ibts proposal

1

City ServicesFor the City of Central, Louisiana

Option 1

May 4, 2011

Table of Contents A. Cover Letter and Executive Summary .....................................................................................................................A-1

B. Contractor's Qualifications and Experience.............................................................................................................B-1

C. Organization, Roles and Responsibilities ................................................................................................................C-1

D. Information Technology Resources and Equipment...............................................................................................D-1

E. Equipment and Resources Other Than for Information Technology .....................................................................E-1

F. Insurance and Bond .................................................................................................................................................... F-1

G. Proposals.................................................................................................................................................................... G-1

H. Contract, Transition Plan, Emergency Catastrophic Response and Key Performance Indicators.....................H-1

Exhibit A ............................................................................................................................................................ EXHIBIT A-1

Exhibit B ............................................................................................................................................................ EXHIBIT B-1

Exhibit C ............................................................................................................................................................ EXHIBIT C-1

Compliance Matrix for Evaluation Criteria (RFQ&P Section 7.0) For ease of reference, Team IBTS provides a listing of the required Evaluation Criteria to be addressed by Respondents in the following table with an index to the Proposal Section and page numbers where corresponding information can be located. Evaluation Criteria Proposal Sections Pages

Legal and Financial Qualifications Respondent is Financially Solvent A.2 A-5 Respondent is able to meet minimum insurance requirements A.2

F.1 A-5 F-1

Respondent is able to meet minimum bonding requirements A.2 F.2

A-5 F-1

Respondent has no conflict of interest A.2 A-5 Qualifications, Experience, and Resources

Type of Organization with Subcontract Relationships A.2 A-5 Number of Years in Business A.2 A-5 Relevant Experience A.3

Chapter B Exhibit C

A-6 B-1 EXHIBIT C-1

Staff Resources A.4 Chapter C

A-8 C-1

Information Technology Resources and Equipment A.5 Chapter D

A-9 D-1

Transition Plan including Duration A-6 H.4

A-9 H-8

Emergency and Catastrophic Response D.2 E.2 H.5

D-16 E-5 H-16

Pricing Chapter G G-1

Compliance Matrix for Format for Responses (RFQ&P Section 9.0) For ease of reference, Team IBTS provides a listing of the information required by the Format for Responses in the following table with an index to the Proposal Section and page numbers where corresponding information can be located. Requirement Proposal Section Pages

Cover Letter Executive Summary Cover Letter A. A-1 Respondents Name, Address, Phone Number Cover Letter A-2 Key Contact Person and Contact Information Cover Letter A-2 Length of Time in Business A.1

A.3 A-4 A-6

Description of Respondents Structure A.1 A.2

A-4 A-5

Approach Without Subcontractors A.1 A-4 Contractor’s Qualifications and Experience

Respondent’s Relevant Experience A.2 B.1- B.1.8 Exhibit C

A-6 B-2 - B-25 EXHIBIT C-1

Project References B.1- B.1.8 Exhibit C

B-2 EXHIBIT C-1

Transition and Startup Experience B.2 B-25 Contract Terminations B.3 B-26 Resumes Resumes of Key Individuals C.2

C.6 C-2 C-25

Procedure for Replacing Key Individuals C.3 C-10 Information Technology (IT) Resources and Equipment

IT Resources for Contract Services D.1 D.1.1 – D.1.8

D-2 D-2 - D-16

IT Resources and Equipment Owned/To Be Acquired D.1.1 – D.1.8 D-2 - D-16 IT Resources Dedicated to Central D.1.1 – D.1.8 D-2 - D-16 Shared IT Resources D.1.1 – D.1.8 D-2 - D-16 Ability to Access Additional IT Resources and Equipment D.2 D-16 Approach without Subcontractors D.3 D-18

Equipment and Resources Other Than IT Equipment Dedicated to Central E.1

E.1.1 – E.1.8 E-1 E-2 – E-4

Shared Equipment E.1 E.1.1 – E.1.8

E-1 E-2 – E-4

Ability to Access Additional IT Resources and Equipment E.2 E-5 Approach Without Subcontractors E.3 E-5

Insurance and Bond Proof of Ability to Secure Insurance Coverage F.1 F-1 Proof of Ability to Secure Bonding F.2 F-1

Proposals Proposal Form G G-1

Contract Agreement to Execute Contract H.1

H.3 H-1 H-2

Documents Requiring Signature/Evidence of Authority H.2 Exhibit A Exhibit B

H-2 EXHIBIT A-1 EXHIBIT B-1

Proposal Submittal for City Services Presented to the City of Central, Louisiana By the Institute for Building Technology and Safety

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A. Cover Letter and Executive Summary Section Page Cover Letter A-2 A.1 Executive Summary A-4 A.2 IBTS is Your Single Service Provider A-5 A.3 Central Will Get a Provider Backed with Successful Past Experience A-6 A.4 IBTS is Ready on Day One, with Fast Track Implementation Capability A-8 A.5 Central Will Get IT Resources and Other Equipment from an Award-Winning Solutions Provider

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A.6 Transition Will Be Seamless to Central, Its Residents, and the Business Community

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A.7 Proven Management for Emergency and Catastrophic Responses A-10 A.8 Factors That Make IBTS the Right Choice A-11 Section A will highlight the benefits to the City of Central if IBTS is selected, and provides a summary of the proposal.

May 4, 2011 Cover Lette City of Central ATTN: City Services Proposal 13421 Hooper Road, Suite 8 Central, Louisiana 70818-9200 RE: Proposal Submittal for City Services for the City of Central, LA Dear Madams and Sirs: The Institute for Building Technology and Safety (IBTS) sincerely appreciates this opportunity to respond to the City of Central's Request for Qualifications and Proposals (RFQ&P). IBTS is a nonprofit organization which has been successfully supporting all levels of government for 35 years and we believe we are uniquely qualified to provide the City Services outlined in the RFQ&P. As a nonprofit organization, we maintain a commitment to public service excellence by focusing on providing high-quality, cost-effective services to citizens and their communities, the governments that serve them with a keen eye to responsible stewardship of our planet. In this case, IBTS also has deep experience providing public services on behalf of Louisiana parishes, cities, and towns with current contracts in more than 20 jurisdictions, and fully staffed branch offices. We are and have been for some time a part of the culture and fabric of Louisiana and because of this, have a dedicated Louisiana Institute for Building Technology and Safety, (“LAIBTS”). In all communities, we operate as a reliable resource for the citizens who depend on us for specific services. IBTS will bring the same philosophy and approach to Central. Specifically, IBTS is committed to: • Carrying out a smooth and seamless, transition from the current vendor to the IBTS team

without any disruption in city services; • Promoting local job growth and security; • Ensuring transparency of services performed and information gathered with detailed reporting

as requested; • Delivering timely and cost-effective services; • Using identified opportunities to create efficiencies so resources can be redirected to provide

value added services whenever possible; and • Maintaining close connections with citizens, businesses, community groups, and other key

stakeholders to build trust and confidence in IBTS as city partner, reliable resource, and dependable problem solver.

As a show of our commitment to the community of Central we pledge that, should our expenses, including a reasonable fee for the risks of this project, be less than the final fixed price of the contract, IBTS will give the excess amount back to the city or provide additional services as determined by the Mayor and City Council.

505 Huntmar Park Drive, Suite 250, Herndon, VA 20170 ♦ phone 318-747-2454 ♦ fax 318-747-0218 ♦ www.ibts.org

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While IBTS has the necessary skills and experience to carry out the requirements of this RFQ&P, we have expanded our team to engage several skilled Louisiana companies with direct knowledge of local standards and performance. Our primary partner is Professional Engineering Consultants (PEC), a multi-disciplinary consulting firm with extensive experience delivering local public works and engineering services including extensive work in the City of Central. IBTS is also proposing to use other local subcontractors and vendors as well as project staff. As IBTS Chief Executive Officer, I am the key contact for this effort. In addition, because of the importance of this project to me personally and to IBTS, I plan to be directly involved in ensuring that IBTS carries out its commitments as outlined in this proposal, should we earn your business. The Executive Summary that follows provides an overview of our entire response followed by chapters providing the detailed information requested in the RFQ&P. We look forward to working with you to realize your fullest potential. Sincerely,

Ashok Goswami, P.E. Chief Executive Officer

1 Respondent's name, address and telephone number Institute for Building Technology and Safety (IBTS) 505 Huntmar Park Drive, Suite 250 Herndon, Virginia 20170 703-481-2000 Key Contact for Procurement Ashok Goswami, MBPA, PE Chief Executive Officer Phone Numbers: 703-481-2001(office) and 703-727-3755 (cell) E-mail: [email protected]

505 Huntmar Park Drive, Suite 250, Herndon, VA 20170 ♦ phone 318-747-2454 ♦ fax 318-747-0218 ♦ www.ibts.org

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mailto:[email protected]


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A.1 Executive Summary This Executive Summary provides an overview of the details of the Institute for Building Technology and Safety (IBTS) response to this RFQ&P. It includes a review of our understanding of the project, legal and financial qualifications, team qualifications and experience, and summaries of staff resources, information technology and equipment, proposed transition plan, and emergency and catastrophic response. The Central Context Is About Serving the Community and Employing It As Well IBTS has assembled a team to meet the unique needs of the City of Central. The make-up of our team (consisting of mostly local staff and subcontractors) and our approach to carrying out the requested City Services are based on: • A careful review of the requirements and evaluation criteria in the RFQ&P; • Research about the city including its history and its service needs; • A site visit to Central to increase our understanding of the local context and environment; and • Our knowledge of local government in general and Louisiana local government in particular

based on six years of delivering public services in the state. IBTS will perform all services requested and proposed under this contract in a professional manner in accordance with a Work Plan, which will include schedules established to meet the standards for quality, responsiveness and timeliness as expected by the citizens, business community and City officials. IBTS takes pride in being responsive and flexible in adjusting to the changing needs and priorities of our clients. We are confident that the IBTS team provides the best possible combination of technical and professional experience to perform the expected duties based on these factors: 1. IBTS is a non-profit public services corporation whose bottom line is a commitment to

supporting government by ensuring quality service to citizens and the business community rather than financial profit.

2. IBTS’s work is guided by a Board of Directors made up of representatives of the National League of Cities, National Association of Counties, International City/County Management Association, Council of State Governments, and National Governors Association Center for Best Practices. A Board Resolution is attached as Exhibit A, authorizing CEO Ashok Goswami to bind IBTS for this proposal, followed by a list of Board representatives.

3. IBTS has a track record of exceptional success on large and complex government contracts with total values exceeding $200 million and requiring delivery of ongoing municipal services and compliance with ordinances, codes, regulations, policies, and guidelines.

4. IBTS has a solid financial record and a strong commitment to be transparent on projects’ operational and financial details within the constraints of law and the limitations of employee privacy law.

5. IBTS has carefully selected local subcontractors and supporting organizations because of their proven experience, records of success, and values that are consistent with IBTS and our approach to this project. The IBTS management team consists of local staff familiar with Central and its needs.

6. IBTS has well-established relationships in Louisiana at the local and state levels that will contribute to success in Central. This is validated by testimonials and certificates of appreciation by Governor Jindal, and Louisiana state and local government officials.

7. IBTS has a strong commitment to green and sustainable operations and will bring ideas and practices to the City of Central’s operations. These ideas will help encourage the use of new


technologies and approaches (e.g. compressed natural gas vehicles and LEED certification reviews and inspections without extra cost to applicants). We believe incorporating these and other practices into the City of Central operations will help prepare all for emerging state requirements related to energy efficiency and the use of alternative fuels.

A.2 IBTS is Your Single Service Provider IBTS is capable of performing all services anticipated under this program. Working with a single service provider will provide the City of Central with consistent, reliable services, a single point of contact to request and follow-up on all services, and consolidated reporting and invoicing for all services performed. IBTS has assembled a team of over 20 full time equivalent personnel and other consultants/vendors to provide all services. IBTS takes a great deal of pride in managing IT and data on behalf of local, state and federal governments for the last 35 years and for having won awards in the application of technology and creating efficiencies for the federal government. IBTS has also expertise in emergency management and disaster recovery as demonstrated by our guidebook on the subject and training provided to municipalities in Louisiana on behalf of the Louisiana Municipal Association (LMA). A.2.1 IBTS, a 501(c)(3) Nonprofit Organization with over 35 Years in Operation IBTS has proven success in Louisiana as well as on the national program management level. IBTS has over 140 employees and provides services in more than 38 states, Our employees include program managers, municipal service managers, IT professionals, disaster management experts, engineers, architects, building officials with over 800 certifications from ICC, certified LEED and energy star professions, smart growth and sustainable communities planners, regulatory specialists, financial analysts and fraud investigators, and government contract managers. IBTS has branch offices in Louisiana and has been serving a large number of parishes and municipalities across the state. IBTS is Financially Solvent with Sterling Audit Results As the prime contractor, IBTS brings excellent financial capacity and stability and is solvent. This capacity and stability is evidenced through several sources including financial statements, independent audits, A-133 and A-122 audits, as well as excellent Dun and Bradstreet ratings and bank assessments. Audited financial reports identify no problems with IBTS's accounting or contract management.

A-5

In accordance with OMB Circulars A-133 and A-122, IBTS’s internal controls, procedures, financial statement information, and cost principles are rigorously reviewed on a regular basis. These audits have consistently yielded sterling results with no material noncompliance and no adverse findings whatsoever.

"In our opinion, Institute for Building Technology and Safety complied, in all material respects, with the requirements referred to above [A-133] that are applicable to its major federal programs..." --Goodman and Company, Report of Independent Auditors

"IBTS is a responsible prospective contractor with adequate financial resources to perform... The bank considers IBTS to be professionally managed, and financially viable and stable." --Len Lewan, Senior Vice President, Wachovia Bank, N.A.


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IBTS Will Meet Central's Insurance and Bond Requirements and Has No Conflict of Interest IBTS has fully reviewed the RFQ&P requirements regarding insurance coverage and does will meet all the insurance and bond requirements. We have also reviewed the performance bond requirements as revised in Addendum 5 and have the ability to provide the bond. Please refer to Section F of this proposal for more information on our ability to meet these requirements. Lastly, IBTS does not have any real or apparent conflict of interest in providing the services and team committed for this contract. A.2.2 Local Engineering, Stormwater, and Public Works Support from Professional Engineering Consultants (PEC) PEC is a multi-disciplined consulting firm with engineers and other specialists experienced in the following areas: civil, sanitary, structural, transportation, electrical, instrumentation, mechanical, environmental, surveying, construction oversight, right-of-way acquisition, and grant acquisition and administration. As a key partner and subcontractor to IBTS, PEC will manage engineering and stormwater services. PEC will also provide day-to-day management services through the Assistant City Clerk, who will manage the IBTS office and will provide assistance to the Public Works Director. A.2.3 GCR and Associates (GCR) to Provide GIS and Planning Support Founded in 1979 as a planning and engineering firm, GCR & Associates has over 30 years of experience in directing some of the most significant planning and technology assignments for Louisiana government agencies. GCR has grown significantly in the technology arena. With a staff of 140 professionals 30 are full time planners and GIS specialists. Approximately 110 staff members are involved in technology and professional consulting projects. GCR is a full service consulting firm. GCR will provide the City of Central with support services on the website, GIS, and IT services. GCR will also provide transition support services for all IT-related activities. A.2.4 IT and Network Support from Baton Rouge-Based Verma Systems (Verma) Verma Systems is a full-service network solutions company located in Baton Rouge, Louisiana. For over 20 years they have provided technical support and service to a variety of businesses, organizations and government entities. Verma will provide support to the City of Central with day-to-day maintenance of the IT services provided by IBTS and GCR, to ensure smooth ongoing operations. A.3 Central Will Get a Provider Backed with Successful Past Experience As explained in further detail in Chapter B, IBTS has over 35 years of nationwide experience, and six years of state, parish and city service in Louisiana, in assessing and performing municipal services and in government contract/subcontract management; building department services, application of information technology and database management; outreach and collaboration, and developing guidebooks, training material and audit procedures and tools. In addition, IBTS has been the current national monitoring agent for all manufactured housing for 35 consecutive years. IBTS has received “Excellent” ratings, the highest possible, from its government clients.


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IBTS services have steadily expanded to include infra-structure, sustainable design, energy efficiency, educational facilities, community development, budgeting, and support in the creation and operation of government programs for cities, counties, and local communities. Similar experience in support of governmental programs and performance to augment varying degrees of local service can also be found in the qualifications and experience of our team summarized in the following table. Relevant Experience Summary of Team IBTS Members Team Member

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IBTS X X X X X X X X PEC X X X X X GCR X X X VERMA X After Hurricane Katrina, IBTS assembled a team of over 80 highly qualified subject matter experts and specialists, and deployed them in the 11 most affected parishes within a three-week period. IBTS did not come up with a cookie cutter approach, but instead completed unique transitions in each jurisdiction and coordinated activities with the processes and procedures of each parish. IBTS also incorporated innovative technology to create a comprehensive integrated database with rigorous quality control. The building permit code inspections, including property maintenance inspections, planning and reconstruction activities were all integrated with each parish’s way of doing business. In spite of citizens' issues with the Road Home Program in general, the services performed by IBTS were universally appreciated by the local governments and most importantly by the citizens they served. Through this work, IBTS has developed familiarity, trust and professional relationships with Louisiana state officials. IBTS has the ability to combine a true Louisiana perspective with its national experience, successful track record, financial capacity and expertise to meet and exceed the scope of services required under this RFQ&P. During the past six years, IBTS has been providing municipal services in a large number of parishes. Department of Public Safety

"It has been astonishing to see IBTS mobilize over 80 Building Code Professionals into the 11 affected parish areas in such a short period of time. The response and feedback that we have received has been positive and with the highest marks related to professional management, service, knowledge and expertise of your staff. The vast majority of our local officials have communicated that they would never have been able to provide the needed services with their existing resources. IBTS has been able to win the support of local building officials while allowing each governmental agency to retain their autonomy and administration. Attitudes have been transformed concerning the pursuit of professional certifications, as well as membership in local building associations to enhance participants' development. IBTS has been the shining star among providers."

--Jill Boudreaux, Acting Undersecretary, Department of Public Safety, State of Louisiana


A-8

National Program Management Experience Another relevant project described in corporate experience section is the Federal Manufactured Housing Program. For more than 35 years, IBTS has provided a broad range of program management services to the Department of Housing and Urban Development. These services included compliance with Federal as well as state regulations, adjusting to an ever-changing level of services year by year, and coming up with contingency solutions. This program requires maintenance of and instantaneous access to millions of documents, as well as the collection and administration of hundreds of millions of dollars on behalf of HUD. U.S. Department of Housing and Urban Development (HUD)

"[IBTS Management] has been especially helpful in controlling cost and maintaining an excellent quality of service during a time of reduced contract resources. They coordinate with federal program staff on a monthly basis to determine workload and priorities, and to ensure that costs do not exceed the level agreed to for the period of time discussed." -Elizabeth Cocke, Deputy Director, Office of Manufactured Housing

A.4 IBTS is Ready on Day One, with Fast Track Implementation Capability IBTS has sufficient certified and experienced personnel and equipment to complete the transition and perform all services required by the City of Central. Chapter C provides the overall staffing approach for Central’s City Services. We have existing infrastructure, support staff and technology support services in Louisiana, and are ready to hit the ground running. We have the experience to ensure that there is a smooth and seamless transition without any interruption of services. We have assembled a management team and organizational structure that contains a highly qualified, experienced, and professionally certified staff of over 20 full time equivalent professionals with experience supporting municipal services and have strong knowledge of the City and its operations. While most of our key staff resources are not part of the incumbent contractor’s current effort, we understand that incumbent staff may be advantageous to retain for continuity of operations and may join our team after the transition has been successfully completed in order to preserve programmatic knowledge. While the preservation of programmatic knowledge is a significant benefit, IBTS will work with the selected incumbent staff to ensure that they embrace our culture of functional excellence, a focus on customer service, and public service. A summary of the key personnel is provided in the following table. Summary of Key Personnel Experience Name Experience

David Ratcliff, (IBTS) Project Director

40 years of broad based municipal service including career- public and private business and operations experience. He has 20 years in supervisory and responsible charge and has served as liaison and facilitator to public and elected officials. He is experienced in working with budgets, personnel, policies and procedures for staff operations.

Helen Lemoine, (PEC) Assistant City Clerk

35 years of Municipal Administrative experience. Executive Assistant to EBRP DPW director. Experienced Office Management, Data Management, Public Relations, and Event Management.

Kenneth Eglinsdoerfer, (IBTS) Planning and Zoning Administrator

6 Years planning/zoning experience, local government experience in Louisiana, and experience providing services to the City of Central. He also brings personnel management experience and more than 10


A-9

years of technical experience including plan and development reviews and site and construction inspections.

Dean Born, (IBTS) Permits and Inspections Manager

35 years in building inspection, permits, residential and commercial construction, and code enforcement for local governments in Louisiana.

Larry Walters, (IBTS) Public Works and Emergency Services Director

31 years in relevant technical experience including plan review, training and inspections and more than 15 years of municipal project experience.

Daniel Leone, P.E. (PEC) Engineering and Stormwater Services Manager

Registered LA PE, experienced civil engineer experienced with civil site development, stormwater analysis and design, roadway design and construction administrator. He is also experienced in working with plans, specifications, cost estimating and is skilled in public communications and documentation of files.

A.5 Central Will Get IT Resources and Other Equipment from an Award-Winning Solutions Provider IBTS has over 35 years of corporate experience in the development and management of robust and scalable IT systems and analysis services for the built environment. IBTS has received awards from the federal government in the area of information technology and the efficiencies our solutions have delivered. IBTS uses customized technology solutions for managing national housing data consisting of over 8 million homes, 7 million documents, and fee collection systems that handle millions of dollars in fees each year. IBTS also manages large amounts of historical data which it mines for the benefit of its clients. Through the integration of data collection with sophisticated evaluation systems, IBTS provides its clients with unique and actionable information to accelerate the progress they strive for in the communities that they serve. With our web services integration, access to existing systems and information such as accounting, online payment processing, reporting, GIS, data warehouse, and more are fully customizable based on your needs. Leveraging our experience and capabilities, IBTS can help ensure that information is gathered within compliance requirements. Our data analysis team can then supply you with customized results that help management and top executives make informed decisions. With our extensive experience and capabilities in IT systems and analysis, we will provide you with the information you need, when you need it. A.6 Transition Will Be Seamless to Central, Its Residents, and the Business Community Successful transition of the contractor responsibility for IBTS and the City of Central has been carefully considered and planned. IBTS has been successful in taking over services and executing transition services in a number of government projects. Upon award, IBTS will deploy a team of managers in the first 10 days to develop a complete transition plan in full consultation with the city and current provider. IBTS will provide a weekly progress report to assure smooth transition. The proposed preliminary Transition Plan (refer to Section H.5), includes identification of the transition objective and outcomes (refer to Key Performance Measures in Section H.4), and engagement of all resources sufficient and necessary to complete the transition in the 30-day time period allotted.


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Our transition will include key personnel and senior management team personnel, assistance of subcontractors and mobilization to assemble and fit-out all operational needs within the shortest time period in order to maximize success and minimize or eliminate disruption or delay in essential service delivery and continuity. To help assure success we will arrange a series of orientation meetings between IBTS team members with the Mayor, City Council, and other interested parties. We will also meet with delegated members of the current contract team to transition work and explore the continued employment of existing assigned personnel. Our City of Central transition management will require continuous monitoring of activities to ensure that all tasks are completed on time, all risks are identified and mitigated, and all issues and records are addressed in a timely manner. IBTS has extensive experience in transitioning the management of critical public resources for a public partnership and outreach effort. We are proud of our demonstrated ability to effect timely, successful transitions of complex systems, and we are eager to apply our expertise to the Central City Services Program. An often-missed opportunity during the Transition Phase of a program is the opportunity to catalog potential areas of improvement. While learning the existing processes, procedures, and toolsets the incoming contractor is a set of “new eyes” that is not limited by habitual ways of operating. This offers a fresh perspective and opportunities to leverage their experience in identifying and cataloging potential improvements. During the Transition Phase, IBTS will apply its extensive experience in process engineering and improvement to catalog areas of potential improvement and communicate them as appropriate for implementation in a timeframe acceptable to the Mayor, City Council and other City staff. A.7 Proven Management for Emergency and Catastrophic Responses We have enclosed a detailed address of IBTS’s approach for preparatory planning and response efforts aimed at minimizing disruption of City Services that could result from a disaster or emergency (refer to Section H.5). We have also addressed how other IBTS offices and coordination with other local governments can address needed support to speed recovery in Section E.2. Nowhere is the IBTS philosophy more clearly defined than in or experience and commitment to disaster management. Hurricane Ivan, Hurricane Ike, Hurricane Gustav, the Cedar Rapids Flood recovery, and Hurricanes Katrina and Rita have provided IBTS with deep roots in national, state, and local communities meeting the needs of citizens recovering from disaster. IBTS believes that delivery of a successful recovery program is assumed and that communication, outreach, and compassion are the core to disaster recovery success. By selecting IBTS, Central will get the capacity and capability to:

• Design and implement effective flood, tornado, wind, hurricane, earthquake, tsunami, and terrorism mitigation strategies.

• Carry out debris removal and management. • Determine building code compliance, environmental compliance and risk management,

health and safety management (as applied to buildings and infrastructure). • Timely and effectively assess damage, estimate, and develop rehabilitation scoping for

public and individual assistance. • Effectively conduct community outreach and counseling support. • Streamline regulatory process techniques and negotiate multi-jurisdictional regulation

coordination and waiver demands.


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• Integrate incremental infrastructure and individual rehabilitation management. • Develop local policies, plans, and regulatory support for preparedness, mitigation, and

recovery. • Provide individual assistance including applicant processing, benefits management, and

document management supporting temporary housing or permanent housing demands. • Deliver flexible high volume labor response for the community.

A.8 Factors That Make IBTS the Right Choice IBTS and its subcontractors have the capacity, resources, experience, and skills to complete all tasks outlined in the RFP&Q for city services. To ensure program success, IBTS will: • Provide local team members and key staff who are familiar with Central, its infrastructure and

relationships. Those local team members will be supported by the seasoned key technical/administrative staff at IBTS. We have existing relationships with the State Fire Marshal’s Office, the Louisiana Department of Transportation, the Louisiana Office of Community Development, Louisiana Department of Natural Resources and others.

• Use our experience in national and local emergency response for all services which are in place. We are knowledgeable of FEMA and GOHSEP and related regulations and requirements. IBTS wrote and provided training on behalf of the Louisiana Municipal League (LMA) for inter-jurisdictional cooperation in case of emergencies.

• Be responsive to community inquiries on the status of their projects, with a complete work management system. We will employ best practices which have proven successful in other cities with similar characteristics, leveraging the experience gained by the associations that make up our Board of Directors. (Please refer to Exhibit A.)

• Use our award winning technology support services to increase the timeliness of services, reporting, track internal performance indicators, and to be responsive to the citizens and business community. See Section H.4 for sample performance measures and their impact to the City of Central.

• Pursue Energy Efficiency Community Development Block Grants (EECBG) on Central's behalf. We will use our team’s experience and proven success rate in obtaining grants and low cost loans from state and Federal programs to benefit the City of Central and its citizens.

• Provide a guarantee to the city that if IBTS’s expenses including a fee for the risks of this project are less than the final fixed price of the contract, we will give the excess amount back to the city or provide additional services as deemed appropriate by the Mayor and City Council.


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B. Contractor's Qualifications and Experience Section Page B.1 35 Years of Relevant Experience in the Eight Service Areas B-2 B.2 Relevant Experience in Transition and Startup B-25 B.3 Terminated Contracts B-26 B.4 Additional Project Experience B-26 Section B addresses the IBTS structure with the City of Central government as it relates to the IBTS performance of contract services. In addition to the major elements noted, it also addresses the each of the eight service areas, in the following:

• Relevant experience matrix of the team • Relevant experience with examples of past performance by each of the eight services • Specific working relationships and operational specifics relevant to the services required. • Roles and relationships of IBTS and subcontractors • Relevant project summaries experience • Relevant experience in transitions and start-ups

The Central Context IBTS has carefully reviewed all available information for this procurement and visited the City of Central in consideration of this proposal to perform all municipal services in support of the City. Although IBTS is fully capable of providing the services directly, and will supplement the required services in times of need, this proposal maximizes the use of a team of skilled professionals familiar with Louisiana taken from our LAIBTS office, along with Louisiana subcontractors and staff, to provide the City with the best team and experience available to perform all the required services from day one without risk. Our operational and financial details with respect to this project will be transparent within the constraints of law and considering limitations imposed by employee privacy issues. The total Team IBTS organizational structure, with City government context, is addressed below.


B.1 35 Years of Relevant Experience in the Eight Service Areas IBTS has over 35 years of nationwide program management and support experience for the federal government, states, and local governments. Our services have steadily expanded to include infra-structure, sustainable design, energy efficiency, educational facilities, community development, budgeting, and support in the creation and operation of government programs for cities, counties, and local communities. We are so confident in our ability to meet the needs of the City of Central, that we have offered: “If our expenses, including a reasonable fee for the risks of this project, are less than the final fixed price of the contract, IBTS will give the excess amount back to the city or provide additional services as determined by the Mayor and City Council.” Similar experience in support of governmental programs and performance to augment varying degrees of local service can also be found in the qualifications and experience of our team which includes: Professional Engineering Consultants (PEC) from Baton Rouge, VERMA Systems from Baton Rouge, and GCR Associates, from New Orleans. Recognizing that continuity of services upon which to build new economies of efficiency and service, IBTS will maximize the capture (re-hire) of existing personnel and service contractors where feasible and desirable.

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Relevant Experience Summary of Team IBTS Members Team Member

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IBTS X X X X X X X X PEC X X X X X GCR X X X VERMA X B.1.1 Administrative Services IBTS has long-term and substantial experience providing administrative services under numerous contracts for the governmental sector. This includes over 35 years of ongoing support to the U.S. Department of Housing and Urban Development. HUD's Manufactured Housing Program, national in scope and regulatory in nature, requires top-notch quality assurance and performance evaluations supported by implementation of consistent and uniform procedures, credible and reliable data maintenance, and services delivered to all parties with a high level of tact and sensitivity. IBTS has developed and implemented efficient data capture and technology solutions, quality assurance checklists, routine and ad-hoc reporting structures, and project-specific operational procedures. This effort includes the review of business processes, quality control and administrative procedures. The data we have captured has also been used in the identification of funding needs as well as identifying capital funding priorities, areas for increased monitoring and communication. Our administrative support is carried out within set parameters, always assuring that decisions are left to the government. Our project staff is comprised of skilled managers, administrators, technicians, regulatory specialists, IT professionals, financial experts, A-E and construction/facility program professionals. Achievements include continued competitive award of this program support effort and several awards for the introduction, creation, use and dissemination, and support of advanced automation technology that has been seamlessly integrated into the improvement of ongoing program operations while being made available for other stakeholders and the public. IBTS has served as an integral component of ensuring the program's effectiveness from day one. With limited staff and resources, HUD requires a contactor with the ability to manage the day-to-day technical activities. IBTS provides services to HUD that would be similar to those administrative required to support Central‘s efforts:

• Technical advisory research and support to aid HUD in regulatory and policy functions; • Detailed project management and work plans, including budgets and resource

identification; • Monitoring and evaluation plans and schedules; • Detailed written processes and operational procedures to ensure consistency and

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• Routine monitoring of staff performance and quality control of project deliverables; and • Reports to HUD staff to ensure coordination and confirm action items and priorities. • Collection and administration of fees in the amount of 2.5 million dollars annually.

