HomeMy WebLinkAboutFD San Rafael Emergency Operations Plan - EOPAGREEMENT FOR PROFESSIONAL SERVICES
FOR SAN RAFAEL EMERGENCY OPERATIONS PLAN (EOP)
This Agreement is made and entered into this / day of �D�6-/-,2022, by
and between the CITY OF SAN RAFAEL (hereinafter "CITY"), and Tamarack Management, a
Hawaii Limited Liability Company (hereinafter "CONSULTANT").
RECITALS
WHEREAS, the CITY has determined that professional services are required for support in
preparing an update to the City of San Rafael Emergency Operation Plan; and
WHEREAS, the CONSULTANT has agreed to render such services.
AGREEMENT
NOW, THEREFORE, the parties hereby agree as follows:
PROJECT COORDINATION.
A. CITY'S Project Manager. Quinn Gardner is hereby designated the PROJECT
MANAGER for the CITY and said PROJECT MANAGER shall supervise all aspects of the progress
and execution of this Agreement.
B. CONSULTANT'S Project Director. CONSULTANT shall assign a single
PROJECT DIRECTOR to have overall responsibility for the progress and execution of this
Agreement for CONSULTANT. Tamara (Tammy) Chapman is hereby designated as the PROJECT
DIRECTOR for CONSULTANT. Should circumstances or conditions subsequent to the execution
of this Agreement require a substitute PROJECT DIRECTOR, for any reason, the CONSULTANT
shall notify the CITY within ten (10) business days of the substitution.
2. DUTIES OF CONSULTANT.
CONSULTANT shall perform the duties and/or provide services as follows:
Update the City Emergency Operations Plan (EOP) Base Plan, develop an EOC Handbook, and one
Hazard specific playbook as outlined in the Updated Quote (Exhibit A) dated July 8, 2022 with
subsequent details provided via July 21, 2022 email (Exhibit B). Exhibit A outlines the costs for
subsequent playbooks, which CITY may proceed with via written confirmation to CONSULTANT.
DUTIES OF CITY.
CITY shall pay the compensation as provided in Paragraph 4, and cooperate with
CONSULTANT in performance of its duties, to include regular participation and feedback via
planning meetings, emails, and validation/approval of the final EOP, Handbook, and Playbook.
4. COMPENSATION.
For the full performance of the services described herein by CONSULTANT, CITY shall
pay CONSULTANT on a time and materials basis for services rendered at the rates shown in
CONSULTANT'S Budget and Additional Assumptions included in Exhibits A and B, in a total
contract amount not to exceed $51,860, including reimbursable expenses.
Payment will be made monthly upon receipt by PROJECT MANAGER of itemized invoices
submitted by CONSULTANT.
TERM OF AGREEMENT.
The term of this Agreement shall be for two year(s) commencing on 9/15/2022 and ending on
9/14/2024. Upon mutual agreement of the parties, and subject to the approval of the City Manager
the term of this Agreement may be extended for an additional period of up to 1 year(s).
TERMINATION.
A. Discretionary. Either party may terminate this Agreement without cause upon thirty
(30) days written notice mailed or personally delivered to the other party.
B. Cause. Either party may terminate this Agreement for cause upon fifteen (15) days
written notice mailed or personally delivered to the other party, and the notified party's failure to cure
or correct the cause of the termination, to the reasonable satisfaction of the party giving such notice,
within such fifteen (15) day time period.
C. Effect of Termination. Upon receipt of notice of termination, neither party shall
incur additional obligations under any provision of this Agreement without the prior written consent
of the other.
D. Return of Documents. Upon termination, any and all CITY documents or materials
provided to CONSULTANT and any and all of CONSULTANT's documents and materials
prepared for or relating to the performance of its duties under this Agreement, shall be delivered to
CITY as soon as possible, but not later than thirty (30) days after termination.
7. OWNERSHIP OF DOCUMENTS.
The written documents and materials prepared by the CONSULTANT in connection with
the performance of its duties under this Agreement, shall be the sole property of CITY. CITY may
use said property for any purpose, including projects not contemplated by this Agreement.
8. INSPECTION AND AUDIT.
Upon reasonable notice, CONSULTANT shall make available to CITY, or its agent, for
inspection and audit, all documents and materials maintained by CONSULTANT in connection with
its performance of its duties under this Agreement. CONSULTANT shall fully cooperate with CITY
Revised 1/29/2020
or its agent in any such audit or inspection.
9. ASSIGNABILITY.
The parties agree that they shall not assign or transfer any interest in this Agreement nor the
performance of any of their respective obligations hereunder, without the prior written consent of the
other party, and any attempt to so assign this Agreement or any rights, duties or obligations arising
hereunder shall be void and of no effect.
10. INSURANCE.
A. Scope of Coverage. During the term of this Agreement, CONSULTANT shall
maintain, at no expense to CITY, the following insurance policies:
1. A commercial general liability insurance policy in the minimum amount of
one million dollars ($1,000,000) per occurrence/two million dollars ($2,000,000) aggregate, for death,
bodily injury, personal injury, or property damage.
2. An automobile liability (owned, non -owned, and hired vehicles) insurance
policy in the minimum amount of one million dollars ($1,000,000) per occurrence.
3. If any licensed professional performs any of the services required to be
performed under this Agreement, a professional liability insurance policy in the minimum amount of
one million dollars ($1,000,000) per occurrence/two million dollars ($2,000,000) aggregate, to cover
any claims arising out of the CONSULTANT's performance of services under this Agreement.
Where CONSULTANT is a professional not required to have a professional license, CITY reserves
the right to require CONSULTANT to provide professional liability insurance pursuant to this
section.
4. If it employs any person, CONSULTANT shall maintain workers'
compensation insurance, as required by the State of California, with statutory limits, and
employer's liability insurance with limits of no less than one million dollars ($1,000,000) per
accident for bodily injury or disease. CONSULTANT's workers' compensation insurance shall
be specifically endorsed to waive any right of subrogation against CITY.
B. Other Insurance Requirements. The insurance coverage required of the
CONSULTANT in subparagraph A of this section above shall also meet the following requirements:
1. Except for professional liability insurance or workers' compensation
insurance, the insurance policies shall be specifically endorsed to include the CITY, its officers,
agents, employees, and volunteers, as additional insureds (for both ongoing and completed
operations) under the policies.
2. The additional insured coverage under CONSULTANT'S insurance policies
shall be "primary and noncontributory" with respect to any insurance or coverage maintained by
CITY and shall not call upon CITY's insurance or self-insurance coverage for any contribution. The
Revised 1/29/2020
"primary and noncontributory" coverage in CONSULTANT'S policies shall be at least as broad as
ISO form CG20 0104 13.
3. Except for professional
insurance, the insurance policies shall include,
contractual liability and personal injury.
liability insurance or workers' compensation
in their text or by endorsement, coverage for
4. By execution of this Agreement, CONSULTANT hereby grants to CITY
a waiver of any right to subrogation which any insurer of CONSULTANT may acquire against
CITY by virtue of the payment of any loss under such insurance. CONSULTANT agrees to
obtain any endorsement that may be necessary to effect this waiver of subrogation, but this
provision applies regardless of whether or not CITY has received a waiver of subrogation
endorsement from the insurer.
5. If the insurance is written on a Claims Made Form, then, following termination
of this Agreement, said insurance coverage shall survive for a period of not less than five years.
6. The insurance policies shall provide for a retroactive date of placement
coinciding with the effective date of this Agreement.
7. The limits of insurance required in this Agreement may be satisfied by a
combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall
contain or be endorsed to contain a provision that such coverage shall also apply on a primary and
noncontributory basis for the benefit of CITY (if agreed to in a written contract or agreement) before
CITY'S own insurance or self-insurance shall be called upon to protect it as a named insured.
8. It shall be a requirement under this Agreement that any available insurance
proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or
limits shall be available to CITY or any other additional insured party. Furthermore, the requirements
for coverage and limits shall be: (1) the minimum coverage and limits specified in this Agreement; or
(2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds
available to the named insured; whichever is greater. No representation is made that the minimum
insurance requirements of this Agreement are sufficient to cover the obligations of the
CONSULTANT under this Agreement.
C. Deductibles and SIR's. Any deductibles or self-insured retentions in
CONSULTANT's insurance policies must be declared to and approved by the PROJECT
MANAGER and City Attorney and shall not reduce the limits of liability. Policies containing any
self-insured retention (SIR) provision shall provide or be endorsed to provide that the SIR may be
satisfied by either the named insured or CITY or other additional insured party. At CITY's option,
the deductibles or self-insured retentions with respect to CITY shall be reduced or eliminated to
CITY's satisfaction, or CONSULTANT shall procure a bond guaranteeing payment of losses and
related investigations, claims administration, attorney's fees and defense expenses.
D. Proof of Insurance. CONSULTANT shall provide to the PROJECT MANAGER
or CITY'S City Attorney all of the following: (1) Certificates of Insurance evidencing the insurance
Revised 1/29/2020
coverage required in this Agreement; (2) a copy of the policy declaration page and/or endorsement
page listing all policy endorsements for the commercial general liability policy, and (3) excerpts of
policy language or specific endorsements evidencing the other insurance requirements set forth in this
Agreement. CITY reserves the right to obtain a full certified copy of any insurance policy and
endorsements from CONSULTANT. Failure to exercise this right shall not constitute a waiver of
the right to exercise it later. The insurance shall be approved as to form and sufficiency by PROJECT
MANAGER and the City Attorney.
