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City of Oakland, Zero Waste ServicesMixed Materials & Organics Collection Services

Service Group 1

09 January 2013



Waste Management of Alameda County, Inc. is honored to be presenting

to the City of Oakland the privilege to retain mixed materials & organicscollection services for the City.

On the cover:

Waste Management of Alameda County employs not just people but

generations of people.

(L-R) WMAC Container Welder Aaron Brown & his mother, WMAC

Customer Experience Manager Karen Brown, WM Mechanic (Retired) Jeff

Huesler Sr. & his son, WM Mechanic Jeff Huesler Jr., WMAC Driver Dave

Dutra & his son, WM Driver Adam Dutra.



C O V E R

L E T T E R , S U R E T Y , C O

M M I T M E N T ,R E

C E I P T

&



Zeo Wase Sevices Cove Lee, Se, Aea, Ec.

1. COVEr LEttEr, SurEty, AddEndA, EtC.

1.1 COVER LETTER

Jaa 9, 2013

to: Hooable Mao Jea Qa-Ci of Oakla

Hooable Membes of he Ci Cocil of Oakla

M. Gae Fizgeal- Zeo Wase Sevices rFP Pocess Cooiao

Ofce of he Pblic Woks Agec

250 Fak H. Ogawa Plaza, Sie 4313

Oakla, Califoia, 94612-2034

RE: Response to “City of Oakland, Request for Proposals for Zero Waste Services, Service Group 1

Wase Maageme of Alamea Co, Ic. (WMAC) fka Oakla Scavege Compa, is peecesso, a

wholl owe sbsiia of WM Holigs, Ic., (Wase Maageme), is please o povie o complee

sbmial i espose o he reqes fo Poposals fo Zeo Wase Sevices, Sevice Gop 1.

WMAC is commie o helpig he Ci of Oakla mee is zeo wase goals wih ew commi-base

pogams, icease ivesme i local faciliies, focs o local job ceaio a leaig ege echol-

og. O pogams will ese ha we mee a ecee he epecaios of he Ci, a we have he

bes people i he is cople wih sog capial esoces ha will make o pla a eali fo

he Ci.

WMAC is he ol compa ha esas he Ci of Oakla well eogh o impleme a gass oos

campaig ha asfoms he Ci--eighbohoo b eighbohoo bsiess isic b isic bil-



Cove Lee, Se, Aea, Ec. The City of Oakland

Maximize Local Business Presence – WMAC’s “B Oakla Veo Pogam” – We will Icease o

spe wih Ci of Oakla bsiesses a ogaizaios b 30%. We cel spe $67 millio o a

aal basis, a his amo will coie o gow.

Investment in Oakland’s Zero Waste Future, Commitment to the City of Oakland - WMAC will i-

ves $67.2M i he egio pgaig faciliies a geeaig a aiioal $110 millio i

ecoomic acivi.

Innovative Technology and Social Media Platforms for Grassroots Marketing - Wase Maageme

eses social eqi i o commiies hogh livig wages, sog labo elaioships, fees fo

Ope Space, commime o safe, eowmes, a commi paeships. We will coie o

seghe o oos i he commi.

A Seamless Transition that Minimizes Disruption to Residents and City Staff – On day one of the

coac, we will be pepae o begi meeig he Zeo Wase ivesio goals he Ci has esab-

lishe.

We sogl believe ha WMAC is he bes o lea he e geeaio of pogams a faciliies fo

he Ci of Oakla’s goal o mee zeo wase. We have he people esoces, capial commime a

mos impoal, a sog paeship ceae ove o 100 ea hiso. Le’s coie o joe

ogehe.

WMAC especfll sbmis he followig eqie ifomaio pe rFP secio 3.3.2.1.1 “Cove Lee”:

Name, addresses, telephone number, and email address of proposer’s key contact person:

Ba Skolick, Aea Vice Pesie | Wase Maageme of Alamea Co, Ic.

172 98th Avee | Oakla, CA 94603 | 510 613 2112

Please oe ha Ba Skolick seves as boh Aea Vice Pesie wih Wase Maageme, Ic. a

Pesie of Wase Maageme of Alamea Co, Ic. Fo fhe ifomaio, please see he a-

h i f S L S ih




Wase Maageme of Alamea Co, Ic. has caefll eamie, esas, a agees o povie

he scope of he rFP a o mee he eqiemes of he MM&O coac wiho esevaio, less i

has specicall aske fo claicaio o sigla pois i his espose.

A written statement warranting that the requirements of the Disposal Services Contract as de-

scribed in this RFP document, its enclosures, attachments, and all addenda, by listing all addenda

and dates received, have been thoroughly reviewed and the proposer has conducted all due dili-

gence necessary to conrm material facts upon which the proposal is based.

Wase Maageme of Alamea Co, Ic. has eceive:

Release Date Document(s)Sepembe 21, 2012 Aem #1 o Collecio Sevices poio of he Zeo Wase rFP, eplacig rFP Secios 1-4

i hei eie

Sepembe 28, 2012 Aem #2 o he Collecio Sevices poio of he Zeo Wase rFP, poviig Ae-

m #2 resposes o Qesios receive fom Eligible Poposes, evisig MM&O Collecio

Sevices rFP Fom 14 a rr Collecio Sevices rFP Fom 14, a aig MM&O Collecio

Sevices rFP Fom 13A a rr Collecio Sevices rFP Fom 13A;

Ocobe 4, 2012 Aem #3 o he Collecio Sevices poio of he Zeo Wase rFP, poviig: Aem

#3 resposes o Qesios receive fom Eligible Poposes; evisig MM&O Maimm Cs-

ome Sevice raes Foms, Collecio Sevices rFP Aachme 1d, a Collecio Sevices

rFP table 2-1; a aig MM&O Collecio Sevices rFP Aachme 1F, Aachme 1G,

Aachme 3, a Aachme 4.

Ocobe 10, 2012 Aem #4 o he Collecio Sevices poio of he Zeo Wase rFP, poviig Aem

#4 resposes o Qesios receive fom Eligible Poposes; a aig Aachme 5 a

Aachme 6.

Ocobe 15, 2012 Aem #5 o he Collecio Sevices poio of he Zeo Wase rFP, poviig Aem#5 resposes o Qesios receive fom Eligible Poposes; a evisig Mie Maeials a

Ogaics Collecio Sevices Coac Ehibi 8, table B.

Ocobe 17, 2012 Aem #6 o he Collecio Sevices poio of he Zeo Wase rFP, poviig Aem



Cove Lee, Sey, Addenda, Ec. The City of Oakland

Wase Managemen of Alameda Cony, Inc. waans he eqiemens of he MM&O Conac as de-

scibed in his rFP docmen, is encloses, aachmens, and all addenda lised above, have been

hooghly eviewed, and i has condced all de diligence necessay and available o conm maeial

facs pon which he poposal is based.

A written statement acknowledging that, should the City award the MM&O Collection Services

Contract to the proposer, a payment in the amount set forth in Section 3.1.19.1 of this RFP will be

paid by the proposer to the City for reimbursement of the cost of this procurement within thirty

(30) days of the execution of the MM&O Collection Services Contract. Failure to provide this state-

ment or taking exception to this requirement will result in disqualifcation.

upon awad and execion of he MM&O Collecion Sevices Conac o WMAC, Wase Managemen of

Alameda Cony, Inc. will eimbse $750,000 o he Ciy o cove he cos of his pocemen wihin

hiy days. I is ndesood ha faile o do so will esl in disqalicaion.

A written statement acknowledging the validity of the proposal contents including the proposed

Maximum Collection Service Rates through June 30, 2015 or such earlier time as the proposed

Maximum Collection Service Rates may be adjusted by the City.

Wase Managemen of Alameda Cony, Inc. epesens all infomaion conained in his poposal is fac-

al and accae o he exen known. the aached esponse o he rFP follows he gidelines of he

Ciy’s eqes. WMAC waans he enclosed poposal will emain in valid hogh Jne 30, 2015, o sch

ealie ime as he poposed Maximm Collecion Sevice raes may be adjsed by he Ciy.

WMAC looks fowad o yo eview of he poposals. We songly feel ha we ae he only company

ha can flll he Ciy’s needs. We have pesened a esponse, which will mee and exceed Oakland’s

goals, concens, and objecives egading his poposal. We look fowad o discssing o poposal wih

he Ciy. Please do no hesiae o conac me if yo have any qesions egading o sbmission.

Sinceely




1.2 PROPOSAL SURETY

In order to propose on Service Group 1 - MM&O Collection Services proposers must submit a One

Hundred Thousand Dollar ($100,000) proposal surety in accordance with Section 3.2.15 of this

RFP.




1.3 PERFORMANCE SECURITY COMMITMENT LETTER

In order to propose on Service Group 1 ¡V MM&O Collection Services, proposers must submit a

Seven Million Dollar ($7,000,000) Performance Bond Commitment Letter or a letter stating that

the proposer will provide a Letter of Credit in accordance with the requirements of Section 24.03

of the MM&O Collection Services Contract.

O he followig pages, please WMAC’s lee of pefomace seci--povie i accoace wih

Secio 24.03 of his rFP.




1.4 RECEIPT OF ADDENDA

Proposers shall acknowledge receipt of each addendum to this MM&O Collection Services portion

of the Zero Waste Services RFP by signing in the space provided on the issued addendum and by

submitting all addenda with their proposal.

O he followig pages, please sige copies of Aea 1 hogh 14 o he Zeo Wase

Sevices rFP.



The City of Oakland



Z W S i



Zeo Wase Sevices

TABLE OF CONTENTS

1. COVEr LEttEr, SurEty, AddEndA, EtC. 3

1.1 COVEr LEttEr 31.2 PrOPOSAL SurEty 7

1.3 PErFOrMAnCE SECurIty COMMItMEnt LEttEr 9

1.4 rECEIPt OF AddEndA 11

2. ExECutIVE SuMMAry 17

3. QuALIFICAtIOnS 19

3.1 KEy StAFF PErSOnS 19

3.2 rEFErEnCES 37

3.3 LItIGAtIOn HIStOry 75

4. StAtEMEnt OF FInAnCIAL QuALIFICAtIOnS 77

4.1 AudItEd FInAnCIAL StAtEMEntS 79

4.2 CFO StAtEMEnt OF nO MAtErIAL CHAnGE 85

4.3 PrOOF OF rEQuIrEd FInAnCInG 85

4.4 LABOr AGrEEMEntS 88

5. tECHnICAL PrOPOSAL 91

5.1 MIxEd MAtErIALS And OrGAnICS COLLECtIOn SErVICES 97

5.2 COLLECtIOn SErVICES OPErAtIOnS PLAn 127

5.3 dIVErSIOn PLAn 1715.4 CuStOMEr SErVICE PLAn 211

5.5 COMMunIty OutrEACH StrAtEGy 231

Th Cit f O kl d

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The City of Oakland

TABLE OF FIGURES

FIGurE 1. SIx StEPS FOr COMMunIty BASEd SOCIAL MArKEtInG 116

FIGurE 2. WM OVErALL tOtAL rECOrdABLE InJury rAtE (trIr) 159

FIGurE 3. WMAC tOtAL rECOrdABLE InJury rAtE (trIr) 160

FIGurE 4. WM OVErALL VEHICLE ACCIdEnt rECOrdABLE rAtE (VArr) 160

FIGurE 5. WMAC VEHICLE ACCIdEnt rECOrdABLE rAtE (VArr) 160

FIGurE 6. SCrEEnSHOt OF SAMPLE rEPOrtS 167

FIGurE 7. dAVIS StrEEt FACILItIES PrOCESS SOurCE-SEPArAtEd And MIxEd

MAtErIALS FOr MAxIMuM rECOVEry And rECyCLInG tO ACHIEVE OAKLAnd’S

ZErO WAStE GOALS. 171

FIGurE 8. ACHIEVInG ZErO WAStE ACrOSS OAKLAnd’S ZErO WAStE

EnVIrOnMEntAL HIErArCHy 173

FIGurE 9. PrOPOSEd FACILItIES: dAVIS StrEEt MAP 186

FIGurE 10. PrOPOSEd FACILItIES: GrAPHIC dESCrIPtIOn FOr EACH MAtErIAL

StrEAM ACHIEVInG GuArAntEES tOWArdS ZErO WAStE 187

FIGurE 11. PrOPOSEd FACILItIES: MAtErIAL FLOW At dAVId StrEEt CAMPuS 188

FIGurE 12. SIx StEPS FOr COMMunIty BASEd SOCIAL MArKEtInG 233

FIGurE 13. HOLIStIC StrAtEGy tO drIVE ZErO WAStE 236

Z W S i

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Zeo Wase Sevices

TABLE OF TABLES

tABLE 1. SuMMAry OF rESIdEntIAL rECyCLInG COLLECtIOn SErVICES rEFErEnCE

SERVICE OFFERINGS 38

tABLE 2. SuMMAry OF MIxEd MAtErIALS & OrGAnICS COLLECtIOn rEFErEnCE

SERVICE OFFERINGS 39

tABLE 3. JurISdICtIOn CuStOMEr ACCOuntS 40

tABLE 4. JurISdICtIOn dIVErSIOn rAtES* 41

tABLE 5. KEy FunCtIOnAL dEPArtMEnt trAnSItIOn rESPOnSIBILItIES 98

tABLE 6. CIty OF OAKLAnd trAnSItIOn PLAn tASK tIMELInE 100

tABLE 7. trAnSItIOn PLAn AdVAntAGES OF COMBInInG MIxEd

MATERIALS/ORGANICS AND RECYCLING SERVICES 125

tABLE 8. SuPErVISOry And AdMInIStrAtIOn VEHICLES 128

tABLE 9. VEHICLE rELAtEd AdVAntAGES OF COMBInInG MIxEd MAtErIALS/OrGAnICS

AND RECYCLING SERVICES 137

tABLE 10. MIxEd MAtErIALS 139

tABLE 11. OrGAnICS 139

tABLE 12. rECyCLInG 140

tABLE 13. COntAInEr rELAtEd AdVAntAGES OF COMBInInG MIxEd

MAtErIALS/OrGAnICS And rECyCLInG SErVICES 142

tABLE 14. nuMBEr OF truCKS rEQuIrEd 143

tABLE 15 tyPE OF WOrK PErFOrMEd By unIOn AFFILIAtIOn 149

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E X E C U T I V E

S U M M A

R Y



Zero Waste Services Executive Summary



Zero Waste Services Executive Summary

2. EXECUTIVE SUMMARYWaste Management of Alameda County (WMAC) appreciates the opportunity to provide the City of

Oakland with this visionary Mixed Materials and Organics solutions proposal. Our proposal builds on our

service to the community over the past 100 years and offers the City an innovative Zero Waste partner-ship designed to drive economic growth, be socially equitable, and environmentally sustainable. We pro-

duced the video Oakland to Zero to illustrate our local, closed-loop approach; it is on the enclosed DVD.

Key Proposal Components

Waste Management Provides the Most Economically Benecial Solution

Oakland is at a pivotal moment in its economic growth. After weathering setbacks in the 1980s and

1990s, it has emerged as a City well-positioned to take advantage of the economic recovery with itsdiverse workforce and strong City fundamentals. Thus, WMAC is committed to helping Oakland create

an even more prosperous economy, with new community-based programs, increased investment in local

facilities, focus on local job creation and leading edge technology. As an organization based in Alameda

County since the early 1900’s, WMAC has been a community partner for 100 years, contributing sig-

nicantly to the economic growth and development of the region. In addition to over $27M in vehicle

purchases, and $15M in carts, WMAC will investment over $86M at our local, permitted recycling facili-

ties as part of our commitment to the community and zero waste endeavors. A comprehensive Economic

Benet Report has been prepared by a reputable third party that better depicts our economic contribu -tion. (See Appendix B) Key Highlights of our plan include:

Maximized Local Business Presence – Through our “Buy Oakland Vendor Program,” WMAC is committed

to implementing an internal Buy Oakland Strategy and increasing our spend with City of Oakland busi-

nesses and organizations by 30%. In 2011 as per our economic analysis, WMAC’s spend in the area was

over $67M, and we anticipate that this amount will continue to grow. (See the section entitled Value

Adds for our Buy Oakland Strategy and Economic Plan)

New Quality Jobs. Through our “Hire Oakland” initiative, the 50% Hire Oakland Initiative will add at

least 65 new jobs for Oakland residents with a total payroll owing into Oakland of $4.7M annually. The

pay for these positions would be consistent with the $99,343 weighted average compensation packages

that apply to new hires and replacement workers in the relevant classications.



