BDO Government Services LLC.pdf

Proprietary and Confidential Information Justification

BDO GS’s proposal contains proprietary and highly sensitive commercial and financial information, which is exempt from public disclosure under the Nebraska Public Records Act

(“NE PRA”) and the Nebraska Trade Secrets Act (“NE TSA”). The proposal includes non-public information regarding BDO GS’s confidential financial data and business data and BDO GS’s proprietary methods and strategies. This information can be found in the following sections of the proposal:

• Technical Response Section

• Exceptions Section; and

• Financial Information

This material is collectively referred to below as the “Protected Information.” Please note that BDO GS also redacted personally identifiable information of listed references. BDO GS’s

Protected Information is exempt from public disclosure under Neb. Rev. Stat. § 84-712.05(3), which provides an exception from disclosure for trade secrets and “other proprietary or commercial information.” The NE TSA defines trade secret as:

(4) Trade secret shall mean information, including, but not limited to, a drawing, formula, pattern, compilation, program, device, method, technique, code, or process that:

(a) Derives independent economic value, actual or potential, from not being known to, and not being ascertainable by proper means by, other persons who can obtain economic value from its disclosure or use; and

(b) Is the subject of efforts that are reasonable under the circumstances to maintain its secrecy.

Neb. Rev. Stat. § 87-502(4).

The Protected Information all falls under the requirements of trade secret or other proprietary and commercial information. BDO GS operates within a highly competitive market alongside a number of competing professional services firms. For the services detailed in the

Proposal, BDO GS is subject to competition on a routine basis from other bidders regarding the quality of service and the prices offered to potential clients. These competitors include national audit and advisory firms as well as regional and local firms. The market for these services is national. BDO GS faces intense competition in competing for engagements such as this one.

BDO GS would suffer substantial competitive injury if the Protected Information were released because it would jeopardize BDO GS’s public sector advisory services practice and would result in rival firms having access to non-public, competitively sensitive information about

BDO GS’s financial and business data and proprietary methods, workflows, and strategies. All of the Protected Information is material, non-public information.

The Protected Information is at the core of BDO GS’s competitiveness in providing consulting services, especially with respect to government projects. It has enabled BDO GS to become an industry leader and to secure new work in this area and is therefore extremely valuable to BDO GS. The Protected Information would be of great value to competitors precisely because it is competitive information not generally known by or shared with third parties. Also, it would be difficult for such competitors to develop the Protected Information on their own.

BDO GS’s proposed methods are commercially sensitive because they incorporate BDO

GS’s application of its tools and methodologies to address specific client needs, lessons learned, and processes developed. While the narratives in the Proposal involve work that BDO

GS has done for other public sector clients, BDO GS’s own assessment of each engagement, as presented in the Proposal, has never been made public. The release of this information would cause immediate and significant competitive harm to BDO GS by giving its competitors critical insight into BDO GS’s analysis of its prior engagements and its use of these engagements in ongoing business proposals to win additional work. Accordingly, this information is exempted from disclosure pursuant to Nebraska statute.

BDO GS has in place confidentiality policies that strictly prohibit the unauthorized disclosure of confidential information such as the Protected Information. Outside of BDO GS, consultants and counsel hired by BDO GS, or potential clients receiving the information as part of the bidding process, the Protected Information has not otherwise been disclosed.

Furthermore, the Protected Information is not available from any public source – it is proprietary information created by or for, and specific to, BDO GS. Not even the subcontractors who may compose part of the BDO GS team when collaborating on proposals have access to the final complete document.

Within BDO GS, access to the Protected Information is only allowed on a limited basis to personnel who have a “need to know” such information. BDO GS’s confidential engagement information, case studies, financial and business data, and internal program processes are also only available to BDO GS employees on a “need-to-know” basis. This information is typically known only by firm partners/principals and employees who are engaged in this particular, specialized line of work, and not to firm employees generally. All of the partners, principals, and employees with access to this information are bound to maintain its confidentiality under the terms of their employment or partnership agreements with BDO GS.

BDO GS has made every reasonable effort to guard and keep the Protected Information confidential, both internally and externally. Moreover, BDO GS has made substantial investments in its data security protocols to prevent misappropriation of this information by hackers and other parties outside of the firm.

Application of Nebraska Statute to the Protected Information

1. Technical Response Section

BDO GS’s functional approach has been developed over the course of decades of work in this industry. The redacted information contains proprietary methodologies, workflows, and descriptions of processes as discussed above into which BDO GS has invested large amounts of both time and money to develop in order to best serve its clients. If BDO GS’s proprietary methodologies and individual approach to work is disclosed, competitors will gain a decisive advantage by being able to easily replicate BDO GS’s unique approach that was formulated over the course of several years and based upon BDO GS’s vast industry knowledge and expertise.

2. Exceptions Section

BDO GS’s exceptions to the terms and conditions contain confidential requests developed upon the advice of counsel, and reveal BDO GS’s internal analysis of risk and other confidential factors.

3. Financial Information

BDO GS’s confidential financial information, including its consolidated financial statements, are non-public and would be highly valuable to BDO GS’s competitors, and their release to a competitor would cause substantial competitive harm to BDO GS.