11. INDEMNIFICATION.
A. Except as otherwise provided in subparagraph B of this section, CONSULTANT
shall, to the fullest extent permitted by law, indemnify, release, defend with counsel approved by
CITY, and hold harmless CITY, its officers, agents, employees and volunteers (collectively, the
"City Indemnitees"), from and against any claim, demand, suit, judgment, loss, liability or
expense of any kind, including but not limited to attorney's fees, expert fees and all other costs and
fees of litigation, (collectively "CLAIMS"), arising out of CONSULTANT'S performance of its
obligations or conduct of its operations under this Agreement. The CONSULTANT's obligations
apply regardless of whether or not a liability is caused or contributed to by the active or passive
negligence of the City Indemnitees. However, to the extent that liability is caused by the active
negligence or willful misconduct of the City Indemnitees, the CONSULTANT's indemnification
obligation shall be reduced in proportion to the City Indemnitees' share of liability for the active
negligence or willful misconduct. In addition, the acceptance or approval of the
CONSULTANT's work or work product by the CITY or any of its directors, officers or
employees shall not relieve or reduce the CONSULTANT's indemnification obligations. In the
event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding
arising from CONSULTANT'S performance of or operations under this Agreement,
CONSULTANT shall provide a defense to the City Indemnitees or at CITY'S option reimburse
the City Indemnitees their costs of defense, including reasonable attorneys' fees, incurred in
defense of such claims.
B. Where the services to be provided by CONSULTANT under this Agreement are
design professional services to be performed by a design professional as that term is defined under
Civil Code Section 2782.8, then, to the extent permitted by law including without limitation, Civil
Code sections 2782, 2782.6 and 2782.8, CONSULTANT shall indemnify and hold harmless the
CITY and its officers, officials, and employees (collectively City Indemnitees) from and against
damages, liabilities or costs (including incidental damages, Court costs, reasonable attorney's fees
as may be determined by the Court, litigation expenses and fees of expert witnesses incurred in
connection therewith and costs of investigation) to the extent they are caused by the negligence,
recklessness, or willful misconduct of CONSULTANT, or any subconsultants, or subcontractor
or anyone directly or indirectly employed by them, or anyone for whom they are legally liable
(collectively Liabilities). Such obligation to hold harmless and indemnify any indemnity shall not
apply to the extent that such Liabilities are caused in part by the negligence or willful misconduct
of such City Indemnitee.
C. The defense and indemnification obligations of this Agreement are undertaken in
addition to, and shall not in any way be limited by, the insurance obligations contained in this
Revised 1/29/2020
Agreement, and shall survive the termination or completion of this Agreement for the full period
of time allowed by law.
12. NONDISCRIMINATION.
CONSULTANT shall not discriminate, in any way, against any person on the basis of age,
sex, race, color, religion, ancestry, national origin or disability in connection with or related to the
performance of its duties and obligations under this Agreement.
13. COMPLIANCE WITH ALL LAWS.
CONSULTANT shall observe and comply with all applicable federal, state and local laws,
ordinances, codes and regulations, in the performance of its duties and obligations under this
Agreement. CONSULTANT shall perform all services under this Agreement in accordance with
these laws, ordinances, codes and regulations. CONSULTANT shall release, defend, indemnify and
hold harmless CITY, its officers, agents and employees from any and all damages, liabilities,
penalties, fines and all other consequences from any noncompliance or violation of any laws,
ordinances, codes or regulations.
14. NO THIRD PARTY BENEFICIARIES.
CITY and CONSULTANT do not intend, by any provision of this Agreement, to create in
any third party, any benefit or right owed by one party, under the terms and conditions of this
Agreement, to the other party.
15. NOTICES.
All notices and other communications required or permitted to be given under this Agreement,
including any notice of change of address, shall be in writing and given by personal delivery, or
deposited with the United States Postal Service, postage prepaid, addressed to the parties intended to
be notified. Notice shall be deemed given as of the date of personal delivery, or if mailed, upon the
date of deposit with the United States Postal Service. Notice shall be given as follows:
TO CITY's Project Manager:
TO CONSULTANT's Project Director:
16. INDEPENDENT CONTRACTOR.
[devised 1/29/2020
Quinn Gardner
City of San Rafael
1375 Fifth Ave, Fire Department
San Rafael, CA, 94904
Quinn.Gardner@cityofsanrafae.org
Tammy Chapman
381 Kaholalele Rd
Kappa, Hawaii 96746
tammy@tamarackmgmt.com
For the purposes, and for the duration, of this Agreement, CONSULTANT, its officers,
agents and employees shall act in the capacity of an Independent Contractor, and not as employees of
the CITY. CONSULTANT and CITY expressly intend and agree that the status of
CONSULTANT, its officers, agents and employees be that of an Independent Contractor and not
that of an employee of CITY.
17. ENTIRE AGREEMENT -- AMENDMENTS.
A. The terms and conditions of this Agreement, all exhibits attached, and all documents
expressly incorporated by reference, represent the entire Agreement of the parties with respect to the
subject matter of this Agreement.
B. This written Agreement shall supersede any and all prior agreements, oral or written,
regarding the subject matter between the CONSULTANT and the CITY.
C. No other agreement, promise or statement, written or oral, relating to the subject
matter of this Agreement, shall be valid or binding, except by way of a written amendment to this
Agreement.
D. The terms and conditions of this Agreement shall not be altered or modified except
by a written amendment to this Agreement signed by the CONSULTANT and the CITY.
E. If any conflicts arise between the terms and conditions of this Agreement, and the
terms and conditions of the attached exhibits or the documents expressly incorporated by reference,
the terms and conditions of this Agreement shall control.
18. SET-OFF AGAINST DEBTS.
CONSULTANT agrees that CITY may deduct from any payment due to CONSULTANT
under this Agreement, any monies which CONSULTANT owes CITY under any ordinance,
agreement, contract or resolution for any unpaid taxes, fees, licenses, assessments, unpaid checks or
other amounts.
19. WAIVERS.
The waiver by either party of any breach or violation of any term, covenant or condition of
this Agreement, or of any ordinance, law or regulation, shall not be deemed to be a waiver of any
other term, covenant, condition, ordinance, law or regulation, or of any subsequent breach or violation
of the same or other term, covenant, condition, ordinance, law or regulation. The subsequent
acceptance by either party of any fee, performance, or other consideration which may become due or
owing under this Agreement, shall not be deemed to be a waiver of any preceding breach or violation
by the other party of any term, condition, covenant of this Agreement or any applicable law, ordinance
or regulation.
20. COSTS AND ATTORNEY'S FEES.
Revised 1/29/2020
The prevailing party in any action brought to enforce the terms and conditions of this
Agreement, or arising out of the performance of this Agreement, may recover its reasonable costs
(including claims administration) and attorney's fees expended in connection with such action.
21. CITY BUSINESS LICENSE / OTHER TAXES.
CONSULTANT shall obtain and maintain during the duration of this Agreement, a CITY
business license as required by the San Rafael Municipal Code, and CONSULTANT shall pay any
and all state and federal taxes and any other applicable taxes. CITY shall not be required to pay for
any work performed under this Agreement, until CONSULTANT has provided CITY with a
completed Internal Revenue Service Form W-9 (Request for Taxpayer Identification Number and
Certification).
22. SURVIVAL OF TERMS.
Any terms of this Agreement that by their nature extend beyond the term (or termination) of
this Agreement shall remain in effect until fulfilled and shall apply to both Parties' respective
successors and assigns.
23. APPLICABLE LAW.
The laws of the State of California shall govern this Agreement.
24. COUNTERPARTS AND ELECTRONIC SIGNATURE.
This Agreement may be executed by electronic signature and in any number of counterparts,
each of which shall be deemed an original, but all of which together shall constitute one document.
Counterpart signature pages may be delivered by telecopier, email or other means of electronic
transmission.
[Signatures are on the following page.]
Revised 1/29/2020
IN WITNESS WHEREOF, the parties have executed this Agreement as of the day, month
and year first above written.
CITY OF SAN RAFAEL
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11 UTZ, City Manager
ATTEST:
jaif LINDSAY LARA, City Clerk
APPROVED AS TO FORM:
CONSULTANT
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By:
Name: Tamara R. Chapman
Title: Owner/Founder, Tamarack Management
[If CONSULTANT is a corporation, add signature of
second corporate officer]
Name:
Title:
weL ROBE F. EPSTEIJ City Attorney
Revised 1/29/2020
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Attachment 1
TAMARACK
MGMT
Attachment 1
Cover Letter
To: Quinn Gardner
Deputy Director of Emergency Management, City of San Rafael
Sent via electronic mail
From: Tamara (Tammy) Chapman
Owner/Founder, Tamarack MGMT
tammy@tamarackmgmt.com
831-239-3480
July 8, 2022
RE: REVISED quote for Update to the City of San Rafael Emergency Operations Plan (EOP)
Dear Ms. Gardner and the selection committee,
Thank you for the opportunity for Tamarack Management (MGMT) to respond to your request for
proposals (RFP) seeking contract services for an Update to the City of San Rafael Emergency
Operations Plan (EOP) and for this opportunity to revise our approach and price following your
thoughtful feedback. Tamarack MGMT is a limited liability company (LLC) that conducts business using
full-time staff, independent contractors, and subcontractors. In the proposal contained herein, we
include a team consisting of all three types of support to undertake a project that consists of an
updated EOP Base Plan, an EOC Handbook, and one Playbook.
Relative to our original proposal, this revision offers the following changes:
• One Playbook is included, with a la carte pricing available for other Playbooks.
• Elimination of Playbook subcommittees and Playbook subcommittee meetings; Playbook
discussions will be part of Core Planning Team meetings.
• A shorter period of performance and a slight reduction in the total number of planning meetings
considering the above changes.
• A shift to a more diverse community engagement strategy, now including up to three modalities
to reach the public.
This letter reaffirms our interest in working with the City of San Rafael and our proposal describes our
revised approach to doing so. As the owner and founder of Tamarack MGMT, I am authorized to bind
the firm to the work we describe.
With my warmest thanks and best regards,
Tamara (Tammy) Chapman
Owner/Founder
Tamarack Management
TAMARACK Page I I
MGM,
Attachment 1
Our Overall Approach
Introduction and Summary of Services
Tamarack Management (MGMT) understands that the City of San Rafael is seeking to update its 2007
Emergency Operations Plan (EOP). Tamarack MGMT believes that we are uniquely qualified to assist
the City of San Rafael in meeting and exceeding its goals. Tamarack MGMT has the experience,
expertise, and drive to provide the City of San Rafael with an EOP that will help to define and build their
emergency management program for years. Through a collaborative planning process, in our work, we
expect to provide:
• Updated EOP Base Plan
• EOC Handbook
• First Playbook to serve as a model for future Playbooks
This proposal represents our strong interest in supporting the City of San Rafael in this initiative. Our
proposal includes information about our project management approach, how we will undertake the work
sought by the City of San Rafael, an introduction to our outstanding team members, and select
examples of the past work that we think make us a good fit for this project.
