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TECHNICAL PROPOSAL FOR:

DEMOLITION OF BUILDINGS/STRUCTURES AT ALLENTOWN STATE HOSPITAL
CITY OF ALLENTOWN, CITY OF BETHLEHEM, LEHIGH COUNTY,
PENNSYLVANIA

Project No. DGS C-0501-0022 Phase 1

September 12, 2019

Neuber Demolition & Environmental Services

1100 Grosser Road, Suite C
Gilbertsville, PA 19525
Jeffrey LaRiviere – President
Email: jeff@neuberenv.com
Phone: (610)587-4296

Addenda Acknowledged:
AMD 01 – Addendum No.1 Dated: September 9,2019
AMD 02 – Addendum No.2 Dated: September 10, 2019
AMD 03 – Addendum No.3 Dated: September 26, 2019
AMD 04 – Addendum No.4 Dated: September 30, 2019
AMD 05 – Addendum No.5 Dated: October 3, 2019

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Contents
TECHNICAL SECTION 1: PROJECT TEAM’S QUALIFICATIONS, EXPERIENCE, AND PAST
PERFORMANCE............................................................................................................................................... 3
2-4.1 Project Management Team Overview: ............................................................................................. 3
2-4.1.1 Project Organizational Chart ......................................................................................................... 3
2-4.1.2 Description of Management Structure......................................................................................... 20
2-4.1.3 Project Management Plan .......................................................................................................... 22
2-4.2 Work Plan: ..................................................................................................................................... 24
2-4.2.1 Design-Build Concept ................................................................................................................. 24
2-4.2.2 DBC and Retained Professional Relationship ............................................................................. 24
2-4.2.3 Phasing of the Design Effort ....................................................................................................... 24
2-4.2.4 Potential Design Issues .............................................................................................................. 25
2-4.2.5 Management & Minimization of DGS’ Risk ................................................................................. 26
2-4.2.6 Sequencing of Hazmat/Environmental Abatement, Demolition, and Site Restoration ................. 26
2-4.2.7 Removal of Asbestos, Universal Waste, Hazardous Waste, and Contaminated Soil .................. 27
2-4.2.8 Elements of the Building Demolition Plan ................................................................................... 29
2-4.2.9 Project Safety Plan, Site Security, and Monitoring ...................................................................... 29
2-4.2.10 QA/QC Plan Outline and Effectiveness ....................................................................................... 32
2-4.3 Project Master Schedule: ............................................................................................................... 34
2-4.3.1 Executive Level Critical Path Method Schedule .......................................................................... 34
2-4.3.2 Firm Milestones .......................................................................................................................... 35
2-4.3.3 Schedule Narrative ..................................................................................................................... 35
2-4.4 Qualifications: ................................................................................................................................ 40
2-4.4.1 / 2-4.4.2 / 2-4.4.3 Design Build Contractor Qualifications ............................................................ 40

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TECHNICAL SECTION 1:
PROJECT TEAM’S QUALIFICATIONS, EXPERIENCE, AND PAST PERFORMANCE

2-4.1 Project Management Team Overview:

2-4.1.1 Project Organizational Chart

Pennsylvania
Department of General Services

Executive Oversite

Payroll/HR
Vice President Neuber President Amber Mosteller
Ed Edwards Jeff LaRiviere

Design Firm
EARTHRES

Project Oversite

Neuber Operations Neuber Project Neuber Assistant

& Safety Manager Manager Project Manager
Chris D’Orazio Timothy Walter Chris Camp

Neuber
Superintendent
Ryan Morba

Neuber Foreman
George “JR”
Parsons

PROJECT TEAM CHAIN-OF-COMMAND

It should be noted that ALL Neuber Environmental Services Representatives and Employees
have full authority to STOP WORK – if an unsafe condition exists.

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Project Team Resumes & Qualifications
President – Jeff LaRiviere

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Vice President – Ed Edwards

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Project Manager – Tim Walter

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Operations and Safety Manager – Superintendent – Thomas J. Pierce

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Superintendent – Ryan Morba

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Foreman– George “JR” Parsons

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Design Senior Project Manager – David F. Allen, P.E.

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Design Senior Project Manager – Scott R. Campbell, P.G.

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Design Project Manager – Jennifer L. Tayler, P.E.

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Design Technical Manager – Air Quality Services – Nicole C. Wilson, P.E.

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2-4.1.2 Description of Management Structure
Description of the Organization – Roles and Responsibilities:
President (Jeff LaRiviere) and Vice President (Ed Edwards): Jeff LaRiviere & Ed Edwards
serve as President and Vice President for Neuber Demolition and Environmental Services. While
they may not have everyday contact with this project, they will serve as intermediaries when
necessary. They will attend construction meetings.
Project Manager (Tim Walter) and Assistant Project Manager (Chris Camp): The Project
Manager for this project will be responsible for the overall management of the project. The Project
Manager will be the direct line of communication with the Northeast Maryland Waste Disposal
Authority. The Project Managers duties will include, requests for information, project scheduling,
pay applications, subcontractor management, and contract changes. The Project Manager may
not be onsite at all times, however, communication with the Project Manager will always be
available.
The Assistant Project Manager will assist the Project Manager throughout construction and will
have the same duties that include, requests for information, project scheduling, pay applications,
subcontractor management, and contract changes.
Operations and Safety Manager (Chris D’Orazio): Safety is the top priority at Neuber
Demolition and Environmental Services. We will employ a safety manager that we will be onsite
anytime construction activities are taking place. The safety officer will be responsible for managing
all aspects of safety on this project. The safety officer will utilize OSHA guidelines, EM385-1-1
guidelines, and any applicable local, state, or federal rules and regulations regarding safety. The
safety officer will be responsible for accident reporting, material storage, safety training, safety
program, and safety monitoring among many other safety related items. The Safety Officer will
report directly to the Project Manager.
Chris D’Orazio will also be responsible for managing the quality control effort on this project. He
will ensure testing requirements are taking place, review submittals, and monitor means and
methods of construction. He will report to the Project Manager and will maintain site presence
anytime construction activities are taking place.
Superintendent (Ryan Morba) and Foreman (George “JR” Parsons): The project
Superintendent and Foreman are one of the more critical positions on this project. They are
responsible for the day to day construction activities that take place on this project. They serve
as the eyes and ears of the management staff and is qualified to act on their behalf. The
Superintendent and Foreman will be required to attend any construction meetings that take place
during the course of the project. Further, the Superintendent may elect to have weekly
Superintendents meetings. These meetings are meant to bring all superintendents from
contracted parties together to discuss project progress, conflicts, and ways to better work
together. The project Superintendent and Foreman will be crucial in the success of this project;
we are confident that our Superintendent and Foreman are prepared to complete this project.
They will have an office at the onsite office trailer.
History of Working Relationship Between Team Members:
This team has a history of working together on multiple projects, completing them on-time and on-budget.
Neuber’s management staff conducted themselves in a positive and professional manner at all times.
They worked closely with inspectors and other public works personnel to ensure that the scope of work
is completed and meets the requirements. All team members are very knowledgeable and assist each
other to meet schedules.
Some notable projects include:
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- Spring City VA DEMO (PADGS): This exact Team performed the Spring City Veterans Administration
Demolition and Asbestos Abatement Project for the Pennsylvania Department of General Services in
Spring City, Pennsylvania. A significant demolition project that included abatement and demolition
(including HAZMAT remediation) was performed on 210,000 SF, 23 multi-story buildings in an active
VA Campus. Over 60,000 sf of non-friable ACM and 6000 lf of friable ACM was removed prior to
demolition. Additionally an elevated water tower and in-ground covered water reservoir was removed.
Project was completed on-time without incident including, quick and timely submittals, aggressive
scheduling, and timely recognition of potential delays.
- The NASA Langley Wind Tunnel: This project was a complicated, albeit rewarding project for all
parties involved. Neuber was able to deliver this project on schedule, on budget, and most
importantly, without a safety incident.
- Waterfront Development Project: This project included the demolition of a 1950’s era, 3 story,
180,000-sf steel processing plant. The team worked closely to ensure that all ACM materials were
identified and removed prior to demolition.
- Harrisburg International Airport: A critical area of concern included prevention of FOD (Foreign Object
Debris) during the demolition process as the work was directly adjacent to an active runway. The
construction team made diligent efforts to keep the site clean of debris and minimize visible dust
generated through the demolition.
Understanding of Services and Materials to be Provided on the Project:
Neuber understands the work needed to complete this project. The work consists of, but is not limited
to:
1. Demolition and removal of:
a. Buildings and all appurtenances to four feet below finish grade
b. Utility tunnels
c. Abandoned underground utility lines and duct banks
d. Mechanical systems
e. Electrical systems
f. Plumbing systems
g. Above ground items including but not limited to: fire hydrants, telephone poles, street
lights/poles, concrete steps, and handrails
2. Thoroughly fracture slabs on grade, basement, and tunnel floors
3. Terminate underground tunnel at DGS property line with full height, grouted CMU retaining wall
4. Stabilize and reinforce tunnel roof beyond DGS property line
5. Provide suitable soil to backfill voids and around below-ground structures up to final grade
6. Replace sidewalks as required by collateral demolition
7. Grub and seed all affected areas per NPDES requirements
8. Remove HAZMAT’s in accordance with guide specifications and earthwork guide specifications and
HAZMAT and ESA reports
9. Coordinate termination of utilities and removal of all pertinent equipment from site with Utility
Companies
10. Protect existing Department of Environmental Protection (DEP) weather station. Maintain two-way
access through the main entrance/exit roads through parking lot D.
11. Remove and store artifacts for acquisition by the Pennsylvania Historical and Museum Commission
12. Acquire all required permits and reviews
Experience with Design Build Contract Projects:
EARTHRES’ core services include: Environmental and Civil/Site Engineering, Investigations and
Remediations, Geology and Hydrology, Solid Waste Engineering, Mining, Air Quality Services,
Regulatory Compliance and Permitting. The professional staff consists of licensed or degreed
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engineers from multiple engineering disciplines (environmental, chemical, civil, and mining) and
licensed, certified or degreed scientists including surveyors, geologists, hydrogeologists, biologists,
chemists, and environmental scientists. Key personnel have over 150 years combined experience in
completion of engineering, permitting and compliance projects.
EARTHRES regularly works in the Lehigh Valley for both public and private sector clients and many of
our personnel are from and/or live in the area. EARTHRES personnel possess specialized knowledge
of environmental issues common in the Lehigh Valley, including sinkhole investigation and remediation,
hydrogeologic investigations in karst areas, waste characterization and management, Act 2
investigations and brownfields development. EARTHRES personnel regularly complete permitting,
design, and construction support projects for our Lehigh Valley and regional clients