March 3, 2025

Craig Palik, Procurement Contract Officer

Clinton Paul, Procurement Contract Officer

State Purchasing Bureau

1526 K Street, Suite 130

Lincoln, NE 68508

RE: Solicitation 124469 O5: Disaster Mitigation, Preparedness, Response and Recovery

Programs

Mr. Palik and Mr. Paul, The State of Nebraska State Purchasing Bureau (SPB) seeks a firm to provide knowledgeable, experienced personnel to deliver all disaster mitigation, preparedness, response, and recovery programs under the Stafford Act and the National Flood Insurance Act.

BDO Government Services (BDO GS) will utilize its comprehensive expertise in administering Federal

Emergency Management Agency (FEMA) programs, including Public Assistance (PA), Individual

Assistance (IA), and Hazard Mitigation Assistance (HMA), as well as our delivery of numerous other federal funding streams to help Nebraska SPB achieve its goals.

Our team is ready to serve as a seamless extension of Nebraska’s capabilities, providing surge capacity for qualified key personnel, deep federal grant expertise, and proven experience navigating evolving policies and working in FEMA systems with comprehensive reporting, so that when the

Nebraska SPB needs additional support, we are ready to answer the call. We know how to serve rural communities and meet applicants where they are to put them on the path to recovery.

Nebraska has an increasing need for vendors ready to respond to a broad range of potential needs that

FEMA may or may not address in the near term. BDO GS offers an integrated approach to program delivery, using our breadth of experience across multiple federal and state programs, including FEMA, the U.S. Treasury, the U.S. Department of Housing and Urban Development (HUD), Community

Development Block Grant Disaster Recovery (CDBG-DR), the Department of Energy, and mutual aid.

This experience enables us to serve as a one-stop comprehensive disaster recovery vendor, supporting every facet of your programs and how they intersect. We can adapt our approach to different program structures, needs, and funding mechanisms while maintaining consistent standards for accountability and performance across each engagement.

Over the past two decades, we’ve assisted communities across the country in their recovery from disasters, successfully managing over $128 billion in federally funded programs. This success includes over 43,000 FEMA projects, totaling over $30 billion for state and local governments in

Texas, Mississippi, Florida, Colorado, California, Louisiana, New York, North Carolina, and Puerto

Rico. In Texas, we currently support the largest FEMA PA project in FEMA history, which is obligated at more than $9.5 billion.

600 W. 5th Street, Suite 1400

Austin, TX 78701

512.477.7900

BDO.COM

BDO GS is also the nation’s leading CDBG-DR prime contractor, with a proven track record of managing over $50 billion in disaster recovery and mitigation funding. We’ve led HUD’s fastest

CDBG-DR housing programs in history—in Florida and South Carolina—and are currently the prime contractor for the largest CDBG-DR/Mitigation (MIT) program in the nation’s history in Puerto Rico.

We have established a reputation for supporting clients, such as the Texas Division of Emergency

Management (TDEM) and the Florida Division of Emergency Management (FDEM), through multiple

FEMA recovery cycles, helping rural communities navigate the immediate disaster response, long-term recovery, and future preparedness. Our experience is a testament to our proven ability to deliver measurable results, safeguard compliance, provide audit defense, accelerate closeouts, and maximize the value of every dollar entrusted to our clients.

Our team is vigilant as federal guidelines evolve and disaster recovery priorities and policies are updated at the federal and state levels. Our proposed core team has guided clients through all major disaster reforms, including the Post-Katrina Emergency Management Reform Act, the Sandy Recovery

Improvement Act, and the Disaster Recovery Reform Act. We are actively engaged and monitoring potential upcoming regulatory changes and are prepared to assist the state in navigating the next wave of regulatory shifts. Our proactive approach ensures that the State’s programs remain compliant, flexible, and responsive to emerging requirements.

Established through the combination of BDO USA and HORNE, BDO GS brings together our teams and expertise to serve state and local government clients throughout the continental United States, Hawaii, and Puerto Rico, delivering even greater value in support of the communities we serve. Our promise remains unchanged: people serving with a dedication to care, integrity, and quality, now enhanced by expanded resources, broader capabilities, and a greater market reach.

We look forward to the opportunity to support Nebraska in providing disaster mitigation, preparedness, response, and recovery services. We welcome the opportunity to discuss this proposal further and explore how our team can make meaningful contributions to your strategic objectives. Please contact me using the information below if you require additional information or would like to discuss our proposal further.

Sincerely, Cathy Denman, Principal

Attachment A

Bidder Questionnaire

RFP 124469 O5

Bidder Name:___________________________________________________________

Bidder should provide a response to all questions in this attachment to meet the requirements of the RFP.

CORPORATE OVERVIEW

1.1 BIDDER IDENTIFICATION AND INFORMATION

The bidder should provide the full company or corporate name, address of the company's headquarters, entity organization (corporation, partnership, proprietorship), state in which the bidder is incorporated or otherwise organized to do business, year in which the bidder first organized to do business and whether the name and form of organization has changed since first organized.

Response:

Full company or corporate name: BDO Government Services, LLC

Address of the company's headquarters: 661 Sunnybrook Rd., Suite 100, Ridgeland, MS, 39157

Entity organization (corporation, partnership, proprietorship): Corporation

State in which the bidder is incorporated or otherwise organized to do business: Delaware

Year in which the bidder first organized to do business and whether the name and form of organization has changed since first organized: BDO Government Services has operated under this present business name since

November 1, 2025. BDO USA, P.C. merged with HORNE LLP to create this new separate legal entity. BDO GS, as the successor entity to HORNE, will have access to HORNE’s assets and resources and the same personnel, assets, and resources identified in this proposal will be used to perform any contract awarded under this solicitation.