Introduction to Tamarack MGMT
Approachability.
M Honesty.
Technical Excellence.
III
ARACK
Tamarack MGMT is an emergency management
consulting firm established in 2017 that
provides unparalleled emergencyBs
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preparedness services such as:
✓ Plan development, revision, and validation
✓ Exercise planning, delivery, and evaluation
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✓ Training and advising
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✓ Program and project management services
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✓ Graphic design and branding support
Tamarack MGMT is a certified Service -Disabled
Veteran -Owned Small Business (SDVOSB) and 5gn
Woman -Owned Small Business (WOSB) and is in a
Historically Underutilized Business Zone (HUBZone).
Our mission is to help clients build, grow, and implement emergency
management programs and projects in an environment of changing requirements,
dynamic priorities, and whole community collaboration.
What Makes Us Your Team
Tamarack MGMT is an emergency management consulting firm that provides unparalleled emergency
preparedness services. We customize all our services, specifically designing and tailoring our materials
and approach to each agency or organization, unlike one -size -fits -all solutions that larger firms might
use.
■■ TAMARACK Page 1 2
Attachment 1
Our staffs continuous improvement and professional development empowers them and fosters an
atmosphere of creativity, innovation, and collaboration that are reflected outward. Seamless project
management and communication mean we can jump right in and get things done quickly. Most of our
clients are repeat customers because of this.
Tamarack MGMT is well-positioned for this work with the City of San Rafael through the momentum we
have built working in Marin County the past several months. We were the contractor firm that recently
completed the updated Marin Operational Area (OA) Emergency Operations Plan (EOP) and the City
and Town Planning Template. As we develop this proposal, we are also nearing completion on the
County of Marin COVID-19 After -Action Report and Improvement Plan (AAR/IP). We are starting work
on two annexes to the OA EOP: a Mass Care and Shelter Plan and Drought Plan. These projects have
established and grown our relationships in Marin County, and we would be honored to continue our
work "in the neighborhood" by partnering with the City of San Rafael to develop its updated EOP and
several Playbooks.
Our team of professionals has a "can do" attitude that is an asset in any setting. We undertook work on
the Marin OA EOP when another contracting firm was removed from the project. That left us with the
remains of the budget, the need to start from scratch, and a very tight 2.5 months to complete the work.
Despite the challenges and the risk, we were able to get it done! While we do not recommend
pursuing such an aggressive planning cadence as standard practice, this experience shows that we
can think and plan creatively and work within the constraints presented to us.
Coordination with Subconsultants and
Workload Management
Tamarack MGMT has the agility to tailor each project team to meet the client and project's needs. We
augment our internal team with subconsultants, both independent contractors and subcontractor firms.
Tamarack MGMT's relationship with our subconsultants builds a seamless collaborative team.
Tamarack MGMT does not simply hand off work to other firms or independent contractors but manages
them as part of our firm's team.
Our team takes several steps to manage and reassess our workload. Our internal staff meets weekly to
discuss our projects and other commitments. This allows us to rebalance tasks across our team or go
"all -hands -on -deck" when there is a big push on one of our projects. We work closely together on a
daily basis, collaborating on our online project management platform, Basecamp. Working with our
subconsultants, we continue to collaborate in Basecamp and, based on project needs, hold regular or
ad hoc check-in calls with those team members.
Close, regular collaboration helps us manage pivots in project delivery. One recent example was our
quickly shifting the facilitation approach for the County of Marin COVID-19 AAR/IP after -action meeting
when that project's manager contracted COVID-19 days before the meeting.
TAMARACK Page 13
Attachment 1
Scope of Work
Project Management
Tamarack MGMT will establish an early shared understanding of the expectations and deliverables
associated with this project with the City of San Rafael. We begin by holding an administrative kickoff
meeting with the project sponsor to facilitate and document this. We will use the kickoff meeting to
begin obtaining the local plans/procedures/reports that will form the foundation of our document review.
We will also work with the City of San Rafael OES project sponsor to determine branding and other
"look and feel" requirements for the City of San Rafael EOP and the vision for the plan's overall
structure, as well as to discuss partner engagement, including forming a Core Planning Team.
Following the administrative kickoff meeting, we will provide documentation of critical decisions made
about the project approach.
In addition to these initial kickoff activities, Tamarack MGMT will provide regular written updates to the
City of San Rafael project sponsor. We provide these monthly on our longer -running projects and will
work with the City of San Rafael project sponsor to determine the best format. While we typically default
to a standard written document for such reports, we sometimes find that clients prefer a short, bulleted
email progress report or a short PowerPoint slide deck that the project sponsor can use to brief others
on the project's progress.
Using CPG 101
Tamarack MGMT will follow the planning process outlined by the Federal Emergency Management
Agency (FEMA) Comprehensive Preparedness Guide (CPG) 101, Version 3.0, to develop the San
Rafael EOP. We believe that this process not only works well, but the familiar flow of steps helps
planning team members feel comfortable moving through plan development in a brief timeframe. Our
work will carry the City of San Rafael through the first five steps of FEMA's 6 -step planning
process.
1. Form a collaborative planning team.
2. Understand the situation.
3. Determine goals and objectives.
4. Plan development.
5. Plan preparation, review, and approval.
6. Plan implementation and maintenance. (Not included as a part of the
scope of this contract)
FEMA doctrine notes the importance of the planning process, not just the completion of a plan. Our
approach relies heavily on creating a beneficial process for all participants, including by providing a
predictable and progressive workflow and having plenty of junctures for both written and verbal
feedback. We will communicate planning requirements as early as possible and establish expectations
for engagement when building the collaborative planning team.
San Rafael Partner Engagement
We are delighted to see the level of Whole Community engagement sought by the City of San Rafael.
The approach we outline in the Tasks and Timeline section of our proposal shows our shared
TAMARACK Page 14
Attachment 1
commitment to community involvement. We have three means of connecting to the San Rafael
community, including two junctures at which we will actively seek input from the public:
1. A Core Planning Team that can leverage their networks and bring those perspectives to
our planning process. We recommend including representation from multiple City departments
that have roles in disaster response or recovery. Well-connected and engaged Core Planning
Team members will be instrumental in helping our team deepen our reach into the community
while keeping planning meetings manageable.
2. Community engagement opportunities early in the project that will introduce the work to the
public and gather input that will help us develop the more community -visible aspects of the
EOP, such as alert and warning. We can support up to three community engagement
opportunities; we anticipate doing this through a combination of one in-person event, one virtual
event, and one online survey.
3. A dedicated comment period for City departments and members of the community (including
the public at large, community groups, and other local organizations) to provide input on the
second ("revised" in our timeline) draft of the EOP Base Plan.
Tasks and Timeline
This section describes how we will develop an EOP Base Plan, EOC Handbook, and one Playbook for
the City of San Rafael. Across Core Planning Team meetings and community engagement
opportunities, our approach incorporates numerous touchpoints with the Whole Community in
San Rafael. Including input from the Whole Community takes time to draw interest, develop an
understanding of the process and the outcomes, and ensure the engagement leaves everyone feeling
like a part of the solution. In addition, our recent experience working throughout the pandemic tells us
that stakeholders continue to have immense demands on their time. We are therefore proposing an
8 -9 -month period of performance for the work sought by the City of San Rafael. Because we are
recommending a timeline beyond the one that the City of San Rafael communicated in its request for
proposals (RFP), we are presenting our proposed work pace/schedule alongside the steps and tasks of
the project. We hope that this demonstrates to the City of San Rafael the value of a more extended
period of performance. We would be happy to discuss and adjust the timeline if some efficiencies can
be added to better support the City of San Rafael's needs for this project.
Touchpoints are presented in bold black text. Review periods for written materials are presented in
bold blue text. Known time limitations in availability are in bold italicized red text. Our timeline is
shown in half -month increments to demonstrate space for ten-day review periods.
August 2022 1, 2
First Half
TAMARACMK
Y Conduct an administrative kickoff meeting with project
sponsor
Y Develop the project work plan
Begin building document library and reviewing background
documents
Page 15
August 2022
Second Half
September 2022
First Half
September 2022
Second Half
October 2022
First Half
October 2022
Second Half
November 2022
First Half
Attachment 1
2 Hold Core Planning Team meeting #1 to introduce the
project and discuss threats and hazards, the integration and
t synchronization of the EOP Base Plan, EOC Handbook,
and Playbooks with other plans, and community
engagement strategy
• Ongoing review of background documents
• Develop outlines for the EOP Base Plan, EOC Handbook,
and first Playbook'
2 • Core planning team review of document outlines
• Develop draft initial (pre -plan development) community
engagement materials
• Schedule/plan community engagement opportunities
■ Ongoing review of background documents
2 • Core planning team review of draft initial community
engagement materials
• Hold Core Planning Team meeting #2 to discuss
operational priorities, set goals and objectives, and review
community engagement materials; discuss Playbook
concept and contents
3 ■ Finalize community engagement materials
• Develop playbook outline
• Conduct community engagement2
4 Hold Core Planning Team meeting #3 to develop and
analyze courses of action related to the goals and
objectives, report out on community engagement; discuss
playbook outline
4 Hold Core Planning Team meeting #4 to identify
resources and information and intelligence needs (target
holding this meeting before Thanksgiving, if not in the first
half of November)
' We anticipate the first Playbook serving as a model for all others. Reviewing the outline and concept and moving
through the planning process for the first Playbook will serve to inform the structure of any others that will
developed.
