bacon" ■ Florida Department of Environmental Protection — "SRF: A Local Government Perspective" ■ American Water Works Association — "SRF: A Local Government Perspective" ■ Florida Department of Transportation Disadvantaged Business Enterprise SME ■ Florida Department of Environmental Protection - Davis Bacon and American Iron and Steel SME CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-53 City of Pearland RFP # 0220-22 Debris Management Services Mr. Triplett has more than 30 years in Project Management and Engineering experience in the disaster recovery industry. In his professional career with the U.S. Army Corps of Engineer has provided staff expertise on a wide variety of complex programs serving as a project/program manager overseeing, assessing, developed and maintained liaisons municipalities. He is highly skilled in Emergency Operations Debris Removal for Hurricanes, Major floods, tornados and demolitions. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018-2019. Area Manager overseeing Decatur County in Bainbridge, Georgia for the USACE ACI debris removal project. ■ Hurricane Irma 2018. Area Manager for Ceres disaster response team in Miami Dade County, Florida. ■ Hurricane Florence 2018. Project Manager overseeing St. James, North Carolina disaster recovery projects. ■ Hurricane Maria 2017. Project Manager during emergency response debris removal and hauling project for the south region of Puerto Rico. ■ U.S. Army Corps of Engineers 1983-2017. Provided staff expertise on a wide variety of complex programs, studies and projects throughout the budget, engineering, construction, and operations phases. Engaged in the design, construction and operations phases of all water resources projects in MS, LA and AR within the Vicksburg District boundaries and design of the Red River Waterway project providing navigation from Alexandria, LA. to Shreveport, LA. Designing levees, bank stabilization, locks and dams, and dikes. Serving as Engineering Divisions Liaison on the construction of Lock and Dam #5 on the Red River at Shreveport and as Chief of Water Control for 6 months directing the work of a staff of 25 employees. While managing projects over seeing all Vicksburg District projects and keep HO and senior leadership in Washington abreast of any problems with funding, schedules, or Congressional interest in a project. Tracking of budgets and schedules for reporting out to Regional Management Boards each month. Collaborated with state and local officials to prepare and analyze damage assessments and demolition following disasters and emergency operations for Hurricane Fran, Ivan, Katrina, Ike, George, 2 major floods in Fargo North Dakota, one flood in Minot, North Dakota and EF -5 tornado in Smithville, MS. Proposed alterations of emergency response procedures based on previous emergency situations. Prepared emergency situation status reports that described response and recovery efforts, needs, and preliminary damage assessments. Developed and maintained liaisons with municipalities, county departments, and similar entities to facilitate plan development, response effort coordination, and exchanges of personnel and equipment. EDUCATION/CERTIFICATIONS ■ Bachelor of Science Petroleum Engineering — Mississippi State University ■ Master of Science Civil Engineering — Mississippi State University C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-54 City of Pearland RFP # 0220-22 Debris Management Services Manager Mr. Ulschmid has more than 25 years of experience with Ceres Environmental Services, Inc. including project management of multiple FEMA -reimbursed contracts. Mr. Ulschmid manages the company's Construction and Demolition Division as well as various operational aspects of the Emergency Management Services Division, concurrently with the company's Public Affairs and Logistics Management. Mr. Ulschmid has also worked on a variety of other emergency response projects including emergency building demolitions due to floods, Emergency Bank Stabilization of the Mississippi River Lock and Dam 8, and multiple floodway and water control and mitigation construction projects. He has provided project management, supervision, and administration to several federal government clients including the U.S. Army Corps of Engineers, U.S. Air Force, U.S. Navy, U.S. Army, CAL OES, LA DOTD, and TX DOT along with multiple projects with cities, counties, municipalities, and other public agencies with revenues totaling in excess of $1 Billion. Mr. Ulschmid attended the University of Minnesota, Carlson School of Management where he holds a bachelor's degree in Management Information Systems. PROFESSIONAL EXPERIENCE ■ California Wildfires — Camp Fire, Butte County. 2019. Senior Director for the CalRecycle clean- up project for hauling and disposal of debris generated by the Camp Fire wildfire in North-Central California in 2018, which is the largest debris mission in California in more than 100 years. ■ Hurricane Michael- SW Georgia 2018. Deputy Operations Manager for USACE debris removal operation in 13 SW Georgia counties. ■ U. S. Virgin Islands Hurricane Recovery 2017-2019. Project Manager for response to Hurricanes Irma and Maria on St. Croix, St. Thomas and St. John for debris removal and processing, marine vessel processing, and off -island disposal of 600K CY. C&D Debris was disposed of in CONUS requiring federal and state approvals and permitting. ■ Alabama Tornadoes 2011. Management oversight for response to record-setting tornadoes that hit the Southeast, including management of over 1 million CY of debris in Jefferson County. ■ Emergency Levee Removal- Minot ND 2011. Project Manager for emergency levee removal post Souris River flooding (a greater than 100 -year flood event). ■ Hurricane Ike 2008. Project management, logistics management, and contract administration of operations in Texas. ■ Hurricane Gustav 2008. Supervision and contract administration of company operations for debris removal and disposal; Project Manager of HVAC project and LA DOTD roadway drainage repairs and improvements project in Louisiana ■ Hurricane Rita 2005. Project management for debris removal and disposal of over 4.5 million cubic yards; Reduction of over 1.1 million cubic yards of debris; Removal and disposal of e -waste; demolition of approximately 253 storm damaged buildings in Terrebonne and Calcasieu Parishes, Louisiana ■ Hurricane Katrina 2005. Project Manager for debris removal operations including 13 million cubic yards of hurricane debris in 11 Louisiana parishes; trimming and removal of over 165,000 hazardous trees; supervised over 12 miles of emergency levee repair & stabilization projects in St. Bernard and Plaquemines Parishes, Louisiana ■ Hurricanes Jeanne & Frances 2004. Operations Manager in the collection and disposal of over 404,000 cubic yards of debris in Florida ■ Ice Storm 2002. Safety Officer and Contract Administrator for operations which hauled more than 510,000 cubic yards of debris in Kansas City, Missouri CERTIFICATIONS/TRAINING ■ USACE CQM certified ■ First Aid/CPR certified CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-55 City of Pearland RFP # 0220-22 Debris Management Services Mr. Whitten has been involved in debris management and disaster recovery services for nearly 15 years. His work has ranged from demolition of residential and commercial sites after Hurricane Katrina to quality control for the U.S. Army Corps of Engineers to environmental sampling and monitoring after Hurricane Isaac. He is FEMA -certified in Debris Operations and the Incident Command System. He is also a FEMA - certified Disaster Housing Inspector. His responsibilities include direct supervision of a project and ensuring compliance with all safety and quality control regulations. Mr. Whitten brings strong organizational skills and the ability to motivate to any job. PROFESSIONAL EXPERIENCE ■ Livingston Parish Emergency Watershed 2019. Project Manager in Louisiana for the waterway debris removal project. ■ Northern California Wildfire Debris Removal 2018. Quality Control Manager for the USACE ACI debris removal project in Lake, Mendocino and Napa Counties, CA following the fires between October and December of 2017. ■ Hurricane Irma 2017. Project Manager in Pinellas County, FL for the Disaster Debris Collection and Removal of debris generated by Hurricane Irma. ■ Hurricane Irma 2017. Project Manager for the hauling for final disposal of previously compacted and/or ground debris in Miami, FL. ■ Hurricane Irma 2017. Project Manager for Gulfport City, FL for the clean-up of debris generated by Hurricane Irma. ■ Southeast Tornadoes 2017. Provided direct supervision on post -tornado debris management project for Dougherty County. The project involved collection, removal and processing of over 650,000 cubic yards of debris. ■ Hurricane Ike 2008. Area Manager overseeing debris removal from DOT roads and Right -of -Entry removal of stumps and logs, hiring subcontractors, and project planning by quadrant. Conducted daily safety meetings and provided daily reporting on contractor progress and performance. ■ Hurricane Gustav 2008. Area Manager overseeing debris removal from DOT roads and Right -of - Entry removal of stumps and logs, hiring subcontractors, and project planning by quadrant. Conducted daily safety meetings and provided daily reporting on contractor progress and performance. ■ Linfield Hunter & Junius Inc., USACE New Orleans District, 2014-2016. Quality Assurance Representative for USACE Construction Division. Responsible for conferring with the Construction Division in clarifying deviations or inadequacies in plans, impractical specifications and unworkable schedules. ■ SMC Buildings, Design/Build New Commissary, Fort Polk, LA, May — October 2014. Quality Control Manager for design/build project. Responsible for maintaining the project submittal log and all other project specific quality control reports. Assembled project closeout documents that include O&M manuals, as-builts, and warranties. ■ Hurricane Isaac, CTEH/Providence Engineer and Environmental, 2012. Conducted environmental sampling and data collection. Assisted in conducting research performing investigations