27 CC-GRSM002-25 Appendix G 2023 Black Bear Management Plan_Final.pdf

APPROVED BY: _________________________________________________________

Cassius M. Cash, Superintendent Date

Acknowledgements

This document was prepared by the Black Bear Management Plan Interdisciplinary Team:

Michelle M. Bogart – Budget Technician

Christine M. Hoyer – Backcountry Management Specialist

Max Z. Copeland – Biological Science

Technician

Jamie M. Owens – Supervisory Maintenance Worker

Emily C. Davis – Public Affairs Specialist

Dylan R. Jones – Park Ranger (Law

Enforcement)

Brian Eversole – Supervisory Recreation Fee Specialist

Dana Soehn – Former Management Assistant

Jeanine A. Ferrence – Park Ranger (Interpretation)

William H. Stiver – Supervisory Wildlife Biologist (IDT Lead)

Julianne L. Geleynse – Education Park

Ranger

Ryan H. Williamson – Biological Science

Gregory R. Grieco – Biological Science

Joseph G. Yarkovich – Wildlife Biologist

Great Smoky Mountains National Park Reviewers

Cassius M. Cash, Superintendent Alan Sumeriski, Deputy Superintendent

Emily Davis, Management Assistant Barbara Hatcher, Facility Management, Chief Stephanie Kyriazis, Resource Education, Chief

Lisa McInnis, Resource Management and Science, Chief Randy Scoggins, Visitor and Resource Protection, Chief Ranger (retired)

Boone Vandzura Visitor and Resource Protection, Chief Ranger Jamie Cupples, Administration, Chief

Special thanks to the following individuals for reviewing the plan: E. Kim DeLozier (Retired – National Park Service; Appalachian Bear Rescue), Dan Gibbs (Bear Program Leader - Tennessee Wildlife Resources Agency) and Hanem Abouelezz (Wildlife Ecologist - National Park Service).

Suggested Citation: National Park Service. 2023. Black Bear Management Plan, Great Smoky Mountains National Park.

Table of Contents Page

Acknowledgements……………………………………………………………………………

Table of Contents………………………………………………………………………………

Executive Summary………………………………………………………………………………4

Introduction……………………………………………………………………………………….6

1. Human Food and Garbage Goal…………………………………………………………..7

2. Outreach and Communications Goal…………………………………………

3. Response and Management Goal………………………………………………………...12

4. Research Goal……………………………………………………………………………15

Literature Cited…………………………………………………………………………………..17

Appendix A: 2021 Refuse Collection Performance Work Statement

Appendix B: Bear Conflict Reporting Protocols with Report Form

Appendix C: Bear Spray Training Documents

Appendix D: Bear Jam and Viewing Training Documents

Appendix E: GRSM Bear Management Program Survey

Appendix F: Black Bear Management Response Matrix

Appendix G: Black Bear Capture, Chemical Immobilization, and Firearms Protocol Summaries

Appendix H: GRSM Bear Attack Response Plan

Appendix I: Backcountry Closure Notification Action Plan with Flowchart

Appendix J: Cooperative Bear Management Memorandum of Understanding

Appendix K: High Profile Incident Communications Plan

Appendix L: Fall Traffic and Bear Management Plan Example

Appendix M: Compliance

Appendix N: Annual Bear Management Key Operational Responsibilities by Division

Appendix O: Bear Warning Language for Rec.gov, Backcountry Permit System, and GRSM Website

Executive Summary The American black bear (Ursus americanus) management plan interdisciplinary team was assembled in January 2022 with the purpose of updating the 2002 Black Bear Management Guideline for Great Smoky Mountains National Park (GRSM or Park). This document serves as the fifth revision of GRSM’s Black Bear Management Plan (NPS 1978, 1981, 1993 and 2002).

It is recommended that this and future plans be reviewed and updated every 5 years.

The Park has a long history of managing human/bear interactions and many are positive in that they result in no negative consequences for the animal (such as habituation) or for humans, particularly when wildlife viewing distance policies are followed. While the term ‘conflict’ is used throughout the document, it is used for purposes of the plan to indicate interactions which are undesirable.

This plan uses the numbering system, shown below, depicting goal statements and the nested levels of activities needed for achieving each goal. The nested levels include objectives strategies, actions, and tasks. Objective statements are only stratified into the lower levels when necessary.

1. Goal

1.1. Objective

1.1.1. Strategy

1.1.1.1. Action

1.1.1.1.1. Task

• Goal – The purpose or result to be achieved through identified efforts.

• Objective – Specific things that need to be accomplished to achieve the goal.

• Strategy – Overall approach used to achieve objectives.

• Action and Task – Specific things that must be accomplished to achieve strategies/objectives.

Additional supporting materials are referenced throughout the plan as appendices, in which some remain as “living” documents and may be updated as new information becomes available or protocols are revised.

The plan contains four (4) overarching goals to manage human/bear conflicts in GRSM.

1. Human Food and Garbage Goal - Prevent black bears from obtaining anthropogenetic food sources in Great Smoky Mountains National Park.

2. Outreach and Communications Goal - Promote increased understanding and awareness for staff, partners, stakeholders, and visitors about their roles and responsibilities regarding effective bear management practices in the park.

3. Response and Management Goal - Establish authority and protocols for managing human-bear conflicts in accordance with the National Park Service (NPS) Mission Statement. Preserve and protect the natural and wild black bear population while providing for visitor safety and enjoyment.

