MSV-DP&O Proposal0
DISASTER PROGRAM & OPERATIONS INC.
Proposal for
FOR DISASTER RECOVERY MANAGEMENT, DISASTER DEBRIS MONITORING
AND DISASTER RECOVERY SERVICES
RFP # 2018-10-01
November 13, 2017
Prepared For:
Miami Shores Village
10050 NE 2nd Ave
Miami Shores, FL 33138
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Disaster Program & Operations, Inc.
November 13,2017
Tom Benton Village Manager
10050 N.E. 2nd Avenue
Miami Shores, Florida 33138
Re: Proposal for RFP 2018-10-01” Disaster Recovery Management, Disaster Debris
Monitoring and Disaster Recovery Services”.
Dear Mr. Benton,
Disaster Program & Operations Inc. (DP&O) is a Florida State Certified woman-owned business
with specialized skills and experience in Debris Management Planning, Debris Removal
Monitoring, Logistics, and Operations, emphasizing FEMA Public Assistance and client
representation to ensure prompt economic recovery. DP&O staff each has over 20 years of
hands on project experience representing local and US municipalities, State level, and Utilities
clients. DP&O maintains a cadre of emergency management, FEMA, and disaster professionals
and we are proud to have John Copenhaver, Former FEMA Region IV Director, as DP &O’s
board advisor and Subject Matter Expert.
DP&O’s team includes Foley & Lardner, LLP, and Vox Poppuli who assist DP&O as State and
Federal government liaison, Public Affairs, and Crisis management.
DP&O’s team goals are to protect the business interests of the organization at all levels from the
onset of the crisis, thru incident management, to Disaster Recovery. DP&O is committed to
providing prompt Response and Recovery Managem ent services that are flexible, cost effective,
timely, and aligned with Miami Shores Village objectives. Critical to the evaluation of a
potential partner is the comfort in your decision to align with a service partner who can meet
Miami shores Village needs. Key features of DP&O’s proposed approach include:
• Specialized solutions based on deliberate process analysis and experience with the FEMA
Public Assistance Program and the current FEMA Disaster Reform Act 2015 (HR1471),
Hurricane Sandy Improvement Act, FEMA’s s Debris Removal Pilot Program for
accelerated debris removal and associated guidelines including compliance with CFR 200
and Office of General Inspector audit requirements.
• Cost solution that provides quantified and FEMA approved level of effort for Debris
Monitoring and Grant Administration.
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• A highly respected, uniquely skilled team that can meet your desired requirements with
low risk and an unparalleled blend of expertise and experience in all facets of FEMA
Public Assistance requirements for Damage Assessments per FEMA categories A-G,
FEMA Debris Removal Monitoring and Operations including submittals, FEMA
Recovery Project eligibility criteria, hazard Mitigation opportunities, and FEMA Project
Worksheet (PW) submittals requirements, and deadlines critical for reimbursement,
• A corporate history of proven performance for successful and proactive outsourcing
partnerships that include the administration, design, development, management and
delivery of Resilience and Recovery Programs.
• Local capability, experience and understanding.
In selecting our approach, processes, and staff, we have made selections that are progressive,
flexible, innovative, and industry leading. We are excited to have this opportunity to support you
and your business objectives and we look forward to the next steps in your decision-making
process.
Sincerely,
Gabrielle Benigni
Gabrielle Benigni, President
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Table of Contents
1. DP&O, Inc. QUALIFICATIONS
2. Qualifications of Staff
3. Technical Approach
Scope of Services
Introduction, Project Management, Cost Controls and Communications
A. Debris Monitoring
B. Emergency Management Planning and Training
C. Public Assistance Consulting Services
D. Financial Payroll and Grant Management
E. Information Technology and Data Management
F. Insurance and Other Funding Support
G. Hazard Mitigation Support
H. Emergency Support Services
I. Expertise Related to Post Disaster Recovery Support
4. COST PROPOSAL FORM
5.DP&O Attachments
Staff Daily Log
Sample Truck Certification; Equipment Certification form
Hazard Limb, trees log
Ticket ledgers (load haul, DMS, Final Haul out /Disposal)
PW Documentation Checklist, and Category A Documentation Checklist
6. MIAMI SHORES ATTACHMENTS/FORMS:
State of Florida Corporate information
State of Florida Minority Certification; DP&O Insurance
VILLAGE FORMS
*Proposal signature page
*Vendor Certification
*Disaster Recovery Management Consulting Services Respondents Certification
*Sworn Statement Pursuant to Section 287.133 (3) (a), Florida*Statues, on Public Entity
Crimes
*Americans with Disabilities Act Disability Nondiscrimination Statement
*Conflict of Interest Disclosure Form
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1. DP&O CORPORATE QUALIFICATIONS
Disaster Program & Operations, Inc. (DP&O) formerly known as Disaster Operations and
Training, Inc., is headquartered in St. Johns County, and has an office in Florida City, Florida.
DP&O has mobilized nationally for clients in Oklahoma, New York, Florida, Mississippi, Texas,
California and Puerto Rico providing turnkey disaster services from damage assessments, debris
management and monitoring, emergency services and recovery documentation management per
FEMA disaster reimbursement requirements, including contracts compliance per Code of
Federal Regulations (CFR) 200 requirements.
The below projects provide key examples of the exemplary qualifications of our Disaster
planning emergency services, debris management and FEMA PA Recovery team with the
following:
- FEMA Public Assistance (PA) recovery process
- Use of FEMA’s EMMIE system for Project Worksheets (PW) review and approval.
- Florida “New Model” PA recovery process for Hurricane Irma.
- FEMA submittals preparation, FEMA Public Assistance client representation.
- Contract reviews per CFR 200.
- Post disaster audits: per Office of Inspector General audit requirements; and Single Audit Act.
-FEMAs Public Assistance Alternative Procedures for Accelerated Debris Removal and Debris
Management planning, and Debris Monitoring.
October 25, 2017 “Public Assistance Alternative Procedures for Direct Administrative Costs
(DAC).
DP&O has not been involved in any litigation within the past 5 years or at all, regarding our
performance.
DP&O has provided several clients (Holly Springs, MS, Oklahoma OEM, and Tupelo Water and
Light) with FEMA representation and successful negotiations regarding eligible project costs
disputes preventing FEMA appeals. Additionally, DP&O has a successful track record of FEMA
appeals These are discussed in the below projects.
A few examples of DP&O’s clients and past projects as requested it relates to are representing
FEMA eligible applicants, local governments, municipalities, and various state and federal
funding sources including FEMA, FHWA and NRCS per hurricane Sandy recovery act including
debris monitoring and debris management planning are as follows:
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DEBRIS MANAGEMENT PLANNING, DEBRIS MONITORING, EXPERT WITNESS,
AND FEMA APPEALS/ NEGOTIONS EXPERIENCE
Local Government References:
1. DR 4337: City of Florida City (Miami Shores and Village of El Portal, VIA Florida City
Mutual Aid) Hurricane Irma September 10,2017: Combined total of Cubic yards of the
3 cities 250,000+ CY.
a. Florida City, Fl. DP&O’s team promptly mobilized in less than 24 hours post Hurricane
Irma for City
Florida City: DP&O performed Debris Management logistics, Monitoring of Debris
Removal, Hazards limbs/trees and stumps per FEMAs Public Assistance Alternative
procedures Pilot program for Accelerated Debris removal; Hurricane Irma left large mixed
debris piles and huge trees uprooted in the cities Right of Way onto houses, vehicles, and
fences. The mixed debris in all 3 cities posed a significant safety hazard given the widespread
power outages and posed a significant health hazard to the community. DP&O’s work
included separating all debris cost for private and public roads.
DP&O was requested on September 16, 2017 to assist via Mutual Aid The Village of El Portal,
and Miami Shores Village performing Due to the extreme quantities of Hurricane Irma debris
countywide DP&O obtained permits for each city’s Temporary Debris Management Site (DMS)
for Florida City and El Portal, including baseline reports and donated lease of the property for
Florida City and El Portal. DP&O located the most cost-effective permitted disposal facilities for
the reduced vegetation, and mixed debris and negotiated the change orders with Waste
Management for each City.
DP&O is now completing the monitoring of final haul out of reduced debris to multiple
permitted disposal facilities for reduced vegetation and c/d debris.
DP&O coordinated logistics for proper equipment for debris removal and performed monitoring
of Florida City’s 87,000 cy, including a total 3,363 leaners and trees with hazard limbs
removed.
The leaners and hangers were reconciled by DP&O, QAQC team daily with contractor
tickets, leaner hanger monitoring forms and associated photos.
DP&O submitted accurate daily debris removal progress reports, and provided to Mayor with
daily zones and areas to work each morning and coordinated all Mayor special requests with
Debris Removal contractor. DP&O also prepared for each city debris costs analysis and updates
to ensure the most cost and time effective debris removal, reduction and disposal methods were
being used.
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DP&O Recovery team coordinated and performed with the City Engineer, Public Works and
Finance infrastructure damage assessments; gathered and reconciled emergency services costs
documentation with force labor, equipment payroll, filed logs and contractors.
* Florida City Debris Management Plan, Disaster Response and Recovery Plan: August
2017, DP&O prepared, and is receiving State Approval. DP&O prepared Florida City’s Disaster
Response and Recovery planning with Emergency Operation Procedures for Damage
Assessments, and Emergency Services and Recovery Costs documentation tracking, and
reconciling per OIG Audit requirements, DP&O prepared January – April 2016.
City of Florida City Contact:
Richard (Rick) Stauts, Executive Director, CRA, (305) 772-1157, Office: (305) 247-8221;
Email: Richard.Stauts@floridacityfl.gov
Mayor Otis Wallace: (305)989-9033 (cell): Email: flcitymayo@aol.com
2. Village of El Portal, FL, Hurricane Irma (DR 4337, 2017:), Due to Hurricane Irma the
Village of El Portal was without power and or internet for up to 2 weeks post Hurricane Irma.
DP&O mobilized a Debris Management Recovery team and Debris Monitors to coordinate
Emergency road clearing and Hazard Trees and limbs removal. Since the Debris was
severely mixed with household C/D and vegetation DP&O obtained a Temporary Debris
Management site for Debris reduction b y compaction. DP&O performed monitoring of the
debris removal, leaner and hanger removals, stumps removals, and final haul out to a Class I
permitted disposal facility. DP&O coordinated the daily reconciliation with Debris Removal
contractor for each debris load haul, leaner and hazard limbs removal, debris final haul out.
DP&O performed daily reconciliation with the Waste Management disposal facility resolving
any ticket issues the next day.
DP&O coordinated Mutual Aid for El Portal and performed Damage assessments of the Roads,
sidewalks, street signs, and storm drains as no other infrastructure was damaged. DP&O filed El
Portals Request for Public Assistance via he Florida PA Portal and is reviewing and reconciling
Category B Emergency Services data and costs. DP&O is El Portal’s FEMA Public Assistance
manager and will represent El Portal at all FEMA and State meetings. Mutual Aid DP&O
prepared and implemented the City’s Debris Management Plan and Performed Emergency
Debris Monitoring.
Village of El Portal Contact:
Christia Alou, Village Manager, (305) 902-7110 (cell), Office: (305) 389-8401;
Email:villagemanager@villageofelportal.org
Mayor Claudia Cubillos, (305) 778-4199 (cell). Email: mayorcubillos@villageofelportal.org
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3. Miami Springs, Fl.-2006-2017- developed Debris Management Plan, and performed yearly
updates and annual city-wide training of DMP with Emergency Operations Procedure
(EOPs); performed hazard vulnerability analysis, updated Comprehensive Emergency
Management Plan and developed Emergency Operating Procedures per ICS structure and
performed exercises and training per EOP’s.
2006/7- DP&O (Former DP&O) provided Expert Witness and consulting services, 250,000 +
cy to resolve disaster reimbursement problems from previous disasters Hurricane Charlie,
Jeannne, and Frances for Category A. This included Waste Management and records research
and reconnaissance with loading tickets, ticket ledgers, disposal and reduction records; all daily
logs, truck certifications, and contractor and subcontractor invoices.
2006-2011 Performed FEMA Program Assistance with close out and audit issues from previous
2004 and 2005 disasters to resolve disaster reimbursement problems with Project worksheets
Categories A-G, including all site inspections, project reimbursement tracking. DP&O (former
DP&O) detailed audit trail for all response and recovery costs and tracked reimbursement
payments received. Supported all audits, and Project close outs.
Coordinated reconciliation and resolution of issues of the recovery documents and interfaced
with FEMA and insurance companies for onsite inspections, and PW closeouts.
Contact: Jim Borgmann, former City Manager (retired Jan 2012)- 786-229-7959.
Purchasing manager Tami Romero
305-805-5035
romerot@miamisprings.fl.gov
4. Waste Management –2005- 2017- assist Miami, Dade City and Palm Beach City cities with
update on FEMA reimbursement guidelines and provide support to cities for yearly updates
for Debris Management Plans, including FEMA (Federal Emergency Management Agency),
FHWA (Federal Highway Administration) per Hurricane Sandy Recovery Act.
a. Hurricane Katrina (DR 1602, August 2005), 6 Million cy and Wilma (DR 1609,
October 2005), 10 + Million cubic yards of debris.
Performed Debris Management of Removal and TSDR Operations, including FEMA
Program assistance for South Florida cities: Dade City cities- Key Biscayne, Miami
Shores, El Portal, Miami Beach, Homestead; Broward Counties-South West Ranches,
Pompano Beach, Ocean Ridge and Lighthouse Beach; Palm Beach City - Boynton, Ocean
Ridge, W. Palm Beach; Also performed FEMA representation and PW submittals for CAT
A-G , for Hurricane Wilma and Katrina. Performed as Prime contractor to select and
coordinate debris removal contractors, including over 60 crews and 600 trucks, 15 project
field supervisors, and 4 administrative/filed technicians for records review, data entry and
reconciliations.
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Provided Project reconciliations teams to the above cities to review and prepare FEMA
reimbursement submittals for Category B and A. Provided Close out records reconciliation
between each city and Waste Management for Cities to reimbursement Waste Management.