A key to a successful administrative service and for the City of Central is how the overall office is operated and understood by the Assistant City Clerk or lead administrative clerical assistant. The proposed individual for this position by the IBTS team has extensive experience and expertise having been in this same position for the DPW director for East Baton Rouge during her 34 year career. This individual will provide the continuity and immediate understanding of the roles and responsibilities of this office the elected officials of the City and to its citizenry. Our own Grant effort for the City of Central will be further embellished by our subcontractor PEC. PEC has had extensive experience in the performance, administration and identification of grant opportunities that can be applied to various city operations. This will enable Central to increase its funding opportunities for operations. IBTS has also actively pursued and performed services funded by grants directly and in support of cities and organizations such as NACO and NLC. This expertise includes both grant performance and administration. PEC has a Grant Assistance Program in place that has been recognized as one of the most successful programs in the State for its over 30 active municipal clients. PEC will compliment IBTS's national and state grant capabilities, making our performance of this requirement a major strength of our team's value to Central in finding funds and financing infrastructure and community facility needs. PEC has been performing grant administration and engineering services almost exclusively for governmental entities within Louisiana for over 37 years. Historically over 95% of PEC's business has involved public works infrastructure in Louisiana. PEC has multiple engineers who are intimately familiar with the CDBG Program as well as two LCDBG grant administration specialists. PEC has also been involved with grant and/or loan procurements and administration for the Rural Utility Service (formerly Farmers' Home Administration), State Revolving Fund (managed by the Department of Environmental Quality, LGAP (formerly Governor’s Office of Rural Development Grant Program), Capital Outlay Appropriations, and many others. Frequently PEC provides “cradle to grave” services including “Big Picture” Infrastructure Planning, Grant Application / Administration, Preliminary Engineering Reports / Environmental Documentation, Right-of-Way Acquisition / Relocation Services, Final Design, Advertisement/Bidding, Construction Monitoring and Startup. Although a vast and knowledgeable team of professionals would be available to work on multiple projects, the single “Cradle to Grave” concept of project management would mean that a project manager will be assigned to a particular governmental entity from its onset and will follow all its projects through to completion.


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IBTS Projects Project Name HUD Manufactured Housing Program Client Contact Elizabeth Cocke, Deputy Director Phone Number 202-402-4233 Annual Contract Value $2.75 million to $5.3 million annually Number of Employees 15-40 Brief Project Description Nationwide program planning, budget assessment and projections,

stakeholder communications (live and online) monitoring and inspection of housing design and construction; regulatory and policy support; fee collection and accounting. On HUD’s behalf IBTS also provided hardware and software to 36 states and provided training and support for nationwide program connectivity and data-collections. IBTS was awarded a “Golden Hammer Award” for automating program operations.

Project Name Red River Parish Police Jury Computer Network Client Contact Jesse Davis, Administrator Phone Number 318-932-5719 Annual Contract Value $17,000 Number of Employees 2 Brief Project Description IBTS answered the needs of a Louisiana jurisdiction which was without any

sort of functional digital system for conducting business. IBTS was able to provide the Red River Parish Police Jury with the equipment and connectivity needed to serve its citizens with the highest efficiency and lowest cost. By installing computers linked by a server and connected to an email domain, the Parish can communicate easily with both its citizens and other governments, and can deliver its services with the speed and proficiency expected of today’s public sector. As a not-for-profit organization with a mission to meet the challenges of governance and enhance the welfare of the community, IBTS was able to furnish this service to the Parish at the most reasonable cost.


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PEC Projects Project Name FY2010 LCDBG Road Rehabilitation (ongoing) Client Contact Pointe Coupee Parish Police Jury

Ms. Melanie L. Bueche, President Phone Number 225-638-9556 Annual Contract Value $33,700 Grant Administration Fee

($585,000 Total Est. Project Cost) Number of Employees 2 Brief Project Description Project includes engineering, construction administration and grant

administration services to rehabilitate several existing roads in Pointe Coupee Parish. PEC prepared the initial application to secure funding for the project. Grant Administration includes the following:

• Adhere to all citizen participation and procurement requirements. • Attends all grant application workshops and seminars held. • Ensures that all contract conditions have been met in the

administration and engineering aspects, which involve conducting an Environmental Review Record.

• Throughout the project HUD and OCD compliance are kept regarding financial management, procurement, fair housing, equal opportunity, property acquisition, Section 3, citizen participation, and Section 504.

• Serves as Davis-Bacon compliance officer, which includes wage rates compliance, conducting employee interviews, reviewing weekly payrolls, and ensuring restitution is made by contractors when necessary.

• All project files are maintained for monitoring by the State • Preparation of final close-out documents.


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Project Name Hazard Mitigation Planning Pilot Grant Program /

2009 Grant Application / HMGP Drainage Improvements

Client Contact West Baton Rouge Parish Council / Riley Berthelot, President Phone Number 225-383-4755 Annual Contract Value $150,000 (Planning Pilot Program)

$0 (Grant Application Assistance) $150,000 (Est. Construction - Drainage Improvement Project)

Number of Employees 3 Brief Project Description The initial phase of the project involved the award of a Planning Pilot Grant

Program to the Parish. PEC was hired to administer the program which consisted of working with the parish to set up a Steering Committee. Several meetings were held with the committee to incorporate comments on an amendment to the existing Hazard Mitigation Plan. The final deliverable consisted of a feasibility study, project scoping of numerous projects and a plan update. While finalizing this project, $2,000,000 in hurricane money allocations were made by FEMA to the Parish. PEC took the projects which were scoped in the Planning Pilot Program and created two applications for each project type which included critical facility retrofits and drainage improvements. The applications involved detailed project descriptions, cost estimates, BCA analysis evaluation, and coordination with GOHSEP and FEMA for application approval. These projects were awarded and are currently in the design process. PEC was awarded the engineering design for Four (4) Parish Drainage Improvement projects funded through the HMGP Program. Project includes improvements to Choctaw Drive, Emily Drive, 12th Street and Philips Way. (The critical facility retrofits project was awarded to another party.)


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Project Name FY2010 LCDBG Force Main and Oxidation Pond Facility Improvements

(ongoing) Client Contact City of New Roads / Mayor Robert Myer Phone Number 225-638-5360 Annual Contract Value $33,700 Grant Administration Fee




administration and engineering aspects which involve conducting an Environmental Review Record.





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Verma Systems Inc. Projects Project Name Baton Rouge River Center IT Services

Client Contact Daniel LeBlanc

Phone Number (225) 389-3030

Annual Contract Value $20,000 - $75,000

Number of Employees 65 Brief Project Description Challenge: The Baton Rouge River Center was in search of an IT Services

company to assist their two-person IT department with specialized IT projects, overflow work, vacation support and tier 3 maintenance of infrastructure and server equipment. The River Center also wanted to establish an ongoing relationship with an experienced IT Services company that could provide high-end solutions for the center’s wired and wireless needs. Solution: Verma Systems proposed a monthly support contract and assigned two engineers to the account -- a primary engineer and a backup engineer. We continue to provide IT Services to the River Center, and all workflow is managed by the primary engineer, with the backup engineer available if a second resource is needed. The customer was assigned an account executive for account management and a monthly preventative maintenance schedule was implemented. Projects implemented include:

• Design, implementation and maintenance of a managed Cisco switch infrastructure that includes Core, Edge & Access area switches

• Design, implementation and maintenance of a Cisco converged wireless network to provide access for events and local users while separating network traffic and maintaining a secure administrative network

• Design, implementation and maintenance of a server and desktop infrastructure

• Design, implementation and maintenance of a Firewall, Content Security and Control Security Services and Anti-Virus infrastructure


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GCR Projects

Project Name Louisiana Infrastructure and Residential Funds Tracking Portal (Rebuild.Louisiana.Gov)

Client Contact David Bowman Phone Number (225) 342-1718 Annual Contract Value $350,000 Number of Employees 6 Brief Project Description GCR worked with the State of Louisiana Office of Community development to

build a website and management portal for tracking infrastructure and residential properties involved in six recovery programs. The objective of the project was to provide transparency and show where recovery dollars have made a difference in local communities. GCR provides data management, mapping, geocoding, address verification, and GIS services to assist OCD in managing these recovery programs. GCR worked closely with the staff that managed the Public Assistance (PA), Road Home, Small Rental, Piggyback, HMGP, AHPP and NRPP programs to assist in developing data extraction routines. GCR developed data processing software in SQL 2005 and SQL 2008 using SSIS to aggregate these data sources into a comprehensive data warehouse for residential properties. The resulting portal displays financial data about each recovery program and presents the data in a GIS mapping format for jurisdictional analysis.

Project Name East Jefferson Levee District Property Inventory and GIS Mapping Client Contact Fran Campbell, Executive Director Phone Number 504-733-008 Annual Contract Value $200,000 Number of Employees 4 Brief Project Description The East Jefferson Levee District (EJLD) maintains the levees and

associated levee drainage works within Jefferson Parish. EJLD manages lands, rights-of-way, and/or easements required to conduct levee and drainage improvements. GCR was retained by the EJLD to map properties acquired after the year 1949. As part of this mapping initiative, GCR reviewed all documents provided by the Levee District, including petitions, stipulations, judgments, addendums, and surveys to identify properties appropriated by the Pontchartrain Levee District. GCR created a GIS base map delineating those properties and associated infrastructure. GCR mapped parcel ownership, levee right-of-way lines, project station numbers, existing improvements, and section, township and range lines.

B.1.2 Financial Services IBTS has carefully reviewed the financial services to be provided for the City of Central. Based upon our assessment, the best and most cost effective performance of the requirements will entail the use of IBTS Accounting and Finance personnel located in our headquarters. This team, lead by the IBTS Controller and supported by the Assistant Controller, Staff Accountant, and Accounts and accounts and payment personnel, will also be supported on-site in Central by an


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experienced Junior Accountant/Bookkeeper who will handle all on-site records and record-keeping. All City records will be available on-site and at IBTS. Recognizing that the IBTS Accounting and Finance personnel may from time-to-time require guidance, not directly related to this contract but involving government financial needs in Louisiana, IBTS has arranged to consult with a local Baton Rouge CPA firm with governmental service experience. This firm may be utilized as a resource to consult with if needed in the future. Project Name HUD Manufactured Housing Program Client Contact Elizabeth Cocke, Deputy Director

Phone Number 202-402-4233 Annual Contract Value $2.75 million to $5.3 million annually Number of Employees 15-40 Brief Project Description Program accounting and financial support including fee collection,

annual budget projection assessments, and tracking of homes produced and shipped – over 8 million to date. Fee collection and its eventual distribution to 38 state programs and the federal program have been addressed since 1976.

B.1.3 Public Works IBTS subcontractor PEC has serviced over 50 communities in a diversity of services that supported both City and Parish public works activities. The firm in numerous of its general engineering services contracts had to work closely with the Mayor, superintendent of public works, DPW director or various maintenance supervisors to provide recommendations in each of the areas of field services, traffic services, stormwater services, construction inspection, drainage maintenance, grass cutting and weed control, litter control, bridge assessment and repair, roadway repairs, roadway striping, sign maintenance, special services, traffic signals, utility coordination, emergency services) The firm has assisted in field investigations of daily work problems identified to major assessments of significant public issues that required immediate attention and resolution to provide the responsiveness that the Superintendent, Mayor and council, as required. Construction inspection, utility coordination, and emergency services have all been performed by PEC for and with various projects and entities [Utilities, EBR DPW] in and around the City of Central. The overall prioritization of work requests will be established by the Program Director and the Public Works Director, Mr. Larry Walters, in coordination with the Mayor, City Clerk, and City Council. A one point of contact hotline for assistance will ensure proper tracking of problem requests. A work order management program will schedule daily and weekly required work efforts. The IBTS team will retain full time field services personnel to perform ordinary maintenance of City assets and infrastructure for smaller repairs, maintenance efforts not under an assigned contractors designated work tasks. The IBTS team will utilize a local Better Business Bureau-rated A+, 25 year old contractor, Allen & LeBlanc, to assist with infrastructure repairs and construction beyond the local in-house labor team and its available equipment. The work done by Allen & LeBlanc will not exceed public bid law requirements, and will be well coordinated with City officials before undertaking.


Project Name 2010 Road Maintenance Program Client Contact David Barrow, Executive Assistant, City of Central

[email protected]

Phone Number 225-261-5988 Annual Contract Value One Contract-Engineering:$65,700.00

-Inspection: $30,000.00 Number of Employees 3-5 Brief Project Description PEC was selected by the City of Central through a selection board process

as the City’s engineer to provide design engineering support services for its first Road Rehabilitation program. PEC performed field engineering as well as final design services for a street rehabilitation program involving major thoroughfares and subdivision streets. Work consisted of over 25,580 L.F. of new road base and overlay of existing and new services. PEC worked closely with City officials to assure a high quality product with the least inconvenience to its residents. The project costs were estimated at over $1.2Million for work on the 15 streets in the project. PEC also provided full time resident inspection of the contractors' work efforts.

B.1.4 Permit and Inspection Services

Following Hurricanes Katrina and Rita, IBTS was called upon by the State of Louisiana to assist numerous jurisdictions with the task of implementing Building Codes. IBTS immediately began using its vast experience, skills, training, certifications and understanding of government’s unique needs to meet the demands of these mandatory regulations in the 11 parishes most affected by the Hurricanes. At the same time, IBTS was also chosen by scores of individual parishes and municipalities in Northern Louisiana to develop, implement, and operate numerous jurisdictional offices for building code permit and inspection services. Unique to the mandatory statewide adoption of codes, was an evident lack of certified and experienced Code Officials. Rural Louisiana simply did not have enough Certified Building Officials (CBO) to meet the requirement to have a CBO in every jurisdiction. In addition to a lack of staff, there was a lack of funding necessary to implement the enforcement of the building codes, another hindrance in

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implementation of the state mandated codes. Finding workable solutions and partnering with the stakeholders to resolve these issues was critical to the success of implementing the Uniform Construction Codes statewide in Louisiana. Following are some of IBTS’s qualifications, experience and customer service as related to Louisiana, plus other specific project references that pertain to other permitting systems developed and implemented by IBTS such as Flood Plain Development Permits, Stormwater Permits, Ground Water Permits, Utility Permits and Property Maintenance Permits. Building Code Permitting, Plan Reviews and Inspections IBTS provided over 85 Certified Building Code Professionals to Louisiana after being selected by the Louisiana Department of Public Safety to provide Plan Reviews, Inspections and Certification Training to the 11 parishes most affected by the hurricanes. This enabled those parishes under the emergency mandated enforcement to begin rebuilding efforts faster and more efficiently while complying with the new regulations. It also relieved existing Building Code Offices such as New Orleans from an already overburdened workload, as IBTS provided Permit Technicians, Plan Reviewers and Inspectors to assist them with their backlog. This allowed New Orleans officials to focus on much more complex and difficult management and community matters at hand. Three separate Regional Building Code Departments that covered over 25 jurisdictions with a single Building Official for each region, was implemented by IBTS so as to serve jurisdictions with efficiency and not redundancy of Code Officials. By implementing a regional department, all the member jurisdictions benefited from having a Certified Building Official that provided services on an “as-needed” basis, rather than each jurisdiction staffing a Building Official. The main advantage of this is it keeps permit fees low, while yet fully meeting the intent of the law. IBTS was also selected to function as the Building Officials and operate a Northern Regional Building Code Department made up of 14 parishes and 25 municipalities, all being served by a common staff of Plan Reviewers and Inspectors while yet, servicing citizens/contractors at the parish seats and city halls. Parish and municipals alike gained an advantage with IBTS’s approach by being able to reduce the carbon footprint required to service the large rural areas of Louisiana. Using one (1) IBTS Combination Inspector in (1) vehicle to conduct the work of four (4) trade inspectors reduces the amount fuel used and emissions produced. Citizens ultimately benefit by having low permit fees by employing a reduced workforce.


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Project Name Rapides Area Planning Commission (RAPC) Client Contact Matt Johns, Director Phone Number (318) 487-5401 Annual Contract Value $80,000 Number of Employees 3 Brief Project Description IBTS assisted the RAPC with developing and implementing a Central

Louisiana Regional Building Code Department. IBTS staff developed policies, procedures, public informational bulletins and provided guidance with establishing fees for permits, plan reviews and inspection. IBTS staff began providing permits, reviews, inspections until local citizens could be hired by the RAPC and properly trained. IBTS staff trained local individuals for their CBO certifications and eventually transitioned the department over to the RAPC for full operation.

Project Name Bossier Parish Building/Flood Client Contact William “Bill” Altimus Phone Number (318) 965-2329 Annual Contract Value $400,000 Number of Employees 3 Brief Project Description IBTS currently provides complete Building Code Department Services

including Permitting, Permit Approvals, Plan Reviews, Inspections, Certificates of Occupancy, Flood Plain Development Reviews, Stormwater Protection Prevention Plans, Ground Water Services as well as NFIP CRS Implementation and Management Services. Implementation for Bossier Parish involved IBTS coordinating permits with numerous other jurisdictional authorities due to the rapid growth of the area. IBTS continually works closely on permit approvals with the Bossier Metro Planning Commission, Bossier City Permits, Office of State Fire Marshal and the Department of Health and Hospitals as well as the local electrical utilities company. IBTS works very closely with Bossier Parish to ensure that all of the property flood documents, stormwater documents and ground water documents are properly completed and tracked within the permitting system. Due to the increased level of natural gas drilling, this time consuming task was given to IBTS so that the citizen’s insurance rates and ability to obtain flood insurance would not be placed at risk.

Project Name Concordia Parish Building/Flood Permits Client Contact President Melvin Ferrington Phone Number (318) 336-5953 Annual Contract Value $65,000 Number of Employees .5 Brief Project Description IBTS currently provides complete Building Code Department Services

including Permitting, Permit Approvals, Plan Reviews, Inspections, Certificates of Occupancy, Flood Plain Development Reviews, and Ground Water Services.


B.1.5 Planning and Zoning Services

IBTS is working to carry out a multi-year project aimed at advancing sustainability in communities nationwide. The project is aimed at selecting communities ranging in size from 10,000 to about 70,000, to identify barriers to sustainable design found in existing regulations, codes, standards, policies, and procedures and then to recommend tools to help remove these barriers based upon a recommended priority listing. Among the tools is an IBTS planning tool for non-planning professionals, to help them to better understand planning concepts when addressing the planning and zoning issues they face. IBTS personnel have previously participated on various planning and zoning panels. Work has included support at 33 military communities for the Military Housing Privatization Initiative, which included over 25,000 homes and housing units. These community designs, often by nationally recognized design firms, required planning and zoning reviews as well as building department design and inspection services. We have also assisted in the review of new planning and zoning program scoping and other issues for the new Sustainable Zoning efforts taking place in the District of Columbia. IBTS has identified a skilled planner, Mr. Kenneth Eglinsdoerfer, with operational support experience in Central, to lead the City’s Planning and Zoning effort. While we hope to utilize certain existing contractor staff, we will also be providing supplemental subcontract support from GCR. Mr. Eglinsdoerfer and his team are familiar with the comprehensive master plan for the City of Central. Service team augmentation for special planning and zoning support that may be required will be assigned to GCR, an IBTS subcontractor familiar with Louisiana planning and zoning issues. This may include support for the recently advertised request for proposals for completion of the City’s Master Plan, and the provision of implementation tools. Our subcontractor, GCR, has extensive experience in planning to support Central’s needs today and as they will arise with the City’s growth.

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GCR Experience Project Name City of New Orleans Master Plan and Comprehensive Zoning Ordinance Client Contact Yolanda Rodriguez, Executive Director

New Orleans City Planning Commission Phone Number (504) 658-7000 Annual Contract Value $150,000 Number of Employees 4 Brief Project Description After Hurricane Katrina, it was evident that the existing, disjointed

Comprehensive Plan would not be sufficient to meet the challenges that New Orleans faced. In 2008, the City set out to rewrite its Master Plan and Zoning Ordinance. Since the inception of the planning process, GCR served as one of the principal consultants on the project team, playing a multifaceted leadership role. GCR was responsible for a number of “core” planning responsibilities, including public outreach, GIS mapping and geospatial analysis, data management, and demographic analysis and projections. GCR also led the formulation of two central components of the plan: “How We Prosper” - the development of a coordinated strategy for the city’s economic engines; and “Sustainable Systems” - a holistic approach to the city’s infrastructure. GCR served as prime author on the hazard mitigation chapter and the chapter dealing with sustainable design.

Project Name Unified New Orleans Plan Client Contact Yolanda Rodriguez, Executive Director

New Orleans City Planning Commission Phone Number (504) 658-7000 Annual Contract Value $240,000 Number of Employees 4 Brief Project Description In the summer of 2006, this initiative united all post-Katrina planning efforts

into an overall recovery plan for New Orleans. GCR’s role included using data-management, GIS mapping, and information technology to develop a comprehensive “Data Atlas” with up-to-date information on all facets of the city’s recovery. GCR also contributed an analysis of present population estimates and future population trends and served as the interface between the single city-wide planning team and four district-level planning teams.


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Project Name Joint Land Use Study for Naval Air Station Joint Reserve Base New Orleans Client Contact Stan Mathes, Director of Economic Development and Tourism, Plaquemines

Parish, LA Phone Number (504) 297-5410 Annual Contract Value $179,995 Number of Employees 6 Brief Project Description NAS JRB New Orleans was originally located in a remote area of

Plaquemines Parish. As urban development increased near the base, land use conflicts between base operations and civilian development increased. The goal of this Joint Land Use Study was to develop guidelines to help preserve the integrity of base operations while maintaining the safety and quality of life of the adjacent communities. The GCR team conducted an in-depth examination of existing land use and zoning regulations, transportation plans, base operations and noise exposure levels. GCR also carried out a public outreach effort that included public meetings and a public information website to gather community feedback. The team developed recommendations and implementation tools to be adopted by local government including identification of the boundaries for a Military Influence Planning District (MIPD) Overlay Zoning District, a Land Use Compatibility Matrix to help determine compatible land uses, JLUS Implementation Strategies, an Air Hazard Overlay District, a Statement of Understanding (SoU) to facilitate and strengthen the collaboration between the Navy and Jefferson and Plaquemines Parishes and the formation of a Parish Land Use Advisory Board.

B.1.6 Engineering Services IBTS and its local team partner, PEC, will perform all the services requested in the Engineering scope of the City Management Services. The complimentary capabilities and knowledge of PEC’s local familiarity with current infrastructure needs, ongoing infrastructure improvements and maintenance activities in Central, and IBTS State and national expertise in addressing the work flow processing of required engineering activities, will provide the City with true “Value added Services” above the scope of work identified. Upon implementation of Building Code Permitting Systems in the Northern Regional Building Code Department, IBTS recognized some bottlenecks in some of the parishes, and provided each jurisdiction with its own unique solution. Some of the bottlenecks were common, and centered around Flood Plain Development Permits, Stormwater Permits and Ground Water Permits. IBTS currently provides Flood/Storm/Ground Permitting Systems, Certified Flood Managers (CFM) and manages 8 jurisdictions Flood/Storm/Ground Management programs. IBTS software was modified to include these permits in with the Plan Review requirements to ensure the jurisdictions ordinances and regulations would be followed. By combining the Flood Plain Reviews with the Code Reviews, this saved some jurisdictions almost one hour of work on each permit. The Stormwater and Ground Water Protection permitting was also included with some jurisdictions due to the numerous drilling rigs and activities occurring in each parish. Again, this has saved jurisdictions several hours on each permit, and thus provided them the extra time to focus on other management concerns. Citizens gain an extra level of protection as IBTS CFMs


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provide the time needed to conduct the necessary reviews of each customer’s stormwater activities, and the controls that are being put in place in each sub-division, lot and well site. Additionally, IBTS is currently implementing FEMA’s National Flood Insurance Program’s Community Rating System (NFIP/CRS) in Bossier Parish. IBTS is also obtaining the Insurance Service Office’s Building Code Enforcement Office Certification at no cost to the parish so that a higher rating may be obtain, thereby reducing even further their insurance rates. It is estimated that $175,000.00 in annual premiums will be saved by the citizens of the parish. IBTS has conducted ordinance reviews for multiple Louisiana jurisdictions to ensure that their regulations are in compliance with state law. Our staff also reviewed each jurisdiction’s ordinance(s) to ensure that compliance wouldn’t result in any conflicts with FEMA flood plain regulations, Louisiana manufactured housing regulations, local zoning and planning requirements, or the requirements of any other local property codes. Working with local units of government, IBTS has reduced flood plain determination reviews from 10 days to 3 days. This efficiency was achieved by simply revising the work process flow as defined in the local emergency flood management ordinance. The benefit to citizens was immediate in reducing contractor complaints and ultimately reducing the flood plain management backlog. PEC, as a locally domiciled partner and in conjunction with IBTS, will be tasked with the majority of engineering service activities and needs in this area. The firm’s local familiarity with ongoing infrastructure improvements in the City is exceptional and current and allows minimal if any learning curve in this area. The firm was selected by the City to do its first Street Rehabilitation program. PEC prepared a road inventory report to determine the severity and prioritization of streets to be repaired in the program. This review also focused on related drainage problems impacted by roadway conditions. The firm designed and performed the necessary contract inspections required by this work. The firm is also the engineer selected by the EBR Parish DPWs as the design engineer of the Hooper Sullivan roadway improvement program and the associated non-sewered area wastewater improvement program for Central in the Parish’s Greenlight Program. PEC also was selected by EBR Parish DPWs to design and administer construction of a major sewer interceptor system that will transport sewage flows out the City of Central for treatment at the South Wastewater plant. PEC’s experience has given us insight into local concerns on how these projects will impact the City, knowledge of all local utility providers and their requirements, understanding of major traffic and drainage concerns, and allowed us to work closely with various City stakeholders. We understand that the City may potentially pursue its own capital road improvement program with Green Light funding. PEC has been in discussion with City officials with regards to this effort. PEC is well aware of the City of Central’s governmental interrelationships with the City of Baton Rouge and East Baton Rouge Parish. PEC has excellent local familiarity with not only these officials, but with the ways in which other agencies and their officials that City of Central Engineering, Permitting, and Public Works must coordinate, negotiate and meet their requirements. These agencies include LA DEQ, LA DHH, LA DNR-Energy Section, LA Economic Development, the US Army Corps of Engineers, and others. PEC has had a general engineering services contract with at least 10 city, town and parish governments over a minimum of the last 10 years. These contracts are with Zachary, Baker, Port


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Allen, New Roads, Livonia, City of Plaquemine, Maringouin, West Baton Rouge Parish, Point Coupee Parish, Madisonville, and several sewer, water and gas district organizations throughout the southeastern part of the state. The firm has provided complete engineering services to these communities for a diversity of project types, including road repair inventory and recommendations for improvements, roads repair and rehabilitation designs, drainage master planning and basic drainage improvements for distinct basins and individual neighborhood drainage problem resolutions and corrective guidance to the city, town, or parish officials, sewer master planning and design related to rehabilitation efforts for existing sewers and pump stations and new facilities design, and gas and water system improvements for both new and existing lines and systems in the community. PEC has assisted with construction plan review of proposed new subdivisions and new commercials, residential inspection of the construction of new subdivisions and all infrastructure improvements. Serving as a virtual extension of the Owner's staff, PEC has provided assistance with City coordination with various permitting and City issues with local, state, and federal agencies including LDOTD, LDHH, LDEQ, LDNR, and LDOA , the US Army COE, DOE, and EPA. The firm has provided assisted in pursuing both loans and grants writing and preparing applications for assistance for the City to DEQ, LDOTD, LDNR, CBDG, RUS, LRA, and more. For infrastructure projects for roads, drainage, sewer, water, and gas the firm has prepared plans and specifications for public bid, performed construction administration and residential inspection during the construction of the project. As the engineer for each of those communities, PEC has provided “value added assistance" by conducting numerous public hearings on behalf of the municipality for proposed work on roads, sewers, and drainage projects, helping community residents to understand and buy into the proposed work. PEC has additionally identified grant and loan funding sources that would provide financing on unique projects such as LEED and solar panel lighting of streets with energy stimulus dollars through the DNR EECBG Program. The firm has conducted sewer, road and drainage workshops for key community stakeholders to understand proposed improvements and their projected costs. Of major significance to Central is the firm’s role in assisting the Cities of Baker and Zachary in various negotiations with the EBR Parish DPWs regarding roads, drainage, sewer and land use between the two government entities.


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IBTS Experience Project Name Bossier Parish Building/Flood Client Contact William “Bill” Altimus Phone Number (318) 965-2329 Annual Contract Value $400,000 Number of Employees 3 Brief Description IBTS Certified Flood Plain Managers review all new structures permitted for

construction within the parish of Bossier. IBTS reviews blueprints, NFIP Flood Maps, and GIS reference points to identify exact locations of the structures and determines if they are being located in a flood zone. IBTS also provides complete documentation management of all the required Flood Plain Hazard Permits, Elevation Certifications, LOMARS, and other documentation that is associated with the referenced permit. In addition to determining the flood zones, IBTS is also conducting follow-up inspections to verify that construction doesn’t proceed without the required Elevation Certifications as well as a final inspection to verify that all structures on the property are elevated accordingly. IBTS is also contracted to review the permit history of every structure built in 2008 to identify any missing documentation as required by the National Flood Insurance Program (NFIP) to provide evidence of compliance to FEMA 480. Currently, IBTS staff is providing an average of 75 flood determinations a month. To assist in the implementation of the flood plain management services, IBTS updated the Building Department Software so that the NFIP requirements were built into the permitting process to function as a stop measure on properties in a flood zone. The software updates also included the ability to attach all NFIP documents to the Building Permit, so that a full project history would be available on each permit. This enables IBTS to attach all reviews, Elevation Certificates, LOMARS, pictures, stop work orders and other notifications to the referenced permit for archiving purposes.


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PEC Experience Project Name City of Zachary – General Engineering and Support Services Client Contact Mayor David Amrhein Phone Number 225-654-0287 Annual Contract Value $150,000—$500,000 Number of Employees 5-12 Brief Project Description PEC has had a general engineering services contract with the City of

Zachary for over 15 years. The firm has provided complete engineering service to the community for a diversity of project types including road repair inventory and recommendations for improvements, roads repair and rehabilitation designs, drainage master planning and basic drainage improvements for distinct basins and individual neighborhood drainage problem resolutions and corrective guidance to the City, sewer master planning and design related to rehabilitation efforts for existing sewers and pump stations and new facilities design, gas and water system improvements for both new and existing lines and systems in the City. The firm has assisted with construction plan review of proposed new subdivisions and new commercials, residential inspection of the construction of new subdivisions and all infrastructure improvements. Serving as almost an extension of the City staff, PEC has provided assistance with City coordination with various permitting required and City issues with various local, state, and federal agencies including LDOTD, LDHH, LDEQ, LDNR, and LDOA, the US Army COE, DOE, and EPA. The firm has provided assisted in pursuing both loans and grants writing and preparing applications for assistance for the City to DEQ, LDOTD, LDNR, CDBG, RUS, LRA, etc. For infrastructure projects for roads, drainage, sewer, water, and gas the firm has prepared plans and specifications for public bid, performed construction administration and residential inspection during the construction of the project. Over 15 years of serving as the City’s engineer, PEC has conducted numerous public hearings on behalf of the City for proposed work on roads, sewers, and drainage projects for community buy in and understanding of the proposed work. PEC has additionally identified grant and loan funding sources that would provide financing on unique projects such as LED and solar panel lighting of Zachary streets with energy stimulus dollars through the DNR EECBG Program. Of major significance is the firm’s role in assisting the City in various negotiations with the EBR Parish DPW related to issues and concerns for roads, drainage, sewer and land use between the two government entities.


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Project Name Hooper Sullivan Road-Design Study and Final Roadway Plan Client Contact Bryan Harmon, P.E.