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November 2022 4
Second Half
Attachment 1
• Holiday period
• EOP Base Plan, EOC Handbook, and first Playbook writing
December 2022
5
EOP Base Plan, EOC Handbook, and first Playbook writing
First Half
■ Hold additional Core Planning Team meeting only if needed
December 2022
5
Holiday period
Second Half
• EOP Base Plan, EOC Handbook, and first Playbook writing
January 2023
5
Hold Core Planning Team meeting #5 to discuss DRAFT
First Half
documents and allow the contractor team to ask questions
that have arisen during EOP Base Plan, EOC Handbook,
and first Playbook writing
• Core Planning Team review of DRAFT Playbook
• EOP Base Plan and EOC Handbook writing
January 2023
5
.. Core Planning Team review of DRAFT EOP Base Plan
Second Half
and EOC Handbook
• Revise DRAFT Playbook based on Core Planning Team
input
February 2023
5
Hold Core Planning Team meeting #6 to discuss DRAFT
First Half
documents and strategy to receive community and City
department comments on the EOP Base Plan
• Revise DRAFT EOP Base Plan and EOC Handbook based
on Core Planning Team input
• Core Planning Team review of REVISED Playbook
' February 2023
5
Core Planning Team review of REVISED EOP Base Plan
Second Half
and EOC Handbook
• Develop community and City department comment
collection materials
i
Finalize first Playbook
March 2023
5
Update EOP Base Plan and EOC Handbook based on Core
First Half
Planning Team input
March 2023
5
Community comment period on EOP Base Plan
Second Half
• City department comment period on EOP Base Plan
k I TAMARACK P a g , 17
April 2023
First Half
5
Attachment 1
■ Hold Core Planning Team meeting #7 to discuss
community and City Department comments and determine
how to address them, finalization of EOC Handbook
■ Adjudicate/incorporate community and City department
comments to create FINAL EOP Base Plan
6 Finalize the EOC Handbook
• Share FINAL EOP Base Plan for delivery to City leadership
Vision for the EOP Base Pian and
Appendices
The table below lists each section that the City of San Rafael desires and our proposed scope for each.
Any significant deviation from our understanding of each section may require a change to the project
budget.
Description of how a range of perspectives were incorporated into
Whole Community Approach the EOP planning process and how they are addressed in the
document. Includes a list of participating entities.
Access and Functional Needs Description of how AFN considerations were incorporated into the
Considerations EOP planning process and how they are addressed in the
document.
Security and Privacy
Statement
Table of Contents
Promulgation Statement
Legal Authority and
Supporting Documents
Plan Review, Maintenance,
and Distribution
Record of Changes
TAMARACK
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As described in section title.
As described in section title.
As described in section title.
As described in section title.
As described in section title.
Table to log document changes. Because the existing plan is old,
this table will not include the document updates produced under
this scope of work.
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Attachment 1
Distribution/Contact List(s) Table(s) to log a record of distribution and contact information for
the EOP primary point of contact.
Purpose, Scope, Structure, As described in section title.
and Integration
Planning Assumptions Based Bulleted list of sentences describing underlying beliefs that are
on All-Threats/Hazards used for planning purposes and are understood to be true in all
threat types.
EOC Activation: Visual depiction of the process of EOC activation, in the form of
• Decision Points for EOC table or flowchart diagram. Process will identify in what situations
Activation the EOC may be activated and who has the authority to make the
decision. Table outlining the different activation levels of the EOC
■ EOC Activation Levels and in what types of incidents they may occur.
Damage Assessments Description of the damage assessment process, including
information on the purpose, timelines, and responsible entity(ies).
Description of resource management concepts including
Resource Request requesting and receiving resources within the City of San Rafael
Coordination and Process and both within and outside of the Marin Operational Area. Also
includes a description of the Cal OES discipline -specific mutual
aid system.
Description of operational evacuation and shelter -in-place
processes, including decision points, common operating
Evacuations/Shelter-in-Place procedures, and access and functional needs considerations.
This section is not intended to take the place of an evacuation
and/or sheltering plan/annex.
Description of the purpose of public information, including the role
Public Information of the Public Information Officer and the Joint Information
System/Joint Information Center (if activated).
Description of specific alert and warning methods used to
disseminate emergency messages, including authorized users,
Alerts and Warning types of situations, and population reached. Includes access and
functional needs messaging considerations. Description may be
depicted in table or bulleted list format.
TAMARACK Page 19
National Incident Management
System (NIMS) and Incident
Command System (ICS) EOC
Concept of Operations
• Public Information Officer
• Liaison Officer(s)
• Safety Officer
• Operations Section
• Planning Section
• Finance Section
• Logistics Section
Procurement/Purchasing
Incident Action Planning
■ Establishing Incident
Action Plan (IAP)
Implementing IAP
Unity of Effort
• Decision Points for
Unifying City Operations
• Operations and Logistics
Section Unification
Management of ESF/RSF
Using ICS
i
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Position descriptions, ICS organizational charts, and high-level
job checklists. This section will not provide detailed job action
sheets.
Description of procurement and purchasing protocols, including
emergency procurement methods, pre-existing contracts, and
emergency purchase thresholds.
Description of the IAP and its purpose and role in the EOC, and
overview of the Planning Cycle, or "Planning P," used to develop
and implement the IAP.
Description of the concept and benefits of unified city operations
during incident response and visual depiction of decision points
for unifying city operations during/in preparation for an incident.
Process will identify in what situations the operations may be
unified and who has the authority to make the decision.
Description of the concept and benefits of Operations and
Logistics Section unification within the EOC structure.
Description of the concepts of Emergency Support Functions
(ESF) and Recovery Support Functions (RSF) within emergency
management framework. Overview of the benefits of the flexibility
ICS provides in managing ESFs/RSFs.
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Attachment 1
Tamarack MGMT will coordinate with the City of San Rafael
project sponsor and Core Planning Team to outline the scope of
this section. This section will not include a separate planning
Organizing by ESF/RSF: Basic process to develop individual processes and procedures for
Plan ESF/RSF planning.
This section will be completed as part of EOP Base Plan
development.
Visual depiction of primary and supporting agencies within and
external to the City of San Rafael involved in emergency
management activities. This may be in the form of a table or
Primary and Support crosswalk. This also includes outlining the roles of federal, state,
Agencies and other special support agencies and their role in the
emergency management organization.
This section will be completed as part of EOP Base Plan
development.
A sample disaster declaration form.
Disaster Declaration Form This section will be completed as part of EOP Base Plan
development.
Definitions of acronyms, abbreviations, and commonly used terms
Acronyms and Definitions found throughout the EOP Base Plan.
This section will be completed as part of EOP Base Plan
development.
List of California Emergency Support Functions (CA ESFs), with
Emergency Support Functions lead State agency, definitions, and linkage to federal ESFs.
(ESFs) This section will be completed as part of EOP Base Plan
development.
List of RSFs with definitions.
Recovery Support Functions
(RSFs) This section will be completed as part of EOP Base Plan
development.
Overview of standard operating procedures for the EOC. Includes
items such as schedules of meetings, example forms, and
EOC Standard Operating common responsibilities for all personnel.
Guidelines/Handbook
This section will be completed as part of EOP Base Plan
development.
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Attachment 1
Any Playbook will not exceed ten (10) pages, not including a
cover page and table of contents. Specific content for the
Playbook will be based on an outline common to all Playbooks,
Playbook(s) which is determined by the Core Planning Team. The Playbook
will not repeat information in the EOP Base Plan. This Playbook is
not intended to take the place of a full plan related to the given
hazard or threat.
After reviewing and comparing the sections outlined by the City of San Rafael with the 2020 Cal OES
Emergency Plan Review Crosswalk for Local Government Agencies, Tamarack MGMT recommends
the following additions to the EOP. We feel that the following content required by Cal OES cannot be
easily incorporated into existing sections and would be best described in an additional Base Plan
section or Appendix.
Approval and Implementation
As described in section title.
Plan Concurrence As described in section title.
Description of the jurisdictional planning environment, including a
brief hazard analysis overview, capability assessment, and
Situation Overview mitigation overview. May include visuals such as maps, graphics,
or tables to support geographics, population, or hazard -specific
information.
Description of the SEMS concept and its use in San Rafael, the
Marin Operational Area, and California. San Rafael's use of
SEMS Coordination Levels SEMS will be woven throughout the document where appropriate,
but a separate section defining SEMS is standard practice in
jurisdictional EOPs across California.
Description of continuity activities, both jurisdiction -wide and
within the emergency management organization. Includes
Continuity of Government information such as lines of succession, vital records retention,
continuity of operations planning, and essential and alternate
facilities. Does not include information on decision points or
responsibilities and may be depicted in table format.
Description of common or most useful disaster assistance
Recovery Disaster Assistance programs, including their purpose, restrictions, and application
process.
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Attachment 1
Description of the training and exercise program(s) within the City
Training and Exercises of San Rafael. This may include examples of recent exercises or
exciting training programs.
Deliverables
The deliverables associated with the detailed scope of work above are. Meetings will include an agenda
and meeting notes or a summary of action items, as appropriate.
Meetings/Events
Written Materials
• Administrative kickoff meeting (agenda, conduct, notes)
Up to seven (7) Core Planning Team meetings (agenda, conduct, notes)
• Up to three (3) community engagement opportunities (in person or virtual)
Community initial (pre -plan development) community engagement
materials:
o Community presentation slide deck (draft, final)
o One-page informational flyer (draft, final)
o Community survey (draft, final)
• EOP Base Plan (draft, revised, final)
EOC Handbook (draft, revised, final)
First Playbook (draft, revised, final)
• Community comment tools
o One-page informational flyer
o Comment collection tool (e.g., Google Form or Survey Monkey)
• City department comment tools
o One-page informational flyer
o Comment collection tool (e.g., Google Form or Google Sheet)
i I TAMARACK Page 113
Attachment 1
Budget and Additional Assumptions
Tamarack MGMT offers the services described above (EOP Base Plan, EOC Handbook, and one
Playbook) for a total price of $65,092. Additional Playbooks may be developed with a /a carte pricing.
The breakdown is provided below.
