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City of Oakland, Zero Waste ServicesMixed Materials & Organics Collection Services
Service Group 1
09 January 2013
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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.
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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
&
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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-
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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
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Zeo Wase Sevices Cove Lee, Se, Aea, Ec.
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
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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
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Zeo Wase Sevices Cove Lee, Se, Aea, Ec.
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.
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Cove Lee, Se, Aea, Ec. The City of Oakland
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Zeo Wase Sevices Cove Lee, Se, Aea, Ec.
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.
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Cove Lee, Se, Aea, Ec. The City of Oakland
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Zeo Wase Sevices Cove Lee, Se, Aea, Ec.
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.
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The City of Oakland
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Z W S i
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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
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Zero Waste Services Executive Summary
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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.
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Q U A L I F I C A T I O N S
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Zero Waste Services Key Staff Persons
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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
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
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SENIOR LEADERSHIP
Barry Skolnick
Area Vice President (AVP), Northern California/Nevada Area
Phone: 510 613 2112
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
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Mike Witt
Director of Collection Operations, Northern California/Nevada Area
Phone: 916 294 4001
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.
Responsibilities Include:
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
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
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Ken Lewis
Director Landll Operations
Phone: 510 613 2158
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.
Responsibilities Include:
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
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Charlie DeLa Mater
Senior District Fleet Manager
Phone: 510 613 8760
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.
Responsibilities Include:
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
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Dino Fontana
District Operations Manager
Phone: 510 613 2182
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.
Responsibilities Include:
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
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.
Responsibilities Include:
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Responsibilities Include:
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.
Responsibilities Include:
Manages 16 drivers and 12 Oakland routes, including Oakland Bulky
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
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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
Jeffrey Cox
Route Manager, Residential Route Manager
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.
Responsibilities Include:
Manages 15 drivers for 13 residential and commercial routes in west and north Oakland
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
Dennis Mariano
Route Manager
Phone: 510 875 3394
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Fred Slaats
Roll-Off Route Manager
Phone: 510 613 2883
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.
Responsibilities Include:
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
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
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Timothy S. Reed
Route Auditor
Phone: 510 613 2132
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.
Responsibilities Include:
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
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
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Responsibilities Include::
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
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.
Responsibilities Include:
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
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Responsibilities Include::
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
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.
Responsibilities Include:
Researches new recycling technologies and programs for implementation at Davis Street
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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.
Responsibilities Include:
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
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.
Responsibilities Include:
Manages day-to day operations, safety and governmental compliance
O t ti f CASP d RAC ti f iliti
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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.
Responsibilities Include:
Prepares Oakland tonnage reports
Supervises scale house, tipper and heavy equipment personnel
Daniel North
Redwood Landll District Manager
Phone: 415 408 9054
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.
Responsibilities Include:
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
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David Tucker
Director of Community & Public Relations
Phone: 510 613 2142
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.
Responsibilities Include:
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
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Compliance
Jason Silva
Contract Compliance Supervisor
Phone: 510 613 2187
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.
Responsibilities Include:
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
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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
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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
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Table 2. Summary of Mixed Materials & Organics Collection Reference Service Offerings
Oakland MM&O RFP RequirementsCastro ValleySanitary District
City ofAlbany
City ofEmeryville
City ofHayward
Oro LomaSanitaryDistrict
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
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Oakland MM&O RFP RequirementsCastro ValleySanitary District
City ofAlbany
City ofEmeryville
City ofHayward
Oro LomaSanitaryDistrict
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
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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
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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
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CITY OF EMERYVILLE
Peter Schultze-Alllen, Environmental Programs Analyst
1333 Park Avenue
Emeryville, CA 94608
Phone: 510 596 3728
Email: [email protected]
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-
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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
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References The City of Oakland
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CITY OF HAYWARD
Vera Dahle-Lacaze
777 B Street
Hayward, CA 94541
510 583 4725
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
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Hayward Street Parties
Hayward Chamber Business Expo
Hayward Cinco de Mayo
Haward Communit Garden Cleanup Da
Hayward Earth Expo
Hayward Zucchini Festival
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Zero Waste Services References
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ORO LOMA SANITARY DISTRICT
Jason Warner, Manager
2600 Grant Avenue
San Lorenzo, CA 94580
Phone: 510 276 4700
Email: [email protected]
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
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CASTRO VALLEY SANITARY DISTRICT
Naomi Lue, Solid Waste Supervisor
21040 Marshall Street
Castro Valley, CA 94546
Phone: 510 537 1500
Email: [email protected]
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.”
Overview of Partnership
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,
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CITY OF SEATTLE
Hans Van Dusen, Solid Waste Contract Administrator
700 5th Avenue, Suite 4900
Seattle, WA 98124
Phone: 206 684 4657
Email: [email protected]
Hans Van Dusen, Sold Waste Contact Admnstato
“Waste Management has been a valued partner in Seattle’s internationally recognized solid
waste services.”