Q U A L I F I C A T I O N S



Zero Waste Services Key Staff Persons




3. QUALIFICATIONS

3.1 KEY STAFF PERSONS

Include proposer’s Contract Compliance Coordinator and Services Manager assigned to the City.Proposers must identify each Person and provide resumes and job responsibilities for key staff

proposed for the service identied herein. Of key importance to the City is demonstrated experi-

ence in providing residential and Commercial Collection Services, knowledge of Collection Contain-

ers, experience operating automated and semi-automated Collection vehicles, expertise in imple-

menting Diversion programs, and coordination with the current hauler and City staff.

WMAC’s leadership has years of experience in all aspects of the waste and recycling services required

under this contract with the City of Oakland. Our team’s formidable industry knowledge, combined

with their unique familiarity in handling Oakland’s materials and a commitment to exceeding the City’s

zero waste goals will ensure the successful implementation of Mixed Materials and Organics collection,

processing and diversion. The following is a summary of the experience and responsibilities of our key

personnel. For additional information, please nd their complete resumes in Appendix G.

DEDICATED CONTRACT MANAGER

Greg Lammers

Area Sr. Manager, Public Affairs and Compliance

Phone: 510 613 2850

[email protected]

Greg Lammers, the Northern California/Nevada Area Senior Manager for Public Affairs and Compliance,

will serve as the interim Contract Manager (as well as the Contract Compliance Coordinator and Services

Manager) for the Cit of Oakland. Upon contract award, Greg will work with the Cit to identif desired

did t li ti d di t th iti t l t th b t ibl did t

Key Staff Persons The City of Oakland



y y

SENIOR LEADERSHIP

Barry Skolnick

Area Vice President (AVP), Northern California/Nevada Area

Phone: 510 613 2112

[email protected]

Barr Skolnick moved to WMAC’s Oakland Ofce to become the Area Vice President in 2009. He joined

Waste Management in 2002, bringing more than 10 years of industry experience as a former owner and

operator of several waste and reccling companies. Barr oversees the scal operations of a market

area that spans from Fort Bragg to Monterrey and east to the Nevada High Sierras. The region is home

to several small, medium and large hauling companies, transfer stations and landlls with an emploee

base of about 2,200 men and women. The Area provides a wide range of career opportunities—from

truck drivers, recycling operators, mechanics and heavy equipment operators to accountants, engineers,

customer service representatives and many positions that form a well-oiled environmental service team.

Responsibilities Include:

Approves all Northern California/Nevada Area contracts

Secures corporate capital for Davis Street Transfer Station, Altamont Landll and Redwood Landll

facilities designed to help Oakland reach its zero waste goals

Oversees performance of operations, maintenance, customer service, and all transfer stations and

landlls serving the Cit of Oakland

Manages strategic planning and capital improvements for all Area locations

Alex Oseguera

Vice President and General Manager, Northern California/Nevada Area




y

Mike Witt

Director of Collection Operations, Northern California/Nevada Area

Phone: 916 294 4001

[email protected]

As the Director of Collection Operations, Mike is responsible for ensuring Waste Management delivers

safe, high-quality service to all our customers. Mike joined Waste Management in 1999 with more than

nine years of industry experience spanning operations across the Western U.S. and Canada. Mike will

provide guidance and implement corporate initiatives designed to support Oakland’s zero waste goals

and achieve world-class service to Oakland residents.


Oversees all collection operations

Introduces corporate initiatives for safety and operations improvement

Works with WMAC staff to ensure world class service to the City of Oakland

Michael Bocage, Safet Manager, Northern California/Nevada Area District Operations Manager, WMAC

Phone: 510 613 2102

[email protected]

Michael began his career in 1985 as a Head Route Driver in east and west Oakland with Oakland Scav-

enger. Following Waste Management’s purchase of Oakland Scavenger in 1986, Michael became a Route

Manager for various Oakland collection routes. Today, Michael is the Area Safety Manager responsible

for effectively supporting the development and implementation of a fundamental approach to safety




y y

Ken Lewis

Director Landll Operations

Phone: 510 613 2158

[email protected]

Ken Lewis is the Director of Landll Operations in the Northern California/Nevada Area. His oversight

includes all landll, reccling, composting and mulch operations that occur at our seven landlls. He

joined Waste Management in 1995 as an engineer before transitioning to operations management. Ken

has over 20 years of experience in the industry, including civil and geotechnical engineering. Prior to

joining Waste Management, Ken was a design and engineering consultant with EMCOM and other consult-

ing companies.


Oversees seven landlls in Northern California/Nevada Area

Directs the staff charged with landll environmental safeguards, including the district managers at

each landll along with the gas technicians, engineers and environmental protection staff

Ensures compliance with all local, state and federal regulatory and tonnage reporting requirements

COLLECTIONS TEAM

Fleet

Scott Germann

Fleet Manager, Northern California/Nevada Area

Phone: 510 613 2846

[email protected]




Charlie DeLa Mater

Senior District Fleet Manager

Phone: 510 613 8760

[email protected]

Charlie directs eet operations at our Oakland facilit. He is responsible for over 260 collection vehicles

and an additional 40-plus support vehicles that service seven franchise agreements, including the City of

Oakland. He has worked in management for the last eleven years starting as a Maintenance Supervisor

in Santa Rosa, then Fleet Manager at our Davis Street Transfer Station, and now as our Fleet Manager at

WMAC. Charlie joined WMAC in 2001 and has over 31 years of experience in the industry.

Charlie has the distinction of not onl running our largest facilit, but also managing the rst Liueed

Natural Gas (LNG) fueling station supplied with Altamont Landll bio-methane. Under his supervision,

the station expanded to incorporate conversion technolog to fuel our growing eet of CNG trucks.


Manages maintenance personnel who service, inspect, maintain and repair the Oakland eet

Coordinates and conducts all safety training meetings for the Maintenance department

Imposes Waste Management’s safet procedures, compliance procedures, and eet inspections to

ensure safe operation of all vehicles on the road in the Oakland community

Operations

Tom Ridder

Senior District Manager

Phone: 510 613 2875

tridder@wm com




Dino Fontana

District Operations Manager

Phone: 510 613 2182

[email protected]

Dino Fontana joined Waste Management in 1984 as a second-generation Oakland Scavenger. He has over

28 years of industry experience, all of it in Alameda County. As Operations Manager, Mr. Fontana over-

sees all hauling operations at the 98th Avenue facility in Oakland. Dino has also managed the roll-off

division, cart and container delivery operations, and container repair operations.


Coordinates cart distribution and will be responsible for overseeing new cart distribution under the

Oakland contract

Oversees bin maintenance, including painting, grafti cleanup and repair

Directs commercial and roll-off departments

Kevin FloydResidential Operations Manager

Phone: 510 613 2185

[email protected]

Kevin joined WMAC in 2006, following more than 20 years of experience in the transportation and

logistics industry. He provides the logistics planning for all the Oakland Amnesty events, as well as thespecial collections and compost giveaways in Castro Valley and Albany.






Supervises 35 drivers and 22 routes

Conducts daily pre-trip meetings with drivers, focusing on safety and customer service

Coaches drivers to ensure best practices

Monitors routes to observe drivers and condition of routes

Responds to customer complaints and service requests

Eric D. Baebler

Route Manager, Albany, Emeryville, Oakland Hills & Oakland Bulky

Phone: 510 613 [email protected]

Mr. Baebler serves as the Route Manager for Albany, Emeryville, Oakland Hills, and the Oakland Bulky

Waste team. He joined WMAC in 2010 following career in the U.S. Navy and experience in management

and loss prevention in a retail setting. He holds a Master’s degree in Criminal Justice and a B.S. in Politi-

cal Science and General Engineering. Eric represents Waste Management as the primar point of contactfor Albany and Emeryville. He’s also a member of the San Diego Sierra Club.


Manages 16 drivers and 12 Oakland routes, including Oakland Bulky












Jeffrey Cox

Route Manager, Residential Route Manager

[email protected]

In January 2012, Jeff joined the team at WMAC as a Route Manager. He is recognized by both coworkers

and customers alike for exceeding expectations and is the recipient of numerous awards for his consis-

tent commitment to excellence in execution.


Manages 15 drivers for 13 residential and commercial routes in west and north Oakland





Dennis Mariano

Route Manager

Phone: 510 875 3394

[email protected]




Fred Slaats

Roll-Off Route Manager

Phone: 510 613 2883

[email protected]

Fred joined WMAC in 2012, following a 25-year career in the transportation industry. He is responsible

for the safet, service, and efcienc of the Industrial Division of WMAC in Oakland.


Performs quarterly Observed Behavior Assessments (OBA) for each driver

Conducts and/or assists in weekl safet meetings

Conducts truck inspections under “Safety Lane Inspection”

Reviews driver paroll, truck weights, vehicle compliance, DOT hours, and route efciencies

Reviews DMV Pull Notice Program

Responds to customer complaints, service reuests and in-eld customer service needs

Eleanor Shaver

Route Auditor

Phone: 510 613 2144

[email protected]

Eleanor serves on the two-person Central Dispatch team. She joined Waste Management in 1981 as a

second-generation Oakland Scavenger. She has deep roots in Oakland Scavenger Company. Her father,

Robert Vaccarezza, was a partner in the company. Her brother, Richard, a WMAC driver for the past 26

years started with Oakland Scavenger Her great uncle Tony Dalcino arranged for the purchase of the




Timothy S. Reed

Route Auditor

Phone: 510 613 2132

[email protected]

Tim joined WMAC in 2010 with over ten ears of experience in the eld of operations logistics. Using his

extensive Marine Corps training and past work experience in Distribution Management, Tim continues his

career in logistics as the second member of the WMAC Central Dispatch team.


Dispatches 250 WMAC drivers and vehicles every morning, starting at 2:30 a.m.

Ensures the highest level of service performance by our employees to the City of Oakland

Diana F. Camacho

Consolidated Dispatch Manager

Phone: 510 613 2823

[email protected]

Diana Fabiola Camacho is the Dispatch Manager for WMAC. Ms. Camacho started her carrier with Waste

Management in 2001. She has 11 years of experience in the hauling industry. Prior to her current po-

sition, Ms. Camacho served as Consolidated Dispatch Billing Supervisor for Cal Bay Market Area and

Operations Specialist, Dispatcher and Customer Service Representative for Empire Waste Management in

Sonoma County.

Responsibilities Include::

Ensures compliance with dispatch processes, productivit, efcienc, and DOT regulations





Manages operations improvement and protocol optimization

Creates reporting mechanisms to measure success and identify areas for improvement

Troy Zimmer

Technical Support Manager

Phone: 510 714 4861

[email protected]

Troy joined WMAC in 2000, following a 22-year career in the refuse collection industry. He is the cham-

pion of our driver-training program and is popular among our drivers for his rst-hand knowledge and

result-oriented approach. Troy has been successful in building positive partnerships with collective bar-

gaining employee groups as well as internal and external customers.


Manages new-hire training program for the market area, spanning ve states

Develops training curriculum for CDL drivers, dispatchers, and all management employees Develops weekly and monthly analysis on accidents and incidents in the market area

Conducts weekly safety calls to review accidents and share best practices

Manages and supports ad-hoc projects for Area hauling and post collection districts

Reviews all safety and compliance regulations with District Managers and jointly develops solutions

Interacts with route managers, drivers and facility management at each location on the top four

causes of accidents and injuries in each district

PROCESSING





Manages all aspects of processing an average of 4,000 tons per day of recyclable, organic and com-

postable materials on 52-acre site with more than 400 employees

Oversees one of the most complex material recovery operations, comprised of four MRFs, public

drop-off for universal waste, WM EarthCareTM retail center and reuse center.

Provides strategic direction for the expansion of diversion services, overseeing permitting, engineer-

ing and technology acquisition

Rebecca Jewell

Recycling Programs Manager, Davis Street Material Recycling and Transfer Station

Phone: 510 563 4214

[email protected]

Rebecca began as the Recycling Programs Manager at Davis Street Material Recycling and Transfer Sta-

tion in 2006, after 10 ears in the nonprot sector. Her interest in reccling grew during her three ears

as Volunteer Manager at the Society of St. Vincent de Paul of Alameda, where she shaped two creative

reuse programs and helped the recycling efforts of the community thrift. Rebecca is responsible for

communicating with Davis Street partners about the facility, and opportunities for recycling and provid-

ing education. She currently volunteers on the Alameda County Recycling Board, the Northern California

Recycling Association and the San Leandro Chamber of Commerce program, Careers in Industrial Tech-

nology, introducing San Leandro high school seniors to career options available within the City of San

Leandro.


Researches new recycling technologies and programs for implementation at Davis Street




the Altamont Landll. In 2012, he was promoted to Transportation Manager, overseeing the team of driv -

ers and vehicles responsible for the transport of materials to the Altamont Landll, Port of Oakland and

our WM EarthCareTM compost and mulch facilities.


Supervises four route managers overseeing 74 Local 70 drivers

Meets weekly with the union

Conducts regular safety meetings

Oversees compliance and safety issues

Marcus NettzSr. District Manager, Altamont Landll

Phone: 925 455 7323

[email protected]

Marcus Nettz is the Sr. District Manager of the Altamont Landll & Resource Recover Facilit. He joined

WMAC in 2011, bringing more than 19 years of experience in the areas of business operations, wastemanagement, project management and project controls. Marcus has held progressive leadership roles

in general management at several companies, including BFI, Allied Waste Industries and Republic Ser-

vices. For last eight years, Marcus has focused on oversight of post-collection facilities, becoming an

IEPA certied landll operator and producing an outstanding environmental record at two of the largest

facilities in Illinois.


Manages day-to day operations, safety and governmental compliance

O t ti f CASP d RAC ti f iliti




oversight of the landll and MRF. He joined the Altamont Landll in 2010 and completed the Waste Man-

agement Landll Manager Training Program in 2011.


Prepares Oakland tonnage reports

Supervises scale house, tipper and heavy equipment personnel

Daniel North

Redwood Landll District Manager

Phone: 415 408 9054

[email protected]

Daniel North is the manager of the Redwood Landll and Reccling Facilit, which includes the WM

EarthCare™ windrow OMRI-listed composting operation in Novato, CA. Dan joined Waste Management in

2006 as an Operations trainee. A licensed civil engineer with a Master’s in Business Administration, Dan

was quickly recruited to serve as an Area analyst. In 2011, he was promoted to District Manager of the

Tri-Cities Landll in Fremont, where he oversaw the WM EarthCare™ mulch production operations and

the landll’s closure. With his keen knowledge of WM EarthCare™, Dan was the obvious candidate for

Redwood Landll when its District Manager retired.


Oversees da-to-da operation of Redwood Landll and composting operations

Manages long-term planning of the future facility operations

Alisha McCutcheon

Technical Manager

Phone: 415 408 9055



David Tucker

Director of Community & Public Relations

Phone: 510 613 2142

[email protected]

David joined Waste Management in 2004 with many years of experience in the government and com-

munity relations arena. David began his career in government and community relations as a Field

Representative with the California State Assembl and later as a Government and Communit Relations

Representative for Kaiser Permanente. He later served as a District Director for a member of the U.S.

House of Representatives and most recentl as Division Manager of Local Government and Communit

Relations for the San Francisco Bay Area Rapid Transit District. David is a member of several Bay Area

Civic and Business Board of Directors, including the Oakland, Hispanic, African American and Chinatown

Chambers of Commerce in Oakland and the Airport Area Business Association. He is past president of the

San Leandro Chamber of Commerce.