436 $62,766 $2,326 $65,092
25 $3,480 $0 $3,480
Our direct costs cover costs associated with three consecutive days onsite. We do not charge for travel
time. This quote is valid for ninety (90) days from this proposal's submission date. In addition to those
presented in the Vision for the EOP Base Plan and Appendices, the assumptions we used in
developing this budget include:
■ This proposal does not include any geographic information systems (GIS) services. Tamarack
MGMT will work with the City of San Rafael and its planning partners to obtain clear,
professional -quality maps.
• This proposal does not include threat or hazard analysis. Tamarack MGMT will work with the
City of San Rafael and its planning partners to obtain data on the topics listed below. Tamarack
MGMT will reflect these data in the EOP Base Plan, its appendices, and Playbooks.
o Known seismic and other geologic hazards
o Flood hazards
o Historical data on flooding
o Fire hazards
o Historical data on wildfires
o Evacuation routes
o Military installations
o Public health
o Peak load water supply requirements
o Hazardous materials
o Critical infrastructure analysis
■ When soliciting comments from City departments, each responding department will submit no
more than one set of comments representing the whole of that organization. This may require
internal meetings in City departments. Tamarack MGMT is not responsible for planning or
operating these meetings.
3 A Cyber Security Playbook may require additional subject matter expertise and therefore may incur additional
costs. Tamarack MGMT can provide separate quote for a Cyber Security Playbook upon further discussion with
the City of San Rafael.
■ ■ TAMARACK Page 114
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• Any Playbooks we develop will use the same outline/table of contents to ensure consistency
across the documents.
■ Any products not included in the list of deliverables may be deemed out of scope.
• Planning meetings will be held remotely.
• Community engagement will consist of no more than one in-person event, with up to two (2)
Tamarack MGMT staff members onsite.
• Community events—in-person or virtual—will last no longer than two (2) hours each.
• Tamarack MGMT is not responsible for any venue, food, or beverage costs for any meeting or
community event described in this proposal.
• The Core Planning team will include no more than ten (10) people.
• Tamarack MGMT will provide use of its teleconference/webinar platforms for meetings as
needed, as well as project document storage in Basecamp.
• This quote does not include any printing costs.
• Tamarack MGMT will leverage the EOP template recently developed by the County of Marin.
• Potential costs associated with translating any community -facing products are not included.
• Professional graphic design is included.
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Attachment 1
Statement of Understanding of Compliance,
Desired Content, and Format
Tamarack MGMT understands that:
• The EOP Base Plan, its appendices, and the Playbooks must be integrated and synchronized
with other plans, including other City plans and plans from the Marin Operational Area (OA).
• The EOP must include clear, professional -quality maps and exhibits related to the following:
o Flood hazards
o Historical data on flooding
o Fire hazards
o Historical data on wildfires
o Evacuation routes
o Military installations
o Public health
o Peak load water supply requirements
o Hazardous materials
o Critical infrastructure analysis
■ All goals and objectives will be updated to reflect the community's current needs.
• Diversity, equity, inclusion, and access and functional needs (AFN) should be considered and
woven throughout the planning process and products.
• The EOP Base Plan, appendices, and Playbooks will be provided in both Word and PDF. Pages
will be standard 8.5 by 11 inches.
it
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Attachment 1
Staffing
Organization
Tamarack MGMT prides itself on establishing excellent working relationships with our project partners.
The City of San Rafael can feel confident that our team will represent them well as we work directly with
partners from around the community. The team we propose to the City of San Rafael is the same
set of people who have been working with the County of Marin (with the addition of one new hire).
Tamarack MGMT's core staff includes Tamara (Tammy) Chapman, Madeline Cohn, Amanda Wight,
and Andrea Finkelstein. Madeline served in the lead role for the Marin OA EOP, and Andrea
served in the lead role for the County of Marin COVID-19 AAR/IP.
Our subconsultants include subcontractor firm Cordelli Consulting Strategies, with its principal,
Roseann Cordelli, and independent contractor, Nicholis Steller. Our team members were all hand -
selected based on positive existing working relationships that we have with one another and with past
clients. Complete resumes for each team member are included in the Staff Resumes section at
the rear of this proposal.
Meet our Team
Tamara (Tammy) Chapman, Project Executive
Tamara (Tammy) Chapman is the owner and founder of Tamarack MGMT. Tammy has more than
17 years of experience working with government, private sector, non-profit, and academic institutions in
emergency preparedness. She has managed a variety of planning and exercise efforts, including
developing exercises in support of newly developed plans. Tammy has been planning and executing
exercises for the entirety of her nearly two -decade emergency management career and is certified as a
Federal Emergency Management Agency (FEMA) Master Exercise Practitioner (MEP). Tammy
provides excellent client service with a friendly, creative, and approachable attitude.
l TAMARACK Page 117
MGM*
Attachment 1
Working in consulting since 2013 has afforded Tammy the opportunity to work on a variety of projects
across the country. Tammy has been involved in all the planning initiatives associated with Tamarack
MGMT in the Experience section of this proposal, including the Marin OA EOP and County of Marin
COVID-19 AAR/IP. She has also been active at the regional level in the Bay Area for the past two years
managing a Bay Area Urban Areas Security Initiative (UASI) commodity point of distribution (C -POD)
planning project. Her experience leading a team to support Amtrak in gaining its Emergency
Management Accreditation Program (EMAP) accreditation in 2016 helped develop her technical eye
when it comes to planning.
Prior to consulting, Tammy managed a county Hospital Preparedness Program (HPP) grant for
Monterey County, California, Health Department, which included plan review and validation, identifying
preparedness gaps, and planning and coordinating training and exercises. As adjunct faculty, Tammy
has also developed a TTX design course for the Middlebury Institute of International Studies at
Monterey (formerly Monterey Institute of International Studies), which she typically teaches once per
academic year. She was a project manager and research associate for the Chemical and Biological
Weapons Nonproliferation Program at the Center for Nonproliferation Studies, where she conducted
research for the Nuclear Threat Initiative and planned and evaluated terrorism -related exercises for the
public sector and professional society clients. While working at Stanford University, Tammy coordinated
quality indicator research for the Office of the Assistant Secretary for Preparedness and Response
(ASPR) and the Agency for Healthcare Research and Quality (AHRQ) to assess and develop measures
of hospital emergency preparedness. Tammy credits her customer service skills to her employment at
Trader Joe's during college and graduate school.
Madeline Cohn, Project Manager
Madeline Cohn has 6 years of experience in emergency management, both consulting clients and in
the field. For Tamarack, she has managed several planning projects, including the Marin OA
Emergency Operations Plan (EOP) update and the Mendocino County EOP update and tabletop
exercise. Prior to joining Tamarack, Madeline served as an emergency management planner for a
county government in Texas, where she led the scheduled 5 -year update of the Comprehensive
Emergency Management Plan (CEMP). This included updating individual annexes and Emergency
Support Functions. Madeline also served in the EOC during the COVID-19 response and several
severe weather events and supported after -action reporting processes for these incidents. Madeline
started her career in consulting, supporting local, state, federal, and private sector clients with planning,
training, and exercise needs. Notable planning projects include the development of business continuity
plans for commercial/financial institutions, a county -level mass -care and sheltering framework, and a
19 -item toolkit to support medical/health shelter staff manage the medical needs of individuals
presenting at government -run shelters during times of crisis.
Amanda Wight, Senior Planner
Amanda Wight has nearly 10 years of experience as an emergency management professional assisting
clients nationwide in disaster preparedness activities. For Tamarack, Amanda supports clients' planning
and exercise needs. Amanda most recently supported San Diego Gas and Electric Company (SDG&E)
via the Select Group in the development of a multi-year training and exercise plan as well as delivered
trainings, workshops, tabletop exercises, and functional exercises for Emergency Operations Center
positions, Public Safety Power Shutoff, load curtailments, cyber -attacks, and communication outages
across the SDG&E system. Amanda also served at Hagerty Consulting where she assisted clients with
gap analysis, plan development, training, exercise, community outreach, and public education
campaigns on emergency management and public safety topics including pandemic outbreaks, natural
disasters, and continuity of operations. Notably, Amanda supported a major metropolitan city in the
development of an active -threat preparedness training that integrated residents through a Whole
Community approach.
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Attachment 1
Andrea Finkelstein, Senior Planner
Andrea Finkelstein has nearly 15 years of emergency management experience, most recently working
for the Maui County Emergency Management Agency (MEMA) as a Plans and Operations Officer. With
MEMA, Andrea oversaw and fulfilled mandated disaster responsibilities, including administering and
operating emergency management programs, developing and maintaining strategic, operational, and
tactical plans, including the Emergency Operations Plan, and coordinating response operations prior to
and during emergency incidents. Andrea also supported internal MEMA planning on topics including
continuity of government, cybersecurity, earthquake/tsunami, flooding, and wildfire. While at MEMA,
Andrea designed, developed, and exercised operational procedures. A critical component in her
successful implementation was the coordination of plan development across various departments to
ensure unified response and validate the reasonability of coordinated plans.
For Tamarack, Andrea supports clients with planning, exercise, after -action reporting, and training
needs. Notably, Andrea managed the County of Marin COVID-19 AAR/IP and the Kitsap County,
Washington, CEMP update. Andrea is certified as a FEMA MEP and has designed and coordinated
numerous Homeland Security Exercise and Evaluation Program (HSEEP)-consistent exercises with
local, state, federal, county, and non-governmental organization partners.
Roseann Cordelli, Senior Planner
Roseann Cordelli is the owner and founder of Cordelli Consulting Strategies. A seasoned
communicator, project manager, instructor, group facilitator, and technical writer/editor by profession
and passion, Roseann has provided exceptional public and government relations services for four
decades, much of it focused on emergency management. Her expertise is in the strategic planning,
development, management, and delivery of inclusive, culturally competent content that engages
government agencies, communities, and corporate entities in risk management, emergency
preparedness, crisis response, and resilience efforts. She is passionate about identifying root causes
that threaten lives and livelihoods and develops collaborative solutions that mitigate the loss of life and
harm to people, property, and critical infrastructure. Her previous work involves critical data analysis
that informs emergency planning, response, and recovery plans to address a wide variety of hazards —
both naturally occurring and human -caused. Roseann helps clients develop plans and operationalize
policies by communicating opportunities for purposeful change at the community, corporate,
organizational, and institutional levels. She has managed and collaborated with teams focused on
identifying organizations' strengths, challenges, risks, and implementable opportunities for measurable
improvement. These include AARs/IPs (most of which focused on public health emergencies), strategic
planning documents, Emergency Operations Plans, hazard mitigation plans, community reconstruction
and resilience plans, strategic communications plans, continuity of operations plans, and continuity of
business plans. Roseann also supported both the County of Marin Emergency Operations Plans and
COVID-19 After -Action Report projects.
