Request for Proposal No. RM-20-96 Solid Waste and

Request for Proposal No. RM-20-96 Solid Waste and Recycling Collection

October 16, 2020, 2:00 pm

Submitted by Coastal Waste & Recycling of Florida, Inc.

1840 N.W. 33rd Street Pompano Beach, Florida 33064

954-947-4000 www.coastalwasteinc.com

Table of Contents

1. Proposal Transmittal Letter

2. Technical Proposal

• Proposal Bond • Executive Summary • Proposer Team Identification, Qualifications, and General • Information

o Corporate Entity o Corporate Organizational Chart o Broward Organizational Chart o Corporate Information o Qualifications o Experience and Technical Qualifications o Relevant Project Experience o Project References o Financial Qualifications

• Proposer Team • Proposed Approach

3. Operational / Transitional Plan Business Terms

4. Cost Proposal

Proposal Transmittal Letter

Technical Proposal

Proposal Bond

Executive Summary

Coastal Waste & Recycling is privately owned and locally operated solid waste

and recycling service provider and waste processor. Coastal Waste & Recycling

was founded in 2017 but currently services contracts that date back to 2008.

Coastal Waste & Recycling provides services to public and private entities

including municipalities and governmental agencies. Coastal Waste & Recycling

has 8 locations throughout Martin County to Miami Dade County and has over

200 employees servicing the businesses and residents of South Florida.

Coastal Waste & Recycling currently manages several exclusive franchise

agreements throughout South Florida. These franchised contracts include

automated solid waste and recycling collection, bulk and yard waste along with

Commercial accounts. These contracted municipalities include, but are not

limited to, Town of Bay Harbor Island, City of Hialeah, Town of Loxahatchee

Groves, Broward County Municipal Service District, Village of El Portal, and Miami

Dade County. In addition, the officers and management of Coastal Waste &

Recycling have been awarded and transitioned the services of the City of Delray

Beach (17,244 residential units), and the Solid Waste Authority of Palm Beach

County contracts for Unincorporated Area IV (46,075 residential units, 29,643 multi-

family units), just to name a few.

Under the Town Bay Harbor Islands, Broward County Municipal Service District,

Town of Loxahatchee Groves and City of Miami Franchise Agreements, Coastal

Waste & Recycling services over 8,000 multifamily units. In addition, Coastal Waste

& Recycling is currently servicing over 200,000 cubic yards annually in commercial

accounts for Miami Dade County, Miami Dade County Public Schools, School

Board of Broward County and School District of Palm Beach County.

Decades of Experience – Qualifications of Key Personnel Every proposing company that meets the financial and resources requirement,

begins on a level playing field with the assets to execute the contract for the

Collection and Disposal of Solid Waste, Yard Trash, and Bulk Waste. It is the team

of individuals who are dedicated to serving your residents that truly make the

difference.

Coastal Waste & Recycling understands how vital the service we provide, is to the

health and welfare of each Davie resident. Our number one priority is timely and

efficient collection for every resident and commercial customer. With that goal

in mind, we are focused on providing personal hands on attention, to your

residents from the initial contact, to the completion of the job.

The extensive knowledge and successful records of the people in a company are

the true measure of the experience necessary to execute a collection contract.

The leadership team at Coastal Waste & Recycling, includes individuals that have

successfully executed residential and commercial solid waste collection

contracts in South Florida, for over 40 years. Their proven record is testament to

Coastal’s strong ability to serve the residents of Davie.

Brendon Pantano, CEO - A third-generation industry professional, Brendon grew

up working in his family's waste collection company in Buffalo, New York. From

working on the back of a truck, to environmental compliance and operations,

Brendon’s 20-year commitment to a career in waste and recycling has seen him

rise rapidly to the top of the industry. Brendon’s extensive hands on experience

and expertise, developed at both large public and private waste and recycling

companies, was the driving force behind his appointment as Chief Operating

Officer (CEO) of Coastal Waste & Recycling

John Casagrande, Vice President has over 40 years’ experience in the waste

hauling industry. From his very first job driving a garbage truck on a route, to his

responsibility for collection operations for the State of Florida for Waste

Management, his entire career has been in residential collection. John has lived

in South Florida since 1979 and has spent the entire time in the solid waste industry.

His experience began driving a garbage truck in Miami for his own company.

Through the years his company grew to one of the largest privately owned

companies in South Florida. In 1999, John became Area Vice President for Waste

Management, managing the collection, hauling and disposal assets from Key

West to St. Lucie County. Consisting of over 2,500 hundred employees, over 500

trucks.

Dennis Pantano “DP”, a western New York native and second generation

“garbageman” brings over 45 years of solid waste industry experience. Dennis

started his career in the industry in 1974 when he joined the family business

“Fredonia Sanitary Services” with his father. Dennis grew the business and later

sold it to BFI where he continued his career and held various roles including Market

Area Vice President of the North East Market. In addition to the solid waste

company, Dennis also started and operated IVS Environmental Services, an

environmental services company serving the northeastern US. In 1999 Dennis

joined Waste Management of New York where he served as Regional Vice

President managing operations generating over $750 million in revenue. In 2003

he joined Regus Industries as Chief Operating Officer where he managed the

collection, post collection, rail and landfill operations of the company generating

over $100 million in revenue. In 2007 Dennis joined Waste Services Inc. of Florida,

currently known as Waste Connections where he led the operations including 4

landfills, 6 transfer stations, 2 MRFs and 9 collection companies throughout Florida.

In 2013 he joined Casella Waste System as Regional Vice President where he

manages the operations in New York, Pennsylvania, Connecticut and New

Hampshire including 7 landfills, 24 transfer stations and 27 collection operations.

Chad Abell, Vice President of Operations. Chad has over 22 years of experience

in the solid waste industry in the area of post collection. Chad started in the public

sector as a Registered Sanitarian and Staff Inspector. He became an Staff

Consultant advising clients on health and safety compliance issues including

federal state ad local EPA, OSHA and DOT Regulation. In 2003 he joined Waste

Management of Ohio as the Site Manager for the Cleveland and Akron Transfer

Stations. He moved to Kentucky later that year to lead Waste Management as

Operation Manager and District Manager for the Outer Loop Recycling and

disposal Facility in Louisville Kentucky. Chad continued with Waste Management

until 2014 as District Manager of the American Landfill in Waynesburg, Ohio,

Cleveland Transfer, Cleveland MRF, Poland MRF. Chad joined Waste Connection

in 2014 as the South Florida Post Collection District Manager. He joined Coastal in

2018 and is responsible for all operation aspects of the company including C&D

recycling, and vegetation recycling.

David Cepero, District Manager has twenty years of experience in the solid waste

industry with extensive successful managerial experience in Operations and

Logistics. He started in Houston with Allied Waste as the Commercial, Site and

Operations Manager. He joined Waste Corporation in Missouri in 2006 and was

with them for three years before moving to Kansas City for Deffenbaugh Industries

in 2009. David left the solid waste industry and served as Area General Manager

for Hulcher Services, a railroad service contractor but returned to solid waste in

2014 to be the District Manager of Southwest Florida for Waste Connections. There

is managed five hauling divisions and two transfer stations. David joined Coastal

Waste & Recycling in 2020.

Gerardo Cardona, Supervisor, has almost 20 years of experience in the waste

industry. Gerardo has focused his career in operations maximizing the efficiency of

commercial, residential and roll off hauling operations, in addition to running large

facilities with a high degree of business expertise. Prior to joining Coastal Waste &

Recycling in 2018, Gerardo served as Operations Manager with Waste

Connections where he managed operations in both Broward and Miami Dade

County from 2010-2018. Prior to that he was an Operations Route Manager with

Waste Management supervising the city of Fort Lauderdale, Davie, and Cooper

City 2000-2010.

Robert J Saroza, Field Supervisor has been in the solid waste industry for over 15

years having worked from dispatcher, driver to Vice President of Operations.

Robert came to Coastal from the World Waste Recycling acquisition. During his

tenure there, Robert was a responsible for the overseeing the transition along with

managing the several municipal contracts with the Company. Robert has

supervised, Miami Dade County Residential Recycling Contract that services

227,000 single family residential homes in Miami Dade County along with 11

municipalities. In addition, Robert managed Town of Bay Harbor islands and the

City of Hialeah.

Trevor Black, Residential Supervisor Trevor recently joined Coastal as the Residential

Supervisor of Broward Hauling. Trevor who is a second-generation garbage man and

Western New York native recently came to Coastal from Waste Connections where he

filled many rolls for the company in New York, Tennessee, Colorado and Illinois. Trevor

holds a bachelor’s degree in Corporate Finance from St. John Fisher College.

Kristin Stock, Director Billing and Customer Experience, joined Coastal in August

2018 bringing with her over 25 years of customer service experience in the waste

industry. Kristin has worked for a number of top private and public waste and

recycling companies. In her role as Revenue Manager at Waste Connections,

Kristin and her team were responsible for billing and collection of several large

contracts such as Miami-Dade Curbside Recycling, City of Miami Beach

residential contract, City of Fort Lauderdale residential contract and over 10,00

individual commercial customers.

Location

Coastal Waste & Recycling’s Town of Davie operation will be housed at 1700

NW 33rd Street in Pompano Beach, Florida. Currently housing several lines of

business and the maintenance shop. Coastal has appropriated additional land

to accommodate its expanding fleet.

Proposer Team Identification, Qualifications, and General

Information

Corporate Entity

Coastal Waste & Recycling of Florida, Inc. is the corporate entity submitting this proposal and will ultimately execute the agreement. Brendon Pantano as Chief Executive Officer will be executing this request for proposal and the agreement on behalf of Coastal Waste & Recycling of Florida, Inc.. 1840 NW 33rd Street., Pompano Beach, FL 33064 [email protected] / 954-947-4000 John Casagrande is the Senior Team Member for this contract. 1840 NW 33rd Street, Pompano Beach, FL 33064 [email protected] / 954-947-4000 David Cepero, Broward District Manager 1700 NW 33rd Street, Pompano Beach, FL 33064 [email protected] / 954-947-4000 Gerardo Cardona, Operations Manager 1700 NW 33rd Street, Pompano Beach, FL 33064 [email protected] / 954-947-4000 Trevor Black, Residential Supervisor 1700 NW 33rd Street, Pompano Beach, FL 33064 [email protected] / 954-947-4000 Robert Saroza, Commercial and Roll Off Supervisor 1700 NW 33rd Street, Pompano Beah, FL 33064 [email protected] / 954-947-4000 Nick Pantano, Container Manager 1700 NW 33rd Street, Pompano Beach, FL 33064 [email protected] / 954-947-4000

Corporate

Organizational chart

Brendon PantanoChief Executive Officer

John Casagrande Vice President of Business

Development

Municipal Marketing

Sales Marketing

Didi Diaz Human Resource

ManagerKristi Beaudoin

Chief Financial Officer

Area Controllers

Account Payables

Operations Applications

IT Manager

Dennis Pantano Chief Operating

Officer

Holly Roesch Corporate

Maintenance

Martin Hauling

Broward Hauling

Miami Hauling

Gulf Coast Hauling

Chad AbellVP of Operations /

Post Collection/ Safety

South Transfer Stations /

MRF

Palm Beach County Transfer Stations /

MRF

Broward

Organizational chart

David CeperoDistrict Manager

Gerardo CardonaOperations Manager

Robert Saroza Roll Off Supervisor

Roll Off Drivers

Shantia CarterDispatcher

Trevor BlackResidential Supervisor

ResidentialDrivers

Nick PantanoCommercial/CD

Supervisor

CommercialDrivers

Holly RoeschCorporate

Maintenance

Technicians

Welders

Antonio JonesDivision Controller

Kristin StockCustomer Service &

Billing Manager

1

Coastal One - Hobe Sound, FL Class III MRF - 400 TPD, Rolloff Hauling

Coastal Two - West Palm Beach, FL CDD & YW MRF - 1000 TPDGrapple & Tractor Trailer

Coastal Three - Pompano Beach, FLRolloff, Commercial, Residential, Grapple, Portables and Container Repair

Coastal Four - Pompano Beach, FL Class III MRF – 1000 TPD

Coastal Five - Miami, FL County Rolloff, Commercial, Grapple & Residential

Coastal Seven - Palm City, FL Class III MRF – 300 TPD

Coastal Locations

Miami-Dade

Broward

Palm Beach

Martin

St. Lucie

Polk

Monroe

Hardee

OkeechobeeHighlands

Sarasota

Desoto

Glades

Charlotte

Indian River

HendryLee

Collier

Manatee

Pinellas

Hillsborough

BrevardOsceola

Orange

Seminole

Lake

Hernando

Pasco

Citrus

Coastal Six - Miami, FL Construction Debris TS – 300 TPD

Coastal Eight – Miami, FL Construction Debris TS – 500 TPD

Coastal Nine - Hobe Sound, FLBaling Facility- 100 TPD

Coastal Ten - Fort Myers, FL Rolloff & Commercial Hauling

Corporate Information

Coastal Waste & Recycling, Inc – Is the parent company of our operating entities including:

• Coastal Waste & Recycling of Florida, Inc. • Coastal Waste & Recycling of Broward County, LLC • Coastal Waste & Recycling of Palm Beach County, LLC • Coastal Waste & Recycling of Martin County, LLC • Coastal Waste & Recycling of Miami-Dade County, LLC • Coastal Waste & Recycling of St. Lucie, LLC • Coastal Waste & Recycling of Lee County, LLC • Precision Portables, LLC

Coastal Waste & Recycling of Florida, Inc. is a C Corporation established in the State of Florida. This proposal is submitted under Coastal Waste & Recycling of Florida, Inc. Coastal Waste & Recycling, Inc., as the parent company of Coastal Waste & Recycling of Florida, Inc. will fulfill the requirements of the Project Guarantor in accordance with the requirements set forth in the RFP.

Coastal Values

Minimum Qualifications

Coastal Waste & Recycling, Inc., the parent company of Coastal Waste &

Recycling of Florida, Inc. was founded in 2017. Coastal Waste & Recycling of

Florida, Inc, was incorporated in 2002 and was formerly known as World Waste

Recycling. Coastal Waste & Recycling has been in the business of residential and

commercial solid waste, construction and demolition debris and recycling

collections and processing since its inceptions. Growing expeditiously, Coastal

Waste & Recycling has been successfully expanding in the South Florida Market

in hauling and collection, along with post collection divisions. Coastal Waste &

Recycling has been awarded several municipal contracts in the last year

including, Town of Loxahatchee Groves, City of Fort Lauderdale, Unincorporated

Broward County and Village of El Portal.

Leadership and Senior Management of Coastal Waste & Recycling have

decades of experience in managing exclusive franchise municipalities including

City of Delray Beach, Palm Beach Solid Waste Authority Area 4, City of Pompano

Beach, City of Fort Lauderdale, and Town of Davie.

The following pages will detail management teams experience in the above

municipalities. In addition, detailed resumes of key personnel are included.

Experience and Technical Qualifications

Solid Waste Collection and Management Bulk Waste and Vegetative Waste Collection Recyclable Material Collection John Casagrande With over 40 years’ experience in the industry, all here in South Florida, John has

all the necessary experience to lead Coastal in performing all the service

requirements for the town of Davie.

Recyclable Collection, 1992-1999

Under Attwoods, LLC and later BFI, John rolled out and managed the largest

single residential collection contract in the country – Miami Dade County which

was over 300,000 residential units. The contract needed to be implemented from

scratch. Implementation included hiring drivers, acquiring trucks and having the

bins delivered. Twenty years later Coastal secures 2/3 of that contract.

Solid Waste Collection and Management 1999 – 2008 Bulk Waste and Vegetative Waste Collection Recyclable Material Collection From 1999 – 2008, John was the Area Vice President for Waste Management Inc.

of Florida. His area of responsibility covered from the City of Key West to St. Lucie

County. Below are just a few of the contracts he managed. Each contract was

an exclusive franchise that included solid waste, bulk waste and vegetative

collection.