for the purpose of identifying, abating, or eliminating sources of pollutants or hazards. Conducted air, water and/or soil sampling, meteorological monitoring. ■ Infinity Construction, St. Charles Parish, LA, February — September 2012. Responsible for managing, implementing and enforcing the Accident Prevention Plan and the 385-1-1. Responsible for managing and implementing the QC Plan. ■ Benetech, LLC, New Orleans, LA, 2010-2012. Safety Manager and Quality Control Manager for projects under Benetech. Responsible for overseeing and enforcing Benetech's safety program for various USACE construction jobs ranging from $7,000,000 to $25,000,000. ■ AquaTerra Contracting, New Orleans, LA, 2008-2010. Safety Manager and Quality Control Manager on USACE job sites. Ensured proper safety was being followed per 385-1-1 and company safety policy. Prepared site specific AHA's. Implemented Accident Prevention Plan. Trained all employees on safety procedures. Conducted weekly safety meetings. C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-56 City of Pearland RFP # 0220-22 Debris Management Services Environmental Chemical Corp., New Orleans, LA, 2006-2008. Supervised the decommissioning, demolition, and disposal of privately properties in accordance with applicable federal, state and local requirements. Supervised the demolition of over 200 homes and commercial structures destroyed by Hurricane Katrina. Post Buckley Schuh & Jernigan, Inc., 2004-2006. Demolition Environmental Inspector and Evacuation Plan Writer following Hurricanes Wilma, Katrina, Charley, Frances, and Jean. Conducted oversight monitoring for RACM and C&D throughout Louisiana. Provided monitoring oversight for RACM floor tile removals throughout five (5) parishes. EDUCATION/CERTIFICATIONS ■ BS, Wilberforce University. ■ FEMA IS -102 FEMA Response Partners ■ FEMA IS -632 Debris Operations ■ OSHA 40 Hour Hazwoper Training ■ FEMA IS -00035.15 Safety Orientation 2015 ■ FEMA Disaster Housing Inspector (PARR) ■ E -QIP # 3943088 ■ Hazwoper 2020 Refresher 8hr CERES ■ FEMA IS -100 ICS ■ FEMA IS -631 Public Assistance ■ OSHA 30 Hour Construction Safety ■ USACE Training Safety & Health EM 385-1-1 ■ U.S. Army Corps of Engineers QCS/RMS Training ■ U.S. Army Corps of Engineers Construction Quality Management ■ First Aid/CPR/AED Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-57 City of Pearland RFP # 0220-22 Debris Management Services Wright,Andy • Mr. Wright is an experienced Project Manager who has been involved in a broad range of debris management and disaster recovery services. His work has ranged from quality control, project management, government liaison, and site management for jurisdictions varying from small towns to the U.S. Army Corps of Engineers. His responsibilities include providing direction to drivers and project supervisors, coordinating daily communications with City and County officials and emergency management personnel, monitoring project cost, and leading operations with vegetative debris and construction debris. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018-2019. Project Manager in Jackson County, Florida for performance of 70 - hour Cut and Push for debris generated by Hurricane Michael, as well as for ongoing debris management services managed by FDOT following the Cut and Push project. ■ Hurricane Florence 2018. Project Manager and Operations Supervisor for bio -waste disposal projects for the North Carolina Department of Agriculture and Consumer Services. ■ Connecticut Microburst/Tornadoes 2018. Project Manager for Town of Brookfield project involving clean-up following the May tornado. ■ Nor'easters 2018. Storm Expert Representative on behalf of Ceres in Boston, Massachusetts and Baltimore, New Jersey. ■ California Wildfires 2018. County Manager for U.S. Army Corps of Engineers recovery project in Lake, Mendocino & Napa Counties following the fires between October and December of 2017. ■ Hurricane Irma 2017. Project Manager for Pinellas County, Pasco County, and Palm Beach Gardens FL clearing both vegetative and C&D debris generated by the hurricane. ■ Hurricane Harvey 2017. Project Manager oin for clean-up for more than 80,000 CY of debris in Houston, TX. ■ Southeast Tornadoes 2017. Project Manager in Albany, GA for removal and disposal of over 860,000 CY of debris. ■ Hurricane Mathew 2016. Project Manager for several projects coordinated by the SC DOT for clearing debris in Jasper, Hampton, and Berkeley Counties. ■ Hurricane Matthew 2016. Project Supervisor responsible for planning and setup in Savannah, Georgia. ■ Louisiana Floods, 2016. Quality Control Specialist for Livingston Parish project involving clean-up following heavy rains and flooding in Louisiana in August 2016. C:E „ E� Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-58 City of Pearland RFP # 0220-22 Debris Management Services Cla ton Ross Young, Mr. Young has experience in Project Management and Field Supervisor for disaster recovery projects and construction projects. He has expertise in safety and regulation compliance, team building and leadership, budget forecasting and client/community relationship management. Mr. Young has led projects following disaster such as hurricanes, floods and tornadoes. PROFESSIONAL EXPERIENCE ■ Puerto Rico Parks 2019. Senior Project Manager during DRD 120+ Park projects. ■ Hurricane Michael 2018. Senior Project Manager for Ceres response overseeing USACE ACI efforts in Thomas County, GA. Also, Project Manager in Panama City and Tallahassee, Florida. ■ Hurricane Florence 2018. Field assessment lead for Ceres response team in North and South Carolina. ■ Hurricane Irma 2018. Project Manager for Ceres response in Leon County, Florida. ■ Hurricane Harvey 2017. Project Manager for Ceres response to the City of Pearland, Texas following Hurricane Harvey. ■ Louisiana Flooding 2016. Field assessment lead during projects for Livingston Parish and Denham Springs following heavy rains and flooding in Louisiana. ■ Moore, OK Tornado 2013. Field assessment lead for project response to the City of Moore, Oklahoma following an EF5 tornado. ■ Hurricane Isaac 2012. Field Supervisor for response to jurisdictions in Louisiana following Hurricane Isaac. ■ Superstorm Sandy 2012. Field Supervisor for cleanup efforts in New York and New Jersey after Superstorm Sandy. ■ Well Bore, Williston, ND. Field Supervisor for Baker Hughes. EDUCATION/CERTIFICATIONS ■ B.S. Political Science, Business Administration & Management, University of Mississippi ■ National Safety Council CPR Course ■ OSHA 10 -Hour Certification ■ 100+ Hours of Disaster Relief Professional Development ■ National Safety Council First Aid Course ■ H2S Certified CERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-59 City of Pearland RFP # 0220-22 Debris Management Services Mr. Zanor brings 17 years of experience to Ceres of direct and remote computer support administration with extensive experience in multi -workstation and server configurations. Mr. Zanor is responsible for Ceres' electronic document library, image scanning and maintenance of electronic document retention guidelines. He is proficient in software including Maxwell Systems, Citrix, RMS/QCS, SQL Servers, VOiP Systems, Blackberry Servers and Exchange Servers. PROFESSIONAL EXPERIENCE ■ California Wildfires and Camp Fire, Butte County 2018-2019. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract for Camp Fire in 2018 and the USACE Northern California Wildfires project in 2017. ■ Hurricanes Michael and Florence 2018 — 2019. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract 13 Georgia Counties, North and South Carolina and Florida. ■ Hurricane Harvey, Irma and Maria 2017. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract for three project recovery projects. ■ Hurricanes Hermine and Matthew 2016. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract. ■ Livingston Parish Waterway Cleanup 2015. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract in Louisiana. ■ Mississippi and Alabama Tornadoes 2014. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract in Mississippi and Alabama. ■ Winter Storm Pax 2014. Provided network administration, technical support, imaging and systems maintenance support to disaster response contract in Georgia and North Carolina. ■ Hurricane Sandy 2012-2013. Provided network administration, technical support, imaging and systems maintenance support to hurricane recovery contracts. ■ Hurricane Isaac 2012. Provided network administration, technical support, imaging and systems maintenance support to hurricane recovery contracts in Louisiana. ■ Winter Storm Alfred 2011. Provided network administration, technical support, imaging and systems maintenance support to winter storm recovery projects in Connecticut. ■ North Dakota Flood Recovery 2011. Provided network administration, technical support, imaging and systems maintenance support to flood recovery operations. ■ Hurricane Irene 2011. Provided network administration, technical support, imaging and systems maintenance support to hurricane recovery operations in Virginia and North Carolina. ■ Alabama Tornadoes April 2011. Network administrative, imaging and systems maintenance support to debris clean up in nine Alabama locations which included trimming, loading, and hauling of debris. Also administrated data management and tabulation for Jefferson County and Jasper. ■ Haiti Earthquake 2010 — Present. providing network administration, technical support, imaging and systems maintenance support to earthquake recovery operations in Port-au-Prince, Haiti. ■ Ice Storm 2009. Network administrative, imaging and systems maintenance support to emergency debris clean up after Winter ice storm which included trimming, loading, and hauling of vegetative debris for county rights -of -ways in Kentucky ■ Hurricane Ike 2008. System and electronic resources administration and operations support to county and city debris removal and disposal in Texas ■ Hurricane Gustav 2008. Procurement, installation and configuring of network servers and workstations in support of field operations for emergency debris removal and disposal of over 1.9 million cubic yards of debris in Louisiana; Imaging support