Contact Jason Neal, Waste Management, Government Affairs Manager Dade Co
305-545- 4848; off-305-986-6107;
5. City of Jupiter, FL – 2004-2015- -Disaster Professional Services/ Debris Management
Plan, with yearly updates and annual workshops with Debris Removal contractors.
Provided FEMA Program Assistance review of requirements for damage assessments, and
records/documents required for FEMA (Federal Emergency Management Agency), FHWA
(Federal Highway Administration) per Hurricane Sandy Recovery Act, and Office of Inspector
General Audits.
DP&O (former DP&O) Performed damage assessments in 2004 and 2005 Hurricanes for FEMA
Cat- A-G; Reviewed information for accuracy to support damage assessments FEMA Cat A-G;
including Category A- leaners, hangers, and stumps, and established Cat A debris removal
estimates. Prepared all FEMA PW and submittals review for Cat A-G. Performed of all Cat A
submittals and reconciliation with Waste Management for disposal.
Contact: Doug Koennicke, City Engineer, (561) 741-2258; Dougk@jupiter.fl.usTom
Driscoll – Director of Engineering, 561-746-5134; thomasd@jupiter.fl.us
Out of State References:
6. State of Oklahoma – 2011-2016 Developed Statewide Debris Management Plan and
Disaster Debris Management Implementation including assisting OEM applicants for-
Damage Assessments and identifying Projects eligible for FEMA reimbursement, and to
qualify for 406 mitigations.
Developed statewide Debris Management Plan for Damage assessments, Debris Estimating, and
Debris Removal Operations per FEMA requirements; performed training and exercises for
disaster events; coordinated state and federal resources in disasters; identified debris removal
assets and resources (recycling facilities, landfills, critical facilities and temporary debris storage
reduction sites), and prepared RFPs for Debris removal and monitoring
Public Assistance to applicant reach out to the during disasters, program eligibility, application
process, identification and development of projects and identification of required documentation,
development of improved and alternate projects, special considerations, oversight and
monitoring of project activities during implementation, site inspections, close-out process and
requirements,
Provided city representation to Oklahoma, OEM for disasters in 2007 through 2015;
a) DR 18-76 McIntosh County, Eufaula and Savannah Oklahoma severe winter ice storm
February 25 2010, 250,000 CY DP&O implemented and managed the ice storm removal
operations to ensure Eufaula and savannah maintained FEMA compliance for debris removal
and contracting. DP&Os task included debris monitoring of emergency road clearing,
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reconciliation of force labor and equipment and contractor records; debris removal
monitoring of hazard limbs and trees removal and debris management site permitting,
operations and close out.
Lake Eufaula marina and docks were damaged by the high winds and ice storm DP&O
performed debris removal strategies and monitoring of the debris and damaged boats.
State close out audit; per state audit requirements we performed flawless reconciliation wih the
cities accounting records for disaster cost which were reimbursed (Category A-G) that resulted
in successful award of all appealed dollars and receipt of monies in 2008;
2011, 2013: Assisted multiple Oklahoma cities with FEMA representation and
reimbursement submittals (PWs); developed documentation supporting requests, appealed
amounts for Category A, B, C; performed all data gathering and documents review and
validation.
b) DR 19-17 McIntosh county, Eufaula, severe storms (EF4 )Tornadoes straight line wind,
May 10-13 2010. DP&O performed emergency debris removal monitoring for emergency
road clearing and debris removal of force labor and equipment and contractors. DP&O
reviewed all Category B (emergency road clearing) and A (debris removal) field and cost
records and performed daily debris reconciliation of debris removal. Debris removal
monitoring including hazard limbs and tree removal monitoring and debris disposal
reconciliation of invoices.
c) On behalf of OEM DP&O Prepared 14 appeals and eligibility analysis for 6 Categories
A-appeals, and 6 Categories G appeals. Including cities of Eufaula and Savana Oklahoma
which were awarded all appealed amounts on first appeal, and applicants received all money
in 2008.
Contact: Kathleen Shingledecker, State Public Assistance Director; former Infrastructure
Branch Director (202) 702-3020; (405)-365-4061; FEMA HQ
Kathleenshingledecker01@gmail.com.
7. NY DHSES, as a State consultant for Hurricane Sandy, tasks included critical applicants
support for appeals justification and eligibility analysis; Critical applicant’s negotiations with
Federal Coordinating Officer for the Liaison to the Chief of Public Assistance and Deputy
Commissioner. Represented the State at various levels for FEMA Projects (Project
Worksheets) Review, and approval at the EMMIE initial review including re-writes of
Damage Descriptions and Scope of Work, FEMA QAQC review and correspondence, and
the Final PW EMMIE Grantee level review and comments.
Prepared PW writing guidance for State Project Specialist and assisted Nassau and Suffolk
Counties Branch JFO with PWs productivity and accuracy during Initial Review.
Performed Critical Applicants PW audits were multiple PWs delayed due to overlap of force
labor, equipment and contractors for Category A and B Projects submitted. Prevented denials of
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PWs by negotiating and resubmitting PWs with corrected costs, audit report and support
documents.
Contact: Art Cleaves- Liaison to NY DHSES Chief of PA and Deputy Commissioner- 207-
400-4312
Acleaves@aidrc.com
Contact: Bill Slater, Asst to Liaison to Art Cleaves, Adjusters Interanational:315-440-4775
wslater@twcny.rr.com
8. DR 4175: Mississippi, Tupelo Water & Light (TWL): April 2014, EF 4 Tornado, Severe
Storms, Tornadoes, and Flooding, DR-4175: >1,000,000 cy.
Category A (Debris Removal): DP&O performed Management and supervision of all monitoring
of Emergency Road clearing and Right of Way Monitoring, in including disposal site
supervision. DP&O performed daily debris reconciliation of load, haul and landfill disposal
tickets and ticket ledgers. DP&O gathered, reviewed and reconciled all force labor and
equipment for Parks debris removal tasks. DP&O separated private and public roads debris data
including mixed vegetative debris. DP&O prepared all FEMA PW templates for force labor,
equipment and contractor data and proved all final Category A and B PW submittals. Tupelo and
Tupelo Water and Light was obligated all funds approximately $6,000,000.00
Category F: DP&O prepared Damage Assessments, with pre- disaster status of damaged assets
inventory gps locations for supporting documentation to support FEMA project eligibility for
Electric And Water Control Facilities; DP&O detailed Emergency Repairs with inventory
spreadsheets with FEMA required information and reconciled all Force labor, equipment and
Mutual Aid contractors costs, with daily logs, time sheets and payroll.
DP&O prepared Project Worksheets for FEMA Categories A-G with submittals documentation;
Tupelo Water & Light Contact: Johnny Timmons, TW&L Director: 662-871-8350;
Jtimmons@tupeloms.gov
9. DR 4248: Holly Springs, MS Utility Department, EF4 Tornado, December 23, 2015, DR
4248 (January 2016), (HSUD), 8 Million cubic yards of debris over Benton and Marshall
Counties, (1.5 M in HSUD right of way). Successful FEMA negotiations and receipt of
Federal funds. DP&O was requested to mobilize December 28, 2016 by Tennessee Valley
Public Power Authority (TVPPA) to assist the Mississippi Public Power Utilities for Emergency
Services due to EF 4 tornado that traversed 50 + miles on ground with a 2 mile wide path
destroying HSUD power, and water service areas covering 2 counties (Marshall and Benton
Counties) leaving over 8 million cubic yards in Marshall and Benton Counties and massive
debris piles of vegetative and mixed debris in the HSUD power service right of ways. DP&O’s
initial services included. Identifying the actual perimeter of tornado damages, identifying
environmental hazards due to down transformers and preparing the Category A, B and F Damage
Assessments for HSUD Right of way.
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*Category A Debris Removal Emergency Right of Way (ROW) Debris Removal and
mulching in place; 1.5 Million cubic yards: December 28, 2015 thru January 21, 2016.
DP&O directed, managed and performed HSUD Utility Right of Ways Emergency ROW debris
monitoring of emergency ROW clearing in order emergency repair crews could access over 375
destroyed power pole locations.
NOTE: HSUD experienced several major issues from FEMA regarding the Debris
Removal contractors contracts and costs. DP&O provided the eligibility analysis justifying
the emergency contracting need and with a Debris Removal Costs Analysis was able to
obtain the Category A Debris Removal FEMA reimbursement.
DP&O prepared and finaled Category A FEMA Project Worksheets submittals from
March to May 2016, for the 0-30 das and 31-90 Days Category A PWs, which HSUD and
the City of Holly Springs received obligated funds in the amount of $1,273,332.46.
* Debris Disposal costs analysis: DP&O performed a Debris Removal and Disposal costs
analysis comparing two debris removal strategies: 1) actual debris removal, reduction and
disposal; 2) debris mulching in place on the HSUD ROW. The Debris Mulching in place was
determined by analysis to be the most cost and time effective debris removal strategy for which
DP&O obtained Mississippi Department of Environmental Quality (MSDEQ) approval. HSUD
decided not to solicit for Debris Removal as recommended by DP&O and decided since the
debris was delaying emergency repairs and recovery and the extreme cold weather (20 - 30
degrees) and lack of power created that additional life-threatening hazards in addition to HSUD
losing revenues and being accountable to the community. DP&O monitored the HSUD right of
way debris separation and mulching in place of more than 1.5 M cubic yards. DP&O
documented the debris mulching in place between the 375 power poles over located in Benton
and Marshall counties.
* Emergency Debris Management Site permit/Final Haul out and Disposal: DP&O
obtained an Emergency Debris Management Site permit (February to April, 2016): HSUD
emergency and recovery crews were bringing in damaged wire conductor, and transformers with
mixed vegetative debris. DP&O Monitored the Debris Management Site, including inventory of
damaged transformers with pre- disaster inventory and reconciled with the transformer disposal
invoices. HSUD performed vegetative debris reduction and DP&O monitored the final haul out
and disposal of the reduced vegetative debris. HSUD used combined Force Equipment, Force
Labor and contractors for final haul out.
* Management, monitoring of potential hazard transformers: The debris separation, and
removal of potential environmentally hazardous transformers allowed HSUD Mutual Aid and
Emergency Crews to make all the emergency repairs and replacements on the 375 + poles
covering 50 miles. DP&O monitored and documented the removal of damaged transformers, the
proper bagging, tagging and secure storage of damaged transformers at the HSUD maintenance
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yard for final disposal at a permitted facility. DP&O coordinated the damaged transformers
disposal and prepared the required MS DEQ environmental report.
* Category F Utilities - DP&O prepared the HSUD damaged and emergency repaired power
poles inventory spreadsheet of over 375 power poles with GPS locations and map with all
emergency repaired and replaced poles inventoried. DP&O managed and reconciled all disaster
field to office force labor, equipment, with time sheets and payroll; contractor emergency
services with field logs and invoices: contracts compliance and internal payroll policy reviews;
DP&O assimilated, and reconciled all Mutual Aid and Emergency Electric contractors contracts,
invoices and daily logs including hotels and other emergency provisions provided per Mutual
Aid (fuel, safety supplies). DP&O inventoried donated resources and documented the HSUD call
center DAC. DP&O reconciled the HSUD pre-disaster warehouse inventory with purchased and
used inventory. DP&O prepared and finaled Category F FEMA Project Worksheets
submittals from March to May 2016 which HSUD received obligated funds in the amount
of $937,584.97.
Contact: Dee Miller, Administrator and Finance Director (Applicants Agent):
Cell: (662)-252-0647 d.milleer@hsutilities.com
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2. DP&O, Inc. Key Staff Qualifications:
The DP&O team will maximize reimbursement dollars and decrease delays in receiving
reimbursements, bringing the Community increased and more efficient economic recovery
Documentation of all Emergency Services tasks can be incomplete, overlooked due to human
error, or denied, due to lack of sufficient information. The DP&O team can ensure
reimbursement of all Emergency Services included with the proper reimbursement
documentation.
During the performance of Emergency Services, Damage Assessments need to be taking place
and require the pre-disaster status and condition of all the damaged assets. Damage Assessments
are critical for obtaining FEMA project approvals, and should include the emergency
repair support information.
FEMA and insurance companies require extensive, documentation for pre-disaster
status/condition of assets damaged. The DP&O (team) is highly skilled with forensic
accounting and combines cutting edge geo referenced database technology solutions to record,
quantify, and validate pre-existing inventories with financial values.
We are highly skilled to perform accurate, comprehensive Damage Assessments with the
necessary and required support information to obtain FEMA project approval and ensure that an
audit trail of communications, timelines and submittal deadlines are adhered to prevent
delays and or claims denials. Our project organizational structure is set up to encourage the
sharing of resources and capabilities. It also promotes teamwork among our disaster recovery
support staff and sub-contractor team which is critical for immediate emergency services costs
tracking, documenting emergency road clearing tasks, identifying obstacles which may cause a
second disaster, prioritizing recovery efforts, coordinating with debris removal and establishing
most efficient debris removal and recovery process.
The Key Management staff for this project will be as follows:
Ms. Gabrielle Benigni, President/Owner of DP&O, FEMA Program Director.
Ms. Benigni holds a B.S. in Geology & Hydrogeology from the University of Florida and is
actively involved in all DP&O projects in addition to management and direction of the company
she provides quality control for all DP&O projects. Ms. Benigni has more than 20 years of
experience in specialty environmental projects, demolition and earthwork for federal, state
agencies, and private sector, including 15 years of Disaster Planning, Response and Recovery.
She has provided debris management consulting services to municipalities in the U.S. and Puerto
Rico, as well as to several major debris removals and hauling companies. She has quickly
mobilized, trained and directed recovery crews, debris monitors and directed large multi Village
of El Portal debris removal projects and represented clients with FEMA Public Assistance policy
for disaster reimbursement. During the 2004 and 2005 Hurricanes, she mobilized and directed 75
crews; for Waste Management for six South Florida cities; Mobilized and directed 25 crews with
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Dade Village of El Portal FDOT for Emergency Road Clearing and Debris Removal; and
managed the temporary debris staging/reduction site, processing more than 3,000,000 cubic
yards.
She emphasizes a “Regional Approach “to Disaster Planning, Response and Recovery. She
represents the Tennessee Valley Public Power Authority (TVPPA), and Michigan Electric
Cooperatives, and North West Public Power Utilities, for FEMA Policy compliance for Utilities
and disaster reimbursement.