Village of Wellington Village of Tequesta City of Riviera Beach Town of Davie City of Palm Beach Gardens City of Coral Springs Town of Juno Beach City of Plantation Town of Gulfstream City of Cooper City Town of Ocean Ridge City of Pompano Beach Town of Highland Beach City of Fort Lauderdale Town of Jupiter

2013 – 2015, John joined Southern Waste Systems. There he continued to provide

his experience in helping SWS grow through exclusive solid waste bulkwaste and

vegetative waste collection. Most importantly, John was instrumental in the

transition from former service provider to SWS since all these contracts were new

to SWS. These contracts included:

City of Delray Beach SWA Authority of Palm Beach County, Area 4

Town of Southwest Ranches Village of Key Biscayne

2019 – Present. John has been key in Coastal Waste & Recycling’s growth by

securing and being awarded contracts for solid waste, bulk waste and vegetative

waste collection. Again, John led the transition in the awarded contracts which

include:

Village of El Portal Unincorp Broward County Town of Loxahatchee Groves Soon – City of Fort Lauderdale

Recyclable Material Processing Brendon Pantano 2012 – 2016. Brendon Pantano managed all the post collection for Waste

Connections in Miami-Dade County. That included overseeing the material

recovery facilities. This facility was the largest MRF in Miami Dade County

processing over 30,000 tons a month. In addition to Brendon’s experience, while

with Waste Management Inc. Florida, John Casagrande oversaw the Reuters

Facility Operation. There they process 49,000 tons of material of construction and

demolition processing.

Construction and Demolition Debris Processing Chad Abell Coastal currently operates 4 Construction and Demolition Processing Facilities

throughout South Florida. They are all overseen by Chad Abell, Vice President of

Operations and the Director of Post Collections Operations. Coastal operates a

state of the art construction and demolition as well as a class processing facility

in Pompano Beach. Chad brings over 20 years of post-collection experience to

Coastal.

Relevant Project Experience

John Casagrande Solid Waste Authority of Palm Beach County, Area 4

From 2013-2015, Southern Waste Systems (SWS) under the leadership of John

Casagrande was awarded Area 4 of SWA of Palm Beach County. This was an

exclusive agreement that included residential, commercial, recycling and bulk

collection. Area 4 had at the time 46,704 residential curbside service with cans.

Service was twice a week. In addition, the contract included once a week

recycling, once a week bulk and yard waste. Multifamily service was

containerized with a minimum of three times a week. Area 4 collected 1,250

commercial accounts with a total amount of 209,450 cubic yards. John was key

team member that lead to the successful transition from former waste hauler to

SWS.

City of Delray

In 2015, Southern Waste System was also awarded the City of Delray residential

and commercial solid waste services. Service consisted of 19,884 residential units

with twice a week solid waste service, once a week recycling and once a week

bulk and yard waste collection. SWS serviced 14,841 multi-family units along with

approximately 414,060 cubic yards of commercial garbage annually. John,

again was instrumental in the transition from the prior waste hauler to SWs.

Gerardo Cardona City of Fort Lauderdale

During his time at Waste Connection, Gerardo Cardona was the Supervisor for

the solid waste collection services for the city of Fort Lauderdale. This service was

automated curbside collection for 39,977 residential units. Gerardo supervised

this contra t from 2009-2013.

City of Hialeah

City of Hialeah awarded Waste Connections the residential solid waste and bulk

collection service in 2014. As the Manager, Gerardo transitioned from the City to

Waste Connection. Service was also transitioned from semi-automated service

to automated service. Gerardo oversaw the training of the drivers and the routing

of the City. Gerardo coordinated the collection of 38,000 residential units for solid

waste twice a week and bulk collection once a week.

Coastal Waste & Recycling Robert Saroza

Miami Dade County

In 2019 Coastal Waste & Recycling acquired this contract through merger with

World Waste Recycling. Coastal currently is the curbside recycling service

provider for Miami Dade County and services over 223,000 residential units. This

contract was started in 2008 and Robert Saroza has been overseen this contract

since the inception. Robert with other team members transitioned the contract

from the former waste hauler but also transitioned from semi-automated service

to automated service switching from bins to carts. As the lead team member in

the transition, Robert efficiently routed all 23 routes and lead the training of all

new drivers with the new automated trucks.

Additional Relevant Project Experience

Coastal Waste & Recycling currently services the following residential and commercial contracts: Miami Dade County – curbside automated recycling – 223,975 homes which include the following municipalities, as well as unincorporated Miami Dade County since 2008.

El Portal (838 units) Miami Springs (3,154 units) Miami Lakes (1,548 units) Virginia Gardens (559 units) Miami Beach (5,408 units) North Bay Village (410 units)

West Miami (1,409 units) Opa Locka (2,041 units) South Miami (2,797 units) Medley (359 units) Miami Gardens (@18,000 units)

Contact: Jeanmarie Massa, Miami Dade County Solid Waste Department Address: 2525 NW 62 Street, Miami, FL 33142, - (305) 514-6033 City of Hialeah – curbside automated recycling collection - 37,500 homes Contact: Yasmani Diaz, City of Hialeah Solid Waste Department Address: 900 East 56 Street, Hialeah, FL 33013 – (305) 687-2616 Town of Bay Harbor Island – semi-automated solid waste and recycling collection and weekly bulk collection – 2,748 (includes multifamily and single family residential) along with all Commercial Accounts. Contact: Yusnielkys Palacio, Bay Harbor Islands, Public Works Department Address: 9665 Bay Harbor Terrace, Bay Harbor Islands FL 33154 - 6241-(305) 866 Broward County Municipal Services District – curbside automated solid waste recycling and monthly bulk collection – 4,259 homes along with all Commercial Accounts. Contact: Notosha Austin, Broward County Solid Waste & Recycling Services Address: 1 North University Dr., Plantation, FL 33324 – (954) 474-1880

Town of Loxahatchee – curbside semi-automated solid waste, recycling and bulk collection – 1,535 residential units, along with all Commercial Accounts. Contact: Francine Ramaglia, Loxahatchee Groves Address: 155 F Road, Loxahatchee Groves FL 33470 – (561) 793-2418 Village of El Portal -curbside automated solid waste, recycling and quarterly bulk collection – 848 units (includes multi-family and commercial accounts. Contact: Christia Alou, Village of El Portal Address: 500 NE 87 St., El Portal, FL 33138 – 305-795-7880 Miami Dade County Public School – Front End Loader with up-to 8 cubic yard waste containers. 398 Schools for Commercial Recycling – over 80,000 cubic yards serviced annually Contact: Mercy Garcia, Miami Dade County Public Schools Address: 1450 NE 2nd Ave., Miami, FL 33132 – 305-995-1550 Miami Dade County Aviation Department – Front End Loader with up to 8 cubic yard waste containers, 45 sites at Miami International Airport, Opa-Locka Airport and Tamiami Airport - Commercial Recycling. – 107,650 cubic yards serviced annually. Contact: Andrey Main, Miami Dade County Aviation Department Address: Miami International Airport, Tamiami Airport, Opa-Locak Airport School District of Palm Beach County – Front End Loader with up to 8 cubic yard waste containers, 101 Schools for Commercial Recycling - Over 22,400 cubic yards serviced annually. Contact: Christina Davis, School District Address: 3300 Forest Hill Blvd., West Palm Beach Broward County Public Schools – Front end Loader with up to 8 cubic yards waste containers. 255 schools for Commercial Recycling – over 76,000 cubic yards serviced annually. Contact: James Bowen, Broward County Public Schools Address: 4200 NW 10 Ave., Oakland Park Coastal Waste & Recycling was awarded the City of Fort Lauderdale Curbside Recycling and will commence service in December 2020.

RFP# RM-20-96

66

CLIENT REFERENCE FORM

Provide a minimum of five (5) client references from recent similar transactions.

1) Name of firm proposer worked for while providing said services: ________________________________________________________________ Proposal Team Member: ____________________________________________ Name of Client Entity: _____________________________________________ Address: _________________________________________________________ City/State/Zip: _____________________________________________________ Contact: __________________________________________________________ Title: _____________________________________________________________ Email Address: _____________________________________________________ Telephone: ________________________________________________________ Scope of Work: _____________________________________________________ Description of Services Provided: _______________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________


Southern Waste Systems

City of Delray Beah

John Casagrande

Delray Beach, FL 33444

100 New First Avenue

Assistant Ctiy Manager, Former

[email protected]

office - 561-277-2153 / cell: 561-315-2369

units and 33,000 cubic yards per month of commercial solid waste. Also includes roll of services.

residential solid waste and recycling services for 19,900 single family units, 15,000 multi-family

containerized commercial and multi-family collection, curbside

automated residential collection, twice a week garbage, once a week recycling, and 1x a week bulk

Francine Ramaglia

Waste Management Inc of Florida

John Casagrande

Pompano Beach, FL 33060

100 W Atlantic Blvd

City of Pompano Beach

Rusell Ketchem

Solid Waste Operations Manager

[email protected]

Office - 954-545-7011 / Cell: 561-436-5606

Exclusive Franchise for Commercial, Multifamily and Residential Solid Waste Services

Exclusive Franchise for Commercial, Multi-family and Residential Solid Waste Services


Residential collection: twice a week garbage; once a week recycling and once a week bulk and yard

waste. 18,600 Single Family Units and 50,000 cubic yard of commercial solid waste monthly.

Also includes roll off service.

RFP# RM-20-96

67

3) Name of firm proposer worked for while providing said services:________________________________________________________________ Proposal Team Member: ____________________________________________ Name of Client Entity: _____________________________________________ Address: _________________________________________________________ City/State/Zip: _____________________________________________________ Contact: __________________________________________________________ Title: _____________________________________________________________ Email Address: _____________________________________________________ Telephone: ________________________________________________________ Scope of Work: _____________________________________________________ Description of Services Provided: _______________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

4) Name of firm proposer worked for while providing said services:________________________________________________________________ Proposal Team Member: ____________________________________________ Name of Client Entity: _____________________________________________ Address: _________________________________________________________ City/State/Zip: _____________________________________________________ Contact: __________________________________________________________ Title: _____________________________________________________________ Email Address: _____________________________________________________ Telephone: ________________________________________________________ Scope of Work: _____________________________________________________ Description of Services Provided: _______________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________

Southern Waste Systems

John Casagrande

Solid Waste Authority of Palm Beach County

7501 N Jog Rd

West Palm Beach, FL 33412

John Archambo

Director of Customer Information Services

[email protected]

office - 561-640-4000 / cell:m 561-315-2010


Exclusive Franchise for Commercial, Multifamily and Residential Solid Waste Services - Area 4

residential solid waste and recycling collection. 46,000 single family units twice a week garbage

Once a week recycling and once a week bulk and yard waste (seperately). 29,000 multifamily units

with 19,300 cubic yards a month.

Coastal Waste & Recycling

Coastal Waste & Recycling Team

Notosha Austin

Broward County Solid Waste & Recycling Services

1 North University Dr.

Plantation, FL 33324

SWRS Program Manager

[email protected]

(954) 474-1880


residential curbisde collection - twice a week garbage, once a week recycling, once a month bulk. 4,898 residential single family units, with 2x a week

garbage,1x week recycling, bulk is once a month - unlimited

RFP# RM-20-96

68


Waste Management Inc. of FloridaJohn Casagrande

Town Davie

Davie, FL 33314

6591 Orange Davie Drive

Phil Holstein


ontainerized commercial and multi-family collection, curbside

residential solid waste and recycling collection. 24,728 single family units twice a week garbage

once a week recycling and monthly bulk

Financial Qualifications

Coastal Waste & Recycling nor its principals have any record of judgements,

pending lawsuits against the Town or criminal activities involving moral turpitude

and do not have any conflicts of interest that have not been waived by the Town

Council.

Coastal Waste & Recycling nor any principal, officer or stockholder is in the arrears

or in default of any debt or contract involving the Town; nor have failed to perform

faithfully on any previous contract with the Town.

Coastal Waste & Recycling has no prior complaints filed against with any

governmental agency, any of its employees while performance of their duties,

subcontractors or subconsultants.

Bankruptcy Proceedings – There are no pending or threatening bankruptcy

proceedings or any serious financial difficulties in which Coastal Waste &

Recycling, its parent, subsidiary or any affiliate is seeking bankruptcy protection.

Litigation -. There are not defaults on financial obligations, contract defaults or

breaches, contract terminations, suspension or failure to perform or any litigation

filed by or against Coastal Waste & Recycling in which a local, state or federal

government entity is a party.

Coastal Waste & Recycling is financially backed by three large investment

partners: Summer Street Capital Partners, Concentric Equity Partners and

Comerica Bank

Summer Street Capital Partners – $50 Million Capital Commitment

Summer Street Capital Partners is a private equity firm based in Buffalo, NY, that

provides capital and strategic support to exceptional companies pursuing rapid

growth and have extensive experience investing in the solid waste services

industry specifically. Summer Street’s approach is to support high-performing

entrepreneurs and management teams with capital, strategic expertise, and

industry knowledge. Summer Street is committed in expanding Coastal Waste &

Recycling’s market share and is very focused on ensuring that Coastal Waste

Recycling has the proper resources to perform and continue growing successfully.

Concentric Equity Partners - $75 Million Capital Commitment

Concentric Equity Partners is a private investment firm based in Chicago, IL.

Concentric Equity Partners provides capital and strategic support to exceptional

service companies pursuing rapid growth. Concentric’s approach is to support

entrepreneurs with capital, operating expertise and industry knowledge.

Concentric’s principals have distinguished track records as operators and

professional investors in a variety of growth oriented middle market companies.

Concentric is the direct investing arm of Financial Investments Corporation

(“FIC”), a private asset management firm with over $1 billion in investment

commitments under management.

Comerica Bank - $60 Million Credit Commitment

The waste business in Pennsylvania is not the same as in California. Obvious, but

often overlooked in the financial industry. Coamerica’s seasoned environmental

services advisors understand the diverse and complex needs of clients across the

U.S. and Canada who collect, transport via truck and/or rail, treat, recycle,

process and dispose of waste, including solid , liquid, recyclables, landfill gas,

hazardous and medical. Coastal Waste & Recycling has a $60 million dollars

credit commitment for the growth and development from Coamerica.

Coastal Waste & Recycling Team

Proposed Team

Upon award of the contract Coastal will work with designated Town officials to

confirm a transition timeline to include the hiring of drivers and delivery of

equipment. The following plan will be in place as the basis to be reviewed and

modified as necessary by Coastal and the Town. John Casagrande, David

Cepero, Gerardo Cardona and Robert Saroza will be the key personnel in the

transition of this contract. All having valuable and successful experience in

transitioning to new contracts.

John Casagrande, Vice President of Business Development

John’s experience at SWS was vital in securing the Solid Waste and Recycling

Collection Services Contract with the Solid Waste Authority of Palm Beach County

and The City of Delray Beach. Each contract provided for the curbside collection

of solid waste, yard waste, bulk and recycling. It also included the collection of solid

waste and recycling for all multi-family units. Both contracts were exclusive and

were comprised of over 30,000 single and multifamily residential units as well as

Commercial and Roll-off collection.

John has overseen and managed 4 out of 5 of the districts within the Solid Waste

Authority (SWA) area of responsibility. It would be safe to say he is the only

manager/executive employee of any waste company in South Florida currently

that has this amount of experience

In addition, he has been directly responsible for the management of Palm

Beach and Broward County municipal accounts that include:

Village of Wellington Village of Tequesta City of Riviera Beach Town of Davie City of Palm Beach Gardens City of Coral Springs Town of Juno Beach City of Plantation Town of Gulfstream City of Cooper City Town of Ocean Ridge City of Pompano Beach Town of Highland Beach City of Fort Lauderdale Town of Jupiter Town of Southwest Ranches

David Cepero, District Manager

David has over twenty years in the solid waste industry. David has an established

reputation in operations and logistics in the industry. He was responsible for

several municipal residential contracts in Florida, Texas, Missouri, and Kansas. The

exclusive solid waste and recycling contracts included residential and

commercial. Below are the Florida municipalities that David serviced with Waste

Connections.

Naples Immokalee La Bella Highland County Lehigh Acres Avon Park Sebring Lake Placid Fort Myers

Gerardo Cardona, Operations Manager, Broward Division

Gerardo started at Waste Management in 1999 as Dispatcher and was quickly

promoted to Route Manager. During that time, he oversaw several municipal

contracts and operation divisions in Broward County. He has extensive operations

experience more specifically to Broward County. After Waste Management,

he started working for Waste Services (currently known as Waste Connections) as

Route Supervisor where he supervised the routes for several municipal and

commercial accounts. He was quickly promoted to several other operational

positions and was finally named District Operations Manager.