for debris tickets; Creation of wide area network (WAN) for secure TDSR sites and field offices; Maintenance management of network systems and electronic resources ■ Hurricane Dolly 2008. Network administration and system maintenance support to debris removal, processing and disposal operations from county rights -of -ways in Texas ■ Iowa Flood 2008. System support including network and internet access security to field operations for debris removal and disposal which also included white goods, C & D, and household hazardous waste removal and disposal in Iowa C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-60 City of Pearland RFP # 0220-22 Debris Management Services Flood Control, Rio Puerto Nuevo, Rio Fajardo 2007. Procurement, configuration, and IT support for Floodway Control (USACE) project in Puerto Rico U.S. Army, Aviation Battalion 1 st Platoon Utility and Battalion Commanders Helicopter Crew Chief, Aviation Life Support Officer, and NBC Officer responsible for nuclear, biological, and chemical warfare prevention. EDUCATION/CERTIFICATIONS ■ Program Microcomputers Specialist, Century College ■ Bachelor's degree, Information Technology, Colorado Technical University (in progress) ■ Network Operating Systems training: Nove112.x, 3.1x, 4, & 5; Microsoft SBS; and Microsoft LAN ■ LaserFiche Administrator, user ver. 8.0 training; LaserFiche Quick Fields ver. 7.0 training C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-61 City of Pearland RFP # 0220-22 Debris Management Services Mr. Ziegler has been in environmental services for 28 years, starting in building demolition, slab and foundation removal, restoration and asbestos abatement then moving to disaster recovery response while working on snow removal in the early 1990s. Mr. Ziegler has experience managing large scale demolition and construction projects. PROFESSIONAL EXPERIENCE ■ Hurricane Michael 2018. Project Manager for the U.S. Army Corps of Engineers ACI SAD activation in 13 Georgia counties to perform debris clean-up after Hurricane Michael made landfall in October 2018. ■ Hurricane Matthew 2016. Project Manager for the debris removal and disposal projects on all 40 TDR sites, City of Albany and Dougherty County following Hurricane Matthew in October. ■ Christchurch, New Zealand Demolition 2012 — 2013. Project Manager for the demolition and soil remediation. ■ Hard Drives Construction 2003 — 2005. Grade Foreman and Operator responsible for construction of roads and buildings. ■ Landwehr Construction 2001 — 2003. Grade Foreman ■ EI Centro California Naval Air Base 2000. Project Manager for the demolition of a 1,393 M2 Cold Storage Facility. The project included building demolition, slab and foundation removal, asbestos abatement, lead based paint abatement, pcb ballast, electrical reroute, mercury switch removal, utility disconnects, and restoration. ■ Oklahoma City Tornadoes 1999. Lead project manager for USACE contract providing debris removal, managing multiple debris sites, and demolishing damaged residential structures. ■ Fort Knox, Kentucky Demolition 1996. Project Manager for the demolition of various building project. Work included demolition of approximately 8,825 m2 of one, two and three story wood frame or concrete/brick buildings, removal and disposal of pcb, demolition of associated asphalt, gravel and concrete surfaces and foundations, recycling of metals, crushing of brick, CMU, concrete footers, sidewalks, streets, and parking lots, the volume reduction of demolition debris (to conserve landfill space), the disposal of demolition debris, site restoration, and turn establishment. ■ Fort Benning, Georgia Demolition 1995. Project Manager for demolition and recycling of various buildings. Demolition of 13,372 m2 from 39 buildings, 6 story power plant and 60 -meter stack, asbestos abatement, lead abatement, removal of utility lines, foundations, pavements, and drainage structures, temporary sedimentation and erosion control, environmental protection, grading, site restoration and turf establishment ■ Fort McCoy, Wisconsin Demolition 1994. Project Manager for the demolition of WWII wood frame buildings with concrete foundations project. ■ Wood Waste Recycling 1992 — 2020. Grinder Superintendent for the Libertyville Navel Training Facility in Minnesota and Texas. ■ Seasonal Snow Removal 1992 — 2020. Performing 28 years of snow removal for Ceres during the winter season. Clearing areas of snow accumulation and removing to off-site storage areas and responding to snow emergencies. ■ Fred Miller Asphalt 1992 — 1998. Operator responsible for setting grades for crew members, operating equipment and CDLA. EDUCATION/CERTIFICATIONS ■ OSHA Standard 1910.178 CE „ E Tab 4 Qualifications of Staff Section 2 Key Personnel Resumes and Certifications Page 4.2-62 City of Pearland RFP # 0220-22 Debris Management Services Employee Certifications Emergency Management Institute Ceres Employees Holding This Certification � �f ■ Chuck Owens i David Preus ■ Dawn Brown FEMA Derek Pruner ■ Earl Lutz This Certificate of Achievetnent is to ackno%0edge tlwt Gail Hanscom DAVID A PREUS in Karl Dix has r".if&rmed a dedication to sear in times of crisis through continued ■ Mike Hansen professional development and completion of the independent study cotnsr ■ Patricia Macey ■ Steve Johnson Introduction to the Incidrat Command Stctem, ICS -160 - in Tia Laurie in Jason Alber Emergency Management Institute Ceres Employees Holding This =Certification Xv- ■ Chuck Owens ■ Derek Pruner FEMA ■ Earl Lutz Ihm(7critic■teofAchievemontistoacknowledge that ■ Gail Hanscom PATRICIA Ch1ACEY ■ Mike Hansen his rattinned a dcdtcahon to serve to ttm%s orcrists through conunucd Patricia Macey prNaatonal .kcekpmenl and almpletnm nCthe indrprrxlenl study coup. ■ Steve Johnson IS0a2W.b IC'S Iur Slnalr KrwurM. and ■ Jason Alber Initial .Action Incident. I( :12011 / Fli! m A4�,' 4.i.4A WlaifR Certificate of Achievement This Certificate of Achievement Is to acknowledge that Gail M, Hanscom Has rearfmned a dedication to solve In times of aisis I Ceres Employees Holding This 0amgh continued poressional development Certification and completion of requitements of the IS•300 in Earl Lutz INTERMED INCIDENT COMMAND SYSTEM COURSE ■ Gail Hanscom n sows■■ M S Mike Hansen Ohtsbn o1 ItCnn/1aM SeCVrky Ind Emereancy M✓up«+., I R„a iWant Emamanev Vsnae�rncrn Awncv ■ Patricia Macey Thisraining sponsored and coordinated by fhe Ch—pan Omca or E—Vency arsnsgsmsnt ■ Steve Johnson Cumlin, Minnesota Issued this 1" dry of J.-, 2007 .j�N/ a?sii��rr TERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-62 City of Pearland RFP # 0220-22 Debris Management Services TERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-63 Certificate of Achievement This Certificate of Achievement is to acknowledge that Gail M. Hanscom Has teaffameit adedication to serve In times of crisis Ceres Employees Holding This through continued professional development Certification and completion of requirements of the IS400 ■ Earl Lutz ADVANCED INCIDENT COMMAND SYSTEM COURSE.lf ■ Gail Hanscom m pm<rtt»A try T. ..��.,o•ae��•� •tP Glx •Ir. © ■ Mike Hansen d.l.wo w nomoi.,ne s.00�tr.�d emra«..r M.•.a. mrr. And Fadnal f—m—N•naw—A—, ■ Patricia Macey psored and coordlnafed by This mining son me Champlin Offlca of Emwyency Menaramen[ ■ Steve Johnson chmnphn, Nlnnesota I..ued this t" doy offJJu-.X2007 Emergency Management Institute Ceres Employees Holding This Certification ■ Chuck Owens ■ Derek Pruner FEMA ' Earl Lutz ■ Gail Hanscom riots l'Mtfleate of �\chiesancnt a In niAnoulatge t/ut ■ Karl Dix TIA N LAURIE Mike Hansen has realhrmed a Jcdtwtton to sine m Limn ni crisis through continued■ professional de,elcj tmcm"-mri-on orthc mderendcm stud% course ■ Patricia Macey 114jp700 ■ Steve Johnson Nabotml locident \lanaeemeot 4\shin JNI.%l51„U Introduction -- ■ Tia Laurie Emergency Management Institute Ceres Employees Holding This Certification Chuck Owens FEMA Derek Pruner i' his r'erttficalcofAchtetetnemistoackwsslcdgel!tw ■ Karl Dix •11ANON , LBER Patricia Macey has reaffirmed a dedication to serve to times of crisis through c<%nhnued ■ Tia Laurie profesmonal Lie, ek�rment and completion of the independent study course ■ Jason Alber is nitArarb ".atonal It.4—F'nrwesswk An Iruisfil ctivn TERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-63 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate of Achicvamem a In acl.:xtwledgi: that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of ensis throuch continued professional development and completion or the indcpendrrt study course: Finerg—) Prog"in" fanayir %n Ortentnllon m the Pnsltlnn tPGEr smc Emergency Management Institute 474.- FEMA Ceres Employees Holding This Certification Phis Cenihncm to acxnvledge Ilul cate Glchievent a la ■ Tia Laurie TIA V LAURIE has rmffirmed o dedication to scree in times of eri;is through cMdmued professional deeclopmem and completion of the independent stud% ceruse 1�-Mq 18 o AM -11 in Di -1111. Ir arcncll and Prcp-Mn— W,�a+ i .. ri�es.t` u�n.