As President of Disaster Program & Operations, Inc. (DP&O) 2015, she developed a
“Disaster Claims Management System” process to track response and recovery costs using
forensic accounting methodologies maintaining all FEMA required pre-disaster to post disaster/
recovery costs records and supporting submittals, aiding business continuity. She formed and
developed the concept of combining a National Incident Management software with Disaster
Claims Management to offer a robust, scalable, cloud based solution to track response to
recovery costs with all supporting FEMA/Federal required documentation in any
disaster/terrorist event.
John B. Copenhaver, Executive Director of Business Continuity; FEMA Snr Policy Advisor
John serves as DP&O’s Board Advisor, and is a licensed Georgia attorney since 1979. He has
served in many senior executive roles, including as a Presidential appointee to FEMA, President
and CEO of the Disaster Recovery Institute (DRI) International, and was appointed to the Board
of Business Continuity Institute. His career has resulted in the following appointed positions of
prestige.
John’s FEMA/Federal positions included the following:
▪ Managed FEMA’s largest Regional Office for 3 1/2 years (up to 800 people in multiple
offices).
▪ Restructured Regional management staff and administered a variety of FEMA programs
for the Agency’s largest and most active Region (Alabama, Florida, Georgia, Kentucky,
Mississippi, North Carolina, South Carolina and Tennessee); in this capaVillage of El
Portal worked closely with the United States military forces, including the Commanding
Generals of U.S. Army Forces Command, First U.S. Army, and the U.S. Army Corps of
Engineers.
▪ Served as Regional Senior Government Official (SGO) for emergency-related liaison
with elected and appointed officials of local, state and Federal government, including
State Governors, Members of Congress and Senators, Cabinet Officers, and the Vice
President and President of the United States.
▪ Agency heads in the state of Georgia) and oversaw the development of the FEB’s firs t 5-
year Strategic Plan.
▪ Directed various FEB programs such as the Combined Federal Campaign, Savings Bond
Campaign and the Community Activities Board.
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John Copenhaver continued:
▪ US Chamber of Commerce, National Security Group- assisted with National Security
Issues, and vulnerabilities of Nations critical infrastructure.
Emergency Management/Disaster Response and Recovery
▪ Directed Federal Government response and recovery efforts for 54 Presidential disaster declarations
▪ Authorized Federal fire-suppression grants for over 30 wildfire response efforts in the
Southeastern United States.
▪ Directed distribution of over $1 billion from the Congressional Disaster Relief Fund to disaster
victims.
▪ Oversaw disaster operations ranging in scale from small (less than $20 million in assistance and
fewer than 100 people involved in recovery operations) to massive (over $1 billion in assistance
and over 1,000 people involved in response and recovery operations).
▪ Directed implementation of the United States’ largest di saster recovery - housing buyout
and relocation program after Hurricane Floyd in eastern North Carolina, involving purchase of
over 1,100 homes in flood prone areas and relocation of occupants to safer homes outside known
floodplains; Federal dollars spent in this program exceeded $400 million.
Directed hazardous materials programs for the Southeastern U.S., including oversight of the
Chemical Stockpile Emergency Preparedness Program (CSEPP) and the Radiological Emergency
Program (REP), both involving multimillion-dollar budgets and considerable Congressional.
Strategic/Tactical Planning
▪ Conceived and directed nation's first "Tornado Preparedness Summit"; Summit held in April 1998
as a result of over 100 deaths and massive devastation occurring from tornado disasters in the
Southeast region during the first 3 1/2 months of 1998.
▪ Created theme for Summit (subsequently adopted as theme for multiple national conferences) of,
"A Safe Place To Go With Time To Get There"; focus on areas of tornado detection , warning
systems and sheltering options; over 200 participants from 40 different Federal and state agencies,
with output forming basis for national tornado preparedness policy.
▪ Directed over $100,000 toward funding of Texas Tech/FEMA publication entitled, "Taking
Shelter from the Storm" providing documentation on construction of tornado-proof "safe rooms".
▪ Developed major initiative for BellSouth Corp. entitled the "Umbrella Protection Plan", which
brought together elements of network redundancy and survivability with key product and service
offerings in the field of disaster preparedness and business continuity, for market offering
throughout the Southeast.
Edmund C. Saldaña, P.E. Infrastructure and Recovery Manager.
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Mr. Saldaña is a licensed Professional Civil Engineer and Florida Certified General Contractor with a
Master’s Degree in Civil Engineering. He specializes in Federal disaster recovery grants and holds
Public Trust level security clearance from the Department of Homeland Security. He is certified by
FEMA as a Train-the-Trainer for advanced Incident Command System courses and as a Professional
Continuity Practitioner. His construction management project history includes infrastructure, industrial
and environmentally sensitive projects. His disaster recovery experience includes Preliminary Damage
Assessments, PW writing, appeals, Hazard Mitigation, final inspections and close out audits. He
managed statewide teams of response and long-term recovery personnel under the Florida State
Emergency Response Team (SERT) recovery division. Mr. Saldana is fully bilingual (English/Spanish)
with native fluency. Edmund consults with and leads DP&O’s Infrastructure damages validations and
provides civil engineering and construction management of disaster recovery and FEMA hazard
mitigation projects.
Edmund served as Manager, Government Services, June 2006 thru July,2012, for Statewide emergency
contracts to secure Federal grant funding to rebuild disaster-damaged infrastructure. Edmund advised
Senior level municipal personnel regarding regulations to use Federal grants for construction work
required as a direct result of a disaster. As the Contract Manager to Florida Division of Emergency
Management (FDEM), he led a team of FEMA PA program specialists to perform project close out
audits and final inspections, managed day to day operations of FDEM close out specialists. He
Developed performance standards for all team members and provided training to maintain those
standards.
Gerard J. “Jerry” Quinn-Snr. FEMA Policy Advisor, Appeals Coordinator (On-call per Project).
Since 1984, Jerry has consulted with local governments, not for profits, school districts, ports,
universities, state governments and governmental associations. Provided disaster related legislation
analysis and position development for the California Emergency Services Association, National
Association of Counties, National League of Cities, National Emergency Management Association and
International Association of Emergency Managers. Prepares and presents legislative testimony on
disaster related issues. Jerry was a Village of El Portal government manager with extensive federal
grant experience which led to this expertise in the financial recovery in declared disasters.
Provides clients with expertise in disaster recovery eligibility, project management, appeal preparation,
grants management, financial recovery, financial and project progress reporting, insurance
reconciliation, grants compliance, grant closure, audit preparation, audit defense and audit appeals.
He served clients in Florida, Georgia, Louisiana, North Carolina, South Carolina, Texas, California,
Oregon, Minnesota, North Dakota, Ohio, New Mexico, and Minnesota. Jerry has assisted numerous
clients through audit challenges from the Department of Homeland Security Office of the Inspector
General.
Carl Larsen, Recovery Quality Assurance and Control Manger.
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Mr. Larsen holds a B.S. Nuclear Engineering degree from the University of Michigan and has more than
25 years of professional experience. He is also a graduate of the Florida Emergency Management
Academy with certificates in over 25 emergency management courses. He has been directly involved
with the response and recovery in eight (8) major hurricanes in the U.S. and international. He is very
familiar with the FEMA Public Assistance Program in all categories (A through G) and has participated
in damage assessments as well as project worksheet preparation, cost reconciliation and appeals and
reimbursement support. Previously, as Senior Manager, Emergency Management Programs with Palm
Beach Village of El Portal, Florida, he was responsible for maintaining the Village of El Portal
Comprehensive Emergency Management Program (CEMP) including terrorism, hurricane, sheltering,
evacuation and radiological special hazard annexes. He was also responsible for the Division’s Recovery
Section and represented the Division in discussions with FEMA regarding debris reimbursements as
well as appeals for hurricanes Frances, Jeanne and Wilma. At DP&O he has participated in the
development of appeals to FEMA project worksheets for debris removal in two declared disasters in
Oklahoma.
Liz Valdes, Snr. FEMA Program Manager; Disaster Debris Management Operations.
Liz has served with DP&O (and former Disaster Operation & Training, Inc.) in several capacities-Debris
Management specialist, Project Monitor Supervisor and Recovery assistant to DP&O Program director.
She specializes in debris management, logistics and operations and ensures all debris removal tasks are
performed and monitored per FEMA Hurricane Sandy Accelerated Debris Pilot Program. She is highly
skilled for document control with damage assessments validations, emergency costs and contractor
reconciliation and FEMA submittals review and preparation. Liz is very organized and efficient with
review of field and client documents for accuracy and completeness. Her skillsets include assisting with
reconciliation of force labor, equipment, and review of debris monitoring logs (collection, TDSR an d
disposal), and debris removal status reports and field tasks logs for discrepancies.
Liz assisted in the 2016 Mississippi EF4 tornadoes recovery assisting with emergency debris removal
documentation in utilities Right of way covering a 30 mile by 2mile wide path including: preparation of
the FEMA required pre-disaster Utilities warehouse inventory and compared to purchased and installed
inventory items; permitting the TDSR, performing truck certifications, daily supervision of monitor
load/ haul and final disposal and daily reconciliation of load haul with disposal records. assisted with
FEMA Project Worksheet submittals including preparation of debris removal progress reports, maps,
force equipment and labor logs, and data entry.
Additionally, Liz coordinated gathering, review all debris removal tickets and reconciliation for WM
2005, and 2005 projects which covered 12 cities located in Dade, Palm Beach and Broward counties.
She assisted with FEMA submittals documentation for Categories A-G for El Portal, Key Biscayne, and
Miami Springs.
Monica Hamblin, Project Manager-Recovery Project Specialist; Environmental Scientist.
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Monica has served with DP&O (and former Disaster Operation & Training, Inc.) in several
capacities- as “Environmental Projects ground water and soil sampling technician, and
“Recovery Specialist” Her experience includes 4 years experience with debris management data
and costs records reconciliation and debris monitoring supervision. Her skillsets include assisting
with reconciliation of force labor, equipment, and review of debris monitoring logs (debris
collection, TDSR and disposal), debris removal status reports with quantities, costs per debris
removal tasks, and review and approval, of daily field tasks logs. She assists with infrastructure
damage assessments, and utilities recovery data gathering from field and client departments.
Monica is very organized, efficient and applies her environmental forensic skills with review of
field and client documents or accuracy and completeness. She assisted in the 2016 Mississippi
EF4 tornadoes recovery assisting with emergency debris removal documentation in utilities
Right of way covering a 30 mile by 2mile wide path including: preparation of the FEMA
required pre-disaster Utilities warehouse inventory and reconciled the purchased and installed
inventory items with the pre-disaster. She also performed permitting the TDSR, truck and
equipment certifications, daily supervision of monitor load/ haul and final disposal and daily
reconciliation of load haul with disposal records.
Monica has assisted in DP&O’s St. John’s Hurricane Matthew Recovery preforming debris
documentation review for accuracy per contractor billing and per FEMA requirements for
submittal and discovered several important discrepancies which were corrected to prevent
FEMA denial for reimbursement.
Hashath Morales, Finance Director.
Ms. Morales has a unique blend of expertise in business operations and enhancing work flows. Well
versed in the implementation and coordination of process improvement, SOP’s and SOX compliance.
Identified as a Subject Matter Expert regarding construction and service accounting procedures. She
has led multiple cross functional and regional projects and initiatives, developed a client centric
philosophy and built high-performance teams, improving yield, reducing costs and ensuring quality
in order to generate sustainable revenue and EBITDA gains. Possess a strong client focus, with a
passion for customer service and maintaining effective business partnerships.
Ms. Morales provides financial review, QA/QC of documentation, Forced Labor, Forced Equipment,
Contractor invoices and materials.
3. TECHNICAL APPROACH
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INTRODUCTION: PROJECT MANAGEMENT, COST CONTROLS AND
COMMUNICATIONS
Successful disaster recovery projects require experienced and proactive management to minimize
risk, utilize resources efficiently, and demonstrate to the public that the project is proceeding
quickly, effectively, and with the local area’s best interest in mind. Doe’s ability to provide cost-
effective disaster recovery services is based on experienced personnel, and prior experience in
managing clean-ups. Our staff of technical personnel provides a diverse blend of construction,
disaster recovery capabilities, and agency interfacing.
DP&O’s management strategy used for each project include: 1) Project Understanding and
Kickoff Meetings, 2) Pre-event and Post-event Project Planning, 3) Communication, 4)
Project Quality Control, and 5) Project Cost Control. This process has produced superior
results for past projects.
Project Understanding and Kickoff Meeting
A collective project vision to include the scope of work, tracking of costs, organizational
structure and schedule expectations that will serve as a common bond, keeping t eam players
together.
Pre-event and Post-event Project Planning
Successful project planning is based on close interaction between DP&O and the City’s
Representative and the debris removal contractor(s). DP&O will assist Miami Shores Village
(The City’s) with development of a Debris Management Plan that details the pre-event and post-
event planning with Miami Shores. After meeting with Department Staff DP&O will develop
and implement detailed work assignments for key project staff. DP&O will develop intermediate
objectives and milestones. If necessary, DP&O will also focus on developing the Temporary
Disposal Site Management Plan, Project Safety Plan as required by applicable regulations,
developing hazardous material containment areas, and various other logistics required to
properly collect, remove, haul, reduce and dispose of the reductions. In addition, final site clean-
up and restoration plans will be developed as part of this component.
Communications
DP&O’s Monitor Coordinator and FEMA Program Director will establish avenues of
communication with the City’s Representative at the contract award. Regular communications,
starting with the initial project meeting and continuing through City training,
information/resource upgrades to Pre-event Planning will ensure that work progress is fully
monitored and reported. Documentation of all communications will be in the form of published
meeting minutes, monthly progress reports, and/or telephone conversation records. The success
of this project will be contingent upon maintaining a continuous line of communication and
understanding amongst the Project Team (including subcontractors) and City ‘s representatives.
We also recognize the importance of maintaining open communication with other City
contractors so that we can be sure our work processes are never in conflict. If a problem arises,
we are always willing to do all we can to facilitate the success and timeliness of all parties
involved.
Project Quality Control
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The Disaster Debris Program Manager and Recovery Specialist hold the ultimate responsibility
for quality control of the work performed by DP&O’s Project Team and all subcontractors.