Mr. Cardona joined Coastal Waste & Recycling in late 2018 and became the

Broward Division Manager for Coastal. Below are some of the municipalities

and government contracts which he was responsible for:

Robert Saroza – Field Supervisor - has been in the solid waste industry for 18 years

beginning to ride in garbage trucks since the age of 5. Robert Saroza, Jr. worked

in various positions from dispatcher to driver. He started as Dispatcher in 2002 with

World Waste Recycling and worked in various departments and field at World. In

2009, Robert joined Waste Management where he was Operations and Route

Manager. He supervised contracts such as Key Biscayne, Miami Beach and Coral

Gables. He managed all lines of services including residential, commercial and

roll offs. He joined Progressive, currently known as Waste Connections, where he

was the Operations Manager and supervised Village of Bal Harbour and the Roll

offs operations. He returned to World in 2014 where he was promoted to Vice

President of Operations. In March of 2017, World Waste Recycling successfully bid

and was awarded the exclusive Solid Waste & Recycling Collection Contract for

the Town of Bay Harbor Island. Robert personally managed the transition from

Town of Davie Miami Dade County City of Cooper City of Miami Beach City of Dania Beach Town of Bay Harbor Islands City of Lauderhill City of Hialeah City of Plantation Town of Lauderdale by the Sea City of Fort Lauderdale Broward County Unincorporated City of Margate City of Hollywood City of Pompano Beach City of Boca Raton

Waste Management to World Waste. He hired the drivers and had them trained

and ready to go at the start of the Contract. Robert will be part of Coastal’s

transition team for the Town of Davie and will oversee the roll off and commercial

operation.

Robert joined Coastal Waste & Recycling in 2019. Below are some of the

municipalities and government contracts which he was responsible for:

City of Hialeah Miami Dade County City of Miami Beach Town of Bay Harbor Islands City of Coral Gables Village of Bal Harbor Village of Key Biscayne Broward County

Resumes

Brendon Pantano CEO

Brendon J Pantano Coastal Waste & Recycling –Chief Executive Officer 2017-Present

• Formed Coastal Waste & Recycling in August 2017 • Responsible for the strategy, organization, growth and development of the company with

operations in Miami Dade, Broward, Palm Beach and Martin County. • Coastal operates over 100 vehicles, 3 MRFs, 1 Transfer Station with services offerings in

commercial, residential, industrial and portable toilet services. Waste Connections, Inc. Seneca Meadows Landfill –Landfill Manager 2016-2017

• Manage the Seneca Meadows Landfill for Waste Connection, Inc. the 3rd largest waste service provider in North America with Seneca Meadows being the largest landfill in the eastern United States

• Responsible for the day to day operations and management of the landfill which processed 10,000 tons daily

• Direct supervision of 6 managers and indirect supervision of 100 employees in various capacities

• Managed the facility construction including cell development, capping and infrastructure development

Waste Connections of Florida, Miami, FL –District Manager PC 2012-2016

• Manage the post collections business for Progressive Waste Solutions’ South Florida Area • Operations include (3) Class I transfer stations (2) materials recovery facilities including

Miami Dade County’s largest residential single stream MRF and (2) construction and demolition debris recycling and transfer stations

• Direct supervision of 8 managers and indirect oversight of nearly 100 employees. • Built and implemented safety programs across the district including: Standard Operating

Procedures, Site Operating Plans, Task Training and Near Miss Programs. Environmental Logistics Services, Bridgewater, NJ -Vice President of Operations 2012-2016

§ Managed the daily operations for ELS one of the largest fully-integrated, independent, non-hazardous solid waste rail transportation and disposal companies in the United States.

§ Oversight of a 7,500 tpd rail served landfill, 3 transfer stations, and New Jersey’s largest waste by rail trans-loading operations.

§ Partnered with site management on the development and successful completion of landfill expansions, GCCS installations, AMDWR increases, and internal landfill cell development.

§ Worked to develop strong relationship with community and regulatory agencies by promoting open lines of communication and active community involvement.

Regus Industries, LLC, Fostoria, OH- General Manager 2004-2007

§ Managed the day-to-day operations, permitting, construction, and compliance of 5,000 ton per day landfill and rail unloading operation.

§ Built and managed a staff of 35 employees including department managers and administrative staff.

§ Improved operational inefficiencies in construction, landfill operations, and rail waste transfer.

§ Built and implemented an extensive fleet management program including heavy equipment, railcars and all landfill and rail support equipment.

Dennis Pantano Chief Operating Officer

Dennis G Pantano Dennis Pantano, as a senior manager, has experienced in strategic planning and development of multi-million dollar, regional solid waste services business operations. He has a proven record of achievement in developing newly acquired companies and projects from start up through profitability. COASTAL WASTE & RECYCLING., POMPANO BEACH, FLORIDA Chief Operating Officer 2020 - Present CASELLA WASTE SYSTEMS, INC., RUTLAND, VERMONT Western Region Vice President / NY, VT, PA, NH 2014 - 2020 • Managed Fourteen Market Area Managers for thirty-seven locations • Responsible for eighteen Collection Companies, twelve Transfer Stations, seven

Landfills that generated annual revenues of $480M. PROGRESSIVE WASTE SOLUTIONS, ALTAMONTE SPRINGS, FLORIDA Regional Vice President / Senior Area Manager 2007- 2013 • Managed seven Division Managers for twenty-three locations. • Responsible for nine Collection Company’s, four Landfills, six Transfer and

Processing Facilities that generated annual revenues of $200M. REGUS INDUSTRIES, WEST SENECA, NEW YORK Chief Operating Officer 2003-2006 • Managed three rail served Landfills with three rail served Transfer Stations and

Collection operations in New York, Massachusetts, Ohio and Connecticut. Generated annual revenues in excess of $100M.

WASTE MANAGEMENT OF NEW YORK, INC. Regional Vice President 1999- 2003 • Managed three Landfills and one Hazardous Waste Landfill and Treatment Facility,

nine Collection operations, eight Transfer Stations that transferred approximately 12K tons of waste per day and six Processing Facility’s. Generated annual revenues in excess of $750M.

BROWNING FERRIS INDUSTRIES (BFI) HOUSTON, TEXAS Market Vice President 1985 – 1999 • Managed and directed BFI’s entrance, activities and services in the metropolitan

NYC area. Worked closely with the Manhattan District attorney’s office to liberate regional solid waste industry from Organized Crime Dominance.

• Managed the successful operation of the largest municipal recycling contract with the NYC

Department of Sanitation (DOS) Vice President / Division Manager 1993-1996

• Oversaw all of BFI’s operations in the states of NY, CT, and NJ with annual revenues of approximately $350M.

Vice President / District Manager (Western NY Area Market) 1991-1993

• Responsible for all phases of a $250M annual revenue integrated solid waste management company’s in Western New York.

Vice President of Business Development (North East Region) 1988-1991

• Established marketing goals. Analyzed economic conditions, business trends and market potentiality. Recommended business strategies to achieve profit objectives.

• Critically instrumental in BFI’s successful entry into the Regulated Medical Waste collection, transportation and treatment services within the NY, CT, and NJ market area.

• Developed the first commercial, Regulated Medical Waste Treatment Facility in NYS.

• Responsible for permitting, construction and start up of the facility. Vice President / District Manager Dunkirk/Fredonia, NY 1985-1988

• Managed three solid waste collection and disposal company’s day-to-day operations located in Dunkirk/Fredonia/ Olean, NY and Erie PA.

FREDONIA SANITATION SERVICES, INC., DUNKIRK/FREDONIA, NEW YORK President / General Manager 1974-1985

• Owned and operated a private solid waste collection company in Western NY and Western Pennsylvania. Sold company to BFI.

IVS ENVIRONMENTAL SERVICES, INC., DUNKIRK, NEW YORK President / General Manager 1976 -1996

• Started, owned and operated IVS Environmental Services, a hazardous waste transportation and remediation company serving NY, PA, OH, MI, CT, VT, ME, and MA.

Kristie Beaudoin Chief Financial Officer

Kristi Beaudoin Coastal Waste & Recycling 2019 - Present Chief Financial Officer Reporting directly to the CEO, direct all finance and accounting functions across the organization. Key role is to identify and implement process and policy improvements across departments to ultimately drive favorable financial results, meaningful executive reporting, and positive cash flow.

• Improved cash flow by assessing and implementing various policies and procedures across the organization. These changes resulted in an improvement of Days Sales Outstanding (DSO) of 14 days and a 50% reduction in Accounts Receivable over 90 days old. Improvements include building a meaningful cash forecast, adding resources to the customer collections efforts, and implementing internal deadlines to accelerate timeliness of customer invoicing. Also improved upon the internal travel policy to drive reduction in travel expenses, and extended vendor payment terms.

• Reorganized the General Ledger Chart of Accounts and financial reporting to allow for more meaningful reporting to the executives, board of directors, and department leaders. The new reporting provides more visibility into the Industry and market segment profitability, something that had not been done previously.

• Reduced the month-end close timing from 15 days to just 5 by reviewing existing processes and implementing deadlines in the organization. This allows for more timely and meaningful reporting to the executive team and board of directors. Also implemented a monthly variance analysis report and review with the CEO to ensure a solid understanding of the results.

Marketo, Inc., An Adobe Company 2018-2019 Marketo (a Vista Equity Partners private equity company recently sold to Adobe) is a software company and world leader in marketing automation solutions for companies of all sizes) Director of Accounting / Assistant Corporate Controller Direct work of Corporate operational and technical accounting teams, with oversight of reporting and compliance. Owner of acquisition change management within Corporate accounting & finance organizations, and process improvement implementation.

Republic Services, Inc. 2007 - 2018 Republic Services is a Fortune 500 company and an industry leader in U.S. recycling and waste services Southwest Area Manager, Finance 2016 – 2018 Key member of the senior management team. Direct all aspects of the Southwest Area finance workflow, comprised of 15 Business Units in markets across Arizona, California, and Nevada and generating over $1.2 Billion in annual revenues

Controller, Rainbow Environmental Services Acquisition, 2014 - 2016 Managed the financial transition and conversion of a $160M dollar acquisition. Solely responsible for the successful change-management of the acquired company. Controller, Southern California Post Collection 2011 - 2014 Manage all financial aspects of 5 divisions (4 Landfills & 1 Transfer Station) in Southern California averaging $95M per year in gross revenue Assistant Controller, Kansas City Hauling 2009 - 2011 Assisted the Division Controller with management of the Kansas City hauling division and the Area Controller with management of the Western Illinois/Southern Missouri Area, which included 7 business units across 4 states Staff Accountant, Bettendorf Hauling 2007-2009 Assisted the Division Controller with the financial management of the Bettendorf, Iowa hauling division Honkamp Krueger & Co., CPA’s 2004 - 2007 Honkamp Krueger is a CPA and business consulting firm in the U.S. and the second fastest growing CPA firm in the Midwest Accounting Software Consultant 2005 - 2007 Financial Services Assistant 2004 - 2005 Certified Public Accountant (CPA), State of Iowa Master of Business Administration, University of Dubuque Bachelor of Science in Accounting, University of Dubuque

John Casagrande Vice President of Development

John Casagrande

Accomplished, goal and performance focused Business Development & Operations Management Professional with broad knowledge and experience in large-volume commercial, industrial and residential collection, commercial and residential recycling, and solid-waste processing, transfer and disposal. Proven ability to assess customer’s needs, establish realistic goals and develop positive business relationships that lead to successful contract award and returns. Adept at managing difficult situations effectively, identifying setbacks and implementing corrective measures that minimize the impact on the bottom line, and maximize the use of time and resources.

Key Areas of Accomplishment • Effectively competed with other firms and gained bid approval for multiple projects,

consistently achieving business growth, increasing market share and revenues • Earned reputation across the industry for solid business knowledge, first-class work

execution, superior customer service and timely projects delivery • Remarkable emergency/crisis management logistics skills including, but not limited to

before, during and after-hurricane debris removal throughout Miami-Dade, Broward and Monroe Counties, productively collecting and transporting debris to disposal sites within or below expected time.

• Coordinated and managed diverse emergency services, integrating own and third party trucks fleets, arranged for employee’s meals and on the road personal needs services. Reciprocated services to other communities; dispatching fleet, drivers and staff, in the after-math of the 6 disastrous events in Florida during the 2004-2005 hurricane seasons.

• Developed and sustained effective open line of communication with local and State Government Public Works, Environmental and Regulatory Agencies management and representatives

• Recognized for work excellence numerous times; received the Circle of Excellence award in 2003

COASTAL WASTE & RECYCLING INC. – Pompano Beach, Florida Vice President of Business Development (2018 – Present) Help develop an Area strategy to expand Market Share through out current Company footprint. Report to CEO. • Won the Martin County Bid for the Processing and Recycling of all County

Construction and Demolition Debris. • Awarded Town of Loxahatchee Groves Solid Waste & Recycling Services Contract • Acquired the contract for Solid Waste and Recycling for Broward County Municipal

Services District. SOUTHERN WASTE SYSTEMS L.L.C. – Davie, Florida SUN RECYCLING L.L.C. (nka. LGL RECYCLING L.L.C.) Vice President of Business Development (2013-2018) Began working with the both the hauling and recycling operations to grow both revenues and volumes as well improve returns on existing customers.

• Formulated, assembled and successfully negotiated the hauling RFP and Bid awards for the City of Delray Beach, Village of Key Biscayne, SWA of Palm Beach Area 4 and City of Miami Beach.

• Won the SWA of Palm Beach bid to supply Supplemental Combustible Waste to REF#2 • Assisted with the revenue growth from $86M to $150m, EBIT from $23M to $46M, and

increasing margins from 23% to 30% • Negotiated new disposal/exchange agreements with Waste Management. • Facilitated the operating requirements of LGL for the Sun-Bergeron Joint Venture.

WASTE MANAGEMENT INC. – Atlanta, GA Vice President of Business Development, Southern Group (2008-2012) Joined the Group staff to centralize and improve logistics and to increase sustainability through diversion of material from the landfills. Reported directly to the Senior VP

WASTE MANAGEMENT INC., OF FLORIDA - Pompano Beach, FL Market Area Vice President, South Florida Market Area (2002-2008) Promoted to senior operating executive based on in-depth business knowledge, consistent growth and cost containment success. • Directed sales, customer service, administrative and accounting functions and

market penetration efforts, exceeding $500M annual revenues. • Managed truck-fleet operations - waste collection, transportation and disposal,

construction and demolition recycling - for commercial, industrial and residential accounts from Key West to Okeechobee County, with a combined workforce of 1,000+ employees, operating 500 trucks with total responsibility for 3 landfills,6 hauling companies and 10 transfer stations

• Successfully negotiated the renewal of the union contract with Southern Sanitation, freezing front load wages for 4 years, establishing a 2 tier pay system.

• Entered into a host agreement with the Town of Medley, which led to the expansion of 27 new acres of landfill outside Medleys’ permitted footprint

• Negotiated new residential curbside processing agreement with Miami Dade County to include single stream recycling for over 300,000 homes.

• Renegotiated long term Franchise contract extensions with improved margins for Martin and Okeechobee Counties, The Cities of Parkland, Pompano Beach Dania Beach, Plantation, Coral Gables Key West, Riviera Beach, Jupiter, Wilton Manors and Cooper City.

District Manager, Southern Sanitation (1999-2002) Promoted by new corporate owners within 6 months based on exemplary work performance, continuous revenue growth and cost reduction initiatives. • Grew annual EBIT from $2M to $12M while increasing margins from 2% to 11% within 3

years • Implemented same day service for roll offline of business and added 10 routes • Reorganized Sales and Customer Service Departments, which enhanced local

customer service coverage and satisfaction while improving staff work efficiency

Business Development - Florida Group (1999) Retained by new corporate owners, recognized for effective client relations and market knowledge and share increase.

• Visited newly acquired companies during merger of USA, Kimmins and Eastern Waste throughout the State of Florida; developed strategic plan for accounts consolidation. Integrated diverse service plans into one, which effectively reduced operating expenses, and resolved post-merger customer service concerns. Established and sustained positive business relationships based on mutual trust.

Browning Ferris Industries (BFI) - Miami, FL 1985-1998 IWS - Miami, FL Division Manager (1995-1998) District Manager (1985-1995) Organized, implemented and managed the day-to-day hauling operations for the only Class 1 transfer station in Miami-Dade County, with a fleet of 100+ trucks, Implemented recycling contract for the collection and processing of a 7,000 ton a month MRF. • Negotiated a disposal agreement with Wheelabrator, and a long term put or pay

with Miami-Dade County, resulting in $3M dollars savings a year in disposal costs • Integrated all the assets from Attwoods and BFI in Miami-Dade, following BFI

acquisition of Attwoods • Concurrently managed hauling-operations in Miami-Dade and Palm Beach Counties

from 1997 to 1998

Chad Abell Vice President of Operations

Chad Abell Coastal Waste & Recycling Vice President of Operations April 2018-Present Responsible for all operation aspects of the company including C&D recycling at Martin County Landfill (Operating Contract), Coastal One, Hobe Sound (C&D and Vegetation Recycling), Coastal Two, West Palm Beach (C&D and Vegetation Recycling), Coastal Four, Pompano Beach (Class III, C&D and Vegetation Recycling). Coastal Six, Miami (C&D), Coastal Eight (C&D). Chad also leads Coastal’s Safety, Compliance and Risk departments for the organization. Waste Connections of Florida (Formerly Progressive Waste Solutions of FL INC) South Florida Post Collections District Manager November 2014 – 2018 Miami Material Recycling Facility and Transfer Station Deerfield Transfer and Recycling Facility, Deerfield, FL 1st Place Material Recycling Facility, Miami, FL Pembroke Park Transfer, Pembroke Park, FL Opa Locka Transfer, Opa Locka, FL Responsible for the activities of Material Recycling Facilities and Solid Waste Transfers of Broward and Dade County. Provide cross-functional management for a management staff of 8 and total District staff of approximately 90 employees.