HORNE provided disaster recovery services since 2006.

1.2 FINANCIAL STATEMENTS

The bidder should provide financial statements applicable to the firm. If publicly held, the bidder should provide a copy of the corporation's most recent audited financial reports and statements, and the name, address, and telephone number of the fiscally responsible representative of the bidder’s financial or banking organization.

If the bidder is not a publicly held corporation, either the reports and statements required of a publicly held corporation, or a description of the organization, including size, longevity, client base, areas of specialization and expertise, and any other pertinent information, should be submitted in such a manner that solicitation evaluators may reasonably formulate a determination about the stability and financial strength of the organization. Additionally, a non-publicly held firm should provide a banking reference.

The bidder must disclose any and all judgments, pending or expected litigation, or other real or potential financial reversals, which might materially affect the viability or stability of the organization, or state that no such condition is known to exist.

The State may elect to use a third party to conduct credit checks as part of the corporate overview evaluation.

Response: See Attachment 1: Financial Statements.

BDO Government Services, LLC

1.3 CHANGE OF OWNERSHIP

If any change in ownership or control of the company is anticipated during the twelve (12) months following the solicitation response due date, the bidder should describe the circumstances of such change and indicate when the change will likely occur.

Any change of ownership to an awarded bidder(s) will require notification to the State.

Response: BDO Government Services LLC (formerly HORNE) does not anticipate a change in ownership during the twelve (12) months following the solicitation response due date.

1.4 OFFICE LOCATION

The bidder’s office location responsible for performance pursuant to an award of a contract with the State of Nebraska should be identified.

Response: The BDO GS office responsible for performance pursuant to an award of a contract with the state of

Nebraska is located at 600 W 5th Street, Suite 1400, Austin, TX, 78701.

1.5 RELATIONSHIPS WITH THE STATE

The bidder should describe any dealings with the State over the previous ten (10) years. If the organization, its predecessor, or any Party named in the bidder’s solicitation response has contracted with the State, the bidder should identify the contract number(s) and/or any other information available to identify such contract(s). If no such contracts exist, so declare.

Response: We confirm that neither BDO Government Services, LLC, its predecessor (formerly known as HORNE

LLP prior to merging with BDO USA, P.C.), or any Party named in our solicitation response has contracted with the

State over the previous 10 years.

1.6 BIDDER'S EMPLOYEE RELATIONS TO STATE

If any Party named in the bidder’s solicitation response is or was an employee of the State within the past twelve (12) months, identify the individual(s) by name, State agency with whom employed, job title or position held with the State, and separation date.

If no such relationship exists or has existed, so declare.

If any employee of any agency of the State of Nebraska is employed by the bidder or is a subcontractor to the bidder, as of the due date for solicitation response submission, identify all such persons by name, position held with the bidder, and position held with the State (including job title and agency). Describe the responsibilities of such persons within the proposing organization. If, after review of this information by the State, it is determined that a conflict of interest exists or may exist, the bidder may be disqualified from further consideration in this solicitation. If no such relationship exists, so declare.

Response: We confirm that no named Party in BDO Government Services, LLC’s solicitation response is or was an employee of the State over the past 12 months.

1.7 CONTRACT PERFORMANCE

If the bidder or any proposed subcontractor has had a contract terminated for default during the past ten (10) years, all such instances must be described as required below. Termination for default is defined as a notice to stop performance delivery due to the bidder’s non-performance or poor performance, and the issue was either not litigated due to inaction on the part of the bidder or litigated and such litigation determined the bidder to be in default.

It is mandatory that the bidder submit full details of all termination for default experienced during the past ten (10) years, including the other Party's name, address, and telephone number. The response to this section must present the bidder’s position on the matter. The State will evaluate the facts and will score the bidder’s solicitation response accordingly. If no such termination for default has been experienced by the bidder in the past ten (10) years, so declare.

If at any time during the past five (5) years, the bidder has had a contract terminated for convenience, non-performance, non-allocation of funds, or any other reason, describe fully all circumstances surrounding such termination, including the name and address of the other contracting Party.

Response: Effective as of November 1, 2025, HORNE LLP merged into BDO Government Services, LLC (collectively “BDO

GS”). BDO GS and, prior to November 1, 2025, HORNE LLP have not had a contract terminated (1) for default during the past ten (10) years or (2) for convenience, non-performance, non-allocation of funds, or for any other reason in the past five (5) years. BDO GS is not proposing any subcontractors as part of this bid.

1.8 SUMMARY OF BIDDER’S CORPORATE EXPERIENCE

The bidder should provide a summary matrix listing the bidder’s previous projects similar to this Solicitation in size, scope, and complexity. The State will use no more than three (3) narrative project descriptions submitted by the bidder during its evaluation of the solicitation response.

The bidder should address the following:

i. Provide narrative descriptions to highlight the similarities between the bidder’s experience and this Solicitation. These descriptions should include:

a. The time period of the project,

b. The scheduled and actual completion dates,

c. The bidder’s responsibilities,

d. For reference purposes, a customer name (including the name of a contact person, a current telephone number, a facsimile number, and e-mail address); and

e. Each project description should identify whether the work was performed as the prime Vendor or as a subcontractor.