[email protected] Phone Number 225-389-3189 Contract Value $16.2 Million Number of Employees 5 Brief Description PEC was retained by the EBR Parish DPW to study and subsequently

design major roadway and related drainage improvements along these two main road corridors including a non-sewered sewer study and its related design engineering including preparation of plans and specifications and construction administration. Project is for road improvements for Hooper Road from Joor to Sullivan (estimated 5,233 feet) and on Sullivan from West of Wax Road to Hooper Road on over 4,406 feet of road widening, intersection design and drainage improvements. Hooper Road (LA 408) is an east-west route which runs from Plank Road (LA 67) to Greenwell Springs Road (LA 37/64). The corridor is heavily traveled in both directions. This project is in the center of the City of Central and is a significant artery of traffic flow that experiences periods of extreme gridlock during the morning and afternoon rush hours. This historical congestion has been noted as one of the community’s major concerns for infrastructure improvement over the last decade. The proposed project will widen Hooper Road to provide two through lanes in each direction and a raised median from approximately 750' east of Joor Road to Sullivan Road and widen Sullivan Road to provide two through lanes in each direction and a raised median from Hooper Road to approximately 635' north of Wax Road. The Sullivan road project is a continuation of another project that when both are completed will provide a four lane highway from Greenwell Springs Road to Hooper Road. The understanding of the work will potentially improve the congestion now and up to the year 2030.

Study Components: The proposed improvements to this roadway corridor and includes the following components:

• Preliminary Drainage • Traffic Analysis • Environmental Issues • Typical Section, Road Alignment, and Profile • Sanitary Sewer Design • Preliminary Construction/Project Costs

B.1.7 Stormwater Management Services IBTS's teaming partner, PEC, has performed all the Stormwater management practices required of this scope for many public and private clients. The firm has employed Best Management Practices for its own private client developments and for each municipal program of construction it has undertaken, including preparation of SWPPP, NPDES permits, reduction of pollutant loads and compliance with the Clean Water Act. In particular over the last nine years, PEC has worked with the Cities of Baker and Zachary in assisting them in the initial and successful preparation of their Stormwater Management Plan [SWMP] which describes the six minimum control measures required by EPA. The firm has subsequently performed the annual reporting of stormwater management practices to meet local,


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State, and federal regulation regarding these Cities compliance as an MS4 co-permittee with the Parish of East Baton Rouge. These services are coincidentally the exact services required by the City of Central for this scope of work. The IBTS team will have minimal transition to accomplish this task and ensure the City’s compliance since it is doing these exact service now for the other MS4 co-permits. Stormwater Management Plan and Stormwater Annual Reporting Baker, Louisiana Point of Contact (POC) Honorable Harold M. Rideau, Mayor Email [email protected]

Phone 225-778-0300

Contract Name Stormwater Management Plan and Stormwater Annual Reporting

Contract Value Management Plan: $6,000.00 Annual Reporting: $1,800.00 Total: $7,800.00

Number of Employees 2-3

Scope Representation, Completion of Program and Annual Reporting Brief Description: PEC developed and implemented the Stormwater Management Program for the City of Baker. The City along with the City of Zachary is co-permittee of City of Baton Rouge/Parish of East Baton Rouge Municipal Separate Storm Sewer System (MS4s). Since 2002, PEC has also been developing the Stormwater Annual Reporting for the City of Baker. The Stormwater Management Program was developed in order to better address water quality and reduce non-point source pollution into United State Water Bodies. The program developed six control elements to allow the Cities to measure their practices in reducing the discharge of pollutants to the maximum extent practicable, protect water quality and satisfy the appropriate requirements of the Clean Water Act. The six control elements are:

1. Public Education and Outreach on Stormwater Impacts, by distributing educational materials and performing outreach to inform citizens about the impacts polluted stormwater runoff discharges can have on surface water quality.

2. Public Involvement/Participation, by providing opportunity for citizens to participate in the implementation of the stormwater pollution prevention plan.

3. Illicit Discharge Detection and Elimination, by monitoring and stop any improper disposal of waste.

4. Construction Site Stormwater Runoff Control, which includes erosion and sediment control programs for construction activities.

5. Post Construction Stormwater Management in New Development and Redevelopment areas; which include design, development and maintenance.

6. Pollution Prevention/Good Housekeeping of Municipal Operations, the goal is to develop practices that result in the prevention or reducing pollutant runoff from municipal operations (regular street sweeping, reduction in the use of pesticides/herbicides, and frequent catch-basin cleaning).

PEC developed the Baker program in conjunction the co-permittee the City of Baton Rouge/Parish of EBR Rouge and the City of Zachary. The Stormwater Annual Reporting covers the previous calendar year’s activities (submitted on or around April 1 each year). The report includes measures by which the Cities have promoted the six elements described on their Management Plans. PEC has prepared this reporting requirement routinely for the last nine years and worked closely with the EBRP Environmental Section to ensure compatibility with the overall Stormwater Program.



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B.1.8 Code Enforcement Services IBTS currently provides Property Maintenance Permitting and Enforcement services to jurisdictions that regulates weeds, grass, abandoned vehicles, infestations, swimming pools, dilapidated structures and other nuisances as defined by city ordinances. IBTS also plays an integral role in public outreach programs and once a year “Fight the Blight” campaigns to encourage citizen participation to clean up their properties in the community. IBTS’s Certified Housing Code Officials serve also as the Building Official and is responsible for enforcement of the ordinances for enforcement, works with the city councils, local city beautification committees as well as concerned citizens to manage a successful program. IBTS also designed and printed all the necessary procedures, processes and flow diagrams for citizen understanding of the Complaint Process required to report a violation. As an example, the City of Reading, PA had many buildings and structures in various states of disrepair (85% existing and 15% new). Reading had to repair the existing structures and thus revamp its neighborhoods and improve the safety of its buildings. The City needed to set up a Property Maintenance Program and train staff to review plans for older structures and adjust them to meet today’s residential building code requirements while meeting the adopted building codes. IBTS assisted the city with setting up a Pre-Settlement Review Inspection Program that conducted neighborhood inspections and trained future Program Inspectors. Training was provided to all program staff by IBTS so that we were not required to be on-site to manage the program. This provided the City of Reading with a solid, efficient and independent Property Maintenance Program for its older building and structures. As municipal inspectors for communities having comprehensive property maintenance standards, IBTS is solidly experienced in interpreting the various ordinances and implementing effective enforcement actions. IBTS staff members have assisted communities in developing code enforcement programs ranging from noise ordinances to newly formed rental housing inspections programs. Nuisance abatement is an area where IBTS managers and field inspectors can help the City meet its community standards through stepped enforcement of abandoned/ junk vehicle abatement, excessive weed and high grass, blighted structures, sign violates, and widely recognized property maintenance issues (non-compliance). In concert with Zoning Division regulation enforcement, Code Enforcement will identify complaint areas and focus enforcement efforts in accordance with the City’s values and commensurate to levels of concern. IBTS will encourage and facilitate community based clean-up efforts and report on progress made in particular areas where volunteers and advocates have made strides in clearing privately owned spaces.


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IBTS Experience Project Name Tallulah Property Maintenance Client Contact Mayor Eddie Beckwith, Jr. Phone Number (318) 574-0964 Annual Contract Value $36,000 Number of Employees 1 Brief Project Description IBTS currently provides Property Maintenance Services for the City. This

includes investigation, inspecting and issuing notices to appear, violations and fines associated with weeds, high grass, infestations, abandoned vehicles, dilapidated structures, unsafe properties and other property nuisances. This service includes conducting annual public outreach workshops as well as promotion of the cities’ “Flight The Blight” campaign.

Contract Title Housing Quality Inspections (HQS) Name of Contracting Agency

District of Columbia Housing Authority

Address of Contracting Agency

1133 North Capitol Street, NE, Suite 300 Washington, DC 20002-7599

Point of Contact (POC)

Ms. Lisa Dean, Director of Administrative Services/Contracting Officer

Email [email protected] Phone (202) 535-2666 Brief Project Description

IBTS was responsible for completing public housing inspections on behalf of the District of Columbia Housing Authority (DCHA). IBTS completed more than 1,600 housing unit inspections in three months. IBTS scheduled, conducted, and reported on the housing inspections, and assisted the DCHA with enforcing Housing Quality Standards (HQS) requirements, and when necessary, took action and provided recommendations to abate payments and terminate housing assistance program contracts. IBTS also provided time periods for correction in accordance with HUD and DCHA requirements for non-emergency and emergency HQS deficiencies. Following completion of inspections and documentation, IBTS was responsible for complying with DCHA-approved reporting and data collection procedures and for providing inspection results and reports to DCHA upon completion of the unit inspection.

B.2 Relevant Experience in Transition and Startup Transition and start-up experience share many of the same concerns from opposite ends that significantly impact cost and time to satisfy. Team IBTS recognizes that a seamless and risk-free Transition and Start-up can be addressed together so that all stakeholders benefit, without risk to the client. IBTS has prepared for transition in several instances to allow for start-up by other contractors that were the result of federal (HUD) contract break-up to increase small and minority participation where IBTS was the sole contractor. These efforts, for the Manufactured Home Program, included training and full transfer of information. In cases where start-up experience is key to successful performance, IBTS has demonstrated that our depth of knowledge and attention to detail assure that all necessary information is identified to be provided, and is fully addressed before work begins. Most recent demonstration of our experience was for a major federal oversight program (ORNL) focused upon energy retrofit validation valued at over $20 million and involving the inspection and records review for over 100,000 homes.



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PEC Experience PEC was retained to perform General Engineering Services for the City of Bogalousa in 2011 by the newly elected Mayor and City Council. The firm recognized the transition in leadership required a close coordination with the new administration to understand and establish their vision and goals for their constituency and their expectations of the engineering and administrative assistance to be performed by PEC in this contracted roll. The firm and administration officials had several designated workshops on establishing future work priorities, methods of funding, and lines of communication. The firm recommended an overall infrastructure MP be prepared for all areas of the City’s operation and responsibility. Priorities in each respective infrastructure area would be established and then all ranked with respect to each other. Correspondingly, a Grant and Financing workshop was done to show sources of available potential funding for each of the prioritized areas. The overall intent of these workshop and organizational meetings was to ensure the new administration, his staff, and PEC, as one of the prime initiators of these services, were all on the same page and understood the obstacles, concerns and what could be done most expeditiously in the early stages of the administration, as opposed to longer term efforts. B.3 Terminated Contracts No IBTS project has ever been terminated before the end of a contract term. IBTS has an excellent reputation for getting projects done successfully, on time and at or under budget. All IBTS contracts and services are performed to add value to the government and accelerate improvement to their program/project. B.4 Additional Project Experience For additional project experience, please refer to Exhibit C.


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C. Organization, Roles and Responsibilities Section Page C.1 Project Organization C-1 C.2 Key Personnel Roles, Responsibilities, and Relevant Experience C-2 C.3 Replacement of Key Personnel C-10 C.4 Service Delivery Staffing C-10 C.5 Capture Plan for Incumbent Staff C-24 C.6 Key Personnel Resumes C-25 Section C addresses the IBTS resume related information for the proposed Key personnel and addresses their organization for performance of the eight service areas. In addition to the major elements noted above, it also addresses the following:

• Project organization • Summary of key personnel proposed with their experience and qualifications • Identifies key personnel roles and responsibilities pertinent to the City of Central • Addresses the identification, recruitment, retention, and training • Performance of each of the eight services • Capture planning for incumbent staff

The Central Context – The Individuality of Our Workforce is Our Greatest Strength IBTS has an expert, dedicated leadership and management work force that will ensure low risk and high quality completion of Central City program activities. In addition to our team of key personnel, we have a qualified and experienced cadre of managerial, professional, operational, technical and administrative staff ready to work immediately upon approval, and to support in all ongoing and any future contract requirements. C.1 Project Organization IBTS is proposing a project organization and staffing approach that will ensure a smooth transition period by leveraging key staff resources while also introducing significant fresh new leadership and our proven approach to government contract management and support. Based on the requirements specified in the RFQ&P and the composition of our proposed project team, IBTS is proposing a project organization that will effectively perform the entire scope of work and deliver on all core municipal services. Through our proposed project team, we provide the City of Central with staff that:

• Has proven delivery of responsive and quality services to clients and customers, • Will meet and exceed established performance standards, • Demonstrate a commitment to high levels of customer satisfaction, • Utilizes technology, systems, tools, and best practices to deliver effective and efficient

services, • Have the capability and capacity to administer all functions and services normally

provided by a municipality, and • Are dedicated to working in partnership with Central’s elected and appointed officials and

its residents to realize Central’s vision and objectives.


The Team IBTS proposed project organization is presented in the following figure.

Central City Mayor and Council

City Clerk

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C.2 Key Personnel Roles, Responsibilities, and Relevant Experience The project organization and staffing approach leverages key staff, subject matter experts, subcontractors, and project staff who possess the depth and breadth of capabilities to fulfill all requirements under the municipal services contract. Our approach to staffing is to start with senior leaders and key staff resources that possess the directly relevant experience, skills, and capabilities to drive the transition period and get the project off to a strong start. The Program Director will be supported by a small group of managers and service staff from within IBTS and our strong set of subcontractors. Once the transition period is moving smoothly, IBTS will seek opportunities to supplement our core staff with the most talented individuals who are finishing their responsibilities under the current contract (see Section C.5 for details on the capture plan). In this manner, we can strengthen our project team while also retaining the skills and programmatic knowledge of the best staff currently supporting Central. This staff consideration process will be coordinated with the City to ensure that any staff members considered by IBTS for addition to our team are considered by the City to be strong performers in their current roles.

Municipal Services Program Director David Ratcliff (IBTS) -1 FTE

IBTS HQ and Regional Office Support

Public Works Director Larry Walters (IBTS) - 1 FTE

Planning and Zoning Administrator Kenneth Eglinsdoerfer (IBTS) – 1 FTE

Financial Services Accountant (IBTS) - PT (1000 Hours)

Engineering & Stormwater Services. Manager Daniel Leone (PEC)-1 FTE

Permits & Inspections Mgr & Plan Rev- Dean Born (IBTS) 1FTE

Inspectors (IBTS) - 2 FTEs

Permit Technician/ P&Z Admin (IBTS) - 1 FTE

Planner/Code Enforcement Officer – (IBTS) 1FTE

Planning and Zoning Staff – (IBTS) - 1 FTE and 1 PT Admin (1000 Hours)

Field Supervisor/ PW Inspector (PEC) - 1FTE

Emergency Serv. Staff – As Needed

Field Services Crew (PEC) - 4 FTE

Assistant City Clerk - Office Manager – Helen Lemoine (PEC) – 1 FTE

Contracts/Grants Administrator (IBTS & PEC) – 2 PT (400 Hours IBTS, 300 Hours PEC)

IT Services (IBTS&VARMA&GCR) – ( Approx 1000 Hours)

Communications/PR Administrator (IBTS) – 1 FTE

PEC Local Management Support Kevin Gravois, Tony Arikol

Engineering Services Staff (PEC) – 1 PT (500 Hours)

GIS Analyst - (GCR consulting) 1 PT (700 Hours)

Admin Assistant (IBTS) – 1 FTE Capital Programs Specialist (IBTS & PEC) 2 PT (300 Hours IBTS, 200 Hours PEC)

3rd Party PW Inspector (PEC) (750 Hours) - 3rd Party Contracts (Drain. Maint., Grass Cutting, Ltr. Cntrl., Road Work)

PEC Local Mgmt. Support Kevin Gravois, Jerome Lohmann,

Tony Arikol


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For this project, IBTS has identified 6 individuals as key personnel. In this section IBTS will briefly describe the roles and responsibilities of the various key staff resources who will lead our contract support effort. While their names, roles and responsibilities, and specific qualifications and relevant experience are summarized in this section, their resumes can be reviewed in Section C.6. Summary of Key Personnel Experience and Qualifications Name Experience Other Qualifications

David Ratcliff, (IBTS) Project Director

40 years of broad based municipal service. Hands on in career- public and private business and operations experience. 20 years in supervisory and responsible charge. Served as liaison and facilitator to public and elected officials. Experienced in working with budgets, personnel, policies and procedures for staff operations.

Attended Mc Neese State University Certified in Emergency Management Certified in numerous infrastructure investigation and operation techniques

Helen Lemoine, (PEC) Assistant City Clerk

35 years of Municipal Administrative experience. Executive Assistant to EBRP DPW director. Experienced Office Management, Data Management, Public Relations, and Event Management.

Proficient in Word, Excel Outlook, office procedure/polices of DPW

Kenneth Eglinsdoerfer, (IBTS) Planning and Zoning Administrator

6 Years planning/zoning experience, LA experience, Central Services experience, IBTS LA experience.

ICC Certified Master Code Professional; Certified Building Official; extensive knowledge of the current City contracted services, code and plan review knowledge, disaster support services, extensive experience with drainage issues.

Dean Born, (IBTS) Permits and Inspections Manager

35 years in building inspection, permits, residential and commercial construction, and code enforcement.

Certified Building Official, FEMA Certifications 100, 200, 700 and 800

Larry Walters, (IBTS) Public Works and Emergency Services Director

31 years in plan review, training and inspections.

Certified Building Official, ICC Certified Property Maintenance Inspector, ICC Certified Housing Code Official, ASFPM Certified Floodplain Manager

Daniel Leone, P.E. (PEC) Engineering and Stormwater Services Manager

Registered LA PE, experienced civil engineer. Experienced civil site development designer. Experienced in stormwater analysis and design. Experienced roadway designer and construction administrator. Experienced in working with plans, specifications, cost estimating. Skilled in public communications and documentation of files.

Licensed LA and CA PE, and EIT in Arizona Software Proficiencies- WaterCAD Hydraflow Storm Sewer SewerCAD Hydraflow Hyrdrographs AutoCAD 2005-2009 StormCAD HEC-RAS AutoTURN FlowMaster Primavera Project Planner Land Development Desktop (TIN, daylight lines, cross sections, profiles)


Municipal Services Program Director Name: David Ratcliff (IBTS) Roles and Responsibilities:

• Responsible for overall contract administration of Contracted City Services. • Will establish and maintain relationships and liaise with the Mayor and City Council. • Responsible for public relations and community outreach efforts as coordinated with

Mayor and Council on Municipal service activities. • Responsible for each Department meeting its intended functions, has sufficient

resources. • Responsible for forecasting and policy implementation in conjunction with the Mayor

and City Council. • Will coordinate and supervise development of Capital Improvement Program, grant

and loan pursuit in conjunction and coordination with the Mayor and Council. • Responsible for all IT service implementation updates and coordination with internal

and external agencies including GIS, electronic record tracking and storage and web based media communications.

• Responsible for third party contracting supervision, agreement compliance, scheduling and quality of performance.

• Responsible for inter departmental coordination of priorities, work efforts, and meeting scope of work and budgetary constraints.

• Responsible party for recognizing and activating emergencies services in a timely and responsive manner to mitigate event disruption of community in both the short and long term impacts of the emergency event.

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Qualifications and Relevant Experience Mr. Ratcliff has nearly 40 years of experience in private and public work performing a diversity of functions in both the infrastructure construction field and in municipal government service with both City and Parish agencies. His strengths and background include managing of public works projects and staff, which included budget preparation and costs controls, overall staff management with respect to establishing policies and procedures, understanding the technical aspects and requirements of the project undertaken, establishing personnel training programs and monitoring and reporting progress of work. In several of his Department of Public Works roles he performed public relations and liaison duties between the DPW and elected officials, and served as the Department‘s contact individual responsive to public inquiries and questions and concerns. In his career, his leadership efforts have centered on maintaining honesty and integrity in not only his performance but of the staff under his supervision.

Assistant City Clerk- Office Manager/HR Coordinator Name: Helen Lemoine (PEC) Roles and Responsibilities:

• Assists the Director with his Responsibility for overall contract administration of Contracted City Services.

• Assists the Director in acting as a liaison with Mayor and City Council. • Assists Director with his responsibility for each Department meeting its intended

functions, has sufficient resources. • Assists Director with all IT service implementation updates and coordination with

internal and external agencies including GIS, electronic record tracking and storage and web-based media communications.

• Assists Director with his responsibility for interdepartmental coordination of priorities, work efforts, and meeting scope of work and budgetary constraints.

• Assists Director with community outreach, public relations and community events, meeting and presentation scheduling.

• Responsible party for recognizing and activating emergencies services in a timely and responsive manner to mitigate event disruption of community in both the short and long term impacts of the emergency event

Qualifications and Relevant Experience

Ms. Lemoine has 34 years of extensive experience in Executive Office Administration for Municipal government of which the major majority of her career was with the East Baton Rouge Parish Department of Public Works. Her duties included Office Management, Data Management, Public Relations, and Event Management. She is fully aware of all aspects of the requirements and mission of a Department of Public Works as it relates to public officials, citizenry and assisting the DPW director. She understands the priorities, issues and concerns of that office and the need to be responsive to the public, the Director and his staff, and to maintain council members' connectivity.


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Planning and Zoning Administrator Name: Kenneth Eglinsdoerfer (IBTS) Roles and Responsibilities:

Oversees Planning & Zoning staffing and operations, including: • Establish a working relationship with the City Planner and Economic Development

Consultant. • Processing of applications, develop agendas, publish notices, prepare and deliver

packets to the Planning and Zoning Commission. • Process applications, develop agendas, publish notices, prepare and deliver packets

to the Planning and Zoning Commission. • The Planning and Zoning Manager shall attend all meetings, record, and transcribe

all Planning and Zoning and Board of Adjustments meetings. • Monthly - submit reports to the Planning and Zoning Commissioners prior to the

monthly scheduled meetings. Planning staff shall be prepared to discuss items requested by Commissioners. Reports shall include but not be limited to all subdivisions of construction site visits, number of building permits issued, etc.

• Provide information concerning zoning and building codes to general public, builders, developers, Mayor, City Council, and Planning and Zoning Commission.

• Develop and recommend policies and procedures for all Planning and Zoning activities.

• Oversee development and use of LAND Use Maps and Zoning Maps. • Establish and maintain a municipal addressing system. New addresses with

corresponding maps to GIS.USPS, East Baton Rouge Parish Assessor, East Baton Rouge Parish Registrar of Voters, and 911 Emergency System.

• Develop and implement, manage, and conduct Board of Adjustment activities for the City. IBTS will process applications, develop agendas, prepare and deliver packets for Board of Adjustments meetings. IBTS will attend, record, and transcribe all Board of Adjustment meetings.

• Review, approve and conduct onsite inspections of all new developments for compliance with plans and applicable ordinances.

• Review setbacks and zoning for all commercial and residential building permits. • IBTS will review and approval all commercial plans. Residential permits shall be

issued within one (1) week. All commercial permits under $2 million within one week, commercial permits over $2 million within four (4) weeks of receipt.

• Review all submitted material such as Plot Plan, Flood Determination Form, Certificate of Elevation and sewer tie-in to insure compliance with all local and State codes, including FEMA regulations.

• Review all submitted material such as Plot Plan, Flood Determination Form, Certificate of Elevation and sewer tie-in to insure compliance with all local and State codes, including FEMA regulations.


Mr. Eglinsdoerfer is an experienced IBTS staff member. He is a seasoned planner with more than eight years of experience in all aspects of short-term and long-term planning functions, including working on regional plans. While at the City of Greenwood, Mr. Eglinsdoerfer played a key role in developing and maintaining the City’s comprehensive plan and many of the City’s ordinances. Mr. Eglinsdoerfer had spent the last four years in Louisiana, two serving the public in Jefferson and Orleans Parishes working closely with their building and planning departments for Katrina relief, and two years serving the City of Central as their Building Official. This opportunity would give Mr. Eglinsdoerfer the chance to work alongside


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the City in another capacity, but with the same level of professionalism and pride in the City of Central, which continues to strive for excellence.

Permits & Inspections Manager/ Plan Review Manager Name: Dean Born (IBTS) Roles and Responsibilities:

• Oversees Inspections Department code administration and field operations. Task areas include; supervising permit application in-take, overseeing and performing plan review services, overseeing and performing field inspections on new and existing properties, ensuring adherence to building regulations, use regulations, zoning ordinances, land use restrictions and sign ordinances

• Issues City permits, occupancy certificates, notices of violations, stop work orders, and licenses

• Responsible for staffing code administration personnel in the office and those performing field work including inspection assignment and scheduling

• Provides weekly and monthly permitting and inspections activities to senior management. Reports include; issuance of stop work orders, fines, and other enforcement activity

• Attends meetings as they relate to construction codes and ordinance enforcement • Shall be available for site visits with Citizens, City management, and Council

members • Handles complaints and reports regarding permits and inspections. Prepares daily,

weekly, and annual reports of primary task areas • Shall document violations and testify in enforcement hearings and in any litigation

regarding enforcement of construction codes, building regulations, and land use regulations

• Has responsibility for maintaining all appropriate files including recordation and data tracking

• Performs plan review, field inspections, and code enforcement activities as needed and code compliance and safety aspect for special services work

• Acts as the code administrative lead in emergencies, natural disasters, and any other events that affect the welfare of the community

• Represents the City in regional and State code administrative meetings and training events


As a hands-on code administrator and supervisor of operations, Mr. Born is an experienced Building Code Official with strong analytical and technical knowledge in all associated permits and inspections activities. Mr. Born has current certification as a certified building official issued by a nationally recognized model code organization. Mr. Born has more than 15 years of progressively responsible experience in plan review, field inspections, and municipal code enforcement work. Mr. Born has demonstrated leadership capabilities and has serves municipalities in all building related matters in addition to property maintenance issues. Mr. Born has experience with budget responsibility and above average public speaking skills. Mr. Born has demonstrated the ability to coordinate work performed by Permits and Inspections staff, and effectively leads field inspectors and code enforcement personnel in carrying out their daily work assignments.


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Public Works and Emergency Services Director Name: Larry J. Walters, CBO CFM (IBTS) Roles and Responsibilities:

• Oversees DPW staffing and operations management for field inspections, roadway & construction inspections, stormwater & traffic services, and enforcement of CITY ordinances

• Ensures that CITY facilities, assets, and infrastructure are suitably maintained • Responsible for coordination of the CITY’s Plan of Action (Emergency Preparedness

Plans) including clearing, clean-up, and restoring utilities. Administers bidding and oversees services in disaster operations

• Determines CITY’s eligibility for reimbursement from any State or Federal agency or Grantor

• Reports to City Management and the Public – Private Services Program Director • Attends Planning and Zoning Commission meetings and CITY Council meetings as

they relate to drainage, grounds maintenance, CITY roadway and traffic control, and miscellaneous issues

• Submits weekly and annual reports by description and date work was performed for all DPW services

• Administers record keeping, information management and observes document retention policies

• Submits recommendations to the CITY on enforcement actions, tax and fee assessments and administration of other fees and/or collections

• Administers all existing processes and fee collection on behalf of the CITY • Shall be available for site visits with Citizens, CITY Management, and Commission • Coordinates with FEMA for Community Assistance Visits and annual reporting to

maintain and improve CITY’s Rating System rating • Advises applicants concerning impact of proposed development of drainage, traffic

and sewer facilities • Attends Development Review Committee meetings • Responds to Citizen’s complaints • Reviews Drainage Impact Studies • Participate in all Pre-Construction Conferences between CITY agencies, contractors

and developers • Maintains and administers Fund Accounting Systems • Assists the CITY’s Auditor and Director of Finance in CAFR preparation

Qualifications and Relevant Experience: Mr. Walters has been a member of our LA IBTS staff since 2007. He is an experienced Public Works professional possessing a sound understanding of the City of Central’s systems, infrastructure, budget issues and neighboring governing entities. He has an employment history reflecting direct application of modern Public Works techniques, staff management, and working knowledge of related State and Parish requirements. Mr. Walters has also demonstrated abilities leading DPW staff in crisis situations. Mr. Walters possesses a basic understanding of fund accounting, electronic scheduling, and record/data management. Mr. Walters has also disseminated public outreach information and has demonstrated effective communication with a variety of stakeholders essential for this position. Mr. Walters has extensive experience that includes LA Codes and Standards. His experience also includes Floodplain determinations, verifying elevation certificates, and field inspection for floodplain management, development and adoption of floodplain ordinances, map revision


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reviews, and has a developed working relationship with the State Floodplain Coordinator as well as FEMA region 6. He designed and provided project management for civil engineering projects such as water systems, elevated tanks, sewer collection systems, sewer treatment systems, fire protection systems, street reconstruction, street overlay, parking lot construction, and drainage systems. He has hands on experience with sewer collection system layout, drainage system layout, public works troubleshooting and consulting with municipal and parish owned systems. Collecting field work necessary for all aspects of public works projects for engineering design. He was responsible for applications and cost estimates for Capital Outlay, LCDBG, and USDA Rural Development projects. He has worked closely with Parishes and Municipalities to develop Capital Improvement planning and prioritizing of projects to develop a workable Capital Improvement Program. He has worked with State Senators and Representatives to lobby for funding for Capital Projects. Mr. Walters has experience with implementation of Property Maintenance Codes, development of property maintenance ordinances and has experience in public outreach and forming of property maintenance boards and enforcement.

Engineering and Stormwater Services Manager Name: Daniel Leone, P.E. Roles and Responsibilities:

• Oversees DPW engineering projects and construction, coordinates infrastructure assessment (i.e. bridges, CITY owned stormwater drainage systems, roadway conditions, and preparedness facilities).

• Reports to DPW Director and Public – Private Services Program Director • Attends meetings as they relate to CITY facilities and infrastructure • Shall be available for site visits with Citizens, CITY management, and Commission

members • Shall serve as the CITY’s Stormwater and Floodplain Manager • Maintains the CITY’s compliance with FEMA regulations to protect, maintain, and

improve upon the community’s current rating. • Ensures CITY’s compliance with EPA and other Federal and State agency

regulations through issuance of land disturbance permits • Construction and Development Plan Review and Approval • Submits reports and required documents to State and Parish agencies • Prepares monthly and annual reports on Engineering and Stormwater activities.

Maintains all appropriate files • Performs subcontract administration for key CITY projects • Assists in storm/disaster clean-up, and provides technical support in Public Works

projects. Reviews development plans with respect to regional engineering requirements

• Coordinates with Utility Providers on curb cuts and utility work in the CITY’s rights-of-way


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Qualifications and Relevant Experience Mr. Leone is an experienced municipal engineer with strong technical knowledge possessing current State of Louisiana registration as a Professional Civil Engineer. Mr. Leone has a Bachelors of Science degree from an accredited college and relevant technical experience. He will serve the City’s needs from a regulatory standpoint and provide continuous support to DPW in the overall maintenance and improvement of City assets and infrastructure. Ability to coordinate Parish and State level projects on behalf of the community is a minimum qualification. Mr. Leone is capable in preparation and delivery of Stormwater Pollution Prevention Plans (SWPPP), Stormwater Management Plans (SWMP), and EPA reporting.