• Participated in the development and implementation of the Progressive Waste Solutions Corporate Site Safety Operating Plans

• Developed JHAs and Task Training for job functions for the MRF and TS lines of business

• Implemented the New Hire Orientation Program for both Post Collections and Hauling lines of business

• Audited safety programs for new acquisitions and underperforming operations

Waste Management March 2003 – November 2014 District Manager II July 2013 – November 2014 Cleveland Transfer Station, Cleveland, OH Cleveland Material Recycling Facility, Cleveland, OH Poland Material Recycling Facility, Youngstown, OH

Responsible for the activities of solid waste transfer of the Cleveland Market to Solid Waste Landfills in Northeast Ohio. Responsible for the activities of two Material Recycling Facilities in Northeast Ohio.

• Project Management of the dismantling, re-construction and opening of the Cleveland Material Recycling Facility from a Single Stream Recycling Facility into a Commercial Recycling Facility

• Integrated former Greenstar Poland MRF into Waste Management operations

Waste Management of Ohio, LLC District Manager I September 2006 - July 2013 American Landfill, Inc. – Waynesburg, OH Responsible for the activities of an one million ton per year landfill. Site operations include methane collection and treatment, leachate collection, solidification processing, asbestos disposal, and surface coal mining activities. Provide cross-functional management of an operational staff of approximately 20 employees.

• Represented Michigan/Ohio Market Area in VPP Certification efforts, an OSHA Safety Voluntary Program

• In 2011 and 2012 facilitated Landfill role in Utica Shale Oil and Gas for Northeast Ohio which resulted in full service offerings both disposal and transportation in compliance with Well Site safety requirements

• Received two, three-year re-certifications from the Wildlife Habitat Council at American Landfill

Waste Management of Kentucky, LLC November 2003 – September 2006 Operations Manager 2003 / District Manager / 2004-2006

Outer Loop Recycling and Disposal Facility – Louisville, KY Responsible for the activities of an eight hundred thousand ton per year landfill. Site operations include a soil bioremediation facility, bioreactor research and development project, compost facility, methane collection, and leachate collection and treatment. Provide cross-functional management of an operational staff of twenty-three employees.

• Implemented operational portion of Bioreactor Research and

Development Project. • Multi-Planar Gas Recovery Bioreactor, U.S. Patent # 7,118,308 B2. October

10, 2006 (Hater, G., J. Barbush, C. Abell, and R. Barr) • Received SWANA Gold Award for Landfill Operations

Waste Management of Ohio, LLC Site Manager March 2003 – November 2003 Cleveland and Akron Transfer Stations – Oakwood Village, Ohio Responsible for the operations of the Oakwood and Akron Transfer Stations. Transported approximately 2500 tons per day from the Cleveland and Akron Area to a Waste Management facility located 60 and 30 miles away from the transfer stations respectively.

Environmental Specialists, Inc. Staff Consultant - Medina, OH June 2000 – March 2003 General industrial consulting and project management in environmental, health and safety compliance issues including federal, state, and local E PA, OSHA, MSHA, RCRA, and DOT regulations.

• Audited Safety Programs for MSHA and OSHA regulations • MSHA Safety Trainer for Surface Coal Mining • Created Regulatory Safety plans for implementation into Operations • RCRA waste classification • NPDES program implementation including sampling, inspections, and

governmental reporting

Hamilton County General Health District Cincinnati, OH Registered Sanitarian/ Staff Inspector September 1998 – June 2000 General regulatory inspections of the food industry, manufactured home parks, public swimming pools construction and operation, rabies control, general nuisance complaints, and mosquito identification program.

Career Specific Training / Certifications

• Registered Sanitarian (R.S.), State of Ohio (exp. 2003) • Bioreactor Operations Management Training / Presenter, 2004 • LFG Collection and Control System Operator Training, 2004 • State of Kentucky Licensed Landfill Manager (exp. 2009) • Waste Management Landfill Manager Training, 2009 • MSHA Trainer the Trainer Course

Holly Roesch Corporate Maintenance

Holly Roesch Coastal Waste & Recycling April 2020-Present Director of Fleet Maintenance • Directs, oversees, and monitors all vehicle maintenance operations and activities. • Ensures all vehicles are fully operational, reliable, comfortable, safe, and

clean for patrons and employees. • Organizes, schedules, supervises and reviews staff activities; provides training

in the maintenance and repair of transit vehicles. Hires, disciplines, and approves leave of employees. Maintains related employee records.

• Develops, implements, and maintains the Department budget based on staffing and resource requirements.

• Procures new transit equipment. Responsible for writing specifications and managing the procurement process of transit and support equipment.

• Oversees technical training programs for Vehicle Maintenance personnel.

Republic Services –, Massillon, OH 2017 to 2020 Area Fleet Manager

• Management of fleet equipment at 3 locations 160+ vehicles • Providing direction either directly or indirectly which includes trucks, containers, and

heavy duty equipment. • Compliance with the Company’s safety and maintenance standards • Compliance with all Federal and State Regulations • Planning/Scheduling the repair work • Monitor shops operational performance • Coaching/Counseling employees • Maintain an on-going PM program for locations and reducing road calls and door

traffics • Oversee maintenance of the building and other facility on site • Control Maintenance costs relating to personnel, purchasing inventory control and

outsourcing of repairs. • Conduct Quality Control Inspections

Cummins Rocky Mountain Henderson, CO, Las Vegas, NV, Albuquerque, NM, Colorado Springs, CO Operations 2009 – 2015 General Manager • Leveraging experience and strong business / personnel leadership to drive:

improved safety culture (currently zero injuries for most recent 2 years in company’s largest facility); continuing environmental regulatory compliance; and increased sales year-over-year.

• Henderson facility is one of fourteen company operating locations and currently accounts for 18% of company’s annual revenue.

• Leading and developing 85+ employees, including operations managers & supervisors, production, maintenance & warehouse employees, and sales staff.

• Coordinating/empowering the activities at the facilities. • Leveraging sales to high margin accounts, and through increased technical service

capabilities and improved cycle times. • Increased Customer Loyalty Index in one of the largest markets and able to maintain

that commitment to Customer Satisfaction. Staff Leadership / Training • Identifying technical training deficiencies from technician crew members and

collaborating with technical training & HR departments to ensure adequate training in technical service delivery.

• Turnaround of branch personnel morale and operations deficiencies, including personnel voting out the union, improving working conditions, recruitment of quality employees, and change management cooperation from company leadership and staff.

• Managing long-horizon project plans, and ensuring conformance with annual operating plan, especially regarding safety and financial performance, while driving excellence in personnel development.

• Successfully recruited effective customer-facing employees who significantly improved client satisfaction, while streamlining account management.

• Experience and success with process improvement utilizing continuous process discipline with Six Sigma

Cummins Rocky Mountain, Las Vegas, NV & Reno, NV 2009 to 2014 General Manager • Zero injuries during this period. Maintained 100% HS&E compliance with all

applicable company policies and regulations. Established safety culture that has sustained these results through current time.

• Turned around operations and service delivery, trained and motivated employees, and changed customer perception of service delivery standards. Significantly improved work flow in service delivery department, trained personnel on customer service, and improved service quality.

• Mentored staff to correct billing deficiencies, recruited quality employees, including best-in-class mechanical service.

• Increased service revenue by 35%; designed and implemented improved internal cost controls.

• Introduced more efficient troubleshooting process that assisted in differentiating minor from major repair schedules.

• Directed overall performance and operations proficiencies for Las Vegas and Reno facilities; ensured all company procedures were maintained for 65+ employees.

• Significantly increased customer satisfaction ratings to 91%, which exceeded the target of 90%;

Kristin Stock Director of Customer Experience

Kristin Stock

Experienced IT/Finance professional with proven management and project management skills, with a demonstrated record of high performance standards, including attention to details, schedules, deadlines, and budgets constraints. Coastal Waste & Recycling Pompano Beach, FL Director of Customer Experience August 2018 to Present • Provides day-to-day management and support to customer service staff. • Responsible for developing standard policy & procedure, spanning the entire customer life

cycle – billing and routing to collections. • Oversees personnel needs of the customer service department including selecting, coaching,

and training employees and evaluating employee performance. • Provides input into termination, compensation, and promotion decisions.

• Monitors and evaluates customer service performance. Identifies operational issues and process improvements and implements strategies to improve performance.

• Monitors call center schedules, training time and performance forecasts to ensure service levels remain at or above set goal.

• Evaluates customer feedback through various channels. Identifies process improvements and implements performance improvement mechanisms.

• Communicates and enforces company policies and procedures and develops and implements customer service performance standards.

• Compiles all customer service reporting requirements. Develops and analyzes budgets, reports, and financial data.

• Investigates and resolves escalated customer service inquiries. Waste Connections, Inc. (acquired Progressive Waste Solutions) Ft. Lauderdale, FL Database & Application Specialist/Business Analyst June 2016 to August 2018 • Provide daily support and conduct training sessions, when necessary, for TRUX/Tower PC Scale

end-users in 133 collection and post-collection locations in the United States, and 61 TRUX collection and post-collection locations in Canada.

• Manage data conversions for acquisitions and data imports for newly acquired residential contracts, including container imports for cart inventory.

• Function as Business Analyst for operating locations scheduled for conversion from legacy software to Route Manager Online, including code mapping and code standardization.

• Manage and maintain Crystal Reports for TRUX. • Assist with Corporate projects, such as data mapping from TRUX/Tower to Sales Force,

outsource print vendors for invoice processing and payment file formatting for outsourced payment solutions provided to customers.

• Assist operation locations, as needed, for special projects such as external audits, data cleansing and route optimizations.

Progressive Waste Solutions Ft. Lauderdale, FL Manager – Operations Applications March 2014 to May 2016 • Develop, maintain, implement and enforce company standard policies and procedures, and

associated work flows, for application usage, which includes formulating and conducting training sessions for TRUX/Tower PC Scale end-users in 133 collection and post-collection locations in the United States, and 61 TRUX collection and post-collection locations in Canada.

• Schedule, communicate and manage standardized deployment of TRUX/Tower PC Scale software and related software and services, including outsourced production of customer invoice and payment processing.

• Project Manager for all data conversions from Tower/PC Scale to TRUX, as well as acquisition data integration into existing databases.

• Manage daily aspects of system support team, including hiring, mentoring, scheduling, performance reviews, disciplinary action and termination.

Waste Services, Inc.\Progressive Waste Solutions Miami, FL Manager – Regional Revenue Center August 2007 to March 2014 • Developed and implemented Sarbanes-Oxley compliant workflows and standardized policy

and procedure for the creation of a Region Revenue Center, processing for seven (7) South Florida districts, with annualized revenues of $94M.

SDLC Partners, Inc. Monroeville, PA Release Project Manager – Highmark (Contractor) September 2006 to August 2007 PC Scale, Inc. Oxford, PA Director, Development & Support April 2006 to September 2006 Waste Services, Inc. Boca Raton, FL Manager – Revenue Management Systems July 2002 to April 2006 • Ensure that existing Revenue Management application continues to meet with corporate

objectives and fulfills end-user requirements. • Evaluate, install, configure and deploy other software products utilized in association with

Revenue Management software. Ensure that any new software integration into company systems meets functional requirements, system compliance and interface specifications.

Waste Management, Inc. Houston, TX IT Manager - Systems Support June 1999 to July 2002 • Assisted in development of workflows and standardized policies and procedures related to

Accounts Receivable and Routing software. • Supervised and coordinated software training and support for end-users in 257 operating

locations in the Eastern United States. • Functioned as liaison between Corporate I/T and Eastern Area Management to communicate

software enhancements required to meet changes in business objectives and/or end-user needs.

• Performed data conversions from legacy systems for newly acquired locations. • Functioned as Project Manager, overseeing the implementation of all corporate initiatives

related to Accounts Receivable and Routing software. • Assisted in preparing annual budget related to travel expenses for Analyst group. • Managed all aspects of Business Analyst team, including hiring, scheduling, performance

reviews and terminations. Waste Management, Inc. Cleveland, OH District Controller June 1996 to June 1999 • Compiled and analyzed financial information to prepare entries to accounts, such as general

ledger accounts, documenting business transactions. Browning-Ferris Industries, Inc. Brooklyn, NY District Accountant June 1991 to June 1996 Began career with BFI in Pittsburgh, PA in 1991, as an Administrative Assistant. Promoted four (4) times to various positions. Final position held was District Accountant in the Brooklyn, NY offices. • Assisted in preparing monthly financial close package. • Assisted in monthly and annual budget package preparation.

David Cepero District Manager

David Cepero

Coastal Waste & Recycling District Manager 2020 to Present

• Responsible for all operations of solid waste and recycling collection for Miami Dade.

• Supervise the day to day operations of all business lines in Miami Dade including but not limited Commercial and Residential.

OneSource Staffing & Labor Market Manager, Florida 2019-2020 Waste Connections Inc District Manager, Southwest Florida 2014-2019

• Managed seven sites in Southwest Florida (5 hauling and 2 transfer stations). • Developed reports to monitor performance. • Held monthly meetings with county officials to improve and add services. • Held meetings with home builders to grow the Roll-Off/Toilet divisions. • Managed budget of $76M/Yr. • Established and enforced a safe operating environment. • Provided guidance and leadership in the company’s goals for increase effects

and continual growth. • Promoted staff development. • Ensured compliance with Federal, State and local regulations. • Effected optimal equipment and personal utilization. • Executed strategic planning to find and explore new business opportunities.

Hulcher Services Area General Manager, Kansas City, MO 2012-2014

• Managed three divisions in (Kansas City, St. Louis, Tulsa) with over 100 employees and 8-12 projects concurrently.

• Managed a budget of $64M/Yr. • Identify inefficiencies and make recommendations for process improvements. • Optimize the overall customer experience through superior customer service

practices. • Boosted customer satisfaction ratings by 20% in fewer than 6 months. • Met with Class One railroad customers on an ongoing basis for account

maintenance, management and upselling. • Lowered the turnover rate by 20% by improving employee and manager morale. • Leveraged proactive management techniques to decrease downtime and

improve overall safety by having safety briefings before every project. • Qualify competitive subcontractor bids prior to execution of contracts. • Monitored the safety of all construction activities, making on-site personnel safety

the top priority.

• Lead the planning, budgeting and direction of all construction projects. • Actively suggest operational improvements to enhance quality improve

production times and reduce costs. • Monthly Score Card review to monitor key aspects of the business; revenue,

maintenance, training, quality, business plan, and action items from prior months. Deffenbaugh Industries Director of Operations, Kansas City, KS 2009-2012

• Managed an operating budget of $80M/Yr. • Achieved a cost-savings of over $10M in a 3-year period by improving routing and

lowering safety-related losses. • Built teams to accomplish projects and goals with varying timelines and priorities

aimed at increasing the bottom line. • Improved workplace morale by employing people management skills, analyzing

policy effectiveness, and adjusting/developing new policies when necessary. • Team weekly with the other Directors in the company to improve the customer

experience- we shared ideas/information/observations/best practices on how to increase customer satisfaction.

Waste Corporation of America General Manager, Springfield, MO 2006-2009

• Managed a budget of $18M/Yr. • Acquired/Integrated operations of two local trash companies by decreasing the

amount of equipment used to service customers and by effectively integrating business system.

• Improved key aspect of the business: 1) Safety: employed strategies/policies to lower accident frequency. 2) Customer service: lowered customer loss rate to less than 1%. 3) Maintenance: lowered hourly cost on equipment by over $1/Hr., resulting in a

saving of over $100K/year. 4) Sales: directed a sales team which targeted business/acquired accounts in

high-volume commercial areas to increase profitability of routes. Increased sales revenue continually.

• Managed several large house accounts: City of Springfield, Springfield School District, and others.

Allied Waste , Houston, TX Commercial Manager/Site Manager/Operations Manager 2000-2006

• Managed budgets from $12-30M/Yr. annually. • Completed 2 year management program in 19 months. • Managed key routing projects that saved the Houston Market over $1M/Yr. • Trained new managers on company policies and processes. • Worked with sales department to increase profitability by reviewing the cost of

service on major accounts and low margin routes and by making necessary adjustments to achieve profit goals.