Their final review and approval of all work products is the last step in a series of checks and
balances that ensures refinement and review of the work as it progresses. As with any project,
effective QA/QC starts with identification of project roles upon initiation, which is a key element
to our standard QA/QC program. Further, oversight and support will be provided from levels
within the project organization.
When a storm is impending (assuming prior notice is available), the City will contact DP&O and
our staff will be on a 24-hour alert from this point forward. All communications (two-way
radios, cell phones, E-mails, fax numbers) and support subcontractor's equipment, supplies, will
be verified. DP&O will verify, assign and mobilize all resources as needed, to secure staging
areas, based on storm movement and agreement with the City officials.
Project Cost Controls
At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to
complete projects within or below project budgets. We have a history of satisfied clients that
have come to rely on our abilities to complete projects within an established budget. We can
accomplish this by our established, computer-based, cost control system. All labor, other direct
costs and subcontractor costs are input into the system via labor time sheets, expense reports and
subcontractor invoices. This information is then available to our staff as project reports guide the
project manager in assessing the financial status of the project. These reports provide the project
manager with the necessary information to identify cost variances and implement corrective
actions.
Controlling costs begins with the initiation of each project at DP&O. At the beginning of a
project, the Project Manager and Finance Director provides each member of the Project Team
with an agreed upon number of hours within which each task is expected to be completed. Daily
project meetings provide each Project Manager with the required feedback to anticipate whether
the expected labor expenditures will meet the project requirements.
A. DISASTER DEBRIS MONITORING SERVICES
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DP&O’s Debris Removal Monitoring Services include but not limited to the following:
*Coordinate daily briefings, work progress, staffing, and other key items with the City.
* Debris Estimate Methodology
*Selection and permitting of TDSR locations and any other permitting/regulatory issues as
necessary.
*Scheduling work for emergency team members, staff and contractors
*Hiring, scheduling, and managing field monitoring staff and or training Miami Shores staff for
monitoring.
*Monitoring/Managing recovery contractor operations and making/implementing
recommendations to improve efficiency and speed up recovery work.
*Assisting the Village with responding to public concerns.
*Analysis of Debris Recovery Operations and providing daily status reports.
*Certifying contractor vehicles for debris removal using methodology and documentation
practices appropriate for contract monitoring.
*Comprehensive review, reconciliation, and validation of debris removal contractor(s) invoices
prior to submission to the City for processing along with all debris removal reconciliation
records
*Tracking/Entering load tickets into a database application with GPS coordinates per FEMA
requirements.
*Digitization of source documentation ( load tickets…);Development of maps, GIS applications,
etc. as necessary.
*Development of Operational reports to keep the Village informed of work progress.
*Documenting all leaners, hangers and stumps before, and during removal.
DP&O’s Monitoring Technical Approach includes the following:
1. Coordinate daily briefings, work progress, staffing, and other key items with the
Town.
DP&O will conduct daily meetings with the Miami Shores (City) to provide updates on the
status of operations, discuss issues/problems, and daily work schedules. DP&O will provide
daily reports in a format approved by the City that detail the progress of the debris removal and
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disposal program. Such reports will include a description of all areas where work was done
detailing the street names beginning and ending cross streets and address blocks and
Municipality limit lines when applicable where debris removal was completed. The reports will
also include the types and volumes of debris transported, reduced and disposed. The reports will
include issues requiring attention and other information requested by the Town.
1. Selection and permitting of TDSR locations
DP&O can assist the City in locating land and the selection of the most cost-effective debris
reduction method. DP&O will verify that a sufficient number of TDSRS to accept and process
all eligible storm debris are available. DP&O will document and monitor the maintenance of the
TDSRS entry and exit roads for the entire period of debris hauling, including stone for any roads
requiring stabilization for ingress and egress.
DP&O will verify that the disposal of all eligible debris, reduced debris, ash residue and other
products of the debris management will be in accordance with all applicable State, Federal, and
Local Laws.
DP&O will document Disposal in accordance with FEMA protocol utilizing the Debris
Collection/Disposal Ticket.
2. Scheduling team members and contractors
During the daily meetings with the City and/or any other personnel, DP&O will provide and/or
assist with schedules for daily work. DP&O will provide daily reports in a format approved by
the City that detail the progress of the debris removal tasks.
DP&O will provide dedicated project managers to assist with Monitoring and FEMA program
assistance (i.e., damage assessments, FEMA submittals, etc.). DP&O will assist, train and work
with City staff to ensure all FEMA required documentation and submittals are flawless for
Categories A-G. DP&O will work with each City department (Police, Fire, Public Works,
Finance/Purchasing) to obtain all information for accuracy review (force labor, force equipment)
compare with time sheets and daily logs, etc.; all materials/supplies and subcontractors will be
double checked with daily logs, and purchasing tickets.
3. Hiring, scheduling and managing field staff.
One Project Manager will be available to the City and will report to the designated
representative. The Project Manager will supervise all field monitoring activities. Also, the
Project Manager will attend daily meetings.
One Crew Leader will be assigned for all field monitors. Leader maintains daily crew flow and
documentation of all staging and loading efforts and problems; supervises each crew staging and
loading; maintains all crew tracking and ticket documentation/submittals; reviews crew ledgers
for accuracy; maintains traffic control and safety of public and subcontractors.
Flaggers will assist with traffic control; able to run water and perform special errands; assist
with truck ledgers and ticket gathering.
Additional trained field supervisors will be available, and City staff can be trained by DP&O,
to manage the field monitoring activities.
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Please see attachments: Staff Daily Log which DP&O uses to daily track all hours for monitors.
4. Monitoring recovery contractor operations
Debris removal activities will be derived from the grid/zone assignments. Areas will be based
on priority and accessibility. The zones will be equitably established to ensure timely
progression throughout the affected area. The crew size and resources will be adjusted or
modified as needed during removal phase. DP&O will always seek ways to improve efficiency
during the debris removal process. For example, during debris removal, the eligible debris may
be deemed cost effective to take directly to a permitted landfill for disposal field. Therefore,
procedures will be implemented to ensure each loading ticket prepared at the loading area is
properly manifested to the landfill for proper confirmation of truck capacity, and disposal
information.
5. Assist the City with responding to public concerns and comments.
DP&O will provide input to the Debris Project Manager for communication with the City Public
Information Officer (PIO) for dissemination to the public. The PIO is the communications liaison
between the media, the City staff, and elected officials. DP&O recognizes the importance of
communicating accurately and in a timely fashion to the public with information regarding the
debris management activities. DP&O will assist the City by providing current and accurate
information regarding debris removal progress.
FEMA PROGRAM ASSISTANCE ADDITIONAL DEBRIS MONITORING TASKS
6. Certifying debris contractor vehicles
DP&O will verify all processed Contractor(s) tickets and review all the invoices. Each ticket
must have a truck certification form which corresponds to the truck on the ticket (see
attachments – Sample Truck Measurement Certification). DP&O’s documentation is FEMA
approved.
If possible, the City should designate trucks to be certified pre-disaster event. Based on the storm
generated debris amounts and the required crews/trucks, several truck certification teams should
be assigned to eliminate lines of trucks causing traffic hazards and allow the Debris Removal
Contractor to commence debris removal quickly and effectively.
7. Entering load tickets into a database application.
The management of documentation is critical for the efficiency of any project. An “Automated
Debris Management System” may be used however if internet is not available a manual hard
copy ticket system will be used. At the end of each day, all the tickets for the Debris collection,
final haul and disposal of debris will be reviewed and any issues corrected the next day.
Remaining copies will be separated and filed for DP&O, Client, FEMA, and Extra copy. DP&O
will maintain the originals for the City. DP&O will enter these tickets into a spreadsheet and/or
database for tracking project quantities which is necessary for Contractor payments and FEMA
reimbursement. All ticket ledgers will be reconciled with Debris Removal contractor for
payment approvals of Debris Removal.
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8. Source documentation (i.e. load tickets).
Once a truck is loaded with debris at the work site, the site monitor will fill out a load ticket - one
white original copy and six carbon copies (yellow, pink, purple, blue, gr een, gold). The load
tickets issued by the monitors are the basis for debris contractor payment.
White copy. The pick-up site monitor will fill in the date, truck number, contractor and departure
time, gps location/address, and sign the ticket.
The ticket packet will be given to the truck driver to take to the Debris Management Site or
Disposal site. The DMS/disposal site monitor will fill out the arrival time, estimate the amount of
material in the truck in cubic yards and sign the ticket. The disposal site monitor keeps the ticket
packet and , gives last ticket to driver. At the end of each day, the Supervisor Monitor will
collect the tickets and give them to the Recovery specialist for review and reconciliation. After
the reconciliation the data is entered the next day. Remaining copies will be separated and filed
for DP&O, FEMA, and there will be an extra copy. DP&O will maintain the originals for the
Town.
9. Developing daily operational reports to keep the City informed of work progress.
By the close of business each day, DP&O will submit a report to the City containing the
following as minimum information:
• Daily and cumulative hours for personnel, and
• Daily and Cumulative CY of debris removed.
DP&O will reconcile all units of work daily thereb y eliminating any erroneous or disputed
information which may result later in the project, and commits the following:
• Maintenance documentation of recovery process.
• Written and oral status reports as requested by the Town.
• Review of documentation for accuracy and quantity.
• Assist with claim documentation preparation.
10. Development of maps, GIS applications, etc. as necessary.
11. Validation of debris removal contractor(s) invoices
DP&O will utilize a Disaster Recovery Load Ticket to record the debris collected from the
rights-of-way and transported to the designated TDSR or disposal site. DP&O can assist
developing such a Ticket. This load ticket would capture 15 key data points described in the
Debris Management Guide (FEMA). The seven-part load ticket allows all recovery participants
to accurately maintain documentation of their billable activities during the recovery project.
Each week, the load tickets used will be posted to a spreadsheet and/or database with a hard copy
and disc provided to the Town. The following information from each ticket is detailed on the
report.
• Date
• A Pre-printed ticket numbers
• Hauler’s name
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• Truck number
• Truck capacity in cubic yards
• Load percentage full, as assigned by the City Representative in the tower
• Load amount in billable cubic yards
• Debris classification as burnable, non-burnable, mixed, other
• Point of origin for debris collected and time loaded
• Dumpsite location and time dumped
12. Project Worksheet and report preparation
DP&O will meet with the City to review, update existing information that may be required for
FEMA reimbursement submittals, and detail item-checklists required for each FEMA category.
DP&O’s Program Assistance will include the following:
• Identification of expenditures eligible for reimbursement under FEMA categories A-G.
• Coordination with the City for Submission of official request for State Assistance and
FEMA inspection.
• Local government representation -Train and assist City personnel with submittal forms -
for force labor accounts and equipment inventory data sheets.
• Review FEMA Project Worksheet (PW) for accurate scope of work
and accurate unit costs.
• Recovery process documentation – Process all daily logs, tickets from the field/contractor
and perform documentation (data entry) of recovery process.
• Perform daily, weekly ticket reconciliation, and final reconciliation of debris removal
ticket ledgers and disposal ledgers (TDSR to final disposal), per FEMA requirements,
and provide with FEMA category A submittals including final inspection reports.
• Review project documentation - consistency, compliance, completeness-perform
submitting for payment
• Individual project final inspection reports for reimbursement, project closeout.
• Recommendations to City representatives for reimbursement tasks.
• Assist the City with negotiations with Federal and State, and verify completion of work
task items for each FEMA category A-G for contract closeout.
13. Disaster related damage assessment and reconstruction services, as needed.
In conjunction with the City and assisting contractor(s), DP&O can perform a damage
assessment/estimate. This will include windshield surveys and manual estimating utilizing the
miles of the City’s streets, number of homes that qualify for right–of-entry debris removal
operations, and debris type.
DP&O can also assist with identification of expenditures eligible for reimbursement. These may
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include - Parks/Recreation, Utilities, Buildings/Equipment, Water Control facilities. This task
will not affect debris collection, removal and disposal priorities.
When the damage assessment is complete, DP&O and the City Representative and/or debris
removal contractor(s) will meet again to discuss recovery operations (priority areas, monitors,
and support crews) as required.
The affected area will be divided into quadrants. DP&O will work with the City Representative
and/or debris removal contractor(s) to conduct debris Estimating and Zone/Grid Assignments.
Also, critical facilities assessments, including facility inventory and facility assessments, can be
performed.
14. Final report and appeal preparation and assistance.
DP&O will assist in identifying those expenditures eligible for reimbursement under FEMA
categories A-G and will verify completion of work task items for each FEMA Category A -G for
contract close-out. Also, DP&O will process all daily logs, tickets from the field/contractor and
perform documentation (data entry) of recovery process. We will review project documentation
for consistency, compliance, completeness-perform submitting for payment. DP&O will also
make recommendations to the City regarding reimbursement tasks and will assist with
negotiations with Federal and State agencies, and verify completion of work task items for each
FEMA category A-G for contract closeout.
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B. EMERGENCY MANAGEMENT PLANNING AND TRAINING
Our Team believes the most important aspect to emergency management services or post—
disaster recovery continuity of operations is a thorough preparation before an event occurs.
Whether assessing activities of in-house personnel or outsourced resources, establishing these
needs after the event makes the success of recovery less robust. This involves a review of at
least the following:
• Existing Emergency or Disaster Response & Recovery Plans; Emergency Operation
Procedures
• Previous Hazard Mitigation Planning Efforts
• Existing on call contracts for emergency services
• Existing in-house resources for emergency operations and proximal resources availability
(Mutual Aid…).
• Operational failures during past events
Disasters planning realizes the urgent need for a regional planning, response and recovery to
unify our internal capabilities and resources in the event any one or more of your departments or
mutual aid members exhaust their capabilities.
We include an “All Hazards” in scope, which means that the guidelines, as well as
accompanying procedures address disaster response and recovery to natural, man-made, and
technological events.
We take an innovative approach to disaster planning, response and recovery leveraging existing
communications tools and cloud based technologies for more efficient communication,
notification of and mobilization of resources before during and after a disaster.