Monitors WMAC’s franchise agreements

Develops and implements strategic communications, fostering strategic alliances and relationships

with area elected ofcials

Supports community organizations through charitable contributions and volunteer efforts

Rebecca Parnes

Recycling Coordinator

Phone: 510 613 2104

[email protected]




Compliance

Jason Silva

Contract Compliance Supervisor

Phone: 510 613 2187

[email protected]

Jason joined WMAC’s Contract Compliance Department in 2004, serving as the primary liaison between

several Alameda County municipalities and WMAC. His Responsibilities Include: managing the Franchise

Agreements, overseeing the public education programs, diversion programs and reporting for these

jurisdictions. In 2012, Jason became the Contract Compliance Supervisor, helping to manage the WMAC

Contract Compliance staff. Jason is a former Oakland resident and a graduate of Bishop O’Dowd High

School in Oakland and UC Riverside.


Coordinates Oakland contract

Supervises Contract Compliance staff

Prepares monthly reports

Administers Price Increases

Responds to City requests

Troubleshoots customer service issues

Billing

Jerry Sobrero

Revenue Manager




Zero Waste Services References



3.2 REFERENCES

Waste Management of Alameda County has extensive experience providing innovative environmental

services to the East Ba’s greenest communities. Through collaboration and rst-hand knowledge of

our customers, we design programs and supporting public outreach campaigns that focus on increas-

ing participation and diversion. Please note that in addition to our ve Alameda Count governmental

references per the RFP, we have included references from the City of Seattle and Vancouver to provide

information on the multi-family diversion capabilities WMAC can bring to the City of Oakland as a result

of our afliation with Waste Management, the countr’s leading reccler.

Ecologically Sustainable – Aligned with Zero Waste GoalsWe pride ourselves in long-lasting relationships that reach back to our Oakland Scavenger roots. Among

these are the cities of Albany, Emeryville, Hayward and the sanitary districts of Castro Valley and Oro

Loma. Within the last 24 months, both Albany and Emeryville sole-source negotiated to continue our

partnership and to build upon the solid foundation that we have established over the years. Albany

(at 83 percent) and Emeryville (at 77 percent) have achieved the highest diversion rates in the County

through our partnership. As evidenced by their testimonials and others, we approach each relationship

with a focus on their the unique community and diversion goals while providing consistent, safe service

to the highest environmental standards.

Socially Equitable – Committed Community Partner

WMAC and its our employees are active community partners in Oakland and elsewhere. Our role does

not end with contractual event requirements, we are engaged in the communities where in which we

work and live. From MLK Da of Service and the Oakland Unied School District Green Gloves Programto the Oakland Holiday Parade and Oakland Running Festival, to name just a few—, we our proud to say,

“We are Oakland ” The following letters we’ve provided in the Community Partner section provides a

References The City of Oakland



ing the safety of our employees and customers is a paramount focus every day. Safety also extends to

maintaining labor peace, providing uninterrupted service and assuring customers they can rely on WMAC

employees’ commitment to customer service and service excellence. The attached letter from Felix

Martinez, Business Agent and Marty Frates, Secretary-Treasurer of the Brotherhood of Teamsters Local

Union No. 70 reinforces this commitment.

Proven Experience – Zero Waste Event Planning and HHW Collection

In addition to our experience within Alameda Count, we have local, rst-hand knowledge of zero waste

event planning and concierge HHW collection—knowledge we will share to help Oakland reach its zero

waste goals. WMAC can also draw upon our parent company’s resources and knowledge base to of-

fer innovative, proven programs. In particular, we look forward to sharing the successful, multi-family

recycling programs from sustainable cities like Seattle and Vancouver. The enclosed references for these

cities reect the capabilities we will bring to the Cit’s Zero Waste campaign.

To demonstrate our experience relevant to the services required in the Oakland Zero Waste RFP, Table 1

and Table 2 below summarize the services we currently provide to our Alameda County municipal cus-

tomers.

Table 1. Summary of Residential Recycling Collection Services Reference

Service Offerings

Oakland Residential RecyclingRFP Requirements

Castro ValleySanitary District

City ofAlbany

City ofEmeryville

City ofHayward

Oro LomaSanitaryDistrict

SFD Single Stream Recycling Collection

and Processing

X X X * X

SFD Used Oil and Filter Collection X X X * X

SFD D C ll B tt C ll ti X X X X




Table 2. Summary of Mixed Materials & Organics Collection Reference Service Offerings

Oakland MM&O RFP RequirementsCastro ValleySanitary District

City ofAlbany

City ofEmeryville

City ofHayward


SFD MM Automated or Semi Automated Col-

lection and Processing

X X X X X

SFD Source Separated Organics X X X X X

SFD Bulk Goods X X X X X

SFD On-Call HHW

** the number and type of material varies

X X X X X

SFD On-Call Sharps

(Pharmacy-based program)* *

SFD Temp Roll-Off X X X X X

MFD MM Collection and Processing X X X X X

MFD Source-Separated Organics

(Hayward limited to cart service)

X X X X X

MFD Bulk Goods X X X

MFD On-Call HHW (materials limited) X X X

MFD On-Call Sharps

MFD Temp Roll-Off X X X X X

Commercial MM Collection and Processing X X X X X

Commercial Source-Separated Organics (as

requested by customer)

X X X X X

Commercial Single-Stream Recycling Col-

lection and Processing

X X X X X




Oakland MM&O RFP RequirementsCastro ValleySanitary District

City ofAlbany

City ofEmeryville

City ofHayward


Monitoring and Reports X X X X X

Cit Ofce & Alameda Count Call Center

Billing X X X X X

* These municipalities own and maintain their own containers for which WMAC provides collection services.

As you can see, WMAC has extensive experience providing the programs and services Oakland is request-

ing. There are a few exceptions, which include:

On-Call Sharps Collection – Many of the jurisdictions WMAC services have opted for a mail-back

program with a small fee attached. Traditionally, this type of “pay to play” program has worked bet-

ter in communities with smaller populations or low demand for the services. The City of San Ramon

selected our collection service, At Your Door, to provide on-call collection from single family and

multi-family dwellings. There is a small monthly fee incurred by all rate-payers to cover the service

for the benet of the communit.

City Street Container Maintenance – Working with the City of Oakland, we coded and tagged very

every container and currently provide collection services. WMAC is intimately familiar with every city

street container in Oakland and understands the maintenance requirements. We have a full-service

maintenance shop that repairs, paints, and maintains carts and bins. Our container shop effectively

manages over 500,000 carts and 100,000 bins. This experience enables us to easily maintain city

street containers as well. While it is not a service requested by any of our other Alameda municipali-

ties, we will be able to incorporate seamlessly the city street container and maintenance program

into our service offering to the City of Oakland.

Cit Ofce – Since 1986, WMAC has maintained an ofce at 172 98th Avenue in Oakland. The ofce




City Residential Accounts Multi-Family Accounts Commercial Accounts

Vancouver N/A 105,00 N/A

Table 4. Jurisdiction Diversion Rates*

City 2008 2009 2010 2011

Castro Valley 63% 59% 67% 76%

Albany 77% 78% 83% 79%

Emeryville 74% 70% 77% 65%

Hayward 68% 68% 67% 71%

Oro Loma 63% 59% 67% 76%

Seattle* 51.1% 53.7% 55.4%

Rates based on CIWMB and stopwaste.org reporting.

*Note: These rates reect citwide diversion rates. Seattle is serviced b two collection companies, one of which is

Waste Management. Please also note that while they have an extremely effective diversion program, the City of Van-

couver does not currently report diversion percentages.

CITY OF ALBANY

Claire Grifng, Sustainabilit & Transportation Coordinator

1000 San Pablo Avenue

Albany, CA 94706

Phone: 510 528 5754

Email: [email protected]

Clae Gng, Sustanablt & Tanspotaton Coodnato




CNG-fueled collection vehicles

15 solar-powered city can compactors

Free commercial recycling

Organics recycling is also very successful in the City of Albany. One hundred percent of single-family

dwellings participate. Participation is encouraged through the distribution of kitchen food containers,

public education via service brochures and billing inserts, and WM EarthCareTM compost giveaways.

Other effective diversion programs in the City of Albany include:

The 10-gallon micro trash container maximizes waste reduction and provides an incentive through re-

duced cost. Participation has increased from 50 single-family customers to over 300 due to increased

advertising and cost savings.

WMAC offers free waste assessments to commercial and multi-family dwellings customers to maxi-

mize diversion. The waste assessments help in reducing contamination, increasing volume in recy-

cling containers and make it a win-win for the customer to implement new programs. In 2012, every

multi-family and commercial customer received a waste assessment.

Contributing to the success of these programs is WMAC’s presence in the community. Our staff partici-

pates in a number of community events, including:

Solano Stroll

Albany Film Festival

Alban Das on the Green

Compost Give-Awa




CITY OF EMERYVILLE

Peter Schultze-Alllen, Environmental Programs Analyst

1333 Park Avenue

Emeryville, CA 94608

Phone: 510 596 3728


Patck D. O’Keee, Ct Manage, Ct o Emevlle

“We believe that achieving the goals of the City’s Climate Action Plan related to our Multi-Family

residents is rmly within our reach, working with Waste Management of Alameda County.”

Overview of Partnership

Waste Management of Alameda County has been serving the City of Emeryville since 1980. Working

together, Emeryville reached 77% diversion in 2010, exceeding the County’s goal of 75%. As a result, the

City of Emeryville extended the partnership in 2011 and entered into a new 10-year exclusive collection

contract and a 20-year disposal and recycling processing agreement.

One focus of the agreement is to drive diversion in support of the City’s 2008 Climate Action Plan goal to

reduce 2004 landlled tonnage b half b 2020. With more than three uarters of the Cit’s population

living in multi-family dwellings, the City and WMAC adopted on a number of programs designed increase

recycling and organics participation. As a result, 96% of multi-family accounts are now participating in

recycling. Programs include:

Rate Structure to Incentivize Participation - Compostables and recyclables are offered at no addition-al charge for both cart and bin customers

Waste Assessments Offered to 100% of Customer Base – WMAC right-sized service and completed pub-




Small Business Rates – For business with 2 cubic yards or less of trash per week, recycling and organ-

ics collection are provided for free

Free Waste Assessment – WMAC recycling coordinator conducts onsite visits to determine best level of

service to achieve greatest level of diversion. Achieved 100% participation.

Contributing to the success of these programs is WMAC’s presence in the community. Our staff partici-

pates in a number of community events, including:

Emeryville Healthy City Expo

Emeryville Art Exhibition

Emeryville Chamber State of the City

Emeryville Chamber Business Expo

Emeryville Earth Day




CITY OF HAYWARD

Vera Dahle-Lacaze

777 B Street

Hayward, CA 94541

510 583 4725

[email protected]

Alex Ame, Decto o Publc Woks, Utltes & Envonmental Sevces

“Waste Management successfully instituted a ‘Wet/Dry’ routing system that immediately generated

higher diversion among businesses and multi-family complexes.”

Partnership Overview

Waste Management of Alameda County shares a long history with the City of Hayward, dating back to

1944. In 2004, the City sole-sourced negotiated with WMAC a seven-year collection agreement that

included open commercial recycling and a subcontractor for residential recycling. As the City’s MSW col-

lection partner, WMAC advanced a number of programs to improve diversion as well as the environment.

In 2009, we introduced LNG-fueled residential collection vehicles. Fueled b Altamont bio-methane,

they have the lowest carbon emissions in the industry.

To boost diversion, we provided the following:

Residential Organics Recycling – Introduced in 2009 with the distribution of food waste pails to 29,000

single-family dwellings

Commercial Bundled Rates – Designed to increase participation by offering recycling for free and

organics at a 50% discount when bundled with trash services




Hayward Street Parties

Hayward Chamber Business Expo

Hayward Cinco de Mayo

Haward Communit Garden Cleanup Da

Hayward Earth Expo

Hayward Zucchini Festival




ORO LOMA SANITARY DISTRICT

Jason Warner, Manager

2600 Grant Avenue

San Lorenzo, CA 94580

Phone: 510 276 4700


Jason Wane, Geneal Manage, Oo Loma Santa Dstct

“Oro Loma Sanitary District has enjoyed a long business relationship with Waste Management. This

year, we chose to extend that relationship for an additional 12 years through contract negotiations

for both collection and disposal.”

WMAC is proud to be the Oro Loma Sanitary District’s environmental services provider since 1944. In

2011,Oro Loma sole-source negotiated with us to award a 12-year collection and disposal agreement.

Sensitive to the District’s desire to hold down rates while increasing diversion, we expanded services to

include the following:

Residential curbside battery and cell phone collection

CNG collection vehicles

Dedicated recycling coordinator

The introduction of curbside battery and cell phone collection helps to divert banned materials from

the Altamont Landll and offers residents a convenient reccling solution to ubiuitous products. These

additional recycling services complement existing residential curbside programs, including the organics

recycling introduced to 29,000 residents in 2009 to with the distribution of a kitchen pail and instruc-

tional literature and the existing single-stream recycling program. The District’s diversion rate increased




CASTRO VALLEY SANITARY DISTRICT

Naomi Lue, Solid Waste Supervisor

21040 Marshall Street

Castro Valley, CA 94546

Phone: 510 537 1500


Naom Lue, ollowng a Janua 2011 WM EathCaeTM Workshop

“We were impressed by Waste Management’s creative approach to our concerns about holding down

rates while providing services to increase diversion.”


Waste Management has a long history of partnership and collaboration with the Castro Valley Sanitary

District (CVSan). In 2009, they entered into a new 10-year exclusive collection contract and a 20-year

disposal and recycling processing agreement. As a result, WMAC became the exclusive hauler of all

commercial recycling and organics as well as construction and demolition debris along with residential

waste, recycling and organics. The consolidation of services is designed to increase diversion, provide

customers with a one-stop service provider and contain costs over the life of the contract.

WMAC worked with the District to introduce new programs to enhance its existing residential single-

stream and organics recycling programs. These include:

Bundled Rates – To incentivize commercial and multi-family property owners to recycle, free recy-

cling is offered to any property with three yards of trash service per week. Today, 85% of commercial

properties has three-yard bins or smaller.

Curbside Added Value Services – For no additional charge, residents can recycle household batteries,




CITY OF SEATTLE

Hans Van Dusen, Solid Waste Contract Administrator

700 5th Avenue, Suite 4900

Seattle, WA 98124

Phone: 206 684 4657


Hans Van Dusen, Sold Waste Contact Admnstato

“Waste Management has been a valued partner in Seattle’s internationally recognized solid

waste services.”


Like Oakland, the City of Seattle has set ambitious Zero Waste and sustainability goals. Long considered

a leader among U.S. cities on environmental polic, Seattle reafrmed its status as a trailblazer when,

in 2010, the city council adopted an aggressive zero waste strategy, including legislation that will in-

crease recycling, reduce waste and improve transfer stations. A combination of these and other strate-

gies have earned the Cit a rank of fourth overall in Siemens’ Green Cit Index, and second overall in

the waste category.

Sustainability Awards




Mandatory multi-family food waste collection

“Pay as you throw” bag collection program that eliminated traditional carts and dumpsters for many

Downtown residents and businesses

Custom onboard computer system linked directly to the City of Seattle customer service and

billing system

Waste Management partners with the City to reward neighborhoods for successful recycling and waste

reduction, providing $50,000/ear in grants and in-kind services to reward successful neighborhoods

during Contract ears two through ve. Please see more information about our current grant program at

http://www.wmnorthwest.com/seattle/seattlerewards.html




CiTy Of VANCOUVEr

Paul Gagnon, Corporate Zero Waste Ofcer

453 West 12th Avenue

Vancouver, B.C. V5Z 4A8

Phone: 604 873 8149



The City of Vancouver has set an ambitious goal to become the world’s greenest city by 2020. Their

Zero Waste strateg and goal to reduce solid waste going to the landll or incinerator b 50% from 2008

levels will be achieved through a focus on increasing composting, advocating for Extended Producer

Responsibilit (EPR), and regulation and nancial incentives for construction and demolition debris. Van-

couver is well on its wa to meeting these goals. The rank second overall in Siemens’ Green Cit Index,

and seventh in the waste category.