•�. Emergency Management Institute e^ �t Ceres Employees Holding This FEMA Certification I -his Certihcatc of Achievement is to acknenrledge fti ■ Derek Pruner .IAWNAI.01-3? ■ Jason Alber Ira%reaffirmed a dedication to serve in tutwsof ends tluough continued pndessional det elorynent ,md completion of lie mdependent study cour;c I-I-INX1:4 e:ulde in Pulnlvd Ililfrlhutlon en w�r.s�iAo..nnu,. W � Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-64 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute 4 aD tt� Ceres Employees Holding This FEMA Certification 1 his Certificate of Achicvemern is to ackmMedgc lh:n ■ Derek Pruner J.WN A1,8F ■ Jason Alber Ixts reeffirmed a dedicaton to serve in tunes of cribs duuugh coxituued professtonal deo clopinent and complown of die udop ndcnt mail- mor K M1110IJl.16 FV MA Inlitil Falk Orknt:nlon 21115 sew-1Y�i•ir. �v�rtf i� i, Emergency Management Institute Ceres Employees Holding This FEMA Certification ■ Derek Pruner This Certificate nl Achievemrnt is to acknonriedge than Tia Laurie TIALAURIF. has rearrtmedadedication tosmeintlmesofcrkislhrouvh continued ■ Jason Alber professittnnl devel0pmrnl and Oompletion of the mdetundent studs course. I.lAa102 akp1D1'a1f0i Bnkt for F� x1A Rnynn.r Panaen I.wJ�YH :MlAn Naa�I JNN ',�- _. fyadrr Emergency Management Institute 4 A, �MD «� Ceres Employees Holding This FEMA Certification I his Certificate of Achievement is to ackncmicdpc that ' Derek Pruner JASON Al BER ■ Jason Alber Ins reRlfirmed a dedication to serve in antes of crisis tluough continued professional development and completion of the independent study course IS -W12" An lalroiudlm ID Exerdwa C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-65 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute FEMA Ceres Employees Holding This Certification This Ceniticatt of Achievement is N ae]utotykdge that ■ Derek Pruner DEREK E PRUNER has reaf5rmcd a dedication to serve in times of cnsis through continued prn,fessional development and completion of the independent studN c� ur,: 1,"o 130 Esereise Evaluation and Imp, --m Phoning Emergency Management Institute ti FEMA Ceres Employees Holding This Certification This Certificate of Achievement is to acknowtedee that " Derek Pruner DEREK E PRUNER has rearmed a dedication to serve in times of crisis throu¢h continued professional development and completion of the independent study course: IS -00139 Esercise Design lsn.nl A. 21n Om. cJ epn't.. 1014 Caen MiD Emergency Management Institute Ceres Employees Holding This FEMA Certification leu, crw .n. ,,! \.h,:, ., toackn,—Icdaa, tm,t ` Derek Pruner JASON ALBER Jason Alber has reaQim,ed a dedication to serve in tunes of cm— through cwttinued pr4tiwonal .lrve,opmeni ;nd completwr, of the mdependeni study coupe. rundanteutal• n1 F.nrrgrnc3 \laai�enerm LACST (:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-66 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute FEMA rnIs( *ertir,,:,te%ifAchie,'cm.nthtoa<►:ww1c4-et1w JASON A1.BFR has rcaftim ed a dedication to serve in tunes of en+u 6vor4h eonta u d rrofessanal d-ekrpment and completion of the urderendent studN cows. L-Im:7s.c f.werf.K'nc? I'Ltnnln� WCEr Ceres Employees Holding This Certification ■ Derek Pruner ■ Jason Alber Emergency Management Institute >L wo i Ceres Employees Holding This FEMA Certification This r'eniftcateofAchievementistoacknowlcd,ethw ■ Derek Pruner X SO\ ALBER ■ Jason Alber has rc tfimred a drdn atton to serve in runes of eresis through :.,r,1;nuea rrvfesswrttd dewelormem ,md completion of the mdyurulent stud%course. IS raiait.A 1-ryderdrll, cad Inlluevin l Emergency Management Institute 5 Y Ceres Employees Holding This FEMA Certification fhtsC'ernficaleofAchtevememlvtoxkrxmlcaigelhal ■ Derek Pruner JASON ALUM Jason Alber Ins reaffirmed a deehcation to serve to tortes of arts duough continued professiontil der elorn ant and completion of Are independent stud- % course 0,002Rlta 1 1%, Hol, al N MuntaAwmke in n t na r,rnq Mang mint Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-67 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute ;= FEMA Ceres Employees Holding This Certification This Certificate of Achievement is to acknociedee that -X Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of the independent study coarse: 1400?93 I1111slnn .assignment O—i— (' � J __ cs m no 1117 Emergency Management Institute FEMA Ceres Employees Holding This Certification nag Certificate of Achicvcnitml i3 to ackno%jcdgc th.it N Patricia Macey TIA LAURIE • Tia Laurie bas reattirmed a dedication to sere to hm n2 of ensu through corunrnt professional deselnpment and completion orthe independent stud} course: 1,-4m,11 1.1 -1 -tion to the Puhlk Assislaocc Process cm Emergency Management Institute Vll FEMA Ceres Employees Holding This Certification This CLrtificate of Achicvemera is to acknou Wee that 0 Derek Pruner DEREK E. PRUNER N Karl Dix has reaffirmed a dedication to sane in times of crisis through continued professional deselopment and completion of d:e independent study course: 141106)1 Puhlie Asslstance Opentlnn I (:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-68 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute Ceres Employees Holding This FEMA Certification ■ Derek Pruner TitiscertificatcofAchietemchni;toacknwsicdgethat ■ Karl Dix TIA N LAURIE: ■ Tia Laurie has reaffirmed a dedication to srne in timesof ertels through continued Jason Alber Professional &nclopmcni and completion of the independent study course: IS -0002 Intro in Debrh Open in FEMA's Public Assts. PrIt J•Iwnl lbll '!M (1n'nl !tion! VMM (`jry,�.-��__ +rtrlli�em rxli Emergency Management Institute F Z"°•`� Ceres Employees Holding This FEMA Certification ■ Derek Pruner This Certificate of Aclueeemenl hb to acknowledge that ■ Karl Dix JASON AI.BF31 ■ Jason Alber Ins reaffirmed a dedication to serve in tames of errs!., duough amunucd professional de%eloivnent and completion of lite independent study course I�IM7b I.a \ I \I\ \ I ullthtt°q l •loNlnu bn S) Neat l \4\CSI IAC ET !4 -- Emergency Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate ofAchies•cmentistoacknoMl•daothat ■ Derek Pruner DEREK E PRUNER ■ Karl Dix has reaffirmed a dedication to sere in times of cnsis throueh continued professional der cloyment and completion of the independent crud}- course: 1.-007,3., \I\IS Nranurrr \Isnagemcnh EM Gk�— CERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-69 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute 'I n cc.S FEMA Ceres Employees Holding This Certification This Certificate ofAchieverneN is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times ofcrisis through continued professional detclopment and completion of the independent study course: t.S4)=I EmerRenq Support Function (V–SF) al Traosporutlnn _ Emergency Management Institute FEMA Ceres Employees Holding This Certification ibis Cctdficatc ofAehicvemtmt is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times ofcrists through c(munued professional desclopmcni and completion of the independent study course: IS-ta802 Ern -r -c) Support Function IT–SF) x2 Cammunicatiom Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate of Achteycnutt is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to sm•e in times of crisis through continued professional detielopment and completion ofthe independent study come: IS -OM3 Emergency Support Function (ESF) a3 Pnhtle Werke and Engineering < mr, C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-70 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute s '6 A FEMA Ceres Employees Holding This Certification I his Certificate of Achicvanent is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffitmed a dedication to serve in times of crisis through continued professional de,-elopmcnt and completion of the independent study course: LS -00 04 Fmcrgency tiapport Funetlon IESF'i ai Fircftg6tinq — InuUB,. k\1yw¢yr I,�YAe Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate ofAchievaornt is to nclamxicdge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of the indcpcodcnt study carie: IS -00"'i Emcryeacy Support Function (F.SF) 0 Emergency ]tso" meat Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate of Achievement is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of the independent study course: I.S•00a06 Emergency Support Function (F.SFI o6 �Irsa Can.Emerl(. AniNanee,Hauslag.Numan Seriires — cn.W,.a rno C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-71 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate of Achic� emrnt is to nckrrowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued profeuional dcs clopmcnt and completion of the independent study course: IS -MMS F,aimenc) Support Function IESFI92 Public Hnith and Nrdtnl Srrvicn Emergency Management Institute FEMA Ceres Employees Holding This Certification This Certificate of Achievement is to acAvoxicdge that ■ Derek Pruner DEREK E PRUN`F.R his nmffw ncd a dedication it, serve in times of crisis through continued professional development and completion of the independent study course B-IIOA(" F.mergncy Support Function IESF) 99 Search and Fl x ue Emergency Management Institute 00 FEMA Ceres Employees Holding This Certification This Certificate of Achievement is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crists through continued professional dnclopment and completion of the independent study course. Is-ooato Emerttrnry Support Function (ESF) ata Oil and flarardouf Ntaterlals Responc 11 Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-72 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute . t,\rj�/11, �iuA„ <rt:, 5. FEMA Ceres Employees Holding This Certification This Certificate ofAchievement is to oclmowlNge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued professional dnetopment and completion of the independent stuff course: 15-01 I Enterlicne, Support Function (ESF! at 1 Agriculture and Natural Pn orttx h.wJlm� 17-h ria ill F: CE E V_ fequa Emergency Management Institute FEMA Ceres Employees Holding This Certification This Cenific ue of Achievement is to acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through commnued professional development and completion of the independem study course: IS4WI2 Emcruenc, Support Function IESFi art F.ncry. -- _ao Lica rn:. Emergency Management Institute x FEMA Ceres Employees Holding This Certification This Certificate ofAchievemant Isto acknowledge that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to sen c in times of crisis through continued professional development and completion of the independent study course: turoat3 Emerpraq Support Function IESF) 413 Public safety and Setaria ! l.rvllr lb. /TO ro, 0.41, r _11A C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-73 City of Pearland RFP # 0220-22 Debris Management Services Emergency Management Institute FEMA Ceres Employees Holding This This CeliltlWt[ of AChJCNCR1Cnt Is IJ ecktlmsiedge thatCertification ■ Derek Pruner DEREK E PRUNER has reaf ned a dedication at serve in times of crisis through continued professional development and completion of the independent study course: IS -00814 Emergency Support Function (RST) #14 f.oag=rtrm Commaultr Iteeover3 , _. Emergency Management Institute WKS FEMA Ceres Employees Holding This Certification This Certificate of Achievement Ls to acknowledie that ■ Derek Pruner DEREK E PRUNER has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of the independent study course: IS -01900 Notional Dlsatter Vedlcal $litem (SOMS1 Federal Coordinating Center Opersdom EM Certificrte of Comrletio" awaY�t to Gril Af. HA"scur" J DCLIHS MAlid_,CMCtAt state. Ceres Employees Holding This Ttibrl, A"b L.oc.