If a bidder performed as the prime Vendor, the description should provide the originally scheduled completion date and budget, as well as the actual (or currently planned) completion date and actual (or currently planned) budget.

ii. Bidder and Subcontractor(s) experience should be listed separately. Narrative descriptions submitted for Subcontractors should be specifically identified as subcontractor projects.

iii. If the work was performed as a subcontractor, the narrative description should identify the same information as requested for the bidders above. In addition, subcontractors should identify what share of contract costs, project responsibilities, and time period were performed as a subcontractor.

Response: Our experience with disaster recovery began when the Governor of Mississippi called on us to support the state in its recovery from Hurricane Katrina more than 20 years ago. We have since expanded to serve disaster recovery clients in 29 states, and our team has successfully managed over $128 billion in federal awards from the

Treasury, HUD, FEMA, and the Department of Energy.

We have been instrumental in executing some of the fastest federal program rollouts in history, setting new benchmarks for efficiency, effectiveness, and compliance in program launch, implementation, and closeout. Our successful management of federally funded programs has led to our recognition by Engineering-News Record, FEMA Validate As Your Go, and the U.S. Government Accountability Office (GAO).

The BDO GS Team is a leader in administering and monitoring FEMA programs, with groundbreaking approaches that maximize potential funding as quickly as possible while minimizing questioned costs, audit findings, and funding clawbacks. With a track record of rapid deployment and designing programs to expand funding, ensure compliance, and build a healthier long-term future, our team has extensive experience in implementing FEMA recovery programs.

Our team brings over 20 years of experience administering disaster recovery programs directly aimed at helping disaster survivors recover, including FEMA PA, IA, and HMGP. We understand that putting jurisdictions on the path to recovery quickly speeds overall recovery and strengthens communities.

From damage inspections to project formulation to award and closeout, BDO GS has supported FEMA recipients throughout the country in all phases of the recovery life cycle.

Through collaborative engagements with local, state, and federal agencies, our team has designed, implemented, and closed out more than $50 billion in HUD’s CDBG-DR/MIT programs across 15 states and U.S. territories.

Many vendors will claim experience in recovery programs, but few have successfully implemented full-scale, turnkey CDBG-DR/MIT programs from design through closeout, let alone for multiple states. Our team is one of only a few that have served as the prime contractor through all critical phases of these programs.

CDBG-DR Grantees Trusting Our Team

Our team has provided a range of support to state and local governments for their federally funded programs, and we continue to invest in conducting internal initiatives to develop services that will benefit our clients.

Alabama Department of Economic and Community Affairs

California Department of Housing and Community Development

Colorado Office of the State Controller

FloridaCommerce

Lee County, Florida

Louisiana Office of Community Development

Maui County, Hawaii

Mississippi Development Authority

New Jersey Department of Community Affairs

New York Office of Resilient Homes and Communities

North Carolina Department of Commerce

North Carolina Office of Recovery and Resiliency

Puerto Rico Department of Economic Development and Commerce

Puerto Rico Department of Housing

Sonoma County, California

South Carolina Office of Resilience

Texas General Land Office

Virgin Islands Housing Finance Authority

Effective Interagency Coordination

BDO GS has a well-established track record of effective interagency coordination across a variety of large-scale, federally funded programs and disaster recovery efforts. The Puerto Rico Department of Housing’s (PRDOH)

Sheltering and Temporary Essential Power Program required extensive interagency coordination among PRDOH, HUD, FEMA, and the Central Office for Recovery, Reconstruction and Resiliency to facilitate compliant reimbursement and non-federal match processes. Our team facilitated this coordination by supporting PRDOH in confirming eligible expenses, aligning documentation and reporting with FEMA and HUD requirements, and streamlining the flow of CDBG-DR funds to cover the local match. This collaborative approach verified that all reimbursements were accurate, timely, and fully compliant with federal and local regulations.

Summary Matrix

COMPREHENSIVE FEMA EXPERIENCE

The following matrix offers a broad view of the BDO GS Team’s experience supporting FEMA programs nationwide.

COMPANY CLIENT PROJECT NAME PROJECT DATES

Florida Division of

Emergency

Management

Public Assistance Grant Management for the 2024 Hurricane Season – DR4828, DR4834

October 2024 –

November 2025

Management

Hurricane Milton Task Order October 2024 –

Ongoing

Management

Hurricane Helene Task Order September 2024 –

Management

Hurricane Idalia Task Order September 2023 –

September 2024

Management

Hurricane Ian Task Order November 2022 –

December 2024

Management

On-Call Disaster Housing Services

(Master Task Order Contract) /

Preposition – FEMA IA Direct Housing

September 2021 –

December 2024

Gulf County, Florida FEMA PA Program following Hurricane

Michael

November 2018 –

February 2019

Texas Division of

Management

FEMA PA Monitoring for EM3530, DR4416, DR4572, DR4586

March 2023 –

Management

FEMA HMGP Monitoring for DR4377, DR4416, DR4454, DR4466, DR5233, DR5288, DR5420, PDM-2019

March 2023 –

Management

FEMA PA and HMGP

Monitoring for DR 4485 (COVID-19)

June 2020 –

Management

COVID-19 Emergency Support (FEMA

PA Training, Database Management to

Expedite: Supply Chain Intake, reporting

February 2020 –

February 2023 of COVID-19 testing, reconciliation of purchase orders, and Reporting)