4. Research Goal - Optimize research opportunities to improve the efficiency and effectiveness of the black bear management program in the park.

The purpose of this plan is to serve as an advisory outline for the management of visitors, employees, concessionaires, and bears in a manner that encourages bears to live naturally and provide for safer visitor use by minimizing human/bear conflicts. Further, this document is intended to advise park management and park employees with guidelines and tools to safely manage human/bear conflicts.

Introduction Great Smoky Mountains National Park (GRSM or Park) is a 2,080-km2 area located on the border of western North Carolina and eastern Tennessee. The Park is world-renowned for its biodiversity including at least 2,177 plant species, 67 mammal species, 77 fish species, 44 amphibian species, more than 2,800 fungal species, and more than 11,000 invertebrate species.

The American black bear (referred to as bear or black bear, hereafter) is an iconic species in GRSM that is vital to sustaining a healthy ecosystem. The protection within the Park boundary has allowed the black bear population to grow from being nearly extirpated when the Park was formed to an estimated 1,900 animals in 2018 (Humm and Clark 2020). It is one of the densest populations in North America and serves as the core population for the southern Appalachian region.

GRSM’s dense bear population provides for plentiful viewing opportunities and is a major attraction for tourists. The Park is within a day’s drive of more than half of the U.S. population and as a result, is the most visited National Park in the country. Since 1990, park visitation has increased from 8.6 million visits to over 14 million visits (National Park Service 2022).

Black bears have high extrinsic value and are a driving force behind the local tourism-based economy. Urban development around the park has increased significantly resulting in habitat loss surrounding the Park, heavy traffic volumes and abundant anthropogenic food sources. The behaviors of black bears in GRSM are noticeably influenced by urban development and recent research determined that over 90% of male bears and 50% of female bears travel outside of the Park boundaries (Braunstein 2019).

A dense black bear population coupled with high visitor use and increased urban development creates a situation where human/bear conflicts are likely resulting in significant property damage, bear removal, and human injuries. Managing human/bear conflicts and providing for visitor safety are NPS service-wide goals, therefore the Park is tasked with creating policies and strategies that meet these goals (National Park Service 1991, 2006).

The purpose of this plan is to serve as an advisory outline for the management of visitors, employees, concessionaires, and bears in a manner that encourages bears to live naturally and provide for safer visitor use by minimizing human/bear conflicts. Further, this document is intended to empower employees with guidelines and tools as well as allow for employee discretion to safely manage human-bear conflicts.

Goal 1. Human Food and Garbage Management Prevent black bears from obtaining anthropogenetic food sources in

Preventing black bears from obtaining anthropogenic foods sources (e.g., human food and garbage) is a critical element of any management program. The high visitation in GRSM results in high volumes of food and garbage and therefore requires a very robust sanitation system, as well as food storage and feeding policies and regulations.

Objective 1.1 Secure anthropogenic food sources (e.g., food, garbage, etc.) throughout the Park.

Strategy 1.1.1 The Facilities Division will maintain a sanitation contract that includes bear/animal resistant containers throughout the Park (Appendix A, Refuse Collection Performance Work Statement).

Action 1.1.1.1 Install and maintain bear/animal resistant dumpers and/or trash cans in developed areas where visitors congregate (e.g., campgrounds, picnic areas, visitor centers, etc.).

Action 1.1.1.2 Create language in the sanitation contract to minimizes the availability of garbage to bears (e.g., schedules, timely repairs/replacement, overflow, etc.) and communicate responsibility for needed repairs.

Task 1.1.1.2.1 Facilities Chief should review the sanitation contract and ensure its consistency with this plan, seeking approval from the RMS Chief prior to approving contract changes that could affect bear management.

Action 1.1.1.3 Ensure language in concessionaire contracts is consistent with the GRSM sanitation contract and/or other approved methods (e.g., LeConte Lodge incinerator and electric fencing).

Action 1.1.1.4 Include trash mitigation requirements in construction project contracts that use temporary open top dumpsters (e.g., portable electric fencing or requiring daily removal of trash).

Strategy 1.1.2 Establish and maintain food storage regulations, policies, and guidance

(36 CFR 2.10).

Action 1.1.2.1 Resource/Visitor Protection staff will prioritize enforcement of food storage regulations to the extent feasible.

Action 1.1.2.2 Facilities staff will install and maintain a limited number of food storage lockers in frontcountry campgrounds.

Action 1.1.2.3 Wildlife staff, in collaboration with Facilities staff (and others, as feasible), will install and maintain food storage cable systems at backcountry campsites and shelters.

Strategy 1.1.3 Facilities and Resource and Visitor Protection staff will work collaboratively with Wildlife staff to intensively manage areas where human food and garbage are most likely to occur.

Action 1.1.3.1 Resource and Visitor Protection staff will close popular picnic areas early during summer months (as outlined in the 2017 GRSM Superintendent’s Compendium).

Action 1.1.3.2 Facilities staff will continue implementation of evening work/cleaning schedules for picnic areas as outlined in the 2017 Superintendent’s Compendium.

Action 1.1.3.3 Wildlife Branch and Facilities staff will continue to assess removal of garbage cans from restrooms, picnic areas, or visitor centers that typically fill before they are emptied and/or replace with bearproof dumpsters.

Action 1.1.3.4 All divisions will prioritize roving staff (e.g., volunteers) to monitor highly popular areas, as feasible.