Overview of Partnership
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
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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
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Zero Waste Services References
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CiTy Of VANCOUVEr
Paul Gagnon, Corporate Zero Waste Ofcer
453 West 12th Avenue
Vancouver, B.C. V5Z 4A8
Phone: 604 873 8149
Email: [email protected]
Overview of Partnership
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.”
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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
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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
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Zero Waste Services References
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References The City of Oakland
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Zero Waste Services References
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Zero Waste Services References
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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
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Zero Waste Services References
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References The City of Oakland
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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
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November 14, 2012
City of OaklandOffice of Public Works Agency
250 Frank H. Ogawa Plaza, Suite 4313Oakland, CA 94612
To Whom It May Concern:
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
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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
To Whom It May Concern:
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
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References The City of Oakland
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Zero Waste Services References
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Zero Waste Services Litigation History
3 3 LITIGATION HISTORy
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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
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F I N A N C
I A L
Q U A L I F I C A T
I O N S
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Zero Waste Services Statement of Financial Qualifications
4 STATEMENT OF FINANCIAL QUALIFICATIONS
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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
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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 ($)
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Facilities 2009 ($) 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
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Zero Waste Services Audited Financial Statements
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Audited Financial Statements The City of Oakland
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Zero Waste Services Audited Financial Statements
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Audited Financial Statements The City of Oakland
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Zero Waste Services CFO Statement of No Material Change
4.2 CFO STATEMENT OF NO MATERIAL CHANGE
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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
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Zero Waste Services Proof of Required Financing
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Labor Agreements The City of Oakland
For additional information regarding Waste Management nancial capabilities, please consult the refer-
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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
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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
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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
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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;
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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
Zero Waste Services HHW
All containers must have a label—placed by the manufacturer or the customer. In order to protect the
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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
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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
Zero Waste Services HHW
In the past, on average, we receive 15%-35% of these cards. From the comfort of their homes, residents
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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
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Zero Waste Services 5.7 Sharps Collection Plan
5.7 SHARPS COLLECTION PLAN
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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
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A P P E N D I C E S
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Appendices
This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
7. APPENDICES
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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
This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
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This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
APPENDIX C. SUSTAINABILITY REPORT
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The City of Oakland
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This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
APPENDIX D. RESUMES
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The City of Oakland
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Andre R. Christian
Email: [email protected]
i
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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
Email: [email protected]
E i
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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
Email: [email protected]
E i
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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
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• 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
Email: [email protected]
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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
Email: [email protected]
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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.
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Dino Richard Fontana
Email: [email protected]
Experience
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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
Email: [email protected]
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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
Email: [email protected]
Experience
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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
Email: [email protected]
Experience
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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
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Greg Lammers
Email: [email protected]
Experience
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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.
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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.
Email: [email protected]
Experience
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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
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• 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:
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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
Email: [email protected]
Experience
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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.
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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.
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• 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
Email: [email protected]
Experience
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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
Email: [email protected]
Experience
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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
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• 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
Email: [email protected]
ExperienceDi t i t M W t M t O kl d CA 2010 C t
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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
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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
Email: [email protected]
ExperienceE i t l P t ti M g ; W t M g t N th C lif i /N d 2007 C t
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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
Email: [email protected]
ExperienceArea Vice President; Waste Management Sacramento CA Jan 2007 Current
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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
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Timothy Scott Reed
Email: [email protected]
ExperienceOperations and Route Manager; Waste Management Oakland CA April 2007 Current
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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
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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
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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
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Jason Silva
172-98th Ave. Oakland, CA 94603
Email: [email protected]
Experience
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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
Email: [email protected]
ExperienceArea Vice President; Waste Management, California Bay Area 2009 - Current
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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
Email: [email protected]
Experience
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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.
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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
Email: [email protected]
ExperienceRevenue Manager; Waste Management, Oakland, CA July 2005 - Current
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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
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Michael Witt
Email: [email protected]
Experience
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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
Email: [email protected]
ExperienceTechnical Support Manager; Waste Management, Oakland, CA 2008 - Current
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• 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
This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
APPENDIX G. SAMPLE REPORTS
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The City of Oakland
This page contains Waste Management company condential and proprietary methods, work product, and information and therefore is not subject to disclosure.
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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
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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
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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
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Co Cust# Name Address City State Date of Complaint Complaint Resolution Date
City of OaklandProperty Damage Claims
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Co Cust# Name Address City State Date of Complaint Complaint Resolution Date
City of OaklandCustomer Service Call Summary
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Container Size # of containers Type of Matertial Location of Container Name Address Zip
City of OaklandCustomer List
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Vehicle # Chassis ID# Body ID# License # Model Year
City of OaklandEquipment Summary
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