%l Officirls Certification ' David Preus re l Nrtior+al Hr+r erne Conf.'r�,, , ! 0rlaa1%,.>luriaa Gail Hanscom A,Wv 7 31 -April 1. 10,1s Agct" �wyr.e. C:ERES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-74 City of Pearland RFP # 0220-22 Debris Management Services wu urru cnhn. f Ih.fl M CERTIFICATE TIA LAURIE VNV-I aCt1 far c•pefetl t*. Conn of r.g—, aM Nasi —j,, C --o T-1.1, c. CONSTRUCTION QUALITY MANAGEMENT FOR CONTRACTORS•N7N tMsaar+hw. or.fes rhsa rws rsor o,R a mIa �"°J Ceres Employees Holding This Certification ■ Gail Hanscom ■ Chuck Owens ■ David Davenport ■ Derek Pruner Ron Rodriguez Tia Laurie Certificate of Completion Ceres Employees Holding This Certification Presented to: JAKOB THOMPSON III Chuck Owens —= �, ■ David Davenport -' ■ Jake Thompson On 1127/2072. JAKOB THOMPSON successfully completed the OSHA 30 Hour Outreach Trainnq for General Industry. ■ Ron Rodriguez QC i A� Ai UI � ® 5°f'mh lr Certificate of Completion Ceres Employees Holding This 6* — Certification Presented to: III David Davenport JAKOB THOMPSON III Huey DeVille c=ps j; ■ Jake Thompson On 12012012, JAKOB THOMPSON successfully completed the 10 -Hour OSHA III Mike Hansen Outreach Training Course for General Industry. ■ Ron Rodriguez — 5.(. °jam Steve Johnson C:E,RES Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-75 City of Pearland RFP # 0220-22 Debris Management Services Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-76 05H/ Online OSHA Training Certifieste of Course Completion Ceres Employees Holding This jDkor, Tn,xr,rsa, 40 HrHAZWOPER [WIM01211241: Certification sa,i,.Y Ni„r Cns,TlO. Q�.6wY1tin.� ■ David Davenport Jake Thompson ■ Patricia Macey 40 a Hb. ,ppm.eA . 0".Cw ♦ .1 urrric•cur ; l r•ar/rur� n/•L'/'/i £- /•i`rc[ -1 id. brc•. TLir is /o eer/ilj• tha/ GAIL HANSCOM Ceres Employees Holding This liar wellpleted !br coarse in Certification Chuck Owens Adult CPR ■ Gail Hanscom Tho nrdm"I lax. yp air/iilh a #pkrn/Itt abate maurrexrd wont, urrJ l„c drnraatnraed prnfim ary in IN rolw,i by pasogt aerarrlaaa nilb rf.rrrmr and rnnditina n/ = 9narimn .-LrvlrM� n/ CJ'H araf f •ial.�idl, la.-. J• C,�.4.: rro Dirv,nr al ?nriaiay (.rli/i, Niirw\aw/rr 1✓.rnr 1)ufr Nrrru.d Dalt Tab 4 Qualifications of Staff Section 2 Key Personnel and Certifications Page 4.2-76 it of Pearland Purchasing Department * Y 281.652.1767 or 3519 Liberty Drive 281.652.1790 Pearland, TX 77581 Fax 281.652.1738 Contractor Insurance Requirements & Agreement Requirements Contractors performing work on City property or public right-of-way for the City of Pearland shall provide the City a certificate of insurance or a copy of their insurance policy(s) evidencing the coverages and coverage provisions identified herein. Contractor's insurance will be primary payer. Contractors shall provide the City evidence that all subcontractors performing work on the project have the same types and amounts of coverages as required herein or that the subcontractors are included under the contractor's policy. All insurance companies and coverages must be authorized by the Texas Department of Insurance to transact business in the State of Texas and must be acceptable to the City of Pearland. Listed below are the types and amounts of insurances required. The City reserves the right to amend or require additional types and amounts of coverages or provisions depending on the nature of the work. Certificate of Insurance forms may be emailed to: Purchasing Department at ebids(a.pearlandtx.gov. Questions regarding required insurance should be directed to City of Pearland Purchasing Department, at ebids(cDpearl andtx.gov. This form must be signed and returned with your bid/quotation. You are stating that you do have the required insurance and if selected to perform work for the City, will provide a certificate of insurance, and a copy of insurance policy with the above requirements to the City. A purchase order will not be issued without evidence of required insurance. Agreement I agree to provide the above described insurance coverages within 10 working days if selected to perform work for the City of Pearland. I also agree to provide the City evidence of insurance coverage on any and all subcontractors performing work on the project. Project/Bid # RFP # 0220-22 Debris Management Services Company: Ceres Environmental Services, Inc. Signature and Printed Name:Dawn Brown, Assistant Corporate Secretary TYPE OF INSURANCE AMOUNT OF INSURANCE PROVISIONS 1. Workers' Compensation Statutory Limits City is to be listed as additional Employers' Liability $100,000 per occurrence insured with wavier of subrogation and 30 day notice of cancellation or material change in coverage. 2. Commercial General (Public) Personal Injury - $1,000,000 per Liability to include coverage for: person; Property Damage - a) Premises/Operations $1,000,000 per occurrence ; b) Products/Completed General Aggregate - $1,000,000 Operations c) Independent Contractors d) Personal Injury e) Contractual Liability 3. Business Auto Liability to include Combined Single Limit - coverage for: $1,000,000 a) Owned/Leased vehicles b) Non -owned vehicles c) Hired vehicles Certificate of Insurance forms may be emailed to: Purchasing Department at ebids(a.pearlandtx.gov. Questions regarding required insurance should be directed to City of Pearland Purchasing Department, at ebids(cDpearl andtx.gov. This form must be signed and returned with your bid/quotation. You are stating that you do have the required insurance and if selected to perform work for the City, will provide a certificate of insurance, and a copy of insurance policy with the above requirements to the City. A purchase order will not be issued without evidence of required insurance. Agreement I agree to provide the above described insurance coverages within 10 working days if selected to perform work for the City of Pearland. I also agree to provide the City evidence of insurance coverage on any and all subcontractors performing work on the project. Project/Bid # RFP # 0220-22 Debris Management Services Company: Ceres Environmental Services, Inc. Signature and Printed Name:Dawn Brown, Assistant Corporate Secretary ACOR" CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) �i 3/24/2020 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT NAME: Sarah Edwards CSDZ, LLC 225 South Sixth Street, Suite 1900 PHONE 612-349-2407 AX No E-MAINo,LEtle ADDRESS: sedwards@Gsdz.com Minneapolis MN 55401 INSURERS AFFORDING COVERAGE NAIC # 9/1/2020 INSURER A: Westchester Fire Insurance Company 10030 INSURED CEREENVI INSURER B: Zurich American Insurance Company 16535 Ceres Environmental Services Inc. 6968 Professional Parkway E INSURER C : INSURER D: Sarasota, FL 34240 INSURER E: X XCU INSURER F: COVERAGES CERTIFICATE NUMBER: 566995295 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADSL SUER POLICY NUMBER POLICY EFF MM/DD//YYYY POLICY EXP MM/DDNYYY LIMITS B X COMMERCIAL GENERAL LIABILITY GLO183855300 9/1/2019 9/1/2020 EACH OCCURRENCE $2,000,000 CLAIMS -MADE � OCCUR DAMAGETO S(RENTED PREMISES Ea occurrence $ 300,000 MED EXP (Any one person) $ 10,000 X XCU X Contr Liab PERSONAL 8 ADV INJURY $ 2,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 4,000,000 POLICY X]JEo F—]LOCPRODUCTS - COMP/OPAGG $4,000,000 $ OTHER: B AUTOMOBILE LIABILITY BAP184004600 9/1/2019 9/1/2020 COMBINED SINGLE LIMIT $2,000,000 Ea accident BODILY INJURY (Per person) $ X ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ HIRED NON -OWNED AUTOS ONLY AUTOS ONLY PROPERTY DAMAGE $ Per accident Hired Auto Phy Damage $ 50,000 A X UMBRELLA LIAB X OCCUR G46808848003 9/1/2019 9/1/2020 EACH OCCURRENCE $10,000,000 AGGREGATE $10,000,000 EXCESS LIAB CLAIMS -MADE DEDTX RETENTION $ $ B WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N WC18355400 9/1/2019 9/1/2020 X SPER TATUTE I I EERH ANYPROPRIETOR/PARTNER/EXECUTIVEE.L. EACH ACCIDENT $ 1,000,000 OFFICERIMEMBER EXCLUDED? N N/A E.L. DISEASE - EA EMPLOYEE $ 1,000,000 (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ 1,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS I VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) All Work Performed Additional Insured only if required by written contract with respect to General Liability, Automobile Liability and Umbrella/Excess Liability applies on a primary basis and the Insurance of the Additional Insured shall be Non -Contributory: City of Pearland and Others as required by written contract. Waiver of Subrogation only if required by written contract with respect to General Liability, Automobile Liability, Workers Compensation and Umbrella/Excess Liability applies in favor of: City of Pearland and Others as required by written contract. See Attached... CERTIFICATE HOLDER CANCELLATION ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. City of Pearland 3519 Liberty Drive Pearland TX 77581 AUTHORIZED REPRE ENTATIVE � ��`� ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD AGENCY CUSTOMER ID: CEREENVI PESION131 A V ADDITIONAL REMARKS SCHEDULE Page 1 of 1 AGENCY CSDZ, LLC NAMED INSURED Ceres Environmental Services Inc. 6968 Professional Parkway E Sarasota, FL 34240 POLICY NUMBER CARRIER NAIC CODE EFFECTIVE DATE: IL\ 9 NJ THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: 25 FORM TITLE: CERTIFICATE OF LIABILITY INSURANCE The following supersedes the cancellation wording: Should any of the above described policies be cancelled before the expiration date, 30 Days written notice (10 Days for Non -Payment) will be delivered to the certificate holder. ACORD 101 (2008/01) © 2008 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD NON -COLLUSION STATEMENT "The undersigned affirms that they are duly authorized to execute this contract, that this company, corporation, firm, partnership or individual has not prepared this bid in collusion with any other bidder, and that the contents of this bid as to prices, terms or conditions of said bid have not been