Management

Additional Texas Division of Emergency

Management Task Orders, including

Compliance Analysis, Dashboard

Reporting, and Disaster Accounting

Training Course

Management

FEMA PA Training May 2013 – June

Management

Texas FEMA PA Programs for 16

Disaster Events

September 2010 –

June 2018

Management

Texas FEMA HMGP for 5 Disaster Events September 2010 –

Texas General Land

Office

Hurricane Harvey FEMA Direct Housing

Mission

December 2017 –

October 2020

Mississippi Emergency

Management Agency

Hurricane Katrina FEMA HMGP February 2007 –

February 2021

Hurricane Katrina FEMA PA Program January 2006 –

February 2025

Puerto Rico Aqueduct and Sewer Authority

Hurricane Maria FEMA PA and HMGP

Programs

February 2019 –

June 2020

Puerto Rico Electric

Power Authority

Program Management and Risk

Assessment

June 2019

Santa Maria Valley

Water Conservation

District, CA

Twitchell Dam and Reservoir Compliance

Services

June 2023 – June

COMPREHENSIVE HUD EXPERIENCE

The following table offers a broad view of the BDO GS Team’s experience supporting CDBG programs nationwide.

COMPANY CLIENT PROJECT NAME PROJECT DATES

Management

COVID-19 Emergency Support (FEMA PA

Training, Database Management to

Expedite: Supply Chain Intake, reporting of

COVID-19 testing, reconciliation of purchase orders, and Reporting)

February 2023

Management

Additional Texas Division of Emergency

Management Task Orders, including

Compliance Analysis, Dashboard

Reporting, and Disaster Accounting

Training Course

Management

FEMA PA Training May 2013 –

Management

Texas FEMA PA Programs for 16 Disaster

Events

September 2010 –

Management

Texas FEMA HMGP for 5 Disaster Events September 2010 –

Hurricane Harvey FEMA Direct Housing

Mission

October 2020

Hurricane Katrina FEMA HMGP February 2007 –

February 2021

Hurricane Katrina FEMA PA Program January 2006 –

February 2025

Puerto Rico Aqueduct and Sewer Authority

Hurricane Maria FEMA PA and HMGP

Programs

February 2019 –

June 2020

Puerto Rico Electric

Power Authority

Program Management and Risk

Assessment

June 2019

Santa Maria Valley

Water Conservation

District, CA

Twitchell Dam and Reservoir Compliance

Services

June 2023 –

June 2025

Lee County, FL Hurricane Ian Individual Housing Programs

Management and Implementation

October 2023 –

Lee County, FL Hurricanes Milton and Helene CDBG-DR

Recovery Programs

February 2025 –

Mississippi

Development Authority

Disaster Recovery Program Management

Office

May 2007 –

January 2023

New York Office of

Resilient Homes and

Communities

New York Housing Recovery Programs March 2014 –

North Carolina Office of

Recovery and

Resiliency

ReBuild NC - Hurricanes Matthew and

Florence Disaster Recovery Program

Management

September 2019 –

December 2022

Orange County, FL Grant Management Services October 2023 –

Puerto Rico

Department of Housing

Hurricanes Irma and Maria Recovery February 2018 –

Robeson County, NC Hurricane Matthew Recovery Program December 2017 –

January 2020

South Carolina Office of Resilience

2015 Severe Storm Housing Recovery

Program

September 2016 –

December 2022

Hurricane Matthew Housing Recovery

Program

July 2017 –

August 2024

Hurricane Florence Housing Recovery

Program

January 2021 –

City of Houston and

Harris County, TX

CDBG-DR Housing Program

Implementation Services for the

Homeowner Assistance Programs

March 2020 –

Virgin Islands Housing

Finance Authority

Hurricanes Irma and Maria Recovery April 2019 –

April 2023

Volusia County, FL CDBG-DR System of Record February 2021 –

February 2030

Pinellas County, FL Comprehensive Disaster Recovery and

Emergency Management Consulting

Services

January 2025 –

January 2030

Maui County, HI Delivery of Disaster Recovery Operations

Implementation

June 2025 –

June 2028

Louisiana Office of

Community

Development

Restore Louisiana Homeowner Assistance

Program Implementation and

Administration

February 2023 –

February 2024

North Carolina

Department of

Commerce

Implementation of Helene Recovery

Programs for Housing

June 2025 –

June 2028

Tennessee Department of Economic and

Community

Development

CDBG-DR Program Administration July 2024 –

July 2027

Statewide Hurricane Harvey Monitoring June 2019 –

June 2024

Narrative Project Descriptions

BDO GS is pleased to provide the detailed project descriptions below that illustrate our experience supporting

FEMA programs, as well as tables listing our comprehensive experience. We have selected the projects based on their relevance to the services proposed in the RFP, and we are confident they demonstrate our ability to fulfill this contract.