Action 1.1.3.5 Resource and Visitor Protection staff will prioritize enforcement of feeding and approaching wildlife regulations (36 CFR 2.2, 2017 GRSM Compendium).

Goal 2. Information, Education and Outreach Promote increased understanding and awareness for staff, partners, stakeholders, and visitors about their roles and responsibilities regarding effective bear management practices in the park.

Stakeholders buy-in is crucial to managing human/bears conflicts in the Park. Educational material such as publications, websites, traditional media, and social media will provide on-going efforts to minimize conflicts between bears and people by providing consistent messaging. Training employees, partner organizations, and concession operations helps disseminate up-to-date management practices. Regular educational opportunities for the general public will reinforce our black bear management goals and objectives.

Objective 2.1 Wildlife Branch staff, in collaboration with Resource Education staff, will develop and distribute up-to-date, scientifically-based information detailing GRSM’s bear population and parkwide bear management practices.

Strategy 2.1.1 Develop and maintain a relevant and accessible library of information regarding bear biology, management practices, ongoing research, and rules and regulations.

Action 2.1.1.1 Publish and disseminate the Bear Management Plan to Park staff.

Task 2.1.1.1.1 Provide digital and print access to the Bear Management Plan and associated appendices for Park staff.

Task 2.1.1.1.2 Distribute the Bear Management Plan at the annual Bear Management Training.

Action 2.1.1.2 Assemble an American black bear management plan interdisciplinary team every five years to review and update the plan.

Strategy 2.1.2 Make relevant information (e.g., Frequently asked Questions, Lix 2021) available to public, partners, concessionaires, and GRSM staff.

Action 2.1.2.2 Maintain accurate bear information on Park controlled digital media, such as the Park website, social media, etc., as appropriate.

Update warning language on Park website, Rec.Gov and Backcountry Permit system in May and August as bear conflict risk increases (Appendix O).

Action 2.1.2.4 Incorporate accurate and consistent human-bear conflict information in standard visitor education programs.

Action 2.1.2.5 Work towards consistent messaging across the Park, regardless of location or employee/partner/concessioner role

Action 2.1.2.6 Engage with local community partnership efforts such as BearWise® to promote consistent messaging about safe practices in bear habitat.

Action 2.1.2.7 Strategically incorporate controversial topics (i.e., bear euthanasia due to conflict behavior) into messaging and how BearWise® practices can prevent these consequences.

Objective 2.2 Educate employees, partners, and concessioners through training.

Strategy 2.2.1 Provide training about different bear behaviors, what type of human-bear interactions need to be reported, and how to report them, including reporting injured bears (Appendix B, Bear Conflict Reporting Protocols with Report Form).

Strategy 2.2.2. Develop and facilitate annual training sessions hosted by and in collaboration with the Wildlife Management Branch.

Action 2.2.2.1 Offer Bear Management Training annually.

Action 2.2.2.2 Offer Bear Spray Training as needed to help employees/groups who desire it (Appendix C, Bear Spray Training Documents).

Action 2.2.2.3 Staff from Resource and Visitor Protection, Resource Education and Resource Management and Science strive to collaboratively offer Bear Jam Management Training annually to frontline staff who regularly manage roadside bear viewing or bear related jams.

Task 2.2.2.3.1. Develop a scenario-based training modeled after common interactions along with an instructional framework for managing visitors and bear jams (Appendix D, Bear Jam and Viewing Training Documents).

Objective 2.3 Wildlife Branch staff will lead collaborative efforts to regularly update bear management strategies to incorporate current scholarship, best practices, and feedback from the field.

Strategy 2.3.1 Consult with field staff annually to gather feedback and solicit new ideas on effectiveness of training and messaging.

Action 2.3.1.1 Send out end-of-season GRSM Bear Management Program Survey to all employees (Appendix E, GRSM Bear Management Program Survey).

Strategy 2.3.2 Convene an Annual Bear Management IDT Meeting to assess the following action items.

Action 2.3.2.1 Discuss feedback from field staff and consider how best to address concerns and/or be responsive to new ideas.

Action 2.2.2.2 Identify and recommend needed updates and changes to the Bear Management Plan and/or associated appendices.

Action 2.2.2.3 Identify any emerging bear management concerns and plan appropriate messaging, training, or protocol to proactively address concerns.

Action 2.2.2.4 Conduct an annual after-action review on training, evaluate upcoming training needs, and revise or develop training accordingly.

Goal 3. Response and Management Establish authority and protocols for managing human-bear conflicts in support of the NPS mission to preserve and protect the black bear population while providing for visitor safety and enjoyment.

The behaviors of black bears associated with human-bear conflicts are influenced by many factors (e.g., sex, age, time of year, natural foods, anthropogenic foods, location, etc.).

Ideally, black bear management and response decisions would be behavior-based, as selecting the most appropriate management tool can maximize success in preventing conflict behaviors from escalating (Leong et al. 2016).

In reality, bear management decisions are also sometimes influenced by human factors (e.g., social, cultural, political, and emotional). To ensure that trained employees are empowered to make onsite management recommendations, the general behavior matrices for management actions should not be considered prescriptive, but rather as a discretionary guide (Perry and Rusing 1996). All GRSM divisions play a role in reducing the potential for unwanted human-bear interactions, which varies by time of year.

Those responsibilities are summarized in Appendix N.