Gerardo Cardona Broward Division Manager

Gerardo Cardona Experienced leader with strong emphasis in logistics. Awarded for achievements in all functional aspects of project logistics, logistics modernization, long range planning and integration of national software support solutions. Profit driven top performer offering outstanding credentials defining and achieving corporate and client objectives through strategic planning, logistic analysis, and workforce/resource/process optimization programs. Coastal Waste & Recycling – Broward Division Manager 2018-Present

• Provide leadership for the collections operations of Broward Division by providing management oversight to route supervisors, dispatchers, operations clerks, drivers and helpers, who are responsible for the route system for commercial, roll-off and residential customers, including prompt and courteous waste removal service and customer service.

• Manage staff, including hiring, training, coaching, performance management; develop supervisory goals and objectives; and effective resolution of safety issues and claims.

• Implement and execute plans to complement the Broward Division strategic and operating plan; champion the execution of tactical initiatives within the division to maximize the customer experience, growth and durability, while optimizing profitability.

• Ensure maximum productivity and route management systems for commercial, roll-off and residential routes and establish productivity goals where needed; ensure adherence to operating standards; and manage labor hours and disposal expenses.

• Interact with customers and local, state and federal government employees to resolve customer service concerns; ensure regulatory compliance standards are met.

• Oversee effective safety and accident prevention programs to ensure all reasonable action are taken to prevent accidents and injuries; ensure a safe and productive work environment for all employees; implement and maintain and effective loss control and safety program.

• Build and maintain strong and effective relations with relevant government, community and environmental groups.

Waste Connections, Inc. – District Operations Manager October 2015 – July 2018

• Developed and implemented procedures and systems for personnel to operate in a safe, efficient and cost-effective manner.

• Created and monitored budget and operating metrics while diagnosing and improving profit, processes and return on investment.

• Established and maintained performance targets, objectives and standards for each service activity at the site.

• Partnered with local city, municipal and county agencies to ensure WCI is provided top notch customer service and identified ways to improve services. Worked with municipalities to renew contracts and negotiated new contracts.

• Reduced our Safety Metrics by 50% going from red district to green district. • Instrumental in winning the Division of the year 2 years back to back.

Waste Connections, Inc – Site Manager October 2010 – October 2015 • Assigned and supervised work crews operating solid waste collection equipment. • Conducted field inspections and audits of all site personnel to ensure proper

work procedures. • Participated in regular P&L reviews to ensure that budgets are met, develops

and implements programs for optimal equipment utilization, equipment maintenance, and labor and material costs.

Waste Management – District Route Manager August 1999 – February 2010

• Managed the operational and fiscal activities of the department to include staffing levels, budgets, and financial goals.

• Planned and developed systems and procedures to improve the operating quality and efficiency of the department.

• Analyzed and documented business processes and problems. Developed solutions to enhance efficiencies.

• Coordinated and implemented solutions from process analysis and general department projects.

• Conducted interviews, hired new staff, and provided employee orientation. • Monitored progress of daily operations, reassigned employees and made route

changes as necessary. • Maintained employee company and DOT logs and reports. • Conducted field inspections of route crews to ensure proper work procedures. • Performed driver reviews. • Instrumental in going for the last district in Safety, to the # 2 company in the

nation. M2Z (Mission 2 zero)

Robert J Saroza Roll Off Supervisor

Robert J Saroza Twenty Two years of Solid Waste, Recycling and Disposal experience in the South Florida Market with global understanding of all aspects of the collection, hauling of MSW, curbside residential recycling and bulk waste. Additionally, he has extensive experience in handling post disaster debris collection and processing for governmental entities he has supervised in the past. Coastal Waste & Recycling Field Supervisor February 2019 - Present • Responsible for the knowledge development and progressive understanding and expertise in

route planning, auditing, analysis and improvement and related logistics systems • increase route efficiency, and document specific route and customer data. • Responsible for the Safety Meetings and create an aware and observant safety conscious

culture • Coordinates daily operational needs with Maintenance team. • Plans, distributes, monitors, and follows-up daily route assignments to ensure customers are

serviced per company standards and agreements. • Manages the end-of-day check-in process, capturing and communicating key service, safety,

and equipment issues. • Monitors driver and laborer time and attendance, minimizing overtime and ensuring that

drivers do not exceed limits established by regulatory agencies (e.g., 60 hour rule). • Reviews weekly demand / volume for routes, determines potential gains from re-routing, and

recommends re-routes to the routing specialist. • Sets and monitors productivity, service, and safety targets for each route and driver. • Works with functional groups to resolve employee relations and labor relations issues. • Ensures that drivers comply with physicals, drug or alcohol tests, and training required by

regulatory agencies. • Conducts Root Cause Investigations for all injuries and incidents, ensuring consistent discipline

and retraining. • Establishes and maintains a clean, safe work environment in compliance with

Company/Occupational Safety and Health Administration (OSHA) standards. Documents problem fixes and provides instructions to dispatch/service should problems recur.

World Waste Recycling Vice President of Operations 2002 – 2009 and 2014 – 2019 • Manages the day-to-day operations of the Company, and provides daily support to

managers in ensuring quality and budget performance. • Monitors budget and operating metrics while diagnosing and improving processes,

procedures, and performance. • Executes the Market’s strategic capital budget, ensuring effective use of the budget through

asset allocation; ensures appropriate spare ratios and asset disposal. • Oversees personnel needs of Operations including selecting, coaching, disciplining, and

training employees and evaluating employee performance. Provides input into termination, compensation, and promotion decisions.

• Participates in regular P&L reviews to ensure that budgets are met; develops and implements programs for optimal equipment utilization, equipment maintenance, and labor and material costs.

• Troubleshoots and resolves safety, service, and operational issues. • Establish and maintain a clean, safe work environment and ensure compliance with company

policies.

• Monitor driver's daily pre-trip inspection, address findings, and ensure driver conducts proper inspections.

• Review all truck repair issues and address with shop manager to ensure mechanical issues are fixed.

• Monitor driver time and attendance, completed route sheets, disposal tickets and compliance with DOT hours of service

• Complete accident and injury reports. Respond to vehicle accident investigations, workers compensation and property damage claims.

• Train and provide orientation for new employees. • Conduct performance evaluations, monitor and track employee attendance, complete

disciplinary actions and attend meetings that apply positive leadership principles. Progressive Waste Solutions Operations Manager 2013-2014 • Assist with the supervision of drivers. • Monitor progress of daily operations, and reassigns employees and makes route changes as

necessary • Conduct safety meetings and audits • Maintains employee company and DOT logs and reports • Assist in the supervision of Dispatch Department • Conduct field inspections of route crews to ensure proper work procedures • Issue progressive disciplinary action as necessary • Performs driver reviews • Receive, review and follow up on customer complaints regarding collection programs Waste Management 2009 – 2012 Operations and Route Manager • Organizes, supervises and coordinates the activity of subordinates involved in the operation

and maintenance of collection operations. • Reviews personnel utilization, route structures, and makes recommendations to increase daily

operational efficiencies. • Analyzes routes and alters them utilizing computer software, taking into consideration

population trends and density. • Route all new service starts including obtaining work order, scheduling delivery of container

and service days. • Review productivity reports daily (yardage, tonnage and hauls), reroute non-performing

routes to maximize service calls while ensuring that labor costs are minimized. • Schedule removal of cans on a timely basis when service is cancelled.

Trevor Black Residential Supervisor

Trevor Black Coastal Waste & Recycling March 2020 - Present

Residential Supervisor • Manage commercial routes in Miami Dade, Broward, and Palm Beach County • Manage residential contracts and commercial franchises for The Town of

Loxahatchee Groves and Unincorporated Broward County • Manage the recycling contracts for the Broward County School Board and the

Palm Beach County School Board • Conduct safety meetings, route observations, and coach drive cams leading

to improved safety results • Perform reroutes to ensure our customers are being serviced safely and

efficiently

Waste Connections, Thompsonville, IL 4/2019 - 3/2020 Site Manager –

• Drop into a newly acquired site to assess where improvements can be made • Develop strategic vision for the site to repair lackluster reputation with the

customers and community • Establish individual and team goals to ensure the strategic vision is being met • Create a dynamic safety culture where the team looks forward to coming to

work every day • Implement operational controls to drive improved, sustainable P&L results

Waste Connections – Erie, CO 9/2018 - 4/2019 Assistant District Manager

• Oversee all facets of business to ensure operations, maintenance, and sales are working synergistically

• Identify and develop team members that could handle more responsibility within the company leading to 3 promotions within 2 months

• Create individual and team goals then delegated responsibility to make sure the goals are achieved

• Hold town hall meetings and site tours to create community awareness about the site

• Overhaul maintenance program to lower the maintenance cost per ton while achieving fleet optimization

Waste Connections – Athens, TN 7/2017 - 9/2018

Operations Manager – • Manage personnel to ensure the site is operating safely and efficiently while

remaining compliant with relevant governing bodies • Perform and monitor monthly forecasting to make sure the site meets or

exceeds budget

• Conduct safety meetings and implement SOPs to ensure all employees are working in a safe and productive manner

• Work with senior management to create and execute short and long term goals to keep the site operating at peak performance

• Coach employees to develop their skills in order to create a dynamic culture that fosters success

Waste Connections – Athens, TN 8/2016 - 7/2017 Site Manager

• Perform and monitor monthly forecasting to make sure the site meets or exceeds budget

• Perform environmental audits to ensure the site remains in compliance with relevant governing bodies

• Manage leachate treatment systems to make sure they are being utilized to their maximum potential

• Implement cost cutting measures where applicable to improve the P&L

Progressive Waste Solutions, New York/New Jersey 5/2015 - 2/2016 Area Accounting Intern –

• Performed fixed asset inventory by site where I corrected multiple inconsistencies in the asset database

• Performed account reconciliations to balance customer accounts • Assisted with audits issued by governing bodies • Created ad-hoc reports to clarify and present data for management as

necessary • Completed existing reports for internal management

Royal Bank of Canada Wealth Management Division – Rochester, NY Planning Assistant Intern 9/2015 - 1/2016

• Created reports for First Vice President • Facilitated client meetings • Analyzed data to ensure accuracy

Seneca Meadows Landfill, Waterloo, NY 5/2013 - 9/2014

Heavy Equipment Operator – • Operated heavy equipment in a safe manner to compete daily

assignments • Performed daily maintenance on heavy equipment to ensure peak

performance • Assured efficiency through completion of projects • Adapted to changing environments and tasks throughout the site

Nick Pantano Container Manager

Nicholas Pantano

Coastal Waste & Recycling Container Manager 2020 to Present

• Oversee budgeting, reporting, planning, and auditing. • Responsible for maintaining containers consisting of Roll-off, compactors,

and commercial front load containers. • Ensured safety and compliance of staff and facility through ongoing

training and inspections. • Procured all necessary parts and inventory to properly fabricate and repair

all container assets. • Make important policy, planning, and strategy decisions. • Develop, implement, and review operational policies and procedures. • Assisted HR with recruiting when necessary. • Help promote a company culture that encourages top performance and

high morale Waste Connections Site Manager / Container Services 2013 to 2020

• Managed 2 million annual container maintenance budgets • Supervised a staff of 17 employees consisting of 5 container delivery drivers

and 12 container maintenance employees • Completed 5000 container movements annually. • Led team to 700+ days incident free. • Responsible for maintaining a fleet of 30,000 containers consisting of Roll-

off, compactors, and commercial front load containers. • Maintained standalone 15,000 square feet container maintenance facility. • Ensured safety and compliance of staff and facility through ongoing

training and inspections. • Procured all necessary parts and inventory to properly fabricate and repair

all container assets. • Develop, implement, and review operational policies and procedures.

Erie Community College 2006 Business Administration

Proposed Approach

Residential

Coastal Waste & Recycling will provide residential solid waste collection six days

a week. Coastal understands that based on the current schedule provided in the

RFP, the truck count that collects the solid waste on Monday exceeds the rout we

proposed. Coastal is prepared to run two additional trucks on those days.

Coastal would like the opportunity to meet with the Town and discuss some minor

routing changes that would even out the route and normalize all the service days.

The same holds true for recycling. Coastal will run the number of routes provided

for in the RFP but would like the opportunity to re route Monday and Saturdays

route.

Commercial and Multi-family Containerized Collection

Coastal will deploy five front loader routes to service all the containerized solid

waste. All routes will have a 2 person crew, each being drivers. Coastal believes

that it is important to schedule enough routes in the town that would allow for the

reopening of many businesses, college and schools to full capacity to occur and

not have an issue with service. Coastal will work with current vender to get current

route schedules so customers will continue to have the same collection time.

If the Town chooses to change the processing facility which creates longer travel

times, Coastal is prepare to add an additional route.

Bulk Collection

Coastal has an agreement with Eastern Waste Systems to continue to provide the

Bulk Collection to the Town. The schedule will remain the same as it is shown in

the RFP, pending any approved route changes.

Operational / Transition Plan

Transition Plan

Coastal has taken the information received by the Town and combined it with

our own historical data compiled from cities we currently service. We have driven

the routes the Town’s contractor is currently servicing. This information allows us

to assign the correct number of trucks to service the residential and commercial

accounts.

By using the number of homes, disposal tonnage and disposal site locations, we

were able to calculate the overall service time for residential and the same for

commercial. This allows us to correctly assign the correct number of route trucks

needed to service all the residential units and all the commercial yards.

The collection of bulk and yard trash will be serviced by Eastern Waste System.

Eastern Waste Systems has experience servicing the Town under the current waste

hauler. Each clam shell truck has a certain capacity and that capacity, along

with the total tons allowed us to verify the number of trucks currently used was

sufficient to meet the level of service.

Coastal is very aware of the magnitude of this transition. It will be “All Hands on

Deck” to make sure this is completed timely and with minimal service interruptions.

John Casagrande will personally lead our team during the transition. He has

successfully transitioned large contracts such as Davie and understands the

logistics better than anyone. He will assemble a team that will be dedicated 100%

to this transition.

Collection Fleet

November 2020

If Coastal is the successful firm, we will begin to secure all trucks required for this

contract. Even though the approval by Council will not happen until January

2021, Coastal has the ability to place a deposit

with our vendor, financially securing the vehicles

until final approval in January. At that time,

Coastal will sign contracts that guarantee on-

time delivery. Coastal will provide those

executed agreements to the Town.

All trucks will be alternative fuel vehicles. Based on availability, trucks will either

be compressed natural gas or Biomass based diesel fuel.

Commercial Front End Containers

Coastal works with various vendor everyday to supply all of our containers. We

contracted with Wastequip, a national vendor, and with locally owned, Iron

Container. Both suppliers are committed in supplying the necessary containers

for this contract and completing 50% of the order in 30 days. These containers will

be ordered in January, as soon as it is awarded.

Coastal will begin taking delivery and

storing all the new containers at our

facility located at 3900 NE 10th Way in

Pompano Beach, a recently acquired 8

acre site.

Coastal has a fleet of tractor trailers as well as container trucks to facilitate the

exchange. We also have an agreement with GT Supply, a container delivery

service, to help expedite the transition.

Coastal will work with the current provider to help facilitate a seamless exchange.

Coastal will begin exchanging containers 45-50 ays prior to the start of the

contract. We will remove the current containers and take them back to the

Waste Management’s facility. This way there is no confusion WM will service

Coastal containers until the end of the contract and Coastal will service any WM

containers that may be left over.

Our container shop manager, Nick Pantano and the Operation Manager,

Gerardo Cardona will be actively overseeing this exchange. John Casagrande

will also supervise these exhanges.

Carts

Similar to the commercial containers, Coastal works with various cart vendors from

around the country. Upon award in January 2021, Coastal will contact our

approved vendors to establish pricing and get delivery date confirmations.

We will use our new facility in Pompano as the staging area and begin exchanges

45-60 days prior to the start of the contract.

Coastal will like to discuss the use of property within the Town of Davie. A great

location, for example, would be the Bergeron Rodeo Grounds. At this location,

Coastal could have the carts unloaded, assembled and then delivered. The ideal

and intended delivery schedule would be the same as the collection schedule.

Coastal will have one delivery team work behind the collection truck so we can

empty and remove the old ones with they are at the street. The old carts will be

recycled at the Towns direction.

Since the carts belong to the Town, once delivered, the current vendor can

continue to supply service. Coastal will need the artwork for the town logo to

provide to the cart manufacturers.

In 2-3 years, we will do the same for the recycling carts.