C.3 Replacement of Key Personnel IBTS will employ a collaborative approach to replacing any key personnel that will involve IBTS COO/CFO, Shyam Choudhary, IBTS Human Resources Director, Ron Cori, and David Ratcliff, Program Director (as applicable). These individuals will comprise the Staffing Committee that will drive the resource identification and selection process for all replacement of key personnel. Once a key staffing need is identified on the project, the Staffing Committee will review that need and ensure that the skill requirements and competencies of the position are clear. Once the position requirements have been agreed, IBTS will source candidates, consult with the City to identify potential candidates, and reach out to subcontractors to identify qualified individuals to fill the specific need. After candidates have been identified, the Staffing Committee will identify the best candidate to fill the current position through individual and panel interviews and will present the candidate to the City for review and approval prior to bringing the candidate on board. By employing a collaborative process to identify and address key staffing needs, IBTS will ensure that each key staffing need is addressed in a competent manner and that the City receives the highest possible return on investment for all labor costs associated with the program. Each member of IBTS will leverage their established internal hiring processes and tools to screen and identify other staffing needs and candidates for consideration and selection. These tools and processes include use of Internet job boards and other resources for identifying potential candidates; a screening process including reference checks and verification of the accuracy of the candidate’s education and professional experience history; and identification and resolution of any employment gaps or other anomalies in the candidate’s history. C.4 Service Delivery Staffing Personnel Qualifications and Experience Our human resource support staff is experienced in all human resource functions. Each proposed employee shall sign a “Non-Disclosure Agreement for Contractor Employees and Subcontractors” which is part of our Organizational Conflict of Interest and Mitigation Plan. In addition to each Team Member having the necessary perquisite skills, they each have the necessary managerial, professional, operational, technical and administrative acumen to ensure complete project success. In staffing the project, we are not only concerned that the individuals selected have the required “theoretical” knowledge, skills and abilities, but that they have the actual “practical” and


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operational experience in the field. The emphasis of IBTS’s systematic staff augmentation approach is operating as an integrated team, and on complete customer satisfaction coupled with clear responsibilities; open lines of communication; collaborative project decision making, strong leadership, and having the resources to perform at high levels of excellence. Our proposed organization enables each team member to interact with each other and to draw upon their internal resources from one other, as well as the complimentary resources from our staff in our corporate and satellite offices. Identification of Additional Personnel As a time-tested and experienced government contractor, IBTS understands that there may be changes to the scope of a contract and/or the required skill sets of augmented staff once a project commences. IBTS is prepared, capable and experienced in satisfying the ever changing needs of our clients by allocating specific tasks to individuals with proven expertise in areas covered by the scope of work. We also have the management infrastructure to deploy a team of managers, all with years of relevant project experience in contract and project administration, and trained and credentialed staff, into the field immediately. Recruiting New Personnel As new tasks are assigned to IBTS, there may be instances where it will be necessary to hire additional key quality staff members. Our Corporate Human Resources Manager will provide leadership for each project phase-in and to place advertisements, screen resumes, perform initial interviews, make recommendations for new hires, process offers, and help in-process new employees/ consultants. Particular emphasis will be placed on hiring qualified individuals from within the local vicinity. New requirements may initially require temporary assignment of corporate personnel while recruitment of new personnel takes place. As each develops, project teams and others would be cross-trained with the goal to manage the project so that needed capabilities come from within the project. Maintaining Critical Mass IBTS screens each new employee for interpersonal skills and places emphasis on the communications aspects of customer interface. Each employee is trained in capturing customer feedback and ensuring the appropriate management personnel are alerted to potential problems. This proactive approach enables IBTS to identify and resolve staff issues before they become problems. Our objective is to deliver continuously lower recruitment costs while providing the widest access to a managed candidate pool. All of this can be delivered with shorter timeframes, lower costs and less demand on our clients’ personnel resources. IBTS has a proven method of optimizing the resolution of these sourcing and retention issues. We will develop and administer on your behalf, to any degree you desire, a winning strategy of dealing with advertising, web sites, databases, email and e-recruiting so that the end result is matched to your exact business requirements and culture. We then overlay these conditions with a uniform measure of performance that is jointly developed to provide optimal screening for the position and culture of Central City.


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IBTS offers very competitive salaries and benefits programs for our valued staff, including health insurance options, life insurance, dental care, vision care, 401(k) plan participation, short and long term disability availability, pre-tax payroll deductions and direct deposit. Identifying Technical Expertise In the event that there is a “surge” requirement”, there are two major ways IBTS will locate additional technical experts and consultants with the additional expertise for particular customer tasks, as required. First, we draw on the professional community through our own network of colleagues. Second, we access the technical/ human resource community directly through relationships we have established with a wide array of firms that conduct similar work. IBTS routinely cooperates with other technical/research firms to share staff expertise, when needed. Similarly, many firms serve as subcontractors to our work when they have a particular skill or area of knowledge that enhances the quality of the products we provide our clients. On past and current projects, IBTS has demonstrated the capacity to obtain the necessary professional resources from the technical/ human resource community to meet the specific needs of our clients, and we expect to continue to provide this type of substantive and technical expertise to you, whenever it is needed. Staff Training As part of IBTS’s Customer Service and Quality Assurance Programs, IBTS will provide a series of orientation meetings for IBTS key personnel with the Mayor, City Council and others, including residents, if so desired. These sessions will help to add emphasis to issues and details of operation from those it most affects on daily basis. This will be supplemented and demonstrated in mirroring the current contractor staff throughout their daily routines over the 30-day transition period. Staff will be trained in the most cost-effective manner practicable. Options will include web and or computer based training; videoconference sessions, classroom training conducted by the local site or project manager, training conducted by subject matter experts. Training will be designed to build the skill of the employee as well as to ensure quality services to the City of Central. All training will be consistent with IBTS’s adult learning principles. Each session is designed specifically to: Meet the training needs of our clients to ensure complete customer satisfaction Reflect the best-in-class training methodologies for the adult learner Provide Continuing Education Credits for staff when applicable Challenge our staff to think “outside of the box” Ensure that staff is continually bringing to each assignment, proven products and services, supported by customized solutions.

Provide staff with clear guidance on individual performance during times of emergency. C.4.1 Administrative and Financial Services All services, including administrative and financial services, will be led by the IBTS Municipal Services Director, Mr. David Ratcliff. Mr. Ratcliff will be the senior IBTS staff member on-site, and will coordinate all internal and external services with IBTS and its subcontractors and service providers to ensure all City of Central services are coordinated and successfully completed. This will be partly achieved through regular meetings, reports, and communication with team members, as well as the Mayor, City Council, and other stakeholders. Mr. Ratcliff will also carry out an ongoing assessment of IBTS's performance to identify any areas that may require special attention, and he will coordinate with IBTS headquarters.


IBTS has identified the Assistant City Clerk will also serve as the Office Manager to coordinate the efforts listed below for maximum economy, utilization and communications. The Office Manager will report to the Municipal Services Program Director with coordination and communication with the Assistant City Clerk. Please refer to the Organization Chart and Section H.3.1 for the Administrative and Financial Services Team responsibilities. Administrative Services will include:

• Capital Program Specialist - Part Time • Contracts and Grants Administration – Part Time • Communications/PR Administration – 1 Full Time • Financial Services Accounting – Part Time • IT Services – As Needed • Administrative Assistance – Part Time • Additional Emergency Sources – As Needed

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C.4.2 Financial Services Based upon our review of the work to be performed and our past experience we propose to utilize IBTS Headquarters accounts and administrative personnel for oversight and performance of those financial functions that require services we are already performing for our nationwide contract performance. This effort will be supplemented by an on-site part-time skilled accounts manager who will be able to call upon our Headquarters staff as required. Services performed on-site will include assistance to IBTS headquarters in the following:

• Identify and assume responsibility for maintaining the procedures and records required for management of the services performed by IBTS, its subcontractors, and service providers, as well as the public.

• Provide support to assist the City of Central Finance Director, and assist others with their responsibilities, to collect and disburse taxes, assessments, fees, charges due the City.

• Daily administration of the existing process for fees, charges, and misc. revenues pertaining to franchise fees, private enterprises and individuals, including but not limited to business licenses, alcoholic beverage licenses, franchises, and other City taxes.

• Recommend to the City of Central, and implement enforcement actions to improve payments due to the City of Central.

• Maintain the Fund Accounting System currently in use and prepare and distribute monthly management and financial reports provided by IBTS.

• Assist IBTS in the preparation of monthly financial reports of revenues and expenses to date in comparison with budget projections and submit reports to the City of Central representative no later than fifty (50) days following the last day of the month.

• Maintain and administer the accounts receivable and forward records to IBTS to enable timely receipt of revenue and reporting.

• Maintain and administer the current purchase order and accounts payable systems to ensure payment of obligations in a timely manner when funds are made available by the City of Central. Also,

• Account for and maintain an inventory of City of Central assets that are constructed, purchased or donated to the City of Central.

• Account for and maintain all records for grants. • Provide all necessary materials to the City of Central Director of Finance, and

departments, for annual budget preparation/amendment/presentations, and assist in budget preparation, including attending all required meetings, and hearings.

• Assist the City of Central Director of Finance in the preparation of the Comprehensive Annual Financial Report.

• Assist in the ongoing implementation of approved procurement policies and procedures and the selection of vendors.

• Assure the maximization of cooperative purchasing when feasible and in the best interest of the City of Central.

• Prepare Request for Qualifications and/or Proposal to be distributed for services as directed by the City of Central, and obtain quotes and bid documents for procurement of supplies.

On-Site Support Staff Requirements We propose that the full-time accountant be a college graduate with a bachelor’s degree in accounting. The individual will have a minimum of five years working experience in the


governmental accounting area and shall be in charge of all the basic accounting duties for the City of Central, including the recording of the day-to-day transactions as well as providing the necessary journal entries within the accounting system. The individual will have a working knowledge of budgets and the budgeting process and must be proficient in various Microsoft software applications such as Excel and Word. In addition, they will be responsible for providing the basic monthly financial statements to the council each month. They will also be required to assist in maintaining an adequate system of internal control over the accounting functions. This individual will be an asset to the City of Central. The on-site Financial Services Accountant will participate as directed by the Municipal Services Manager, Assistant City Clerk and/or the Admin Services Manager to provide support for other City service needs. This will include meetings (internal and external to IBTS), reporting, and track all payments and revenues addressed under the contract. C.4.3 Public Works, Engineering and Stormwater Services

Public Works & Emergency

Services Director

DPW Field Operations Supervisor

Engineering and Stormwater

Manager (PE, Civil)

Office Admin. Staff (P/T)

P/T Engineering Services Staff

Contract Facilities &

Roadway Maint. Svcs.

General Maintenance

Staff (3 positions)

Third Party Contracts Inspector

The Director of Public Works and Emergency Services will report directly to Program Director and will oversee public works field operations, engineering services, and stormwater services. The Public Works Field Operations Supervisor will report directly to the Public Works and Emergency Services Director and will be responsible to:

• Oversee field operations including monthly inspection of City owned stormwater

drainage systems, City roadways, rights-of-way and associated repairs/maintenance.

• Provide direction and monitor quality of third party services contracts as necessary.

• Attend meetings as they relate to drainage, facilities/grounds maintenance, City roadways and traffic control issues as assigned.

• Be available for site visits with Citizens, City management, and Council members • Handle complaints and reports regarding public works issues. Prepares daily,

weekly, and annual reports. Maintains all appropriate files.

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• Perform subcontract administration for bulk grounds/R.O.W maintenance, roadway repairs drainage improvements, traffic control, storm/disaster clean-up, and supervises special services work.

• Acts as a working job location manager while supervising facilities and roadway maintenance crews. Duties include; sign & traffic signal maintenance, oversees special services (e.g. installing banners, temporary lighting, decorations, etc.).

• Assists the Director in coordination of the City’s Emergency Preparedness Plans. Oversees services in disaster operations.

• Provide emergency inspections and coordinates mitigation/remedial work for any PW system(s).

As a hands-on supervisor of operations, the position requires an experienced Public Works manager with strong technical knowledge in all associated activities. This individual will have a four-year college degree, technical experience, and demonstrates leadership capabilities. Work experience will need to include five years of related technical work, three of which have been served in a supervisory role. In lieu of a college degree, the position will require a high school diploma (or equivalent) plus 10 or more years of supervisory experience in a public works-related field. This individual will have the ability to coordinate the work performed by City Contractors and effectively lead the PW field crew in carrying out their work assignments. This position is responsible for managing schedules, recording work performed by subcontractors and general maintenance labor, and responds to complaints. In emergency situations, the FOS will be on-call to respond to critical needs of the City, and will mobilize all necessary resources under the leadership of the Director of Emergency Preparedness. Depending upon the nature and urgency of calls, the FOS will respond after hours and on holidays. Fluency in use of City related information technology is required. These systems include GBA Master Series, Accela, ESRI GIS, Adobe Acrobat 8, and Microsoft Office.

The Public Works General Maintenance Staff will report to the Field Operations Supervisor and will be responsible to:

• Assist in monthly inspections of City owned stormwater drainage systems, City

roadways, rights-of-way and other areas within the DPW responsibility limits. • Work assignments including maintenance of stormwater drainage systems,

facilities/grounds, City roadways, signage, and traffic control equipment. • Mow grass (for facilities and some roadway medians) and complete weed and

litter control • Maintain City dedicated equipment and vehicles in addition to providing repair

work and custodial service for the Program offices. • Provide daily reports of maintenance work to management. • Provide assistance in emergency situations and participate in clean-up and

remedial work performed by or for PW. The maintenance positions will require a high-school diploma (or equivalent) plus 3 or more years of experience in a public works related field. Staff qualifications will include working knowledge of power tools and equipment, ability to lift heavy loads, and remain standing for prolonged periods. In emergency situations, the staff will be on-call to respond to critical needs of the City and shall mobilize as necessary. They will report to Emergency Preparedness leadership under these circumstances. Depending upon the nature and urgency of emergency calls, the staff will respond after hours and on holidays.


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The Administrative Assistance for the Public works and Emergency Services will report to the Public Works and Emergency Services Director and will be responsible to:

• Represent PW at meetings with Citizens, City management, and Council

members. • Ensure that front-desk reception and communications channels with the public

are kept clear and responsive. Uphold the Department’s commitment to clarity, quality, and excellence in service.

• Greet the public face-to-face pleasantly on a daily basis. • Process reports and required documents for submittal to State, Parish, or other

agencies. • Collate monthly and annual reports on DPW activities and prepare documents for

distribution to the public. • Maintain all files systems and ensure that all documents are filed as required. • Ensure that Time Collection, leave requests, expense vouchers and office

expenditures are submitted accurately and in a timely fashion. • Ensure that all information technology and other office equipment are functioning

effectively and report issues to the Administrative and Financial Services Manager for correction.

This administrative assistance will be fulfilled by experienced municipal administration professionals with a strong technical and community knowledge base. The personnel will preferably have a degree from an accredited college and a minimum of five years of relevant technical administrative work. C.4.4 Planning and Zoning, Permit and Inspection and Code Enforcement Services The process of dealing with a planning application is time consuming, in most cases requiring extensive consultation of statutory bodies and neighbors. It goes through several stages before a decision is made. Performance targets have been set for the City of Central Planning Authority to deal with applications. All established performance periods for review and processing will be complied with or improved upon. Useful information regarding the process a planning application may go through is in the following flowchart:


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Supervisor/ Planning & Zoning

Admin.

GIS Analyst

Code Compl. Inspector

Code Enf. Inspector Permit

Technician

Permits & Insp. Svcs. Manager

Planning and Zoning Staff

Planner/Code Enforcement Ofcr.

The Permit and Inspections Code Compliance Inspectors will report to the Permit and Inspections Services Manager and will be responsible to:

• Conduct daily field inspections and plan reviews in the Permits and Inspections Department. Task areas include assisting administrative staff with application in-take while performing plan review services, conducting field inspections on new and existing properties, and issuance of notices of violations, stop work orders, and licenses at the direction of the Permit and Inspections Manager.

• Assist the code enforcement official in the office and in performing field inspection/ordinance enforcement work to ensure adherence to building regulations, use regulations, zoning ordinances, land use restrictions and sign ordinances.

• Provide daily inspections reports to code administration personnel. Reports include; inspections results, correction notifications, issuance of stop work orders/fines/re-inspections fees, and other enforcement activity.

• Attend field meetings as they relate to construction codes and ordinance enforcement • Respond to complaints and submits reports regarding the nature of the complaint with

pertinent details. • Document violations and testify in enforcement hearings and in any litigation regarding

enforcement of construction codes, building regulations, and land use regulations • Maintain inspections files. • Perform plan review, field inspections, and code enforcement activities as needed and

code compliance and safety aspects for special services work. • Assist in coordination of the City’s Emergency Preparedness Plans. Responds in

emergencies situations, natural disasters, and any other events that affect the welfare of the community.

As hands-on code inspectors, the Inspection personnel will be experienced and certified Combination Code Inspectors with extensive technical knowledge in Building, Mechanical, Electrical, and Plumbing inspections for both commercial and residential construction activities. The inspectors will have current certification as a combination inspector issued by a nationally


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recognized model code organization. These individuals will have the equivalent of a high school diploma with preference to an associate degree in a related technical field or 15 years of field inspections, and municipal code enforcement work. The inspectors will be capable of performing field inspections for all new construction work permitted by the City. The inspectors will have the ability to read and interpret construction plans and documents and perform daily field work assignments. The inspectors will have experience conducting plan reviews, field inspections, completing daily inspection reports, and carrying out other closely related duties.


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The Code Enforcement Inspector will report to the Planning and Zoning Administrator and will be responsible to:

• Conduct field inspections and site plan review. • Assist administrative staff with application intake, performing site plan review services,

conducting field inspections on new development sites and any existing property. • Issue notices of violations. • Assist in the office and in performing field inspection/ordinance enforcement work to

ensure adherence to building regulations, use regulations, zoning ordinances, land use restrictions and sign ordinances.

• Provide inspections reports to the Planning and Zoning Administrator. Reports include; inspections results, correction notifications, issuance of code violations, orders/fines/re-inspections fees, and other enforcement activity.

• Attend field meetings as they relate to ordinance enforcement. • Responds to complaints and submits reports regarding the nature of the complaint with

pertinent details. • Document violations and testify in enforcement hearings and in any litigation regarding

enforcement of construction codes, building regulations, and land use regulations. • Maintain inspections and complaint files. • Perform site plan review, field inspections, and code enforcement activities as needed.


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As a hands-on code inspector, the Code Enforcement Inspector will be an experienced and certified Residential Code Inspector with some technical knowledge in Building, Mechanical, Electrical, and Plumbing inspections. The Code Enforcement Inspector will have current certification as a combination residential inspector issued by a nationally recognized model code organization and the equivalent of a high school diploma. The Code Enforcement Inspector will be capable of performing field inspections for all new site construction work permitted by the City and its existing structures and properties. Work experiences include a minimum of five years of related code enforcement of ordinance inspections. The position will require the ability to read and interpret construction plans and documents and perform daily field work assignments. C.5 Capture Plan for Incumbent Staff The capture of qualified incumbent staff is a high priority for IBTS who will work closely and considerately with the City and the incumbent contractor. We recognize that during the transition process, the incumbent firm has important program work to accomplish and contractual obligations to continue at the City of Central. The goal is to capture as many of the best and most knowledgeable incumbent staff in a rapid and orderly fashion. The City of Central’s input will be essential to this capture effort. IBTS estimates a 50-75% incumbent capture rate, but will work to capture a large percentage of the qualified incumbent Staff. IBTS’s Manager of Human Resources has extensive experience conducting similar transition programs using methods similar to the ones proposed here. IBTS’s HR Office will support this project. They will provide help for a limited period of time during phase-in to place advertisements, screen resumes, perform initial interviews, make recommendations for new hires, process offers, and help in-process new employees. Utilizing our internal resources, enables us to recruit more rapidly and professionally and still remain focused on SOW tasks. Team managers will make hiring recommendations. As previously stated, the approach to hiring incumbent staff depends heavily on the degree of cooperation we obtain from the current contractor. If they cooperate with our efforts and provide us with lists of names and the opportunity to provide recruiting material to the incumbents, the recruiting process will be straightforward. We will provide verbal and written information to the employees describing the project, our Team, an overview of the compensation program, and the opportunity to fill out employment applications and interview. If we do not secure the cooperation of the incumbent contractor, we will take a more indirect approach using "word of mouth" to pass information. By focusing on obtaining incumbent leadership first, more of the current staff is likely to stay with the project. The compensation offered by IBTS is competitive as evidenced by our high retention rates. Our compensation plan is developed to market for these staff and we are confident that our total compensation and benefits plan is equal to or better than what the incumbent offers now. We may also offer recruiting incentives to incumbents who refer potential employees. Through discussion with the City of Central, we can determine the functional areas with high historical performance, and specifically target those sections for retention. NOTE: A key tool to assist in assessment of the performance of existing staff will be to review operations observed during the transition phase and consider how well the IBTS “Key Performance Measures” in Section H.4 have been performed.


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C.6 Key Personnel Resumes Personnel Project Role David Ratcliff Program Director Helen Lemoine Assistant City Clerk Larry Walters Public Works and Emergency Services Director Kenneth Eglinsdoerfer Planning and Zoning Administrator Daniel Leone, P.E. Engineering and Stormwater Services Manager Dean Born, CBO Permit and Inspection Services Manager


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BENJAMIN DAVID RATCLIFF PROGRAM DIRECTOR PROFILE

Mr. Ratcliff has nearly 40 years of experience in private and public work performing a diversity of functions in both the infrastructure construction field and in municipal government service with both City and Parish agencies. His strengths and background include managing of public works projects and staff, which included budget preparation and costs controls, overall staff management with respect to establishing policies and procedures, understanding the technical aspects and requirements of the project undertaken, establishing personnel training programs and monitoring and reporting progress of work. In several of his Department of Public Works roles he performed public relations and liaison duties between the DPW and elected officials, and served as the Department‘s contact individual responsive to public inquiries and questions and concerns. In his career, his leadership efforts have centered on maintaining honesty and integrity in not only his performance but of the staff under his supervision. Mr. Ratcliff’s broad background in construction included work as a surveyor, pipeline constructor, an electrician, a self employed owner of a specialized building construction company, an inspector with two DPWs, and rising to the Chief Building Inspector in Baker and head of East Baton Rouge Parish’s DPW Wastewater Collection Division. He has worked as a front line inspector and supervisor of electrical, mechanical, structural projects which led to managerial roles within DPWs for the City of Baker and City of Baton Rouge/East Baton Rouge Parish. Mr. Ratcliff is certified and trained in several unique areas of expertise and of particular note is his training in Emergency Management ICS 300 & 400.

SUMMARY OF PROFESSIONAL EXPERIENCE PEC Senior Construction Manager, Inspector and Field Investigation Technician 2010 to Present Mr. Ratcliff is leading PEC’s automated data collection efforts related to the design and construction of an estimated $60 million dollar fiber optic cable installation by LONI for the State of Louisiana. This program should be completed by the end of May 2011. CITY OF BATON ROUGE Inspector/Manager/Assistant Manager 1992 to 2010 Mr. Ratcliff’s job duties consisted of preparing operation and maintenance budgets estimated at over $10 Million, supervising up to 135 employees , working with bid analyses and proposals for repairs on collection lines and pump stations, in-house maintenance of 1,800 miles of 8” collection line, 300 miles of trunk lines and 450 pump stations, and managing rehab contracts of $3 Million yearly as well as coordinating and meeting all requirements of EPA Region 6, DEQ EPA & DHH per the East Baton Rouge Parish consent decree. EAST BATON ROUGE PARISH Consultant 1991 to 1992


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Mr. Ratcliff was self-employed as a consultant for contractors on East Baton Rouge Parish’s sewer improvement projects where he subcontracted installation and welding of PVC lined man holes and valve pits throughout East Baton Rouge Parish. This ownership effort required Mr Ratcliff to perform outreach functions to various contractors, negotiation of contracts, and coordination with multiple subcontracting participants. JALCO CONSTRUCTION COMPANY Superintendent 1990 to 1991 While employed with Jalco, Mr. Ratcliff worked on the sewer improvement program for pump stations for the City of Baton Rouge. This $8 million project contract consisted of construction of new pump stations, rehabilitation of existing pump stations, installation of new force mains and PVC lined wet pits for which he was responsible for coordinating the various crafts during construction, costs controls and monitoring of progress, coordinating with the design consultant and the project’s ultimate completions and acceptance by the Owner. CITY OF BAKER Maintenance Worker/ Building Inspector/Chief Building Inspector 1972 to 1990 While employed by the City of Baker, Mr. Ratcliff reviewed plans of both commercial and residential properties, including subdivision developments. He inspected all electrical, plumbing, sewer, rehab, repair and zoning. He also managed the sewer rehab program for the City of Baker’s collection system.

EDUCATION

MCNEESE UNIVERSITY, LAKE CHARLES, LA 1969-1971

CERTIFICATIONS, MEMBERSHIPS, OTHER SKILLS, ETC.

DHH Class IV Waste Water Collection License Emergency Management ICS 300 Emergency Management ICS 400 Pipe Hunter Operative Training certified Val Con Wash & Jet Truck Training Certified Main Line TV Inspection Certified


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HELEN LEMOINE ASSISTANT CITY CLERK PROFILE

Ms. Lemoine has 34 years of extensive experience in Executive Office Administration for Municipal government of which the major majority of her career was with the East Baton Rouge Parish Department of Public Works. Her duties included Office Management, Data Management, Public Relations, and Event Management. She is fully aware of all aspects of the requirements and mission of a Department of Public Works as it relates to public officials, citizenry and assisting the DPW director. She understands the priorities, issues and concerns of that office and the need to be responsive to the public, the Director and his staff and maintain council members' connectivity. She has performed the details and logistics of this office understands the functions of the various department sections including engineering, drainage, traffic, permits, grant pursuit and development, citizen hot lines and communication links, emergency response situations, and relationship of Public Works to the Fire Department, Police, Health Care Agencies, State Agencies and legislation impacting the Parish, and its relationship to the Cities of Zachary, Baker and Central [before incorporated]. She has extensive personnel relationships with key officials and staff in most of the above areas of work that the EBR DPW maintained coordination and liaison with in order to perform its duties.

SUMMARY OF PROFESSIONAL EXPERIENCE LOUISIANA ASSOCIATE BUSINESS INDUSTRY Executive Assistant to the President 2008-2009 EAST BATON ROUGE PARISH SHERIFF'S OFFICE Administrative Assistant to the Sheriff 2004-2008 Served as Administrative Assistant to the Sheriff, maintained Internal Affairs’ files as well as assisting the offices of Crime Victims Assistance and Crime Analysis. BATON ROUGE CITY PARISH GOVERNMENT Executive Assistant to the Director 1974-2004 The Department of Public Works had 1100 employees which included 17 divisions (Engineering, Traffic Engineering, Street Maintenance, Drainage Maintenance, Building Maintenance, and Sewer Operations (Treatment and Collection.) -Answered and screened all telephone calls to the Director. Scheduled all appointments which included meetings, speaking engagements, media meetings, etc. Composed routine letters to Council members, Superintendents, general public and other outside agencies. Assisted the Director by gathering information for special projects for the Mayor’s Office. Performed any duty that would relieve the Director of administrative details. Worked closely with Mayor Tom Ed McHugh and Mayor Bobby Simpson and all 12 of the Council members. Worked with the Planning Commission and all other departments and agencies of East Baton Rouge Parish.


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Incoming complaints telephoned in from the Mayor’s Office, Council members, Council Aides or citizens. Assisted in deciding whether or not it was an emergency, a priority, or if routine procedures should be followed. Contacted the appropriate Superintendent to advise them of the complaint and ask them to investigate the complaint. Advised of their findings so that proper notification and follow up was done with the person who called in the complaint. Supervised Dispatchers who answered the emergency line which included arranging their schedules and finding replacement personnel if one of them were off. The morning after their shift, distributed their paper work to the appropriate divisions. Also had to work closely with the Parish Attorney’s office in researching the Dispatchers log sheets and paper work in the event of lawsuits. Also supervised the four clerical positions in the office and was responsible for receiving all vacation/comp time requests for all 13 employees in the Director’s Office to review to be sure there was not a conflict or too many employees off at the same time. Worked closely with the Office of Emergency Preparedness when there was an emergency event such as flooding, hurricane, etc., including scheduling the Dispatchers to work there around the clock for as long as the emergency existed.


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LARRY J. WALTERS, CBO PUBLIC WORKS AND EMERGENCY SERVICES DIRECTOR PROFILE

Mr. Walters is an experienced public works professional with certification as an ICC Certified Building Official with an astute and detail orientated eye for code interpretation, updates, and on site applications including documentation control and site work. Mr. Walters has supervised office and field activities for development of plans and design for water systems, sewer systems, roads, bridges, drainage, fire protection and building design. He was responsible for inspection of all off system bridges for timber and concrete bridges for several parishes in Northeast Louisiana. Mr. Walters has also designed and provided project management for civil engineering projects such as water systems, elevated tanks, sewer collection systems, sewer treatment systems, fire protection systems, street reconstruction, street overlay, parking lot construction, and drainage systems.

SUMMARY OF PROFESSIONAL EXPERIENCE INSTITUTE FOR BUILDING TECHNOLOGY AND SAFETY, HERNDON, VA Instructor From Oct. 2007 to Present Mr. Walters is a Plan Reviewer/Field Inspector for IBTS providing building code compliance Plan Reviews & Inspections. He also provides for interpretations and applications as needed in the North Louisiana Regional Building Code Department. Residing in Franklin Parish, Mr. Walters is responsible for all of the parishes in Northeast Louisiana. Mr. Walters has experience in Floodplain determinations, verifying elevation certificates, and field inspection for floodplain management, development and adoption of floodplain ordinances, map revision reviews, and has a developed working relationship with the State Floodplain Coordinator as well as FEMA Region 6. Mr. Walters has experience with implementation of Property Maintenance Codes, development of property maintenance ordinances and has experience in public outreach and forming of property maintenance boards and enforcement. MCMANUS CONSULTING ENGINEERS, MONROE, LA Chief Building Designer/Certified Building Official From 2000 to 2007 Mr. Walters designed building projects from start to finish in accordance with building codes. As the Project Management Services on some projects, his work included report preparation, cost estimation, staff training, and survey information collection. He designed and completed some 30 building construction and renovation projects to date totaling approximately $21,695,000. From 2002, he also performed plan reviews and a variety of inspections for commercial and residential construction in accordance with building code requirements, Historic Preservation and environmental reviews. He designed and provided project management for civil engineering projects such as water systems, elevated tanks, sewer collection systems, sewer treatment systems, fire protection systems, street reconstruction, street overlay, parking lot construction, and drainage systems. He has hands on experience with sewer collection system layout, drainage system layout, public works troubleshooting and consulting with municipal and parish owned systems. Collecting field work necessary for all aspects of public works projects for engineering design. He was responsible for applications and cost estimates for Capital Outlay, LCDBG, and USDA Rural Development projects. He has worked closely with Parishes and Municipalities to develop Capital Improvement planning and prioritizing of projects to develop a workable Capital


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Improvement Program. He has worked with State Senators and Representatives to lobby for funding for Capital Projects. MCMANUS CONSULTING ENGINEERS, MONROE, LA Construction Manager From 1999 to 2000 He supervised all staff inspectors and project construction, and was responsible for inspector training. He supervised all collection of field data and surveys for work necessary for development of plans and design for water systems, sewer systems, roads, bridges, drainage, fire protection and building design. He was responsible for inspection of all off system bridges for timber and concrete bridges for several parishes in Northeast Louisiana. MCMANUS CONSULTING ENGINEERS, MONROE, LA Inspector From 1992 to 1999 Mr. Walters performed inspections and assisted in team training on numerous LCDBG and USDA-RUS projects – such as water systems, sewer systems, wastewater treatment, water line relocations, fire stations, distribution system, street improvements, etc. NOBEL DRILLING CO., LAFAYETTE, LA Driller From 1991 to 1992 He worked on an offshore rig. TRANSWORLD DRILLING CO., LAFAYETTE, LA Drilling Contractor Supervisor From 1980 to 1991 In this capacity Mr. Walters developed hands-on experience with contracts and pay items.

CERTIFICATIONS, MEMBERSHIPS, OTHER SKILLS, ETC. ICC Certified Building Official ICC Certified Property Maintenance Inspector ICC Certified Housing Code Official ASFPM Certified Floodplain Manager


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KENNETH WALTER EGLINSDOERFER PLANNING AND ZONING ADMINISTRATOR PROFILE

Qualified in all aspects of short-term and long-term planning, Mr. Eglinsdoerfer has extensive knowledge of plan review in compliance with adopted codes, regulations, and standards, extensive knowledge in electrical, plumbing, HVACR and building inspections, both commercial and residential, and extensive experience in drainage issues.