communicated by the undersigned nor by any employee or agent to any other person engaged in this type of business prior to the official opening of this bid." Vendor Ceres Environmental Services, Inc. Address 9945 Windfern Road, Houston, Tex 77064 Phone Number (800) 218-4424 Fax Number (866) 228-5646 Email Address dawn.brown@ceresenv.com Bidder (Signature) Position with Company Assistant Corporate Secretary Signature of Company Official Authorizing This Bid Company Official (Printed Name) Dawn Brown Official Position Assistant Corporate Secretary CONFLICT OF INTEREST QUESTIONNAIRE FORM CLQ For vendor doing business with local governmental entity This questionnaire reflects changes made to the law by H.B. 23, 84th Leg., Regular Session. OFFICEUSEONLY This questionnaire is being Bled in accordance with Chapter 176, Local Government Code. by a vendor who Date Received has a business relationship as defined by Section 176.001(1-a) with a local governmental entity and the vendor meets requirements under Section 176.006(a). By law this questionnaire must be filed with the records administrator of the local governmental entity not later than the 7th business day after the date the vendor becomes aware of facts that require the statement to be filed. See Section 176.006la-1), Local Government Code. A vendor commits an offense if the vendor knowingly violates Section 176.006, Local Government Code. An offense under this section is a misdemeanor. -11 Name of vendor who has a business relationship with local governmental entity. Not Applicable 2 Check this box if you are filing an update to a previously filed questionnaire. (The law requires that you file an updated completed questionnaire with the appropriate filing authority not later than the 7th business day after the date on which you became aware that the originally filed questionnaire was incomplete or inaccurate.) 11 Name of local government officer about whom the information is being disclosed. Not Applicable Name of Officer 41 Describe each employment or other business relationship with the local government officer, or a family member of the officer, as described by Section 176.003(a)(2)(A). Also describe any family relationship with the local government officer. Complete subparts A and B for each employment or business relationship described. Attach additional pages to this Form CIO as necessary. A. Is the local government officer or a family member of the officer receiving or likely to receive taxable income, other than investment income, from the vendor? F-1 Yes F-1 No B. Is the vendor receiving or likely to receive taxable income. other than investment income, from or at the direction of the local government officer or a family member of the officer AND the taxable income is not received from the local governmental entity? Yes a No 5 Describe each employment or business relationship that the vendor named in Section 1 maintains with a corporation or other business entity with respect to which the local government officer serves as an officer or director, or holds an ownership interest of one percent or more. Not Applicable 6 ElCheck this box if the vendor has given the local government officer or a family member of the officer one or more gifts as described in Section 176.003(a)(2)(8), excluding gifts described in Section 176.003(a-1). 21 ��x6w4n(— April 9, 2020 Signature of vendor doing business with the governmental entity Date Form provided by Texas Ethics Commission www.ethics.stale.tx.us Revised 11130'2015 CONFLICT OF INTEREST QUESTIONNAIRE For vendor doing business with local governmental entity A complete copy of Chapter 176 of the Local Government Code maybe found at http://www. statutes. legis.state.tx.us/ Docs/LG/htm/LG.176.htm. For easy reference, below are some of the sections cited on this form. Local Government Code § 176.001(1-a): "Business relationship" means a connection between two or more parties based on commercial activity of one of the parties. The term does not include a connection based on: (A) a transaction that is subject to rate or fee regulation by a federal, state, or local governmental entity or an agency of a federal, state, or local governmental entity; (B) a transaction conducted at a price and subject to terms available to the public; or (C) a purchase or lease of goods or services from a person that is chartered by a state or federal agency and that is subject to regular examination by. and reporting to, that agency. Local Government Code § 176.003(a)(2)(A) and (B): (a) A local government officer shall file a conflicts disclosure statement with respect to a vendor if: (2) the vendor: (A) has an employment or other business relationship with the local government officer or a family member of the officer that results in the officer or family member receiving taxable income. other than investment income, that exceeds $2,500 during the 12 -month period preceding the date that the officer becomes aware that (i) a contract between the local governmental entity and vendor has been executed; or (ii) the local governmental entity is considering entering into a contract with the vendor; (B) has given to the local government officer or a family member of the officer one or more gifts that have an aggregate value of more than $100 in the 12 -month period preceding the date the officer becomes aware that: (i) a contract between the local governmental entity and vendor has been executed; or (ii) the local governmental entity is considering entering into a contract with the vendor. Local Government Code § 176.006(a) and (a-1) (a) Avendor shall file a completed conflict of interest questionnaire if the vendor has a business relationship with a local governmental entity and: (1) has an employment or other business relationship with a local government officer of that local governmental entity, or a family member of the officer, described by Section 176.003(a)(2)(A); (2) has given a local government officer of that local governmental entity, or a family member of the officer, one or more gifts with the aggregate value specified by Section 176.003(a)(2)(B), excluding any gift described by Section 176.003(a-1); or (3) has a family relationship with a local government officer of that local governmental entity. (a-1) The completed conflict of interest questionnaire must be filed with the appropriate records administrator not later than the seventh business day after the later of: (1) the date that the vendor.- (A) endor:(A) begins discussions or negotiations to enter into a contract with the local governmental entity; or (B) submits to the local governmental entity an application, response to a request for proposals or bids, correspondence, or another writing related to a potential contract with the local governmental entity: or (2) the date the vendor becomes aware: (A) of an employment or other business relationship with a local government officer, or a family member of the officer, described by Subsection (a); (B) that the vendor has given one or more gifts described by Subsection (a); or (C) of a family relationship with a local government officer. Form provided by Texas Ethics Commission www. ethics. stale .tx.us Revlscd 11 30'2015 CONFLICT OF INTEREST QUESTIONNAIRE As of January 1, 2006, the Texas Local Government Code Chapter 176 requires all vendors and potential vendors who contract or seek to contract for the sale or purchase of property, goods, or services with any local government to complete and submit a Conflict of Interest Questionnaire. In filling out the questionnaire, the following are current City Council members and City employees who may either recommend or approve bid awards. City Council: Mayor Tom Reid Councilmember Tony Carbone Councilmember Adrian Hernandez Councilmember J. David Little Councilmember Gary Moore Councilmember Luke Orlando Councilmember Trent Perez Councilmember Woody Owens City Staff: City Manager Clay Pearson Director of Finance Cynthia Pearson Assist. Director of Finance Rhonda Daugherty Assist. Director of Finance John McCarter Not Applicable CITY OF PEARLAND LOCAL BIDDER PREFERENCE CLAIM FORM Sections 271.905 and 271.9051 of the Texas Local Government Code authorize a municipality to consider a vendor's location in the determination of a bid award if the lowest bid received is from a business outside the municipality and contracting with a local bidder would provide the best combination of price and other economic benefits to the municipality. The City of Pearland has determined that the allowable preference shall be applied to local vendor's bids for the purposes of evaluation when requested in writing by local bidder and when determined to be in the best interest of the City to do so. This request form and any supporting documentation must be submitted with bid in order to be considered by the City of Pearland. Questions should be addressed to the Purchasing Department at 281-652-1790. Exclusions to the local preference include expenditures of $3,000 or less, and those purchases which are: sole -source, emergency, federally -funded, cooperative contracts, or via interlocal agreement. The local preference status will expire one year from the date of this form; for any subsequent requests for preference during this period, the applicant need only complete and submit section 3 of this form. The City Council requires the following information for consideration of a local bidder preference. (information may be submitted in an attachment to this form): 1. Locational Eligibility: Principal place of business in Pearland, Texas? Principal place of business is defined herein as any business which owns or leases a commercial building within the City limits and uses the building for actual business operations. a. If yes, identify name of business/DBA, address, and business structure: sole proprietorship, partnership, corporation, or other. b. Name and city of residence of owner(s)/partners/corporate officers; as applicable. 