Waste Management began our partnership with the City of Vancouver in 2009 to provide recycling for

over 100,000 multi-family accounts. While transitions, especially for multi-family complexes, can be

tricky, the Vancouver transition occurred smoothly. The City was impressed with the seamlessness of the

transition, and residents were largely undisrupted. Due to poor service received from the incumbent,

one of the City’s highest priorities was to require the new hauler to reduce the complaint ratio. Waste

Management took this charge seriously. In 2010—out of 104,605 units—the complaint rate was drastically

Paul Gagnon, Copoate Zeo Waste Oce

“Waste Management leadership and pro-active approach provided a smooth transition for the City

of Vancouver.”




Customer service is of the utmost concern to Waste Management, and we use a variety of tools to en-

sure we are providing every customer with outstanding customer service. Our internal customer service

initiative allows us to measure and to be accountable for customer service metrics weekly basis

Customer service was also on the forefront of the City of Vancouver’s concerns. Due to the poor service

received from their previous hauler, the City charged Waste Management with drastically reducing the

complaint ratio. In 2010, out of 104,605 units, our average complaints were reduced to three per month

and MPU at a mere four per month.

Sustainability Awards

THE fOLLOWiNG SECTiON CONTAiNS rEfErENCES frOM DiVErSiON LEADErS,

COMMUNiTy PArTNErS AND LOCAL 70.

Ruth Abbe

DR3

City of San Leandro

East Bay Clean Cities




In Praise of Davis Street

Alameda County’s Zero Waste InfrastructureBy Ruth Abbe

December 10, 2012, Alameda, California

When Rebecca asked me if I would be willing to write a letter in support of the Waste

Management/Davis Street proposal for the City of Oakland I said, “Of course.” Davis Street has

been “the center of the universe” for Alameda County diversion programs for over 20 years.

I have long thought that it would be very prudent for Stopwaste.org or the City of Oakland to

purchase Davis Street as a public facility, like the South Bayside Waste Management

Authority’s purchase of BFI’s San Carlos Transfer Station. The benefits are obvious.

Centrally located in San Leandro, Davis Street serves the whole region.

Public and private investments have created state-of-the-art education programs and

materials processing capacity.

We will never get to site another facility of its kind, so close to our urban centers.

Waste Management has been a steady and responsible steward of this essential public asset.

While Davis Street is privately owned, I have always considered it “our” transfer station. “We

built that” with our rate-payer funding and through grants and incentive payments from

Stotpwaste.org and Measure D.

Davis Street’s program managers, including especially Jack Isola, Kevin McCarthy, David

Krueger and Rebecca Jewell have truly pushed the envelope (and pushed their corporateleadership). They have responded to our collective vision and created the infrastructure that is

needed by the City of Oakland and Alameda County to reach the 75 percent diversion goal of




From: Daniel Swafford <[email protected]>

To: Susan Kattchee <[email protected]>Sent: Thu, October 18, 2012 8:29:09 AM

Subject: Community Involvement for Oakland's contracting Partners

Good Morning Mrs. Kattchee,

I am reaching out as an involved Oakland resident to emphasize the importance of acommunity connection on the part of businesses receiving contracts from the City ofOakland. Fostering a corporate culture that supports our neighborhoods, wherepartners contribute back to our communities, is a critical component of the prosperityand growth of our City.

I serve a number of non profit organizations primarily focused on communitydevelopment and public improvements. For many years the missions' of theseorganizations have been supported by donated services and contributions from WasteManagement. Please consider this testimonial of the concerned and connected roleWaste Management has played in serving Oakland. Street level projects, driven bycommunity organizations, often struggle to get attention from the corporate sector.Waste Management has consistently supported projects on the local level, helping set

the example for large corporations that community involvement is more then just doingbusiness in the neighborhood, it is being active in the community.

As contract decisions for waste handling are being made, please give added weight tothe companies that prioritize involvement in our communities. The return on the rightpartnership benefits our neighborhoods as well as our general fund.

Thank you for reading my perspective and working to achieve the best services to our

neighborhoods and our City, and thank you for your service,

Daniel




November 12, 2012

City of OaklandOffice of Public Works Agency

250 Frank H. Ogawa Plaza, Suite 4313Oakland, CA 94612

To Whom It May Concern:

On behalf of Rebuilding Together Oakland, its not often you find a company who utilizes their financialresources and physical assets to transform a community as well as the lives of homeowners in need ofassistance.

Waste Management of Alameda County is a long time and active supporter of Rebuilding TogetherOakland. Every year Waste Management donates several debris boxes for our use to help in the removalof clutter and debris ranging from construction and demolition material, unsafe and non-operatingappliances and yard waste.

Partnerships like this while on the surface may not seem like a lot, however for the homeowner, especiallyfor our senior population, having a safe and secure home makes a world of difference in their quality of life.Waste Managements support allows us the ability to direct our finite resources to activities with the highestimpact.

As you consider who will be your provider of choice for the next 10 plus years, I ask that you keep in mindthe long storied history of Waste Management of Alameda County in our community Many companies may




November 14, 2012

City of OaklandOffice of Public Works Agency

250 Frank H. Ogawa Plaza, Suite 4313Oakland, CA 94612


Since 2006, Waste Management has supported City Slicker Farms by donating compost

to our Backyard Garden Program. During that time, they have donated nearly 600 cubicyards of compost, which has helped over 200 low-income families grow over 100,000

pounds of fresh fruits and vegetables. We attribute our success to the collaboration between Waste Management and our staff.

By donating compost, Waste Management illustrates closing the loop on organics and we

hope this inspires greater participation. We let our community know that if they don’tcompost at home, they should put their food scrapes and yard waste in the green bin so

that compost can be made and brought back to benefit West Oakland.

We are grateful that Waste Management understands the importance of giving back to thecommunity. They have been generous to our community and have contributed to the

health and well being of our most vulnerable community members. We support their bidfor renewal of their disposal contract.

Thank you for your consideration.

Si l




In The Right Direction

55 Santa Clara Ave Suite 220D, Oakland CA, 94610

www.weleadours.org

November 13, 2012

City of Oakland

Office of Public Works Agency

250 Frank H. Ogawa Plaza, Suite 4313

Oakland, CA 94612


We Lead Ours’(WELO) is nonprofit organization designed to provide youth with educational,

volunteer opportunities, and service learning enrichment activities. That provides affirmative

educational, health, and leadership principles. WELO provides communities in Oakland with

gardening, civic leadership, and recycling clubs through our after-school, summer camp, and

Saturday camp programing. As the executive director of We Lead Ours; I encourage youth,

volunteers, and staff members of We Lead Ours to participate in programs that will help the

community become a cleaner and greener environment.

In the spring of 2012 WELO participated in the Keep Oakland Beautiful event and meet

representatives from Waste Management. The Waste Management Green Gloves Program is

highly appreciated by WELO because the program provided my youth this summer with a rare

opportunity to be featured of the Eco Company Fox television show. By partnering with Waste

Management We Lead Ours has established a media portfolio that will support WELO’senvironmental education program. Over the past year Waste Management has supported my

i ti th h t bli hi t hi di iti d fi ld t i




Zero Waste Services Litigation History

3 3 LITIGATION HISTORy



3.3 LITIGATION HISTORy

In Appendix E, please nd our Litigation Histor, prepared in accordance with RFP section 4.3.2.3.3.

Litigation History The City of Oakland



F I N A N C

I A L

Q U A L I F I C A T

I O N S



Zero Waste Services Statement of Financial Qualifications

4 STATEMENT OF FINANCIAL QUALIFICATIONS



4. STATEMENT OF FINANCIAL QUALIFICATIONSThe proposer must provide copies of audited nancial statements for the entity that is proposed

to sign the MM&O Collection Services Contract for the most recent three (3) scal years. Audited nan-

cial statements should include: balance sheet, income statement, cash ow statement, footnotes, andsubsidiary schedules. In the event that a proposer does not have audited nancial statements, three

(3) years of business tax returns, with supporting schedules, may be provided on an exception basis.

However, tax returns are not an alternative to providing audited nancial statements; if the proposer

has audited nancial statements, those must be provided.

--If the entity that will sign the MM&O Collection Services Contract has a parent company or is pro-

posing a joint venture, the parent company or joint venture company(ies) must also provide audited

nancial statements for the most recent three (3) scal years. The parent company must provide a

statement indicating its intent and means to provide nancial assurance of performance.--If the entity that will sign the MM&O Collection Contract has been in existence less than three (3)

years, the proposer must provide sufcient nancial data to substantiate, to the satisfaction of the

City, the proposer’s nancial capability and viability of the entity.

In addition to the audited nancial statements, the proposer must provide a statement from the Chief

Financial Ofcer indicating that there has been no material change in the nancial circumstances of

the proposing entity (or its parent company or owners if they are providing nancial assurance of per -

formance) since the date of the last audited nancial statements.

--Financing of the services and equipment will be the sole 941 responsibility of the successful

proposer. Each proposer must demonstrate that it can provide the required nancing

from either 1) internally generated funds, or 2) commitments from external sources.

The City reserves the right to require submission by the proposer, at no cost to the City, of an

opinion by a Certied Public Accountant with regard to the nancial status of such proposer,

including ownership of, or interest in, equipment and facilities prior to award of a MM&O

Collection Services Contract

As is set forth in this RFP, the City will make reasonable efforts, but makes no representationthat it will be able to maintain total condentiality of proposer’s nancial information. A proposer

that submits nancial information that it asks to have treated as condential should submit a

Statement of Financial Qualifications The City of Oakland

Waste Management’s strong income statement, balance sheet, free cash ow, and strong nancial



Waste Management s strong income statement, balance sheet, free cash ow, and strong nancial

metrics will enable WMAC, to provide the City with new technologies and programs designed to reduce

volumes into the landll. The Cit of Oakland can expect expanded, state-of-the-art processing and

organics facilities; new trucks, carts and bins; as well as outreach programs and ancillary services

required to bring to life the zero waste goal outlined in the City of Oakland’s Zero Waste RFP.

Moreover, Oakland has the opportunity to partner with a company that has a proven record ofdirecting capital toward projects in the Ba Area’s Green Corridor. For example, in 2010, WMAC began

construction on its organics processing facilities at Davis Street Transfer Station, a local project that

enabled us to emplo Alameda Count union contractors and resulted in a $11M investment in our

community infrastructure.

Throughout the economic downturn of the last four years, WMAC has continued to invest and innovate.

We have directed capital toward projects in the Ba Area’s Green Corridor, in particular the facilities at98th Avenue in Oakland, our facilities at Davis Street in San Leandro, and the Altamont Landll located in

unincorporated Alameda County, near Livermore. The table below illustrates our recent investments.

Facilities 2009 ($) 2010 ($) 2011 ($) 2012 ($)

WMAC Hauling

Trucks & Containers 2,000,000 2,000,000 2,000,000 2,000,000

Facility Improvements 50,000 50,000 50,000 50,000

Technology 0 0 0 0

All facilities outlined in this proposal are fully permitted. Some will be completed prior to the start

date of this contract. All have been fully capitalized through Waste Management without

public funds.

Zero Waste Services Statement of Financial Qualifications

Facilities 2009 ($) 2010 ($) 2011 ($) 2012 ($)



Facilities 2009 ($) 2010 ($) 2011 ($) 2012 ($)

Technology 250,000 250,000 250,000 250,000

Total 22,200,000 5,450,000 17,300,000 4,950,000

Total investment: = $50,000,000

These investments have ielded our near-Zero Carbon Footprint LNG/CNG fuel, new low-emissions

CNG trucks and tractors, CNG fueling stations, new diversion and separating euipment at Davis Street

Transfer Station, and environmental improvements in managing emissions and storm water—to name

just a few. Furthermore, these investments have supported local construction companies, created jobs

at WMAC and other businesses in Alameda County, and provided Sales & Use taxes to our State andLocal communities at a time when sales tax dollars were declining in Alameda County. During the worst

economic downturn since the Great Depression, WMAC invested tens of millions of dollars in Oakland

and Alameda County. We will continue to be a vital contributor to the area’s economic recovery

and vibrancy.

Our nancial commitment to Oakland and the Green Corridor extends beond the numbers. We are

determined to bring new job growth, additional ingenuity, and an enhanced environmental partnership

to Oakland.

On the following pages, please nd Waste Management’s most recent audited nancial statements. The

nancial stabilit reected in this data—paired with our unparalleled experience with the Cit’s uniue

needs—serves as the bedrock upon which WMAC will continue to build the programs and infrastructure

to support the City’s goals.

4.1 AUDITED FINANCIAL STATEMENTS

Waste Management of Alameda County is a wholly owned subsidiary of Waste Management Inc WMAC’s

Audited Financial Statements The City of Oakland



Zero Waste Services Audited Financial Statements



Zero Waste Services CFO Statement of No Material Change

4.2 CFO STATEMENT OF NO MATERIAL CHANGE



In addition to the audited nancial statements, the proposer must provide a statement from the Chief

Financial Ofcer indicating that there has been no material change in the nancial circumstances

of the proposing entity (or its parent company or owners if they are providing nancial assurance of performance) since the date of the last audited nancial statements.

The nancial capabilities—including securit and stabilit—we offer the Cit of Oakland to complement

its Zero Waste goals are incomparable.

4.3 PROOF OF REqUIRED FINANCING

Financing of the services and equipment will be the sole responsibility of the successful proposer.

Each proposer must demonstrate that it can provide the required nancing from either 1) internally

generated funds, or 2) commitments from external sources. The City reserves the right to require

submission by the proposer, at no cost to the City, of an opinion by a Certied Public Accountant with

regard to the nancial status of such proposer, including ownership of, or interest in, equipment and

facilities prior to award of a Service Contract.

In its most recent report, Standard & Poor’s Ratings Services assigned its ‘BBB’ rating to Waste Manage-

ment Inc.’s proposed $350 million senior unsecured notes due in 2014, guaranteed b its wholl owned

subsidiar Waste Management Holdings Inc. At the same time, Standard & Poor’s afrmed its existing

ratings for Waste Management, including the ‘BBB’ corporate credit rating. The outlook is stable. About

$8.5 billion of debt is outstanding.

The ratings also incorporate expectations that management will maintain good liquidity, pursue a mod-

erate nancial polic, and allocate capital in a disciplined manner.

“The ratings on Houston, Texas-based Waste Management reect its position as the largest solid waste

Proof of Required Financing The City of Oakland



Zero Waste Services Proof of Required Financing



Labor Agreements The City of Oakland

For additional information regarding Waste Management nancial capabilities, please consult the refer-



ences listed below.

Financial References

Bank Reference: Mr. Tim Laurion, Vice President, Bank of America, 100 Fleet Street, Boston, MA

02110, 617 434 9689

Trade Reference: Marathon Equipment Company, Attn: Richard Bassett, Credit Manager, P.O. Box

1798, Vernon, AL 35592, 800 633 8974, ext 1142

Equipment Reference: Ms. Teri Ault, Controller, Houston Mack Sales and Service, Inc., 5216 North Mc-

Carty, Houston, Texas 77013, 713 673 1444, ext 1215

4.4 LABOR AGREEMENTS

Proposers must provide a copy of labor agreements under which they are providing current collection

services in Alameda, Contra Costa, San Francisco, Santa Clara, and San Mateo Counties. Proposers who

are not currently providing collection services under the terms of a labor agreement must provide

documentation in a manner that is acceptable to the City of the wages and benets paid to employ -

ees providing those collection services in Alameda, Contra Costa, San Francisco, Santa Clara, and San

Mateo Counties. If the proposer intends to enter into any labor agreements related to the provision ofMM&O Collection Services, the proposer must describe the nature of the agreements and when they

will be implemented.