TEXAS DIVISION OF EMERGENCY MANAGEMENT

Grant Compliance, Monitoring, and Other Administrative Tasks

a. The time period of the project: September 2010 - Present

b. The scheduled and actual completion dates: ongoing

c. The bidder’s responsibilities: BDO GS provides grant monitoring, compliance review, training, and other administrative tasks for TDEM’s FEMA PA and Hazard Mitigation programs across 31 disasters, including one of the nation’s first PA Alternative Procedures for Permanent Work 428 projects, Treasury Coronavirus Relief Fund and Coronavirus Local Fiscal Recovery Fund, the Department of Energy Grid Resilience Grant, and support for statewide mutual aid and interstate mutual aid. Please see an expanded description below for more detail.

d. For reference purposes, a customer name (including the name of a contact person, a current telephone number, a facsimile number, and e-mail address): Name: Stephen Cottle, Unit Chief |

e. Each project description should identify whether the work was performed as the prime Vendor or as a subcontractor actual (or currently planned) budget: Role: Prime vendor | Contract amount: $299+ million |

Program value: $26+ billion

For over a decade, BDO GS has performed grant monitoring, compliance review, training, and other administrative tasks for TDEM in their implementation of FEMA PA and Hazard Mitigation programs across 31 disasters, including one of the nation’s first PA Alternative Procedures for Permanent Work 428 projects, Treasury Coronavirus Relief

Fund and Coronavirus Local Fiscal Recovery Fund, the Department of Energy Grid Resilience Grant, and support for statewide mutual aid and interstate mutual aid.

Our disaster recovery and financial specialists work alongside Texas throughout each phase of the disaster life cycle. They partner with the agency and impacted subrecipients to expedite recovery and navigate federal program requirements, including project management, data management, financial management, compliance, and reporting.

Texas recently chose to work with BDO GS again for recovery efforts following Hurricane Beryl.

As part of these services, BDO GS:

Monitored the largest PA project in FEMA’s history, obligated at over $9.5 billion. Our team validated all expenditures, and our work continues to withstand OIG and FEMA VAYGo oversight reviews.

Currently monitors the largest pool of HMGP funding ever awarded.

Monitored 3,177 FEMA PA and HMGP reimbursement requests totaling $12.5 billion across 31 disasters.

Assists subrecipients with project management and works alongside them to review subrecipient expenditures;

reports on federal regulation compliance, state requirements, and subrecipient policies; and has referred over

$12.5 billion in PA and HMGP funding to impacted communities.

Conducted 488 recovery scoping meetings under FEMA’s new delivery method.

Assisted the agency and subrecipients with oversight reviews, including OIG, FEMA, Single Audits, and

Improper Payments Elimination and Recovery Improvement Act compliance.

Assisted with the recent EMMIE decommissioning and transition into the FEMA Grants Portal.

Recommended improvements to FEMA and Texas’ counterparts on FEMA’s Grants Portal.

Served over 2,277 subrecipients in grant coordination, monitoring, and compliance capacities across more than

7,380 projects.

Worked alongside FEMA representatives to apply consistent methodology and keep costs within reasonable parameters for project closeouts.

Referred more than 4,000 projects to closeout.

Reviewed over 2,100 Emergency Management Assistance Compact and in-state mutual aid claims for 171 jurisdictions and state agencies statewide, totaling over $130 million. Our efforts reduced invoice processing time by 59%, enabling reimbursement within 30 days.

BDO GS created over 90 interactive reporting dashboards to deliver disaster recovery services to the Texas

Division of Emergency Management.

BDO GS played a pivotal role in supporting TDEM during the COVID-19 pandemic, providing extensive staff augmentation, technical assistance, and program management services. The BDO GS Team served TDEM by embedding in the state’s emergency operations center on day one, providing avenues to track COVID cases, PPE, and vaccines. Additionally, our responsibilities encompassed monitoring, compliance, training, financial reconciliation, and reporting solutions for federal programs, including the Treasury’s Coronavirus Relief Fund and the Coronavirus Local Fiscal Recovery Fund.

Since 2022, TDEM has entrusted BDO GS to design and administer the state of Texas 40101(d) grant program.

Through this partnership, our team provides ongoing wraparound support to implement the nation’s second-largest allocation of grid resilience funding, with an anticipated $180 million in resilience projects across over 60 subawards.

TEXAS GENERAL LAND OFFICE

Hurricane Harvey FEMA Direct Housing Mission

a. The time period of the project: December 2017 – October 2020

b. The scheduled and actual completion dates: October 30, 2020

c. The bidder’s responsibilities: BDO GS assisted Texas GLO with its first-ever state-administered FEMA Direct

Housing Mission. This program provided over $1 billion in FEMA Individual Assistance for the Hurricane Harvey

Direct Housing Mission. We provided cross-program and department coordination, project management of all implementation vendors, streamlined reporting, monitoring of financial management activities, document management, and overall program compliance monitoring. Please see an expanded description below for more detail.

c. For reference purposes, a customer name (including the name of a contact person, a current telephone number, a facsimile number, and e-mail address): Name: Jet Hays, Deputy Director for Integration, Community

Development and Revitalization |

e. Each project description should identify whether the work was performed as the prime Vendor or as a subcontractor actual (or currently planned) budget: Role: Prime vendor | Contract amount: $41.7 million |

Program value: $1.2 billion

BDO GS assisted Texas GLO with its first-ever state-administered FEMA Direct Housing Mission. This program provided over $1 billion in FEMA Individual Assistance for the Hurricane Harvey Direct Housing Mission. We provided cross-program and department coordination, project management of all implementation vendors, streamlined reporting, monitoring of financial management activities, document management, and overall program compliance monitoring. Our team worked on the Manufactured Housing Unit (MHU) Program, the Recreational

Vehicle (RV) Program, and the Direct Lease (DL) Program.