• 26 ICC Certifications including Master Code Professional and Certified Building Official Certifications.

• Actively studying for the AICP exam to become a Certified Planner. • In-depth knowledge in electrical, plumbing, HVACR and building inspections;

commercial and residential. • Solid background and knowledge of plan review in compliance with adopted codes,

regulations and standards. • Extensive experience and knowledge as a Floodplain Manager in reviewing

drainage issues. • Proficient in all aspects of short-term and long-term planning. • Strong managerial and people skills including problem solving, follow-through and

supervisory skills.

SUMMARY OF PROFESSIONAL EXPERIENCE INSTITUTE FOR BUILDING TECHNOLOGY AND SAFETY (LAIBTS DIVISION) – BATON ROUGE, LA Project Manager 2011-Present SAFEBUILT, INC., CITY OF CENTRAL, LA Building Official 2008-2010 Responsibilities included oversight of all residential and commercial plan review, permitting and inspections. Responsible for interpreting and ensuring adherence to and compliance with applicable codes. Enforced ordinances relating to construction, alteration, removal and demolition of buildings and structures. Interfaced daily with the general public, business community, City officials and other departments to provide resolution to inquiries and concerns, and to ensure the safety, health and general welfare of the general public and business community. Worked closely with the planning department, GIS Department and the Fire Marshal. Responsible for monitoring the quality and strength of building materials. Prepared various reports regarding department’s activities including monthly reports. Attended and provided presentations as needed to various committees, boards, design professionals and related building interests groups. INSTITUTE FOR BUILDING TECHNOLOGY AND SAFETY (LAIBTS DIVISION) – BATON ROUGE, LA Task Manager 2007-2008 Mr. Eglinsdoerfer was responsible for the direct supervision of 21 Building Department employees and management of the third-party assistance including inspections, plan reviews and training to the Orleans Parish. His responsibilities also included coordination of daily activities and liaison with jurisdictional officials to provide state-funded assistance for the additional workload caused by hurricane Katrina. Other responsibilities included


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enforcing ICC building codes and city zoning regulations through field inspections and plan review for building permits. Inspections include building, electrical, mechanical and plumbing work for residential and commercial projects. He developed and implemented plans and procedures to better utilize staff, resulting in cost savings to LAIBTS employees. Responsibilities in the position of Task Manager in Jefferson Parish mirrored those of Orleans Parish. He was hired as a member of the new Louisiana-based team and supported and assisted LAIBTS as full coordination with the jurisdiction was being established. He also coordinated, trained and organized a new staff joining the organization from many years with varied skills and experiences. He was instrumental in setting up a new office, including procedures and coordination with the LAIBTS team and Parish officials and employees. CITY OF GREENWOOD, GREENWOOD, ARKANSAS Planning Coordinator 2001-2007 Mr. Eglinsdoerfer coordinated aspects of the city's short-term and long-term planning functions, including floodplain management, and protected the public's life, health, and welfare in the built environment by enforcement of adopted codes and regulations. Review all plans submitted for compliance with adopted codes and regulations. Distribute required reports to various agencies, and disseminate information to citizens, builders, and design professionals. Assist Director of Planning and Development as needed. Responsible for all on site inspections. Issue all permits for construction, alteration, removal, or demolition, including permits for plumbing, electrical, mechanical, building, and temporary signage. Attend continuing education and training courses to maintain licenses and certifications. HANDYMAN SERVICE, CHANTILLY, VIRGINIA Owner 1992-1994 Calculated bids and completed home improvement/repair jobs. UNION ELECTRIC COMPANY, STERLING, VIRGINIA Lead Industrial Electrician 1989-1990 Lead electrician at industrial job sites. Responsible for ordering materials and making sure that they arrived at the job site in a timely manner. Assigned duties to electricians and inspected and verified that their work was performed to code. Responsible for customer service calls. L.T. BOWDEN ELECTRIC COMPANY, CHANTILLY, VIRGINIA Lead Residential Electrician 1986-1989 Mr. Eglinsdoerfer was responsible for electricians on residential job sites. Assigned duties to electricians and inspected and verified that their work was performed to code. Responsible for customer service calls.

EDUCATION

UNIVERSITY OF ARKANSAS - FORT SMITH, ARKANSAS Graduated 1997 Associate Degree in Electrical Engineering


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CERTIFICATIONS, MEMBERSHIPS, OTHER SKILLS, ETC. Master Code Professional (MCP) Certified Building Official (CBO) Certified Building Code Official (CBCO) Certified Plumbing Code Official (CPCO) Certified Mechanical Code Official (CMCO) Combination Inspector Building Inspector Plumbing Inspector Mechanical Inspector Electrical Inspector Commercial Combination Inspector Commercial Building Inspector Commercial Plumbing Inspector Commercial Mechanical Inspector Commercial Electrical Inspector Residential Combination Inspector Residential Building Inspector Residential Plumbing Inspector Residential Mechanical Inspector Residential Electrical Inspector Building Plans Examiner Plumbing Plans Examiner Mechanical Plans Examiner Residential Plans Examiner Residential Energy Inspector/Plans Examiner Accessibility Inspector/Plans Examiner


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DANIEL J. LEONE, PEC ENGINEERING AND STORMWATER SERVICES MANAGER PROFILE

Eight years of experience in design and construction administration services.

SUMMARY OF PROFESSIONAL EXPERIENCE PROFESSIONAL ENGINEERING CONSULTANTS CORPORATION, BATON ROUGE, LA Civil Engineer 2010-2011

• Provided design and construction administration services for a Compressed Natural Gas (CNG) Fueling Station for natural gas vehicles; design services included all civil/site improvements and coordination with electrical and gas equipment/pipeline design engineering sub-consultants.

• Provided on-site quality control inspection for duration of project to ensure all construction activities in compliance with contract documents.

• Provided Construction administration services, including progress updates for owner, construction permitting, project scheduling, change order tracking, material testing review, coordination with utility providers, and scheduling of inspections by governing authorities.

• Compiled as-built plan sets and O&M Manuals at project closeout. • Prepared construction plans and specifications for public works projects, including

concrete road rehabilitation, new asphalt roads and sewer improvement/rehabilitation.

ECM CONSULTANTS, INC., METAIRIE, LA Project Manager, Civil Engineering 2009

• Managed design of stormwater pump station upgrades for the U.S. Army Corps of Engineers, including design of civil/site improvements and coordination of mechanical, architectural, structural, and electrical project components.

• Managed preparation of preliminary engineering designs for levee and floodwall improvements for the U.S. Army Corps of Engineers; coordinated the geometric layout with geotechnical and structural engineers.

• Designed civil/site engineering improvements for public works projects, including a new airport fire fighting facility and renovations to an existing public park.

• Prepared construction documents and specifications, bid schedules and cost estimates.

HUNTER ENGINEERING, INC., SCOTTSDALE, AZ Project Manager, Civil Engineering 2008

• Designed Civil Engineering improvements for land development projects, including commercial and industrial subdivisions, warehouses/warehouse condominiums, office parks and retail centers.

• Prepared construction documents and design reports for site grading, paving and drainage, water, sewer, and storm drain lines, sewer lift stations, and stormwater pollution prevention

• Assigned tasks to designers and CAD drafters, provided mentoring to improve their skills.


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• Wrote project scopes, negotiated project proposals and tracked project billing/change orders.

• Obtained necessary project approvals from government agencies. • Advised clients on options and administrative process throughout project

design/construction, including construction phasing, value engineering, project updates, and contractor RFIs.

STANTEC CONSULTING, INC., PHOENIX, AZ E.I.T., Civil Engineering 2005-2007

• Designed Civil Engineering improvements for land development projects, including residential, commercial, and industrial subdivisions, warehouses, office parks, retail centers, and mixed use developments.

• Prepared construction documents and design reports for site grading, paving and drainage, water, sewer, and storm drain lines, sewer lift stations, and stormwater pollution prevention

• Prepared legal descriptions, exhibits, easement dedications, easement abandonment, lot ties, final condominium plats, and utility conflict letters.

• Investigated existing site conditions by performing site visits and researching plats, deeds, title documents, and as-built construction documents.

• Supervised, mentored and trained teams of CAD drafters, gave performance reviews.

• Created CAD/LDD drawing standards, created standardized blocks, title blocks, and xrefs.

THE WHITING-TURNER CONTRACTING COMPANY, BALTIMORE, MD Project Engineer 2003-2005

• Project Engineer for general contracting team on a 220,000 sf hospital addition & renovation of existing historic structure.

• Worked with architect and owner to design solutions to problems arising during the construction process.

• Scheduled construction work and material deliveries, supervised trades, set up bid packages, settled contract disputes, tracked project costs, negotiated change costs, and performed quality control inspections.

EDUCATION

JOHNS HOPKINS UNIVERSITY, BALTIMORE, MD Graduated 2004 B.S., Civil Engineering

CERTIFICATIONS, MEMBERSHIPS, OTHER SKILLS, ETC.

Louisiana Professional Engineer License No. 35000 (Civil Engineering) California Professional Engineer License No. 74401 (Civil Engineering) Arizona Engineer-in-Training Certificate No. 09906


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DEAN R. BORN PERMIT AND INSPECTION SERVICES MANAGER PROFILE

Mr. Born is a Certified Building Official and has worked with construction and remodeling for over 35 years. He has experience in building inspection, permits, residential and commercial construction, and code enforcement. He was certified to testify as an Expert in Building Codes with the Louisiana 22nd Judicial Court System and Orleans parish court System. He is also certified with the Council of American Building Officials, which is a nationally recognized certification. He was the first in the State of Louisiana to pass this exam.

SUMMARY OF PROFESSIONAL EXPERIENCE INSTITUTE FOR BUILDING TECHNOLOGY & SAFETY, SLIDELL, LA Building Official January 2009 to Present Mr. Born is currently providing supplemental support services for the Community Development and Code Enforcement Departments for St. Bernard Parish and Jefferson Davis Parish. IBTS staff is presently working in both parishes to provide Building Code Consulting Services, building department managers, building officials, plans examiners, building inspectors, and administrative support. Mr. Born has also provided extensive plan reviews on numerous Plaquemine Parish projects included prisons and schools. INSTITUTE FOR BUILDING TECHNOLOGY & SAFETY, CEDAR RAPIDS, IA Project Manager August 2008 to January 2009 Mr. Born is currently providing staff support for the City of Cedar Rapids and as an employee of IBTS. IBTS provides supplemental support services for the Community Development and Code Enforcement Departments. IBTS staff is presently working in Cedar Rapids to provide Building Code Consulting Services, building department managers, building officials, plans examiners, engineers, building inspectors, zoning technicians, and permit technicians. As code consultants, IBTS provides “best practices” while the city undergoes a re-engineering exercise for processing permit applications. IBTS also provides support to link the actions of the building department operations with other City departments. CITY OF SLIDELL, SLIDELL, LA Director of Permits and Inspection From April 1984 to August 2008 Mr. Born was in charge of Permits and Inspection department for the city of Slidell. In this position he is responsible for the day to day operations and overseeing code enforcement. Mr. Born was also in charge of the Property Maintenance Division. He was consequently responsible for condemnation and demolition of numerous commercial and residential properties. This required a close working relationship with the City Attorney, City Council, and Demolition Contractors. The demand for demolition increased dramatically after numerous storms ravaged the area.


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CITY OF MANKATO, MANKATO, MN Building Inspector From February 1981 to April 1984 Mr. Born was Building Inspector for the City of Mankato. His primary responsibility was inspection of existing residential properties for conformance with codes. SELF EMPLOYED Commercial Remodeling From October 1970 to February 1981 Mr. Born was self employed and performed work in the areas of new residential and light commercial remodeling.

EDUCATION

FARIBAULT VOCATIONAL –TECHNICAL SCHOOL Graduated 1968 Diploma

ST. CLAIR HIGH SCHOOL Graduated 1966 Diploma Various Construction Trade Schools while Serving in the United States Navy Seabees 1968-1970 Inver Hills Community College, Inver Grove Heights, MN Fall – 1981 Class on Building Code Research & Plan Review University of Wisconsin, Department of Engineering January 1982 – courses on New Residential Construction & Building Construction January 1984 – courses on Existing Housing Inspection & Residential Inspection, New & Remodeling University of Minnesota January 1983 – 27th Annual Institute for Building Officials Continuing Education Course Mr. Born also received several certificates of training for “Basic Fire Prevention Inspection” – March 1985, “Plans Review for Fire Safety” – December 1985, and “Introduction to the Standard Building Code” – March 1993.

CERTIFICATIONS, MEMBERSHIPS, OTHER SKILLS, ETC. State of Minnesota Level I Building Official – Cert. No. 0878, November 24, 1981 State of Minnesota Level II Building Official – Cert. No. 0931, July 6, 1983 Southern Standard Building Code (S.B.C.) - Certification for Building Inspector, Cert. No. 3483 Council of American Building Officials (C.A.B.O.) – Certification as a Certified Building Official. May 5, 1990 - Certificate #1494 Certified to testify as an Expert in Building Codes with the Louisiana 22nd Judicial Court System and Orleans Parish Court System – January 1995 Building Officials and Code Administrators International, Inc. – Registration No. 97S-655


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Southern Building Code Congress International, Inc. – 1984-1999 Council of American Building Officials (C.A.B.O.) – May 1990 to 1999 Vice President of the Slidell Animal Assistance League – January 1994 – Present International Conference of Building Officials (I.C.B.O.) – 1995 to 1999 The Board of Building Officials Association of Louisiana - Present FEMA CERTIFICATIONS ICS 100 Introduction to the Incident Study Course ICS 200 ICS for Single Resources & Initial Action Incidents ICS 700 National Incident Management System ICS 800 National Response Plan (NRP) Honorable Discharge from United States Coast Guard – May 16, 1988 Honorable Discharge from United States Navy – June 23, 1974


D-1

D. Information Technology Resources and Equipment Section Page D.1 Information Technology Resources for Service Delivery D-2 D.2 Ability to Access Additional Information Technology Resources D-16 D.3 Maintaining Continuity for Information Technology Resources D-18 Section D addresses the IBTS proposal for performance of all required IT-related contract support. In addition to the subsections noted above, information contained here addresses each of the eight service areas and the following:

• Benefits – Community, City Council, Environmental • Network, systems architecture, equipment, desktop applications, and website • Subcontractor support • Application hosting, back-up, GIS, software/equipment by each service area

The Central Context IBTS understands the requirement to leverage the existing applications as outlined in the solicitation for providing municipal services for the first year of service. During the transition phase, IBTS Technology Services team will work with the outgoing contractor to transition the City’s information with the optimum of transparency and minimal disruption of municipal services. Following the transition period, we will work with the City at its convenience to discuss opportunities to enhance these services beginning in year two, at no additional cost, in order further accelerate progress for the City of Central and provide maximum benefit to the community, the Council, and the environment. IBTS is sensitive to the needs of the citizens of Central for economical, efficient and responsive city services. IBTS will leverage extensive experience in delivering municipal services to provide transparency through online services to the community leveraging our Field Inspection Technology (FIT)TM, “pay-as-you-go” services to provide surge capacity without any additional tax burden to the City. Through the implementation of game changing technologies such as our Field Inspection Technology (FIT)TM, integrated with our enhanced Data Acquisition and Management Solutions, and wireless field tablet computers, the Council will get “positive, modern accelerated city services through IBTS progressing of the City’s agenda. Additionally, through innovative smart Green/Energy Initiatives, such as the implementation of FITTM and online services, the City of Central will benefit from a “greener” Central. The environmental benefits of these enhancements are:

• Less paper through paperless Permitting, Inspection, and Plan Review Processes, • And reduced carbon footprint through reduction in visits to municipal offices to request,

update, or process information.


D-2

IBTS will bring its abundance of technical experience and capabilities to bear in order to ensure that the municipal services provided on behalf of the City are efficient, highly available, and representative of the City of Central’s D.1 Information Technology Resources for Service Delivery IBTS understands the City’s need to provide reliable, scalable, and efficient IT services to meet the dynamic needs of municipal government. In addition to maximizing efficiency and availability of normal day-to-day operations, the IT services provided by IBTS are designed to ensure reliability and scalability in the event of emergency and/or disaster. Through the leveraging of the IBTS Technology Infrastructure and resources including its partners including Verma Systems and GCR Associates and third party vendors such as Verizon Business Services, Dell, and Terramark/DS3 Data Backup Services. D.1.1 Administrative Services IBTS will allocate readily available technology resources and equipment and will obtain all necessary technology resources and equipment to perform transparent and efficient Administrative Services for the City of Central. We will maintain software and hardware uniformity to provide interchangeability among the users and faster support services to improve workplace efficiency. D.1.1.1 Network IBTS will provide, install and maintain computerized network system software and hardware which at the time of installation is sufficient to efficiently manage City’s computing needs for scope of services. The network connectivity will be sized appropriately to handle current services and will include room for future growth of the City. The installation of the network and depended services including cabling sufficient for communications, networking, and data sharing for Central Municipal services Building will be complete and in use on July 1, 2011. IBTS has successfully implemented network connectivity projects throughout the United States and has experience working with various service providers. The proposed network connectivity is shown in the following graphic:


All network connectivity will be directed through a redundant network of Cisco Gigabit Switches to ensure fast, reliable and fault-tolerant network connectivity. IBTS will provide a T1 3Mbps solution that can accommodate the City of Central’s communications and networking needs. The prospective service providers are Allied Telecom, Cavalier, and Verizon Business. If the City of Central wanted to be provided a redundant solution, multiple provider connections would need to be established. By having this type of design, there would be minimum chance of a network outage.

• Allied Telecom • Cavalier • Verizon Business

D-3


D-4

The following list shows information technology resources for City’s network:

Software/Equipment Own Quantity Access to: Dedicated to City

Cisco 2811 Router Call Manager Express Yes 1 Yes Yes

Cisco ASA 5505 Firewall Yes 1 Yes Yes

Cisco 2960S-24-PS-L 24 port POE Switch for Phones

Yes 1 Yes Yes

Cisco 2960-24-L 24 port Switch for Servers/Printers/Users

Yes 1 Yes Yes

Cisco Wireless Access Point Yes 1 Yes Yes

D.1.1.2 System Architecture IBTS will provide a centralized domain network that at the time of installation sufficient to handle future growth and technologies of the City. The servers have been sized to meet the demands of the required applications and peak loads. IBTS will provide Microsoft Active Directory servers for security and authentication. We will use two redundant Dell PowerEdge R610’s servers with 8 GB of RAM each. Each server will host the active directory database and also serve as both a file share and a print server. The file server will run DFS and communicate with the home office DFS server. This will provide an offsite backup of file data. These servers will have redundant local disk configurations for localized hardware failure redundancy. The servers will communicate through a GiGE interface to GiGE switches for maximum network throughput. IBTS will provide a Dell PowerEdge R710 with 48 GB of RAM and a redundant disk configuration running Microsoft HyperV for the SQL database and application servers. These servers will run segregated instances of Microsoft windows for the various software applications including SQL. We will also provide a universal power supply system for power redundancy. The benefit of running HyperV is having local hardware redundancy and segregation of services while lowering cost.


The following list shows information technology resources for City’s system architecture including hardware and software:


Dell PowerEdge R610 Domain & File Servers Yes 2 Yes Yes

Dell PowerEdge R710 Application Server Yes 1 Yes Yes

Dell PowerEdge 2950 Email Servers Yes 2 Yes No

Dell PowerEdge R710 Antivirus & Patching Server

Yes 1 Yes No

APC Smart UPS 3000VA Yes 1 Yes Yes

D-5


D-6


Windows 2008 Enterprise Server Yes 3 Yes No

MS SQL Server 2008 Yes 1 Yes Yes

MS Exchange Server 2007 Yes 2 Yes No

D.1.1.3 Telephone System IBTS will install and maintain a telephone system within the Central Municipal Services Building with sufficient lines and features to handle incoming call volume. The phone system will be handled with a Cisco 2811 Integrated Services Router configured with Cisco‘s Unified Call Manager Express and a Cisco Unity Express AIM module (voice mail) to support a complete IP telephony environment. This setup will connect 20 Cisco VoIP (Voice over IP) phones. Voice over IP (VoIP) defines a way to carry voice calls over an IP network. For voice service, there will be 5 POTS lines that will terminate into the Cisco 2811 and an additional 3 lines for FAX. We will also provide a toll free (800) number that will be connected to City’s business phone system to handle customer services calls. The following list shows information technology resources for City’s telephone system (please refer back to the list under Network for depended devices):


Cisco VOIP Phones Yes 20 Yes Yes

D.1.1.4 Desktop IBTS will provide, install, configure and maintain the necessary computer workstations for IBTS staff assigned to City and for subcontractor staff. We will assign Dell desktops or laptops appropriate to a user’s function and need to travel. The following list shows information technology resources for City’s desktop and support: Software/Equipment Own Quantity Access to: Dedicated to City

Dell Latitude E6410 Laptop Yes 6 Yes Yes

Dell Optiflex 780 Desktop Yes 14 Yes Yes


D-7


Microsoft Windows 7 Yes 20 Yes Yes

Microsoft Office 2010 Pro Yes 20 Yes Yes

Symantec EndPoint Antivirus Yes 20 Yes Yes

Adobe Acrobat 10 Pro Yes 4 Yes Yes

Adobe Reader 9 Yes 20 Yes Yes

Internet Explorer 8 or above Yes 20 Yes Yes

D.1.1.5 File and Print IBTS will install and maintain all local document production services, including a primary and secondary printer/copier, a large format plotter, and scanning capabilities. Primary printer operations will be a Ricoh MPC4500 full color printer/copier capable of handling all day-to-day office needs. A secondary printer consisting of an HP 4240 black & white laserjet desktop printer will be provided for redundancy and overflow. Large format printing will be provided by an HP DesignJet 510 or comparable plotter. IBTS shall maintain the primary printer/copier through a maintenance and service agreement with IKON Office Solutions. The secondary printer and plotter shall be maintained and serviced by the proposed Office Manager, Verma Systems and IBTS Technology Services department. Scanning functions will be provided by the ShareScan software suite embedded in the MPC4500 color copier printer, and will have scan to email capabilities for all users. The following list shows information technology resources for City’s file and print services (please refer back to the list under D.1.1, Network, for depended devices):


Ricoh MPC4501 Color Copier Yes 1 Yes Yes

HP LaserJet 4240 Printer Yes 1 Yes Yes


D-8


HP DesignJet 510 Yes 1 Yes Yes

ShareScan Suite Yes 1 Yes Yes

D.1.1.6 Email IBTS will provide and maintain internet connection and email accounts for elected officials and City employees for internal and external communications. Email services will be provided using MS Exchange Server 2007 to increase efficiency and productivity while delivering a secure email experience. Elected officials and City employees will have MS Outlook 2010 on user machines to keep email account, calendar and contacts in one location. Staff in the field will have web access to their email accounts to stay in touch at all times. All City-related emails are subject to IBTS backup policies and will be included with the routine backup. (See D.1.1.9 Backup.) The following list shows information technology resources for City’s email services (please refer back to the list under D.1.1.2 System Architecture, for depended devices and software):


Dell PowerEdge 2950* Yes 2 Yes No

MS Exchange Server* 2007 Yes 2 Yes No

MS Outlook 2010 Yes 20 Yes Yes

Barracuda Email Archiver 350 Yes 1 Yes No

*These resources were also listed under System Architecture.

D.1.1.7 Website Design and Hosting GCR, our subcontractor, has significant experience in planning, developing, and supporting web based applications for governmental entities. Recently, GCR developed a comprehensive website and GIS application for the New Orleans Redevelopment Authority (NORA). This website deploys advanced technological tools to offer users ready access to current information and relevant data. GCR also built the rebuild.louisiana.gov website for the Louisiana Office of Community Development (OCD).


GCR has significant experience with content management. In fact, GCR has developed over 100 web based applications to support local and state governmental users. Through this experience, GCR has come to recognize and acknowledge the critical importance of content management. As a result, websites and applications are designed to facilitate access and updating by departmental users. If a website is to be of value, it must be kept up to date. GCR recognizes this and will work with the City of Central to ensure that all web pages are designed in a way to effectively and efficiently manage content.

In developing and designing a website for the City of Central, GCR will maximize the use of site search engines. The average Internet user has become so accustomed to efficient searches through Google and similar search engines, that it is essential for an enterprise application to have extensive search capabilities for it to be accepted by users and the general public.

D-9

GCR offers the City of Central capabilities and experience in the following areas:

• Maintain content of the existing website • Review existing intranet and extranet sites • Develop recommendations and design for

future intranet and extranet site development

• Perform website development using advanced portal technologies

• Provide a Content Management Solution and work with the city to develop a workflow to support independent content updates by departments

• Design and implement core intranet site components such as knowledge bases, reporting portals, collaboration sites, workflow, executive dashboards, and corporate communication processes

• Implement, configure, tune, and maintain enterprise search engines

Hosting The Central website will be hosted at the Venyu Tier IV data center in Baton Rouge. The Tier IV center provides:

• Multi homed and geographically diverse Tier I Internet providers. • Triple-redundant, 1 megawatt diesel generators - resulting in increased protection

against potential power outages. • Fully-redundant Cisco meshed network infrastructure allowing no single point of

failure. • 365 x 24 x 7 onsite technical support and monitoring. • Fully redundant power circuits and UPS battery backup to each rack - resulting in

increased uptime. • FM- 200 based waterless fire suppression system. Redundant, enterprise-class

firewalls • 365 x 24 x 7 system-level monitoring, and real-time intrusion detection / notification • 365 x 24 x 7 onsite security • 365 x 24 x 7 manned Network Operations Center • Biometric scanners and access card required for entry to all data center areas • Video surveillance cameras throughout the interior and exterior of facility


D-10

D.1.1.8 Application Hosting IBTS has significant experience in hosting applications. We fully understand the need to set up a robust hosting environment that will allow for hosting complicated applications such as Accela and GIS ESRI using servers with a connection to a SQL database. We have proposed a redundant hosting environment that will have a virtual server arrangement and data storage environment. This will allow for reliability and 99.9% uptime. Team IBTS has developed a hosting plan that meets the security, backup, disaster recovery and performance needs of the City of Central. The servers and bandwidth have been sized to meet the peak demands of the user community. Due to the public importance of the applications, IBTS proposes a variety of technologies that will increase the availability and uptime of the environment that hosts the applications. Team IBTS will use a virtual server environment, with VMWare technology, to host the required applications and SQL database servers. Virtual servers are fully functional Windows servers that can be “transferred” between different physical hardware. In normal operation, only one physical server is responding to requests from users, but if one server has a hardware problem and is unable to perform, the other server automatically takes over functionality from the first server. The following list shows information technology resources for City’s application hosting (please refer back to the list under D.1.1.2 System Architecture for depended devices and software):


GBA Master Series Yes 8 Yes Yes

Tyler Incode Yes 4 Yes Yes

Accela Yes 5 Yes Yes

ESRI GIS Yes 2 Yes Yes

D.1.1.9 Backup IBTS recognizes both its own and the City of Central’s critical interest in information protection and security. All of our client work, indeed all of our work, is performed with strict adherence to corporate policies and plans for securing and protecting the data which we develop and archive. Altogether, IBTS currently houses over two Terabytes of mission critical information supporting our client engagements. We provide all services at these levels of information protection as a matter of course. All applications and databases on the servers will be included in routine backup policy. The backup policy will include a complete system backup of every file daily on Fridays of every week.


Every Saturday, Sunday, Monday, Tuesday, Wednesday, and Thursday, an incremental backup will occur. The incremental backup will write all files to off-site storage that have been changed since the last full backup. This backup policy allows quick restoration of any lost data. The backups will occur by using IBTS’ Disaster Recover Module. This module allows for an extremely fast recovery of a server in the event of “catastrophic” loss. The databases will be backed to operating system files on the server using the backup routine built into the database server. A secondary backup system data are co-managed by IBTS and our backup vendor, Terramark. The data are backed up on a daily basis at Terramark's offsite location below. Our support times for the primary contact are 24X5 days, Monday through Friday. The support hours for Terramark are 24 hrs x 7 days x 365 days. The Terramark offsite backup facility is located at 21571 Beaumeade Circle, Ashburn, VA 20147. Terramark is capable of site-to-site replication from Ashburn, VA to Allen, TX, offsite. This site is located at a Terramark facility located at 900 Venture Drive, Allen, Texas 75002. Terramark’s Technical Support Group can be reached at 703-968-7400. Terramark customers can invoke an offsite disaster recovery process to facilitate onsite recovery, 24 hours x 7 days x 365 days. The figure below depicts the IBTS/Terramark backup systems, offsite storage and setup: Terramark Backup Systems, Offsite Storage and Setup

D.1.1.10 Geographic Information System (GIS)

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GCR and Associates, our project team member, will be the provider of GIS services. The project team anticipates that these services to be needed on a part-time basis. We will provide GIS services on-site on an as needed basis and through off-site basis. Our approach to updating the GIS information will include GIS and AutoCAD skills. GCR has all software and hardware necessary to perform the GIS services for the City of Central. All of the hardware and software for creation and editing of GIS datasets will be maintained by GCR off-site at the Venyu data center in Baton Rouge.


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GCR will train users in how to print GIS maps on-site. A plotter will be available on-site for printing of GIS maps by the project team. The project team will provide GIS resources to maintain the existing GIS maps for Central, including requests to provide reproduction and printing of maps. GIS information will be updated from address data provided by approved plats, parcel maps. GIS hardscape elements will be updated from planned and as-builds of construction permits and capital projects for water, sewer, street and other geographic elements. GCR has been an ESRI Business Partner for over 15 years. GCR has a strong and viable working relationship with ESRI through collaboration and use of the ESRI suite of products. We stand ready to demonstrate any number of enterprise level GIS applications developed for corporate, governmental, and institutional clients throughout the United States. Our professional staff is actively involved with ESRI, and we are a member of the ESRI Developer Network (EDN). Through the network our GIS technicians have access to all of the intellectual and technological resources available therein.

Hardware and Software GCR will provide a laptop and ArcGIS software for the GIS technician. Upon moving on the Central GIS to an online mapping system, GCR will project servers hosted at the Venyu datacenter. The hosting environment will consist of a VMware ESX Cluster. The Cluster will run VMware ESX 3.0 and use VMware’s High Availability and Distributed Resource Scheduling to maintain maximum uptime and resource availability. The VMware cluster will reside on physical servers and the data storage SAN environment. Automated management of the VMware cluster will be handled by three servers. Each server has (8) 3 GHz Intel Xeon CPUs and 32 GB of RAM. The data storage will reside on an EMC CX4 960 SAN. The entire system will be connected by a dual redundant fiber network to ensure maximum speed, availability, and uptime. The fiber network is composed of Cisco MDS 9500 Multilayer 8 Gbps Fiber channel switches. The three physical servers in the VMware cluster will ensure there is not a single point of failure. The cluster will be configured so that the cluster can continue to function at a standard level of operation with the loss of one server. No single physical server will operate at more than one third of its total capacity. The cluster will also function with minimal administrator/human intervention in the event of a catastrophic failure of hardware. All network connectivity will be directed through a redundant network of Cisco Gigabit Switches to ensure fast reliable and fault tolerant network connectivity. The server software includes but is not limited to:

• Windows 2008 Standard • Microsoft SQL 2008 • Microsoft Internet Information Server • Microsoft Team Foundation Server • Microsoft Active Directory • ARCGIS Server 9.3.1 • ARC SDE 9.3.1 • Weborb 3.6

The following list shows information technology resources for City’s GIS services (please refer back to the list under D.1.1.2 System Architecture for depended devices and software):


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Software/Equipment Own Quantity Access to: Dedicated to

City

ArcGIS 10 SP1 Yes 4 Yes No

ArcGIS Server Yes 1 Yes No

Autodesk Map 2009 Yes 3 Yes No

D.1.2 Planning and Zoning Services IBTS will optimize the manner in which the existing planning and zoning software systems, Accela and ESRI GIS, are used in conjunction. We will ensure the continued use of both systems during the first year of support to the City of Central. We will maximize the Accela’s capabilities to provide access to input data, verify activities, check permit status, and obtain complete parcel information instantly, and ESRI, GIS’s efficient delivery of map and geographic record information that can be accessible to the public, city staff, and other agencies and special interest groups.