WMAC has provided the existing labor agreements under which we operate in Appendix D: Teamsters

Local 70 (drivers, operators and dispatchers), ILWU Local 6 (operators, sorters and clerical), and Lo-

cal 1546 (machinist and technicians). While WMAC is engaged in contract negotiations with Local 6 and

Local 1546, we do not intend to enter into labor agreements with additional unions. WMAC is proud to

be a union employer and we employ 701 union members represented by the Unions referenced above at

our hauling processing and disposal facilities in Alameda County

Zero Waste Services Labor Agreements

felx Matnez Busness Agent & Mat fates Seceta Teasue



felx Matnez, Busness Agent & Mat fates, Seceta-Teasue,Bothehood o Teamstes Local 70

While recent history seems to take us back to the 2007 Lockout many things have changed. The

Union continues to believe that Labor peace is essential to the daily delivery of services to the

residents of Oakland but the relationship between Local 70 and WMAC has changed considerably

since the July Lockout of 2007. Changes in leadership in January 2009 resulted in a new attitude in

labor and management relationships.

full lette s ncluded n Secton 3 Qualcatons

A Change in our Relationship

The emphasis since the execution of the CBA has been to structurally and culturally change the relation-

ship between the parties. The commitment is top down and reects the open dialogue maintained be-

tween Waste Management, Barry Skolnick and Business Agent, Felix Martinez, with weekly meetings and

quarterly Shop Steward meetings to discuss operations and employee concerns. The attitude and en-

gagement between leadership has been one of accountability, fairness and a true partnership in manag-

ing the business and servicing the needs of Oakland. Management continues to treat its employees with

respect and deference by (a) listening to our employees through surveys and roundtable discussions; (b)

valuing our employees opinions by making them part of the solution and improvement process; and (c)

holding the management team accountable for following and implementing the terms of the CBA. As a

result, we have listened to our employees and:

Made numerous site improvements at 98th Avenue and Davis Street

Engaged our frontline employees on the types and design of new trucks

Met with our employees regularly on improving customer service and hard to service stops

Labor Agreements The City of Oakland

A New Safety Culture



When asked what he attributes the turnaround to WMAC’s safety numbers, Roll-off Shop Steward

Mike Slader doesn’t hesitate, “Safety classes with Troy Zimmer. I can feel our company is going

in a great direction.”

Workplace safety for WMAC and the Union became a top priority in 2009 with both parties guiding and

mentoring employees not to engage in unsafe behavior. On numerous occasions, Local 70 Secretary

Treasurer, Marty Fretas and Business Agent, Felix Martinez, and Local 1546 Secretary Treasurer, Don Cro-

satto have led Safety meetings and counseled our employees on what it means to be safe--stressing that

we want our emploees/members and the general public to return home safel to their families ever

day. Since 2009, with Management and the Unions’ engagement, there has been a dramatic decrease in

injuries, auto accidents and property damage claims. We attribute our Safety success over the past four

years to:

Our partnership with all of our employees and the Unions

Accident Review Boards (ARB), which investigate accidents, being comprised of drivers and managers

with an effort to determine root cause and prevent future accidents

Our 90-day “New Hire” process being comprised of managers and Local 70 drivers and other employ-

ees evaluating and coaching new employees for success

Our employees adopting zero tolerance for unsafe behavior

Benets to Oakland

WMAC is committed to Labor Peace and fairly balancing the needs of our employees, our customers

and our nancial viabilit. A continued partnership with WMAC assures Oakland minimal transition in

Zero Waste Services HHW

5.6 HHW



Proposers shall provide a subscription based Household Hazardous Waste (HHW) Collection plan that

details the operations of the proposer¡¦s HHW Collection program. This service is supplemental to the

Alameda County HHW collection program. The plan must include, but may not necessarily be

limited to:

WMAC is the only company that provides a safe, convenient solution that meets all regula-

tory requirements for HHW and sharps.

A door-to-door household hazardous waste (HHW) program is dened in the Health and Safety Code as

a program that permits a public agency to collect hazardous waste from homes and deliver that mate-

rial to a Treatment Storage and Disposal Facility (TSDF) for recycling/disposal. There are several specicrequirements in the regulations, which became effective January 1, 2012 with SB456.

A registered hazardous waste transporter operating under a permit-by-rule issued by the local Certied

Unied Program Agency (CUPA) to the public agency may collect hazardous waste from homes, assuming

the following regulations are followed:

City EPA ID number must be used on uniform hazardous waste manifests created at the time the haz -

ardous material is collected from the homes

An inventory form must be prepared at each home listing the items collected

Waste must be segregated on the vehicle

Vehicle must be inspected by California Highway Patrol (CHP) and participate in the Biennial Inspec -

tion of Terminals (BIT) program

Vehicle operator must have a hazardous materials endorsement on their drivers license

Technician must have at minimum 24 hours HAZWOPER training

Training for all aspects of managing hazardous waste must be documented

HHW The City of Oakland

1. Acceptable and unacceptable materials;



Eligible Items for HHW and Sharps Program

WMAC will accept most ordinary household chemicals purchased by homeowners and residents at retail

stores. Please see the detailed list below under Item 2. Note that this list is not inclusive of all materi-

als accepted.

Collection Procedures

2. Procedures for Collection, estimate for annual number of participants, and point(s) of contact for

Customers wishing to participate;

Convenient, Easy to Use Process—Customers can follow the easy process outlined below that ensures

HHW and sharps are collected and processed safely, from the comfort of their homes.

1. Resident Initiates Collection

To schedule a pickup at their home, residents call a toll-free number or send an email to atyourdoor@

wm.com. A trained Customer Service Representative (CSR) from our call center will answer the call or

respond to the online request. The CSR will then record the name, address, and phone number for the

resident; indicate whether the residence is a single- or multi-family dwelling; and record a short in-

ventory of the material. Then, the CSR will discuss the program with the participant, including proper

placement of the material on collection day.

The call center is available from 5 AM through 5 PM Pacic Time, Monday through Friday. Multilingual

representatives are available. Also, for added convenience, there is an automated call system after

hours and on holidays. The website is also available 24 hours a day to allow customers to request collec-

tions.

2. WMAC Schedules Collection

WMAC will schedule a pick-up date with the resident and give the customer additional instructions for


All containers must have a label—placed by the manufacturer or the customer. In order to protect the

mailto:[email protected]






environment and WMAC staff, containers must not leak. If a container leaks, participants are instructed

to transfer the materials to a non-leaking container and label it. Additional instructions may apply based

on applicable rules and laws.4. WMAC Collects the Material

On the designated day of pickup, a customer service technician will arrive at the customer’s home. He

or she will inspect the material and package it based on hazard classication. In the event the materials

are ineligible (e.g., unlabeled, leaking, commercial material), the resident will be contacted in person,

by phone and/or a door hanger will be left with instructions. Residents do not have to be home for

collections to occur.

5. WMAC Transports the Material

The WMAC driver will deliver motor oils, household batteries, CFLs and e-waste to WMAC’s Davis Street

Transfer Station for further processing. The remaining materials will be delivered to Alameda County’s

HHW drop-off center, located at 2100 E. 7th Street in Oakland.

Each facility will package and ship these materials separately for safe processing, recycling or disposal.

We prefer to work with recyclers for all materials, if possible. If no recycling option is available,

treatment or incineration may be necessary through EPA and Cal Recycle-approved facilities.

Materials Delivered to Davis Street

Davis Street Transfer Station accepts the following items through the HHW program:

Miscellaneous Household Electronics

Household batteries Televisions and monitors

Florescent tubes Microwave ovens

HHW The City of Oakland

Garden Chemicals Paint Products



Insect sprays Oil-based paint

Weed killers Latex paint

Other poisons, rat poison Stripper

Roach poison Stains

Fertilizer Caulking

Herbicides Wood preservative

Swimming Pool Chemicals Glue

Pool acid Thinner

Chlorine: tablets & liquid Household Cleaners

Stabilizer Bleach

Automotive Material AmmoniaMotor oil Diesel Fuel Floor stripper

Antifreeze Used oil lters Drain cleaner

Waxes/Polishes Transmission uid Tile remover

Cleaners Windshield washer uid Floor and tile cleaners

Brake uid Hydraulic uid Rust remover

Gasoline Automotive batteries Driveway Cleaner

Sharps

Syringes Hypodermic needles

If services are offered on a subscription basis, it is WMAC’s experience that the fully loaded cost to

service a small percentage of users becomes expensive and has the inverse impact of reducing partici-

pation. We would anticipate a participation rate of less that .0015% of residential customers per year. A

high subscription service fee and low participation would drive customers to either dispose of materials

legitimately at the County HHW site, or illegally dispose of them in their MM&O and recycling contain-

ers, or elsewhere.

bli d i i A


In the past, on average, we receive 15%-35% of these cards. From the comfort of their homes, residents



ll in the cards, and their responses allow us to continually improve the program.

Reports

Every item collected from every home is logged on the inventory form used by our customer service

technicians on-site. Monthly, Quarterly and Annual reports submitted to the City will include data from

the HHW and sharps program.

Impacts on Alameda County HHW Program

5. Impacts on Alameda County HHW program, if any.

WMAC has worked closely with representatives at the Alameda County HHW program to develop this ser-

vice offering for the City of Oakland. This program works in concert with, and benets Alameda County’s

Oakland HHW drop-off facility by ensuring its constant use and providing residents with convenient,

responsible methods for dealing with HHW and sharps.

Oakland currently calls for the service provider to service household hazardous waste and sharps on a

subscription or on-call basis. To do this effectively, the service providers will need to be fully qualied

under State of California and County regulations. Operations must also be serviced under current union

labor agreements.

WMAC is a registered hazardous waste transporter operating under a permit-by-rule issued by the local

CUPA to the public agency may collect hazardous waste from homes and meets all of the required regu -

lations outlined in the beginning of the section.

There are additional requirements, including use of personal protective equipment and DOT require-

ments above those listed here. The key to successful compliance is a well-established system for the

collection and movement of materials by highly trained individuals.

5.7 Sharps Collection Plan The City of Oakland



Zero Waste Services 5.7 Sharps Collection Plan

5.7 SHARPS COLLECTION PLAN



Proposers shall provide a subscription based Sharps Collection plan that details the operations of the

proposers Sharps Collection program. The plan must include, but may not necessarily be limited to:

1. Procedures for Collection, and point(s) of contact for Customers wishing to participate;

2. Public education, and plans for increasing public awareness of program; and

3. Procedures for documenting Sharps Collection and plans for measuring program effectiveness.

WMAC’s response to Section 5.7, Sharps Collection Plan, is addressed above in section 5.6. Sharps are

included in the materials that will be transported by WMAC to the Alameda County HHW program drop-

off center in Oakland. All collection procedures, public education, and reporting and measuring plans

described above apply to HHW and sharps.

5.7 Sharps Collection Plan The City of Oakland



A P P E N D I C E S



Appendices

This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.

7. APPENDICES



Proposers may provide any additional information that they believe to be applicable to this pro-

posal and include such information as an Appendix. Proposers should include information related

to alternatives or exceptions in the Appendix.On the following pages, please nd appendices 1 through 7 to WMAC’s MM&O Collection Services pro-

posal. We’ve provided these sections in the following order:

Appendix A. Alternatives and Exceptions

Appendix B. Economic Impact Report

Appendix C. Sustainability Report

Appendix D. Resumes

Appendix E. Litigation History

Appendix F. Labor Agreements

Appendix G. Sample Reports

Appendix H. Technical Information on Facilities

Appendices The City of Oakland





APPENDIX C. SUSTAINABILITY REPORT



The City of Oakland





APPENDIX D. RESUMES



The City of Oakland




Andre R. Christian


i



ExperienceSenior Route Manager; Waste Management, Oakland, CA August 2012 - Current

• Responsible for Commercial Service in Oakland, Albany, Alameda, and Emeryville

• Managing 34 direct reports including 22 dedicated routes

District Operations Manager; Waste Management, Bay Area, CA Oct. 2010 – August 2012

• Responsible for management of 7 route managers, 2 dispatchers, and approximately 111 drivers with 92

routes operating in several contracted cities throughout the Cal Bay Market Area covering all residential

and commercial lines of business

• Conduct meetings with both managers and drivers covering out three areas of focus; Safety, Customer

Service, Efficiency

Route Manager; Waste Management, Hayward, CA Oct. 1991 - Oct. 2010

• Responsible for dispatching hundreds of trucks and drivers daily

• Responsible for daily route staffing and coverage as well as attendance management

• Responsible for conducting employee evaluations and discipline

• Responsible for customer service related issue in the various assigned area of coverage throughout Alameda

County resolving issues from service to billing

• Routinely meet with city staff on issues relating to service as well as various projects involving both parties

• Conduct daily/weekly safety briefings and meetings with employees• Conduct ongoing routine vehicle maintenance inspections and complete the accompanying reports as

required

• Conduct in field driver observation assessments and complete accompanying reports required

• Responsible for conducting route restructuring as needed for efficiency

Driver; Waste Management, Oakland, CA June 1988 – Oct. 1991

• Residential route driver responsible for managing a three-person crew providing both residential and

commercial service to customers in our service area of Oakland, CA.

• Responsible for truck upkeep and maintenance as well as all route related paperwork

• Residential pool driver working various routes throughout Alameda County

Jeffrey Cox


E i



ExperienceRoute Manager; Waste Management, Oakland, CA January 2012 - Current

• Managed all aspects of collection routes spanning both residential and commercial accounts, as well asaccountability to review and audit all documentation related to route operations on a daily basis.

• Increased and maintained higher accountability for unionized route drivers which yielded a marked

improvement in both service and customer satisfaction.

• Personally recognized by both coworkers and customers alike for exceeding expectations and awarded

numerous times for consistent commitment to excellence in execution.

Operations Manager; CSI, Inc., Oakland, CA Mar. 2004 – Oct. 2010

• Managed all operational and field aspects for several national accounts spanning various multi-media

including Broadband Cable, VoIP, WiFi, Premise Wiring and Digital Signage Networks.• Successfully grew both a satellite and non-pay field collections operation, which collectively annualized

over 3 million in revenue and a 15% net profit margin.

• Dramatically increased the average of customer field saves from 15% to exceeding 45% through higher

employee accountability standards and risk/reward programs.

• Communicated, interacted and negotiated final company decisions with vendors and company clients.

Regional Manager; General Fiber, Oakland, CA July 2005 - Aug. 2006

• Manage a team of up to 215 technical and professional personnel, including 22 Supervisors and CrewLeaders throughout the San Francisco Bay Area region.

• Dramatically increased revenue by identifying new sales opportunities and negotiating new contracts with

our clients that grew revenues from $4.5 million to exceeding $15 million.

• Formulated a comprehensive, progressive pay scale, which decreased overall system payroll by 10%.

• Successfully staffed all projects to meet client expectations and exceeded all projected forecasts . Education

Bard College; Annandale-on-Hudson, NY Aug. 2000 - May 2004

BA Degree, Cultural Anthropology

• Conducted original ethnographic research in the Hudson Valley

Mark Ronald Cramer


E i



ExperienceCentralized Dispatch Manager; Waste Management, Oakland, CA Feb. 2011 - Current

• Self taught Power Script Language to automate dispatch protocols

• Created PSL Suite to automatically address 1) a multitude of dispatcher functions valued over $150K

annually & 2) departmental deficiencies effectively raising service standards and communication

• Devised protocols and made recommendations for the WMAC Transformation Initiative including the

Records Manager and other SOPs

Route Manager; Waste Management, Oakland, CA May 2005 – Feb. 2011

• Realized management’s vision of the Route Manager Dispatch Packet (RMDP) – daily book of business

• Revised closing protocols to prepare following day including the MPU Report, the Closing E-mail, the Ops

Cases Report• Fielded escalated calls

Operations Management Trainee Waste Management, Oakland, CA Mar. 2010 – May 2010

• Cross-trained between WMAC, Valley WM, and CMC

Internship Lead Generation; Radiant Technologies, San Diego, CA Sept. 2009 - Dec. 2009

• Detail ERP features for CPG manufacturers, divided by role (web content).

• Discuss current and relevant topics of interest in ERP to mature interest in potential buyers.