BDO GS received the highest ranking — an "A" — in Texas' Vendor Performance Tracking System for our work on this mission.

Our team designed and executed a program-wide reporting, document management, and status solution that was customized and deployed within 36 hours. The database was utilized across all programs. The rapid deployment system was key to ensuring consistency and data integrity while protecting PII. Our team transformed FEMA’s paper-based process into a more efficient and effective digital process, enabling real-time reporting for recertification data.

Our team forecasted completion timeframes based on projected move-out data gathered during recertification visits, which enabled us to promptly respond to data requests from the Governor’s office, FEMA, the state auditor, internal auditor, and GLO. We coordinated and communicated policies and best practices across multiple state agencies, projects, and municipal governments.

BDO GS also provided traditional and non-traditional monitoring and compliance review services of the FEMA direct housing programs. The traditional monitoring and compliance reviews consisted of reviewing subrecipients and

GLO programs. Non-traditional monitoring and compliance review consisted of MHU, RV, Direct Assistance for

Limited Home Repair (DALHR), and subrecipient invoice and reimbursement requests. In the non-traditional approach, we combined real-time program monitoring and compliance. Vendor and subrecipient training presentations were offered on topics including financial management, internal controls, and project cost classifications, among others.

At the conclusion of the program, we collaborated with the Texas GLO to create a “playbook” that documents the scope of the program from start-up to closeout for use on future disaster missions. We intend to apply these best practices to enhance our disaster recovery experience further.

BDO GS developed relationships with FEMA, created training, and provided guidance on federal regulations, including 44 CFR Part 206, Subpart D - Federal Assistance to Individuals and Households, to ensure the proper allocation of program, program management, and administrative costs. We coordinated and communicated policies and best practices across multiple state agencies, projects, and municipal governments.

As part of the administrative oversight, we worked directly with GLO and the agency-procured contractors to complete procurement compliance reviews and monitor monthly invoices. We collaborated with FEMA to establish a process for transferring ownership of all MHUs/TTs from GLO to FEMA upon completion of installation and final invoicing.

Working closely with FEMA and GLO, we were able to close out the Hurricane Harvey Direct Housing Mission in

October 2020.

OUTCOMES

Launched a system of operation within 36 hours of the award notice.

Staffed, trained, and deployed two-person recertification teams across 29 counties.

Developed a mobile tool and process to eliminate FEMA’s paper process and increase efficiency.

Facilitated a 24-hour call center, which served as a central source for program support for applicants.

Utilized real-time recertification data to provide compelling reports and projections.

Provided bi-weekly/monthly recertification services for 2,850 applicants for over 14,000+ recertifications.

Assisted 3,509 applicants in Texas with a state-administered FEMA Direct Housing Mission.

Accomplished project start-up to complete closeout in less than three years.

Program audits were performed by both OIG and GAO with no findings.

Helped 2,849 households with MHUs and RVs.

Assisted 135 households under the DL Program.

Supported 525 homes under DALHR.

FLORIDA DIVISION OF EMERGENCY MANAGEMENT

FEMA Public Assistance Support for the 2024 Hurricane Season and Hurricane Helene Recovery

Efforts

a. The time period of the project: October 2024 – Present

b. The scheduled and actual completion dates: ongoing

c. The bidder’s responsibilities: BDO GS has provided technical assistance, grant monitoring, compliance reviews, and various administrative services to Florida in implementing FEMA PA funding for two federally declared disasters. Hurricanes Helene and Milton. Please see an expanded description below for more detail.

d. For reference purposes, a customer name (including the name of a contact person, a current telephone number, a facsimile number, and e-mail address): Name: Ian Ohlin, Recovery Planner |

e. Each project description should identify whether the work was performed as the prime Vendor or as a subcontractor actual (or currently planned) budget: Role: Prime vendor | Contract amount: | Program value:

$97 million

BDO GS has provided technical assistance, grant monitoring, compliance reviews, and various administrative services to Florida in implementing FEMA PA funding for two federally declared disasters—hurricanes Helene and

Milton. Our team currently supports 129 subrecipients across 14 counties, covering 569 project worksheets with over $97 million in project obligations. Our efforts include oversight of FEMA PA reimbursement processes, with validated expenditures consistently meeting federal standards. Our team has deployed staff on-site with subrecipients to provide technical and grant compliance assistance.

As part of these services, BDO GS has reviewed 248 projects to date and conducted 133 exploratory meetings, 125 recovery scoping meetings, and 736 follow-up calls. Custom dashboards for this program display project status and funding obligations by subrecipient, giving Florida real-time visibility into program activity to support program oversight and informed decision making.

PA SUPPORT OUTCOMES

Rapidly deployed leadership within 24 hours of notification.

Coordinated mass email communications for RPAs to over 1,350 contacts across 383 potential subrecipients.

Deployed technical assistance staff to assigned counties as needed.

Developed reporting dashboards to monitor project status through FEMA and State systems.

Recognized as a contractor of the week by the FDEM contract team.

BDO GS mobilized immediately and deployed a manager onsite at the Emergency Operations Center in

Tallahassee to support recovery efforts within 24 hours of Hurricane Helene’s landfall, before FEMA’s emergency declaration. We mobilized the first six temporary housing units on September 30, just four days after landfall, and provided temporary sheltering options with the availability of units from the Tallahassee staging yard. We immediately deployed an on-site manager and provided site inspections for non-congregate sheltering (NCS). We have continued efforts to search for temporary housing using a screening tool to locate RV and mobile home parks with available pads. Our team is working with 16 counties to support recovery from Hurricane Helene.