2-4.1.3 Project Management Plan

Neuber understands the importance of the submittal process for this project. Proper management and
scheduling of submittals is key to project success. The following information will be used for project
deliverables to ensure a timely and responsive process:
Submittal Procedures:
A. Neuber’s Project Manager will be responsible for the scheduling and control of all submittals
including deviations from plans or specifications. The Submittal Schedule will be coordinated and
kept up to date, with monthly reviews completed with NPS management.
B. The Submittal Schedule will be reviewed at least every thirty (30) days and an updated list of all
past due submittals will be submitted to Pennsylvania Department of General Services. Amended
dates will be furnished and corrective action will be noted. A complete updated Submittal Schedule
will be furnished upon request to the Contracting Officer.
C. The Operations and Safety Manager will certify as correct and in strict conformance with contract
drawings and specifications each submittal submitted.
D. All submittals will include a cover sheet. At a minimum, the following information will be included on
the cover sheet:
I. Name and address of submitter, plus name and telephone number of the individual who
may be contacted for further information.
II. Name of project as it appears on the RFP.
III. Drawing number and Specifications Section number to which the submittal applies.
IV. Whether this is an original submittal or resubmittal.
E. Submittals will be timed so that review, lead time, delivery, and potential resubmittal are
adequately accounted for.
Project Deliverables:
At this time, the following are known project deliverables and Neuber plan of action for preparation and
submission:
A. Demolition and removal of:
I. Buildings and all appurtenances to four feet below finish grade
II. Utility tunnels
III. Abandoned underground utility lines and duct banks
IV. Mechanical systems
V. Electrical systems
VI. Plumbing systems
VII. Above ground items including but not limited to: fire hydrants, telephone poles, street
lights/poles, concrete steps, and handrails
B. Thoroughly fracture slabs on grade, basement, and tunnel floors

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C. Terminate underground tunnel at DGS property line with full height, grouted CMU retaining wall
D. Stabilize and reinforce tunnel roof beyond DGS property line
E. Provide suitable soil to backfill voids and around below-ground structures up to final grade
F. Replace sidewalks as required by collateral demolition
G. Grub and seed all affected areas per NPDES requirements
H. Remove HAZMAT’s in accordance with guide specifications and earthwork guide specifications
and HAZMAT and ESA reports
I. Coordinate termination of utilities and removal of all pertinent equipment from site with Utility
Companies
J. Protect existing Department of Environmental Protection (DEP) weather station. Maintain two-way
access through the main entrance/exit roads through parking lot D.
K. Remove and store artifacts for acquisition by the Pennsylvania Historical and Museum
Commission
L. Acquire all required permits and reviews

A further breakdown of project of the work to be complete can be found in the Work Plan.

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2-4.2 Work Plan:
2-4.2.1 Design-Build Concept
Design-build is a method of project delivery where one entity, Neuber, works under a single contract to
provide both design and demolition services. Design-build is able to streamline project delivery, which
saves time and money for DGS.

2-4.2.2 DBC and Retained Professional Relationship

Neuber and EARTHRES have a shared goal to provide results that exceed expectations. Our team
strives to complete projects on-time, on-budget, and to the standard of quality that meets or exceeds
DGS’ expectations. We accomplish this goal by having a total team environment, where all project
stakeholder’s will have open communication and work side by side through all phases of construction.
Our team works together during the permitting and design phase, through the construction phase, and
until the post-construction phase is complete. Our team works hand-in-hand to complete all permitting,
submittals and shop drawings, and progress reports to ensure adherence with the design intent.
As in all construction projects, there will be times when conflicts occur on drawings and/or in actual field
conditions or simply when information is needed for coordination. All conflicts will be resolved as a
team, working closely to answer any field questions and RFI’s that arise during the construction phase.
We both keep record of all RFI’s and their responses to provide quick project closeout, as-built and
completion documentation submittals.

2-4.2.3 Phasing of the Design Effort

As acknowledged in the RFP, the informal pre-application meeting with the Lehigh County
Conservation District will be critical to better defining the regulatory approach to the project and aligning
DGS’s schedule desires with the requirements of seeking a National Pollutant Discharge Elimination
System (NPDES) Permit. If demolition work is to occur before the NDPES permit is issued, the
documents and construction approach will need to limit building demolition to grade. Capturing the full
type, size, location, and extents of soil contamination and getting DEP’s acceptance of the Soil
Management Plan will also be required before the NPDES permit is issued.
1. Attend Initial Job Conference
2. Request & attend LCCD informal pre-application meeting #1
a. Confirm adequacy of site aerial survey
b. Confirm pre- and post-development runoff coefficient & buildings’ removal offsets 20%
reduction of impervious
3. Request & review site utility drawings
4. Prepare site existing features plans from aerial survey & DGS site utility drawings
5. Review DGS environmental data & begin site characterization sampling & testing
6. Attend 2nd LCCD preapplication meeting.
7. Prepare Act 67/68 Municipal Notification Letters
8. Perform PNDI search
9. Prepare Notice of Intent (NOI) and other NDPES permit documents
10. Prepare background block plans for undocumented buildings to be removed
11. Confirm type, size, location & extents of Hazmat in buildings