Timeline after Notice of Award November 2020 1. Secure all collection vehicles with deposit January 2021 1. Order all vehicles 2. confirm delivery dates 3. execute agreements

4. Identify rentals, if needed February Fist Week Select cart and container vendors

Order all equipment and establish delivery schedule so to have all equipment 60 days prior to commencement

March 2021

First Week Begin hiring process for all drivers, supervisors and customer service representatives Meet with current vendor and offer employment to all existing drivers

2nd Week Schedule meeting with Town to apprise them of our progress April 2021 1st Week Start delivering multi-family and commercial containers 3rd Week Start delivering residential solid waste carts

4th Week Begin training automated side load drivers and front end drivers on existing Coastal Routes

May 2021

1st Week Assigned Drivers to their Routes in the town of Davie. Have them being driving their routes in their cars to begin familiarizing with the area.

2nd Week Meet with Town to update on Progress Get residential tax rolls from the Town to upload all the address

in our system

June 1st Start of Contract.

Recent Successful Transitions

New Container Delivery and Cart Operations • Coastal currently maintain carts for Unincorporated Broward County, Town

of Loxahatchee Groves plus the maintenance of several thousand carts in our private commercial and residential service areas throughout Miami-Dade, Broward and Palm Beach Counties.

• Coastal employs 3 welders, 3 laborers and own 3 container delivery units equipped to handle efficient distribution and repair of carts.

• The route manager will be equipped with a truck capable of making any type of delivery, replacement or repair of carts on the fly.

Vehicle Condition and Maintenance Vehicles will be kept in clean and in optimum

condition at all times. Our highly trained

maintenance personnel are qualified to ensure all

vehicles and equipment and are running safely.

Coastal maintains an 8:1 mechanic to truck ratio

and will be hiring an additional mechanic for this contract.

Coastal Waste & Recycling has in place a comprehensive preventive

maintenance program. Each truck is thoroughly inspected at the beginning and

end of each shift using a detailed checklist known as a VCR (Vehicle Condition

Report). Each item is inspected and where needed, repairs and maintenance

are performed. The VCR reports are then completed and documented, with

copies to appropriate Managers for monitoring. All vehicles are equipped with a

state of the art tablet for constant communication along with a Global Positioning

System (GPS) so that all trucks’ locations can be tracked at all times. This

equipment is also inspected daily to ensure optimum system performance.

Customer Service Issues All vehicles used to service the Town will be equipped with

state of the art tablets and equipment appropriate for

communications between the vehicle operator, the Field

Supervisor, and the District Manager. These tablets will

expedite communication between the customer service

representative (CSR) and the service operator.

Customer Service Related Issue

• Notification of a service related issue is received in the Coastal Call Center and a CSR will schedule a work order for the required service for the reported service address. All issues received Prior to 4:00 pm will be completed by 6:00 pm of the same day. Any service requests after 4pm will be serviced before 12 noon.

• Service inquiries are immediately sent to the tablet for collection vehicle to service.

Completion of Route Process:

• Driver marks the work order as “Work Completed” in the route tablet. • Information in the Trux software is updated simultaneously. • Coastal will supply a monthly issue report to the Town of Davie which will

include date, hour of the complaint and the date, hour of the complaint when it was resolve.

Drivecam Video & GPS Technology

All of the Collection vehicles will be equipped with Global Positioning Systems

(“GPS”) that identify and record the locations of the vehicles when they are

servicing the Town. The locations shall be recorded at least once every five (5)

seconds. GPS logs and records will be available to the Administrator upon request.

Lytx Drive Cam on Board Video Resource All Coastal trucks are equipped with Lytx Drive Cam. Lytx Drive Cam is a highly

rated brand of on-board video technology, similar to Third Eye. Lytx's video

telematics and fleet safety solutions provide an important component to our

overall safety program as they improve driver behavior and manage the fleet

while ensuring compliance and improved productivity on each route. The Drive

Cam Safety Program is a video-based safety program designed to help improve

driver performance. This camera system provides near real time visibility into the

status of every vehicle in our fleet and will help increase driver accountability.

The Drive Cam program provides an objective picture of what is happening on

the road, allowing the driver to document through time stamped photos any

events or situations, such as late set outs, bulk and vegetation debris, blocked

access of any kind and time of service, to name a few. This program also gives

us the ability to make sure that our driver is operating in a safe and lawful manner.

TRUX Routing & Dispatch Live View GPS

Zoomed view of trucking getting on to the Turnpike

Live view of routed truck in a selected service area

TRUX – Breadcrumb Trail Technology

This live GPS Technology can determine what time of the day a vehicle was at an address or on a certain street. It can determine the difference between a miss pick up and a late set up.

Customer Service Plan

Coastal Waste & Recycling understands how vital the service we provide is to the

health and welfare of each Davie resident. Our number one priority is timely and

efficient collection for every resident, and commercial customer. With that goal

in mind, we are focused on providing personal hands on attention to your

residents from the initial contact to the completion of the job.

Every call that comes into our office is answered by a live operator. We do not

use an automated phone system. Our Customer service department is located

here in South Florida. All the employees at the Coastal location that answer the

phone will be able to assist any concerns, requests, and issues from Town of Davie.

They are all English speaking and two are bilingual. Coastal Waste & Recycling

has six specialized Customer Service Representatives available 6 days a week.

Coastal Waste & Recycling will assign a dedicated Customer Service

Representative for the Town and its residents, to ensure quick response to the

Town, Coastal will assign a dedicated local phone number as well as a dedicated

email address for the residents to use to report any issues.

Our call center is under the direct supervision of Kristen Stock, Director, Operations

Applications. She is responsible for staffing, hiring, training, and coaching our

customer service staff. Kristen has over 28 years in operations and customer call

center management in the waste industry. Our customer service associate’s

complete extensive, ongoing customer service training.

Every associate spends time in our recycling facilities and on the customer routes

with our drivers to receive firsthand experience of the day to day operation. They

are completely familiar with our collection and processing operations.

Coastal Waste & Recycling places great importance on the highest quality of

customer service in regard to polite, courteous and expedient response at all

times. We aim not to simply meet the quality standards expected by the Town of

Davie, but rather to exceed those quality criteria in everything we do.

Our goal is to provide “0” complaint service at all times, although we understand

there will be customer calls and inquiries during the transition. We will handle all

calls in a professional and courteous manner with pride that we have the

opportunity to assist every resident in the Town of Davie.

Coastal Waste & Recycling utilizes the TRUX Haul-IT software. TRUX Haul-IT is a

complete operational, financial solution for waste and recycling haulers. The

software package provides comprehensive routing, dispatch, scheduling, billing,

collection and sales reporting tools.

Customer Service Procedures Managing Inquiries

• All customer calls will be documented and logged into the Customer Issues Module of the TRUX Software.

• All customer calls will be addressed by day’s end and an action plan to resolve the inquiry, if needed.

• Supervisor action will be initiated immediately, with site-visits if needed. Appropriate service response will ensue. The legitimacy of concerns, if any, will be noted.

• Trux software communicates with the Supervisor on “real time” ensuring immediate response.

• Customer Service call statistics are constantly reviewed and monitored.

• Daily and monthly recaps will be prepared, analyzed and monitored for increased and effective customer service response. Improvement procedures will be enacted at every step of the process.

• Our GPS / Tablet technology will enable optimum efficiency in customer service response as the Town, Managers, Customer Service Personnel, etc. can locate any driver and/or supervisor at any time. Our GPS tracking system will ensure the finest in quality assurance.

• All Customer Service personnel will have constant contact supervisors for immediate communication and customer issue resolution.

Sample of Customer Issue Report

Quality Control Program

Coastal Waste & Recycling knows that a strong quality control program is the

driver for service quality in this contract. Coastal Waste & Recycling will develop

a comprehensive program of inspections and monitoring actions to assure a “self-

correcting” contract. The first step to ensuring a self-correcting contract is to

ensure that the quality control program approved at the beginning of the

contract, provides the measures needed to provide the highest level of service

to your residents.

Quality Control Plan will include, but is not limited to, the following:

• Inspection procedures (to include checklists used by Coastal Waste & Recycling) identifying the items, frequency, conformance indicators and actions taken if non-conformance is found, covering all the service requirements of this contract.

• Means of identifying and resolving problems

• Roles and responsibilities of Coastal Waste & Recycling and the Town.

Specific Quality Control Functions:

1. A plan that identifies all assignments (hours) for each pickup, and which falls within the time frame and days specified in the contract.

2. A schedule for all pickups by dates and areas and equipment to be used. This schedule will be kept current and updated at all times.

3. A system for identifying and correcting deficiencies in the quality of services before the level of performance becomes unacceptable and/or Town inspectors point out the deficiencies.

4. An inspection system covering all the service requirements of the contract. A checklist used in inspecting contract performance throughout the length of the contract.

5. A file of all inspections conducted by Coastal Waste & Recycling and any corrective action taken.

6. Labor practices, to include hiring, retention, rewards, and substitutions.

7. Security and Safety compliance with OSHA, the EPA, and other Environmental Agencies guidelines.

Public Awareness and Education Services We will customize a communication plan with the Town’s team to ensure a

smooth transition of service and a continued public information campaign. All

communications will be in offered in a Multi-lingual format. Options include:

§ Mailings to Commercial Customers with contact information for Customer Service, Dispatch and Route Manager.

§ Magnets distributed to all residential units Introducing Coastal as the Town’s new service provider. Even though the residential schedule will not change the magnet will show each resident their service area and days for scheduled collection of solid waste, recycling and bulk pick up.

§ We will work with the Town’s billing department to obtain a list of all commercial accounts to create a database for daily route sheets.

§ Newspaper advertisements

§ Mailings

Education Services

Coastal Waste & Recycling, as the current recycling

service provider for Miami Dade County Public

Schools has participated in recycling education

programs in the past. We have a dedicated

presentation to further educate adults and children

on the correct ways of recycling. Printed materials

will be available.

Communication Samples

Business Terms

Coastal Waste & Recycling has reviewed the entire RFP, and Scope of Services

and has not identified any terms that differ from those set forth in this RFP.

Furthermore, Coastal Waste & Recycling does not have any exceptions on the

terms as presented in the RFP.

Cost Proposal

RFP# RM-20-96

***MUST USE THIS FORM WITH SUBMISSION***

SECTION 4.0 UPDATED PRICE PROPOSAL FORM

Notes: 1. Unit prices shall be shown and where there is an error in extension of prices, the unit price shall govern.2. Alternate proposals will not be considered unless authorized in the RFP document.

IMPORTANT: This signed proposal form shall be considered an offer on the part of the proposer. Failure to sign this form is grounds for immediate disqualification. By signing this document, you are affirming that you have read and understood the terms, conditions, and information included within this solicitation. That all the information provided above is true and accurate. That the business associated with this solicitation has not been debarred, convicted of a public entity crime, and does not have a conflict of interest in any manner as described herein. That you have the proper authority to sign this document and the ability to bind this business entity to the terms and conditions herein.

Item No. Description Unit Price Unit

1. Single Family Residential Solid Waste $_____________

per hh per month

2. Single Family Residential Bulk Waste $_____________

per hh per month

3. Single Family Residential Recycling $_____________ per hh per month4. Multifamily Residential Solid Waste $_____________ per cubic yard5. Multifamily Residential Recycling $_____________ per hh per month

6. Multifamily Residential Recycling (if dumpster) $_____________

per cy

7. Commercial Solid Waste $_____________ per cy

8. Construction and Demolition Debris (rolloff) $_____________

per pull

9. Construction and Demolition Debris (rolloff) $_____________

per delivery

10. Single Family Residential Yard Waste Pickup (once per month) –Alternative Proposal $_____________

per hh per month

11. Additional Fees and Chargesa. Additional residential cart

charge $_____________per cart per month

b. Commercial cart charges $_____________ per cart per monthc. Commercial Front Load

Compaction rate $_____________per cubic yard

d. Roll Off MSW compactor pull rates $_____________

Per pull

e. Roll Off open top MSW pull rates $_____________

Per pull

12. Roll Off C&D flat rate per pull a. 10 cubic yard containers $_____________ Per pullb. 20 cubic yard containers $_____________ Per pullc. 30 cubic yard containers $_____________ Per pulld. 40 cubic yard containers $_____________ Per pull

Authorized Signature:

Print Name:

Title:

Proposer agrees to accept the VISA Procurement card for payment. Circle one: YES OR NO

62(a)

Brendon Pantano

CEO

5.75

5.504.00

12.65

12.65

225.00

125.00

11.00

4.75100.00

31.63

275.00

225.00

350.00450.00

650.00550.00

2.50

6.00

RFP# RM-20-96

69

REQUIRED PROPOSER/BIDDER QUESTIONNAIRE Primary Contact Person for this RFP: __________________________________________________

Primary Contact Person Email Address: ________________________________________________

Primary Contact Person Phone Number: ________________________________________________

1. How many years has your firm been in business under its present business name? _______________

2. Under what other former name(s) has your firm operated? ___________________________________

____________________________________________________________________________________

3. Have any similar agreements held by proposer for a similar project to the proposed project ever been

canceled? Circle one: No Yes If yes, please explain: _________________________________

____________________________________________________________________________________

____________________________________________________________________________________

4. Has the proposer or any principals of the firm failed to qualify as a responsible proposer, refused to enter

into a contract after an award has been made, failed to complete a contract during the past five (5) years, or

been declared to be in default in any contract in the last five (5) years? Circle one: No Yes

If yes, please explain: __________________________________________________________________

____________________________________________________________________________________

5. Has the proposer or any principals of the firm ever been declared bankrupt or reorganized under Chapter

11 or put into receivership? Circle one: No Yes

If yes, please explain and give date, court jurisdiction, action taken, and any other explanation deemed

necessary: __________________________________________________________________________

____________________________________________________________________________________

6. Litigation/Judgements/Settlements/Debarments/Suspensions – Submit information on any pending

litigation and any judgements and settlements of court cases relative to providing the services requested

herein that have occurred within the last three (3) years. Also indicate if your firm has been debarred or

suspended from bidding or proposing on a procurement project by any government entity during the last five

(5) years. ____________________________________________________________________________

____________________________________________________________________________________

7. Exceptions to any terms and conditions herein have been attached/redlined within this proposal submittal

in accordance with Section 1.33 of this RFP. Yes No

John Casagrande

[email protected]

954-947-4000

World Waste Recycling

less than a year

There are no pending litigation or judgements and settlements.

Coastal Waste has never been debarred or suspended.

RFP# RM-20-96

71

TOWN OF DAVIE

VENDOR REGISTRATION FORM

RFP# RM-20-96

72

Is this a form being filled out as a new application or an update to an existing application? New Application Updating Application Vendor Name: (Business Name Registered With The State OR Full Name If An Individual)

Mailing Address:

Remit to Address (If Different from Mailing Address):

Contact Name:

Telephone: Federal Tax ID Number:

Fax Number: Company Email Address:

Business Website (If Applicable):

VENDOR INFORMATION

x


1840 NW 33rd Street, Pompano Beach, FL 33064

954-947-4000 01-0586987

[email protected]

www.coastalwasteinc.com

305-635-0087

Eileen Damaso

RFP# RM-20-96

73

Emergency Contact Information Please enter information the Town can use to contact you for disaster or emergency services below

Name Contact Information

Have you been awarded any government contracts recently or in the past? If yes, please list the contract #’s, the agency, the service provided , and if it is still active.