HURRICANE HELENE RECOVERY EFFORTS OUTCOMES

Delivered 166 temporary housing solutions.

Scheduled private site inspections.

Scheduled commercial park site inspections.

Identified 750 commercial park pads for use.

Performed NCS data sharing.

Performed outreach to commercial parks.

Provided Florida with NCS contract rates/pricing and logistics costs.

Offered recommendations for system integration to report and track data (push/pull).

1.9

SUBCONTRACTORS

If the awarded bidder(s) intends to subcontract any part of its performance hereunder, the awarded bidder(s) should provide:

i. name, address, and telephone number of the subcontractor(s),

ii. specific tasks for each subcontractor(s),

iii. percentage of performance hours intended for each subcontract; and

iv. total percentage of subcontractor(s) performance hours.

No Response Required:

TECHNICAL RESPONSE

2.1

Describe bidder’s process for providing PA technical services.

The bidder should address the following:

i. Bidder’s process for reviewing projects for sub-recipients not yet obligated by FEMA

ii. Bidder’s process for reviewing projects for sub-recipient(s) after obligation to ensure eligible payments made to sub-recipient(s) and smooth closeout process

iii. Bidder’s process for working with sub-recipients to ensure needs of project are met (Please provide at least one narrative description of previous work with a sub-recipient)

Response:

The BDO GS Team will guide the State and its subrecipients through the FEMA PA, hazard mitigation, and long-term recovery processes seamlessly. Our extensive track record in disaster recovery management enables us to navigate the complexities of the PA process with efficiency and precision. Our approach includes the following:

Knowledge of Applicable FEMA Programs. The BDO GS Team offers expertise and technical competence in managing FEMA PA processes and ensuring compliance with federal regulations, specifically the Robert T. Stafford

Disaster Relief and Emergency Assistance Act (Stafford Act), the Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA), the Sandy Recovery Improvement Act of 2013 (SRIA), and the Disaster Recovery Reform Act of 2018 (DRRA). Our proven approach will help the State confidently navigate the complexities of the PA program, with a focus on effective project execution, documentation, and audit readiness.

The BDO GS Team has extensive experience assisting clients with audit responses, including A-123 Internal

Controls Reviews and Improper Payment Act reviews for DHS programs, ensuring compliance and minimizing long-term risk from public watchdogs. Our role is to safeguard stakeholders by ensuring audit-ready decisions and documentation, allowing them to focus on immediate priorities while we manage compliance with oversight requirements. The BDO GS Team’s diligence has resulted in zero uncontested findings in Improper Payments

Elimination and Recovery Act audits for our clients, while reviewing over 18,000 expenses totaling more than $10.1 billion.

Expertise with Evolving FEMA PA Program

Our FEMA experts understand the evolving PA program and can anticipate the challenges your program will face in one of the most crucial times of crisis. With decades of experience, we are well-versed in FEMA’s trends and are prepared for any changes. The BDO GS Team is equipped to guide you through the entire program lifecycle effectively and compliantly, and maximize your PA reimbursement.

The BDO GS Team will guide the State through the evolving FEMA PA landscape, including the following issues and trends:

i. Process for Reviewing PA Projects for Subrecipients Not Yet Obligated by FEMA

BDO GS employs a structured and comprehensive process to review PA projects for subrecipients that FEMA has not yet obligated. We designed our approach to comply with all FEMA and federal requirements, maximize eligibility, and expedite funding to subrecipients.

ii. Process for Reviewing Projects for Subrecipients after Obligation

Once FEMA PA projects are obligated, BDO GS implements a systematic post-obligation review and monitoring process. We use this process to verify that all payments made to subrecipients are eligible and compliant with federal and state requirements, and position each project for a smooth, timely closeout.

iii. Process for Working with Subrecipients to Meet Project Needs

BDO GS employs a comprehensive, collaborative approach to support subrecipients throughout the FEMA PA project lifecycle. We designed our process to meet each subrecipient’s project needs from initial damage identification through final closeout, while maximizing funding and ensuring compliance.

EXAMPLE OF PREVIOUS WORK WITH A SUBRECIPIENT

BDO GS brings extensive expertise in supporting subrecipients in managing their projects from pre-obligation to closeout. One example of providing PA technical services was as part of Texas’ COVID-19 response, where BDO

GS successfully guided a subrecipient’s multibillion-dollar claim through every phase of the public assistance lifecycle.

The BDO GS Team provided detailed guidance on project formulation and collaborated to develop an effective project management plan for successful submission and oversight. Additionally, our team identified critical internal control requirements, advised vendor monitoring protocols, and offered best practices for managing their public assistance projects. The team also provided comprehensive support in processing and reviewing thousands of invoices tied to the subrecipients’ multibillion-dollar claim. This high level of service was validated through successful audits conducted under the FEMA VAYGo process, which helped minimize state risk and ensured that the subrecipient received and retained their reimbursements.

2.2 Describe bidder’s process for providing IA technical services.

Response: In response to the State’s need for IA services, the BDO GS Team will deliver a full range of expert support to maximize the effectiveness of disaster recovery efforts for residents. With a deep understanding of