The following list shows information technology resources for City’s planning and zoning services (please refer back to the list under D.1.1.2 System Architecture, for depended devices and software):


Accela* Yes 5 Yes Yes

GIS ESRI Yes 2 Yes Yes

*These resources were also listed under D.1.1 Administrative Services.

D.1.3 Financial Services IBTS will provide and continue to use the Tyler Technologies Incode Product Suite to track all financial/accounting, specifically deposits, writing checks, journal entries or accruals, inventory of fixed assets, general ledger and processing and tracking occupational licenses as well as budgeting. The Tyler Incode application will run on the Tyler Incode Server and the Incode database will be on the SQL 2008 server. All client workstations with have network connectivity for both the Incode server and the Sql 2008 server. User authentication for access to the


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Financials system will be restricted to only those needing access. Additionally the user permissions will be configured to only support the Tyler Incode modules needed to functionally support their specific account roles. Financial System database backups will be run daily and previous backup files will be retained for use in restoring activities in the event significant inadvertent errors were made within the system. The day-to-day administration of the Tyler Incode Product Suite, the SQL 2008 database server, and user configuration will be supported by the on-site IT support activity. Ad-hoc reporting is an important and useful aspect of financial systems. Custom reporting configurations will enhance transparency of relevant fiscal metrics including use of funds. IBTS has expert database and report development staff to quickly and efficiently address any information needs the City would find appropriate. IBTS’s public purpose includes assisting municipalities achieve their mission, especially in promoting information availability to the City’s citizens. Ad-hoc reporting needs will be supported by the staff in the IBTS headquarters office. The Tyler Technologies Incode Product Suite will allow IBTS on-site staff to perform all Financial Services needed by the City to maximize its fiscal position enabling the City to leverage its strong position to pursue all their endeavors. These include following the City’s procedures and maintaining records mandated by the laws of the State of Louisiana, the City’s ordnances, oversight from the City’s Director of Finance, and consideration of the City’s auditors. The Tyler Incode Financial System and headquarters oversight will support all accounting practices to conform to the Governmental Accounting Standards Board (GASB) and the Generally Accepted Accounting Practices (GAAP). All financial reporting will continue to be prepared and distributed monthly upper-level management reports and detailed financial reports required by law and the City. The reports will identify actual revenues and expenses as well as monthly and fiscal year budget comparisons. The following list shows information technology resources for City’s financial services (please refer back to the list under D.1.1.2 System Architecture for depended devices and software):


Tyler Incode* Yes 4 Yes Yes

*These resources were also listed under D.1.1 Administrative Services. D.1.4 Public Works Services IBTS will utilize the existing software, GBA Master Series, to support public works and emergency services. We will maximize the software’s built-in capabilities to track customer requests, track and store preventative work, create work orders, and control parts and materials inventory, and ensure the results of all work is accessible and visible in real-time to City officials and residents. Additionally, we will provide reports on a weekly and annual basis on all public works services performed, highlighting the type of service, location or address of service site, description of the work performed, and date of completion. IBTS will maintain all reports for a period of at least three (3) years. IBTS will make accessible all maintenance schedules, and will incorporate into these schedules all requests submitted by City or reported by residents to IBTS. The described level of services will be performed for all areas of public works and emergency services, to include: drainage maintenance; grass cutting and weed control; litter control; bridge assessment and minor repairs; roadway repairs; roadway striping; sign maintenance; special services, such


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as hanging banners and decorations for special events; traffic signals; utility coordination; emergency and catastrophic response; natural and man-made debris generating events; and clean-up in a declared state of emergency. The following list shows information technology resources for City’s public works services (please refer back to the list under D.1.1.2 System Architecture, for depended devices and software):


GBA Master Suites* Yes 8 Yes Yes

*These resources were also listed under D.1.1 Administrative Services. D.1.5 Permit and Inspections Services Processes and staffing for plan review and permitting will be put into place to ensure that the City’s required deadlines are met. Inspection staff will be equipped with all IT services necessary to respond to inspection requests in a timely manner. Fee collections will be automated. Staff will have ready access to all applicable laws, regulations, codes and standards. Certificates of Occupancy will be issued and recorded electronically. These services will also include the review and approval on sign permit applications. The following list shows information technology resources for City’s permit and inspection services (please refer back to the list under D.1.1.2 System Architecture, for depended devices and software):



*These resources were also listed under D.1.1 Administrative Services. D.1.6 Engineering Services IBTS is dedicated to providing a professional environment with a high level of responsiveness to the citizens, developers, and consultants of the City of Central. We understand the importance of protecting the public health, safety, and welfare of City’s neighborhoods, providing a safe and reliable transportation system for all, and improving the quality of life for City residents and visitors. The goal of our staff is to actively promote the community’s economic development and quality of life by providing thorough, accurate and timely review of project permit applications and maintaining an exceptional permit application process that is clear, concise and consistent.


D.1.7 Stormwater Management Services The following list shows information technology resources for City’s stormwater management services:


MS4 Permit Manager Yes 2 Yes Yes

D.1.8 Code Enforcement Services IBTS understands the requirements for delivering the requested code enforcement services. These include developing and implementing processes for enforcement of construction codes, building regulations, zoning ordinances. Land use restrictions and sign ordinances. Violations will be documented, and testimony provided in any hearing and litigated matters. The following list shows information technology resources for City’s engineering services (please refer back to the list under D.1.1.2 System Architecture for depended devices and software): Software/Equipment Own Quantity Access to: Dedicated

to City


*These resources were also listed under D.1.1 Administrative Services. D.2 Ability to Access Additional Information Technology Resources

Office Manager/IT Supervisor

IBTS IT Helpdesk

GCR AssociatesWebsite & GIS

Support

IBTS IT Engineering

Tier 3 Support

Verma SystemsOnsite Support

IBTS will work closely with the City of Central staff to provide technical support via a tiered structure to enable the City to access additional resources during heavy work periods and during emergency or catastrophic situations. Tier 1 support will be provided by the Office Manager on-site. IBTS’ Tier 1 support will be the focal point for reporting all system related incidents and for service requests. Tier 2 support will be provided by the IBTS IT Helpdesk remotely via web, email, and phone. IBTS will obtain additional technology support services from Verma Systems for its Tier 2 support. Verma Systems is located in Baton Rouge, LA and will provide onsite, phone, and remote services when necessary.

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IBTS Help Desk will be working closely with Verma Systems to ensure exceptional customer service. Help Desk will be available as the Tier 3 team for escalation of any request or issue from Verma Systems. Additionally, a Tier 3 support team will be assigned to the City of Central’s server environment. A dedicated team member will be responsible for operation, maintenance and upgrades to the environment with support from the leveraged Tier 3 team. Tier 3 will be available 8/7/365. IBTS will provide detailed hardware and software monitoring services, designed to track system trends, utilization, and performance. Problem alerts and threshold violations are sent to IBTS Technology Services Tier 3 personnel for response. Each member of the team carries a BlackBerry to receive system alerts regarding all IBTS server environment. The Tier 3 support team is located in Herndon, VA and will be able to take over during emergency or catastrophic situations. In case of an emergency or catastrophic situation, Tier 3 team will engage Terramark to invoke an offsite disaster recovery process to facilitate data recovery and restore operations, 24 hours x 7 days x 365 days. The GIS project team has developed a comprehensive plan to address staff and technology resources during peak periods and emergency situations. From a staffing perspective, each key position will be provided cross training on a regular basis so that skill sets required at peak periods will be available. The GIS team will work 24 hours a day in these situations until the problems are resolved. From a hardware perspective, the server, network and bandwidth environment that we have specified can handle thousands of concurrent users. We do not anticipate a demand higher than 50 so we have adequate room for both peak users and peak data throughput. The hardware environment was designed for redundancy, so no single failure of any component will cause a problem with availability. We understand the city services are essential to the City of Central constituents and we have developed a technology architecture resilient to disasters. The GCR GIS team has developed a hosting plan that meets the security, backup, disaster recovery, and performance needs of the City. The servers and bandwidth have been sized to meet the peak demands of constituents. The GIS hosting environment will be stored off-site at the Venyu/NTG Tier IV data center located in Baton Rouge, Louisiana and managed by the GCR GIS team. A Tier IV data center is state of the art and has built in redundancy for all systems from bandwidth to electricity. In addition, we will have a cold site in case of a disaster at the data center. The cold site for geographical failover is located in Springfield, Missouri. Geographical failover to the Springfield installation could be accomplished within four (4) hours. Data backups will be performed daily and stored offsite on a rotating basis to ensure the best possible recovery scenario. The hosting architecture is presented in the following figure.


D.3 Maintaining Continuity for Information Technology Resources IBTS will be operating as a single entity, responsible for all support deliverables including those of its partners. In the event that any of those partners should no longer be able to perform the services to the City on behalf of IBTS, IBTS Technology Services would assume those services on a temporary basis, dispatching HQ staff as necessary until a local resource can be secured. IBTS Technology Services has significant full-time senior staff including help desk management, web developers, systems, network, and database engineers that will serve as escalation for the local support team.

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E. Equipment and Resources Other Than for Information Technology Section Page E.1 Other Equipment and Resources for Service Delivery E-1 E.2 Ability to Access Equipment and Resources E-5 E.3 Maintaining Continuity for Other Resources and Equipment E-5 Section E addresses the IBTS proposal for provision of equipment and resources, other than IT. It is organized to address this equipment by each of the eight service areas. The Central Context IBTS has already initiated a search for suitable publicly accessible office facilities in Central. The anticipated usable space required is roughly 3500 to 4000 sq ft. The space will be fully accessible and conform to ADA following any required build-out to suit the program services. It is anticipated that adequate space will include: public and work space, meeting rooms, storage, records areas (secure and non-secure, restrooms, information counters, and parking of sufficient size. Adequate furniture will be included for staff and public as required. IBTS will review the final contract work space with City contract personnel as directed prior to implementation of any build-out. In the event that adequate space cannot be found and provided within 30 days of the award, IBTS will provide temporary modular units on a site agreeable to the City of Central. The interim facilities will be removed and replaced by permanent facilities when located. IBTS will also identify secure storage and lay down space for equipment at the same location or another location convenient for use that will not impact residential or other adjacencies. In addition IBTS has identified a preliminary list of Other Equipment and Resources for Service delivery below. E.1 Other Equipment and Resources for Service Delivery Leased Equipment Own If yes, enter quantity Access to: Backhoe – (full size case 590) Yes 1 Yes Skid Loader Yes 1 Yes Lowboy Trailer Yes 1 Yes Tandem Dump Truck Yes 1 Yes Flat Bed Truck (PC compatible) Yes 1 Yes Leaf Vacuum Yes 1 Yes Chipper / Mulcher Yes 1 Yes Monoxer/Leak Detector Heavy Duty Generator – Emergency Backup

Yes 1 Yes

Digital Camera (PC compatible) Yes 10 Yes Pressure Pans Duct Blaster Yes 4 Yes


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E.1.1 Administrative Services

Equipment Own If yes, enter quantity Dedicated to City Office Group (4) No N/A Yes Public Reception Group (Shared) No N/A Yes Meeting Space (2) No N/A Yes Storage group No N/A Yes

E.1.2 Financial Services

Equipment Own If yes, enter quantity Dedicated to City Office Group (2) No N/A Yes Public Reception Group (Shared) No N/A Yes Meeting Space (2) No N/A Yes Storage group No N/A Yes Calculator with printer No N/A Yes Printer/scanner/copier No N/A Yes

E.1.3 Public Works Services

Leased Equipment Seasonal Quantity Dedicated to City Backhoe No 1 Yes Skid Loader No 1 Yes Lowboy Trailer No 1 Yes Flat Bed Truck No 1 Yes Tandem Dump Truck No 1 Yes Leaf Vacuum No 1 Yes Chipper/Mulcher No 1 Yes Drainage Vacuum No 1 Yes Heavy Duty Generator (includes transfer gear -$2,000) No 1 Yes

Traffic Control and Emergency Equipment Seasonal If yes, enter quantity Dedicated to City

Electronic Programmable Portable Signs No 2 Yes

Portable Emergency Lights No 1 Yes Temporary Signage (misc) No 1 Yes Boat, Outboard Motor, Trailer No 1 Yes Loudspeakers No 1 Yes Satellite Telephones No 2 Yes


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Public Works Equipment Seasonal If yes, enter quantity Dedicated to City

Riding Mowers No 2 Yes Landscape Trailer No 1 Yes Push Mowers No 3 Yes Chainsaws No 3 Yes Leaf Blowers No 2 Yes Weed Eaters No 2 Yes Power Pruners No 2 Yes Debris Removal Blade (truck mounted) & Spreader No 1 Yes

Flat Plate Compactor No 1 Yes Wheelbarrows & Miscellaneous Tools No N/A Yes Handheld Radios and Dispatch Sta. No 12 users Yes Survey Equipment No 1 Yes Portable Barriers, Barrels, Cones (Traffic Control for Maintenance) No N/A Yes

Public Works Office Equipment Own If yes, enter quantity Dedicated to City Office Group (5) No N/A Yes Public Reception Group (Shared) No N/A Yes Meeting Space (2) No N/A Yes Storage group No N/A Yes Printer/scanner/copier No N/A Yes Portable Emergency Power No N/A Yes Public Address and Loud Speaker No N/A Yes

Other Shared Public Works Equipment Own If yes, enter quantity Dedicated to City

Cars (3 Hybrid) No N/A Yes Trucks (4 small size) No N/A Yes Flashlights No N/A Yes Flood light(s) No N/A Yes Drafting Equipment No N/A Yes Paper, file folders, envelopes and misc. office supplies No N/A Yes Kitchen/Pantry Supplies No N/A Yes Refrigerator and Water Cooler No N/A Yes Audio/Visual Equipment No N/A Yes Carpeting and Mats No N/A Yes


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E.1.4 Permit and Inspections Services

Equipment Own If yes, enter quantity Dedicated to City Office Group (2) No N/A Yes Public Reception Group No N/A Yes Meeting Space No N/A Yes Storage Group (Files + Dwgs) No N/A Yes Layout Table and Supplies No N/A Yes Write-On Wall Mounted Board No N/A Yes

E.1.5 Planning and Zoning Services

Equipment Own If yes, enter quantity Dedicated to City

Office Group (2) No N/A Yes

Public Reception Group No N/A Yes Meeting Space (1) No N/A Yes Storage Group (Files + Dwgs) No N/A Yes

Survey and Photography Equipment No N/A Yes

E.1.6 Engineering Services

Equipment Own If yes, enter quantity Dedicated to City Office Group for Engineering and Stormwater Management (2) No N/A Yes

Public Reception Group No N/A Yes Meeting Space (1) No N/A Yes Storage Group (Files + Dwgs) No N/A Yes Drafting Tables and Large Format Files Storage No N/A Yes

E.1.7 Stormwater Management Services

Equipment Own If yes, enter quantity Dedicated to City Office Group (included in Engineering) No N/A Yes

E.1.8 Code Enforcement Services

Equipment Own If yes, enter quantity Dedicated to City Office Group (1) No N/A Yes Public Reception Group No N/A Yes Meeting Space (1) No N/A Yes Storage Group (Files + Dwgs) No N/A Yes


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E.2 Ability to Access Equipment and Resources IBTS offices nationwide, including staff, will serve as a source of personnel and the procurement of equipment and materials required for emergency response. Since these offices are located outside the area of Central and also outside the region, purchases and rentals necessary will be more readily available for acquisition and forwarding. All such needs will be coordinated with the IBTS Headquarters Chief Operation Officer through the Municipal Services Director and the Public Works/Disaster Response Director and Emergency Services Director. IBTS will coordinate with neighboring communities and their emergency response systems to develop region-wide emergency preparedness plans. Emergency communication channels will be established for times when traditional telephone (wireless and landline), television, and other broadcast systems are compromised. The City’s network of designated emergency responders will be tasked to regularly review emergency response procedures. Coordination meetings will be documented and presented to the City’s executive management at regularly scheduled City Council meetings and at the direction of the City. The respective Department Managers will be required to attend training offered by State agencies and other groups as they pertain to emergency response. Collective community involvement with the Emergency Preparedness Plan will be maintained by the IBTS and kept current with the emergency planning industry’s best practices. E.3 Maintaining Continuity for Other Resources and Equipment IBTS will be operating as a single entity, responsible for all support deliverables including those of its partners. In the event that any of those partners should no longer be able to perform the services to the City on behalf of IBTS, IBTS Technology Services would assume those services on a temporary basis, dispatching HQ staff as necessary until a local resource can be secured. IBTS Technology Services has significant full-time senior staff including help desk management, web developers, systems, network, and database engineers that will serve as escalation for the local support team.


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F. Insurance and Bond Section Page F.1 Proof of Ability to Secure Insurance Coverage F-1 F.2 Proof of Ability to Secure Bonds F-1 Section F addresses the IBTS proofs required for this proposal. F.1 Proof of Ability to Secure Insurance Coverage IBTS monitors and manages its insurance requirements and proactively addresses insurance needs on a current basis. IBTS current insurance coverage meets or exceeds the requirements of the solicitation in all areas expect in the area of Professional Liability and Umbrella limits. If IBTS is awarded a contract as a result of this solicitation, IBTS will secure the required liability limits for Professional Liability and Umbrella Policy. For the City’s review, IBTS has attached a current certificate of insurance and a letter from our insurance agent supporting IBTS’s ability to secure the required insurance coverage and bond requirements, when necessary. F.2 Proof of Ability to Secure Bonds IBTS has the ability to secure and satisfy bonding requirements on a contract by contract basis. IBTS’s strong financial stability enables and supports an expedited bonding process. If IBTS is awarded a contract as a result of this solicitation, IBTS will secure the required Bond for this effort. We will provide an annual bond for each year that we have the contract and in the amount of the services to be provided for that year. As mentioned in Section F.1, for the City’s review, we have secured a letter from our insurance agent supporting IBTS’s ability to secure the required bond, when necessary.


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G-1

G. Proposals Section Page G.1 Proposal Form G-1 Section G addresses the IBTS cost proposal. G.1 Proposal Form OPTION 1 PERIOD AMOUNT

YEAR 1 $3,027,848.00 YEAR 2 $3,129,663.00 YEAR 3 $3,234,533.00 YEAR 4 $3,342,549.00

ALL SERVICES IN RFQ&P

YEAR 5 $3,453,805.00 DRAINAGE MAINTENANCE – Excavation Per Mile in addition to amount of off-road drainage required in Scope of Services.

$20,000/mile

DRAINAGE MAINTENANCE – Cleaning Per Mile in addition to amount of off-road drainage required in Scope of Services.

$15,000/mile

Basic Labor for additional services per hour (Equivalent 4-man crew hourly rate, during normal working hours*)

$156.18/hour

After-Hour/Emergency Labor for additional services per hour (Equivalent 4-man crew hourly rate, outside of normal working hours*)

$351.40/hour

* Normal working hours are 8 hours per day on weekdays, excluding holidays.


H-1

H. Contract, Transition Plan, Emergency Catastrophic Response and Key Performance Indicators Section Page H.1 Agreement to Execute Contract H-1 H.2 Signature of Documents/Evidence of Authority H-2 H.3 Contract Commitments H-2 H.4 Transition Plan Including Duration H-8 H.5 Emergency and Catastrophic Response H-16 Section H addresses the IBTS contract with the City of Central for each of the service areas addressed in the proposal. In addition, it addresses:

• Value and impact to the City of Central for IBTS performance measures • Transition plan duration and project plan, objectives, monitoring control & change • Quality assurance • Knowledge and data transfer • Approach for Phase-In transitioning of all services • Major transition activities • Plan risk management • IBTS Disaster Recovery Handbook

The Central Context IBTS will perform all services requested and proposed under this 5-year contract in a professional manner in accordance with a detailed Transition Plan and a Work Plans including schedules established in accordance with standards for quality and timeliness established in consultation with the City of Central manager assigned to this contract. Transition to IBTS team support will be seamless and risk-free. In addition, our performance will:

• Promote local job security and growth • Improve transparency of services performed and information gathered • Re-apply savings and unexpended funds to accelerate City projects and fund City needs • Promote City, public, and business participation in City affairs

H.1 Agreement to Execute Contract IBTS hereby agrees to execute a contract substantially similar to the Sample Contract provided as an example in the City of Central's RFQ&P, Exhibit B.


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H.2 Signature of Documents/Evidence of Authority All documents requiring a signatory authority for IBTS will be signed by Ashok K. Goswami, PE, Chief Executive Officer. The IBTS Board of Directors resolution giving him the authority to sign on behalf of IBTS is attached as Exhibit A. IBTS’s declaration of no Conflict of Interest with the City of Central, Louisiana for the services contemplated for this RFQ&P is in Exhibit B. H.3 Contract Commitments IBTS is ready to commit all key personnel and subcontract resources presented in this proposal. In addition, to IBTS corporate and Louisiana resources, that will include the financial and Quality Assurance assistance of HTB shall be committed to the City. Within one week of selection, IBTS will provide the City with a detailed Transition Plan (see Section H.5) that will address all services, staffing, additional subcontract support, and schedules for City review and concurrence. Among the highest priorities will be the transfer of knowledge and records, along with our assessment of existing personnel for re-hire and deployment as a means of ensuring continuity of services without risk, where feasible. NOTE: IBTS will also identify additional transition team expertise for the development of the plan and for the 30-day transition from the current contractor to IBTS. H.3.1 Administrative Services IBTS is prepared to provide appropriate licensure for GBA Master Series, Tyler Incode, Accela, Microsoft Windows XP Professional, Microsoft Office 2007 Professional, ESRI GIS, and Adobe Acrobat 8 Professional. IBTS professional staff is qualified and trained to provide the hardware necessary to host the software itemized, install the required wiring and network system as outlined in the RFP&Q, provide and install all work stations for both City and Contractor personnel onsite, train staff as needed on the proper use and integration of software utilized, and monitor and maintain the hardware, software, and the continuous use of the system by all personnel. Capital Programs - IBTS is also prepared to begin the Capital Program Administration by using the Master Plan and vision historical document registry to initiate the effort to update and add to the formal Master Planning Process that will be led by the Mayor and Council and will include the meaningful participation of all stakeholders. The focus for the Master Planning Process will be based on the goals set forth in the recently completed Master Planning documents. Once the short term and long term Master Plan priority capital projects have been determined, Timelines, Budgets, Grant Funding Project Support and Market Funding Options will be presented by IBTS to the City of Central Elected Executive Body. IBTS employs professionals who are well versed and seasoned in Municipal Funding Markets and Financing options including but not limited to bonding, tax increment financing, private public partnerships, industrial development bonds, federal and state grant funding, refinancing, and lease-purchase agreements. Forecasting and Policy Implementation - IBTS will provide assistance in the analysis of financial and economic trend data to aid in the preparation of financial forecasts as desired by the City such as Cash Flow Analysis, Budget to Actual Variance Reports and Capital Project


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Forecasts. IBTS will also provide assistance in the preparation of written and web-based reports and will provide briefing and background materials to City staff as requested. Contract Administration - IBTS will assist the City in the preparation of requests for proposals for administration of maintenance contracts as necessary including a detailed performance task list anticipated. IBTS will also assist in the preparation of a quantitative and qualitative evaluation of each vendor’s financial capability to carry out the responsibilities identified in the contract and the vendor’s performance history and provide a report on the analysis. Communications and Public Relations - IBTS understands the importance of creating and maintaining an open and dynamic communication environment with the constituency and all stakeholders. IBTS will provide or assist in providing the electronic and intellectual platform from which an open and positive communication environment can be created and maintained. IBTS, in addition, will provide the storage required for records retention and access to meet the compliance requirements of the State of Louisiana as well as the rapid access to records required by the City. IBTS will also review and Update Crisis Communication Plan and the Emergency Preparedness Plan Annually Departmental Support - IBTS will provide skilled administrative and clerical support personnel to support all services provided for by the Contract. All staff provided will have the clerical and administrative skills required to perform the supportive tasks required and will be trained on specific tasks to be undertaken as well as the City policies and procedures for their respective roles. The staff selected will have the personal skills and demeanor required to promote a harmonious and positive environment for interactions with Mayor, Council, City Staff and residents. Information Technology, Website Maintenance and Technology Support - IBTS understands the City’s need to provide reliable, scalable, and efficient IT services to meet the dynamic needs of municipal government and will provide all hardware, software and other equipment necessary to deliver the Scope of Services. Through the leveraging of the IBTS Technology Infrastructure and resources including its partners including Verma Systems and GCR Associates and 3rd party services such as Verizon Business Services, Dell, and Terramark/DS3 Data Backup Services. Geographic Information System- IBTS will maintain all GIS information (except aerial and topographic mapping) on behalf of the City and the information will be updated at least monthly and made available to the public in accordance with the City’s expectations and requirements. Grant Assistance - IBTS will assist the city in the identification of grants to assist with the funding of services or projects, will provide assistance with the preparation of grant applications, will provide a documentation system to record grant activity as required by the grant agreement, will assist the city in identifying the appropriate procurement process that complies with specific grant requirements, and will provide the reports required by the grantee in the appropriate form and manner and on the schedule set forth in each agreement. As previously discussed, PEC and IBTS form a strong partnership to pursue loan and grant potential do to long track records and working relationships with many of the State and Federal agencies that administer the programs. PEC has a very clear understanding of what local agency grants can be most successfully pursued and how to prepare these applications. A summary of potential loan and grant programs for the City of Central will be made available on request.


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The IBTS team envisions workshops and conference to develop a prioritization of projects and which grants to pursue based on potential of success, needs, and monetary constraints. This effort would be consistent with the development of the annual Capital Improvement Program. If requested by the City, IBTS will assist in providing a grant reporting system to meet Federal OMB 133 Schedule audit requirements and will assist in resolving outstanding issues. H.3.2 Financial Services IBTS is committed to providing and upgrading strong accounting, financial, and internal control systems who will work at the direction of the City to assist in providing the following services. IBTS will follow the procedures and maintain all records in compliance with and as required by State Law and City ordinances. In addition, IBTS will maintain all records as required by the City Director of Finance, the City’s auditors. IBTS will follow the policies established by the City, the City Finance Director and the City auditors for the management of City funds and as set forth in the Scope of Services. Services including but not limited to records maintenance, agency liaison, fee collection, recommend enforcement actions, fund accounting, financial reporting, budgeting, and purchasing. H.3.3 Public Works Services IBTS and PEC will meet all the requirements of the Scope of Services of this contract for field services necessary to maintain the city’s assets and infrastructure. The overall prioritization of work requests will be established by the Program Director and the Public Works Director, Mr. Larry Walters, in coordination with the Mayor, City Clerk, and City Council. A one point of contact hotline for assistance will ensure proper tracking of problem requests. A work order management program will schedule daily and weekly required work efforts. The IBTS team will retain full time field services personnel to perform ordinary maintenance of City assets and infrastructure for smaller repairs, maintenance efforts not under an assigned contractor's designated work tasks. The IBTS team will utilize a local Better Business Bureau-rated A+, 25-year-old contractor Allen & Leblanc to assist with infrastructure repairs and construction beyond the local in-house labor team and its available equipment. The work done by Allen & LeBlanc will not exceed public bid law requirements, and will be well coordinated with City officials before undertaking. H.3.4 Permit and Inspection Services Upon contract award, IBTS will immediately meet with the Planning and Zoning Commission, the Board of Adjustments, the Construction Board of Appeals, the local Fire Department, East Baton Rouge Parish and the local Department of Health & Hospitals to establish lines of communication and gain input from each group as to any needs they may have and IBTS can assist them. During these meetings any outstanding notices or issues will be addressed and built into IBTS’s ongoing service plans. A location, approved by the Mayor, for the Central Municipal Services Building, which will house the Permitting and Inspection Services Manager amongst other staff, will be operational for


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transition purposes and for the duration of the contract. IBTS has identified an office complex with 3,500 + sq. ft. of space that is centralized to downtown Central. IBTS will work closely with all contractors to ensure that the Office of State Fire Marshal reviews on all commercial projects are completed so as not to delay the permitting process. While the State Fire Marshal life safety and accessibility reviews currently have a goal of completion within five (5) business days, catastrophic events do occur and can result in increased workloads at the Fire Marshal’s office that may delay reviews longer than 5 business days. This of course, will be tracked as part of IBTS’s Key Performance Indicators. Permit Applications, Permits, Plan Review Letters, Inspection Reports and Certificates of Occupancy will be issued at the Central Municipal Services Building by fax and or an electronic system. Fees for building permits inspections and related services will be based upon the fee schedule as approved by the City Ordinance. All reviews, permits, inspections and Certificates of Occupancy will be issued in accordance with all applicable codes including the International Building Code, the International Residential Code, Central’s Unified Development Code, Louisiana’s Uniform Construction Code and other applicable Federal, State and local City ordinances. Plan Review assistance will be provided in reviewing construction plans submitted by developers to the Planning and Zoning Department. In addition, IBTS will review, approve plans and issue permits for all signs within the city. Trade permits will also be issued as needed by citizens for plumbing, mechanical, electrical and building. IBTS will conduct inspections to ensure that all construction activities are permitted and inspected with strict conformance with City codes and ordinances. Non-conformances will be fully documented, reference with violated code, and reported. All non-conformances will be verified as corrected before work is allowed to be covered up or otherwise made inaccessible. Technology in Permitting IBTS deploys FIT™ technology for permitting systems, giving citizens and contractors access to reports and information in near real-time. Citizens are able to interact directly with the software via an internet web portal. Once logged in, they can apply for permits online, make payments online, request inspections online and print out copies of all their applications, permits, plan review letters, inspection reports, Certificates of Occupancy, upload drawings and specifications and see their Flood Plain documents (Firmettes, LOMARS, DFirms and Elevation Certificates). This allows citizens and contractors to have up to the minute, real-time data via the internet, deliverable directly to smartphones with email and/or text messaging enabled devices. With IBTS FIT™ Technology, this information flow simultaneously from the Inspectors Field Inspection Tablet directly to the web-based database and to the identified Smartphone and texting devices. Ultimately, this keeps citizens and contractors informed through push technologies, producing the information for them rather than making them hunt for it online. This decreases the time it takes citizens and contractors to learn whether work has or has not been completed on a specific project. Contractors can focus on other tasks, confident that once a job is complete, IBTS will notify them immediately.

• ONLINE PERMITTING – eliminates contractor travel and wait times • TEXT & EMAIL NOTIFICATIONS – automatically notifies contractor at permit milestones


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• LINKED DOCUMENTS – stores all associated documents from engineering, planning & zoning, and reviews directly to the permit

• LIVE WEB BASED UPDATES – provides 24/7 updates on all permits • IMMEDIATE INSPECTION REPORTING – provides inspection results within seconds of

the inspection completion • TRANSPARENCY IN PERMITTING – citizens have 24/7 access, via the internet, to

review activities in the City of Central. • IBTS OWNED SYSTEM – no licensing fees, thereby provides reduced costs.