2. General Business Information: a. Year business established (Pearland location). b. Most recent year property valuation (if owned); real and personal property. c. Annual taxable sales (originating in Pearland). d. Is business current on. all property and sales taxes at the time of this application? e. Total number of current employees and number of Pearland-resident employees. Economic Development benefits resulting from award of this contract: a. Number of additional jobs created or retained for Pearland resident -employees? b. Amount of additional City of Pearland ad valorem and/or sales taxes anticipated? Please explain how the amount has been determined. c. Local subcontractors utilized, if applicable: name, location and contract value for each. d. Other economic development benefit deemed pertinent by applicant. Local Bidder Preference Claim Form, page 2 Certification of information: The undersigned does hereby affirm that the information supplied is true and correct as of the date hereof, under penalty of perjury. City Bid No./Quote for which the local preference is requested: (Name of Bidder) (Date) (Signature) (Print) THE STATE OF TEXAS COUNTY OF § Appeared before me the above-named , known to me to be the same, and swore that the information provided in response to the foregoing questions are true and correct to the best of his/her knowledge and belief, this day of 20_. NOTARY PUBLIC, STATE OF TEXAS Printed Name: Commission Expires: Contractor Questionnaire Yes 0 F1E No �✓ Z M3. ✓� ✓❑ M6. 1. Has the City of Pearland or other governmental entity incurred costs as a result of contested change order(s) from the undersigned company? 2. Has the City of Pearland or other governmental entity been involved in litigation relative to contract performance with the undersigned company? Has the undersigned company failed to meet bid specifications or time limits on other contracts? 4. Has the undersigned company abandoned a contract or refused to perform without legal cause after submitting a bid? 5. Has the undersigned company had bidding errors or omissions in two or more bid submissions within a thirty six (36) month period? Has the undersigned company failed to perform or performed unsatisfactory on two or more contracts within a thirty six (36) month period? 7. Does the undersigned company have adequate equipment, personnel and expertise to complete the proposed contract? 8. Does the undersigned company have a record of safety violations in two or more contracts within a thirty six (36) month period? 9. Does the undersigned have a criminal offense as an incident to obtaining or attempting to obtain a public or private 0 Fv—(] contractor subcontract, or in the performance of such a contract or subcontract within a ten (10) year period? 10. Has the undersigned company been convicted of a criminal offense within a ten (10) year period of embezzlement, theft, bribery, falsification or destruction of records, receiving stolen property or any other offense indicating a lack of Z12. business integrity or business honesty which might affect responsibility as a municipal contractor? 11. Has the undersigned company been convicted of state or federal antitrust statutes within a ten (10) year period arising out of submission of bids or proposals? Has the undersigned company been disbarred or had a similar proceeding by another governmental entity? If you answered "yes" to Items 1-6 or 8-12 or answered "no" to Item 7, please attach a full explanation to this questionnaire. Company Name: Ceres Environmental Services, Inc. Address: 9945 Windfern Road, Houston, TX 77064 Name: Dawn Brown Title: Assistant Corporate Seretary (Please Print) (Please Print) Signature: Date: - April 9, 2020 from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions." 9. Byrd Anti-Lobbying Amendment. a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. Contractors that apply or bid for an award of $100,000 or more must file the required certification. See 2 C.F.R. Part 200, Appendix II, ¶ I; 44 C.F.R. Part 18; PDAT Supplement, Chapter IV, 6.c; Appendix C, 114. c. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. § 1352. Each tier must also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the non -Federal award. See PDAT Supplement, Chapter IV, ¶ 6.c and Appendix C, ¶ 4. d. The following provides a Byrd Anti-Lobbying contract clause: "Byrd Anti-Lobbying Amendment," 31 U.S.C. § 1352 (as amended) Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." APPENDIX A, 44 C.F.R. PART 18 — CERTIFICATION REGARDING LOBBYING Certification for Contracts, Grants, Loans, and Cooperative Agreements (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. Page 53 of 56 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 seq. apply to this certification and disclosure, if any. Signature of Con ractor's Authorized Official Dawn Brown, Assistant Corporate Secretary Name and Title of Contractor's Authorized Official 10. Procurement of Recovered Materials. 04/09 2020 Date a. Applicability: This requirement applies to all FEMA grant and cooperative agreement programs. b. A Non -Federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, Pub. L. No. 89-272 (1965) (codified as amended by the Resource Conservation and Recovery Act at 42 U.S.C. § 6962). See 2 C.F.R. Part 200, Appendix II, ¶ J; 2 C.F.R. § 200.322; PDAT Supplement, Chapter V, 117. c. The requirements of Section 6002 include procuring only items designated in guidelines of the EPA at 40 C.F.R. Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired by the preceding fiscal year exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. d. The following provides the clause that a state agency or agency of a political subdivision of a state and its contractors can include in contracts meeting the above contract thresholds: "(1) In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA- designated items unless the product cannot be acquired— (i) Competitively within a timeframe providing for compliance with the contract performance schedule; (ii) Meeting contract performance requirements; or (iii) At a reasonable price. Page 54 of 56 NOT APPLICABLE DISCLOSURE OF LOBBYING ACTIVITIES Approved by OMB Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352 0348-0046 (See reverse for public burden disclosure.) 1. Type of Federal Action: 2. Status of Federal Action: 3. Report Type: ❑ a. contract ❑ a. bid/offer/application ❑ a. initial filing b. grant b. initial award b. material change c. cooperative agreement c. post -award For Material Change Only: d. loan year quarter e. loan guarantee date of last report f. loan insurance 4. Name and Address of Reporting Entity: 5. If Reporting Entity in No. 4 is a Subawardee, Enter Name ❑ Prime ❑ Subawardee and Address of Prime: Tier , if known: Congressional District, if known: Congressional District, if known: 6. Federal Department/Agency: 7. Federal Program Name/Description: CFDA Number, if applicable: 8. Federal Action Number, if known: 9. Award Amount, if known: 10. a. Name and Address of Lobbying Entity b. Individuals Performing Services (including address if (if individual, last name, first name, MI ): different from No. 10a) ( last name, first name, Ml): (attach Continuation Sheet(s) SF-LLLA, if necessary) 11. Amount of Payment (check all that apply): 13. Type of Payment (check all that apply): $ ❑ actual ❑ planned ❑ a. retainer ❑ b. one-time fee ❑ c. commission 12. Form of Payment (check all that apply): ❑ a. cash ❑ d. contingent fee ❑ b. in-kind; specify: nature ❑ e. deferred value ❑ f. other; specify: 14. Brief Description of Services Performed or to be Performed and Date(s) of Service, including officer(s), employee(s), or Member(s) contacted, for Payment Indicated in Item 11: (attach Continuation Sheet(s) SF-LLLA, if necessary) 15. Continuation Sheets SF-LLLA attached: ❑ Yes ❑ No Information requested through this form is authorized by title 31 U.S.C. section 16.1352. Signature: This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when this transaction was made Print Name: or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi-annually and will be available for Title: public inspection. Any person who fails to file the required disclosure shall be Telephone No.: Date: subject to a civil penalty of not less that $10,000 and not more than $100,000 for each such failure. Federal Use Only: Authorized for Local Reproduction Standard Form LLL (Rev. 7-97) INSTRUCTIONS FOR COMPLETION OF SF -LLL, DISCLOSURE OF LOBBYING ACTIVITIES This disclosure form shall be completed by the reporting entity, whether subawardee or prime Federal recipient, at the initiation or receipt of a covered Federal action, or a material change to a previous filing, pursuant to title 31 U.S.C. section 1352. The filing of a form is required for each payment or agreementto make payment to any lobbying entity for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employeeof a Memberof Congress in connection with a covered Federal action. Use the SF-LLLA Continuation Sheet for additional information if the space on the form is inadequate. Complete all items that apply for both the initial filing and material change report. Refer to the implementing guidance published by the Office of Management and Budget for additional information. 1. Identify the type of covered Federal action for which lobbying activity is and/or has been secured to influence the outcome of a covered Federal action. 2. Identify the status of the covered Federal action. 3. Identify the appropriate classification of this report. If this is a followup report caused by a material change to the information previously reported, enter the year and quarter in which the change occurred. Enter the date of the last previously submitted report by this reporting entity for this covered Federal action. 4. Enter the full name, address, city, State and zip code of the reporting entity. Include Congressional District, if known. Check the appropriate classification of the reporting entity that designates if it is, or expects to be, a prime or subaward recipient. Identify the tier of the subawardee, e.g., the first subawardee of the prime is the 1 st tier. Subawards include but are not limited to subcontracts, subgrants and contract awards under grants. 5. If the organization filing the report in item 4 checks "Subawardee," then enter the full name, address, city, State and zip code of the prime Federal recipient. Include Congressional District, if known. 