Nicholls Steller, Planner
Nicholis (Nick) Steller is an independent contractor for Tamarack MGMT. Nick began his career in
emergency management while working as an EMT for a private ambulance company in the Los
Angeles area. Nick worked for the Monterey County Health Department's Preparedness Program,
where he led the revision of the department's Isolation and Quarantine Plan and served as Hospital
Preparedness Program (HPP) Coordinator and Public Health Emergency Preparedness (PNEP)
Coordinator. During his 10 years of preparedness work, Nick has developed internal and jurisdictional
plans, procedures, and tools to respond to events impacting Monterey County's medical and public
health system. In addition, Nick has filled multiple incident command system (ICS) positions in the
TAMARACK Page 119
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Attachment 1
health department's operations center (DOC) and the county's EOC during exercise and real-world
events. Nick also supported both the County of Marin Emergency Operations Plans and COVID-19
After -Action Report projects.
Schedule of Hourly Rates
Should any additional work be required outside the scope described in this proposal, we can offer
additional work at the following rates based on the labor category. Our rates were recently adjusted for
inflation and are guaranteed for the period of performance of this project. If the City of San Rafael
desires the inclusion of any individuals outside of the team presented in this proposal, Tamarack
MGMT may need to develop a rate specific to that individual.
Project Executive $155
Project Manager $145
Senior Planner $140
Planner $110
Subject Matter Expert $175
Graphic Artist $110
16 TAMARACK Page 120
Attachment 1
Experience
EOPs and Comparable Project Experience
In its 4.5 years as a firm, Tamarack MGMT has completed work on a variety of plans that contribute to
the experience we will bring to the City of San Rafael work. In addition, our team members have
developed plans before their time with Tamarack MGMT. With sensitivity around not crediting our firm
with this work but acknowledging its importance in demonstrating our full breadth of experience, we
note the team member who had that experience in the "prepared by" column when we include such
items. Tamarack MGMT does not claim credit for developing those plans. We would be happy to
describe our staff members' additional experience that cannot be included here.
Marin Operational Area EOP Tamarack MGMT Not yet available online
Mendocino County Operational Area
EOP Tamarack MGMT Not yet available online
State of Hawaii Emergency Support
Function #13: Public Safety and Tamarack MGMT Link
Security Annex to the EOP
State of Hawaii Terrorism and Targeted
Violence Annex to the EOP Tamarack MGMT Link
State of Hawaii Homeland Security Tamarack MGMT Public release expected
Strategy Summer 2022
Kitsap County, Washington,
Comprehensive Emergency Tamarack MGMT Link
Management Plan (CEMP)
Kitsap County Family Assistance
Tamarack MGMT Link
Center Annex
Kitsap County Logistics Annex Tamarack MGMT Not available online
Kitsap County Non -Congregate Tamarack MGMT Not available online
Sheltering Annex
Madeline Cohn
Cameron County, Texas, 2021 CEMP
update, basic plan and all ESFs (while employed by Not available online
Cameron County)
Nicholis Steller
Monterey County Health Department
EOP (while employed by Not available online
Monterey County)
TAMARACK Page 121
,(-l
References
References for select Tamarack MGMT projects are provided below.
Marin Operational Area EOP
State of Hawaii Emergency Support
Function #13: Public Safety and
Security Annex to the EOP
State of Hawaii Terrorism and
Targeted Violence Annex to the EOP
Kitsap County, Washington,
Comprehensive Emergency
Management Plan (CEMP)
Mendocino County EOP
Woody Baker -Cohn
Jimmie Collins
Elizabeth ("Lis") Klute
Brentt Blaser
Attachment 1
wbaker-
cohn@marinsheriff.org
jimmie.l.collins@hawaii.gov
eklute@kitsap.gov
blaserb@mendocinosheriff.org
As requested in the RFP, we also include a reference for our subcontractor firm, Cordelli Consulting
Strategies.
Mendocino County All -Hazards
Emergency Management Website and
Mass Notification Testing
Brentt Blaser blaserb@mendocinosheriff.org
r TAMARACK Page 122
Attachment 1
Staff Resumes
Resumes for our team begin on the following page.
TAMARACK Page 123
TAMARA R. CHAPMAN
TAMMYATAMARACKMGMT.COM // 831-239-3480
SUMMARY OF QUALIFICATIONS
FEMA Certified Master Exercise Practitioner (MEP)
16+ Years of Emergency Management Exercise
Project Management
Plan Development
EXPERIENCE
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Woman Owned Small Business
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Exercise Planning, Conduct, and After -Action Reporting
Meeting Coordination and Facilitation
Policy Analysis and Research Design
Tamarack MGMT, Owner/Founder, 2018 -Present, Kapaa, HI
Operate consulting firm that provides contract -based emergency management and homeland security planning services. Provide project
management and services such as strategic and operational planning, workshop series and tabletop exercise development, and after -
action reporting (exercise and real-world incidents).
Middlebury Institute of International Studies at Monterey, Adjunct Faculty, 2013 -Present, Monterey, CA
Developed curriculum for Tabletop Exercise Design and Operation workshop for graduate -level students.
Hagerty Consulting, Senior Managing Associate, 2013-2017, Mililani, HI, and Scotts Valley, CA
Managed, coordinated, and contributed to emergency preparedness projects for clients nationwide. Work included planning and staffing
multiple large-scale exercises, writing after -action reports, and developing plans.
Monterey County Health Department, Hospital Preparedness Program (HPP) Coordinator, 2011-2013, Monterey, CA
Managed county HPP grant. Oversaw progress on grant work plan and expenditures, reported progress on deliverables directly to lead
state agency, and responded to changing grant requirements.
Stanford University, Social Science Research Assistance/Project Coordinator, 2008-2011, Palo Alto, CA
Coordinated quality indicator research for Agency for Healthcare Research and Quality (AHRQ) and Office of the Assistant Secretary for
Preparedness and Response (ASPR) seeking measures of hospital emergency preparedness.
Emergency Management Independent Contractor, Self -Employed Contractor, 2008-2011, Scotts Valley, CA
Supported Monterey County Health Department in multiple contractor roles.
James Martin Center for Nonproliferation Studies, Multiple Positions, including Research Associate, Project Manager, and
Graduate Research Assistant, 2005-2008, Monterey, CA
Managed HSEEP-based exercise design for Monterey County Health Department. Wrote analysis -based issue briefs for Nuclear Threat
Initiative on public health and national security.
United States Army, Voice Interceptor, 1994-1998, Various Locations, primarily Monterey, CA, and Wahiawa, HI
Provided detection, acquisition, location, identification, and translation of Chinese language voice communications in real-time strategic
environment.
EDUCATION AND SELECT ADDITIONAL TRAINING
MONTEREY INSTITUTE OF INTERNATIONAL STUDIES, Monterey, California, 2005-2007
M.A. International Policy Studies; Certificate, Nonproliferation Studies
UNIVERSITY OF CALIFORNIA, SANTA CRUZ, Santa Cruz, California, 1999-
2002
B.S. Biology
DEFENSE LANGUAGE INSTITUTE FOREIGN LANGUAGE CENTER, Monterey, California, 1994-1996
Diploma, Chinese Mandarin Basic Course
FEMA MEP Program, 2015, California HSEEP Training Course, 2012
Various FEMA Independent Study Courses, including Professional Development Series, 2005 -Present
TAMARACK
MGMt
ADELINE COHN
MADELINEP AMARACKMGMT , // 410-404-7034
SUMMARY OF QUALIFICATIONS
* FEMA Homeland Security Exercise Evaluation Program
(HSEEP) Trained
* Plan Research and Development
Meeting Coordination and Facilitation
EXPERIENCE
LP
SRAW O S BkrSOVOSB AWoman Owned Small Business' �$
6 Years of Emergency Management and Exercise Experience
Exercise Planning, Conduct, and After -Action Reporting
Policy Analysis and Research Design
Tamarack MGMT, Senior Managing Consultant, 2021, Brownsville, TX
Helps clients manage their planning, training, and exercise needs including supporting the development of multi -hazard mitigation plan
updates, emergency operations plans, after -action reports, and disaster response plans. Notably, drafted multiple emergency operations
plans, supported the development of a scenario -based tabletop exercise, and managed after -action review processes.
Cameron County, TX Office of Emergency Management, Emergency Planner, 2020-2021, Brownsville, TX
Led development of 2021 update to County Comprehensive Emergency Management Plan including updating individual annexes and
Emergency Support Functions in accordance with state guidelines and regulations. Also managed 2021 update to multi -jurisdictional
hazard mitigation plan and supported the development of County COVID-19 pandemic response Continuity of Operations Plan. Served
in the Planning Section and as Situation Unit Leader of the Cameron County EOC during the 2021 Texas February Winter Weather
response causing sustained widespread power outages. Also served in the EOC during the COVID-19 pandemic response, hurricane
responses, and multiple flood events. Designed, facilitated, and evaluated three tabletop exercises (TTX) for Cameron County and
relevant stakeholders, including COVID-19 vaccination planning TTX to prepare for mass vaccination efforts priorto the release of COVID-
19 vaccine; mass -fatality TTX to test capabilities of first responders in the Cameron County area during and after a mass fatality incident,
and a TTX in collaboration with SpaceX to improve and enhance coordination among agencies involved in a potential incident at the
SpaceX Boca Chica launch site and surrounding area.