Objective 3.1 Ensure that human/bear conflict management strategies at the Park are supported by both the best available science and Park-specific experience, while assessing current social and political climates regarding human/bear conflict.

Strategy 3.1.1 Wildlife Branch staff will develop and disseminate GRSM-specific guidelines and standardized bear management protocols outlined below to guide program implementation, while allowing for situationally-specific adaptive management.

Action 3.1.1.1 Behavior-Based Black Bear Response Matrix (Appendix F, Black Bear Management Response Matrix).

Action 3.1.1.2 Protocols for Chemical Immobilization of Wildlife (National Park Service 2020; summary in Appendix G).

Action 3.1.1.3 Wildlife Aversive Conditioning Guidelines (National Park Service 2009).

Action 3.1.1.4 Firearms Standard Operating Procedures for Wildlife Management Activities (National Park Service 2019; summary in Appendix G).

Action 3.1.1.5 Black Bear Capture Protocols (Appendix G, Black Bear Capture Protocols).

Action 3.1.1.6 GRSM Bear Attack Response Plan (Appendix H).

Action 3.1.1.7 Backcountry Notification/Action Plan (Appendix I).

Action 3.1.1.8 Cooperative Agreements with Partner Agencies (Appendix J).

Action 3.1.1.9 High Profile Bear Incident Communications Plan (Appendix K).

Objective 3.2 Minimize the impacts of human-bear conflicts on bears and people and mitigate potential threats to human safety.

Strategy 3.2.1 Park staff will utilize a timely Park-wide reporting system for communicating instances of human-bear conflict, with the goal of taking management action early, before additional conflict arises.

Action 3.2.1.1 Wildlife Branch staff will disseminate standardized Bear Management Reporting Protocols and Report Form (Appendix B, Bear Conflict Reporting Protocols with Report Form)

Strategy 3.2.2 Wildlife Branch and Resource and Visitor Protection staff will evaluate and respond to human-bear conflict reports.

Action 3.2.2.1 Position and schedule wildlife staff to be available during times of peak visitation and bear activity.

Action 3.2.2.2 Prioritize law enforcement response for bear incidents that pose threats to health, human safety, and property.

Objective 3.3 Minimize close human/bear interactions to preserve natural bear behavior and provide for visitor safety.

Strategy 3.3.1 Resource Education staff will provide warnings using digital media.

Wildlife and Resource and Visitor Protection staff will work collaboratively to implement closures in areas of high bear activity, as feasible.

Action 3.3.1.1 Wildlife Branch staff will monitor bear behavior and food sources to determine when to remove restrictions.

Strategy 3.3.2 Wildlife and Resource and Visitor Protection staff will work collaboratively (with others, as appropriate) to develop human-wildlife traffic management plans for priority areas, as appropriate (Appendix L).

Objective 3.4 Provide trained staff for bear management response needs.

Strategy 3.4.1 Strive to ensure that employees responding to human-bear conflicts are trained appropriately by completing recommended courses offered or coordinated by Wildlife Branch staff.

Action 3.4.1.1 NPS Wildlife Field Anesthesia Training

Action 3.4.1.2 GRSM Firearms training for non-law enforcement staff (National Park Service 2019)

Action 3.4.1.3 CPR and Basic First Aid or Emergency Medical Responder Training

Action 3.4.1.4 GRSM Aversive Conditioning Training (National Park Service 2009)

Action 3.4.1.5 Supervised Field Captures (culvert trap and free range)

Action 3.4.1.6 Bear Attack Response Training

Task 3.4.1.6.1 Provide opportunities for Bear Attack Response Training scenario training in conjunction with the Resource and Visitor Protection divisions.

Goal 4. Research and Monitoring Optimize research and monitoring opportunities to improve the efficiency and effectiveness of the black bear management program in the park.

A strong understanding of black bear biology and behavior, human dimensions and management techniques are necessary to professionally manage human-bear conflicts. GRSM has always been on the forefront of a science-based management program with a long ongoing partnership with black bear researchers from the University of Tennessee for more than 50 years.

As such, much has been learned about black bear biology and management in GRSM. Advances in technology offer new opportunities to fill in knowledge gaps and improve management techniques and policies. Monitoring long-term trends and identifying emerging threats provides the information needed to effectively manage black bear populations. Therefore, research and data collection are priorities for the black bear management program in GRSM.

Objective 4.1 Wildlife staff will strive to serve as a leader in the field for black bear management within the NPS and throughout the country.

Strategy 4.1.1 Remain informed on the latest research findings and techniques associated with black bear biology and management.

Action 4.1.1.1 Attend applicable scientific conferences and workshops (e.g., Human/Bear Conflicts Workshop, Eastern Black Bear Workshop, etc.) as approved by the Resource Management and Science Division Chief.

Strategy 4.1.2 Publish and share findings about new management techniques and population dynamics with scientific community and management.

Action 4.1.2.1 Participate in local, regional, and national working groups such as the Southern Appalachian Black Bear Study Group and the Smoky Mountains BearWise® Community Task Force.

Action 4.1.2.2 Support research permits within the park that contribute to the science needed to inform management decisions.

Objective 4.2 Collect and relay relevant bear management data to Park leadership.

Strategy 4.2.1 Maintain Park bear management databases meeting NPS standards.

Strategy 4.2.2 Develop and communicate timely updates on bear management, such as:

Action 4.2.2.1 Monthly Bear Management Summary Reports during peak season for bear activity (April to November).