DP&O’s Emergency Management Planning Services include but not limited to the
following:
i. Comprehensive emergency management plans (e.g. COOP, EOP) to include plan development;
review, and revisions.
ii. Comprehensive mitigation programs to include development of mitigation plan(s), staff
training, cost benefit analysis, project management, environmental review and staff
augmentation.
iii. Development of a debris management plan – including identification of an adequate number
of TDSR locations. Staff training as necessary.
iv. Procurement assistance for debris removal contractors and other services as requested.
Project management to include the formulation and management of work projects as
requested.
vi. Technical support and assistance in developing public information.
vii. Other training and assistance as requested by the Village.
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viii. Other reports and data as required by the Village.
ix. Other emergency management and consulting services identified and required by the Village.
With Disaster Planning we can provide a process to assist the City if necessary and other City
departments accompanying Emergency Operating Procedures (EOPs) and “templates” that can
be adapted to specific needs and requirements of each Department to further guide consistent
emergency readiness, providing roles/responsibilities & successors, response, damage
assessments, emergency costs documentation and recovery procedures between departments to
support rapid response deployment.
Our Disaster Plans and EOPs adhere to the Incident Command Structure (ICS) summarized
below. State of Florida designates the NIMS as the basis for all incident management. NIMS
provides a consistent nationwide approach for federal, state, tribal, and local governments to
work together to prepare for, prevent, respond to, and recover from domestic incidents,
regardless of cause, size, or complexity.
The components of NIMS
Incident Command System (ICS)- summarized below.
Identification and management of resources (including systems for classifying types of
resources)
Collection, tracking, and reporting of incident information and incident resources
Qualification and certification; Training
Multi –Agency Coordination
ICS is used by all levels of government (federal, state, tribal, local, first responders, on -
governmental organizations, private sector) and is applicable across disciplines.
Key Characteristics of ICS Management includes the following:
Common terminology, ensures all employees use terms that are standard and consistent.
Modular organization, enables ICS structure to expand or contract as needed by the incident.
Integrated communications, establishes a common communications plan, standard operating
procedures, clear text, common frequencies, and common terminology. Collection, tracking,
and reporting of incident information and incident resources.
Unity of Command, each person within an organization reports to only one designated person.
Comprehensive resource management, maximizes resources use, mobilization efficiency,
consolidates control of single resources, reduces communications load; Identification and
management of resources (including systems for classifying types of resources).
Manageable span of control, limits number of resources that any supervisor may control to
between three and seven, with five being optimal.
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Designated incident facilities, which include an Incident Command Posts if necessary.
Deployment- of local, interstate support, and national federal support.
Information and Intelligence Management- streamlined reporting of restoration forecasts,
damage assessments, and resources mobilized.
Disaster Planning, should include identifying certain key facilities for grid hardening to leverage
the Hazard Mitigation funding opportunities offered and encouraged by and State and FEMA
after a federal declared disaster. resources and staffing levels appropriate for support function.
Disaster Lessons Learned: As with every Disaster e planning effort, this will involve interviews
of all department heads to discuss their experience and needs during various emergency events.
The question for the City, for this scope of services is whether to focus on the recent Hurricane
and flood related events as the primary effort for this scope of work or to consider all potential
emergency events.
The DP&O Team would recommend the City consider at a minimum performing these activities
for the recent event during the development of projects for PW funding, to assure timely
development of additional needs that could be pursued through 404 or 406 Hazard Mitigation
funding or potential future CDBG funds. Whether identification of a new or further hardened
infrastructure, purchase of additional back generators, pumps, communications or relocation of
critical facilities, early identification will assist with the potential of having the needs funded.
Lessons learned review includes review but not limited to: mutual aid agreements/resources
availability; emergency materials and equipment suppliers; staff augmentation; traffic control;
evacuation issues; environmental complications due to the storm flooding; other essential
services the City is responsible to maintain (temporary shelters, homeless shelters.). A key
aspect is to assess is business continuity and how well the above have worked in the past, critical
terms of the agreement, and the real ability of entities to respond in future events. For example,
if a Mutual aid member or company’s equipment is in an area within City that could be
impacted, can they respond when needed.
Debris Removal, a critical aspect of Hurricanes is review of existing l contracts for debris
removal and monitoring, and compliance with the City Debris Management Plan (DMP)and
participation in annual Debris Removal training/exercise.
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C. FEMA Public Assistance Consulting (Advisory) Services
As Directed by the Village DP&O team will ensure that all Disaster management, and
administration of disaster recovery projects, and associated disaster reimbursement costs claims
and documents comply with FEMA and other federal agencies will comply with the
requirements of the new FEMA January 2016 Program Policy guide, 2 CFR part 200 for
procurement and contracting, and OMB Cost Circulars A-133 Audits and Office of Inspector
audit tips, including the FEMA 325 Debris Management Guidelines and Sandy Recovery
Improvements Act (SRIA) of 2013 including FEMA’s Public Assistance Alternative Procedures
for Accelerated Debris Removal Documents requirements for disaster reimbursement. In
addition, all state and federal environmental policies for permitting and reporting will be adhered
to.
We are dedicated to attend and represent client for all FEMA and State meetings, site
inspections, records review and will negotiate on City behalf to ensure City obtains all eligible
disaster reimbursement and DP&O will provide the following but not limited to:
ii. Develop a process/system from inception through the project closeout to prepare and submit
its PA program including documentation, procurement and contract, payroll and grant
submission report.
iii. Develop processes for obtaining, analyzing and gathering field documentation including, but
not limited, records related to procured goods and services, timekeeping and force account labor
and equipment.
iv. Attend all meetings with FEMA, State and insurance representatives, as well as regular
participation with the Village’s designated FEMA workgroup.
v. Identification of eligible emergency and permanent work (Category A-G).
vi. Damage Assessment.
vii. Assistance in attaining Immediate Needs Funding.
viii. Prioritization of recovery workload.
ix. Loss measurement and categorization.
x. Insurance evaluation, documentation adjusting and settlement services.
xi. Project Worksheet generation and review.
xii. FEMA, FHWA and NRCS reimbursement support including identifying and communicating
risks within the operation that could preclude the ability to optimize reimbursement.
xiii. Staff augmentation with experienced Public Assurance Coordinators and Project Officers to
assist in the preparation of accurate PA emergency and permanent work project estimates
including, but not limited to, recognized cost estimating, developing detailed damage
descriptions and dimensions, scope of work and proper identification of force account labor and
equipment.
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xiv. Interim inspections, final inspections, supplemental Project Worksheet generation and final
review.
xv. Appeal services and negotiations.
xvi. Reconstruction and long-term infrastructure planning.
xvii. Final review of all emergency and permanent work performed.
DP&O will attend all meetings with FEMA, State and insurance representatives, as well as
participate in City’s designated FEMA workgroup and provide FEMA Program Assistance for
all Recovery tasks to include but not be limited to the following:
*Damage assessments details, and validation of Critical City owned and or maintained
facilities assessment and obtaining FEMA Project approvals for damages.
We will perform accurate, comprehensive Damage Assessments for FEMA categories A-G, with
the necessary and required support information to obtain FEMA project approval as follows:
Damage assessments will be performed for all FEMA categories A-G including, but not be
limited to: the damages due to sand intrusion on storm drains, road subsurface detriment, beach
shoreline erosion and restoration, creek bank damage, buildings, parks, water control facilities,
miscellaneous inventories destroyed, damaged, or utilized, and areas under construction.
Identification of additional damages, not identified will be addressed and detailed pre-disaster
status and conditions verified thru inspections, review of maintenance and materials purchased.
*Identify and communicate risks within our operation that could preclude our ability to optimize
reimbursement, and make recommendations to City representatives for reimbursement tasks.
*Assist the City through FEMA, State (or other agency) guidelines to ensure the capture of
relevant data related to procured goods and services. Provide oversight of contractor’s billing to
ensure all costs eligible for disaster grant funding are documented and claimed.
*Ensure City documentation is sufficient to respond to Office of Inspector General (OIG) audits
and reviews.
*Obtain and review all FEMA/State, PDAs, Request for Public Assistance forms, applicant
briefing meeting and Emergency declarations, including FEMA/State Site Inspections.
*File for Time extensions for damage assessments filings per FEMA deadlines.
*Meeting with Department Supervisors - Identification of all expenditures eligible for
reimbursement under FEMA categories A-G per department and per FEMA Category.
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In this we will provide a checklist to each department for FEMA required critical documents and
provide assistance assimilation all documents.
*Ensure City disaster recovery and restoration procurement processes comply with laws,
regulations and guidelines as required by FEMA, State or other agencies
*Emergency Services costs per task details; Preparation of and filing for FEMA Category B for
Each City department including Police, Fire Department, and EOC.
*Obtain City information for Disaster Emergency Services and Account Codes each force labor
accounts, and equipment inventory data sheets, validate for FEMA compliance.
*Category A Debris removal – identification of additional reimbursement items; contracts
compliance; including review of all Debris operations and records, (Removal, Temporary
Debris Storage Reduction Site (TDSR), final haul out and disposal), compliance with Debris
Management Plan (DMP) compliance and update if necessary; debris and monitor invoices
reconciliation; preparation of and filing for FEMA Category A Debris Removal; Including:
ticket reconciliation, and final reconciliation of debris removal ticket ledgers and disposal
ledgers (TDSR to final disposal), per FEMA requirements and provide with FEMA category A
submittals including final inspection reports.
*Obtain Engineering estimates and defined Scope of Work per recovery projects.
*File Immediate Needs Funding if State participates. File for Immediate Needs Funding based on
FEMA approved projects (50%) to decrease financial detriment to the community.
*Obtain facility inventories and materials used schedule facility assessments.
*Provide Project management to include the formulation and management of permanent work
per FEMA program compliance.
*Obtain and Review City Internal Policies (Payroll/Overtime, Insurance, Disaster Emergency
contracting) for Federal /FEMA compliance, coverages, items not covered and deductibles.
*Perform negotiations with Federal and State, agencies
*Review available Hazard Mitigation projects identified. Comprehensive mitigation program
development, including mitigation plan, cost benefit analysis, project management, GIS
mapping, environmental review and staff augmentation
*Federal Grant projects identified (CDBG, etc.)
* Review project documentation for consistency, FEMA compliance, completeness and perform
submittal for payment.
*Detail FEMA Project Worksheet (PW) with FEMA required submittals documentation for
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accurate scope of work, accurate unit cost.
*Verify completion of work task items for each FEMA Category A-G for contract closeout
Prepare Individual project final inspection reports for reimbursement, project closeout
*Track all submittal deadlines and correspondence to prevent delays and denials for
reimbursement. All items will be placed in a database to be utilized for current recovery efforts
and for future City Disaster Planning, Response and Recovery.
*Prepare Disaster costs ledgers versus FEMA reimbursement and which will aid in identifying
appeals items or FEMA Project Specialist errors.
*Track City reimbursement obligations in FEMAs EMMIE external applicant system.
*Perform Recovery process documentation management – Create plan to process all daily logs,
work tickets from the field/contractor and perform documentation (data entry) of recovery
process. Utilize electronic documentation and data entry process that prevents duplication of data
entry and can provide for long term document storage of all FEMA projects forms with
submittals documentation; utilize existing City costs or construction programs (City works and
Paver); develop interface with existing City programs to prevent data entry redundancy.
1. Coordinate with the State and Federal Agencies (FEMA Program Assistance)
We are committed to represent Miami Shores through the Federal Management Agency’s
(FEMA) Public Assistance (PA) Program and other federal and state programs, to ensure full
compliance with all Federal, State, and Local laws to limit any subsequent audits and reviews,
and to minimize impacts from future disasters. In Phase I of our recovery approach we will
identify every opportunity for City to qualify and submit projects for Hazard Mitigation and
CDBG Grants.
We will coordinate and represent the City ate and FEMA inspections providing the dedicated
FEMA Program Director or FEMA Task leader designated to the project and Engineer
representative.
We will identify and confirm with FEMA all expenditures eligible for reimbursement under
FEMA categories A-G and provide all necessary to support to coordinate FEMA/State Project
Worksheet (PW) submittals review.
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The Senior FEMA Program Director will ensure that for each meeting all FEMA/State items
reviewed and approved, or obtained for review and approval will be documented on a “St. Johns
Recovery Submittals Received or Approved Sign off sheet” with date and signature of State and
FEMA.
Although we anticipate a smooth Recovery process and cordial FEMA/State meetings we will
provide representation and coordinate any other meetings with State or Congress representativ es
that could aid in quickly resolving FEMA issues with representative’s incorrect interpretation of
FEMA policy or variances between FEMA representative’s due to FEMA staff/rep turnover.
All our efforts will be to help the City maximize reimbursement dollars and decrease delays in
receiving reimbursements, bringing the Community increased and more efficient economic
recovery.
We will review best disaster reimbursement options per “Section 428 Sandy Recovery
Improvement Act” 2013, for Accelerated Debris Removal and Permanent Work as the following
pros and cons exist:
Pros:
Debris Removal Provides, financial incentives for having a debris removal plan, and timely and
cost completion of debris (85 % for 0-30 days and 80% 31-90 days; increases force labor and
equipment reimbursement.
Permanent Work options provides flexibility, consolidate projects, apply cost savings for another
eligible program (ex: Hazard Mitigation);
Cons:
Debris Removal: time limitation and no funding deadline after 180 days; not suitable where
limited access to debris causes delays; extensions permitted except weather delays.
Permanent Work: Same cost tracking and audit rules apply; not suitable when cost estimates are
difficult and costs overages are likely to occur; the Program is being highly scrutinized by Office
of Inspector General.
2. Documentation Gathering/Review/Reconciliation per Federal/FEMA reimbursement
requirements
Throughout the Recovery project, from inception through closeout, including preparing FEMA
submittals for reimbursement documentation coordination, assimilation, review and maintaining
is critical to FEMA reimbursement, preventing delays or denials and minimizing future State and
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Federal OIG audits.
All disaster reimbursement documents will be thoroughly reconciled prior to providing to
State/FEMA for review.
We maintain a system and process for obtaining, analyzing and gathering all disaster documents
including but not limited to:
-records related to procured goods and services; solicitations, contracts, and purchase orders.
-contractor and vendor invoices- work orders, daily logs, purchase requests.
-timekeeping (force account labor and equipment) time sheets, daily logs, equipment logs.
- Category A processes for disaster debris monitoring services and data collection.