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12. Locate and salvage PHMC items
13. Prepare abatement design, drawings, and specifications
14. Prepare preliminary site design, drawings, details, and specifications
15. Prepare stormwater management analysis
16. Prepare E&S plan & narrative
17. Prepare UCC-4 and associated plans for 44 structures to be removed & submit to L&I
18. Prepare post-abatement building (structure) demolition plans
19. Prepare design, calculations, drawings, details, and specifications for capping the west
underground tunnel.
20. Prepare front-end specifications for DGS review
21. Prepare technical specifications for DGS review
22. Submit NDPES permit application, reports, and drawings to LCCD
23. Attend DGS review meetings
24. Respond to DGS comments & make associated plan/spec revisions
25. Respond to LCCD Administrative comments and resubmit
26. Respond to LCCD technical review comment letter #1 and resubmit
27. Respond to LCCD technical review comment letter #2 and resubmit
28. Attend a pre-construction meeting with Subcontractors and LCCD
29. Prepare shop drawings and submittals
30. Review shop drawings, submittals
31. Install temporary facilities and E&S controls
32. Perform building demolition to grade
33. Perform soil cleanup
34. Perform below-grade building demolition
35. Restore paving damaged by demolition
36. Prepare as-built site drawings.
37. Achieve 70% permanent site vegetation stabilization
38. Request NPDES final inspection
39. Remove temporary facilities and E&S controls
40. Close out NPDES permit
2-4.2.4 Potential Design Issues
To minimize potential design issues, Neuber and the retained professional will perform an on-site
inspection of existing conditions to reduce the amount of unknown conditions. Neuber’s goal is to
identify and integrate all on-site conditions during the design phase, minimizing the unknowns of the
project.

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2-4.2.5 Management & Minimization of DGS’ Risk
With Neuber’s extensive knowledge of demolition and abatement services and our history of success,
DGS can feel safe knowing that the project will be completed on-time and on-budget. Neuber’s team is
geared toward efficiency and innovation, leading to cost savings and better quality of work. Having a
single contract covering both the design and demolition will reduce DGS’ administration burden and
reduce the risk of change orders associated to inaccurate drawings.

2-4.2.6 Sequencing of Hazmat/Environmental Abatement, Demolition, and Site Restoration

Neuber will acquire all required permits and reviews prior to beginning work. Once permits are
acquired, Neuber will begin the hazmat/environmental abatement. All hazardous material will be
removed in accordance with guide specifications, earthwork guide specifications, and Hazmat and ESA
reports.
Once hazardous material has been removed from the site, demolition of structures will begin. Neuber
will coordinate with Utility Companies to terminate and removal of utilities and pertinent equipment from
the site. The existing Department of Environmental Protection weather station will be protected, and
access maintained open. Neuber will remove and store any salvaged artifacts requested for acquisition
by the Pennsylvania Historical and Museum Commission. The buildings mechanical, electrical, and
plumbing systems will be demolished. Above ground items including but not limited to: fire hydrants,
telephone poles, street lights/poles, concrete steps, and handrails will be removed. Buildings and all
appurtenances will be removed to four feet below finish grade. Utility tunnels will be demolished to the
DGS property line and the tunnels beyond the DGS property line will be stabilized and reinforced.
Retaining walls be erected to terminate the underground tunnel at the DGS property line. Suitable soil
will be backfilled in all created voids to final grade. Any sidewalks damaged during the demolition
process will be replaced as required.
Site restoration will be the final step towards project completion. Site Restoration will be completed per
NPDES requirements. NPDES provides examples of stabilization measures that are summarized
below.

• Temporary Seeding - Seeding of temporary vegetation provides stabilization by establishing

vegetative cover at areas of the site where earth disturbing activities have temporarily ceased
but will resume later in the construction project. Without temporary stabilization, soil can be
exposed to precipitation for an extended period leaving it vulnerable to erosion, even though
earth-disturbing activities are not occurring on these areas. Temporary seeding practices have
been found to be up to 95 percent effective in reducing erosion.
• Permanent Seeding - Establishing a permanent and sustainable ground cover at a site
stabilizes the soil and hence reduces sediment in runoff. Permanent seeding is typically
required at most sites for aesthetic reasons.
• Mulching - Mulching is often done coupled with permanent and temporary seeding. Where
temporary or permanent seeding is not feasible, exposed soil can be stabilized by spreading
plant residues or other suitable materials on the soil surface. Although generally not as effective
as vegetation, mulching by itself provides a measure of temporary erosion control. Mulching in
conjunction with seeding provides erosion protection prior to the onset of plant growth. In
addition, mulching protects newly-applied seeds, providing a higher likelihood of successful
vegetation. To maintain its effectiveness, mulch should be anchored to resist wind
displacement.
• Sod Stabilization - Sod stabilization involves establishing long- term stands of grass by planting
sod on exposed surfaces. When maintained properly, sod can be more than 99 percent
effective in reducing erosion and is the most immediately effective vegetation method available.
However, the cost of sod stabilization (relative to other vegetative controls) typically limits its use
to situations where a quick vegetative cover is desired (e.g., steep or erodible slopes) and sites
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which can be maintained with ground equipment. Sod is also sensitive to climate and may
require intensive watering and fertilization.
• Vegetative Buffer Strips - Vegetative buffer strips are indigenous or replanted strips of
vegetation located at the top and bottom of a slope, outlining property boundaries or adjacent to
receiving waters such as streams or wetlands. Vegetative buffer strips can slow runoff at critical
locations, decreasing erosion and allowing sedimentation. They can be especially useful for
very narrow linear construction projects such as underground utilities or pipelines.
• Preservation of Trees - This practice involves preserving selected trees already on-site prior to
development. Mature trees provide extensive canopy and root systems which protect and hold
soil in Guidelines for Erosion and Sediment Control in California; USDA, Soil Conservation
Service, Davis, CA; revised 1985. 2 Ibid. Small and Large Construction Activities 12 Fact Sheet
place. Shade trees also keep soil from drying rapidly, decreasing the soil's susceptibility to
erosion. Measures taken to protect trees can vary significantly, from simply installing tree armor
and fences around the drip line, to more complex measures such as building retaining walls and
tree wells. Along with the erosion benefits provided by trees, they can also add to the aesthetics
and value of the property.
• Contouring and Protection of Sensitive Areas - Contouring refers to the practice of building in
harmony with the natural flow and contour of the land. By minimizing changes in the natural
contour of the land, existing drainage patterns are preserved as much as possible, thereby
reducing erosion. Minimizing the amount of regrading done will also reduce the amount of soil
being disturbed. The preservation of sensitive areas at a site such as steep slopes and wetlands
should also be a priority. Disturbance of soil on steep slopes should be avoided due to
vulnerability to erosion. Wetlands should be protected because they provide flood protection,
pollution mitigation and an essential aquatic habitat.

2-4.2.7 Removal of Asbestos, Universal Waste, Hazardous Waste, and Contaminated Soil
Neuber understands that demolition and abatement are critical components of this project. If awarded,
Neuber will submit for approval a demolition plan, an asbestos abatement plan, and any other demolition
related plans deemed necessary. While these plans will provide a more detailed outline of demolition and
abatement activities, the following information will be used as a general guideline:
Existing Conditions and Items to be Left in Place: Necessary precautions will be taken to avoid
damage to existing items to remain in place, to be reused, or to remain the property of the Government.
Repair or replace damaged items as approved by the Contracting Officer.
We will not disturb existing construction beyond the extent indicated or necessary for installation of new
construction. Provide protective measures to control accumulation and migration of dust and dirt in all
work areas. Remove dust, dirt, and debris from work areas daily.
Existing Utilities: Neuber will maintain existing utilities indicated to stay in service and protect against
damage during demolition and deconstruction operations. Prior to start of work, utilities serving each area
of alteration or removal will be shut off, disconnected, and sealed by the Contractor.
Existing Conditions: Before beginning any demolition work, survey the site and examine the drawings
and specifications to determine the extent of the work. Record existing conditions in the presence of the
Contracting Officer showing the condition of structures and other facilities adjacent to areas of alteration
or removal. It is the Contractor's responsibility to verify and document all existing utilities and conditions.
Debris Removal: Remove debris and rubbish from all excavations and similar excavations. Remove and
transport the debris in a manner that prevents spillage on streets or adjacent areas. Apply local
regulations regarding hauling and disposal.