H.3.5 Planning and Zoning Services As the City Planning and Zoning staff, IBTS will introduce an experienced Planner to lead a staff of three. Although the three-member staff currently in-place will be considered for the IBTS team, our subcontractor, GCR will provide us with experienced full-time APA personnel in addition to serving as a support resource for special planning needs that may arise. The Planning and Zoning Services staff will administer and enforce zoning and subdivision regulations working with the Planning and Zoning Commission. The staff will provide zoning analysis to citizens, architects, engineers and builders, and review and approve construction permits for compliance with the Zoning Ordinance, Land use maps, and zoning maps. Zoning staff will respond to citizen complaints and inspect properties and conduct onsite inspections of all new developments for compliance with plans and applicable ordinances. In addition, zoning staff will review commercial and residential building permit plans for setbacks and zoning. Staff will also provide support to the Board of Adjustments quasi-judicial citizen appointed board that hears requests for variances, special exceptions and appeals. A simplified version of the planning and zoning process follows: 1. Receipt Details of all applications received by the Planning and Zoning recorded will be preliminarily reviewed with the applicant for completeness when received and recorded for performance and tracking to assure that delivery is completed in or prior to City committed deadlines. 2. Validation Applications are initially checked by a planning officer to confirm all the necessary information is included on which to make a decision. An acknowledgment will be issued or additional information requested. Once an application has been agreed as valid, a specific case officer will be allocated who will deal with the application throughout. Application forms and other supporting documents will also be published on the website at this stage. 3. Consultation The council is required to undertake extensive consultation on planning applications including City personnel and other outside departments if needed, (such as Highways, Environmental Health etc). Applicants can submit comments on an application online via public access for appeal prior to and following the review meeting scheduled to hear their presentation. 4. Report and Recommendation The City Planner and Planning and Zoning Administrator, delegation, will have the power to make 'delegated' decisions on smaller / non-contentious applications. However, some proposals will be reported to the City and other Parish and State panels for review and comment. Reviews for decision by the City Council will be preceded by recommendations and will be presented at


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review sessions that will be attended by the Administrator and his staff to respond to questions from the City Council. 5. Decision Once a decision has been made, a formal decision letter will be issued to the applicant. In most cases where permission is granted, the decision letter will detail conditions that apply. A reason will be given for each condition. Any reasons for refusing an application will be given as well should that be needed. H.3.6 Engineering Services IBTS and PEC will meet all the requirements of the Scope of Services of this contract with a Louisiana Licensed Professional Civil Engineer domiciled in the City of Central. He will be supported by PEC’s local engineering professional engineers related to roads, sewer, drainage, traffic and utility coordination. He and the firm’s expertise easily meet and exceed the requirements of this commitment. Flood Plain Enforcement and maintenance of the Community Rating System will be managed by IBTS and any required infrastructure construction inspections will be conducted by IBTS staff, alongside the normal construction code inspections. This efficiency will eliminate redundant trips. Pre-construction enforcement as related to Elevation Certificates requirements is considered part of Engineering Services and will be conducted by PEC with oversight by IBTS. H.3.7 Stormwater Management Services The Louisiana Professional Engineer performing the Engineering requirements will also perform the tasks of this Scope of Services. He will be assisted by PEC staff members that have performed these same functions for the City of Baker and Zachary. Stormwater Control Enforcement will be managed by IBTS, and conducted by a combination of IBTS staff and/or PEC staff. Inspections will be scheduled according to either the client provision of a Stormwater Protection Prevention Plan, or the minimum requirements set by the Department of Environmental Quality, whichever is stricter. Violations will be recorded and documents in the appropriate software to ensure non-conformances are corrected. H.3.8 Code Enforcement Services IBTS staff will enforce all Code Enforcement regulations, codes and ordinances by issuing violation notices to the individuals or entities what fail to comply with the staff requirements as set forth in the Scope of Services. This enforcement will include complete follow-up services to ensure the violation is tracked and properly documented for any necessary court appearances that may be deemed necessary to resolve. Enforcement of codes will be managed by IBTS with construction code enforcement being handled by IBTS ICC Certified Building Officials as required by state law. Other inspections that are considered part of engineering services will be managed by IBTS, yet will be conducted PEC engineers and staff as required. Use regulation inspections, zoning inspections and sign inspections will be managed by IBTS staff and conducted by qualified project staff according to the respective issue.


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IBTS will develop annual Contractor Training Workshops as educational efforts to inform citizens/contractors about Central regulations, codes and ordinances. H.4 Transition Plan Including Duration Successful transition of the contractor responsibility for this project needs planning and management. The Transition component includes the development and management of a transition action plan, identification of the transition objective and outcomes, and engagement of resources necessary to complete the transition. Effective and successful transition management requires constant monitoring of activities to ensure that all tasks are completed on time, all risks are identified and mitigated, and all issues are addressed in a timely manner. IBTS has extensive experience in transitioning the management of critical public resources for a public partnership and outreach effort. We are proud of our demonstrated ability to effect timely, successful transitions of complex systems, and we are eager to apply our expertise to the Central City Services Program. The key requirements for safe transition are careful planning; phased transition stages, and the allocation of sufficient resources to oversee the process, achieve necessary changes, and recover promptly from any difficulties that may arise in the first 30 days. Absolutely crucial is the cooperative integration of the current system and management. Our experience has proven that non-responsiveness from legacy management hinders progress and is detrimental to both the system and stakeholders dependent on efficient and competent administration. Duration & Project Plan IBTS has carefully planned and is prepared to begin and accept responsibility for a successful City Services Transition during the time period allotted for the activity which will begin on June 1, 2011 and end on June 30, 2011. Our professional staff has deep government industry expertise in managing major government projects and project transitions, and has prepared transition plans for the transfer of knowledge, data, records, and cases to successfully transfer the City Services from the current contractor to IBTS by July 1, 2011. IBTS has reviewed the RFQ&P and City Services information on the Central’s website and is fully prepared to coordinate with the City and the incumbent for a smooth and successful transition. Understanding the City Objectives for Transition of Operations The IBTS Team analyzed all objectives outlined in the request for qualifications and proposals, and stands ready to work towards the purposes and needs of the City of Central. Applying our existing comprehensive methodologies and procedures, and proposed municipal services and process improvements support, we are fully prepared to expertly: • Maintain the existing city services as a framework for a period of one year, sustaining the

supporting information systems; • Improve process modeling and analysis of the City of Central’s roles and responsibilities,

expanding the quantification of cost/risk, and development of course of action recommendations;

• Analyze “as-is” processes and action recommendations, conducting gap analysis, to develop a phased approach for transition;

• Develop and establish a continuity of operations plan (COOP), to ensure a seamless transition from existing processes and automation tools to improved solutions and services; and


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• Ensure the processes and supporting automation tools achieve the level of visibility and transparency of city services and associated documentation that City leadership and residents require.

Leveraging that understanding and experience, the IBTS Team will design and introduce new methodologies to provide the greatest benefit and to justify adequate return on investment (ROI) of the contract itself. Our focus will be directed on accomplishing an increased level of public services to the City of Central with a focus on the following objectives:

• Minimize timeframe for transition activities • Limit impact of the transition to ongoing program • Incorporate lessons learned • Utilize a systematic approach for an effective transition • Establish clear steps to reaching the desired transition state • Establish clear roles and responsibilities for transition process • Minimize redundancy • Manage dependencies for other initiatives and day-to-day operations

Facilitating Knowledge and Data Transfer During transition, this phase is critical for a smooth changeover from the incumbent and its subcontractors to the incoming team. The knowledge and data transfer are the two most crucial aspects, however, transfer of information regarding status of each case that is in progress is also very important. To initiate the transition process immediately upon award, certain information will be required to be assessed and validated expeditiously:

• The master database—comprises current project details. During normal operation of a database registry, potential validity errors may occur. Since all IBTS Team functions depend on the validity of content, data verification is a required first step.

• Operations information—refers to data that are available as part of the daily operation of the applications, status, and issues.

• Historical information—is necessary for evaluating the evolution of benefits and award status.

IBTS will develop a process of knowledge transfer that will include the following:

• All current policies and procedures that are approved by Central, as well as historical overview of prior policies and procedures adjusted during the program’s lifespan. Included in this area would be job aids and training materials developed previously,

• All project references, such as ordinances, standards, rules, regulations, interpretation letters or determination, council and board rulings, etc,

• Documentation of all decisions made, policies and procedures created and steps taken to implement city services,

• All agreements with other municipal entities (fire, police, etc.), neighboring jurisdictions or any other cooperative agreements with public entities, including data warehouse arrangements and inter-program arrangements,

• Results of current audit or risk management issues as well as documentation regarding previous audits and findings,


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• Any public relations or programmatic disputed issues, • Current manuals and helpdesk documents for the software in use, as well as information

regarding data structure, security policies, and protocols for data transfer to the City or other entities,

• Access protocols, security protocols for documents and records, and phone and public inquiry handling protocols,

• Protocols to verify completion of transfer of the outstanding work and activities to IBTS.

The Transition has been planned and will ensure Central that the knowledge transfer of current policies and procedures, along with the transfer of operational systems, accounting systems and records, audit records and audit trails, electronic and hard copy documentation of all City records and all other accumulated records, will be responsibly and successfully managed so that the Transition will appear seamless to the public, and confidently well managed and transparent to all other stakeholders. We believe that validating the above required information is reasonable and necessary for a seamless transition that is transparent to program managers and applicants and will ensure the overall stability of the City Service operations. IBTS will also complete the following steps, providing a comprehensive schedule for each task following the award notification/kickoff meeting:

• Complete outline of knowledge transfer process. • Comprehensive staffing matrix, including training schedule. • Staff shadowing incumbent staff for a short duration to complete knowledge transfer. • QA/QC process and testing of the initial few activities completed by IBTS on each type of

activity to ensure it has met quality testing. • Readiness criteria for transfer of each task/operation. • Handshake protocol between current incumbent and IBTS. • Produce a weekly work plan during the transition period. • Expansion of project staffing as the transition progresses. • Final completion of transition before the end of June 2011 and exit interview by mid June

so that the City may carry out its closeout with the incumbent before the end of their contract period.

Detailed Approach for Phase-In Transitioning of all Program Services Coordinating with the Incumbent To ensure a smooth transition, IBTS will immediately work to establish a cooperative and collaborative relationship by having a clear discussion with the incumbent’s top management to seek their input and suggestions. In addition, we will communicate our intention not to interfere with their ongoing operations or closeout work to the extent it can be avoided. IBTS will also coordinate with the City in order to ensure a smooth and cooperative transition of current incumbent or subcontractor employees that may be hired by IBTS or its subcontractors. IBTS understands that such employees have commitments to the incumbent in their current roles and will not bring those employees onboard until they have fully transitioned from previous work and the City agreed.


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Major Transition Activities During the Transition phase the following activities will take place concurrently:

• IBTS will begin the hiring and staffing process to appropriately and responsibly staff the project.

• Incoming staff will be both classroom trained and will receive on the job training on the existing policies and procedures based on the positions they are assuming.

• All service areas will be staffed simultaneously with the outgoing contractor staff and IBTS staff.

• IBTS staff will initially shadow all service operations, will transition to completing the same tasks, or duplicate the tasks, as incumbent staff currently performs and is responsible for, and will then move to operating independently alongside incumbent staff prior to the June 30, 2011 Transition end date.

• At the completion of the Transition, IBTS will be able to accomplish all City Service responsibilities without the aid of the existing contractor.

• City records will be reviewed and contents inventoried. • Record keeping and accounting systems along with all documentation being transferred,

will be inventoried and reviewed for audit readiness and completeness. • Certification of the transfer of all systems, records and documentation will occur. • IBTS corporate and senior program management staff will begin discussions with The

City regarding policy and procedural changes that the City determines are appropriate and timely with the goal being to reach a conclusion on the final program policy prior to the end of the Transition period.

• IBTS will assist the City as requested, in the task of closing the existing contract with the incumbent while remaining acutely aware of the independent contractual relationship that exists between the incumbent and Central City.

Transition Duration and Timeline


Detailed Transition Task/Activity Estimated Timeline Transition Task/Activity Est. Start Date Est. End Date Finalize the contract document June 1, 2011 June 1, 2011 Finalize the subcontract documents June 1, 2011 June 3, 2011 Provide all information about staff and subcontractors to Central for approval/clearance

June 2, 2011 June 6, 2011

Deploy the Executive Transition Team June 6, 2011 June 30, 2011 Initiate a project kick off meeting June 6, 2011 June 6, 2011 Develop PMP June 6, 2011 June 10, 2011 Deploy Service Managers and Team Leads June 6, 2011 June 30, 2011 Finalize protocols with City (Access to the records, data, cases)

June 8, 2011 June 17, 2011

Review existing policies and procedures June 8, 2011 June 17, 2011 Review with City a draft Knowledge Transfer Plan June 13, 2011 June 17, 2011 Review with City a draft Data Transfer and Validation Plan June 13, 2011 June 17, 2011 Implement the plan, orient/train staff June 15, 2011 June 24, 2011 Begin to shadow incumbent June 16, 2011 June 30, 2011 Finalize any changes to policies and procedures June 22, 2011 June 27, 2011 Review the readiness status/get approval June 27, 2011 June 29, 2011 Formal Transition June 30, 2011 July 1, 2011 Full ramp-up to Operations/Production Phase July 1, 2011 Daily meeting June 6, 2011 June 30, 2011 Weekly meeting Mondays June 30, 2011 Final transition meeting June 30, 2011 June 30, 2011 Assist City in closeout activity as needed July 1, 2011 July 15, 2011 Key Transition Team Deployment

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In order to minimize transition risk and/or failure to meet critical deadlines, Team IBTS will have lead key personnel and senior corporate management on hand for all service areas on the ground and ready to begin work at on June 1, 2011. The Team IBTS Executive Transition Team is identified in the following table. Name Role Responsibility Shyam Choudhary Principal-in-Charge Overall Transition Oversight David Ratcliff Program Director Transition Management Director Helen Lemoine Executive Assistant Administrative Services Larry Walters Director Public Works and Emergency Services Daniel Leone Manager Engineering and Stormwater Services Kenneth Eglinsdoerfer Administrator Planning and Zoning Services and Code

Enforcement Services Dean Born Manager Permits and Inspections Services C. Mike Harvey Subject Matter Expert Information Technology, Document Management,

Records Retention Ron Cori Human Resources Staffing and Training Maurice Kessler Controller Transition Risk and Financial Services

City of Central’s Transition Coordinator Incumbent Transition Team

IBTS understands that the transition phase and anticipated activities will be fast paced and depend upon a number of factors for success. The Team IBTS Executive Transition team will have the necessary authority, skills, diversity, program knowledge, and technical knowledge to give full consideration to the facts and options and arrive at conclusions that offer best value to the City. Team IBTS also recommends that the Executive Transition Team meet with the incumbent management at the direction of the City to ensure that all issues are properly coordinated. Monitoring Key Performance Measures Key Performance Measures help an organization to define and measure progress toward organizational goals. IBTS is firmly committed to measuring progress and performance goal setting to instill continuous improvement and service excellence as fundamental program objectives. Through rigorous tracking and analysis of performance measures, IBTS management will closely monitor the transition and service delivery levels and react according as required to achieve performance targets. We firmly believe that by setting higher goals than the minimum efforts called for by Central’s requirements, IBTS and Central will succeed in maintaining a community that cares. These performance measures are critical to establishing a measurable and sustainable quality control program. These indicators include benchmarks such as how many public works work orders, permits, plan reviews, and inspections are in various stages of completion, how much time it takes to move an order from call-in to completion, or plan review from drop-off to turn-around. This information then leads to the root cause analysis leading to cost effective and efficient solutions. This process becomes the backbone of a strong and effective management system. IBTS, in consultation and coordination with Central will set up relevant and performance measures for internal monitoring. The purpose of establishing measures is to assure that the process is monitored tightly, timely solutions and changes are implemented and that any unexpected delays and contingencies are accounted for.


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During the Transition, IBTS will implement a Key Performance Monitoring System to provide a summary view of important Key Services or Dashboard across all of the City Services. IBTS has developed a sample of proposed measurements in the below table. During transition to ongoing program management, IBTS will monitor these performance measures and create an internal standard reporting schedule and clear measurement criteria. Examples of preliminary performance measures are outlined in the figure below: Performance Measure Value and Impact to Central Action-item status from weekly staff meetings to review and assign work

The number of action items per month indicates the volume of administrative activities going on within the department. This key indicator indicates the department's workload and emphasis on administration.

Elements of compliance with terms of contract

Evaluating Key Performance for the contract terms significantly help to keep tasks and objectives are on schedule and make sure all contract goals are achieved.

Number of working days lost per month due to employee sickness absences

Absences can cause task performance disruption and impacts to schedules. This indicator can help identify cause in unplanned disruptions.

Findings identified in the annual financial audit by City’s auditors

Resolving findings identified in the annual Financial audit will help prevent their reoccurrence. This KPI will provide status to those particular financial process changes specifically incorporated accordingly.

% of City Taxes collected Tax revenues are a significant portion of the City's budget. This key indicator will identify whether or not these revenues are on target.

Average days beyond due date to pay AP

The City's credit rating fully depends on timely payment of expenses. This key indicator will provide visibility to the City's payment goals.

Average days to process AP As part of meeting the timely payment objective, timely entry of invoices into the financial system and timely process payments once payments are approved contribute to the City's timely payment objectives. This key indicator indicates the responsiveness of the Accounting Department's role.

Monitoring and reporting crew days for routine public works categories

This key indicator demonstrates to level of effort in crew-days per month needed fulfill routine public works tasks. This measure helps to communicate to the City's officials of the ongoing level of effort necessary to satisfy the objectives.

Monthly reporting of status of public work requests

The number of public work requests completed per month is an indicator of the volume of activity within the City. Timeliness of satisfying work requests helps to promote a safe and demonstrate care for the City.

Completion of routine public works, such as Drainage maintenance, Grass Cutting, Weed control, Litter control, Bridge assessment, and Roadway striping

The number of routine activities completed per month is an indicator of maintenance activity within the City. Timeliness of satisfying work orders helps to promote a safe and demonstrate care for the City.


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Performance Measure Value and Impact to Central Completion of public work orders, such as Sign maintenance, Traffic signals, Response to emergency events

The number of work orders completed per month is an indicator of maintenance activity within the City. Timeliness of satisfying work orders helps to promote a safe and demonstrate care for the City.

Volume and timeliness of issuing permits

The number of building permits issued per month is an indicator of construction activity within the City and helps to assess the economic health. Timeliness of processing permit applications identifies the City's Building Department's role fulfilling the demands the citizen and business owners have in construction costs.

Volume and timeliness of completing inspections

The number of building inspections is an indicator of construction business within the City. Timeliness of fulfilling calls for inspections measures the City's Building Department's role fulfilling the demands in the construction process and minimizing costs.

Volume and timeliness of plan reviews

The number of plan reviews is an indicator of construction within the City. Timeliness of fulfilling plan reviews measures the City's Building Department's role fulfilling the demands in the construction industry.

Action items from weekly staff meetings for assigning and monitoring of planning and zoning requests

The number of action items per month indicates the volume of planning and zoning activities going on within the department. This key indicator indicates the department's workload and emphasis on planning and zoning.

Average time to complete meeting action items

The average time to complete planning and zoning actions items indicates the timeliness of completion and overall sincerity of meeting department commitments.

Timeliness and completeness of review of planning and zoning requests

The number of zoning requests is an indicator of business within the City. Timeliness of fulfilling zoning requests measures the City's Building Department's role fulfilling the demands in the business owners.

Status of floodplain management activities

The flood plain management process positions the City to enforce plain standards. This key indicator provides visibility into the City's emphasis on the process of enforcement.

City’s rating system value The City's overall rating is a key indicator of the success of the City to maintain it's attractiveness for new commerce and expansion of existing businesses.

Timeliness of construction reviews

The number of construction reviews is an indicator of construction volume within the City. Timeliness of fulfilling construction reviews measures the City's Building Department's role fulfilling the demands in the construction industry.

Timeliness of land development reviews

The number of land development reviews is an indicator of City's prospective business opportunities. Timeliness of fulfilling development reviews measures the City's Engineering Department's role in promoting the attractiveness to developers.

Annual report action item status Resolving findings identified in the annual Stormwater audit will help prevent their reoccurrence. This KPI will provide status to those particular process changes specifically incorporated to prevent future recurrence.


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Performance Measure Value and Impact to Central Prevention plan activity status The stormwater management process positions the City to

enforcing clean water standards. This key indicator provides visibility into the City's emphasis on the process of enforcement.

Number of clean water act compliance issues

The number of compliance violation notices issued per month is an indicator of City's diligence in clean water enforcement. Actively pursuing compliance issues promotes a safe, attractive City for citizens and commerce.

Code enforcement process status

The code enforcement process positions the City to enforcing zoning and building codes. This key indicator provides visibility into the City's emphasis on the process of enforcement.

Volume of issued code violation notices

The number of compliance violation notices issued per month is an indicator of City's diligence in enforcing zoning and building codes. Actively pursuing compliance issues promotes a safe, attractive City for citizens and commerce.

Transition Plan Risk Management IBTS has an outstanding record of successful project transitions when engaged to assume the responsibilities of an ongoing government program or project. In each Service area and in the Transition Work Plan, Team IBTS has approached each activity in a manner which will ensure that the Transition from the incumbent to IBTS will occur in a systematic way that eliminates the risk of failure to meet critical deadlines while achieving high levels of service. The corporate culture at IBTS that is maintained in each project or program they undertake is one in which cooperation, professionalism, imbedded no-fail attitudes and a positive approach further demonstrates that failing is never an option and the Transition of the City Services program will be no exception. Our professional staff has deep government and municipal project management expertise and will not only provide an excellent work product within the time frame allotted but will make the Transition process a positive experience for all involved not only the staff employed by IBTS but subcontractors, government officials and employees, and applicant clients. H.5 Emergency and Catastrophic Response IBTS recognizes that disaster and emergency response may require a number of solutions and advanced preparation to achieve a sustainable government following events that disrupt the normal operation of government and services. IBTS will coordinate with neighboring communities and their emergency response systems to refine and implement region-wide emergency preparedness plans. Communication channels will be established for times when traditional systems are compromised. The City’s network of designated emergency responders will be tasked to regularly review emergency response procedures. Coordination meetings will be documented and presented to the City at regularly scheduled City Council meetings and at the direction of the City. Key personnel and other project staff will be required to attend training offered by State agencies or other associations as they pertain to emergency response and collective community


involvement. Team IBTS will also have ready access to additional IT resources and equipment as well as other equipment as described in Sections D.2 and E.2 of this proposal. The Emergency Preparedness Plan will be maintained by the IBTS and kept current with the emergency planning industry’s best practices. IBTS Wrote the Book on Disaster Recovery in Louisiana

IBTS has extensive experience with the management of post-disaster environments and has provided assistance to many municipalities in Louisiana, including Iberia Parish. In order to assist local governments respond to emergencies and catastrophic events, IBTS developed its Recovery Handbook addressing topics ranging from initial damage assessments to requesting assistance to disaster closeout activities.

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The purpose of the Handbook is to inform and update public officials concerning the process, procedures and programs necessary for a prudent and effective recovery from a natural or manmade disaster incident. The handbook contains the latest information as of the publication date regarding recently implemented changes to available Federal supplemental assistance programs especially designed for local disaster officials. Our goal through use if this handbook is to increase the ability of local officials to accurately and

expeditiously respond to and recover from all disaster events requiring Federal Supplemental Assistance. As public officials, you are most familiar with the demographics, political structure, geographical area, and areas vulnerable to any disaster in your community. We are a conduit through which relevant information can be obtained and introduced to the appropriate lines of communication in order to enhance your recovery process. We take our role to reach, educate, and inform our constituents on all matters, including those of disaster recovery, very seriously. The information in the Handbook has been organized and formatted to supplement existing plans, or as a reference for developing disaster recovery guidance to meet specific needs, and we would like to work as your partner to assist you and the Central community. Disaster recovery is a complex and lengthy process, with your success heavily dependent on preparation and planning, and we would like to help in the areas in which you may need supplemental assistance. Our Disaster Representatives are skilled professional workers with practical experience and firsthand knowledge pertaining to federal disaster eligibility requirements and procedures, and are available to discuss any disaster related needs you may have. Updating the Emergency Operations and Crisis Management Plans The Emergency Preparedness Plan and Crisis Management Plan for the City of Central will be updated by IBTS under the direction of the Mayor, City Council, the Mayor’s designated staff, and with the cooperation of the East Baton Rouge Parish, the Louisiana GOSEP Office, City Residents, Business Owners, Utility and Service providers, as deemed appropriate. The 2010-2011 Emergency Preparedness Plan outlines a model Standard Operating Procedure (SOP) for


emergency response by all City Staff and City Contracting Staff in conjunction with critical infrastructure owners and operators and their contractors, and other personnel. This SOP will be updated by IBTS in both form and function and will further seek to clarify the roles, responsibilities, and processes that will be followed to ensure that critical infrastructure providers are given timely and efficient access to hurricane or other disaster affected areas for the purpose of securing City records, repairing the infrastructure. An Emergency Preparedness Planning page will also be created for the City website with links to local, state and federal resources and information. The City alone or in partnership with the East Baton Rouge Parish may wish to update the Emergency Preparedness Plans to comply with and achieve FEMA approval to qualify to participate in funding if a disaster occurs. There are Hazard Mitigation Grant Funds available to provide assistance with the creation of a qualified plan by the submission of a grant application to FEMA. FY 2011 Hazard Mitigation Assistance (HMA) Unified Guidance. FEMA's Hazard Mitigation Assistance (HMA) Grant Programs provide funding for eligible mitigation activities that reduce disaster losses and protect life and property from future disaster damages including the Hazard Mitigation Grant Program (HMGP), Pre-Disaster Mitigation (PDM), Flood Mitigation Assistance (FMA), Repetitive Flood Claims (RFC), and Severe Repetitive Loss (SRL). The Emergency Operations Plan for the City of Central provides a framework for performing emergency functions during a major emergency or disaster in and around the City. IBTS will review and update the plan annually to integrate best practices in emergency management and innovative solutions addressing the four phases of emergency management.

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The phases:

• Prevention - Activities that eliminate or reduce the probability of an incident

• Preparedness - Activities necessary to save lives and minimize damage;

• Response - Activities that provide emergency assistance and prevent loss of lives and property;

• Recovery - Short and long term activities that return all systems to normal or improved standards.

Responding with Emergency Services Emergency operations require a rapid and coordinated response by all City Services staff, City employees, and law enforcement and fire protection agencies including coordination with neighboring jurisdictions. Following an emergency or catastrophic event, natural or man-made, IBTS will prepare, as soon as possible, a Plan of Action to respond to specific known disasters. Using the framework provided in the City’s Emergency Operations Plan, IBTS will develop "hazard specific" action plans for individual emergency and catastrophic events. The specific plans will identify what is to be done, and who is to do it and will include information relative to when and where the response will be effective, and even why it will be done. IBTS’s Emergency


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and Catastrophic Response Action Plans will be coordinated with Central’s Fire Protection and Law Enforcement agencies, as necessary. Emergency operations are under the general direction of the Mayor and Program Director, serving as the Emergency Manager. Operation of action plans will begin when the Mayor or his designees, determines that the severity or length of the situation warrants plan implementation to reduce the threat of life and/or property. Upon notification, IBTS will:

• Alert and order the mobilization of its emergency services organization. • Activate the emergency services and assist in manning the Emergency Operations

Center (EOC), as directed. • Determine the size and composition of the staff in accordance with the magnitude of the

disaster as specified in the Action Plan. • Alert the Program and City staff as necessary. • Assist in arranging for the evacuation of threatened areas. • Coordinate as needed for establishing temporary shelter, food, and medical for the

citizens of Central • Notify public and private agencies dedicated to the relief of distress and suffering and

establish liaison as necessary. • Alert Parish Emergency Management Offices for assistance and coordination of other city

parish agencies with disaster capabilities. • Notify local industries, public utility companies, schools, etc., of the disaster or pending

disaster as necessary. Natural and man-made disasters cause significant damage and can precipitate a variety of debris that includes but is not limited to trees, soils and sediments, construction and demolition materials, vehicles, and personal property. As the Program Director, David Ratcliff will serve as the IBTS Emergency Manager and Larry Walters will serve as the IBTS Emergency Management Coordinator. Those public facilities and infrastructure required for the operational continuity of City services, safety of citizens, and performance of City functions will be the primary considerations of Plans of Action. The Emergency Management Coordinator/Public Works Director will be responsible for:

• Day-to-day and emergency operation of the Public Works Department, and coordination with other local, Parish and State agencies.

• An up-to-date inventory of departmental resources and personnel maintained at the City Services office.

• Clearing of debris from City streets. • Maintaining the city drainage system within the street right-of-way. • Supplying equipment and supplies during the disaster and/or emergency • Coordination of emergency transportation through the Mayor or Emergency Manager. • Emergency Management training for DPW personnel. • Maintenance and repair of DPW equipment and vehicles. • Maintaining and updating the Public Works portions of the City’s Emergency Response

Plan, annually or as needed as part of the City's emergency operations plan. • Testing or evaluating it annually in coordination with the Emergency Management

Coordinator. • Reporting to the EOC, if opened and/or recommending opening the EOC if the situation

warrants.


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For any emergency not declared a state of emergency by the Governor of Louisiana or the federal government, IBTS will be solely responsible for debris removal and disposal as a general Public Works maintenance event without the need for a specific Plan of Action. For clean up in any declared state of emergency by the Governor of Louisiana or the Federal Government, IBTS will fully coordinate with state and federal resources. IBTS will also ensure that proper bid documents are generated and IBTS will administer the bidding process and coordinate and administer services with other contractors. This will ensure that in the event that reimbursement funding is made available, all requirements are followed to ensure maximum reimbursement. IBTS will provide maps and markers needed in the Emergency Operations Center to display operational activity, nature of problems, location and condition of personnel and equipment and means for further action will be placed and maintained by the Director of Public Works and the Program Director. General Preparations and Action Plans Before disasters strike, IBTS will be prepared to:

• Identify an individual to act as the Debris Manager. • Identify potential types and quantities of debris using U.S. Army Corps hurricane debris

model (or other applicable model). • Develop a local debris management plan • Identify debris management (storage and reduction) sites and final disposal site(s) and

ensure that sites meet environmental and permitting requirements. • Identify and train city services employees (force account labor) as debris monitors. • Identify potential vendors for contracts for emergency services. • Develop pre-scripted messages related to the debris cleanup process for the Public

Communications • Officer.

Upon an impending disaster, IBTS will:

• If practicable, stage equipment at facilities throughout the area to ensure widespread coverage for post-disaster response. (This way, in the event one equipment facility is destroyed, other equipment is still available.)

• Clear any pre-disaster road constrictions from all emergency evacuation routes and access roads to critical facilities.

0 – 70 hours after a disaster, IBTS will

• Clear debris from emergency evacuation routes, access roads to critical facilities, and primary roadways.

• Send out rapid response teams to perform windshield surveys of damage and estimate debris quantities.

• Estimate magnitude of event against available resources to determine if additional assistance is needed.

• Notify City officials if a disaster declaration is needed. • Activate pre-positioned contracts, if necessary. • Start to issue messages to inform the public about what they should expect during clean-

up. • Perform emergency removal of debris if needed for life-saving measures. • Conduct daily briefings with debris managers and other officials to update progress and

discuss issues.


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• Develop a traffic control plan along potential haul routes and at debris management and disposal sites.

• Coordinate with other municipal agencies regarding priorities and responsibilities. • If additional contractor resources are needed, follow City processes for procurement. • Request assistance from GOHSEP for additional monitors or debris removal resources, if

needed. From 70 Hours to 10 Days following an event, IBTS will:

• Coordinate debris removal efforts with contractor(s). • Assign and deploy debris contract monitors to debris management zones to monitor

contractor activities. • Meet daily with debris managers and key officials to update progress and discuss issues. • Continue to disseminate public information. Provide information about curbside debris

pickup dates, household hazardous waste drop-off sites, and other debris-related public information.

• Maintain documentation for costs of debris clearance, removal and disposal. • Enter debris load ticket information into a spreadsheet or database and update daily. • Meet with the FEMA Public Assistance Coordinator (as applicable).

From 10 Days – 90 Days and Beyond, IBTS will: Continue to monitor debris removal activities.