Hagerty Consulting, Managing Associate, 2019-2020, Washington, D.C.
Drafted multiple planning projects including county -level mass -care and sheltering framework and led the development of a 19 -item toolkit
to support medical/health shelter clinicians and volunteers to manage the medical needs of individuals presenting at government -run
shelters during times of crisis. Supported the design, development, execution, and evaluation of several complex coordination terrorist
attack (CCTA) programs including the development of discipline -specific operational guides for CCTA response; development and
execution of web -based, classroom -based, and train -the -trainer trainings; and development and execution of multiple discussion and
operational based exercises. Also supported multiple planning projects including design and development of business continuity plans
for commercial/financial institutions, including determination and mapping of risks, determination of essential functions, identification of
continuity communications, vital records management, and reconstitution functions
Eagle Hill Consulting, Exercise Planning Associate, 2017-2019, Arlington, VA
Supported over 30 transportation security exercises and workshops, including full-scale, functional, and tabletop exercises for aviation,
highway and motor carrier, mass transit and passenger rail, freight rail, pipeline, maritime, and multimodal transit stakeholders.
The Cadmus Group, Senior Analyst, 2016-2017, Washington, D.C.
Supported ASPR client's Office of Policy and Planning (OPP) in developing and implementing a strategic planning and change
management process that enabled OPP to identify and explore future healthcare preparedness trends. Also supported the development,
design, and planning of National Level Exercise (NLE) 2018.
EDUCATION AND SELECT ADDITIONAL TRAINING
UNIVERSITY OF MARYLAND, SCHOOL OF PUBLIC POLICY, College Park, Maryland, 2014-2016
M.P.P. Social Policy; Concentration, Health Policy
UNIVERSITY OF VIRGINIA, Charlottesville, Virginia, 2010-2014
A B.S. Biomedical Engineering
FEMA Emergency Management Institute (EMI) Certifications
HSEEP Training Course, IS100, IS130a, IS139a, IS200, IS321, IS700, IS800, IS860, IS2200, Professional Development Series
TAMARACK
7J
9 Years of Emergency Management Experience
Training and Exercise Specialist
Program and Project Management
EXPERIENCE
Plan Development
Exercise Planning, Conduct, and After -Action Reporting
® Emergency Management Degree
Tamarack MGMT, Senior Management Consultant, 2022 -Present, San Diego, CA
Provides project management, planning, training, exercise, and after -action reporting services for emergency management and homeland
security clients.
San Diego Gas & Electric via The Select Group, Training and Exercise Specialist, 2021-2022, San Diego, CA
Developed and delivered trainings, workshops, tabletop exercises (TTXs), and functional exercises (FEs) for Emergency Operation
Center positions, Public Safety Power Shutoff (PSPS), load curtailments, cyber -attacks, and communication outages. Supported the
development of multi-year training and exercise plan in coordination with other team members.
Hagerty Consulting, Senior Managing Associate, 2014-2021, Chicago, IL and San Diego, CA
Assisted clients nationwide in emergency preparedness activities including the development and management of large, multi-year
programs that cover a wide array of activities including gap analysis, plan development, training, exercise, community outreach, and
public education campaigns on a wide array of topics including active shooters; complex coordinated terrorist attack (CCTA); chemical,
biological, radiological, nuclear, explosives (CBRNE) incidents; counterintelligence operations; pandemic outbreaks; natural disasters;
and continuity of operations (COOP).
Served as the Lead of the Training and Exercise Service Line and conducted more than thirty-five exercises in the five-year period varying
in size and complexity. Specifically, specializing in the development and execution of large, multi -site, multi -jurisdictional, multi -discipline
exercises.
Additionally, served as the Deputy Lead for the Active Threat (e.g., active shooter, terrorism) Preparedness Service Line, managing
projects that focus on active threat related plans, trainings, exercises, throughout the country. This experience is wide-ranging having
supported the San Diego County Office of Emergency Services in the development of a post-terrorism/mass violence recovery plan. The
plan preceded the development and execution of an exercise series that focused on the region's ability to responds to a CCTA. The full-
scale, which focused on the response to active shooter, hostage situation, improvised explosive devices (IEDs), radioactive material, and
decontamination scenarios, included over 1,200 participants from nearly eighty different agencies.
Bensenville Emergency Management Agency, Intern, 2013, Bensenville, IL
EDUCATION AND SELECT ADDITIONAL TRAINING
WESTERN ILLINOIS UNIVERSITY, 2013
B.S. Emergency Management, Minor Law Enforcement
Certified Counterintelligence Drill Certificate of Achievement from the Bensenville Police Department
Surveillance and Detection Course Certificate, Department of Homeland Security
Various FEMA Independent Study Courses, including Professional Development Series
TAMARACK
µGMS
ANDREA FINKELSTEIN SPLk WOSB
ANDREA EDTAMARACKMGMT.COM // 808-443-4053
SUMMARY OF QUALIFICATIONS
FEMA Certified Master Exercise Practitioner (MEP)
Local Level Government Emergency Management
Experience
Exercise Planning, Facilitation, and After -Action Reporting
EXPERIENCE
Woman Owned Small Business
a SDVOSB q
Volunteer and Staff Management in Emergency Operations
Meeting Coordination and Facilitation
Plans Development
Tamarack MGMT, Senior Managing Consultant, July 2020 — Present, Wailuku, HI
Works as a part of a tightly integrated team to provide client -specific products focused on emergency management and homeland security
principles. Products include operational guidance, outreach materials, disaster plans, and exercise design and conduct. Position includes
being responsible for having familiarity with a variety of State, Federal, County, and non-profit plans and policies, including planning
guidance. Provides leadership on behalf of Tamarack MGMT with other partner agencies and all levels of government and the private
sector. This position includes close coordination of team members and regular contact with clients. Recent work has included leading the
County of Marin COVID-19 After -Action Report and Improvement Plan.
Maui County Emergency Management Agency, Plans & Operations Officer, Jan 2013 — July 2020, Wailuku, HI
Worked with the Maui County Emergency Management Agency team to fulfill federal, state and county -mandated disaster responsibilities
including administering and operating emergency management programs, developing, and maintaining response and contingency plans,
as well as coordinating response operations prior to and during emergency events. This position included responsibilities over training,
exercise, plans, operations, and response. Led collaboration efforts to develop programs with partners of all levels of government and
non-governmental organizations. Conducted outreach programs targeting public, private, and governmental preparedness activities.
Provided leadership in EOC responses including acting as Planning Section Chief, Operations Section Chief, and Incident Commander
for Maui County EOC through four federally declared disasters and a wide range of types of incidents.
American Red Cross, Sheltering Coordinator, Trainer, Outreach Supervisor, Government Liaison, 2006 — 2015
Volunteered within multiple jurisdictions of the Hawaii State Chapter of the American Red Cross to assist in alleviating human suffering
after a disaster. Trained and served in different aspects of disaster response through the American Red Cross. Certified as a disaster
services trainer through the Red Cross teaching the introductory series for new volunteers and following them as an advisor through
assignments to specialties within the Red Cross. Deployed by the Red Cross on multiple national disasters including providing shelter
management for Maui County, bulk distribution in American Samoa, and shelter operations assessments and leading staff sheltering
operations in Louisiana.
EDUCATION AND SELECT ADDITIONAL TRAINING
LESLIE UNIVERSITY, Cambridge, MA, 2005
B.S. Environmental Studies, Minor in Environmental Education
NAVAL POST GRADUATE SCHOOL, Hilo, HI, 2018
Pacific Emerging Leadership Program (PELP)
Select FEMA Curriculum
FEMA MEP Program, 2019
Critical Decision Making for CCTA
Type 3 IMT
Senior Officials Workshop
EOC Management and Operations
Planning Section Chief
PIO in an All -Hazard Incident
Professional Development Series
TAMARACK
MGMT
NICHOLIS STELLER
nicholisstelieraC}grnail. corn P 831-238-5357
SUMMARY OF QUALIFICATIONS
10+ Years of Emergency Management Experience
Public Health Department Operations Center Coordination
Public Health Field Operations Management
Project Management
EXPERIENCE
Tan 0410901'P 1
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Woman Owned Small Business (k,"
Plan Development
Exercise Planning, Conduct, and After -Action Reporting
Meeting Coordination and Facilitation
Capability Assessment
Emergency Management Independent Contractor, Self -Employed Independent Contractor, 2022 -Current, Monterey, CA
Contribute to projects on a contract basis. Recent work has included supporting the County of Marin COVID-19 After -Action Report and
Improvement Plan and Marin OA Emergency Operations Plan (EOP).
Monterey County Health Department, Multiple Positions, Including, Public Health Emergency Preparedness Program (PNEP)
Coordinator, Hospital Preparedness Program (HPP) Coordinator, Preparedness Intern 2011-2021, Monterey, CA
Provided oversight and management of the PHEP, HPP, and Pandemic Influenza Program grants. Developed internal and jurisdictional
plans, procedures, tools, and systems used in responding to events impacting Monterey County's medical and public health stakeholders.
Established quality improvement practices forthe department's preparedness programs. Coordinated and developed internal and external
preparedness training. Planned, conducted, and evaluated discussion and functional exercises. Contributed to the development of
regional response plans and systems. Filled Incident Command System positions during exercises and real-world events in the
Department Operations Center and Operational Area Emergency Operations Center's Medical Health Branch. Led public health field
operations during real-world events. Facilitated multi -agency coordination with medical/health partners during exercises and real-world
events. Coordinated the fulfillment of the Public Health Accreditation Board's preparedness -related accreditation domains.
National Association of County and City Health Officials, Project Public Health Ready (PPHR) Reviewer, 2016-2018, Monterey,
CA; New Orleans, LA; Portland, OR; Austin, TX
In conjunction with peer review teams, utilized the PPHR criteria to assess local health department capacity and capability to plan for,
respond to, and recover from public health emergencies. Piloted and evaluated the use of the PPHR criteria for assessing regional and
state -level health departments.
U.S Census Bureau, Enumerator, 2010, Monterey, CA
Conducted in-person interviews at residences to gather missing Census data from individuals.