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Dispose of debris, rubbish, scrap, and other non-salvageable materials resulting from removal operations
with all applicable federal, state and local regulations as contractually specified in the Waste Management
Plan (submitted upon contract award). Storage of removed materials on the project site is prohibited.
Waste Management Plan will also address hazardous material handling, transportation, and disposal.
Hazardous Material Identification: While in transit with hazardous materials, all Neuber vehicles or
subcontractor vehicles will have the necessary packing, placards, signage, markings, and spill response
materials in accordance with all applicable local, state, and federal regulations.
Hazardous Waste Disposal: Hazardous waste accumulated on this project shall be transported to an
approved hazardous waste treatment, storage, or disposal facility within 90 days of the accumulation
start date on each container. Ship hazardous wastes only to facilities which are properly permitted to
accept the hazardous waste or operating under interim status. Ensure wastes are treated to meet land
disposal treatment standards prior to land disposal. Waste shipment records will be prepared as required
for shipments of asbestos. Submit waste shipment records to the Contracting Officer for review and
approval. Waste shipment records shall be signed by the Contractor. Further hazardous waste disposal
guidelines will be outlined in the Waste Management Plan to be submitted upon project award.
Asbestos Abatement: A detailed asbestos abatement plan will be submitted upon project award.
Neuber will adhere to the most stringent federal, state, and local requirements with respect to asbestos
abatement. The asbestos abatement plan will contain specific information regarding personal protective
equipment, decontamination units, signs and labeling, tools, equipment, and removal procedures.
Asbestos Collection: Generally speaking, asbestos containing materials will be collected for disposal
in the following way; collect asbestos waste, asbestos contaminated water, scrap, debris, bags,
containers, equipment, and asbestos contaminated clothing which may produce airborne concentrations
of asbestos fibers and place in sealed fiber-proof, waterproof, non-returnable containers (e.g. double
plastic bags 6 mils thick, cartons, drums or cans). Specific instructions on collection and disposal will be
outlined in the asbestos abatement plan which will be submitted upon project award.
Site Inspection: Neuber Demolition and Environmental Services will encourage regular site inspections
by the contracting officer during asbestos abatement operations. If the contracting officer finds any
deficiencies, abatement operations will cease at once until deficiencies are corrected and contracting
officer has given approval to continue.
Emergency Contacts: Whenever hazardous waste is shipped, Neuber Demolition and Environmental
Services will establish a 24-hour emergency contact. Further, the hazardous material will clearly be
identified with the number for emergency contact, the local fire department number, location of fire
extinguishers and spill kits, and the type of hazardous material being shipped.
Air Quality Management Plan: Neuber will submit an Air Quality Management Plan upon project
award. The Air Quality Management Plan will cover, at minimum, air quality protection, minimizing
impacts to surrounding areas, air quality monitoring, and mitigation. Keep construction activities under
surveillance, management and control to minimize pollution of air resources. Keep activities,
equipment, processes, and work operated or performed, in strict accordance with the State
Environment Laws, the State Air Pollution Control Rules and Federal emission and performance laws
and standards. Maintain ambient air quality standards set by the Environmental Protection Agency, for
those construction operations and activities specified. Neuber shall comply with all the applicable air
quality requirements

• Particulates: Control dust particles, aerosols, and gaseous by-products from all construction
activities, processing, and preparation of materials at all times, including weekends, holidays,
and hours when work is not in progress.

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• Hydrocarbons and Carbon Monoxide: Control monoxide emissions from equipment to Federal
and State allowable limits.

• Water will not be used to control dust when it causes runoffs, stormwater system pollution,
nuisance, freezing, or flooding.

2-4.2.8 Elements of the Building Demolition Plan

The building demolition plan will show the guidelines and sequencing for building demolition. Neuber
will begin with terminating and removing building utilities. Neuber will coordinate with Utility Companies
to complete this step. Once utilities have been terminated, Neuber will remove and store any salvaged
artifacts requested for acquisition by the Pennsylvania Historical and Museum Commission. Once these
items are removed, Neuber will demolish interior mechanical, electrical, and plumbing systems. Once
the interior of the building has been demolished, the buildings and appurtenances will be removed to
four feet below finish grade.

2-4.2.9 Project Safety Plan, Site Security, and Monitoring

It is the Policy of Neuber to maintain and support a Safety Program that will establish and maintain an
accident-free (Zero-Mishap) work site to ensure the safety and health of their employees, and to protect
company and government property throughout the duration of any construction project. It is the goal of
Neuber to provide safe and healthful working conditions for all Company Employees and its
subcontractors in accordance with the OSHA general duty clause. Neuber’s safety program provides
means and procedures to establish, monitor and enforce the program through training and daily
inspection of all construction activities within the functional limits of the project. It is the responsibility of
the Project Manager to insure the implementation of the Safety Program in accordance with the policies
and standard procedures outlined by OSHA standards.
*This safety policy will be made known to all employees when they first join the project work force and
will be reiterated to all job-site personnel at daily “Tool-Box” Safety Meetings, Monthly Meetings of
Supervisors and Foremen and through daily safety inspections conducted by the Project
Superintendent and Quality Control Representatives.
The responsibilities of every Neuber employee are founded in five main objectives:

• To have ZERO injury or fatalities to any person on the job-site.

• To have ZERO equipment or property damage.
• To be recognized as an outstanding safety organization by government agencies.
• To document via daily reports all safety violations and corrective actions.
• Reduce Neuber’s current EMR rating as a result of this project’s safety performance.

Neuber’s Safety Program has a Safety Incentive Plan that has been implemented by the corporate
safety officer to enhance the current safety record attained by Neuber Demolition and Environmental
Services. Neuber Demolition and Environmental Services is extremely interested in the safety of their
employees, subcontractors and with providing them with a safe workplace. This program is intended to
say "thank you" from the Company President to the Neuber Demolition and Environmental Services
employees for working hard to maintain safe work practices and a safe workplace.
Purpose: The program is designed to reward those employees without a lost time injury. An
employee who is injured and treated at a preferred company medical clinic is eligible for the
reward if they return to work on either the same day or the following day of the reported injury.
Incentives: Both monetary and non-monetary rewards will be given to those employees who
meet and exceed safety and health expectations of Neuber Demolition and Environmental
Services in the five main categories previously listed.

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Upon project award, Neuber Demolition and Environmental Services will provide a site safety and
health officer and a company safety staff assigned to this project.
Neuber Demolition and Environmental Services Site Safety and Health Officer will aid in the
development, dissemination, implementation and administration of all aspects of accident prevention,
fire protection, preventive first-aid and other safety policies. SSHO will be present at jobsite anytime
work is taking place. Further, SSHO will have written authority from a company officer to manage all
aspects of project safety, including stopping work due to unsafe acts. Further SSHO responsibilities will
be outlined in the Accident Prevention Plan.
During the design phase of this project, Neuber Demolition and Environmental Services will pay strict
attention to the incorporation of safety into this project. In addition to the corporate safety plan, an
Accident Prevention Plan and Activity Hazard Analysis will be required. The project will be designed
with safety as upmost priority.
Neuber Demolition and Environmental Services is committed to proper accident reporting. Neuber
Demolition and Environmental Services will comply with the following procedures. The Neuber
Demolition and Environmental Services Operations and Safety Manager will maintain a "Monthly
Accident Exposure Report" which will record the number of employees and number of man-hours
worked (Neuber workforce and all subcontractors) and will be submitted to the Government
Representative at time of Monthly Pay Request. The monthly report will only include the man-hours
working at the project site and will be reported for a "full" month. Further accident reporting guidelines
will be identified in the Accident Prevention Plan.
Neuber will conduct and coordinate safety inspections that will verify work is being performed in
accordance with the company’s safety requirements, and all applicable OSHA requirements. In the
event that an inspection identifies a safety issue; Neuber will systematically contain the issue and make
immediate corrections in the following three stage process:

• Control the continuation of work

• Recording of nonconformance
• Corrective actions

In the event of an incident occurs, the Operations and Safety Manager for Neuber will conduct and root
cause analysis of the incident. The Operations and Safety Manager will record the results of the
analysis on an Accident Investigation Report.
Neuber will mitigate the possibility of an incident occurring by having the Operations and Safety
Manager and Project Superintendent perform daily site safety inspections. The SSHO and Project
Superintendent will also conduct more detailed feature of work safety inspections. The feature of work
safety inspections will involve but not be limited to the following:

• Pre-work job site inspection

• Initial job readiness inspection immediately prior the work beginning
• Follow-up work in process safety inspection
• Inspection at time of completion for the feature of work
• Any deficiencies found during these inspections will be noted for corrective action(s) in a
deficiency log. The SSHO will establish a date for the corrective action(s) to be completed.