• Continue to document debris removal and disposal activities and update appropriate documentation daily.

• Meet with key debris operations staff regularly. • Provide updates to City officials GOHSEP and FEMA representatives. • Provide an estimated timeline and completion date to the GOHSEP and FEMA, if

requested. • When debris operations are complete, ensure that debris management sites are properly

closed and restored in accordance with state requirements. Responding to After Hours Emergencies The Public Works Director, Public Works Supervisor and Program Director are on 24 hour call and can be reached by telephone. IBTS will provide the Mayor and other individuals designated by the City and included in the Emergency Operations Plan with contact information for emergencies that may occur outside of normal business hours. IBTS will respond to after hours and emergency situations that result in obstructed roadways or drainage within 2 hours. Upon responding, IBTS will provide an evaluation of all $reported emergencies after assessing the situation. If the situation is determined to be a threat to public health and safety, IBTS will take immediate action to mitigate and/or remediate the situation by instituting hazard avoidance measures such as barricading the area and initiating remediation. To protect life and property, IBTS will immediately perform emergency repairs and secure emergency sites for subsequent repairs without delay. IBTS will take appropriate steps to ensure public safety under the circumstances. IBTS will provide notice to the City of emergency repairs within 24 hours after emergency repairs are deemed necessary.


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Reimbursement for Emergency Services Central will get maximum reimbursement for costs incurred responding to declared disasters. IBTS has extensive experience in post disaster environments and has helped local jurisdictions recover the maximum funding allowed as we did for Iberia Parish following Hurricane Ike and the City of Cedar Rapids following flood events. IBTS is familiar with the completion of FEMA’s project worksheets and has completed hundreds of such worksheets in the past. As part of the grant application process, FEMA requires applicants to provide detailed documentation to substantiate their claims. Types of documentation Central should have readily available for FEMA to facilitate an expeditious and favorable review include:

• Insurance policies • Contracting process documentation (RFQs, bid tabulations, etc.) • Contracts used for debris removal and disposal • Time sheets documenting type of employee and labor hours/Contractor time sheets • Equipment usage logs with drivers, mileage, and dates used • Load tickets/Truck scale records • Debris Management Site addresses • Debris monitoring reports (used to document work performed and to identify issues that

arose) • Environmental baseline information • Final disposal locations and tipping fees

Central may use force account labor and resources (in-house employees and equipment) to accomplish part or all of the work after a disaster or they may use contractors. If contractors are used to do part or all of the work, the applicant must follow FEMA contracting guidelines to ensure maximum reimbursement for debris removal and disposal efforts. IBTS will maintain records of purchases and disbursements applicable to the disaster / emergency through normal procedures. In the event Central is eligible for reimbursement by any state or federal agency for the cost of any emergency services performed by IBTS, IBTS will prepare all required documentation and will assist the City in obtaining reimbursement.


Exhibit A – Corporate Resolution

EXHIBIT A-1


Board of Directors

Bert Jones, RA Chairman Director, Virginia Division of Engineering and Buildings, Richmond, VA Council of State Governments

Steven R. Sarkozy, MPA Vice Chairman City Manager, City of Bellevue, WA International City/County Management Association

Tim Nogler Secretary/Treasurer Managing Director, Washington State Building Code Council, Olympia, WA National Governors Association

Charlotte Randolph Board Member Parish Administrator Lafourche Parish, Louisiana National Association of Counties

Henrietta Davis Board Member Vice Mayor, Cambridge, MA National League of Cities

EXHIBIT A-2


Exhibit B – Declaration of No Conflict of Interest Institute for Building Technology and Safety declares that Respondent has no Conflict of Interest with the City of Central, Louisiana for the services contemplated being delivered via public-private partnership with the City. X No individual with an ownership interest in an entity to perform compensated services is an

immediate family member of any City employee or elected official. X No individual with an ownership interest in any entity to perform compensated services has a

business relationship with any City employee or elected official. If during this selection process, Respondent discovers a conflict of interest, Respondent agrees to immediately disclose such information in writing to City.

_ Ashok K. Goswami, MBPA, PE April 28, 2011 Signature Printed name Date Disclosure and Request for Waiver (If not applicable, enter “N/A” in the line below) _______N/A_______ (name of company) declares that we may have a real or perceived Conflict of Interest with the City of Central for the services contemplated being delivered via public-private partnership with the City. Respondent requests City to grant a waiver for this situation. (Insert explanation of situation—add extra page if necessary)

Ashok K. Goswami, MBPA, PE April 28, 2011 Signature Printed name Date

EXHIBIT B-1


EXHIBIT C-1

Exhibit C - Additional Project Experience Additional project examples for IBTS and its subcontractors follow. This information is intended to supplement the data provided above, and to provide additional examples of work related to the services required under the contract. HUD – Manufactured Home Monitoring and Inspection Services

Client United States Department of Housing and Urban Development

Address of Contracting Agency 451 7th Street, SW, Washington, DC 20410

Point of Contact (POC) Dr. Elizabeth Cocke

Email [email protected]

Phone 202-708-6409

Contract Number C-OPC-22251

Contract Name Manufactured Home Monitoring and Inspection Services

Contract Value Currently $14,000,000 per 4-year period

Number of Employees Currently 12 to 32

Scope 6,000 homes inspected nationwide annually, 17,000 pages of construction documents reviewed annually.

Description: This program is national in scope and therefore requires uniform, credible, and fair monitoring. Through this contracted effort, IBTS provides inspections, design reviews, management audits and solutions to industry-wide issues. Over the course of the last 27 years, IBTS has planned coordinated, and facilitated many interagency meetings and workshops to support the program. On several occasions, IBTS conducted applied research, collected recommendations from other technical experts, developed training guidebooks, and held consensus-building workshops and forums. IBTS provides assistance to HUD by performing the monitoring of the business processes and performance of the manufacturers, third party agencies and state government agencies that participate in the Federal Manufactured Housing Program. This effort includes the review of business processes, quality control and administrative procedures actually followed in the field and at headquarters. IBTS collects data to determine how the procedures are being used and whether or not they are effective in meeting the performance and regulatory requirements. IBTS develops reports after interviewing people, observing the performance of their work, discussing the problem areas with management, and then presenting recommendations for improvement.

Testimonial: "[IBTS Management] has been especially helpful in controlling cost and maintaining an excellent quality of service during a time of reduced contract resources. They coordinate with federal program staff on a monthly basis to determine workload and priorities, and to ensure that costs do not exceed the level agreed to for the period of time discussed."


EXHIBIT C-2

Military Housing/PPV – Fort Belvoir

Client Clark Realty Capital LLC

Point of Contact (POC) Casey Nolan, Project Director, Clark Realty Capital


Phone 703-781-2010

Contract Name Fort Belvoir

Scope Code review preparation, plan review and inspection services for approximately 1,800 homes and buildings on Fort Belvoir in Fairfax County, VA.

Description: IBTS provides certificates for Fort Belvoir military housing units and ancillary buildings in the following engineering fields:

• Foundations, framing, and other structural elements. • Mechanical, Electrical, Plumbing, and Energy Code examination. • Architectural elements for waterproofing, UL assemblies, sprinkler systems, fire alarms, and life

safety as applicable. • Barrier-free and ADA requirements. • Other codes that apply to vertical construction.

IBTS uses multi-disciplined inspectors to perform five primary inspections, in order to keep client costs to a minimum:

• Footings, Underfloor Plumbing and Concrete Slab. • Framing, Rough Plumbing, Electrical, Mechanical (HVAC), Low Voltage Wiring. • Wall and Ceiling Insulation, Building Envelope, Window and Door Installations, and Roofing. • Exterior and Interior Lath, Roof Waterproofing. • Final Electrical, Plumbing, Mechanical (HVAC), and Low Voltage Wiring, including Sprinklers (if

applicable), occupancy certificate.

Testimonial: "I feel like IBTS is dedicated to seeing our project succeed. They understand the parameters we operate under and have been flexible in meeting our needs."


EXHIBIT C-3

Fairfax County, VA Department of Public Works and Environmental Services

Client Fairfax County, VA Department of Public Works and Environmental Services

Address of Contracting Agency

12055 Government Center Parkway Fairfax, VA 22035-5504

Contact Name, Title Ray Pylant Building Official

Email / Phone (703) 324-1980 Scope Training, overflow support and staff augmentation

Description: IBTS has a long standing and excellent relationship with many municipal building departments. We have been privileged to provide training, overflow support and staff augmentation to several departments locally, statewide, and in other states and regions. The County of Fairfax, Virginia, is one of the fastest growing counties in the country, and as such, it has experienced dramatic growth which has been economically and logistically challenging for many municipal departments, including the Building Department. IBTS has been providing staff and overflow plan review services to the county, and many of the autonomous communities within the county for many years. For over two years IBTS inspected all multi-family housing projects within the county under contract with the county. We also provide temporary fill in building inspectors and permit technicians for these jurisdictions.

Testimonial: “From the outset, I have been thoroughly pleased with the quality and timeliness of the services your organization has provided. The inspectors you have assigned are trained, certified and diligent in performing their work. In short, you are meeting or exceeding every expectation we had for this contract.” - Ray Pylant, Fairfax County Building Official


EXHIBIT C-4

Texas Weatherization/Energy Assessments/Audits/Inspections

Client Austin Energy/City of Austin

Address of Contracting Agency 721 Barton Springs Road, Austin, TX 78704

Point of Contact (POC) 1 Steve Saenz

Phone 512-626-2180

Contract Number NA100000073/74

Contract Name Structural Assessment and Energy Audit Services

Scope City of Austin

Years of Engagement 2010-2011 Description: The Weatherization Assistance Program is designed to help low-income households, particularly the elderly and persons with disabilities overcome the high cost of energy by identifying and installing weatherization measures which can help reduce their utility bills. IBTS performs weatherization/energy assessments/audits of single family detached homes and multi-family properties including commercial buildings such as shelters and clinics, to determine the number and type of weatherization measures eligible for installation. IBTS assessors/auditors ensure that the house qualifies before conducting a full energy assessment of the dwelling and then prescribing weatherization measures for installation. IBTS performs a series of diagnostic tests including a blower door test, pressure pan measurements, and testing of all gas appliances for carbon monoxide emissions. In addition, IBTS diagnoses the HVAC system, attic and wall insulation, windows, doors, refrigerators and similar systems and equipment to determine where energy savings can be implemented to achieve the greatest savings to investment. IBTS enters all data into an energy audit program to validate recommendations and document all findings. After energy upgrades are implemented, IBTS performs final weatherization inspections to determine and demonstrate that energy upgrades have been properly implemented. IBTS compiles and provides reports that meet requirements of the Federal Weatherization Assistance Program and meet or exceed requirement for documentation and accountability under this program. IBTS customizes its weatherization and energy audit services to the needs of individual weatherization assistance program participants performing any and all services that may be required under individual programs. Texas WAP/Energy Audit Clients: IBTS performs similar services for four clients in 13 Texas Counties in the Austin and San Antonio area including the City of Austin, Travis County, the Alamo Area Council of Governments and CPS Energy.


EXHIBIT C-5

Energy Star Compliance Inspections

Client Clark Realty Capital LLC Organizational Structure Corporation Address of Contracting Agency 2 Bethesda Metro Center, Suite 250, Bethesda, MD Contact Name, Title Ed Johnson, Development Executive Email / Phone [email protected] / 301-877-2947

Scope Over 2900 new homes are in the process of being inspected for Energy Star compliance.

Description: Currently IBTS has contracts with private developers on three military bases to provide third party oversight for the implementation of Energy Star (ES) requirements for new housing projects. These specifications, as set forth by the US Dept. of Housing and Urban Development and administered by EPA and DOE, require a 6-point Thermal Bypass Checklist for mandatory inspection of envelope tightness (air barrier and insulation installation), maximum ductwork leakage requirements, the use of ES qualified appliances, HVAC units, and windows as well as the correct sizing of air conditioners and heat pumps. As a qualified Residential Energy Services Network (RESNET) rater using RESNET software and protocol, IBTS performs all of these functions in addition to performing the door blower and duct blaster tests to determine envelope and duct leakage rates. Upon passage, these homes are deemed to be energy efficient in accordance with HUD’s requirements and receive the Energy Star label. Testimonial: “Faced with a difficult and complex testing protocol, IBTS has performed in a very professional and competent manner. We appreciate the fact that they have been sensitive to our building schedule demands while at the same time ensuring that these homes are energy efficient in accordance with the latest Energy Star requirements.”


EXHIBIT C-6

Louisiana - Department of Public Safety (DPS)

Client LA Dept of Safety and Corrections - Office of Management and Finance

Address of Contracting Agency P.O. Box 66614, Baton Rouge, LA 70896

Point of Contact (POC) 1 Jill Boudreaux


Phone 225-925-6032

Contract Name Louisiana DPS Contract Description: IBTS has been instrumental in recovery and rebuilding efforts within the 11 parishes most affected by the 2005 Hurricanes. Following the initial damage assessments and subsequent examinations of the magnitude of the destruction, IBTS has been assisting building departments across the State to overcome challenges such as implementing the Louisiana State Uniform Construction Code; training building department staff, contractors, builders, and homeowners on code requirements; helping local jurisdiction staff obtain certifications; rapidly deploying trained and certified building code professionals; and completing compliance inspection services. IBTS has trained and placed over 80 highly specialized building code professionals, developing relationships and partnerships with the State, parish and municipal governments, and building departments. IBTS has been deeply involved and very successful in reaching out to the stakeholders. Project Management. IBTS provides experienced managers and subject matter experts to building department operations throughout Louisiana. A fast, comprehensive Project Management Plan was needed as part of an effective and coordinated approach. IBTS analyzed the overall goals of the project with each task and factored local circumstances, project risks and considerations to be addressed. The Project Management Plan addressed critical issues including coordination between project stakeholders, staffing and resource needs, financial management, strategies to accomplish specific activities, provisions for quality control of ongoing work, procedures for issue tracking and resolution, and schedules of activity to ensure timeliness and effectiveness. Certified Construction Inspectors. The project management team is supported by qualified and experienced technical personnel, fully knowledgeable in the enforcement of the technical and administrative aspects of building department operations, building codes, and regulations. The recruitment and deployment of experienced and qualified staff was vital to getting the project started quickly. Personnel assigned to the project are trained on local requirements and public interaction. Compliance Monitoring and Data Collection. IBTS provides technical services in support of the contract. Services include permit assistance, plan reviews, inspections and training. Particularly relevant to this project are inspections. Each month, IBTS conducted more than 1,000 inspections. IBTS conducts site inspections, writes inspections reports, and provides guidance and direction to the builders and contractors on the methods and guidelines to ensure code-compliant construction. Document and Data Management. As an important component in support of the larger project goals and objectives, IBTS collects volumes of data on a daily basis. In many cases, IBTS works with the jurisdiction to develop the data collection processes and implement procedures for maintenance. IBTS also maintains higher-level project information for regular reporting to the state. Testimonial – Jill Boudreaux: "It has been astonishing to see IBTS mobilize over 80 Building Code Professionals into the 11 effected parish areas in such a short period of time. The response and feedback that we have received has been positive and with the highest marks related to professional management, service, knowledge and expertise of your staff. The vast majority of our local officials have communicated that they would never have been able to provide the needed services with their existing resources. IBTS has been able to win the support of local building officials while allowing each governmental agency to retain their autonomy and administration. Attitudes have been transformed concerning the pursuit of professional certifications, as well as membership in local building associations to enhance participants' development. IBTS has been the shining star among providers."


EXHIBIT C-7

Oak Ridge National Laboratories (ORNL) / Battelle Weatherization Inspections for the DOE

Client Oak Ridge National Laboratories (ORNL) / Battelle Organizational Structure Department of Energy / Oak Ridge National Laboratories

Address of Contracting Agency 1 Bethel Valley Road Oak Ridge, TN 37831-6002

Contact Name, Title Pat Love, Director, Buildings Email / Phone [email protected] Dollar Value $22,500,000 Complexity Quality Assurance Inspections, File Collection, File Review

Scope Collect WAP recipient file data and home measure data for Quality Assurance Review and Analysis.

Description: The Institute for Building Technology and Safety (IBTS) is providing physical inspection services for single family and multi-family properties of weatherized and other residential retrofit projects by sub-grantees of the US Department of Energy’s (DOE) Weatherization Assistance Program (WAP) or other residential retrofit programs located within the continental United States, Alaska, Hawaii and US territories and districts. The primary objective is to perform inspections of properties, as assigned each month, and post results of each inspection on a secure database, as well as record inspection forms and photographs. Project Management. IBTS ensures the program's effectiveness by managing the day-to-day technical activities involved in determining levels of industry compliance within the regulatory program, while maintaining an implicit understanding of political dynamics. IBTS provides: • Technical advisory research and support to aide DOE in decisions affecting home performance • Detailed project management and work plans, including budgets and resource identification; • Monitoring and evaluation plans and schedules; • Detailed written processes and operational procedures to ensure consistency and accuracy; • Routine monitoring of staff performance and quality control of project deliverables; and • Reports to ORNL staff to ensure coordination and confirm action items and priorities. Quality Assurance Inspections, audits, and document reviews. IBTS conducts process and product quality assurance inspections and quality audits in order to verify whether construction performance complies, to determine whether adequate controls are established, if they are functioning as intended, and whether DOE-approved third parties are performing in accordance with their procedures and regulatory obligations. IBTS also conducts compliance inspections and design and engineering reviews to determine conformance to Federal standards and regulations. Record Reviews. IBTS performs on-site reviews of home manufacturer records (production, service, complaints, etc.) in more than 200 locations across the country. These reviews determine manufacturer compliance with regulatory requirements and findings serve as data to be analyzed in the evaluation of state agencies that are responsible for monitoring manufacturer compliance. IBTS collects and analyzes data collected during this effort and conduct on-site assessments to evaluate the effectiveness and adequacy of the state agency’s procedures to comply with the regulatory and state plan requirements. Compliance Monitoring and Data Collection. IBTS monitors program participants for regulatory, programmatic, and procedural compliance. IBTS provides independent validation and verification of business processes and procedures used by manufacturers, third-party agencies, and state government agencies. IBTS has developed audit procedures and has refined them over the years as lessons have been learned. Data Analysis. IBTS maintains and analyzes data on inspections, audits, document reviews and assessments to make recommendations to DOE concerning corrective actions, enforcement actions, training needs, and other regulatory-related decisions.


EXHIBIT C-8

Additional PEC Project References

Project Name FY2010 LCDBG Force Main and Oxidation Pond Facility Improvements (ongoing)

Client Contact City of New Roads / Mayor Robert Myer Phone Number 225-638-5360 Annual Contract Value $33,700 Grant Administration Fee

($599,100 Total Est. Project Cost) Number of Employees 2 Description: Project includes engineering, construction administration and grant administration services to rehabilitate several existing roads in Pointe Coupee Parish. PEC prepared the initial application to secure funding for the project. Grant Administration includes the following:

• Adhere to all citizen participation and procurement requirements. • Attends all grant application workshops and seminars held. • Ensures that all contract conditions have been met in the administration and engineering aspects

which involve conducting an Environmental Review Record. • Throughout the project HUD and OCD compliance are kept regarding financial management,

procurement, fair housing, equal opportunity, property acquisition, Section 3, citizen participation, and Section 504.



Project Name FY2010 LCDBG Force Main and Oxidation Pond Facility Improvements

(ongoing) Client Contact City of New Roads / Mayor Robert Myer Phone Number 225-638-5360 Annual Contract Value $33,700 Grant Administration Fee




administration and engineering aspects which involve conducting an Environmental Review Record.





EXHIBIT C-9

Project Name Foster Road-Hooper Road Sewer Area Upgrades (2010) Client Contact Bryan Harmon, P.E.

[email protected] Phone Number 225-389-3189 Annual Contract Value $8.8 Million Number of Employees 6 Brief Description PEC was retained by the City of Baton Rouge/Parish of East Baton Rouge

to provide wastewater consulting services for the project area in the City of Central entitled North Force Main Capacity Improvement Program. The primary purpose of the respective project was to increase the capacity of the force main system along Foster Road and Hooper Road to transport Central sewage flows to the City/Parish treatment facility. PEC investigated the estimated 20,000 linear feet of proposed force main routes for utility conflicts, available ROW, construction obstructions, and environmental concerns. The firm designed replacement force main lines ranging in sizes from 8” to over 36” lines. There was extensive directional drilling along the route required for crossing the Comite River and other complex traffic areas. The project required several project interfaces and coordination with existing pump stations being upgraded in the program by other consultants. The firm also selected to design an estimated 20,000 feet of road widening along Hooper Road to facilitate coordination of the sewer design and road design for this critical road access into the Central area. As part of the sewer project study scope, PEC also investigated and identified the non-sewered residents and commercials along the route. The existing septic tanks/modads and independent treatment systems sewage “tail” lines discharged into the existing drainage systems along the roadway/ The road widening project requires the removal of these tail pipes and related sewer appurtenances out of the projected roadway widening. The most cost effective method to tie all non-sewered residents and businesses into the City Parish existing and improved force main system had to be determined. PEC undertook and completed the City of Central Non-Sewered Service Study in June 2008 for the portions of Hooper and Sullivan Roads which are proposed to be widened. It was decided that the most feasible approach was the construct a Conventional System which required gravity sewers and six pump stations and would tie into the North Suburban Pressure Network Pipe along Hooper Road. (The additional flow is anticipated to be negligible relative to the capacity of the system’s capacity.) This system would also allow for future gravity tie-ins should growth occur.


EXHIBIT C-10

Project Name City of Plaquemine Client Contact Mayor Mark A. “Tony” Gulotta Phone Number 225-687-3116 Annual Contract Value $300,000-$750,000 Number of Employees 5-10 Brief Project Description PEC has had a general engineering services contract with the City of

Plaquemine for 18 years. The firm has provided complete engineering service to the community for a diversity of project types including road repair inventory and recommendations for improvements, roads repair and rehabilitation designs, drainage master planning and basic drainage design improvements for distinct basins and individual neighborhood drainage problem resolutions and corrective guidance to the City, sewer wastewater improvements planning and design related to rehabilitation efforts for existing sewers and pump stations and new facilities design, gas and water system improvements for both new and existing lines and systems in the City. The firm has assisted with construction plan review of proposed new subdivisions and new commercials, residential inspection of the construction of new subdivisions and all infrastructure improvements. Serving as almost an extension of the City staff, PEC has provided assistance with City coordination with various permitting required and City issues with various local, state, and federal agencies including LDOTD, LDHH, LDEQ, LDNR, and LDOA, DOE, and EPA. The firm has provided assisted in pursuing both loans and grants writing and preparing applications for assistance for the City to DEQ, LDOTD, LDNR, CDBG, RUS, LRA, etc. For infrastructure projects for roads, drainage, sewer, water, and gas the firm has prepared plans and specifications for public bid, performed construction administration and residential. Specific Projects undertaken in past 5 years include the following:

• New Wastewater Treatment Plant design • Comprehensive Road Inventory and Repair Program in entire City • Comprehensive Sewer Rehabilitation Program throughout city • Effluent Force Main and Pump Station Improvements • Design of infrastructure needs and coordination with incoming

commercial and new agency facilities • Waterfront Park Improvements • Plaquemine High School Welding Shop Improvements • Floating Docks • Water and Gas Relocation (Eden St. and Plaquemine St.) • City Park Recreational Improvements - New Skate Park and Water

Park • Riverwest Drive Sewer Extension • Short Street Extension


EXHIBIT C-11

Client City/Parish of East Baton Rouge

Address of Contracting Agency 300 North Boulevard Room 208, Baton Rouge, LA 70802

Point of Contact (POC) Bryan Harmon, P.E. Email [email protected]

Phone 225-389-3189

Contract Name Foster Road-Hooper Road Sewer Area Upgrades (2010)

Contract Value $8.8 Million

Number of Employees 6

Scope Project Design, Plan Preparation and Construction Administration

Brief Description: PEC was retained by the City of Baton Rouge/Parish of East Baton Rouge to provide wastewater consulting services for the project area in the City of Central entitled North Force Main Capacity Improvement Program. The primary purpose of the respective project was to increase the capacity of the force main system along Foster Road and Hooper Road to transport Central sewage flows to the City/Parish treatment facility. PEC investigated the estimated 20,000 linear feet of proposed force main routes for utility conflicts, available ROW, construction obstructions, and environmental concerns. The firm designed replacement force main lines ranging in sizes from 8” to over 36” lines. There was extensive directional drilling along the route required for crossing the Comite River and other complex traffic areas. The project required several project interfaces and coordination with existing pump stations being upgraded in the program by other consultants. The firm also selected to design an estimated 20,000 feet of road widening along Hooper Road to facilitate coordination of the sewer design and road design for this critical road access into the Central area. As part of the sewer project study scope, PEC also investigated and identified the non-sewered residents and commercials along the route. The existing septic tanks/modads and independent treatment systems sewage “tail” lines discharged into the existing drainage systems along the roadway/ The road widening project requires the removal of these tail pipes and related sewer appurtenances out of the projected roadway widening. The most cost effective method to tie all non-sewered residents and businesses into the City Parish existing and improved force main system had to be determined. PEC undertook and completed the City of Central Un-Sewered Service Study in June of 2008 for the portions of Hooper and Sullivan Roads which are proposed to be widened. It was decided that the most feasible approach was the construct a Conventional System which required gravity sewers and six pump stations and would tie into the North Suburban Pressure Network Pipe along Hooper Road. (The additional flow is anticipated to be negligible relative to the capacity of the system’s capacity.) This system would also allow for future gravity tie-ins should growth occur.


Additional GCR Project References Project Name East Jefferson Levee District Property Inventory and GIS Mapping Client Contact Fran Campbell, Executive Director Phone Number 504-733-008 Annual Contract Value $200,000 Number of Employees 4 Description: The East Jefferson Levee District (EJLD) maintains the levees and associated levee drainage works within Jefferson Parish. EJLD manages lands, rights-of-way, and/or easements required to conduct levee and drainage improvements. GCR was retained by the EJLD to map properties acquired after the year 1949. As part of this mapping initiative, GCR reviewed all documents provided by the Levee District, including petitions, stipulations, judgments, addendums, and surveys to identify properties appropriated by the Pontchartrain Levee District. GCR created a GIS base map delineating those properties and associated infrastructure. GCR mapped parcel ownership, levee right-of-way lines, project station numbers, existing improvements, and section, township and range lines. Project Name Federal Aviation Administration 5010 Inspection Site and Website Hosting Client Contact Henry Felices Phone Number (202) 267-8752 Annual Contract Value $2,300,000 Number of Employees 10 Brief Project Description As part of this project, GCR manages annual facility inspection, website

development, website hosting, and GIS data on all public use airports in the United States. In 2001, GCR initiated a project with the Federal Aviation Administration (FAA) to develop a web-based application that would allow federal and state airport inspectors to transmit safety inspection data over a secured Internet application. The core record set includes 5,340 public-use airports in the United States and in U.S. territories. GCR hosts the website at the Venyu data center in Baton Rouge. GCR manages the annual 5010 inspections for facilities and infrastructure at airports throughout the United States.

GCR Website examples

GCR & Associates, Inc. Website

The GCR website was created by our in–house team of designers and developers as a showcase for our corporate the talents and capabilities. The

website features dynamic HTML and Flash animated slideshows as well as a custom

Content Management System (CMS) which allows for on-the-fly news and content updates.

www.gcrconsulting.com

EXHIBIT C-12


Louisiana Speaks – Long Term Community Planning Website

The website serves as the repository of all recovery projects initiated at the parish level. The actual projects, along with vital information about

each parish (vision, goals, impacts, etc.), is entered at the local level by approved individuals

given unique User Names and Passwords to gain access to the central database. This central

repository of data, input at the local level, allows for the development of statewide and regional

funding estimates and project consolidation and prioritization.

www.louisianaspeaks-parishplans.org

Jefferson Transit Website

www.jeffersontransit.org

GCR created, maintains and updates the Jefferson Transit website to serve as a point of

communication between JeT and their ridership. The website includes frequently updated features

such as maps, schedules and traffic advisories.

Seafarer’s International Union Website

This site is currently under development

GCR is re-developing the website for the SIU from the ground up. The new site includes a user

friendly content management system (CMS) so that the SIU can easily update the website

themselves. The website re-design is the first phase of a

Member Portal project that GCR is doing for SIU. Members will be able to login and update their contact data and get specific information about

their work history, benefit eligibility, and job information.

EXHIBIT C-13


Rebuild Louisiana

Rebuild.Louisiana.Gov

GCR designed this web-based tracking system to provide reports on recovery-related infrastructure

projects to the Governor’s office, the Louisiana Recovery Authority, and the public. The system

is the primary reporting vehicle used to track infrastructure projects and expenditure of funds

related to hurricane recovery.

Louisiana Election Results Website

GCR designed and developed a rich graphic reporting system to track election results for the

Louisiana Secretary of State. In addition to extensive reports and maps, the site is “user configurable” to customize views for races of interest. The site was rolled out for the 2008

Presidential election.

FAA Airport Master Records and Reports Website

www.gcrconsulting.com/5010web

The Airport data accessible via this site is a service provided by GCR and is structured in

accordance with the Federal Aviation Administration's (FAA) Airport Master Record

Forms (5010-1 & 5010-2). The data displayed is derived from the FAA's Aeronautical Information

Services.

EXHIBIT C-14


NAS JRB New OrleansJoint Land Use Study (JLUS)

www.jlusNewOrleans.com

This JLUS is a cooperative planning effort between the military, Plaquemines and Jefferson

Parishes. The website regularly updates the public with meeting information, documents,

photos and project progress, and gives the public a point of contact by which they can send

feedback and participate in the study process.

Pontchartrain Levee District Website

www.leveedistrict.org

GCR created the Pontchartrain Levee District website with two purposes in mind - to inform the public about the work and history of the PLD, and

to create an easily updateable repository for the district to publish important news, notices and

minutes.

Jefferson Parish Blight Tracker for JEDCO

Currently being updated

This web-based application shows blight, crime, and code violations for Jefferson Parish. The

information can be filtered by district, zip code, neighborhood, and other criteria. It also displays

population information and crime data.

EXHIBIT C-15


JPSO Crime Tracker

www.jpso.com/CrimeTracker.aspx

GCR developed an updated crime mapping website using the latest mapping technology.

This mapping site provides users with a powerful set of analytical and reporting tools. Reports for

certain crimes and areas can be printed or saved, and email notifications can be set up to be sent

daily.

EXHIBIT C-16


EXHIBIT C-17

Additional Verma Systems Project References Project Name Baton Rouge Metro Airport Wireless

Client Contact Mike Rideau

Phone Number (504) 729-6111

Annual Contract Value $250,000 Number of Employees 150

Brief Project Description Challenge: The customer needed to implement a modern Security Access Control System at a large number of perimeter gates surrounding the Airport’s entire facility. A standard wired solution was undesirable due to the vast size of the facility and the need to limit physical impact to the runways. The solution had to be completely secure, resilient and capable of supporting data and video transmission. Solution: Verma Systems implemented a Cisco Wireless Outdoor Mesh network to support the bandwidth and security needs of the Access Control System. The key components of this solution included a Cisco Outdoor Wireless Mesh with Cisco Wireless Control software. Feature highlights of the system include:

• The use of wireless AP’s to reduce the amount of wiring necessary • Encryption of all traffic on the Access Control System to meet

security requirements • Authentication of all access points to a wireless controller • Installation of a Cisco Wireless Controller that allows devices to be

monitored and configured remotely limiting the need for physical access to the Access Points

• Installation of Cisco management software that provides a visual map of the facility displaying wireless access point activity in real-time

ibts proposal

Documents

exhibit b

chapter b exhibit c

chapter c

corresponding information

chapter d

staff resources

pricing chapter g g

responses rfqp section