-Damage assessment documents, inspection/maintenance reports; pre-disaster asset status
documentation.
We anticipate records to be in both electronic and manual format and from multiple
departments. Electronic records (force labor and equipment), Purchasing, Project records) will be
obtained and reviewed for use to prevent duplication of data entry for FEMA Project Worksheet
Cost forms requirements.
Account Codes
The City uses “Assigned Emergency Services Accounting Codes” and “Disaster Recovery
Codes” (typically done by Accounting Group) in accordance with the FEMA Reimbursement
This will also streamline documentation of insurance submittals.
All manual and electronic files will be reviewed and reconciled and filed per Department, per
following FEMA Categories, and per project and will include the associated force labor,
equipment, materials, contractors/mutual aid, daily logs, project correspondence, damages
validations and pre-disaster status of damaged facility/asset. Donated Resources and volunteers
will be maintained separately.
This reduces human error and provides for easy organization and compilation of Response and
Recovery costs.
FEMA Categories are:
• Category A-Debris Removal-Debris Removal and Disposal.
• Category B-Emergency Services-make separate code for tree removal/line clearing costs.
• Category C-Street Lights, Roads, Bridges
• Category D-Water Control Facilities
• Category E. Building/Equipment
• Category F. Utilities
3. Damage Assessments Review and Validation (and Recovery Tasks Estimates)
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The FEMA reimbursement details, forms and procedures, and the requirements for accurate
damage assessments dictate the FEMA recovery project approvals. Accurate and detailed
damage assessments are required to qualify for FEMA project approval and reimbursement. The
pre-disaster status and condition of assets damaged are also required, and are critical for
reimbursement. Without adequate information, FEMA and insurance representatives can deny or
delay the claims. Damage Assessments validation:
The Team methodology and approach aids in validating and detailing accurate damage
assessments, and provides the necessary documentation for FEMA reimbursement and Project
Worksheet submittals. This prevents delays for FEMA project approvals having the proper
damages documentation.
Certain damages can be overlooked by City due to staff overutilization for emergency services
and performing their ordinary responsibilities. Many applicants lack the experience of
knowledge of the FEMA program reimbursement requirements and the FEMA time constraints
to identify damages and maintain the documentation to obtain the FEMA approved projects
a. Detailed Damage Inspection Reports
Obtaining and maintaining critical documentation of all damage assessments with each asset or
project is crucial. Pre-disaster asset status and condition is required to validate damages, and
associated temporary emergency repairs and or to validate permanent recovery task costs. This
includes but is not limited to:
o Reason of the damage (wind, water, ice,).
o Damage percent of items- destroyed asset needs replacement, partially damaged but not
able to function needs repair, all damaged elements must be clearly defined in
quantitative terms with physical dimensions (length, width, depth, and capacity).
o Damage sustained as a direct result of the disaster must be differentiated from all pre-
existing or non-disaster-related damage, including deferred maintenance
In conjunction with the City Department supervisors and engineers we will confirm and review
all damage assessments information for FEMA compliance.
a. Damage assessments Reports will be detailed and include the following:
a. Facilities/assets Damage assessments will be developed by engineers with detailed damage
descriptions and dimensions. Damage Descriptions will be reviewed by FEMA Program
Coordinator or FEMA Task Leader for FEMA compliance,
b. Recovery Tasks estimates will be comprehensive and include replacement or improvement to
current standards, including all permitting and engineering specifications, inspections, and costs
estimates.
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c. Identification of all expenditures eligible for reimbursement (including the emergency repair
support information) per FEMA reimbursement categories A-G, and insurance claims. These
will include Roads, Bridges (sidewalks, culverts, etc.), Parks/Recreation, Utilities,
Buildings/Equipment, Beaches, and Water Control facilities.
d. details of each damaged item including photos, GIS location, and records assimilation of pre-
disaster verification of status/condition (maintenance records, purchasing items, aerial photos,
etc.).
b. Establishing Pre-Disaster Condition of Damaged/Repaired Facilities/assets:
For each damaged facility or asset, the City seeks FEMA reimbursement for we will obtain,
review and compile pre-disaster asset status per FEMA requirements. This includes but is not
limited to the following:
• For each item all maintenance notes, inspections prior to the disaster event.
• Any purchasing records to validate the maintenance or upgrades.
• Pre-disaster, post-disaster and emergency repair photos.
• Blueprints and specifications of as-built and any modifications.
• Copies of construction work plans demonstrating past practices and current/future projects.
• Location map and gps coordinates
4. Category B, Emergency Protective Measures Documentation Review and Special
Requirements:
Emergency Services (Category B) FEMA submittals documentation.
Emergency repairs and repair costs documentation are required for FEMA and insurance
reimbursements, and many items can be overlooked, by departments who participated to prepare
for the emergency, and to eliminate or respond to hazards during and after the emergency.
-will meet with all departments to assimilate and review all emergency services costs due to the
emergency event.
-will prepare all FEMA Project Worksheet forms for Emergency Services with submittals, track
and respond to reimbursement correspondence, and maintain all documents in audit format.
Definition
All Emergency measures taken before, during and after a disaster to save lives, protect public
health and safety, welfare and protect improved public and private property. Emergency Services
also include Emergency Measures to prevent further damage to eligible facilities, restoration of
access, and “safety inspections to establish whether a damaged structure poses an immediate
threat to the life, public health or safety.”
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a. Emergency Repairs Costs Review per following FEMA reimbursement criteria:
We will perform review and validation of all emergency repairs and qualify for Category B
(Emergency services) reimbursement or to include for permanent recovery FEMA Categories C -
G.
• FEMA allows for first 70 hours, 100% emergency costs reimbursement:
• FEMA assumes that employees will be performing emergency services work during regular
duty hours, and will only reimburse overtime for employees.
• During force labor review, cost for employees who perform additional responsibilities
outside their normal functions are eligible for FEMA reimbursement and this will have
reviewed and required supporting documents validated.
• Certain catastrophic disasters FEMA may allow regular and overtime emergency services
reimbursement.
• FEMA will pay all costs for contractors or temporary hires to perform emergency work.
• FEMA assumes Lights off to Lights on to be the cut off Emergency Services.
• FEMA allows for the Emergency Services to continue if exigent circumstances exist for a
longer duration, and will reimburse at 75% for emergency services costs.
Emergency Repairs Costs and Documents review include per FEMA reimbursement:
• Pre-disaster status of each damaged asset were emergency repairs are made (maintenance
notes, and or damage photos).
• Internal Crew Work orders - daily field logs- with dates, times and repair notes.
This includes a cross check and consistency with payroll ledgers.
• Maps of damaged areas or were emergency repairs are performed and preferably with GPS
locations
• Review Contractor and Mutual aid crew’s repairs-Daily logs, inventory installed. *Field
Logs dates, and hours will be reconciled with invoices.
• Contracts, including non-competitive bid contracts and rationale for use.
• Emergency on Call staff and Independent Consultant Agreements.
Review of Emergency Contracts:
Emergency Work and Emergency Contracting Criteria and Requirements;
*Not all emergency work is time sensitive where competitive bidding is not feasible. *
The emergency requires swift action to prevent imminent danger to life does not allow the City
department facility to fully assess the damages before repair work begins.
Emergency Work will be reviewed to ensure FEMA compliance per below FEMA
Emergency Contracts Requirements:
• T & E contract - no other contract is suitable; the contract includes a ceiling price and the
contractor exceeds at its own risk
• Non-Competitive Contracts justification:
o Some situations award short term non-competitive contract for site specific
o Use expedited process for obtaining competitive bids;
o Applicants must comply with State and Local bidding which may be more stringent.
• Public Emergency for the requirement will not permit delay from competitive solicitation.
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o The item is available from single source.
o Awarding agency awards noncompetitive bids.
o Solicitation from many sources has been attempted and the competition is deemed to
be inadequate
o Pre-Event Emergency Costs Review and Validation:
Pre-event preparation costs are eligible for FEMA reimbursement. Our review and validation
includes the following:
• Pre- Emergency Work Orders review.
• Material Inventories, Requests and Purchase Orders before emergency; includes all vendors.
• On call/Emergency services temporary staff hire or independent contractors
• Agreements (with scope of emergency services, rate, and emergency dates
• to work).
• Review, Reconcile and Close out existing work orders.
• Communicate and Verify with Logistics the mobilization and demobilization and reporting
of daily emergency repair crews work orders, time logs, materials used, expenses.
• Perform daily reconciliation, between the Client, force labor, force equipment and
subcontractor’s daily logs and invoices.
• Review documentation for completeness, accuracy, dates, quantities and rates.
• Obtain (or detail) lists of volunteers, subcontractors daily.
• Provide technical support and assistance in developing public information.
• Documentation Support Review for FEMA applicability and submittals.
b. Emergency Materials Reconciliation:
A full reconciliation of accounting value of existing in –stock inventory prior to disaster will be
reconciled with materials used for the emergency. FEMA will only reimburse for materials used
not for restocking inventory. A reconciled Materials excel ledger will be detailed with attached
with each corresponding material invoices paid.
All pre-disaster preparation and emergency costs will be finalized for FEMA submittals
documentation Records and include in Disaster Documentation Management system.
c. Recovery Documentation Gathering, Review and Validation:
All Recovery Documents will be strategically gathered, reviewed and “Quality assurance and
Quality Control” methods of reconciliation will be implemented per. Department, Per FEMA
Category and per Project. All manual records will be reviewed in one secured location. All
electronic copies of disaster data will be confidential and stored in the Disaster Claims
Management system. This will ensure easier FEMA/State onsite meeting(s), prevent duplication
of effort, reduce human error, and for easy organization and compilation of Emergency and
Recovery costs.
All Recovery
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Manual and electronic files will also be established per City Administration/Management.
All Disaster Project Files Documents Required per FEMA reimbursement and OIG audit
tips will include: Force labor ( time ledgers, payroll), Force equipment ( daily equipment sign in
out sheets), Materials, Rented Equipment, Contractors & Mutual Aid (areas worked, daily logs,
invoices); Solicitations and Contract Awards; City proof of Assets ownership; Leases &
Maintenance agreements; blueprints; inspection reports and Maintenance notes; Damage
assessment with pre-disaster status/condition of asset.
Force Equipment Refer to Table 1 for the PW Documentation Checklist.
DP&O Team will gather, validate, reconcile records for the following but not limited to:
c. Damage Assessments Documentation; All damages validation and documentation of all
damage assessments with each asset or project item with Pre-disaster asset status and
condition will be documented and detailed in accordance with the aforementioned section
“Damage Assessments Validation and is critical to validate permanent recovery task costs.
e. Force Labor Records Review: Note this will be in more detail in Section C. “Financial,
Payroll and Grant Management”:
All force labor will be reviewed and reconciled as follows:
-Compliance with City Payroll policy for overtime and Disaster account codes.
-compared with daily time sheets for accurate task and hours.
-spot checks with actual payroll ledgers.
We will attempt to use the payroll ledgers as “FEMA force Labor forms” however in the event
limited staff perform recovery work it may be easier and less to scrutinize if we enter force labor
onto Excel format for easy transition to the FEMA Project Worksheet (PW) forms. This will
eliminate duplication of data entry.
We will maintain all Force Labor, On-Call and Temporary staff payroll, timesheets and daily
logs per project per FEMA categories above.
Equipment Operators who used force equipment or rented equipment for recovery work tasks
will be validated with each piece of equipment per equipment daily logs and reconciled with
rented equipment dates of use. Employee additional recovery roles: We will verify employee’s
roles pre-disaster in order force labor for additional recovery roles can be included for
reimbursement.
f. Force Equipment Records
We will attempt to use the City Works payroll ledgers that include the force equipment used and
hours. FEMA Cost Code assignment: Each piece of equipment used for disaster recovery will be
issued a FEMA Cost Code: However, if very limited City equipment is used it will be more
efficient to place Force Equipment with FEMA Cost Codes in Excel format for easy transition to
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the FEMA Project Worksheet (PW) forms. This will also prevent duplication of effort and data
entry between multiple recovery projects.
We will review all Force Equipment, with daily logs (with date, time, task, operator, and hours)
and maintain per project and per FEMA category.
FEMA Equipment Inventory requires the following to determine the “FEMA Cost Code” which
in turn will set the “Reimbursement Rate” for eligible hours:
Operator – individual assigned for a given day. This may change depending on what the
equipment piece is or when/where/how it is used.
Make – i.e., Ford, Chevrolet, Case, John Deere, etc.
Model – i.e., ½ Ton, ¾ Ton, 1 Ton, 30 Ton (for a trailer), etc.
HP – i.e., horsepower rating manufacturer provided but this is not critical on road vehicles –
more important on pumps, generators, earth moving equipment, etc.
Capacity/size – cu yard for a dump truck or self-loader,
Note: Keep We will maintain records relating to rented or leased equipment separate as they are
reported separately.
Operators who used the equipment need to match the equipment hours and dates of use.
g. Materials
It is recommended to place all Materials & Supplies used in an Excel spreadsheet for easy
transition to the FEMA Project Worksheet (PW) forms. All recovery material will be reconciled
as follows:
Pre –Disaster Existing Inventory: will be reviewed and reconciled with purchased materials
used for recovery and those purchased for restocking inventory.
We will maintain existing inventory records pre-disaster with disaster electronic and manual
records file.
Inventory used: We will obtain and review all Obtain daily all material used for each project and
place with the project facility file. per FEMA category and per Department.
-Inventory of Materials & Supplies used for emergency and or recovery repairs need to match
inventory records of Material and Supplies installed at each damaged location.
-Cross check inventory used and purchased with in-field placed quantities.
Contractor/Vendor material on Trailers: We will obtain, review and reconcile all Obtain all
material that was positioned on trailers as follows:
-Contractors/Vendors sometimes furnish trailers loaded with materials necessary for rebuilding
or repairing facilities during a disaster.
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-Documentation n place to record crew (by name and position), assigned inventory or materials
& supplies, repair location (preferably by GPS location), date, time used according to specific
work/task order.
Donated Resources- all donated resources and volunteers will be gathered, reviewed and
included for reimbursement advantages.
-It is recommended to place all Donated Resources onto an Excel spreadsheet for easy transition
to the FEMA Project Worksheet (PW) forms.