Although problems found during safety inspections will undoubtedly be corrected, it is Neuber
Demolition & Environmental Services’ commitment to the prevention of recurrence that is the key to
improving job site safety. Solutions to prevent recurrence may involve a combination of enhanced
process controls, training, upgraded personnel qualifications, improved processes, use of higher-grade
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materials, or awards for best safety practice. Follow-up safety inspections will be used to ensure that
an incident has been completely resolved. If the problem(s) remain, the process will be repeated.
Dependent upon the severity of a safety violation or the reoccurrence of violations; NDES reserves the
right to dismiss subcontractor’s personnel or the subcontractor from the job site.
Evacuation: If an evacuation is deemed necessary by Neuber, the Emergency Response Team will
advise all workers by means of an air horn that will sound on and off in 5 second intervals for 30
seconds. Neuber will also make every attempt to contact each subcontractor by means of the
telephone or cell phone. All workers will be advised to report to the one of the three nearest Assembly
Areas (Field Office) located at the parking area in front of the site trailers. When gathered, all
contractors are to take a man count to ensure all workers are accounted for. This will then be reported
to Neuber Operations and Safety Manager. After all workers are accounted for, Neuber’s management
will advise sub-contractors management to leave the site in an orderly fashion.
Bomb Threat: All bomb threats are to be treated as a serious matter and it is of the utmost importance
that advance planning be made to deal with these threats. Usually a phone call is from an anonymous
source stating that a bomb has been placed in a work area. When the potential for destruction exists,
the safety of the occupants is a primary consideration. The procedures outlined below should be
followed whether or not the threat appears to be bonafide.
A. The recipient of the bomb threat should remain calm. Gain as much information as possible (i.e.
Where, When, What and How). Listen for background noises that may help identify the caller or
the source of the call.
B. Notify the SSHO, base security or your manager immediately.

Do not participate or initiate a search for a bomb unless requested by police personnel. If a suspicious
object is located, under no circumstances should any personnel attempt to touch or move it. Your
responsibility is to ensure a safe and orderly evacuation of the premises.
All bomb threats will be considered to be real until proven otherwise. Prompt notification and
communication is imperative. Neuber will cooperate with the evacuation from all or a portion of the
building when requested.
Emergency Response: Our objective is to eliminate any confusion about emergencies, should one
occur. The emergency response team’s responsibility will be posted on the project. It establishes
procedures for calling for help, emergency response, requirements for handling the media, and
emergency communication responsibilities.
If an emergency occurs, the closest supervisor to the incident will be summoned for help. That
supervisor will call Neuber Superintendent for notification of emergency services (i.e. POLICE, FIRE
DEPARTMENT, and AMBULANCE) via 911. Emergency response teams will be summoned to
emergencies at a maximum interval of 24 hours, although, Neuber will take every action necessary to
resolve emergency situations in a timely, safe, fashion.
After making that call, the superintendent will radio the field supervisors and direct them to their
assigned locations. These supervisors will proceed to assigned locations to direct emergency vehicles
to the incident location. They will also clear all construction traffic, so as not to slow the emergency
vehicles. After making his calls, the superintendent will go to the emergency location and eliminate the
danger so no one else will get hurt, render immediate first aid or CPR, and stabilize the employee’s
condition as much as possible or, assess the emergency situation and begin to take corrective action.
Other examples of emergency situations would be fires, Acts of God, or hazardous materials spills.
All construction activities will be terminated in the incident area until all emergency vehicles have left
the jobsite. Non-construction personnel, such as salesmen, vendors, owners, Architects, Consultants,
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etc., will be directed to proceed to Neuber’s jobsite office, which has been established as the CLEAR
ZONE.
Media covering the emergency will also be directed to Neuber’s CLEAR ZONE. Neuber’s President is
the only person authorized to speak with the media. We will instruct our staff to refrain from having any
conversation with any individuals other than their immediate supervisor or a Neuber representative
about the accident.
Security Clearances: Neuber understands the sensitivity of the work environment with respect to this
project. We are committed to providing the most secure, safe, worksite possible. Neuber will comply
with all regulations regarding project access, project identification, vehicle identification, and any other
security measures set forth by the contracting officer.
All vehicles will be properly identified and badged and will be subject to search and seizure by
authorized personnel. All employees working on this project for Neuber will adhere to our strict, zero
tolerance, drug and alcohol policy.
Site Visitor/Personnel Log: Neuber will maintain a visitor log and personnel log for all personnel that
visit the construction project. This log will be turned over to government representatives upon request.
Material/Laydown Storage and Security: As part of the Accident Prevention Plan, Neuber will provide
a sketch of designated material, equipment, and temporary facilities. All materials and equipment
sensitive to theft or other security concerns, will be properly secured through fencing, barricades, or a
combination of both. Further, all equipment and material sensitive to weather conditions will be properly
covered and stored per manufacturers recommendations.

2-4.2.10 QA/QC Plan Outline and Effectiveness

Once awarded, Neuber will develop and submit a Quality Control Plan. This plan will be used as a
guideline for the project and will include the following:

• A description of the quality control organization, including a chart showing lines of authority and
acknowledgment that the CQC staff shall implement the three-phase control system for all
aspects of the work specified. The staff shall include a CQC System Manager who shall report
to the project superintendent
• The name, qualifications (in resume format), of each person assigned a CQC function
• Duties, responsibilities, and authority of each person within the QC Organization
• A listing of outside organizations such as architectural and consulting engineering firms that will
be employed by Neuber and a description of the services these firms will provide
• Letters signed by the President/Vice President of Neuber appointing the QC Manager and
Alternate QC Manager and stating that they are responsible for managing and implementing the
QC Program as described in the contract. The letter will also indicate the QC Manager’s
authority to direct the removal and replacement of non-conforming work.
• Procedures for scheduling, reviewing, certifying, and managing submittals. Provide the name(s)
of the person(s) in the QC Organization authorized to review and certify submittals prior to
approval
• Testing Laboratory Information as required by the specifications
• Control, verification, and acceptance testing procedures for each specific test to include the test
name, specification paragraph requiring test, feature of work being tested, test frequency, and
person responsible for each test. (Laboratory facilities will be approved by the Contracting
Officer)
• Procedures to identify, record, track, and complete rework items
• Reporting procedures, including proposed reporting formats

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• A list of the definable features of work. A definable feature of work is a task which is separate
and distinct from other tasks, has separate control requirements, and may be identified by
different trades or disciplines, or it may be work by the same trade in a different environment.
Although each section of the specifications may generally be considered as a definable feature
of work, there are frequently more than one definable feature under a particular section. This list
shall be agreed upon during the coordination meeting
• Procedures for tracking preparatory, initial, and follow-up control phases and control,
verification, and acceptance tests including documentation
• Personnel Matrix showing reviewing authority, approving authority, 3 phases of control authority,
and testing documentation/performance authority for the following items:
o Price and Payment Procedures
o Submittal Procedures
o Safety and Occupational Health Requirements
o Construction Quality Control
o Environmental Protection
o Closeout Procedures
• Procedures for the punch-out inspection, pre-final inspection and final inspection

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2-4.3 Project Master Schedule:
2-4.3.1 Executive Level Critical Path Method Schedule