6. Enter the name of the Federal agency making the award or loan commitment. Include at least one organizational level below agency name, if known. For example, Department of Transportation, United States Coast Guard. 7. Enter the Federal program name or description for the covered Federal action (item 1). If known, enter the full Catalog of Federal Domestic Assistance (CFDA) number for grants, cooperative agreements, loans, and loan commitments. 8. Enter the most appropriate Federal identifying number available for the Federal action identified in item 1 (e.g., Request for Proposal (RFP) number; Invitation for Bid (IFB) number; grant announcement number; the contract, grant, or loan award number; the application/proposal control number assigned by the Federal agency). Include prefixes, e.g., 'RFP -DE -90-001." 9. For a covered Federal action where there has been an award or loan commitment by the Federal agency, enter the Federal amount of the award/loan commitment for the prime entity identified in item 4 or 5. 10. (a) Enter the full name, address, city, State and zip code of the lobbying entity engaged by the reporting entity identified in item 4 to influence the covered Federal action. (b) Enter the full names of the individual(s) performing services, and include full address if different from 10 (a). Enter Last Name, First Name, and Middle Initial (MI). 11. Enter the amountof compensation paid or reasonablyexpectedto be paid by the reporting entity (item 4) to the lobbying entity (item 10). Indicate whether the payment has been made (actual) or will be made (planned). Check all boxes that apply. If this is a material change report, enter the cumulative amount of payment made or planned to be made. 12. Check the appropriatebox(es). Check all boxes that apply. If paymentis made through an in-kind contribution, specify the nature and value of the in-kind payment. 13. Check the appropriate box(es). Check all boxes that apply. If other, specify nature. 14. Providea specific and detailed description of the services that the lobbyist has performed, or will be expectedto perform, and the date(s) of any services rendered. Include all preparatory and related activity, not just time spent in actual contact with Federal officials. Identify the Federal official(s) or employee(s) contacted or the officer(s), employee(s), or Member(s) of Congress that were contacted. 15. Check whether or not a SF-LLLA Continuation Sheet(s) is attached. 16. The certifying official shall sign and date the form, print his/her name, title, and telephone number. According to the Paperwork Reduction Act, as amended, no persons are required to respond to a collection of information unless it displays a valid OMB Control Number. The valid OMB control number for this information collection is OMB No. 0348-0046. Public reporting burden for this collection of information is estimated to average 30 minutes per response, including time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding the burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to the Office of Managementand Budget, Paperwork Reduction Project (0348-0046), Washington, DC 20503. House Bill 89 Verification Dawn Brown. Assistant Corporate Secretary (Person name), the undersigned representative (hereafter referred to as "Representative") of Ceres Environmental Services, Inc. (company or business name, hereafter referred to as "Business Entity"), being an adult over the age of eighteen (18) years of age, after being duly sworn by the undersigned notary, do hereby depose and affirm the following: That Representative is authorized to execute this verification on behalf of Business Entity; 2. That Business Entity does not boycott Israel and will not boycott Israel during the term of any contract that will be entered into between Business Entity and the City of Pearland: and 3. That Representative understands that the term "boycott Israel" is defined by Texas Government Code Section 2270.001 to mean refusing to deal with, terminating business activities with, or otherwise taking any action that is intended to penalize, inflict economic harm on, or limit commercial relations specifically with Israel, or with a person or entity doing business in Israel or in an Israeli -controlled territory, but does not include an action made for ordinary business purposes. SIGNATURE OF REPRESENTAMVE Dawn Brown, Assistant Corporate Secretary SUBSCRIBED AND SWORN TO BEFORE ME, the undersigned authority, on this day of Aprii 20 DCNNA NWISP�C< wary OLt`-SZ:c' My Comm.Eroaa e_2.20" serdedt�m.qr MM": t,To'tary Publi March 27, 2020 City of Pearland 3519 Liberty Drive Pearland, Texas 77581 Tel: 281.652.1600 pearlandtx.gov To All Prospective Respondents RE: Bid # 0220-22 Debris Management Services ADDENDUM NO. 1 DATE CHANGE: the close date will move to Thursday, 4/09/2020 at 11:00 a.m. LINE ITEMS CORRECTION: Package #4 has been corrected to reflect the header with three -line items. VENDOR INQUIRES: 1. In lieu of the current COVID19 pandemic, will the City of Pearland consider extending the deadline by at least 2 weeks? Project close date will move out one week. 2. Please confirm tipping fees are to be excluded from our proposed rates as they will be treated as a pass-through expense. Tipping fees are to be submitted as a pass-through cost, without markup. 3. Can you please confirm the debris resulting from cutting Hazardous Trees and Dangerous hanging Limbs is to be placed in the ROW for collection under line item 1 as vegetative debris? Correct. If the Scope of work dictates that the debris resulting from the removal of hazardous trees and hanging limbs is to include hauling the resulting debris to DMS or final disposal site then the contractor would need dedicated collection trucks to follow the tree removal crews and ONLY pick up debris from their work, thereby skipping piles of debris and leaving it on the street to be picked up by another collection truck. If there is a major event, collection trucks will be more efficiently used if they could travel the ROW and pick up ALL debris rather than skipping piles and only following the tree crew. ALSO, the proposed rates will be higher to include the transport and disposal of debris. The typical method is to price hazardous trees and hanging limbs as a cut only rate and to place the resulting debris in the ROW for collection as vegetative debris. This method frees up collection trucks and expedites the collection process. Provide cut only rate and resulting debris shall be placed in ROW to be collected as vegetative debris. Page 1 of 3 4. Excel Pricing Sheet — Exhibit A — Please confirm we are to add our unit pricing in Column J Use the worksheet as you wish; you do not return it to the City. Use the Line Items tab to provide pricing for the RFP. 5. Excel Pricing Sheet — Exhibit A — Are we to add a column (column K) for the extended total (Unit Rate x Quantity)? Use the worksheet as you wish; you do not return it to the City. Use the Line Items tab to provide pricing for the RFP. 6. Excel Pricing Sheet — Exhibit A — Miscellaneous Items — Emergency Road Clearance — please provide scope of work detail for this item. Typically, the Emergency Road Clearance is an hourly rate based on equipment used during the first 70 hours of an event. Does the City want a total of all equipment rates from Pck#17 grouping? Can we write in "See Below" if you are not looking for a total? This was section 1.1 of the scope in the RFP. Can be included where see fit. Emergency Road Clearance - Contractor shall complete the cutting, tossing, and/or pushing of debris, hanging limbs, or leaning trees off transportation routes as identified by and directed by the City of Pearland, typically completed within the first 70 hours following the activation of the contract, unless notified otherwise by the City of Pearland. Time and material rate will apply. 7. Excel Pricing Sheet — Exhibit A - Removal of Refrigerator Contents/Non-Hazardous Waste — Will the City consider changing the unit of measure for this item from $/pound to $/each? The worksheet and line items do reflect $ per each. 8. Excel Pricing Sheet — Exhibit A — Cradle to Grave ROW Vegetative debris — please clarify which form of vegetative reduction we are to use on this item — Grinding Veg, open burning or ACI burning all have different rates. Preferred method of reduction is grinding. 9. Excel Pricing Sheet — Exhibit A — Cradle to Grave ROW C&D debris — please confirm if Debris is to be taken to DMS for reduction via compaction. This is correct. 10. P.2 states that it is strongly encouraged to submit proposal through lonwave. If we submit electronically, is it still required that we submit physically? Only an electronic submittal via lonwave is needed. We do not desire hardcopy submittals. 11. P.23 states, "If applicable, at least 7 percent (7%) of this contract shall be subcontracted to DBE firms" a. Is there a 7% DBE goal? Correction - the % of DBE goal will be calculated at time of contract execution with the successful offeror. b. If we do not provide a proposed DBE Subcontractor, are Good Faith Efforts required with our submittal? Yes 12. P.42 lists Certification forms & Lobbying Disclosure as a required form. Please confirm that the Byrd Anti -Lobbying Amendment located on p.52-54 is the form p.42 is referring to. The Disclosure of Lobbying Activities form has been added to the Attachments. 13. Please confirm that Payment and Performance bonds are needed at the time of activation and not with the proposal submittal. Correct, only the awarded vendor will need to provide Payment and Performance Bonds. Is a bid bond required with the proposal submittal? No Page 2 of 3 14. Can I get the past bid tabulation/current contract pricing for these services? Yes, see attached. Sincerely, Julie Blackmore Contract Administrator City of Pearland Ceres Environmental Services, Inc. acknowledges receipt of Addendum 1. Dawn Brown, Assistant Corporate Secretary April 7 2020 Page 3 of 3 City of Pearland RFP # 0220-22 Debris Management Services Statement of No Exceptions Ceres Environmental Services, Inc. does not take any exceptions to the RFP terms and conditions. C:r=RES Statement of No Exception