Internship Sales Support; Cox Media, San Diego, CA Sept. 2009 - Dec. 2009

• Educated 4th grade students about the importance of protecting their watershed during classroom

presentations

• Improved educational materials used during presentations

Operations Manager; Borders Books, Music, Movies and Cafe, San Diego, Ca Jan. 2008 – Mar. 2009

• Recruiting/Retention, Supervise and Train in-store Operations teams

• Implement alphabetization tracking system to deliver precise measurable results on $1.3 Million annualinventory, 7 broad categories divided into over sixty sections, alphabetized individually

L h B d t t i N ti l Cit Pl B it S l f t d t $5 Milli

• Retraining Initiative: Transform series of individual competencies into a development schedule legitimizing

performance appraisal decisions, informing personnel, and equipping management with 360 degree

snapshot of individuals’ talents.

D i f I Z i S di idi ibili i f 7 j i b ll f



• Design of In-store Zoning: System dividing responsibilities of 7 major categories between smaller teams of

diverse personnel for accountability and to raise standards of excellence.

Restaurant Manager; Denny’s Restaurant June 2004 – June 2005

• Supervise staff of 20 personnel, Staffing, Ordering, Monitor and report details for fiscal week

• Implement Stationing amongst servers organized server responsibilities. System accommodates as few as 3

servers and 30 tables to 10/50.

Education

University of San Diego; San Diego, CA Jan. 2010

MA Degree, Business

University of California; Davis, CA June 2004

BA Degree, Sociology

Proficiencies

• Scholarships

• Award to Study Abroad Scholarship, China, 2010, Dean’s Merit Scholarship, GSBA, USD, 2008, 2009, Award

to Study Abroad Scholarship, Argentina, 2002

• Volunteer Work• Subaru U.S. Women’s Triathlon Series – San Diego ’07; Tzu Chi: Recycling, Children’s Readings, ’06;

Progress Ranch: staff asst for emotionally disturbed children Spring ’04, Summer ’04; La Esperanza: TJ

House Building Project

• Exchange Student: Argentina 2002

• Intramural Softball, UC Davis. Team Captain, Spring '03, spring '04

• Race for the Cure: Breast Cancer Walk '04, '05

• Bilingual (Spanish Speaking)

Charlie DeLa Mater






ExperienceSenior District Fleet Manager; Waste Management, Oakland, CA April 2007 - Current

• Provide community outreach and technical support for recycle and compost programs in the form of waste

assessments, service recommendations, training, and monitoring to help businesses, multifamily dwellings,

and schools reduce waste sent to landfills

• Work with city staff to execute the waste reduction goals of their contracts with Waste Management

Coordinate efforts with drivers, customer service, and billing to ensure the best service for our customers

• Maintain Alameda County Green business status and worked on team to achieve LEED Gold Certification for

existing buildings for our 98th Ave. office.

Environmental Education Assistant; StopWaste.Org, San Leandro, CA May 2006 – Mar. 2007• Taught 4th and 5th grade students on fieldtrips to the transfer station about waste reduction and the 4Rs

• Assisted with piloting a 4Rs summer program for day camps

• Trained new education assistants in program implementation

Naturalist; Hayward Shoreline Interpretive Center, Hayward, CA July 2005 - Aug. 2006

• Led interpretive field trips through the Hayward wetlands

• Created and conducted educational programming for weekend visitors and children at summer camp

• Worked as a team member assisting in program scheduling, creating and editing quarterly newsletters, and

maintaining exhibits

Environmental Educator; Alameda County Resource Conservation District Oct. 2005 – April 2006

• Educated 4th grade students about the importance of protecting their watershed during classroom

presentations

• Improved educational materials used during presentations

Sixth Grade Teacher; Day Star School, Juticalpa, Honduras Aug. 2004 - June 2005

• Taught multiple subjects in English to Honduran students

• Created curriculum used throughout the school year

Kevin A. Floyd

172 98th Ave. Oakland, CA 94609




Experience

Operations Manager; Waste Management, Oakland, CA 2006 - CurrentSecondary—Operations Manager Roll Off

• Supervised five route managers for commercial and residential teams in five different franchised service

areas. Responsibilities included P&L review, customer service, safety, efficiency, contract compliance,

labor relationships, discipline, quarterly reviews, development of staff, and hiring all levels of employees

for the site.

• Responsible for all aspects of Roll Off operations in seven Bay Area cities. Supervision of 1 route manager

and 45 drivers.

.

Logistics Manager; Proclaim Promotions, Concord, CA 2005 – 2006• Handled all aspects of logistics for large client promotion installations for US and Canada including

inventory, customs, and shipping.

Vice-President; Pacific Commodities, Hayward, CA 2004 - 2005

• Responsible for all aspects of trucking operations, security, and customer service. Providing business

development and strategic planning for future growth of the organization.

Operations Manager; Cal Freight Sales 2003 – 2004• Recruited owner operators, managed all aspects of DOT and State requirements. Developed operational

plans with customers and shippers to maximize intermodal efficiency.

Manager of Drayage Services; Hubgroup 1999 - 2003

• Managed teams of dispatchers and load planners to maximize equipment utilization and profit. Developed

and maintained relationships with vendors, customers, and internal support teams to provide local and

national intermodal transportation.

Equipment Project Manager; Pacer Intl., 1996 - 1999• Responsible for controlling all aspects of intermodal equipment routing, costs and availability for customer

i d

• Recruited, hired, and trained new employees for DOT positions and insured compliance for all state and

federal regulations.



Dino Richard Fontana


Experience



ExperienceContainer Delivery, Shop Manager; Waste Management, Oakland, CA April 2010 - Current

• Responsible for cart and container deliveries for the WMAC District. Manage Local 70 container drivers andLocal 1546 container repair shop employees who repair and refurbish steel FEL, REL, roll-off containers and

plastic carts.

Operations Manager; Waste Management, Oakland, CA 2000 – 2010

• Responsible for daily operations of unionized hauling site with over 300 employees. Managed up to 12

route managers. Ensured compliance with all Local, State, and Federal regulations including maintenance

of driver DQ files and D&A program. Responsible for managing budget for operations including purchasing,

productivity standards, and labor hours. Conducted and facilitated weekly safety meetings with all

employees. Worked closely with jurisdictional representatives to ensure WMAC met our contractualrequirements. Responded to commercial and residential customer’s questions, issues, and requests.

Roll-off Operations Supervisor; Waste Management, Oakland, CA 1990 – 2000

• Supervised 50 union roll-off drivers. Managed six day per week/two shift per day operations. Insured

coverage of open routes due to sickness, vacation, or other absences by analyzing workload and assigning

drivers accordingly. Maintained excellent customer relations with commercial, residential, and

governmental customers.

Main Office; Oakland Scavenger Company, Oakland, CA 1984 – 1990

• Performed various accounting functions, assisted controller and CFO. Worked in A/P department and

processed invoices and made payment to company vendors.

Education

San Jose State University; San Jose, CA 1984

BS Degree, Accounting

Proficiencies• 22 years of increasing management responsibilities. Talented and determined individual who gets results.

Scott Germann

172 - 98th Ave. Oakland, CA 94603




ExperienceArea Fleet Manager; Waste Management

, Oakland, CA2008 - Current

• Oversight includes all aspect of Fleet Maintenance, Purchasing, and Compliance as well as facility

maintenance and security for all lines of business including our Collection, Post Collection and Material

Recycling Facilities. This includes over 1000 Collection and Support vehicles as well as over 300 Post

Collection assets ranging from CAT D9 Dozers to Polaris ATV’s, as well as Sorting Line conveyors. Oversee

negotiations with regards to all union contracts, local vendor relationship.

Director of Operations; Ryder Systems, Inc., Louisville, KY 2006 – 2008

• Oversaw all maintenance related activities. Ensured delivery of service to customers as well as compliance

with standards. Managed safety in a zero-accident environment. Held responsibility for P&L of 26 branchesinvolving $74,000,000 in revenue in 2006, to over $79,500,000 in 2007. Ensured rental operations grew and

that managers had resources and expertise to produce desired results. Performed quarterly branch reviews

to insure certain standards were met or exceeded.

General Manager; Ryder Systems, Inc, San Antonio, TX 2005 - 2006

• Developed sales force. Reviewed pipelines, analyzed deals and performance. Ensured delivery of service to

customers along with compliance with standards. Oversaw customer-retention. Strived to provide safest

working environment for all employees. Maintained P&L responsibility for 15 branches and $27,000,000 inrevenue

CBU Rental and Asset Manager; Ryder Systems, Inc, Atlanta, GA 2001 – 2005

• Oversaw training and development of largest metro branch, which included a call center. This included

both inside and outside sales representatives. Directed the operations and sales for 7 large metro branches.

Developed and maintained a fleet age plan for over 2000 vehicles. Responsible for growing Rental Revenue

and Margin year over year. Achieved highest rental margin in companies history for 2005.

CBU Rental Manager; Ryder Systems, Inc, Minneapolis, MN 1988 - 2001• Began working for Ryder in area of maintenance. Switched tracks in 1990 and began renting and selling

Jack Isola


Experience



ExperienceSenior District Manager; Waste Management, San Leandro, CA 1990 - Current

• The Davis St. facility processes an average of 3800 tons per day of material from Alameda and adjacentCounties.

• Responsible for the daily operation of the facility

• Disposal operations

• Transfer operations

• Green / wood grinding & processing

• Residential, & commercial food waste processing

• Special waste acceptance procedures

• Truck and equipment maintenance

• Oversee the design, construction and startup of 3 MRFs

• C&D (Constructed in 2002)

• Single Stream (Constructed 2006)

• Public Area MRF (Constructed 2011)

Landfill Operations Manager; Waste Management, Northern California Market Area 1986 - 1990

• Responsibilities included oversight of Altamont, Tri-Cities, Sunnyvale and the 27th Ave. Landfill, Arizona. I

was responsible for oversight of facility managers, special construction projects including installation of

gas systems, labor management and equipment maintenance.

Landfill Construction Manager; Waste Management, Northern California Market Area 1984 - 1986

• Working with a construction team managed landfill construction projects at Altamont and Tri- Cities

Landfill. Work included major, dike, cell, and roadway construction.

Landfill Supervisor; Waste Management, Northern California Market Area 1983 - 1984

• Supervised Daily operations at the Tri-Cities and Altamont Landfills including startup of the San Francisco

Disposal Contract operations at Altamont landfill.

Route Driver; Oakland Scavenger, Oakland, CA 1979 - 1983

Rebecca Jewell


Experience



ExperienceRecycling Program Manager; Waste Management, San Leandro, CA April 2006 - Current

• Business Development

• Research potential partners, material flows and processes

• Establish new markets for materials

• Negotiate thresholds and rates

• Customer assistance

• Research recycling opportunities for materials unique to specific customers

• Recommend alternative processes or vendors for recycling materials

• Communicate Davis Street recycling activities to partner cities, government officials and members of the

public

• Generate qualitative & quantitative reports detailing material processes and end uses for recovered

materials

• Create outreach materials, video & website detailing the recycling processes for each material handled

• Conduct facility tours for interested groups

• Professional development for Recycling Coordinators

• Identify knowledge gaps

• Design curriculum & assemble the quarterly schedule

• Coordinate guest speakers and content

Found Art Program Manager; Society of St. Vincent de Paul of Alameda County, San Leandro Aug. 2004 – Aug. 2006

Secondary—Recycling Team Leader and Volunteer Manager

• Social services organization with direct service programs and retail outlets throughout Alameda County

• Set up and implemented organization-wide recycling program resulting in over a half-million pounds

diverted from the waste stream in one year

• Established relationships with recyclers

• Negotiated rates for sale of recyclable materials

• Provided technical assistance to staff around recycling and reuse

• Created and procured funding for Found Art programs

• Created Found Art product prototypes from recycled materials



Greg Lammers


Experience



Experience

Senior Finance - Business Development; Waste Management, Inc. February 2009 - Current• Strategic Acquisitions, Mergers and Divestitures, pro forma analysis and review, target assessment,

company integration, process improvements, due diligence, new product development, sustainabilityanalysis, and profitability and margin enhancement

Director - Pricing; Waste Management, Inc. September 2003 - January 2009

• Develop and Manage Price Improvement Strategy and Programs, Improved Yield from 0.5% to over 5.4% for

Group, Increase Profitability and Create Additional Revenue. Achieved annual yield improvement exceeding

$150m annually, exceeding goals by over 150% each year (2004 through 2008).

Director of Business Improvement; Waste Management, Inc. July 2000 – June 2003• Deployed PeopleSoft Financials and Payroll, managed Revenue Management Conversion team, deployed

digital photo system, managed team of 65 route and billing audit, Enterprise System Initiatives, ChangeLeader for West Group.

District Manager; Waste Management, Inc. November 1999 – July 2000• $45M annual revenue, 136 employees. 47,000 customer and three landfills. Exceeded EBIT budget by

240%, consolidated customer service centers, recognized by local municipal leadership for innovation.

Region Controller; Waste Management, Inc. July 1996 – November 1999• Twelve Districts with annual revenue over $325M, 960 employees. Most Profitable Region of entire

company in 1999 at 42% EBIT. Consolidated merger with USA Waste and acquisition of various companiesinto Region.

Education

Santa Clara University – Leavey School of Business; Santa Clara, CA 1982 - 1986

Bachelor of Science, Finance

Bellarmine College Preparatory; San Jose, CA 1978 - 1982

• County of Los Angeles Commendation for dedicate service and numerous contributions for the benefit of

the citizens of Los Angeles County.

• City of Los Angeles Certificate of Commendation for Outstanding efforts supporting Economic Development

and Business Community.



and Business Community.• City of San Fernando Honors for economic development, business and community events, and providing

assistance to the City.

Kenneth Edward Lewis, P.E.


Experience



pDirector of Post Collections Operations; Waste Management, Northern California/Nevada Market Area 2008 -Current

• As Director of Post-Collections Operations for Waste Management, I am responsible for all aspects of

operations, safety, engineering, compliance, facility development and financial performance for the

following post-collections business units within Waste Management’s California Bay Market Area in northern

California;

Altamont Landfill and Resource Recovery Facility located in Livermore, CA

Anderson Landfill located near Redding, CA

Lockwood Landfill located in Reno, Nevada

Tri-Cities Landfill and Resource Recovery Facility located in Fremont, CA

Kirby Canyon Refuse Disposal Facility located in Morgan Hill, CAGuadalupe Landfill and Material Recovery Facility located in San Jose, CA

Redwood Landfill and Compost Facility located in Novato, CA,

High Mountain Fuels Liquefied Natural Gas (LNG) Production facility located in

Livermore, CA

• Currently responsible for over 250 employees, approximately $85M in net revenue, 4.7M tons of disposal

and recycling activities and over $10M in capital expenditures annually. I have 13 direct reports that

include seven business unit managers, a gas operations manager, a compliance manager and twoengineering managers and two civil/structural engineers. In my role, I have overall responsibility for

leading the Market Area’s efforts to improve efficiency in operations, lower costs per unit, develop a

culture of safety in the work environment, improve sales revenues through marketing and efficient

utilization of our assets, improve gas collections and renewable energy production at the landfill gas to

energy facilities, develop and implement pricing strategies and oversee annual permit and capital

improvement projects and budgets.

Senior District Manager; Waste Management, Fremont, CA 1999 – 2008

• For almost a decade, I held the position of Senior District Manager for two large landfills in the California

Bay Market Area; the Altamont Landfill and Resource Recovery Facility and the Tri Cities Landfill Directly

close in the latter part of 2012. The site has annual gross revenues of approximately $7.5 million and 22

unionized employees

Operations Manager, RPI/ Biogro Western Division; Waste Management, CA 1998 - 1999



• Acted as Operations Manager for RPI/Biogro. I was assigned to manage the daily operation of RPI/Biogro’s

field staff and project workload. RPI/Biogro was an engineering contractor division of Waste Management

Inc. specializing in land application of municipal wastewater treatment plant sludge and in-plant tank

cleaning and pond dredging services to various Publicly Owned Treatment Works with a annually revenue of

over $6M. In this role, I was responsible for budget planning, development of project staffing

requirements, preparation and submittal of project bids, and oversight of field services and employees.

The position involved coordinating of land application projects on dozens of farms located in several

counties throughout California, as well as coordinating in-plant services occurring in several states

throughout the Country. As Operations Manager, I had accountability for approximately 25 employees,

including technical managers, job foremen, general labor, operators, and support staff.