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2-4.3.2 Firm Milestones
The above schedule is an executive level Critical Path Method schedule. A fully detailed and complete
design and construction schedule will be developed upon receipt of the Notice of Award.
This schedule is based off the requirements set in the RFP. The total project duration of this project is
546 days, with the design phase taking 120 days. Both the design phase and the permitting for the project
will begin as soon as Notice of Award is received.
Other requirements of the executive level schedule are as follows:
a. All design submissions and submittal approvals
b. Demolition permitting submissions and approvals
c. Start/finish of hazmat/environmental abatement
d. Erosion and sediment controls
e. Start/finish demolition
f. Site restoration
g. Substantial completion and completion of punch list
h. Notice of Termination (NPDES permit) and other permits

2-4.3.3 Schedule Narrative

Challenges of the Schedule:
The challenge to the Schedule and the project in a whole would be weather delays and other unknown
conditions.
To reduce or eliminate possible weather delays, Neuber will anticipate and include weather delays when
developing the detailed schedule. Weather Days will be developed using the National Oceanic and
Atmospheric Administration’s (NOAA) historical data. To come up with reasonable anticipated weather
days, Neuber will take into account factors beyond that represented in the historical weather data such
as the type of work and materials on the project, the location of the project, and all the different types of
weather conditions that can occur during the project period.
To reduce the amount of unknown conditions, Neuber Demolition and Environmental Services intends
on providing a design that is thorough enough that no unforeseen events or condition arise. However,
there is always the threat of the unknown. Generally speaking, there are two types of Unforeseen Events
and Conditions (Differing Site Conditions):
Type I – A condition that exists materially from contract documents. One common form of Type I
Differing Site Conditions is when boring logs do not show rock and the contractor encounters rock
during excavation, pile driving, etc.
Type II – A physical condition of unknown or unusual circumstance. An example of this would be an
abandoned structure unknown of, below grade.
In accordance with FAR Clause 52.236-2 “Differing Site Conditions,” If Neuber finds a Type I or Type II
Differing Site Condition, we will promptly, and before the conditions are disturbed, give a written notice
to the Contracting Officer of (1) subsurface or latent physical conditions at the site which differ materially
from those indicated in this contract, or (2) unknown physical conditions at the site, of an unusual nature,
which differ materially from those ordinarily encountered and generally recognized as inhering in work of
the character provided for in the contract. (b) The Contracting Officer shall investigate the site conditions
promptly after receiving the notice. If the conditions do materially so differ and cause an increase or
decrease in the Contractor’s cost of, or the time required for, performing any part of the work under this
contract, whether or not changed as a result of the conditions, an equitable adjustment shall be made
under this clause and the contract modified in writing accordingly. (c) No request by the Contractor for an

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equitable adjustment to the contract under this clause shall be allowed, unless the Contractor has given
the written notice required.
Critical Aspect of Schedule:
The critical aspects to the schedule include permitting, design phase, and the construction phase. To
keep the project on schedule, Neuber will begin the permitting process and the design phase as soon as
Notice of Award is received. To keep the construction phase starting on time, Neuber will begin the
submittal phase during the design phase to keep the lag between design and construction minimal.
Construction activities will begin promptly and made sure to keep the schedule on track.
Schedule Logic:
Schedule Logic ensures connections between schedule activities. The schedule content is synchronized
by the "predecessor-successor" relationship. Every activity or milestone starts only after its preceding
activity is completely or partially completed.
All activities will have a predecessor and successor with the exception of the Notice of Award and
Contract Completion Date. Activities and milestones are logically sequenced and can be performed in a
predictable way.
Logic is important to the schedule, as it sets precedence and subsequence of activities. Logic will show
when tasks will need to be completed to meet the project deadlines. Neuber will develop a detailed
schedule once notice of award is received and with that, develop a complex logic network. The risks
associated to logic would be being able to start work on one activity before it’s predecessor is completed.
At each monthly schedule update, Neuber’s scheduling software will show these out-of-sequence
activities. Neuber will make revise to the logic of sequence tasks to more accurately show how the project
will flow and will provide all logic changes as part of the monthly schedule narrative. A blank outline of
the schedule narrative is provided at the end of this section.
Team Process to Ensure achievement of Critical Milestone Dates:
Neuber’s team will utilize the schedule to identify activities that will need to be focused on to meet the
Critical Milestone Dates. If any task falls behind schedule, Neuber will analyze it’s effect on the overall
project and develop a plan of action to recover lost time. Neuber can recover lost time shifting the order
that tasks will be completed, adding additional manpower to a task, or increasing working hours.

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2-4.4 Qualifications:
The qualifications of the design build contractor, the design – retained professional, and the construction
(demolition) – general construction\demolition entity have been combined per the RFP statement:
“Proposer shall provide clear and concise information that will demonstrate the following qualifications.
Combine if Joint Venture, Partnership, or other legally combined entity.”

2-4.4.1 / 2-4.4.2 / 2-4.4.3 Design Build Contractor Qualifications

2-4.4.1a / 2-4.4.2a / 2-4.4.3a Experience on Design Build Projects
BIDDER's DESIGN BUILD EXPERIENCE:
CASE STUDY
1
#

Project Name: Plant Demolition Abatement Measures and Permitting, Rockwood Pigments
Project
Address: Northampton County, PA
Start Date: 2013 End Date: 2018
Owner Contact: Contact Phone Number:
John Bonner, Venator Corporation 704-455-4176
Project Cost: $66,000.00
Description:
Designed abatement measures to contain stormwater runoff from Brook Creek during plant
demolition activities. Tasks included a 3D-scan and survey of the Brook Creek enclosure flowing
through the facility; Brook Creek bypass evaluation; containment storage and treatment
evaluation; permitting evaluation; pre-application meeting with the regulatory agencies; and
project bidding. EARTHRES surveyed the existing Brook Creek enclosure and included the mill
race, specifically the inlet from the Bushkill Creek, concrete spillway, and general geometry, as
well as additional surface features, drainage divides, inlets, swales, and existing drainage
structures. The bottom elevation and material of the enclosure were verified, defining the
approach and permitting.

EARTHRES completed an evaluation of the Brook Creek bypass to determine the base and peak
flows from standard engineering practices (Streamstats, SCS method, rational method and other
methodology), and verified through published flood maps, stream gauges, and online resources
for the area. Upon completion of the survey, the size and material of Brook Creek bypass
flume/culvert and the size of the pipe was determined based on the open space available and the
slope. The resulting capacity was conveyed (2-, 5-year, etc.), and the location and structure of the
downstream containment berm (dam) was assessed.

EARTHRES analyzed the existing site stormwater runoff in the evaluation of the storage and
treatment capacity to contain the facility during demolition. The analysis yielded the quantity (rate
and volume) of runoff from the existing site, and an instream storage area comprised of an
earthen dam was sized and located at the end of the Brook Creek enclosure. The resulting
capacity was translated into terms of a design storm event that can be contained. The analysis
included a review of existing facility maps depicting the existing stormwater conveyance system.
The assessment highlighted areas for diversion which included drainage divides, sub drainage
areas, and segregated areas of the facility. Taking into consideration the numerous conduits (roof
drains, inlets, etc.) that discharge directly to the Brook Creek, the focus of the diversion areas
were along the periphery of the facility. An existing treatment pond was integrated into waste
water treatment. EARTHRES evaluated the capacity needed to contain, pump, and treat the
runoff from the active demolition area.

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EARTHRES reviewed the regulatory requirements for permitting the demolition project.
Stakeholders included Wilson Borough, City of Easton, the Northampton County Conservation
District (NCCD), Pennsylvania Department of Environmental Protection Northeast Regional Office
(PA DEP NERO), Delaware River Basin Commission (DRBC), and United States Army Corps of
Engineers (USACE). EARTHRES provided a memo outlining the permitting requirements for the
proposed approach and conducted a pre-application meeting with PA DEP NERO which included
an agenda of discussion items, project exhibits and presentation of the project objectives and
conceptual design.