-Members, charitable organizations, the National Guard or friends and family donate valuable
time, equipment and even food or it’s preparation to help restoration efforts.
-FEMA will indirectly reimburse Utilities for these donations if adequate records are maintained.
-Maintain lists of who did what, hours spent each day and what equipment or food was donated.
-This log will be used to calculate the Donated Resource credit the Utility will receive to reduce
the 25% share of the project cost
h. Category A – Debris Removal Documents Review (Debris Removal, Staging/Reduction
and Disposal)
In the event the City elects to participate in the FEMA Debris Pilot Program for Accelerated
Debris removal the Debris Management Plan will be reviewed and updated if necessary to obtain
the extra 2% reimbursement incentive for having a City Debris Management Plan.
-Force labor, and Equipment used for debris staging, removal, reduction, and hauling can be
reimbursed for regular and overtime. Force Labor and Equipment records will have obtained and
reviewed including (timesheets, daily logs, photos and maps of areas worked).
-Rented equipment and subcontractors- used for debris staging, removal, reduction, and
hauling will be obtained, reviewed and reconciled for accuracy, completeness and FEMA
compliance as follows:
-Debris Contracts:
All Debris removal contracts and monitoring contracts, Request for Proposal (RFP), selection
criteria; Emergency Contract(s), will be reviewed for FEMA compliance.
The following debris removal records will be reconciled for accuracy and FEMA compliance
and FEMA required Debris Documents per Appendix D of Debris Removal Pilot Program (See
Attached):
-Debris removal contractors and monitors invoices will be reconciled for the following items
and with associated daily logs and invoices for services per contract billing rates and terms.
Discrepancies or issues will be documented and issued to the designated City representative for
Debris Contractor invoice corrections.
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-Leaners, hangers, and stumps, -reconciled with Debris removal invoices, per contract cost
items and per monitor logs data. We will validate leaners, hangers, and stumps compliance for
FEMA documentation including: photographs, GPS locations, quantities and stump
measurements.
-Debris Removal Load/haul ticket ledgers—We will obtain and review daily Debris load/haul
ticket ledgers and ensure they have been reconciled for duplicate and or missing load/haul
tickets. Reconciliation identifies any discrepancies between load/haul cubic yards and actual
debris quantities, and debris removal invoices will be reported to City for debris removal
invoices corrections. Additionally, ticket ledgers will be spot checked for a truck certification
haul capacity (cubic yards)
-load haul tickets will also be validated and spot checks for accuracy per ticket ledgers.
-TDSR Final Haul out to permitted disposal facility- final haul out ticket ledgers will be
reviewed and reconciliation with actual disposal facility ticket ledgers to identify any
discrepancies between debris quantities hauled and disposed. Spot checks on final haul out
tickets and disposal tickets will be performed for accuracy and per FEMA compliance.
Additional Debris Removal documents to be reviewed and validated include the following:
-Truck Certifications and Truck Certification logs.
-Maps and or streets of Emergency Roads clearing.
-Debris Removal Progress maps and priorities per City Debris Management Plan.
-Photos and GPS locations
-TDSR permit- Baseline report and TDSR closure report.
All reconciled and final Debris removal and monitor documents will be filed manually and
electronically and submitted with FEMA Category A FEMA Project Worksheet per Debris Pilot
Program requirements.
Engineering Estimates: Sandy Recovery Improvement Act (SIRA) Pilot Program
SIRA allows eligible applicants to take advantage of several alternate fundi ng options. The
strategy for project development conforms to the following guidance from the Public Assistance
Alternative Procedures Pilot Program: Validation of Sub Grantee-Provided Cost Estimates Job
Aid: As part of the PA alternative procedures pilot program, FEMA will consider Sub grantee-
provided cost estimates where the estimates:
• Have been prepared by a licensed professional engineer or other estimating professional,
such as a licensed architect or certified professional cost estimator;
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• Have been certified by the professional, in accordance with applicable state licensing
and certification requirements;
• Contain sufficient detail for FEMA to use the estimate for review, approval and
obligation of sub grant funding (the Sub grantee may prepare the estimate using the
Cost Estimating Format [CEF] or a methodology and format consistent in level of detail
to that of the CEF); and
• Reflect costs for the eligible scope of work and comply with applicable PA Program
regulations, policy, and guidance.
DP&O team will utilize Miami Shores engineering firms who have knowledge of the local
construction industry, this will allow for easier qualifying of disaster projects.
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D. Financial, Payroll & Grant Management
Disaster Financial management and maintaining separate Disaster accounting costs records is
required by FEMA for federal disaster reimbursement and most important aspect of FEMA
program project compliance. FEMA recommends that an applicant should begin to record
emergency response and disaster recovery actions before the President declares a disaster.
Similarly, the Office of Inspector General confirms that an applicant accounts for FEMA project
expenditures on a project-by-project basis according to federal regulations. Federal Grant
Programs require separate grant management and maintaining separate accurate accounting of
grant funds allocations and project records.
DP&O believes that the key to strong project financial management begins with establishing a
laser sharp focus on the project plan and holding all stakeholders accountable for their respective
contributions to the project’s success. Our data records management and tracking systems
provide real time financial information not only on the sources of project funding but also on the
status of each project expenditure. This approach allows the owner partner the ability to look in
at any time to monitor the financial picture of the recovery, and review the project
documentation progress. This approach provides access to project information that can
immediately identify potentially ineligible costs initiated by contractors or in records
discrepancy.
DP&O’s financial database management and tracking systems provide real time financial
information. The system is an Access-based system that allows for flexibility that can be
integrated with a wide range of existing software. It can also be arranged as its separate system to
solely track FEMA funds and other funds that may be obtained, like CDBG, FHWA or other
disaster related funds. several unique identifiers to track the projects. Each identifier that was
related to Nassau County’s system, such as project numbers and voucher numbers, which the
City uses for tracking were tied into our identifiers, such as FEMA’s Project worksheet numbers
and reference numbers. Once these were integrated we could pull real time
Inherent in virtually all disaster recovery projects is the need to apply a leveraged position
against the acquisition of FEMA funding particularly in terms of items of reasonableness and
eligibility. Our financial and disaster claims management solutions allow our team of Engineers,
and FEMA Policy Experts to better identify cost items that appear unreasonable and financial
and records discrepancies.
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DP&O, will perform the following but not limited to:
Ensure disaster recovery and restoration processes comply with laws, regulations and guidelines
to maximize reimbursement for eligible disaster expenditures and to minimize timing for
reimbursement.
ii. Possess the expertise to assist in all disaster-recovery financial reimbursement and
reporting processes from FEMA, State or other agency. Ensure there are no duplications of
submission if varying agencies are involved.
iii. Possess the expertise to assist with FEMA, State (or other agency) guidelines to capture force
account labor eligible expenses accurately for timesheets and project cost accounting. Assist in
the review of Village personnel policies to ensure compliance for eligible cost reimbursement.
iv. Possess the expertise to assist with FEMA, State (or other agency) guidelines to ensure the
capture of relevant data related to procured goods and services. Provide oversight of contractor’s
billing to ensure all costs eligible for disaster grant funding are documented and claimed.
v. Perform periodic review and reconciliation of actual project spending to ensure project costs
are accurately captured.
vi. Ensure documentation is sufficient to respond to Office of Inspector General (OIG) audits and
reviews.
Policy Plans Reviews:
A review of our Client’s internal response and recovery policies, procedures. It allows us to
make recommendations to implement best preparedness practices. Our strategy is to verify
Federal FEMA policy compliance wherever possible in our Client’s internal policies so that
FEMA reviewers will more readily recognize that our Client’s recovery efforts are aligned with
the intent of the Public Assistance program.
The administrative allowance for sub grantees covers direct and indirect costs incurred in
requesting, obtaining, and administering public assistance. We will provide tracking and or
preparation FEMA submittals and forms for City administrative disaster costs.
Examples of administrative activities:
Completing forms necessary to request assistance
Conducting Applicants’ Briefings
Establishing files and providing copies and documentation
Identifying damage, assessing damage, collecting cost data and developing cost estimates
Field inspections, project monitoring, Preparing for audits
Direct Administrative Cost Records-These estimates must be based on specific tasks and
associated costs.
To be clear, a scope of work must accompany a request for direct administrative costs. We will
review
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and assist if necessary to validate tasks compliance per FEMA requirements.
Force Labor Records Review:
All force labor will be reviewed and reconciled as follows:
-Compliance with City Payroll policy for overtime and Disaster account codes.
-compared with daily time sheets for accurate task and hours.
-spot checks with actual payroll ledgers.
We will attempt to use the City Works payroll ledgers as “FEMA force Labor forms” however in
the event limited staff perform recovery work it may be easier and less to scrutinize if we enter
force labor onto Excel format for easy transition to the FEMA Project Worksheet (PW) forms.
This will eliminate duplication of data entry.
We will maintain all Force Labor, On-Call and Temporary staff payroll, timesheets and daily
logs per project per FEMA categories above.
Procurement and Contract Management/Monitoring Support
A Review of all City emergency contracts, pre-solicited contracts and future rfps will be
performed to identify issues that may affect recovery, response, and reimbursement. Our review
includes specific contracting checklists developed by FEMA and a comparison of our Clients
emergency contract verbiage. This will -Ensure City disaster recovery and restoration
procurement processes comply with laws, regulations and guidelines as required by FEMA, State
or other agencies and
Ensure City documentation is sufficient to respond to Office of Inspector General (OIG) audits
and reviews
DP&O Team will assist in the review of City Purchasing policies to ensure compliance for
eligible cost reimbursement and minimize potential de-obligations or ineligibility determinations
from either program.
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E. INFORMATION TECHNOLOGY AND DATA MANAGEMENT
Disaster Financial management and maintaining separate Disaster accounting costs records is
required by FEMA for federal disaster reimbursement and most important aspect of FEMA
program project compliance. FEMA recommends that an applicant should begin to record
emergency response and disaster recovery actions before the President declares a disaster.
Similarly, the Office of Inspector General confirms that an applicant accounts for FEMA project
expenditures on a project-by-project basis according to federal regulations. Federal Grant
Programs require separate grant management and maintaining separate accurate accounting of
grant funds allocations and project records.
Virtually all disaster recovery projects are the need to apply a leveraged position against the
acquisition of FEMA funding particularly in terms of items of reasonableness and eligibility. Our
financial and disaster claims management solutions allow our team of Engineers, and FEMA
Policy Experts to better identify cost items that appear unreasonable and financial and records
discrepancies.
Integrating Miami Shores IT Financial programs: DP&O will review Miami Shores’ existing
Financial, Project, Maintenance, and department inventory programs.
DP&O has the technical expertise to assist Village staff in the development of IT solutions that
support the management and implementation of disaster recovery programs.
We will assist to develop processes for the Village to properly collect data and document
information as necessary to optimize compliance with FEMA, State, or other agencies and to
ensure Village documentation is sufficient to respond to Office of Inspector General (OIG)
audits and reviews
Disaster data and records will be entered using electronic and manual methods. This can be
accomplished in several ways whichever is best suited to the City and provides for the most time
and cost-effective Recovery Program: These include the following methods:
Method 1- City Disaster data will be reviewed and identified and easily tagged with Application
Program Interface (API) downloads to feed our database and Disaster Recovery costs tracking
and document storage database. This will minimize data entry for force labor and equipment,
contracts, purchasing records and other inventories (for example: materials, and maintenance
programs).
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Method 2- Using City’s Financial spreadsheets, Excel inventories “tagging” data for input and or
performing manual data entry (force labor, force equipment, contractors, materials, vendors) and
including City spreadsheets as part of the required submittals entered as attachments.
Thru out the recovery process the solution can be populated both manually and electronically or
use existing inventories and to expand on the evolving data (labor, equipment (associated daily
logs), contractors/mutual aid contractors (contracts, solicitations, daily logs/invoices…),
materials, inventory maps, engineering reports, policies, etc..).
Our disaster cost claims management solution and tracking strategy is to leverage and help our
Clients best utilize their own financial and cost tracking systems and align them with FEMA
requirements. Our team utilizes a streamlined process of obtaining, reviewing and maintaining
all disaster costs with the FEMA required documents in one secured data base location.
Our financial tracking and data management approach maintains all disaster costs with disaster
documentation in audit ready format from day one of the disaster and this is discussed in the
below sections.
Disaster Claims Management System (DCMS):
DP&Os solution allows the influx of critical disaster data to be built upon as information for
damages, repairs and recovery are updated with all required submittals and provides for the
following:
-prevents data entry redundancy, duplication of effort, and reduces human error.
-eliminates administrative issues of PA process costs accountability by maintaining all
communications and request from FEMA /State and applicant, tracks user PW work, per
applicant per project.
- provides timely information sharing, resolves funds tracking and eases the reporting
requirements for the Single FEMA Audit Act and Grants Management.
-provides for long term document storage in audit proof format
Our solution emphasizes disaster financial records and supporting documents storage in a
centralized database per disaster, per department, per FEMA Categories, per project and or per
other Federal Grant programs (HMP, CDBG…).The costs saving and unique features are as
follows:
-the integration with existing City asset, financial and inventories, and ability to have all Disaster
data information with supporting records in one location-Force Labor/Equipment, contracts,
materials/vendors, including Assets and damage assessments validations. Additional
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-FEMA requires stringent damage assessment documentation to support emergency/recovery
cost.
For each asset damaged our solution will maintain and carry over thru recovery all Damage
assessments validations including the pre-disaster asset status documentation (Inspections,
warranty logs, photos, maps, purchase orders, daily logs…).
- Maintains City -FEMA applicant required information (entered only once) to prevent
duplication of data entry for numerous FEMA projects submittals. This includes the FEMA
applicant fringe benefit calculation sheet per department which is required for each FEMA
Project submittal.
-Uses City data and maintains all disaster financial costs per FEMA template (Force labor,
equipment, contractors, materials) requirements and auto populates Federal FEMA
reimbursement forms per FEMA Category, per Project, and any other federal grant forms. This
allows efficient comparison of FEMA representative’s changes to County’s FEMA Disaster PW
costs submittals.
-Links Force equipment to FEMA equipment cost codes.
-Provides City specific disaster reports and maintain client policies and other information (via
links or documents) required for federal reimbursement.