Eileen Damaso cell: 305-343-2731

Village of El Portal, #2020-01, curbside residential and Commercial solid waste and recycling - Active

Miami Dade County, 545A, curbside residential recycling collection - Active

City of Hialeah, n/a, curbside residential recycing collection - Active

Town of Bay Harbor Islands, BHI 174, residential and Commercial solid waste and recycling collection- Active

Town of Loxahatchee Groves, #2019-001, curbside residential and commercial solid waste and recycling collection - Active

Unincorporated Broward County, #OPN2118588B1, curbside residential and commercial solid waste and recycling collection - Active

RFP# RM-20-96

74

Products & Services In the space provided below please indicate any product or services that your firm provides

solid waste and recycling collection

portable toilets

RFP# RM-20-96

75

1. If the contract or business transaction is with a company, the full legal name and business address shall be provided for each officer and director and each stockholder who directly or indirectly holds five percent (5%) or more of the corporation’s stock. If the contract or business transaction is with a trust, the full name and address shall be provided for each trustee and each beneficiary. All such names and address are as follows (Post Office addresses are not acceptable):

Full Legal Name Address Ownership %

2. The full legal names and business addresses of any other individual (other than subcontractors, materialmen, suppliers, laborers, and lenders) who have, or will have, any legal, equitable, or beneficial interest in the contract or business transaction with the Town are as follows (Post Office addresses are not acceptable):

Full Legal Name Address

Ownership Disclosure

Coastal Waste & Recycling, Inc. 1840 NW 33rd Street, Pompano Beach, FL 33064 100%

none

RFP# RM-20-96

76

3. The officers of the Corporation are as follows:

Name Address President:

Vice President:

Secretary:

Treasurer:

Registered Agent:

/ CEO Brendon Pantano, 1840 NW 33rd St., Pompano Beach, FL 33064

/ CFO Kristie Beaudoin, 1840 NW 33rd St. Pompano Beach, FL 33064

Brendon Pantano, 1840 NW 33rd St., Pompano Beach, FL 33064

RFP# RM-20-96

77

does not: Company Name

1. Participate in a boycott of Israel; and

2. Is not on the Scrutinized Companies that Boycott Israel list; and

3. Is not on the Scrutinized Companies with Activities in Sudan List; and

4. Is not on the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector

List; and

5. Has not engaged in business operations in Cuba or Syria.

Affirm:

TOWN OF DAVIE CERTIFICATION PURSUANT TO FLORIDA STATUTE § 287.135


RFP# RM-20-96

78

Certification Regarding Debarment, Suspension And Other Responsibility Matters TO BE COMPLETED BY PROSPECTIVE VENDOR

A. The prospective Vendor certifies that it and its principals (subcontractors and suppliers):

1. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or involuntarily excluded by any Federal, State, County, City or Town or other government agency;

2. Have not within a three (3) year period preceding this bid proposal been convicted of or had a civil judgment entered against it for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State, City or Town of other local agency) transaction or contract; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property;

3. Are not presently indicted for or otherwise criminally or civilly charged by a government entity (Federal, State or local) within commission of any of the offenses enumerated in paragraph (A)(2) of this certification; and

4. Have not within a three (3) year period preceding this bid proposal had one or more public contracts (Federal, State, City or Town or other agency) terminated for cause or default.

B. Where the prospective Vendor is unable to certify to any of the statements in this certification, an authorized signatory to this proposal shall complete, sign and attach a detailed explanation.

Affirm:

TOWN OF DAVIE CERTIFICATION REGARDING DEBARMENT

RFP# RM-20-96

79

What Defines A Conflict Of Interest According To The Town:

A. An officer, director, employee, agent, or other consultant of the Town or a member of the immediate family or household of the aforesaid has directly or indirectly received or been promised any form of benefit, payment or compensation, whether tangible or intangible, in connection with a grant of the Agreement with the Town or its Departments.

B. There are undisclosed persons or entities interested with the Contractor in the Agreement. The Agreement is entered into by the Contractor with a connection with another entity or person making a proposal for the same purpose, and possibly with collusion, fraud or conflict of interest. Elected or appointed officer(s) or official(s), director(s), employee(s), agent(s) or other consultant(s) of the Town, or of the State of Florida (including elected and appointed members of the legislative and executive branches of government), or member of the immediate family or household of any of the aforesaid:

1.) Is interested on behalf of or through the Contractor directly or indirectly in any manner whatsoever in the execution or the performance of the Agreement, or in the services, supplies or work, to which the Agreement relates or in any portion of the revenues; or

2.) Is an employee, agent, advisor, or consultant to the Contractor or to the best of the Contractor’s knowledge, any subcontractor or supplier to the Contractor.

DISCLOSURE OF CONFLICT OF INTEREST

VENDOR SHALL DISCLOSE BELOW, TO THE BEST OF HIS OR HER KNOWLEDGE, ANY TOWN OF DAVIE OFFICER OR EMPLOYEE, OR ANY RELATIVE OF ANY SUCH OFFICER OR EMPLOYEE AS DEFINED ABOVE AND IN SECTION 112.3135, FLORIDA STATUTES, WHO IS AN OFFICER, PARTNER, DIRECTOR OR PROPRIETOR OF, OR HAS A MATERIAL INTEREST IN THE VENDOR’S BUSINESS OR ITS PARENT COMPANY, ANY SUBSIDIARY, OR AFFILIATED COMPANY, WHETHER SUCH TOWN OFFICIAL OR EMPLOYEE IS IN A POSITION TO INFLUENCE THIS PROCUREMENT OR NOT.

Vendor or Contractor Conflict of Interest Disclosure Statement

HUB International Limited 1411 Opus Place Suite 450

Downers Grove, IL 60515 P: (630) 468-5600 F: (630) 468-5696

www.hubinternational.com

October 16, 2020

Coastal Waste & Recycling, Inc. 1840 NW 33rd Street Pompano Beach, FL 33064

Re: Davie Insurance Requirements

To Whom It May Concern:

Please be advised upon being awarded the Davie bid, Coastal Waste & Recycling, Inc. can acquire higher insurance limits through their insurance carriers to properly satisfy the requirements within the contract as follows:

• Pollution Liability with $5,000,000 limit • General Liability with $5,000,000 limit • Business Automobile Liability with $5,000,000 limit • Umbrella Liability with $10,000,000 limit

If you have any questions, please do not hesitate to contact us.

Sincerely,

David O’Gara

David O’Gara Vice President

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORETHE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED INACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE

INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #

NAME:CONTACT

(A/C, No):FAX

E-MAILADDRESS:

PRODUCER

(A/C, No, Ext):PHONE

INSURED

REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement onthis certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THISCERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIESBELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZEDREPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:

(Per accident)

(Ea accident)

$

$

N / A

SUBRWVD

ADDLINSD

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIODINDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THISCERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

$

$

$

$PROPERTY DAMAGE

BODILY INJURY (Per accident)

BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOSAUTOS ONLYNON-OWNED

SCHEDULEDOWNED

ANY AUTO

AUTOMOBILE LIABILITY

Y / N

WORKERS COMPENSATIONAND EMPLOYERS' LIABILITY

OFFICER/MEMBER EXCLUDED?(Mandatory in NH)

DESCRIPTION OF OPERATIONS belowIf yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE

$

$

$

E.L. DISEASE - POLICY LIMIT

E.L. DISEASE - EA EMPLOYEE

E.L. EACH ACCIDENT

EROTH-

STATUTEPER

LIMITS(MM/DD/YYYY)POLICY EXP

(MM/DD/YYYY)POLICY EFF

POLICY NUMBERTYPE OF INSURANCELTRINSR

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB

UMBRELLA LIAB $EACH OCCURRENCE

$AGGREGATE

$

OCCUR

CLAIMS-MADE

DED RETENTION $

$PRODUCTS - COMP/OP AGG

$GENERAL AGGREGATE

$PERSONAL & ADV INJURY

$MED EXP (Any one person)

$EACH OCCURRENCEDAMAGE TO RENTED

$PREMISES (Ea occurrence)

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR

GEN'L AGGREGATE LIMIT APPLIES PER:

POLICYPRO-JECT LOC

CERTIFICATE OF LIABILITY INSURANCEDATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE

ACORD 25 (2016/03)

© 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER

The ACORD name and logo are registered marks of ACORD

HIREDAUTOS ONLY

10/16/2020

HUB International Midwest Limited1411 Opus Place, Suite 450Downers Grove IL 60515

[email protected]

Westchester Surplus Lines Insurance Co. 10172COAWAST-01 ACE Property & Casualty Insurance Company 20699

Coastal Waste & Recycling, Inc.(Named Insureds are continued below)1840 NW 33rd StreetPompano Beach FL 33064

James River Insurance Company 12203QBE Insurance Corporation 39217

917474893

A X 1,000,000X 100,000

10,000

1,000,000

2,000,000X

Y G71764060001 11/30/2019 11/30/2020

2,000,000

B 1,000,000

XX XX MCS-90

Y CALH08472993 11/30/2019 11/30/2020

C X 5,000,000X

000979150 11/30/2019 11/30/2020

5,000,000

D X

N

QWC3001159 3/23/2020 3/23/2021

1,000,000

1,000,000

1,000,000A Contractor's Pollution G71764060001 11/30/2019 11/30/2020 Each Occurrence:

Deductible:$1,000,000$5,000

Named Insureds: Roco Waste & Recycling LLC; Big Apple Demolition Removal, Inc.; World Waste Recycling, Inc. dba Coastal Waste & Recycling; PrecisionPortables, LLC; Coastal Waste & Recycling of St. Lucie County, LLC; Martin Lane Holdings, LLC; Coastal Waste & Recycling of Broward County, LLC dbaThoroughbred Waste Services dba Ideal Site Services; Coastal Waste & Recycling of Martin County, LLC; Coastal Waste & Recycling of Palm Beach County,LLC dba Aquarius Recycling; Coastal Waste & Recycling Holdco, LLC; Coastal Waste & Recycling of Miami-Dade County, LLC; Coastal Waste & Recycling ofFlorida, Inc.

RE: RFP# RM-20-96.Town of Davie is included as additional insured under General Liability and Automobile Liability, when agreed in a written contract, subject to policy terms,conditions and exclusions.

Town of Davie6591 Orange DriveDavie FL 33314

Form W-9(Rev. October 2018)Department of the Treasury Internal Revenue Service

Request for Taxpayer Identification Number and Certification

a Go to www.irs.gov/FormW9 for instructions and the latest information.

Give Form to the requester. Do not send to the IRS.

Pri

nt o

r ty

pe.

See

Spe

cific

Inst

ruct

ions

on

page

3.

1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank.

2 Business name/disregarded entity name, if different from above

3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the following seven boxes.

Individual/sole proprietor or single-member LLC

C Corporation S Corporation Partnership Trust/estate

Limited liability company. Enter the tax classification (C=C corporation, S=S corporation, P=Partnership) a Note: Check the appropriate box in the line above for the tax classification of the single-member owner. Do not check LLC if the LLC is classified as a single-member LLC that is disregarded from the owner unless the owner of the LLC is another LLC that is not disregarded from the owner for U.S. federal tax purposes. Otherwise, a single-member LLC that is disregarded from the owner should check the appropriate box for the tax classification of its owner.

Other (see instructions) a

4 Exemptions (codes apply only to certain entities, not individuals; see instructions on page 3):

Exempt payee code (if any)

Exemption from FATCA reporting

code (if any)

(Applies to accounts maintained outside the U.S.)

5 Address (number, street, and apt. or suite no.) See instructions.

6 City, state, and ZIP code

Requester’s name and address (optional)

7 List account number(s) here (optional)

Part I Taxpayer Identification Number (TIN)Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this is generally your social security number (SSN). However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN, later.Note: If the account is in more than one name, see the instructions for line 1. Also see What Name and Number To Give the Requester for guidelines on whose number to enter.

Social security number

– –

orEmployer identification number

–

Part II CertificationUnder penalties of perjury, I certify that:1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and2. I am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue

Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I amno longer subject to backup withholding; and

3. I am a U.S. citizen or other U.S. person (defined below); and4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part II, later.

Sign Here

Signature of U.S. person a Date a

General InstructionsSection references are to the Internal Revenue Code unless otherwise noted.Future developments. For the latest information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW9.

Purpose of FormAn individual or entity (Form W-9 requester) who is required to file an information return with the IRS must obtain your correct taxpayer identification number (TIN) which may be your social security number (SSN), individual taxpayer identification number (ITIN), adoption taxpayer identification number (ATIN), or employer identification number (EIN), to report on an information return the amount paid to you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following.• Form 1099-INT (interest earned or paid)

• Form 1099-DIV (dividends, including those from stocks or mutualfunds)• Form 1099-MISC (various types of income, prizes, awards, or grossproceeds)• Form 1099-B (stock or mutual fund sales and certain othertransactions by brokers)• Form 1099-S (proceeds from real estate transactions)• Form 1099-K (merchant card and third party network transactions)• Form 1098 (home mortgage interest), 1098-E (student loan interest),1098-T (tuition)• Form 1099-C (canceled debt)• Form 1099-A (acquisition or abandonment of secured property)

Use Form W-9 only if you are a U.S. person (including a residentalien), to provide your correct TIN.

If you do not return Form W-9 to the requester with a TIN, you might be subject to backup withholding. See What is backup withholding, later.

Cat. No. 10231X Form W-9 (Rev. 10-2018)

0 1 0 5 8 6 9 8 7

September 30, 2020

Eileen

Typewritten Text

Coastal Waste & Recycling of Florida, Inc.

Eileen

Typewritten Text

X

Eileen

Typewritten Text

1840 NW 33rd St

Eileen

Typewritten Text

Pompano Beach, FL 33064

Town of Davie, Florida Purchasing Division(954) 797-1016

6591 Orange Drive Davie, FL 33314 954-797-1016 [email protected]

Town of Davie

ADDENDUM TO RFP DOCUMENTS

SOLICITATION RFP No. RM-20-96 Solid Waste and Recycling Collection

ADDENDUM No. 3 RFP DUE DATE2:00 PM EST

ON 10/16/2020 TODAY’S DATE 9/18/2020

To All Proposers:

This addendum is issued to modify the previously issued solicitation documents and/or given for informational purposes and is hereby made a part of the solicitation documents. Please attach this addendum to the documents in your possession and acknowledge receipt of this addendum in the space provided.

RFIs

Q.1: Pg. 16 Section 1.59 Pricing- “Prices shall remain firm and fixed for the term of the Contract, including any option or extension periods; however, the Contractor may offer incentive discounts to the Town at any time during the Contract term, including any renewal or extension thereof.” This forces proposers to raise the initial offer and result in higher rates. Will the consider accepting proposals with annual price escalators?

A.1: Per Section 3.7, “For the term of this contract, the Consumer Price Index for All Urban Consumers for Miami-Fort Lauderdale-West Palm Beach as published by the US Department of Labor, Bureau of Labor Statistics, or successor agency shall be utilized as the basis for any CPI increases.” This language shall take precedence over other CPI language in the contract. The first annual CPI increase to take effect on October 1, 2022 based on the CPI increase from June 2021 to June 2022. Each subsequent increase shall take effect each October based on the CPI increase for the previous June to June timeframe. The last CPI increase shall occur on October 1, 2028 during the initial term of contract.

Q.2: Pg. 16 Section 1.59 Pricing – Will the Town consider modifying this section to allow for the rate adjustment due to the annual disposal rate increase which is out of the control of the Contractor?

A.2: Please see response to Question 1 above.

Q.3: Pg. 25 Section 1.88 Cost Adjustments – Can the Town clarify what would be an example of an industry increase that would allow for cost adjustments?

A.3: Examples of an industry standard that might allow for cost adjustments may include a Change-in-law or Force Majeure event.

Q.4: Pg. 25 Section 1.88 Cost Adjustments- Will the Town recognize annual cost increases in labor, benefits, materials and other associated cost during the initial term of the agreement?


Q.5: Pg. 25 Section 1.88 Cost Adjustments- Will the Town consider changing the CPI index to Consumer Price Index series CUUR0000SEHG CPI-U Water and Sewer and Trash Collection Services, US City Average?




Town of Davie

Q.6: Pg. 26 Section 1.93 Budgetary Constraints- Can the Contractor cancel the contract if it is not in agreement with any rate reduction trigged by this section?


Q.7: Pg. 41 Section A7(c) Resi Curbside Carts – As a cost savings measure will the Town consider waiving the requirement of replacing all MSW carts (at contract start) and recycling carts (within first 2 years)? In its place require Contractor to have sufficient carts on hand to replace upon request from the residents any carts that are damaged.

A.7: The MSW carts must be replaced at the start of the contract. The Town is revising the recycling cart language to state, “The Recycling Carts must be replaced in the 3rd year of the contract.”

Q.8: Pg. 42 Section A7(f) Resi Curbside Carts- Requirement to sanitize carts, will the Town consider waiving this section since any cart that is replaced is assumed to be damaged beyond repair?

A.8: Yes.

Q.9: Pg. 42 Section B1(e) Multi Family Solid Waste Collection- Will the Town consider modifying this section due to the fact that if the Town must be notified on any service change it will add an additional layer of approval that could potentially cause a service delay. Would the Town accept the change to read that if the customer and the contractor can not agree on service type and level, then the Town will make the final decision.

A.9: Yes.

Q.10: Pg. 42 Section B1(e) Multi Family Solid Waste Collection – Will the Town accept a service agreement that has been electronically signed by the customer?

A.10: Yes.

Q.11: Pg. 43 Section C1(d) Commercial Solid Waste Collection – Will the Town accept a service agreement that has been electronically signed by the customer?

A.11: Yes.

Q.12: Pg. 43 Section C1(i) Commercial Solid Waste Collection - Will the Town consider modifying this section due to the fact that if the Town must be notified on any service change it will add an additional layer of approval that could potentially cause a service delay. Would the Town accept the change to read that if the customer and the contractor cannot agree on service type and level, then the Town will make the final decision.