EARTHRES also assisted the facility with closure of two surface wastewater treatment ponds,
specifically, with preparation and submission of an Erosion and Sedimentation (E&S) Control Plan
for the areas of disturbance. The E&S Control Plan was prepared under the required parameters
of the Pa. Code Title 25, Chapter 102 for Erosion Control and the PA DEP Erosion and
Sedimentation Control Manual dated 2012. The Plan included a project summary narrative, an
erosion and sedimentation control narrative, a construction sequence, underlying soils table, soil
limitations, identification of adverse geological limitations, and design calculations. Drawings
prepared for and submitted with the Plan to the Northampton County Conservation District
included a site layout showing E&S controls related to the disturbance area, limits of disturbance,
E&S details, and seeding and restoration notes.

BIDDER's DESIGN BUILD EXPERIENCE:

CASE STUDY
2
#

Environmental Site Assessment, Remedial Investigation Cleanup Plan and

Demolition, Bid Document Prep and Demo Oversight, Allentown Economic
Project Name: Development Corp.
Project
Address: Allentown, PA
Start Date: 2013 End Date: 2018
Owner Contact: Contact Phone Number:
Scott Unger, Allentown Economic Development Corp. 610-435-8890
Project Cost: $166,150.00
Description:
EARTHRES performed an initial Phase I environmental site assessment for the largest remaining
Site located in the City of Allentown zoned for heavy industrial purposes. The project was
completed for the Lehigh Valley Economic Development Corporation (LVEDC) as part of
EARTHRES’s contract with LVEDC to complete environmental projects funded by a United States
Environmental Protection Agency (EPA) grant.

The Site is located within Allentown’s Enterprise Zone and is a Keystone Opportunity Expansion
Zone (KOEZ) site. During and after development, the Site will be a job creator located within an
urban area where workers may utilize public transportation or can walk to their place of
employment. After completion of the Phase I environmental site assessment and at the request of
the Site owner, the Allentown Commercial and Industrial Development Authority (ACIDA),
EARTHRES quickly prepared a Generic Cleanup Plan so that a funding source for future cleanup
work could be secured.

Based upon the results of the Phase I environmental site assessment which identified recognized
environmental conditions (RECs) such as drums and containers, transformers, pits and sumps,
underground storage tanks, aboveground storage tanks and historic fill, a site-specific Sampling
and Analysis Plan (SAP) was submitted to the Pennsylvania Department of Environmental
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Protection (PADEP) and the EPA. EARTHRES prepared and submitted the Act 2 Notice of Intent
to Remediate (NIR) to PADEP. Subsequently, and in accordance with the approved SAP and
Quality Assurance Project Plan (QAPP), soil, groundwater and soil gas samples were obtained
from the site to complete Baseline Remedial Investigation activities. In addition, a Lead-Based
Paint Survey and Asbestos-Containing Materials Survey were completed for the Site. After
completion of the Baseline Remedial Investigation and working closely with LVEDC, ACIDA and
their agent the Allentown Economic Development Corporation (AEDC), EARTHRES submitted an
Act 2 Baseline Remedial Investigation Report, Cleanup Plan and Remedial Alternatives Analysis
to PADEP and EPA. Subsequently, the Report was approved by PADEP and EPA. EARTHRES
then prepared bid specifications to complete remediation at the Site and completed oversight for
these activities that included: removal of asbestos-containing materials, the encapsulation of lead-
based paint, removal and disposal of drums and containers (used to contain substances such as
unused oil and solvents, used hydraulic oil, used cutting oil, paint waste, used solvents, oil-soaked
grit and blasting grit, and some quantities of acid), the removal and disposal of aboveground
storage tanks (ASTs), the removal and disposal of underground storage tanks (USTs), the
removal of surficial soils impacted by lead, volatile organic compounds (VOCs), or polycyclic
aromatic hydrocarbons (PAHs), cleaning of pits and sumps, the removal of PCB-containing
equipment, the removal of non-hazardous trash and debris, and securing the buildings.

Remediation activities at the Site involved the removal of approximately 26 tons of non-hazardous
municipal solid waste, 187 tons of non-hazardous impacted surficial soils, 86 tons of hazardous
impacted surficial soils, three (3) unregulated 275-gallon ASTs, three (3) unregulated USTs
(1,000-gallon,6,000-gallon and 30,000-gallon), nine (9) PCB-containing transformers or switch
gears, 46,000 gallons of oil and waste oil, and 2.7 tons of hazardous wastes containers or drums
were removed and properly disposed from the Site.

After the completion of the remediation activities, EARTHRES prepared the Bid Document for the
Demolition of Obsolete Structures. Demolition activities were completed in early 2018 that will
allow for the completion of building renovation activities and subsequent re-use of the Site for
commercial or industrial purposes.

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2-4.4.1b / 2-4.4.2b / 2-4.4.3b Experience on Building Demolition Projects
BIDDER's DEMOLITION EXPERIENCE:
CASE STUDY # 1

Project Name: Demolition and Infrastructure Upgrades Southeastern Veterans Center

Project Address: Spring City, PA
Start Date: End Date: 07/2017
Owner Contact: Contact Phone Number:
Andrew Banner, Construction Contracts Manager 610-217-1502 (Cell)
Pennsylvania Department of General Services 610-871-0233 (Office)
Project Cost: $6,900,000
Description:
Complete demolition and abatement of 210,000 sf of 23 multi-story miscellaneous structures
throughout the site.
Additionally, project included the removal of 60,000 sf and 6,000 lf of friable and non-friable asbestos
containing materials. HAZMAT surveys of the building were performed and those identified materials
are being removed prior to the start of demolition.
Infrastructure improvements including replacement of roofing (30,000 sf), removal and replacement
of asphalt (25,000 SY), installation of a 50,000 concrete motor pool pad (3-dimentional),
construction of a 3,000-sf metal structure, complete elevator refurbishment (2 ea.) as well as
enclosing of a 1,500-sf breezeway (with lighting and HVAC improvements) and masonry repairs is
being provided.
Ryan Morba ran this project, which was a great project for all parties involved.

BIDDER's DEMOLITION EXPERIENCE:

CASE STUDY # 2

Harrisburg International Airport – Demolition of Former Main Terminal

Project Name: Building and Site Restoration
Project Address: Middletown, PA
Start Date: 11/2013 End Date: 06/2014
Owner Contact: Contact Phone Number:
Dave Spaulding – Deputy Director for Engineering and Planning 717-948-3900
Project Cost: $1,457,850.00
Description:
Complete demolition of the former Main Terminal Building #510. A critical area of concern
included prevention of FOD (Foreign Object Debris) during the demolition process as the work
was directly adjacent to an active runway. This was achieved through the diligent efforts of the
demolition crews keeping the site clean of debris and minimizing visible dust generated through
the demolition process. Project required re-directing fiber-optic lines and underground electrical
systems. Crews worked closely with Airport personnel and Engineering firm to make sure there
was no disruption to these critical utilities. Restoration of the site required backfill and complete
asphalt paving of the former building footprint.

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BIDDER's DEMOLITION EXPERIENCE:

CASE STUDY # 3

Demolition and Asbestos Abatement of Buildings #202, 215, 304, 406, 506,
Project Name: 507, 509 and 510 (Solicitation #: N40085-14-C-6723)
Project Address: Mechanicsburg Naval Support Activity (NSA)
Start Date: End Date: 06/2016
Owner Contact: Contact Phone Number:
Bernie Risbon (Installation), Construction Contracts
Manager – Department of the Navy 717-605-3345
Project Cost: $5.9M
Description:
Complete demolition and abatement of 1,000,000 square feet of Warehouse structures including
all foundations and footers.
Project included removal of all mercury containing devices, FREON, UST’s and over 750,000 sf of
ACM panels, flooring and ductwork, 360,000 sf of ACM windows and friable ACM.

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2-4.4.1c / 2-4.4.2c / 2-4.4.3c Experience on Hazmat & Environmental Abatement Projects
BIDDER's HAZMAT & ENVIRONMENTAL EXPERIENCE:

CASE STUDY # 1

Demolition, Asbestos Abatement and Hazardous Materials Removal at the

Project Name: Richmond Defense Supply Center

Project Address: Richmond, VA

Start Date: End Date: 9/2013

Owner Contact: Contact Phone Number:

Tim Cady – Charter Environmental PM 857-246-6800

Project Cost: $2.2M

Description:
Demolition and asbestos abatement of 1,000,000 sf of obsolete warehousing.
Recycling of 1,000 tons of metals, crushing 35,000 tons of concrete and masonry to 1”(-) is
included.
Asbestos abatement included 180,000 sf of asbestos roofing materials, caulking materials,
flooring materials, etc. throughout the facility.
Hazardous materials include 1,100 lbs of regulated waste (PCB transformers, ballasts, mercury,
Freon, etc.), underground storage tanks, etc.

