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6. State and local trade agencies will be contacted, such as the Association of General Contractors (AGC) for example. They oftentimes maintain databases sorted by business classification and status and can provide a resource for small businesses in the area. 7. The Chamber of Commerce in the affected area will be contacted and asked to provide a listing of any (a) trade associations, (b) business development organizations, and (c) HUBZone concerns. Contacts arising from these inquiries are followed up with calls to local subcontractors requesting detailed information leading to their qualification for work. With such action, TFR shall exhaust all avenues to identify, qualify and employ any local subcontractor. Under circumstances in which local subcontractors are unavailable, outside sources may be contacted to achieve the desired mobilization goals. Subcontractor Management TFR manages subcontracts through a five-step process: 1. Selection of the most appropriate subcontractors. This is done by balancing geography and capability. Local subcontractors are almost always more cost-effective as they go home at night to sleep and eat. They also have local resources for materials, supplies, and equipment repairs, and thus, are preferred. 2. The issuing of the formal subcontract establishes contract compliance requirements, formalizes expectations, and provides an established, impartial mechanism for quick resolution of disputes as they arise. 3. Production is tracked and expectations are communicated daily. 4. Daily active Quality Control results in the immediate identification and correction of problems. 5. QC and other reporting get rolled up regularly into Contract compliance and reporting, such as small business subcontracting plans. TFR’s Subcontractor Management Plan and approach are focused on three main performance evaluation criteria • Production • Safety, explained in Safety Section • Quality Control Production: Ready means that the subcontractors have completed appropriate administrative actions, have their equipment and personnel on-site and in condition to work and know the tasks they are expected to perform. Before NTP, the subcontractors are identified, selected, and notified by the Operations Manager. Priorities are based upon a review of the database of all experienced subcontractors. The priority list for subcontracts is grouped into our known, experienced subcontractors, and augmented by the capabilities of the local subcontractors. Upon receiving notice to proceed from the contracting agency or at the discretion of the Operations Manager, we will notify subcontractors on stand-by to execute mobilization plans and their personnel and provide us with a firm arrival ready-to-work time. Additionally, TFR personnel will also review the equipment and personnel requirements and compare them with equipment already on hand to determine the additional equipment and personnel to be mobilized. This will first come from the Company-owned available list, then Level 1 Subcontractors’ immediately available list, comprised of our known, experienced subcontractors and local contractors, and equipment suppliers list. No employees or subcontractors of TFR will be allowed to work for private or other public entities while employed or contracted under this project. Working effectively means good communication of expectations and regular optimization. There will be daily formal and informal communications between the Project Managers and the subcontractor’s superintendents. At ITB No. 23-04-01 Disaster Debris Management and Disposal Services 97