Action 4.2.2.2 Annual Bear Management Report (Williamson and Stiver 2022)

Action 4.2.2.3 Black Bear Management Resource Briefs, as requested.

Objective 4.3 Position the Park to take advantage of opportunities to support needed black bear research.

Strategy 4.3.1 Maintain a list of research needs for understanding and managing human-bear conflicts in the Park that aligns with management goals.

Strategy 4.3.2 Develop partnerships with other parks, agencies, universities, or non-governmental organizations that have common goals in black bear research and management.

Strategy 4.3.3 Pursue funding opportunities for bear research that align with established priorities.

Action 4.3.3.1 Identify black bear management fund sources.

Action 4.3.3.2 Develop proposals for priority research projects.

Literature Cited Braunstein, J. L. 2019. American black bear (Ursus americanus) movements and food-conditioning along the interface of Great Smoky Mountains National Park and private land.

Thesis, University of Tennessee, Knoxville, Tennessee, USA.

Leong, K. M., B. Stiver, L. Donaldson, and S. Bates. 2016. A behavior-based framework for managing human-wildlife interactions in parks: Managing individual animal behavior.

Natural Resource Report NPS/NRSS/BRD/NRR—2016/1288. National Park Service, Fort

Collins, Colorado.

Hopkins III, J. B, S. Herrero, R. Shideler, K. Gunther, C. Schwartz and S. Kalinowski. 2010.

A proposed lexicon of terms and concepts for human-bear management in North America.

Ursus, 12pp.

Humm, J., and J. D. Clark. 2020. Abundance and density of black bears in the southern

Appalachian Highlands of Georgia, North Carolina, South Carolina, and Tennessee. Final

Report to Georgia Department of Natural Resources, North Carolina Wildlife Resources

Commission, South Carolina Department of Natural Resources, and Tennessee Wildlife

Resources Agency. 64pp.

Lix, C. 2021. Frequently asked questions about Smoky Mountain black bears. Second edition.

Great Smoky Mountains Association.

National Park Service. 1978. Bear management plan, Great Smoky Mountains National Park.

Gatlinburg, Tennessee. 25pp.

National Park Service. 1981. Bear management plan for Great Smoky Mountains National

Park. Gatlinburg, Tennessee. 21pp.

National Park Service. 1991. Natural Resource Management Reference Manual #77. NPS-77.

National Park Service. Washington, DC.

National Park Service. 1993. Black bear management guideline, Great Smoky Mountains

National Park.

National Park Service. 2002. Black bear management guideline, Great Smoky Mountains

National Park.

National Park Service. 2006. Management Policies 2006.

National Park Service. 2009. Wildlife aversive conditioning guidelines, Great Smoky

Mountains National Park.

National Park Service. 2017. 2017 Superintendent’s Compendium, Great Smoky Mountains

National Park.

National Park Service. 2019. Firearms standard operating procedures for wildlife management activities, Great Smoky Mountains National Park.

National Park Service. 2020. Protocols for chemical immobilization of Wildlife, Great Smoky

Mountains National Park.

National Park Service. 2022. National Park Service Visitor Use Statistics. Park Reports.

https://irma.nps.gov/Stats/Reports/Park/GRSM

Perry, G. L., and M. J. Rusing. 1996. The changing dynamics of bear management: Arizona’s experience with litigation from a black bear mauling. Western Black Bear Workshop

7:1-8.

Williamson, R. H., and W. H. Stiver. 2022. Black bear management annual report, Great

Smoky Mountains National Park.

https://irma.nps.gov/Stats/Reports/Park/GRSM

Appendix A: 2021 Refuse Collection Performance Work Statement

GRSM

Refuse Collection

Performance Work Statement

1. Background. The Great Smoky Mountains National Park (GRSM) is located in Tennessee and North Carolina and consists of nearly 521,000 acres. The park was established by Congress on June 15, 1934. The parks mission is to protect, preserve, and interpret the natural, cultural, and historical resources for the benefit and inspiration of present and future generations. There are over 11 million visitors annually.

2. Required services. The contractor shall furnish all labor, supervision, materials, licenses, permits, tools, insurance, transportation, equipment and bear-proof container maintenance for refuse collection at the Great Smoky Mountains National Park, Tennessee and North Carolina. The contractor shall perform to the contract standards along with adhering to local, state, and federal regulations. The contractor is encouraged and expected to use innovative approaches to effectively and efficiently accomplish this Performance Work Statement (PWS) at a reasonable cost, and in a way that advances pride and ownership for the work performed.

Appendix A provides estimated refuse tonnage and Appendix B provides a sample collection location and frequency table. The contractor shall provide a user name and password protected website that will serve as the front end or dashboard where all contractor’ required documents or records are maintained. Contractor shall also provide vehicle tracking for all vehicles that collect refuse. Vehicle tracking shall be viewable via a website and must be in real-time or near real- time. System shall provide speed and vehicle status. System shall be capable of maintaining data for retrieval for the duration of the contract.