BIDDER's HAZMAT & ENVIRONMENTAL EXPERIENCE:

CASE STUDY # 3

Demolition, Asbestos Abatement and Hazardous Materials Removal at the

Project Name: NASA Langley Research Center
Project Address: Hampton, Virginia
Start Date: End Date: 12/2011
Owner Contact: Contact Phone Number:
Tim Cady – Charter Environmental PM 857-246-6800
Project Cost: $5.4M
Description:
Demolition and asbestos abatement of 4 80’ – 100’ high Wind Tunnels at the facility. Recycling of
12,000 tons of metals, crushing 8,000 tons of concrete and masonry to 1”(-) is included.
Asbestos abatement included 375,000 sf of asbestos transite, 13,000 lf of asbestos pipe
insulation and 18,000 sf of asbestos covered duct insulation.
Hazardous materials included 9,000 lbs of regulated waste (PCB transformers, ballasts, mercury,
Freon, etc.) and 6,500 gallons of hydraulic fluids

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BIDDER's HAZMAT & ENVIRONMENTAL EXPERIENCE:

CASE STUDY # 2

Project Name: Joint Base Fort Meyer – Henderson Hall (Building 406)
Project Address: Arlington, VA

Start Date: 01//2016 End Date: 11/2016

Owner Contact: Contact Phone Number:
Gene Volpe, Facility Manager – Gerresheimer/Corning
Pharmaceutical Glass Co 857-246-6800
Project Cost: $1,250,000
Description:
Demolition of 14 ea. plant buildings totaling over 156,000 sf. 7,000 tons of concrete brick and block
were either processed for re-use on site or sent off- site for recycling.
Additionally, 30,000 sf and 2,000 lf of friable and non- friable asbestos was removed by our crews
prior to demolition. HAZMAT removal including mercury and PCB containing components,
underground storage tanks and associated contamination were handled throughout the project.
Schedule for completion was as priority as the facility was being purchased by Corning Glass. The
project was completed on schedule without incident.

2-4.4.1d / 2-4.4.2d / 2-4.4.3d Management Team Individual Qualifications

Project Manager (Tim Walter): If awarded the project, Neuber will assign Tim Walter as Project
Manager. Mr. Walter has over 6 years of construction experience, his experience ranges from site
work to vertical construction as well as razing structures and asbestos abatement. While at
Neuber, Tim has overseen work on projects for various sectors such as the Federal Government,
public, and private entities. These projects range in size from small to large, $2 Million and over.
His record speaks for itself and we are confident that Mr. Walter can manage the project on time,
on budget, and most of all, safely. Mr. Walter has the following qualifications:

• Project Management – Create purchase orders and contracts for subcontractors;

Coordination with local municipalities and governing agencies; Quality Control & Quality
Assurance (QC/QA); Change order proposals & oversight; Contractor compliance,
punchlist, and closeout
• Permits, notifications, and landfill forms
• Job costing – AIA and monthly invoicing, release of liens
• Estimating – Assist in obtaining and drafting proposals for change orders and potential
clients
• Regulatory compliance (EPA, DEP, OSHA, USACE)
• Construction Quality Management for Contractors (CQM)
• Environmental Compliance Assessment, Training, and Tracking System (ECATTS)
• OSHA 30 Hour Training
• Sunbelt Aerial Work Platform Trainer

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Operations and Safety Manager (Chris D’Orazio): If awarded the project, Neuber will assign
Christopher D’Orazio as Project Operations and Safety Manager. Mr. D’Orazio has 18 years of
experience in the environmental service industry, including 12 years as an on-site supervisor of
remediation projects and 7 years in the project management of multiple demolition and
remediation sites. His record speaks for itself and we are confident that Mr. D’Orazio can manage
the overall construction operations and safety of the project. Mr. D’Orazio has the following
qualifications:

• Demolition, Environmental, and Site Work

• Regulatory Compliance (EPA, OSHA, NESHAP, NJDEP)
• Safety Technology NCCER
• Construction Quality Management (CQM) Training
• Certified Aerial Boom and Platform, Forktruck / Articulated Forktruck Operations
• OSHA Lead in Construction Training
• MSHA Certified
• Member of the Associated Builders and Contractors Safety Committee
• Harmonized Global Haz-Com Training
• Fall Protection and Scaffolding Training
• Licensed OSHA HAZWOPPER (40 hour)
• Asbestos Supervisor in Pennsylvania, New Jersey, Maryland, Virginia, and Delaware
• Experience using Quantum Estimating, Construction Link, and Foundation accounting
software
Superintendent (Ryan Morba): If awarded the project, Neuber Ryan Morba as Project
Superintendent. Mr. Pierce has 18 years of experience in the environmental service industry,
including 12 years as an on-site supervisor of remediation projects. His record speaks for itself
and we are confident that Mr. Pierce can manage the project’s day-to-day operations. Mr. Pierce
has the following qualifications:

• Project Supervisor – Review proposals; Create purchase orders and contracts for
subcontractors & venders; Correspond with local municipalities and governing agencies;
Quality Control & Assurance (QC/QA); Job site coordination; Change order review and
proposals; Contract compliance, punchlist, and closeout
• Asbestos Supervisor in Pennsylvania, Delaware, New Jersey, New York, and Virginia
• OSHA Lead in Construction Training
• Construction Quality Management (QCM) Training
• Certified Aerial Boom and Platform, Forktruck / Articulated Forktruck Operations
• Licensed OSHA HAZWOPPER (40 Hour)
Foreman (George “JR” Parsons): If awarded the project, Neuber will assign George “JR”
Parsons as Project Foreman. Mr. Parsons has 10 years of experience in the environmental
service and demolition industry, including 5 years as an on-site supervisor of remediation projects.
His record speaks for itself and we are confident that Mr. Parsons can manage the project’s on-
site operations. Mr. Parsons has the following qualifications:

• Demolition (Interior and Building), Environmental, and Site Work

• Regulatory Compliance (EPA, OSHA, NESHAP, NJDEP)
• OSHA 10-hour safety certificate
• licensed HAZWOPPER
• Asbestos Supervisor in Pennsylvania, New Jersey, New York, Maryland, Virginia, and
Delaware.

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2-4.4.1e / 2-4.4.2e / 2-4.4.3e Statement of Readiness and Commitment to Resources
The persons identified in this RFP are available and will be committed to the project for the time
period(s) referenced in the above Project Master Schedule and that the resource availability
reported in item 2-4.4.1d above will be committed to the project as referenced in the Project
Master Schedule and Work Plan.
2-4.4.1f / 2-4.4.2f / 2-4.4.3f Policy to Diversify the Workplace and the Employment of Veterans
Neuber Environmental Services, Inc. is an equal opportunity employer. In order to provide
equal employment and advancement opportunities to all individuals, Neuber makes all of its
employment decisions based upon merit, qualifications, abilities and an individual’s conduct and
performance. Neuber will not make any of its decisions, and will not discriminate against any
employee or applicant, on the basis of race, color, religion, creed, national origin or ancestry,
ethnicity, sex (including pregnancy), age, physical or mental disability, HIV status, citizenship,
past, current or prospective service in the uniformed services, genetic information, sexual
orientation, gender identity or any other characteristic protected under federal, state or local law
(“Protected Characteristic”).
This Policy applies to all terms and conditions of employment, including, but not limited to,
hiring, training, job assignment, promotion, compensation, benefits, discipline and
termination. It shall be considered the responsibility of every supervisory employee to further
the implementation of this policy and insure conformance by his or her employees.
Any person who has experienced or observed unlawful discrimination must immediately report
the discriminatory conduct in accordance with the Complaint Procedure set forth in this
Handbook.

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