FirstMed Ambulance, Emergency Medical Technician, 2008-2009, Los Angeles, CA
Provided patient care in accordance with the Emergency Medical Technician scope of practice. Participated in mass casualty exercises
with partner hospitals. Assisted with maintaining training records for all clinical staff.
Medi-Tech Health Services, Patient Care Technician, 2007-2008, Ventura, CA
Provided patient care in hospital, congregate, and home-based settings
EDUCATION AND SELECT ADDITIONAL TRAINING
California State University, Monterey Bay, Monterey, CA, 2009-2013
B.A. Collaborative Health and Human Services
FEMA HSEEP Course and various Independent Study Courses, 2011 -Present
W California Specialized Training Institute, various courses including Emergency Planning, 2013-2019
National Association of County & City Health Officials, New Preparedness Coordinators Training Program, Atlanta, GA, 2015-
2016
Center for Domestic Preparedness, Anniston, AL, various courses including Instructor Training Course, 2014-2017
California HSEEP Training Course, 2013
TAMARACK
MGMT
ROSEANN CORDELLI
roseann@cordelliconsultingstrategies.com // 717-433-8523
SUMMARY OF QUALIFICATIONS
Four Decades of Public Information Campaign Experience
Project Management Focus on Public Health and Safety
4 Strategic Planning, Stakeholder Engagement, Instruction
EXPERIENCE
C7
Preparedness/Resilience Toolkits, Multimedia Campaigns
Emergency Management Plan Development, Evaluation
Grant Acquisition, Drawdown, Compliance
Cordelli Consulting Strategies, LLC, President/CEO, 2019 -Present, Mechanicsburg, PA
This woman -owned firm designs and champions inclusive, accessible, multimedia emergency public information campaigns and collateral
in communities nationwide. Clients include government agencies (federal, state, local), nonprofit and corporate entities, and universities.
Campaigns span the emergency management cycle and include all facets of collateral design, development, and multimedia marketing.
Completed a COVID AAR/IP for the Johns Hopkins Health System and contributed to a COVID AAR/IP for Guilford County, NC, and the
State of MI. Led an AAR/IP for the PA Department of Health for the H1 N1 pandemic. Led opioid overdose education/prevention efforts
for the CDC, launched Public Health and Safety Teams in two jurisdictions to address the opioid epidemic, and is leading a local
community outreach campaign to reduce gun violence among teens. Instrumental in the creation of the Oregon Be 2 Weeks Ready
Outreach Program, numerous Bay Area UASI toolkits with a public health and safety focus, and the USGS ShakeAlert messaging toolkits.
Pennsylvania College of Technology, Adjunct Faculty, 2015 -Present, Williamsport, PA
Developed curricula for and teaches both in-person and online undergraduate courses in Crisis Communications, Public Administration,
and Contemporary Issues in Emergency Management. Serves on the PCT Emergency Management Advisory Board.
PA Workforce Development Association, Director of Government and Public Affairs, 2016-2019, Camp Hill, PA
Led all facets of digital, print, and outreach communications, as well as policy development and advocacy for this trade group.
Tetra Tech, Inc., Communications Program Manager, 2013-2016, Harrisburg, PA
Led the creative development and implementation of strategic communications plans, activities, and collateral to support a wide variety
of emergency management campaigns. Efforts included demographic and psychographic analyses, community engagement and focus
groups, media buys, accessible multimedia collateral, and quantitative/qualitative analytics. Worked with the US Environmental Protection
Agency Region 3 on community outreach that targeted vulnerable populations living near a Superfund site and led an award-winning,
multimedia public outreach effort in NY State following devastating hurricanes. Work resulted in the award of an additional $3M in
redevelopment/resilience-building funds for a hard-hit community in the Catskill Mountains.
Delta Development Group, Senior Consultant, 2005-2013, Mechanicsburg, PA
Developed, updated, and evaluated Emergency Operations Plans, Crisis Communications Plans, and Public Information Campaigns for
public -sector clients. She led a Joint Information Center and messaging efforts for a state agency during the H1 N1 pandemic; led the
communications strategy to dispense the Strategic National Stockpile to 8 million Pennsylvanians in 36 counties; and authored the PA
Department of Health's Medical Surge Management Series Volume VIII: Community Outreach/Public Education. She helped communities
acquire millions of dollars in public funding for emergency management and infrastructure improvements.
Capitol Communications, Principal, 1989-2005, Mechanicsburg, PA
This woman -owned sole proprietorship offered communications and public policy services to public- and private -sector clients. In addition
to branding public information campaigns. Was chief author and editor of a US Occupational Safety and Health Administration handbook
developed for the PA Chamber of Business and Industry. Served a stringer reporter for various local newspapers in south-central PA.
PA Rural Electric Association/Allegheny Electric Cooperative, Manager-Government/Public Relations, 1981-1989, Harrisburg, PA
Led public advocacy at the federal and state levels, as well as public relations for this trade group.
Senate of Pennsylvania, Press Officer, 1981, Harrisburg, PA
Covered legislative committee meetings, developed press releases, and interlaced with the Capitol Press Corps.
EDUCATION AND SELECT ADDITIONAL TRAINING
SHIPPENSBURG UNIVERSITY, Shippensburg, PA, 1986
Master of Public Administration (Summa Cum Laude)
SHIPPENSBURG UNIVERSITY, Shippensburg, PA, 1981
Bachelor of Arts, Journalism Communications/PR (Summa Cum Laude)
HARVARD UNIVERSITY, CHAN SCHOOL OF PUBLIC HEALTH, Cambridge, MA, 2007
Certificate of Professional Development, Risk Communications
TAMARACK
MOMT
Exhibit B
From: Tamara Chapman <tammy2tamarackmgmt.com>
Sent: Thursday, July 21, 2022 4:59 PM
To: Quinn Gardner <quinn.Gardner@cityofsanrafael.org>
Subject: Re: Revised quote Update to the City of San Rafael EOP
Hi, Quinn,
Thanks a ton for this information. Would you be able to consider $51,860 with a reduction in our
estimated hours down to 380 for the EOP, one Playbook, and the EOC Handbook? I will explain some of
the changes I made to the budget alongside your questions from yesterday, repeated here for your
convenience:
• If we cut the on site time, how much could we reduce costs? I kept some minimal potential
onsite time available. This would be one person for a day trip, and it would be one of our
California-based planners. This minimizes travel overhead. I find that a lot of project costs
actually come more from formal meetings (multiple staff, meeting notes, etc.). To help with
that, we can do up to 5 planning meetings instead of 7.
• Will be have the same PM for the duration of the project? How will working with the other
planners go? Having some consistency of a POC is important to us to be able to establish a
relationship and have someone really learn the City. Yes, my thought was to have Madeline
Cohn serve as the project manager. I would support her as the project executive (more of the
very big picture/admin side). She was the PM on the Marin OA EOP, so there will be continuity
from that project over to yours. We like growing relationships with our clients. It benefits you
from the standpoint you mentioned, plus really makes our work enjoyable. We would not have
everyone on the team join every planning meeting as a cost -savings measure, probably having
up to three of us in any given planning meeting to facilitate, take notes, and help with
chat/hand-raising/etc. We work internally really well, so we can connect on our own outside of
the bigger planning meetings for writing tasks.
• If, after the first playbook, subsequent ones end up taking less time, will pricing be per hour or
will be locked into the 3k per book? I am hoping that after the first 1 or 2 we learn a lot and can
do the other much quicker. Yes, we can do time and materials for subsequent playbooks.
■ How do you see the templates for local Cities/towns that was provided as part of the County
EOP fitting into this project? We wanted to be respectful of the language used in your RFP
stating that the template should be used just as a "reference tool." To keep the hours
commitment as low as possible, however, we will definitely use it as the foundation. We can
work with you to learn more about where we'll need to do a deep dive with other stakeholders
and where you might just be able to answer some questions for us on the content; that will be
instrumental in cutting costs.
Please let me know what you think --thank you!
Tammy
RAP
WITH P ,
CONTRACT ROUTING FORM
INSTRUCTIONS: Use this cover sheet to circulate all contracts for review and approval in the order shown below.
TO BE COMPLETED BY INITIATING DEPARTMENT PROJECT MANAGER:
Contracting Department: Fire
Project Manager: Quinn Gardner Extension: x5336
Contractor Name: Tamarack Management
Contractor's Contact: Madeline Cohn Contact's Email: madeline@tamarackmgmt.com
❑ FPPC: Check if Contractor/Consultant must file Form 700
Step
RESPONSIBLE
DESCRIPTION
COMPLETED
REVIEWER
DEPARTMENT
a. Email PINS Introductory Notice to Contractor
DATE
Check/Initial
1
Project Manager
Click here to
Cl
enter a date.
b. Email contract (in Word) and attachments to City
9/7/2022
Attorney c/o Laraine.Gittens@cityofsanrafael.org
❑
2
City Attorney
a. Review, revise, and comment on draft agreement
10/7/2022
❑X GC
and return to Project Manager
10/7/2022
X❑ GC
b. Confirm insurance requirements, create Job on
PINS, send PINS insurance notice to contractor
3
Department Director
Approval of final agreement form to send to
10/13/2022
contractor
4
Project Manager
Forward three (3) originals of final agreement to
contractor for their signature
5
Project Manager
When necessary, contractor -signed agreement
(x] N/A
agendized for City Council approval *
*City Council approval required for Professional Services
Agreements and purchases of goods and services that exceed
Or
$75,000; and for Public Works Contracts that exceed $175,000
Click here to
Date of City Council approval
enter a date.
PRINT
CONTINUE ROUTING PROCESS WITH HARD COPY
6
Project Manager
Forward signed original agreements to City
10/13/22
TW
Attorney with printed copy of this routing form
7
City Attorney
Review and approve hard copy of signed
r
agreement
8
City Attorney
Review and approve insurance in PINS, and bonds
(for Public Works Contracts)
9
City Manager/ Mayor Agreement executed by City Council authorized
official
City Clerk Attest signatures, retains original agreement and
10
forwards copies to Project Manager