Market Area Engineer; Waste Management, CA 1995 – 1998

• Until 1998, I held the position of Market Area Engineer for Waste Management Inc. in the Western Area

assigned to various facilities in the western states. Locally, I was responsible for all engineering,

permitting and design aspects of the Redwood Landfill located in Marin County. Redwood Landfill is a 420-

acre non-hazardous solid waste landfill, which accepts approximately 800 tpd of municipal solid wastes and

400 tpd of municipal wastewater sludge and has annual revenues of approximately $25 million. To

accomplish my goals in this role I was routinely required to manage various aspects of company resources

including on-site personnel, site equipment, consultants, contractors and project capital budgets. Inaddition, I was also responsible for coordination of various regulatory programs. Redwood also frequently

presented special technical challenges due to the type of poor geological conditions present at this

location.

• In addition to managing the engineering and technical aspects of the Redwood Landfill, as the Market Area

Engineer I was also assigned to provide a wide range of engineering, permitting and construction

management related services for several landfills, transfer stations and maintenance facilities through out

the western US.

• Selected accomplishments include:

• Construction oversight and permitting services for a 300-acre green field landfill development, Front Range

Landfill

within the specified budgets. As a project manager, I managed project teams, prepared proposals,

developed and managed budgets, provided construction management services and interfaced with

regulatory agencies on Forwards’ behalf.

• Selected accomplishments include:



p

• Managing the design, permitting and construction of the Class II 10-acre Waste Management Unit (WMU) D-

95• Managing the design, permitting and construction of the 4-acre Class II overlay WMU D-94 over existing

Class III waste using Geosynthetic Clay Liner (GCL) as an alternative liner system

• Preparing various permitting documents including the Report Of Waste Discharge (ROWD), Report Of

Disposal Site Information (RDSI), Report Of Composting Site Information

• Managing the design and construction of the landfill’s site entrance facilities

Project Engineer; EMCON Associates, Walnut Creek, CA 1989 - 1992

• As a Project Engineer at EMCON I was responsible for providing engineering design and construction support

for various solid waste and recycling projects. During my employment, I had the opportunity to work on awide variety of solid waste projects throughout California. Projects completed while at EMCON, included

acting as Project Engineer for landfill liner and LCRS designs, construction and design of various slurry cut-

off walls, field infiltrometer, traffic and waste flow design for recycle centers, geotechnical investigations,

geological well drilling, slope stability analyses, and construction quality assurance oversight.

Education

California Polytechnic State University; San Luis Obispo, CA 1986 - 1989

Master’s Degree, Civil Engineering (Geotechnical/Environmental)

University of Colorado; Boulder, CO 1982 - 1986

BA Degree, Geology

Certifications

• Registered Civil Engineer: California #53401, Washington #31541, Colorado #32357, Nebraska #E-9277

• Registered California General Engineering Contractor (Class A): License #843776

•

Member - American Society of Civil Engineers, 1989

Dennis Mariano


Experience



pRoute Manager; Waste Management, Alameda County, CA 2012 - Current

• Manage daily operations of thirty seven commercial and residential refuse collection routes. Facilitate

weekly safety briefings with professional drivers and ensure all drivers perform all aspects of job in a safe

manner. Initiate root cause analysis on all accidents and/or incidents and discuss findings with drivers.

Strive to provide all customers with timely, professional service and have a positive experience with Waste

Management and its' employees.

• Currently implementing a "facelift" on employee restrooms to demonstrate managements' commitment to

employees.

• Developing trend analysis on each daily route to identify areas of improvement throughout the weeks'

operation.

• Conducting audits on "backyard service" requests to ensure that out drivers are meeting the needs of ourmost "influential" customers that will impact future contracts with the city of Oakland.

Facilities Manager; American Airlines, Miami, FL/Dallas, TX 2009 – 2012

• Directed day-to-day operations of a 1.6 million square foot operation, responsible for ground fleet and

facilities maintenance. Coordinated all maintenance of electrical systems, mechanical, plumbing, energy

management controls, HVAC, fire protection, life safety systems, record keeping, dock levelers and lifts,

locks and keycards, cranes, scales, boilers, fueling systems and environmental waste handling and

management• Implemented successful new operational policies, decreasing "down times" by 15 percent.

• Provided proactive objectives and energized 10 shift supervisors to exceed productivity goals by 28%.

• Successfully spearheaded traditional cost center into a profit center, resulting in new revenues of $1.6

million in government contracts for TSA, Raytheon and U.S. Customs.

• Created ground equipment and aircraft fuel controls, increasing energy savings by $2.7 million over twelve

months.

• Spearheaded co-op training with Department of Public Safety and American Airlines; conducted special

operations and dynamic rescue drills for fall harness, confined space and hazardous storage mock rescues.

Budgeting and Planning Manager; American Airlines, Miami FL/Dallas TX 2007 – 2009

• Facilitated principles of lean manufacturing, 5S, and Six Sigma classes for 19 management and 315 union

employees.

• Identified and coordinated Kaizen events for various work systems, resulting in improved customer service,

cost savings and inventory reductions.



g y

• Coordinated volunteer teams and created current state, future state and value stream mapping tools to

identify bottlenecks in processes.• Created communication documents, story boards and "success events” to celebrate and encourage enduring

achievements in the continuous improvement processes.

• Implemented and documented work flow changes to realize annual savings in excess of $715K.

Supervisor of Facilities; American Airlines, Miami, FL/Dallas, TX 1999 – 2004

• Ensured all critical equipment and passenger impact areas were in ready-state, informed all impacted

customers when equipment was out of service, provided alternate options to obtain operational efficiency

• Implemented lost time controls and reduced employee absenteeism by 20%.

• Improved productivity by 30% among a unionized workforce of 200 employees, improving customer serviceand reinventing performance expectations.

• Developed tool inventory database, automated reporting by shift and installed RF technology on high value

tooling; realizing annual cost avoidance of $40K annually.

• Identified Hexavalent Chromium risk in three locations, provided OSHA approved sanding booths, tracking

of PELs, and coordinated medical surveillance for 72 employees.

• Spearheaded identification of 160 permit/non-permit confined space locations, including mapping and GPS

coordinates, created permit documentation, air testing and ventilation requirements.

Budget Analyst; American Airlines, Miami, FL/Dallas, TX 1997 – 2000

• Identified and recovered $200K from inactive liability accounts.

• Prepared and controlled annual budget of $20M for two cost centers and seven profit centers.

• Responsible for $5M in account payables and $7M in account receivables for American Airlines, Hawaiian

Airlines, John Peter Smith Hospital, Canadian Airlines and Coors Brewing Company.

• Audited all external customers' billing receipts and implemented standardized reporting.

• Coordinated domestic and international exhibitions in the Employee Involvement Association conferences.

• Developed marketing products and increased revenue via improved sales of employee suggestion programs.

• Negotiated payment rates on chapter 11 filing with Canadian Airlines, improving terms by $40K.

Proficiencies

• Proven abilities in creating successful and dynamic teams. This success is based on meeting the legitimate

needs of others, setting high goals for self, others and the team, being sensitive to the implications of my

decisions on others, and making time to give appreciation and encouragement to my employees.



• Effectively hire, train and motivate staff and management teams, establish goals and controls; monitor

results to consistently increase productivity, enhance customer service and reduce operating costs

• Skilled in the management of multiple locations, including setup and improvement of departments, systems

and procedures.

• Proficient in OSHA, FDA, NEC, EPA NFPA code(s), ensuring implementation and compliance with regulatory

agencies.

Alisha McCutcheon


Experience



Technical Compliance Manager; Waste Management, Novato, CA August 2007 - Current

• Manage environmental permitting and compliance at Redwood Landfill, Tri-Cities Landfill, Empire Waste,

and Fort Bragg Disposal. Conduct regular audits of each facility. Manage environmental compliance and

compost quality for a 170 ton-per-day compost facility. Responsible for solid waste self-monitoring

program, stormwater program, groundwater monitoring and reporting program, and air monitoring and

reporting program. Coordinate waste acceptance program.

Environmental Protection Manager; Waste Management, San Leandro, CA September 2001 – August 2007

• Responsible for environmental compliance, health and safety compliance, and worker’s compensation

claims management for a 5,600 ton-per-day transfer station including a 300 ton-per-day green waste

chipping and grinding operation, a 350 ton-per-day C&D Materials Recovery Facility, a minor waste tirecollection operation, a large-quantity e-waste handler and certified collection facility, a 200 ton-per-day

single stream MRF, and four maintenance shops. Manage a load-check program generating large-quantity

volumes of non-RCRA hazardous waste.

Education

West Virginia University; Morgantown, WV August 1996

MS Degree, Safety Management

West Virginia University; Morgantown, WV August 1994

BA Degree, Biology

Proficiencies

• Leadership San Leandro Class of 2005

• Waste Management Landfill Manager Training Class of 2009

Marcus M. Nettz II


Experience



Senior District Manager; Waste Management, Oakland, CA June 2011 - Current

• Full responsibility for revenue and profit and loss of the Business Unit

• Manage day-to-day operations

• Responsible for safety and governmental compliance

• Establish and maintain performance and productivity metrics

• 65 employees

• $45 million in revenue

• 24 hour facility

• LFG to LNG plant / exclusive technology / converting landfill gas into fuel for vehicles

Division Manager; Western Illinois Business Unit, Chicago, IL 2010 – June 2011• Oversight of six divisions in the Western Illinois Business Unit: Livingston Landfill, Environtech Landfill,

Landcomp Landfill, AWS of Pontiac (collection), AWS of Ottawa (collection), and Illinois Valley Recycling

(MRF)

• Full responsibility for revenue and the profit and loss of each division

• Also responsible for the development of operational plans, the development of sales strategies, compliance

with permit conditions, interacting with regulatory agencies, interacting with community groups,

interacting with elected officials and ensuring the efficient and safe work activities of all division

employees

Division Manager; Livingston Landfill/AWS of Pontiac, Pontiac, IL 2007 - 2010

• Received promotion and was relocated to Pontiac, IL, to oversee two divisions

• 29 union employees, 10 administrative employees and 12 outside contract laborers

• $35 million in revenue

• The landfill received an average of 5000 tons per day

• Average operational density of 2000 lbs/CY

• 2008 landfill achievements: Platinum World Class status (a Republic internal audit performed by the

Regional Landfill Operations Manager, one of the highest scores in the nation, 98%), no regulatory

violations and the financial and safety goals were achieved

• Supervised and coordinated activities of operational employees

• Developed work schedules and maintained staffing levels

• Conducted employee observations

• Implemented and maintained safe work practices



• Investigated accidents, injuries and property damage claims

• Conducted safety meetings

Dispatch; Rock Valley Disposal, Dixon, IL 2002 - 2003

• Responsible for 19 routes (23 Drivers - 22 Trucks)

• Customer service

• Planned and scheduled all Roll-Off work

• Maintained and processed route sheets

Education

Logos Christian College; Jacksonville, FLAssociate’s Degree, Biblical Studies

• 3.6 GPA

Dixon High School; Dixon, IL

Diploma

Certifications

• Certified Behavioral Consultant

• CPR and First Aid

Daniel North


ExperienceDi t i t M W t M t O kl d CA 2010 C t



District Manager; Waste Management, Oakland, CA 2010 - Current

• Appointed District Manager of Redwood Landfill and Recycling Center in October 2012

• Appointed District Manager of Tri Cities Waste Management in 2010 in order to lead five redevelopment

projects in materials recycling and renewable energy production

• Redevelopment projects included an anaerobic digestion facility to create energy from residential yard

trimmings; static pile composting of organic waste; a 4.8-Megawatt power plant fueled by landfill gas and

other various material recycling operations

• Communicated design specs to the engineering team and reviewed detail drawings

• Lead consultants and project managers in meetings with city staff to complete CEQA documents and secure

permits

Financial Analyst; Waste Management, Oakland, CA 2008 – 2010

• Lead analyst on 100 million dollar recycling and renewable energy projects including landfill gas to energy

power plants, anaerobic digester facilities and inert materials recycling and reuse operations

• Created operations models for visualizing opportunities to improve recycling and add renewable energy

production to existing solid waste collection operations

• Worked with engineers and consultants to assess the best waste conversion technologies for our operations

• Created financial models for ten redevelopment projects identified from the operating models

• Lobbied corporate leadership for support of the ten redevelopment projects and secured the first round ofcapital funding required to begin the projects in 2010

• Received recognition from industry when our progress was featured in the December 6, 2010 issue of

Fortune

Fleet Supervisor; Waste Management, Oakland, CA 2006 - 2008

• Worked with industry engineers, technicians and internal fleet leadership to deploy solid waste collection

vehicles fueled by methane extracted from landfill gas

• Transitioned a fleet of diesel trucks to B5 (5% corn-based biodiesel), with a ramp up to B20

• Managed six alternative fuel project grants between Waste Management and the California Air ResourcesBoard (CARB) totaling over $3 million in state funding Replaced or converted diesel engines with natural

Master’s Degree, Business Administration/International Business

• Master of Business Administration with Honors, concentration in International Business, 2009

• International study at La Salle Business Engineering School in Barcelona, Spain with focus on the European

entrepreneurial process, marketing strategies, and banking



Loyola Marymount University; Los Angeles, CA 1999 - 2003

BS, Mechanical Engineering

• Bachelor of Science in Mechanical Engineering, 2003

• Teaching assistant to Dr. Omar Es-Said, professor of materials science, 2002-2003

Proficiencies

• 10 years of experience in design, financial modeling and development of alternative energy technology

• Diverse skill set including a deep knowledge of engineering, finance and management built on a solid

academic foundation including a bachelor’s degree in mechanical engineering and master’s in business

administration• Proficient in understanding complex analyses and accurately summarizing and reporting key concepts and

results to upper management

• Detailed, long-term thinker with a proven record managing multidisciplinary teams and achieving project

milestones on time

Tianna Nourot


ExperienceE i t l P t ti M g ; W t M g t N th C lif i /N d 2007 C t



Environmental Protection Manger; Waste Management, Northern California/Nevada 2007 - Current

• The WM – Northern California/Nevada market area encompasses over fifty sites including landfills, transfer

stations, and hauling operations.

• Responsible for managing environmental protection including:

• Permitting

• Reporting

• Facility operating & compliance plans

• Inspections

• Site closures

• Assisted with the permitting/certification and plan compliance for

• Altamont’s Landfill Gas to LNG Plant (Constructed in 2009)• Wildlife Habitat Council - Wildlife at Work Program (various locations)

• On-site CLNG Fueling Stations (various locations)

Senior Staff Scientist; LFR, Inc., Emeryville, CA 2006 – 2007

Air Quality Analyst; Ogden Environmental and Energy Services, San Diego, CA 1998 – 1999

Emissions Inventory Assistant; San Diego Air Pollution Control District, San Diego, CA 1997 - 1998

Education

San Diego State University; San Diego, CA 1998

BS Degree, Biology and Ecology

Certifications

• 40-Hr Hazardous Waste Operations and Emergency Response Training (HAZWOPER)

• 30-Hr OSHA General Industry Outreach Training

• CPR & First Aid Certified

Alex Oseguera


ExperienceArea Vice President; Waste Management Sacramento CA Jan 2007 Current



Area Vice President; Waste Management, Sacramento, CA Jan. 2007 - Current

• Overall responsibility for 17 hauling business units, 10 transfer stations, 3 landfills and 5 material recovery

facilities.

Market Area General Manager; Waste Management, Sacramento, CA Jan.2006 –Dec. 2006

• Overall responsibility for 13 hauling business units, 6 transfer stations, 2 landfills and 4 material recovery

facilities.

Director of Operations; Waste Management, Lodi, CA May 2000 - Dec. 2006

• Managed day-to-day operations for 13 hauling business units, 6 transfer stations, 2 landfills and 4 material

recovery facilities.

District Manager; Waste Management, Santa Clara, CA Sept. 1998 – April 2000

• Managed day-to-day business for operating business unit that was predominantly an open market

competitive environment.