Period of Performance. Base November 1, 2020 thru October 31, 2021 – 12 Months Option Year 1 – November 1, 2021 thru October 31, 2022 – 12 Months Option Year 2 – November 1, 2022 thru October 31, 2023 – 12 Months Option Year 3 – November 1, 2023 thru October 31, 2024 – 12 Months Option Year 4 – November 1, 2024 thru October 31, 2025 – 12 Months

2.1. Refuse Collection Requirements.

2.1.1. Collection Schedules. The contractor shall establish vehicle routes and collection schedules based on the standard of a container being emptied before reaching ¾ full and maintained in a sanitary manner, free of dirt, debris, odor and pests. The collection schedule shall be submitted with the contractor’s technical proposal. The contracting officer representative (COR) must approve the submittals prior to the contractor award.

The COR must review and approve all contractor recommended changes to an approved collection schedule. All approved schedules shall be posted to the front end or dashboard prior to implementation. The COR shall be advised of any deviation from these approved schedules.

2.1.2. Unscheduled Collections. The COR may require the contractor to make unscheduled collection, disposals, and relocation of containers for special events up to 6 times yearly. The contractor shall respond within 24 hours of notification.

2.1.3. Collection Disruption. The contractor shall notify the COR of any conditions that may interrupt the performance such as blocked container sites, delays due to security measures, and vehicle breakdowns. Collections as a result of authorized delays shall be performed the next business day. The contractor shall coordinate these disruptions with the COR. The contractor shall collect refuse material during periods of inclement weather. In cases of severe weather, the COR may authorize exceptions. When exceptions are granted, the contractor shall make up all missed collections within 24 hours after the severe weather has terminated, unless the COR authorizes additional time.

• Weather events and motor vehicle accident may necessitate road closures periodically

• Road closures can be monitored by the contractor via GRSM website or twitter feed.

https://www.nps.gov/grsm/planyourvisit/temproadclose.htm

2.1.4. Holiday Schedule. The contractor may elect to schedule pickup days on a holiday. Contractor is advised that holidays are particularly busy times for the park areas and their schedules shall reflect the increased workload.

2.1.5. Operational Hours. The contractor shall establish routes and schedule based on the most cost effective and efficient method. Campground pickups shall be scheduled only between 7:30 am to 4:30 pm daily.

Collection outside designated hours shall require approval by the COR.

2.1.6. Collection Points. The contractor shall position containers for ease in depositing refuse. This may require repositioning of containers from time to time. The contractor shall also position containers to minimize interference with adjacent parking areas, sidewalks, roadways, overhead utilities, trees, and other potential obstructions. Contractor shall not relocate any container without the approval of the COR. No additional collection points can be added without the approval of the COR. Additional collection points requested by the contractor, if approved, shall not result in any cost to the Government.

2.1.7. Contractor Equipment. Due to the position of containers, the contractor shall use a side entry vehicle.

All efforts shall be made by the contractor to prevent loose debris during the transfer of refuse from container to truck. Collection of refuse in all areas shall be from government-approved, contractor maintained containers.

Containers shall match the color scheme; presently, cans and dumpsters are brown.

2.1.8. Maintaining Collection Area. The contractor shall return the containers to their original location after servicing, in an upright position with the lids securely in place. The contractor shall immediately clean spills and debris that may occur during servicing of containers. The contractor shall collect all refuse on the ground in and around enclosures or within 10 feet of the containers, whether spilled by the contractor or placed there by park visitors.

2.1.9. Valid Complaint. The contractor shall pickup refuse within 4-hours after notification of COR validated complaint.

2.1.10. Contractor’s Spill Plan. The Contractor shall submit for approval a spill plan that covers the actions the contractor shall take in the event of a spill. A spill is defined as material coming from one of the refuse containers or from one of the vehicles used in collection operations. This approved Spill Plan shall be posted on the contractor’s front end/dashboard.

2.1.11. Safety & Environmental Compliance. The contractor shall comply with pertinent provisions of the Occupational Safety and Health Act (OSHA), and state, local, safety, laws. The contractor shall comply with pertinent Environmental Protection Agency laws and regulations. The GRSM safety officer has the authority to issue restraint or cease-and-desist orders to the contractor when violations or unsafe acts are present and threaten park visitors, Government and contractor personnel, or damage to Government property. The contractor shall immediately report to park’s Communication Center, the Contracting Officer, COR and GRSM safety officer all accidents resulting in personnel injury or death or damage to property while performing this contract. The contractor shall submit for approval a safety plan.

2.1.12. Insurance. The Contractor shall be insured in accordance with States of Tennessee and North Carolina insurance regulations. The Government is not responsible for damage to Contractor’s equipment, vehicles, tools or materials or their employees and the personal property brought on-site. The Government will not accept any liability due to contractor personnel negligence.

• Workers Compensation: The contractor shall furnish proof of workers compensation insurance to the Contracting Officer for those employees performing work related to this contract and shall comply with the Workman’s Compensation Laws of the State of Tennessee and North Carolina.

• Liability: The Contractor shall maintain a level of insurance that will protect the contractor and the Government from any claims as a result of bodily injury (including death) and property damage which may arise from and during the performance of this contract, and shall submit proof of insurance to the Contracting Officer.

2.1.13. Motor Vehicle & Traffic Regulations. Contractor personnel operating motor vehicles shall possess a valid driver's license. Driver and vehicle permits, licenses, registrations and proof of insurance shall be maintained in the vehicle at all times and made available upon request. Contractor personnel shall comply with federal vehicle motor law requiring seat belts be worn at all times. Contractor personnel shall adhere to the posted speed limits. Contractor personnel shall comply with all pertinent Federal Motor Carrier Safety Administration Rules and Regulations.