- DCM prevents duplication of data entry, multiple copies and scanning’s, and preserves
documents quality for the long-term OIG disaster document storage audit requirements.
Debris Removal Records: maintains all Debris Removal costs and documents per FEMA
(Category A, Debris Removal) reimbursements, ensuring records compliance.
This includes: Force labor, equipment, materials and contractors as detailed above and stores
required submittals as attachments: debris progress maps, contracts, solicitations, reply
proposals, labor and equipment daily logs, monitor logs, leaners /hangers/stumps, debris removal
tickets and ledges, disposal tickets, and TSDR permits; City Debris Management Plan.
*Provides reconciliation of debris removal load/haul, disposal.
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F. Insurance and Other Funding Support
We will ensure for each Federal disaster project were other Federal agencies have authority to
conduct specific work that this will not overlap with FEMA’s reimbursement authority.
DP&O will review and understand the Village’s insurance coverage in order to ensure the
Village’s disaster recovery and restoration processes comply with laws, regulations and
guidelines as required by FEMA, State, Miami-Dade County or other agencies.
DP&O will develop process to assist the Village in routing eligible expenses correctly including
insurance coverage guidelines
Other Federal agencies also have authority to provide assistance after disasters. If a facility is
under the specific authority of another Federal agency, FEMA does not provide assistance to
restore that facility even if that Federal agency does not provide funding to restore the facility.
Public Housing Authority facilities are eligible unless Congress appropriates funds to the U.S.
Department of Housing and Urban Development (HUD) for emergency capital needs for that
facility.
All disaster projects identified will be reviewed for qualifying for all available Federal Agencies
highest reimbursement. This includes a Review and understand the City’s insurance coverage to
ensure the City’s disaster recovery and restoration processes comply with laws, regulations and
guidelines as required by FEMA, state, Miami-Dade City or other agencies.
DP&O will develop process to assist the City in routing eligible expenses correctly including
insurance coverage guidelines.
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G. Hazard Mitigation Support
DP&O will ensure City leverages any hazard mitigation grant funding because of a federal
disaster declared event. DP&O’s Hazard Mitigation experience and specialist has proven
experience with compliance with laws, regulations and guidelines as required by FEMA, state,
Miami-Dade County or other agencies. We Possess the expertise to assist the City is preparing
relevant documentation and analysis related to hazard mitigation grant programs.
DP&O will assist the Village with identifying, developing and evaluating opportunities for the
development of hazard mitigation programs to reduce or eliminate risk from future events.
DP&O will assist the Village is preparing relevant documentation and analysis related to hazard
mitigation grant programs and ensure Village hazard mitigation programs comply with laws,
regulations and guidelines as required by FEMA, State, Miami-Dade County or other agencies.
Hazard Mitigation Funding is only available following an official presidential disaster
declaration; however, projects can be planned prior to such an event.
State and local mitigation strategies that qualify for funding are:
• Hazard mitigation planning.
• Retrofit of critical facilities.
• Acquisition, elevation, relocation or drainage improvements of repetitive flood loss
structures.
• Construction or upgrade of general population shelters.
• Enhancement of development codes and standards.
• Safe rooms and storm shelters.
• Generators for critical facilities.
• Warning systems.
There are two types of Hazard Mitigation eligible for re-imbursement by FEMA:
Hazard Mitigation, Section 404
• This type of funding is used to provide protection to undamaged parts of the facili ty. Section
404 funding needs to be approved by the MEMA Mitigation Officer and submitted to the
State in a timely manner.
• When appropriate, both Sections 406 and 404 Hazard Mitigation Funding can be applied to a
facility post disaster.
Hazard Mitigation, Section 406: Applicants need to identify these desired improvement projects
to the FEMA Project Officer before a Category “F” PW is approved. Cost justification is not
necessary at that time. Section 406 is a source for funding of cost-effective measures that would
reduce or eliminate the threat of future damage to a facility damaged during a disaster. These
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measures MUST apply only to the damaged elements of a facility in the current disaster,
rather than to other, undamaged parts of the facility or the entire system.
Applies to parts of the facility that were damaged by the disaster and mitigation measures
provide protection from subsequent events.
Upgrades required to meet applicable Codes and Standards are NOT “mitigation measures”
because these measures are a part of eligible restoration work.
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H. Emergency Management Support Services
DP&O maintains a 24-hour communication system of all personnel, alliance partners and
specialty vendors positioned throughout the U.S, Puerto Rico and Mexico. DP&O's experience
includes fuel spills, contamination assessments, demolition and earthwork projects in
environmental sensitive areas. Our resources and experience enable us to coordinate
equipment and manpower quickly and cost-effectively to meet your project needs.
EMERGENCY SERVICES SUPPORT
DP&O can mobilize quickly to participate at any support level such as:
• Incident Management Team (IMT) Assistance
• Logistics Support Liaison assistance with local, State, Federal partners and Military.
• Administrative support for Emergency Services, FEMA submittals documentation
• Damage Assessments- critical infrastructure.
• Locating resources, (fuel, PODs for temporary shelters, base camps, portable
satellite/communications).
• Fuel supplies; back- up generators.
• Managing staging centers and inventory control.
• Debris Removal – equipment/crews; Contaminated Debris removal and disposal.
• Emergency road clearing.
• Emergency earthwork and demolition services.
• Emergency roof tarp installations and miscellaneous restoration.
• Mold/mildew decontamination/cleanup/removal; bacteria cleanup.
• Utilities (power/water) contractors, equipment and materials.
FEMA PUBLIC ASSISTANCE & DP&O’s Professional Services include:
*Administrative support for Emergency Services Tasks documentation and costs
reconciliation. Our method and scope of work ensures the highest dollar reimbursement from
FEMA during the emergency services - 100% reimbursement for the 72 hours initial
Emergency Services, and 75% reimbursement of post 72 hour Emergency Services.
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I. Post Disaster Recovery Services
FEMA Public Assistance Process and Project Writing Process, Preparation, Submittals
and approvals.
The below FEMA process is very detailed and can cause applicant reimbursement delays if time
deadlines are not adhered to for projects identification and documents review. The DP&O is very
experienced with the below FEMA Process and is ready to represent the City to expedite
Recovery to prevent delays and potential denials due to lack of timely submittals and or
insufficient documentation.
Kick –Off Meeting
FEMA Project Assistant Coordinator and State will hold the meeting at applicant’s office and
will evaluate data collected through the Preliminary Damage Assessment (PDA) and any
information provided in the RPA.
It is imperative that the applicant do not show or distribute any “unfinished” damage assessments
or projects information. Tell FEMA and the State you are gathering and have not reviewed all
the information. This provides time for the Applicant to ensure all costs records and supporting
documents are validated.
The focus will be to address categories of work that correlate to the Applicant’s disaster damage
and establish a list of eligible projects.
Kick Off Meeting Items include the following which DP&O will review and be prepared
for:
-list of all known items/facilities damaged because of the
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-Consistent with above requirement to report all damage within 60 days, this list may be
amended.
-Work completed and, if so, associated documentation (e.g., invoices, contracts, bids,
spreadsheets with
force account information.
-Alternative Procedures for permanent work and debris removal projects per Sandy Recovery
Act.
-Environmental or historical compliance or concerns. Historic preservation sensitive areas
identified.
-Whether facilities are covered by insurance. Policies are required at meeting.
-Site inspections could be conducted immediately following the Kickoff Meeting
-Appropriate Applicant representatives to attend the Kickoff Meeting (e.g., Emergency
Management
Director, Public Works Director, Engineer, Finance Director, Risk Manager, representatives
from Police and Fire Departments).
Time Extensions will be applied for and documented.
Emergency Work (Categories A & B) time limits are 6 mont hs to COMPLETE work, with a
possible 6-month extension granted by state. Permanent work time limits are 18 months, with up
to 30 months with possible extension granted by state. Our goal is to identify as quickly as
possibly Extension requests must be in writing to State and FEMA and will be performed
BEFORE the time limit has expired. FEMA may deem certain projects ineligible if time limit
extensions are not approved per PA Implementation Timeline below.
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Immediate Needs Funding (INF)
Is intended to meet an applicant’s urgent needs in the initial aftermath of a disaster.
Upon request by the State, FEMA can provide these funds for work an applicant must perform
immediately
and pay for within the first 60 days after the disaster declaration. FEMA identifi es potential
immediate
needs during the Preliminary Damage Assessment (PDA). INF may total up to 50 percent of
PDA estimates
for eligible emergency work. If an applicant receives INF, the INF amount is later deducted from
the grants
for the applicant’s Category A and B projects. The State is responsible for disbursing INF to
eligible
applicants.
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PW Preparation:
Immediate focus will be on PW preparation of Emergency Services and small Projects:
*Small project grants are paid upon obligation with no need for a sub-grantee to submit requests
for reimbursement as project costs are incurred. Also, the State is responsible for closing small
projects, and only needs to confirm that work was completed according to the project scope of
work. There is no requirement to confirm project expenditures for small projects. This may not
be feasible in all situations or when individual contractor invoices exceed the large project
threshold.
Various options applied to PW Preparation:
Each situation will be evaluated appropriately to determine which project writing scenario is
most beneficial. Applying lessons learned from previous disasters and defining how individual
departments will work together is critical to maximizing reimbursements between the available
recovery programs.
Projects written by department – this project writing approach would result in separate projects
for Police, Fire, Public Works, Parks and Recreation, Engineering, etc. This simplifies securing
project documents with the department heads. Allows for electronic documents to be tracked
more easily within the Clients electronic financial system, but may require confirming that
deductibles are not duplicated between projects. This is best applied with non-insurable facilities.
Projects written by facility – a more standard approach taken by FEMA. This method of writing
projects will require obtaining documents from multiple departments, from multiple contractors,
purchase orders, invoices, etc. for a single damaged facility: this process will make it easier to
confirm anticipated insurance proceeds.
The DP&O Team will perform the following procedure to ensure for most efficient PW
preparation and tracking:
coordinate with the Client’s procurement manager to secure a base cost estimate from a
local qualified specialty contractor or engineer;
confirm the ‘anticipated insurance proceeds’ by working with the Client’s Risk Manager
and insurance provider;
identify local environmental issues with Client environmental staff to perform the
required NEPA review of the scope of work;
identify mitigation options for the damaged facility (section 406 mitigation), and include
mitigation options from the Client’s Hazard Mitigation Plan if feasible;
apply FEMA’s Cost Estimating Format to the base cost with mitigation options to obtain
a better estimate of total project costs, including cost escalation over the life of the
project, contingencies, and fees for special reviews, and;
identify alternate or improved project options based on site specific considerations and
the Clients Capital Improvement Plan.
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Once the scope of work and cost estimate is complete, supporting back up documentation will be
attached, including but not limited to the documents review detailed in this Technical approach
section C. (procurement policies, contracts, bid tabulations, invoices, purchase orders, proof of
payments, pay policies, payroll registers, Force Account daily activity logs, equipment logs, and
emergency call logs, damage assessment validations, blueprints…).
These PW documents will be part of an applicant’s grant application as required by federal
regulation and maintained in the document management system for future audits.
The final project and cost estimate with supporting documents would then be submitted to
FEMA for their review and obligation. Each project will have been prepared according to the
best options identified
FEMA PW Review in EMMIE
Once a PW is written, signed, and supporting documentation is attached, the project PW forms
and documents are submitted to FEMA for approval and obligation. Note: not all applicant
documents are included with the PW when entered EMMIE. The project will be internally
reviewed by various FEMA review queues, (Initial, including eligibility, insurance, historic,
mitigation and environmental; QAQC, and Final State/FEMA Grantee approval). These queues
are required because FEMA must consider a range of Federal laws, regulations, and executive
orders that apply to the use of Federal funds prior to the obligation of those funds.
The DP&O team is highly experienced using EMMIE for obtaining PW obligation status checks
and verifying the documents that are entered with each applicant PW. This will allow us to
troubleshoot and bring immediate attention to FEMA created issues due to FEMA Staff selection
of or not including documents for EMMIE entry.
Long Term Recovery
The primary goal of Long Term Recovery is to recover disaster related costs, including the cost
of response and rebuilding damaged infrastructure to pre-disaster condition as follows:
*reconcile back-up documentation;
*work with risk managers and insurance providers to finalize claims;
*request PE versions of projects and departmental budgetary needs;
*request alternate or improved projects based on clients HMP or CIP;
*compile and review all back-up documentation that supports each Request for Reimbursement
for preparation for submittal to the State and FEMA;
*prepare appeals at all levels in the event of an unfavorable eligibility determination;
*prepare the Request for Final Inspection (RFI) for project close out;
*represent our client during audits performed by the Department of Homeland Security (DHS)
Office of Inspector General (OIG), and;
*prepare reports as requested by the Client with information including field activities, employee
activities, progress, and issue resolution
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Section 4. COST PROPOSAL
COST PROPOSAL
FORM/FEE SCHEDULE
Positions
Estimated Monthly Hours
(1)
Hourly Rate
Project Manager 80 $ 80.00
Operations Managers
FEMA Project Assistance Manager
160
160
$ 60.00
$ 75.00
GIS Analyst 16 $ 60.00
Field Supervisors 670 $ 55.00
Damage Assessment Technician
Debris Site/Tower Monitors
80
390
$ 65.00
$ 40.00
Environmental Specialist 16 $ 95.00
Project Inspectors (Citizen Drop-Off
Site Monitors)
870 $ 40.00
Field Coordinators (Crew Monitors) 1,740 $ 45.00
Load Ticket Data Entry Clerks
(QA/QC)
750 $ 30.00
Billing/Invoice Analysts 40 $ 40.00
Data Manager 16 $ 55.00
Public Assistance Coordinator 80 $ 120.00
FEMA/FHWA Specialist 40 $ 110.00
Other Suggested Positions:
Position Title Rate/hour:
ADMS Specialist $50.00
IT Supervisor $60.00
Grants Project Manager $150.00
Hazard Mitigation Specialist $150.00
Subject Matter Expert $200.00
Snr. FEMA Policy Advisor $175.00
QAQC Data Manager $80.00
CPA $175.00
ALL NON- LABOR PROJECTED COSTS WILL BE BILLED TO THE VILLAGE AT
COST WITH OUT MARKUP.