Director of Operations; Waste Management de Mexico, Mexico City, Mexico June 1994 – Aug. 1998

• Overall responsibility for Waste Management’s operating business units throughout Mexico. Cities included:

Cabo San Lucas, Chihuahua, Ciudad Juarez, Guadalajara, Hermosillo, Mexicali, Mexico City, Monterrey,

Tijuana and Toluca.

Assistant Division Manager; Waste Management, Santa Ana, CA Jan. 2004 - May 2005

• Taught multiple subjects in English to Honduran students

• Created curriculum used throughout the school year

Education

Georgetown University; Washington, DC May 1992

MS Degree, Foreign Service (MSFS)• The Edmund A. Walsh School of Foreign Service

C t ti I t ti l T d d Fi



Timothy Scott Reed


ExperienceOperations and Route Manager; Waste Management Oakland CA April 2007 Current



Operations and Route Manager; Waste Management, Oakland, CA April 2007 - Current

• Dispatch Management. Oversee dispatch of WM’s Northern and Central Divisions totaling 202 routes and 296

commercial and residential drivers to ensure 100% coverage of 7 cities within the Alameda County greater

area.

• Probationary Review Program. Mentor to all probationary drivers while in their 90 day probationary status.

Gathering all information from both management and trainers to present in 30, 60 and 90 day review board

to piers and upper management for retention.

• Train to Recovery Program. Administer Transitional duty program fluctuating between 12 to 20 drivers

while in temporary injured status. Developing responsibilities within each drivers work restrictions to

promote body hardening and moral in preparation for return to full duty.

• District Drug Employer Representative. Maintain and manage annual requirement within the total districtfor DOT compliance. Directly involved with the rehabilitation and return to work agreements with all

drivers who have tested positive and entered into their Local 70 union Tap program

Branch Logistics Manager; Apria Healthcare, Fairfield, CA Dec. 2009 – Dec. 2010

• Managed multiple departments including, shipping and receiving department, Commercial Fleet and driver

management as well as the Dispatch Department. Direct reports within all departments included 18 Apria

Employees, 12 Commercial Drivers, 2 Transportation Leads, 1 Warehouse Lead and 3 warehouse clerks

including 12 Apria Vehicles• Effectively maintained personnel, Commercial vehicles and the Branch warehouse both individually and

administratively in a readied state for random audits from FDA, JCAHO, CHP BIT Inspectors and in house

Corporate Logistic auditors

• Held daily meetings with commercial driver technicians reviewing efficiency, annual training requirements,

and route forecast along with known issues of the day before daily route departures

Platoon Commander; United States Marine Corps Reserve, San Jose, CA Aug. 1999 - Current

• Exhibited a high level of discipline as a Platoon Commander and Distribution Management Specialist in the

Shipping and Receiving platoon consisting up to 60 plus Marines for 1st Beach and Terminal Operations

Company 4th Landing Support Battalion 4th Marine Logistics Group in San Jose CA



Central Control Manager; American Airlines, Dallas/Ft. Worth, TX 1998

• Created a new department which combined passenger services, ramp services, line control, American and

American Eagle employees to obtain one control point for coordination and advocating of the best possible

decision in regards to keeping passengers and bags together. During my interim as Central Control Manager

D/FW American’s Largest Hub won the most improved dependability and baggage awards while in May of



D/FW, American s Largest Hub won the most improved dependability and baggage awards while in May of

1998 American was the Top rated airline in both dependability and baggage performance.

Customer Service Manager; American Airlines, Dallas/Ft. Worth, TX 1995 - 1998

• Supervised all phases of DFW operation including but not limited to deicing, cabin service baggage transfer,

and ramp operations.

Analyst; American Airlines/American Eagle Field Services, HDQ, Dallas/Ft. Worth, TX 1992 - 1995

• Staff position responsible for ensuring AMR Corporate levels of service were maintained in all areas.

Coordinated the development of field operating policies within American Eagle.

Airport Operations Agent; American Airlines, Wichita, KS 1985 - 1992• All facets of Airport Operations including ticketing, weight and balance functions. Completed special

project on South American task force while in this position. Participated in the start-up of eight separate

stations in South American Countries. Promoted to Lead Agent in 1988.

Education

The Wichita State University; Wichita, KS 1987

BA Degree, Business Administration

Butler County Community College; El Dorado, KS 1984

AA Degree



Jason Silva

172-98th Ave. Oakland, CA 94603


Experience



ExperienceContract Compliance Representative; Waste Management, Oakland, CA 2004 - Current

• Manage franchise agreements for Cities of Albany and Emeryville and the Castro Valley Sanitary District.

• Experience in assisting management of franchise agreements for City of Oakland, Oro Loma Sanitary

District and City of Hayward.

• Serve as day to day liaison between municipalities and WMAC.

• Formulate public education plans, community outreach efforts and diversion plans.

• Ensure compliance with reporting requirements,

• Facilitate price increases

• Prepare responses to RFP’s / RFI’s

Education

UC Riverside; Riverside, CA 1999 - 2003

BA Degree, Psychology

Certifications

• Alameda County Master Composter

• CPR and First Aid

Proficiencies

• Microsoft Office Suite

• Spanish

Barry Skolnick


ExperienceArea Vice President; Waste Management, California Bay Area 2009 - Current



Area Vice President; Waste Management, California Bay Area 2009 Current

• Responsible for managing Northern California from King City to Fort Bragg including all collection and post

collection assets.

Market Area Manager; Waste Management, Puerto Rico 2006 – 2008

• Responsible for managing Waste Management’s business within the U.S. Commonwealth of Puerto Rico.

Business Development Manager; Waste Management, Hayward, CA 2002 - 2006

• Responsible for acquisition and divestures for the WM-Southern Group.

President/Owner; Allcycle Sanitation 1999 – 2004• Private port-o-let and storage container business in Atlanta, Georgia. Portion of business was sold to ADCO

International, Inc. d/b/a Blu-John in June 2004.

• Private waste collection and recycling business located in Atlanta, Georgia. Portion of business was sold to

Waste Management December 31, 2001.

Officer/Owner; Greater Atlanta Sanitation, Atlanta, GA 2002 - 2006

• Private waste collection and recycling business located in Atlanta, Georgia. We sold the business to Waste

Industries August 28, 1998.

Attorney; Attorney, Juticalpa, Honduras 1999 - 2000

• Managed and operated private law practice. Area of practice included Corporate Formation, Business Law,

Commercial and Contract litigation, Title VII, Trust & Estates & Personal Injury.

Camp Counselor; Adventure Day Camp, Walnut Creek, CA Summers 2001 - 2003

• Led groups of 15-20 campers in art, sports, nature, and music activities

Education

University of Georgia School of Law; Athens, GA 1990

Juris Doctor

Fred Slaats


Experience



Route Manager; Waste Management, Oakland, CA

Real Estate Agent; Golden Valley Mortgage and Realty Services, Pleasanton, CA 2001 - Current

• Worked as a Real Estate agent

• Originated home loans

• Originated Private Money loans

Division Manager; United Parcel Service, Inc., Oakland, CA 1998 – 2001

• Responsible for 700+ employees, including 7 managers.

• In addition to all operations manager responsibilities;

• Train, motivate and hold managers accountable to best perform their jobs.

• Responsible for overall operating budget for the division.

• Monitor career development of management.

• Responsible for company policies, procedures, and compliance in regards to all employees and the 3

facilities assigned to me.

• Personal involvement and leadership in our division Safety Committee meeting and volume development

groups.

Labor Relations Manager; United Parcel Service, Inc., Oakland, CA 1996 – 1998• Hold workshops to train management to adhere to collective bargaining agreement.

• Prepare and present cases for grievance panels if solutions could not be found.

• Establish relationship with union officials to minimize any labor dispute groups.

Operations Manager; United Parcel Service, Inc., Oakland, CA 1986 – 1996

• Responsible for 100+ employees.

• Utilize all supervisory skills learned to lead by example.

• Responsible for promotion, training and development of management and non management employees toperform functions needed to prepare and deliver 200+ package cars.

Pre-loader; United Parcel Service, Inc., Oakland, CA 1976 – 1979

• Non management position where I learned all applicable jobs to prepare delivery vehicles for package car

drivers. Delivery driver as “on call” basis only.



Education

Chabot College; Hayward, CA 1977

AA Degree, General Education

Proficiencies

• Professional, well spoken, positive, enthusiastic, persistent, good at problem solving, great initiative,

professionally aggressive yet very diplomatic, ability to deal with all levels of employment in a professional

but friendly manner, ability to coach those assigned to me.

• I have an Extensive list of training and development schools through UPS career path. Many of which I

attended and later taught. Standard Basic Training for Supervisors, Management Leadership Workshops,Safety Training Schools, Labor Relations Workshops, etc.

Jerry Sobrero


ExperienceRevenue Manager; Waste Management, Oakland, CA July 2005 - Current



g ; g , , y

• Responsible for managing billing department, 7 billing clerks, 3 supervisor and 1 collection specialist.

• Maintain data integrity of billing data base to insure billing and contract accuracy. 233,000 customers with

a 10% turn over in 20 different franchises plus open market

• Implement price increases and implement contractual changes for franchises

• Support accounting, municipal contract, sales and finance departments with data, analysis and training

• Support Operations and routing efficiency team for reroute, productivity

• Support districts with data management and process improvement.

Compliance Auditor; Waste Management, Oakland, CA July 2003 July 2005

• Responsible for Market Area drug and alcohol program for DOT and labor agreement compliance. ManagedDriver Qualification programs. Worked on automated routing systems. Developed new tools to automate

manual routing processes. Worked on payroll systems to develop systems to monitor DOT hours of

compliance. Provided operational and technical support to hauling companies and post collection facilities.

Region Safety Specialist; Waste Management, Oakland, CA Nov 2001 July 2003

• Audit district safety programs, develop improvement action plan and monitor. Trained management in

safety standards and practices, driver safety, driver observations, etc. Chaired corporate committee to

develop standardized training for all lines of business. Worked on PPE and Temporary Labor committees for

corporate.

Transfer Station Manager; Waste Management, Oakland, CA Sept 1991 July 1997, Sept 1999 Nov 2001

• Direct the daily operations of one of the largest solid waste and recycling transfer stations in the country.

Develop and maintain budgets. Develop new processes for recycling. Managed scale houses to process

inbound and outbound transactions, reporting and security.

Landfill Supervisor; Waste Management, Oakland, CA July 1997 –Sept 1999

• Responsible for daily operations of municipal solid waste landfill, safety training



Michael Witt


Experience



Director of Operations; Waste Management, Inc., Sacramento Nevada Area 2002 - Current• Full responsibility for Market Area field operations, 17 hauling operations, 6 transfer stations, 7 material

recovery facilities, 2 landfills, $280M+ in annual revenue, 1,000+ employees, 400+ routes.

District Manager; Waste Management, Inc. Sacramento & Woodland Districts 1999 - 2002

• General management and full P&L responsibility for Sacramento and Woodland locations including

operations, sales, accounting, customer service, safety, and maintenance. Sacramento operation

summary: 4 sites, $40M annual revenue, 240+ employees, 120+ trucks, 40,000+ customers. Area Manager, Corporate Training & Employee Development; Browning-Ferris Industries 1996-1999• Responsible for improving management effectiveness in the western US and Canada through training and

special projects.

Market Place Sales Manager; Browning –Ferris Industries 1994 - 1996• Responsible for revenue and profitability growth of municipal solid waste, medical waste, recycling, and

portable services for northern California. Managed and trained staff of four sales managers, twenty-threesales representatives and three administrators. Customer base of 9,400 producing $23,000,000 in revenue.

District Sales Supervisor; Browning-Ferris Industries 1993-1994• Responsible for training and supervising five sales representatives and managing major accounts.

Sales Representative; Browning –Ferris Industries 1990 - 1992• Responsible for revenue growth of commercial solid waste services in Sacramento territory through

obtaining new customers, increasing revenue on existing accounts, and retaining existing accounts throughnegotiations and resolution of all customer service issues.

Sales Representative; Kendall Healthcare 1992 - 1993•

Responsible for growth of critical care product sales in northern California and Nevada. Sold product tophysicians, nursing staff, and materials management committees. Trained entire hospital staff on diseasei d d N i d l i h i l h i l b i i i HMO’

Troy Zimmer


ExperienceTechnical Support Manager; Waste Management, Oakland, CA 2008 - Current



• Managed and supported ad-hoc projects for Market Area hauling and post collection districts. Reviewed all

safety and compliance regulations with District Managers and jointly developed solutions. Interacted with

route managers, drivers and facility management at each location on the top four causes of accidents and

injuries in each district.

• Developed district action plans for areas of improvement related to accidents and injuries.

• Developed New Hire on boarding training program

Safety Manager; Waste Management, Oakland, CA 2003 – 2008

• Managed new hire training program for market area, spanning over five states. Developed training

curriculum for CDL drivers, dispatchers, and all management employees. Developed weekly and monthlyanalysis on accidents and incidents in the market area. Conducted weekly “safety calls” to review

accidents and share best practices.

• Consolidated ten day training program into five day program, increasing the amount of “field time” for all

employees.

• Reduced accident / incident rates by 12% year/year.

• Developed “train the trainer” program for all market areas and provided on-site assessments.

• Improved quality of field observations via ride-along in the field.

Route Driver; Solano Garbage Co., Fairfield, CA 1987 - 2000

• Route driver for residential and commercial.

• Operated several pieces of equipment.

• Operated all lines of business, commercial and residential

Education

Napa Valley College; Napa, CA

Administration Justice

Napa High School; Napa CA


APPENDIX G. SAMPLE REPORTS



The City of Oakland




Description Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total Average

# of Single Family Dwellings

# of Multi Family Dwellings

# of Commercial Accounts

# of Roll Off Accounts

# of City Facilities

City of OaklandRecycling and Disposal Progress Report

Monthly Detail 2012



Tonnage Delivered to Processing Facility without processing

Single Family Dwellings

Multi Family Dwellings

Commercial

Roll Off

City Facilities

Delivered by City Vehicles

Total Tons Delivered to Processing Facility without processing

Tonnage Diverted

Single Family Dwellings

Multi Family Dwellings

Commercial

Roll Off

City Facilities

Delivered by City Vehicles

Total Tonnage Collected

Tonnage Produced by Processing - finished product

Compost

Mixed Paper

Feedstock for Biomas

Refuse derived fuel

Material Diverted

Aluminum

Glass

Newspaper

Cardboard

Mixed Paper

Plastics

HDPE - Natural

HDPE - Colored

Tin

Organics

Brush / Greenwaste

Christmas Trees

Bulky Item tonnage

Number of Bulky Items

# of Motor Vehicle Accidents

# of Property Damage Claims

# of Non-Collection Notices

Page 1 of 2

Use the 2012 EPA WARM Model Excel Calculator at to calculate visual savings and results. Fill in Happy Facts below based on WARM Model results.

Highlights

Waste Management is proud of the accomplishments we've achieved in partnership with the City of Oakland so far this quarter:

- Insert Public Outreach and information activities

- Insert Recycle and Organic material issues or conditions

- Insert Operational Changes

http://www.epa.gov/climatechange/waste/calculators/Warm_home.html

http://www.epa.gov/climatechange/waste/calculators/Warm_home.html



conserving

xxx gallons of gasoline removing the annual emissions from

xxx cars off the road

greenhouse gas emissions reduction of

xxx metric tons of CO2 equivalent

conserving

xxx propane cylinders for home bbqs

conserving

xxx barrels of oil

Page 2 of 2

Date Name Address Zip Reason

City of OaklandNon Collection Notices



Co Cust# Name Address City State Date of Complaint Complaint Resolution Date

City of OaklandProperty Damage Claims



Co Cust# Name Address City State Date of Complaint Complaint Resolution Date

City of OaklandCustomer Service Call Summary



Container Size # of containers Type of Matertial Location of Container Name Address Zip

City of OaklandCustomer List



Vehicle # Chassis ID# Body ID# License # Model Year

City of OaklandEquipment Summary

Prr 2387 Wmac Servicegroup1 Mmo

Documents

Transcript of Prr 2387 Wmac Servicegroup1 Mmo