2.1.14. Determining Quantities of Waste. The contractor shall weigh the actual quantities of waste removed and record this information on the front end or dashboard. The contractor shall have hauling vehicles weighed at any state certified scale. The tare weight of all hauling vehicles shall be established at the beginning of the contract, and revised if the vehicles tare weight changes. The contractor shall make report available to COR no later than 3 working days after the end of each month. Report shall include dates of weight tickets with the name of the driver and person weighing truck. Also a summary for the month that shows the tare weight, gross weight and the net weight for each time the truck was weighed. Reports may be combined into one but the government must be able to determine from the report the weight for refuse. Reporting of quantities of waste shall be incorporated in the contractors overall quality control program. Refuse from collections other than those for the National Park Service shall not be combined or comingled with the refuse collected from the National Park. All trucks shall be empty prior to collecting any refuse from within the park.

2.1.14.1. Relocation and Frequency Changes. The COR reserves the right to change frequency and relocation of pickup and size of the containers, at no additional cost to the government. Requested changes will not increase the number of containers, number of total pickups, or number of each container size from the totals reflected in the PWS. A minimum of 24 hour notification will be provided.

2.1.14.2. Facility Operating Schedule. This schedule is set by the Park Management Team and can fluctuate from year to year. Most of the Parks developed visitor use areas close for the season. The core operating season is from April through October. The most recent schedules can be located on our NPS/GRSM website www.nps.gov/grsm.

2.1.14.3. Abnormal Quantities of Refuse. The Contractor shall dispose of excess refuse beyond the normal daily quantity. Typically, excess refuse is the result of visitor surge during federal holidays and scheduled park functions.

Disposal. The contractor shall transport and dispose of all waste at a licensed disposal site selected by the contractor. Disposal site must demonstrate that the refuse collected will be composted and a minimum of 60% of the refuse must be diverted from the landfill. Disposal shall be in accordance with existing local, state, and federal regulations. The contractor shall be responsible for any permit or fees associated with the use of disposal locations.

2.2. Equipment Maintenance. The contractor shall perform all cleaning, painting, repair and associated maintenance tasks. The contractor shall maintain containers based on the Government designated color scheme.

All signs or stenciling shall be legible. Repairs or replacement of existing signage or labeling shall be the responsibility of the contractor. If container damage occurs as a result of contractor negligence it shall be replaced at no additional cost to the Government. The contractor shall maintain all containers ensuring they are free of unpleasant odors, dirt, debris, and pests. All containers shall remain in safe and serviceable condition. They shall remain easily accessible. The access doors on the bear-proof refuse containers shall be checked periodically to ensure they are fully operational. The contractor shall coordinate with COR on the replacement of a container.

Trucks and trailers used for hauling and collecting shall be washed as necessary to ensure they are free of odor, dirt, debris, and pests. The contractor shall provide a schedule for routine cleaning of all containers. This schedule shall be posted to the front end or dashboard.

3. Service Summary. The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance standards briefly describe the minimum acceptable levels of service required for each requirement. Adhering to Performance standards is critical to mission success.

Performance Objective PWS Section Standard Refuse containers do not exceed ¾ full for a period of more than 24 hours

2.1, 2.1.1, 2.1.8,2.1.9,2.1.10

No more than 2 valid complaints or noted discrepancies monthly

Maintain vehicles and equipment in safe and serviceable condition.

2.3, 2.1.7,5.1 No more than 2 valid complaints or noted discrepancies monthly

Provide Reports and Records with all required information.

2.3, 2., 2.1.1, 6.2 100% compliance

Note: Complaints received during first 60 days of contract are collected, but will not count against the contractor’s annual performance rating.

4. Government Furnished Property. Containers are provided by the government. The size and location of dumpsters have been accumulated from historical data and are not exact indicators of future refuse collection requirements. All containers are bear-proof and constructed of non-combustible materials with self-closing, attached, leak-proof lids. All containers provided to the contractor as either spare containers or for use for spare parts shall remain the property of the National Park Service. All containers furnished by the government for this contract shall be used only for the execution of this contract.

5. Contractor Furnished Property. The contractor shall furnish all personnel, vehicles, equipment, websites (dashboard and vehicle tracking) and container maintenance required to perform refuse collection.

5.1. Contractor-Furnished Vehicles. Contractor vehicles shall have the company name prominently displayed on both sides of the vehicle. Vehicles shall be maintained and cleaned to present a neat, professional appearance. All vehicles shall be registered, licensed, insured, and operated in a safe and serviceable condition. Vehicles found to be unsafe or mechanically unsound shall be restricted from operating in the Park. Vehicular repairs shall not be performed in the Park. The COR may inspect the contractor’s vehicle(s) at any time and direct the removal of all unsafe vehicle(s) from the Park. The Contractor shall have sufficient equipment to ensure completion of contract requirements in the event of equipment failure.

5.2. Contractor Personnel. Contractor personnel shall present a neat, professional appearance and be easily recognized by wearing a badge or clothing that signifies the company. The Contractor shall have competent personnel who are trained and capable of handling minor injuries. Additionally, each work team shall be provided with first aid kits complying with OSHA and state requirements to care for minor injuries normally sustained by contract personnel performing duties associated with refuse collection.

6. General Information.

6.1. Applicable Publications, Forms, References and Reports. Publications, forms, references and reports applicable to this PWS are listed below. They are as mandatory or advisory. The contractor shall follow publications, use forms, and provide reports coded as mandatory to the extent specified in the PWS. The contractor shall be guided by those publications and references, or use those forms coded advisory to the extent necessary to accomplish the requirements in the PWS. The government, unless otherwise shown, will make all publications, forms, references and report formats listed, available. The government will maintain all listed publications and references at the Park. Supplements or amendments to listed publication may be issued during the life of the contract. The contractor shall immediately implement those changes in publications, which result in a decrease, or no change in the contract price. Prior to implementing any such revision, supplement, or amendment that will result in an increase or decrease in contract price, the contractor shall submit to the Contracting Officer a price proposal and obtain prior approval of the COR. Price proposal shall be submitted within 30 calendar days from the date the contractor receives notice of the revision, supplement, or amendment giving rise to change in cost of performance. Failure of the contractor to submit a price proposal within 30 calendar days from the date of receipt of any change, shall entitle the government to performance in accordance with such change, at no increase in contract price.

Reference# Pub/Report Title Mandatory Advisory Reference Location

Executive Order 13101

Greening the Government Through Waste Prevention, Recycling, and Federal Acquisition

X

Entire Document

145 DM 8 Department Manual: Associate Director for Park, Planning, Facilities and Lands

Chap 8

DO 13B Director’s Order: Solid & Hazardous Waste Management

X Entire Document

MD 4.3 Park Management Directive: Habituated Wildlife Management

X Entire Document

40 CFR 302 Designation, Reportable Quantities and Notification

X Entire Document

FORMS

Mandatory

Advisory

CM-1 Submittal Form X Section 1.1.1 Contractor’s Preference

Contractor Performance Report

Contractor’s Preference

Web-based accessible Log of Refuse Collection

6.2. Quality Control. The contractor shall develop and maintain a quality control program to ensure refuse collection is performed in accordance with accepted commercial practices. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor shall provide key government stakeholders the ability to access a web-based program that provides real-time or near real- time Park refuse collection status and reports. At a minimum, the contractor shall develop quality control procedures addressing the areas identified in Section 3, Service Summary. Historical data collected during the life of the contract shall be easily transferred at the end of the performance period at no additional cost to the Government.

6.2.1. Contractor Point of Contact (POC). The contractor shall establish and maintain an office where the contract manager or alternate(s) can be contacted during collection hours including weekends and holidays.

The contractor shall provide the Contracting Officer phone numbers and email addresses where service calls and complaints can be reported. The contractor shall provide to the Contracting Officer the names and phone/mobile numbers of contractor POCs for after business hours to include nights, weekends, and holidays.

This information shall be revised whenever personnel changes occur. Notifications of deficiencies with the contract shall be made through the contractor’s front end or dashboard. This notification shall be disseminated to contractor personnel and identified National Park Service personnel.

6.3. Quality Assurance. The government will periodically evaluate the contractor’s performance by appointing representatives to monitor performance to ensure services are received. The government representative will evaluate the contractor’s performance through periodic on-site inspections of the contractor's quality control program and receipt of complaints. The government may inspect each task as completed or increase the number of quality control inspections if deemed appropriate because of repeated failures discovered during quality control inspections or because of repeated customer complaints. Likewise, the Government may decrease the number of quality control inspections if performance is consistently found to be satisfactory or better.

6.4. Performance Evaluation. This contract is subject to a performance evaluation. Following the end of each contract period and at contract completion, a government evaluation will be forwarded to the contractor. The contractor may submit written comments, if any, within the time period specified in the evaluation transmittal. The contractor’s comments shall be considered in the issuance of the final evaluation document. Any disagreement between the parties regarding the evaluation shall be forwarded to the Bureau Chief Procurement Officer (BCPO).

The final evaluation of the contractor’s performance is the decision of the BCPO. A copy of the final performance evaluation report is made available to the contractor in the Government’s past performance database at www.ppirs.gov.

6.5. Non-Payment for Additional Work. Any additional contractor performed services not specified in contract, either at its own volition or at the request of an individual other than an appointed Contracting Officer, except as may be explicitly authorized in the contract, shall be performed at the financial risk of the contractor. Only an appointed Contracting Officer is authorized to bind the Government to a change in specifications, contract terms, or conditions.

6.6. Appendices.

• Appendix A. Estimated Refuse Tonnage.

Refuse Volume Estimated Quantity Annual--TN 550 Tons.

Annual--NC 150 Tons.

• Appendix B. Container and Frequency Schedule—Historical Data.

Schedule is a sample of what was used over several contract years to identify containers and service frequency.

Contractor shall develop a refuse collection schedule and submit with proposal.

http://www.ppirs.gov/

General Location

North Carolina

Location Trash Cans Dumpsters

Oconaluftee Maintenance Area 0 3 Deep Creek Campground, Picnic Area and Residences 0 16

Smokemont Campground 2 8

Collins Creek Picnic Area 0 4

Newfound Gap Road from Cherokee to Newfound Gap, including Mingus Mill Parking Area and Oconaluftee Visitor Center 2 1

Clingmans Dome Parking 12 0 Balsam Mountain Campground, Picnic Area and Residence 17 0 Oconaluftee Residences 0 4 Cataloochee Campground and Group Camp 35 0

Cataloochee Maintenance Area and Ranger Station 9 0

Cataloochee Horse Camp 11 0

Big Creek Ranger Station, Campground, Picnic Area, Horse Camp 2 2 Total 90…