A.12: Yes.

Q.13: Pg. 43 Section C1 Commercial Solid Waste Collection- Will the Town allow a program to apply overload charges to customers that routinely are overloaded?

A.13: Yes.



Town of Davie

Q.14: Pg. 43 Section C1 Commercial Solid Waste Collection – Will the Town allow ancillary charges to be applied, for example such as the rolling out of containers from garbage chute rooms, installation of locking bars, wheels etc.

A.14: Yes.

Q.15: Pg. 44 Section (E) Recycling – Can the Town clarify if the intent of this section is to have the contractor make their own arrangements to locate a recycling material processing facility? Will the processing cost of the recycling be passed along to the Town or is the cost of any recycling processing to be paid by the contractor?

A.15: The Town will make the arrangements regarding the recycling material processing facility or disposal facility (Wheelabrator). The initial processing or disposal costs will be paid by the contractor; however, the anticipated disposal or processing costs related to the recycling collection will be included in the portion of the solid waste assessment paid to the collection contractor.

Q.16: Pg. 47 Section 3.4 (D) Holidays – Will the Town consider adding any additional holidays?A.16: No.

Q.17: Pg. 48 Section 3.5 A3 Collection Fleet- Will the Town consider changing the fleet age requirement from 4 years to 8 years?

A.17: No. The average fleet age is 4 years for the entire contact term.

Q.18: Pg. 52 Section 3.7 Business Terms – This page states that all fees are subject to the annual CPI increase for waste collections. This seems to contradict what is written on page 16 section 1.59 which states that prices shall remain firm and fixed for the initial term of the contract. Can the Town clarify this?


Q.19: Pg. 55 Section 11 C Corporate Goodwill Town Construction Sites- Can the Town clarify the intent of this section. At Town construction sites is the contractor required to provide free service if the actual work is being done by a 3rd party and not Town employees?

A.19: The free service is required whether the work is being done by a 3rd party or Town employees.

Q.20: Pg. 55 Section 11 D – Clean up Days – Can the Town list previous years clean up days and historical volumes?

A.20: The Town typically holds one to two clean up days per year. We do not have historical volumes.

Q.21: Pg. 55 Section 11 E Community Events – Can the Town provide a list of the anticipated dates for the 25 community events that the Contractor is expected to provide services for?

A.21: For the community events, the Company will provide one (1) 30 yard roll-off containers for up to 15 community events annually at no cost to the Town. The Company shall also provide up to 200 cardboard cans for solid waste or recycling annually at no cost to the Town.



Town of Davie

Q.22: Pg. 57 Section 3.13 Educational Services – In an attempt to go paperless and find an alternative to print material can educational notices be provided digitally? Examples via Town’s website and email distribution?

A.22: Yes

Q.23: Page 16, Section 1.59; Page 25 Section 1.88 and Page 53. Please clarify if the town will give the contractor an annually CPI for the first 81/2-year term. It will be very difficult to submit a competitive bid without annual price adjustments.


Q.24: Page 18 Section 1.67. Will the town clarify that key personnel is management of the contract, not front line employees?

A.24: This language refers to key personnel managing the contract.

Q.25: Page 20. Section 1.71 D. Will the town consider eliminating the termination without cause clause?

A.25: No.

Q.26: Page 26 Section 1.93: Has the town ever decrease or temporary reduced services due to budget constraints?

A.26: No. The Town has never reduced solid waste and recycling collection services due to budget constraints.

Q.27: Page 27 Section 1.100 Lobbying: Will the registered lobbyist be able to lobby during this RFP process?

A.27: Yes.

Q.28: Page 29 Section 2.4: Does the town realized that getting new vehicles within six months is a challenge, will the town allow for rentals trucks to start the contract?

A.28: The Town will allow for truck rentals for the first six (6) months of the contract. Any rental trucks utilized during this time frame shall be clearly identified with the Contractor Name and Logo, vehicle number, Contractor contact telephone number, and the Town of Davie Logo. Decal dimensions shall be at a minimum two feet by three feet (2’ x 3’).

Q.29: Page 38 Section A. Does the town require the town’s logo, or can the contract use their standard cart and place decals on the carts? Please clarify

A.29: The Town’s logo and a serial number must be hot stamped on the cart. In addition containers shall include an RFID chip.



Town of Davie

Q.30: Page 38 Section A.1.a. Are the residents required to bag their horse manure before placing it on the cart?

A.30: The residents do not bag their horse manure.

Q.31: Page 39 Section 3. Will the town allow the hauler to pick up bulk over a month instead of two weeks? Can you also clarify green and gold map is the first two week or the last two weeks of the month?

A.31: The Town would consider bulk waste pickup over one week or two weeks per month.

Q.32: Page 40 Section 5a. Same as question 7 regarding the recycling carts decals or hot stamp town’s logo.

A.32: The Town’s logo and a serial number must be hot stamped on the cart. In addition containers shall include an RFID chip .

Q.33: Page 42 Section B 1.c. and Page 43 Section C 1.b. The RFP requires all containers to have wheels; he 6 and 8 cubic yard containers do not have wheel for safety reasons.

A.33: 6 and 8 cubic yard containers will not require wheels.

Q.34: Page 42 What is the minimum service level for Multifamily containerized services?

A.34: 2 cubic yard containers twice per week.

Q.35: Page 43, Section C.1.f. Can the contractor service commercial carts with the residential vehicles?A. 35 No, commercial carts may not be serviced with residential vehicles.

Q.36: Page 45 Section E 2. Please delete bins and replace with carts at the curb.

A.36: On page 45, Section E2, the language shall be changed from “shall place Recycling Bins” to “shall place Recycling Carts”.

Q.37: Page 46 Section E. 6. If we are notifying the city of non- collection due to contamination is the contractor also required to tag the customer?

A.37: Yes, the contractor will have to tag the customer. The specific language will be worked out during contract negotiations.

Q.38: Page 47 Section 3.5 Will the town consider any extension of the contract to be mutually agreed upon?

A.38: The contract extensions will be based on mutually agreed upon terms.



Town of Davie

Q.39: Page 48 Section3.5 3. Will the town consider changing the fleet average age to new truck for the first term of the contract? This will mean we will need to replace trucks every 4 years. Please clarify the town’s intent.

A.39: The average fleet age shall be 4 years for the entire contact term.

Q.40: Page 48 Section 3.5 8. Is this the most updated routes?

A.40: Yes

Q.41: Page 50 Section B. Is it the intent for the town to have the contractor procure a recycling facility for this contract? If so will the town still be responsible to pay the processing fee or do we include that in our proposed recycling rates?

A.41: The Town will make the arrangements regarding the recycling material processing facility or disposal facility (Wheelabrator). The initial processing or disposal costs will be paid by the contractor; however, the anticipated disposal or processing costs related to the recycling collection will be included in the portion of the solid waste assessment paid to the collection contractor.

Q.42: Page 51 Section 3.7. Will the town consider a performance Bond instead of a 5-million-dollar Letter of credit?

A.42: The Town will only accept a letter of credit.

Q.43: Page 54 Section 3.9 How many other services annually does the town anticipate?

A.43: No additional services are contemplated at this time.

Q.44: Page 54 Section 3.11. Does the town have historical data on the Goodwill events annually? If not, what is the anticipated number of events and what equipment and labor will be required?


Q.45: Page 55 Section 3.11. A What future projects does the town anticipate will require free services?


Q.46: Section 55 Section 3.11 B. How many of these cleans up on roads, swales, vacant lots, parks and properties owned by the town is required on an annual basis? Will the town clarify equipment that has been requested in the past?

A.46: See the attachment included in the RFP for the list of Town properties that receive solid waste and recycling services.



Town of Davie




ON 10/16/2020 TODAY’S DATE 9/22/2020

To All Proposers:


RFIs

Q.1: Page 44 Section C 3. What is the current status of the commercial and multifamily services levels due to the pandemic? Secondly if the minimum service is twice a week, who determines the 50% service level?

A.1: The most recent customer list is attached.

Q.2: Page 50 Section C. Will the town provide the tonnages for 2020: January through August?A.2: The tonnages from January 2020 to August 2020 are:

Residential – 21,229 tonsBulk – 14,883 tons Recycling – 4,650 tonsCommercial – 20,697 tons

Construction and demolition debris figures will be provided in the next RFI.

Q.3: Letter of Credit – p. 1 and 54 –3.8B – This requires the awardee to provide a $5M letter of credit withindays of the award. Please advise if the time frame can be lengthened to 20 days.

A.3: The Town is changing the number of days to provide the letter of credit from 7 days to 10 days.

Q.4: Subcontracting –p. 9, 1.23 – This prohibits subcontracting unless otherwise stated. Subs are used for the collecting of yard waste and bulk routinely throughout the industry. Further, temporary labor is often used in some emergency or short-term instances. Further, Sec. 1.68 indicates the proposer is liable for the actions of its subs and that the Town can reject a proposed sub. This appears to conflict with the prohibition in 1.23. Will the Town allow the use of subs and temporary labor?

A.4: The Town will accept subcontracting of an element of the work to a qualified team member such as Yard Trash or Bulk waste. In such case, the Proposal shall include the same qualifications as those required for the Proposer, as applicable to the proposer team corporate member. This shall include the key management personnel, references, and other related qualifications requirements.



Town of Davie

Q.5: Convenience – p.19, 1.71 – This allows the Town to terminate the contract for convenience. Given the capital outlay for collection vehicles and carts, will the Town delete this?

A.5: The Town is leaving this language unchanged.

Q.6: Cost adjustments – p.25, 1.88 – The contract term is 8.5 years. Are rates adjusted annually on the anniversary date or only on renewal? Please clarify. Will the Town add a provision to adjust rates for a change in law?

A.6: Refer to Addendum 3.

Q.7: Term and renewal – p.37, 2.21 – Please clarify the renewal provision. Is the renewal unilateral to the Town or must the contractor agree to the renewal?


Q.8: Residential billing – p. 40, #6 – Does the Town only pay what it collects from residential units pursuant to the special assessment? In other words, if a resident does not pay, does the contractor get paid from the Town anyway? If not, how does the contractor capture the unpaid amount?

A.8: The Town only pays what it collects from the solid waste assessment. Please note the solid waste assessment is collected as part of the residence’s tax bill

Q.9: Carts – p. 41 – This requires replacement of all MSW carts at commencement and replacement of recycling carts within 2 years. Will the Town consider replacement only on an “as-needed basis”?


Q.10: Fleet – p.48, 3.5A3 –This requires the average age of the collection fleet to be 4 years. Does this include spares? If not, what is the age limit, if any, for spares? What is the age limit for each of the renewal periods? Will the town consider making the age limit average 8 years to avoid compelling the contractor to purchase new trucks halfway through the term and thereby increasing the prices that will have to be proposed herein?


Q.11: Page 9 Section 1.23-Refers to the use of subcontractors without the prior written consent of the town. Would the Town allow a subcontracting of the Bulk Pick-up?

A.11: The Town will allow the use of subcontractor(s).

Q.12: Page 16 Section 1.59-Prices shall remain firm and fixed for the term of the contract including any options or extensions. This conflicts with section 1.88 addressed in the next question. The total term with all extensions could be up to 23.5 years. Would the Town consider annual CPI to get the best pricing?




Town of Davie

Q.13: Page 25 Section 1.88 Cost adjustments- This section conflicts with 1.59 above. Cost for subsequent years and any extension term years shall be subject to an adjustment only if increases occur in the industry. The cost of labor, fuel, disposal and equipment are all adjusted (usually increased) annually. Would those increases be considered “increases in the industry”? If so could the town clarify if they will include a Cost adjustment for what portion of the contract (initial term, extension, etc.)


Q.14: Page 29 Section 2.4- Based on the size of this franchise there is an extensive amount of time required to perform field studies, planning, analysis and review. The allowed time period of 30 days is not a reasonable period of time to prepare a bid response of this size. Would the Town consider extending the due date for an additional 60 days?

A.14: Refer to Addendum 2 for submittal extension to October 16, 2020.

Q.15: Page 48 Section 3.5(A)(6)- This is a long term contract term has the opportunity to implement zero emission vehicles that are slowly being introduced to the market. Because the contract requires approximately 50 trucks that will nor be available is 24 months. Would the Town delay the implementation period to 48 months after the implementation of the contract?

A.15: Yes, the Town will delay implementation until 48 months from contract execution.

Q.16: Section 3.3 A on RFP page 38 states that—The Company shall be responsible for providing carts and decals for the carts. Is the proposer required to purchase all new 96-gallon garbage carts for the 24,728 units?


Q.17: Section 3.3 A.4 on RFP page 40 states that—The Company shall be responsible for providing carts and decals for the carts. Is the proposer required to purchase all new recycle 65-gallon carts for the 24,728 units?


Q.18: Section 3.3.A 4 on page 39 is asking for a monthly yard waste collection option. Will the Town describe how yard waste is currently being pick-up?

A.18: Yard waste is collected in the solid waste 96-gallon cart and as part of the monthly bulk wastepickup.

Q.19: Section 3.3.A.7.c Residential Carts states that the contractor must replace all solid waste 96-gallon carts with new 96-gallon carts. It also states that the contractor must replace approximately 3,200 additional carts. Will the Town please clarify the number of new carts that the Contractor must purchase 24,728 solid waste carts or 27,928 (24,728 + 3,200=27,928)?

A.19: The Company must purchase 27,928 solid waste carts. The Company shall maintain sufficient additional solid waste carts as necessary to preclude any operational impacts from new homes or replacement of lost, stolen or damaged carts.



Town of Davie




ON 10/16/2020 TODAY’S DATE 10/1/2020

To All Proposers:


A. Page Replacement:

Page 62, Section 4.0 “Price Proposal Form” is hereby replaced as Page 62(a) andmade available in this addendum. Proposers shall use page 62(a) in their proposal packages!!!!!!!!!!

B. RFI responses are listed below.

RFIs

Q.1: Page 65 Davie Proposal Bond Will the town provide an updated form that eliminated the performance bond requirement. It is clear that a $5,000,000 letter of credit is required instead of a performance bond. Is the letter of credit is renewed annually?

A.1: Refer to Addendum 5. The letter of credit must remain in effect the length of the contract.

Q.2: Page 41 Section 7 c and d. Please define what the town means by in-mold labelling? Is that just the town’s logo hot stamped on the cart?


Q.3: Page 50 Section B. If the town will direct the recycling to a facility, who is responsible for the processing or disposal costs? Will the contractor bill the town or will the town deal directly with the designated site? Who will pay for contamination if appliable?


Q.4: Page 52 Service Charge How will the service charge be calculated? Is this revenue to the contractor or to the town?

A.4: The service charge shall be the fee paid to the contractor for services provided under the contract.Calculation of the Service Charge will generally follow the process outlined in Section 3.6 Business Terms. Specific details will be finalized during negotiations.

Q.5: Will the town allow for changes of service days for the residential routes?A.5: The Town will discuss during contract negotiations.

Q.6: Are franchise fees part of the gross revenue for the goodwill donations of .05%?

A.6: Franchise fees are not included. The donation is 0.5% for clarification.

Q.7: Will the town consider an annual rate adjustment using CPI Water, Sewer and Trash Index? This is more indicative for our industry.a. Annual Rate Adjustments. Contractor shall increase the rates for all Services effective on each anniversary of the Effective Date of this Agreement in an amount equal to the greater of (a) four (4) percent or (ii) the percentage increase in the Consumer Price Index for All Urban Consumers (Water, Sewer and Trash Collection Services) U.S. City Average, as published by United States Department of Labor, Bureau of Statistics (the “CPI”). For the CPI calculation, rates will be adjusted using the most recently available trailing twelve (12) months average CPI compared to the twelve (12) months preceding.

A.7: No, refer to Addendum 3.

Q.8: Will the city consider changing the RFP to state the contractor will take all Single stream recycling to the WS , burner?

1. Recycling Processing. We are responsible for the processing costs. You’ll want to ensure that our pricing aligns with our recycling 2.1 initiative. The bid documents did not address contamination or rejected loads so you may want to address our process in the proposal. Our standard recycling language is as follows:

Collection and Processing. Town shall pay Contractor a rate of $________ per Unit for the collection and processing of Recyclable Materials from [Residential Units, Municipal Facilities, Small Commercial Units, Large Commercial Units, Industrial Permanent Units, Industrial Temporary Units]. City’s Collection and Processing rate assumes that, on average, Town’s Recyclable Material consists of no more than 20% Unacceptable Material (the “Unacceptable Material Threshold”). The Collection and Processing rate is subject to Rate Adjustments as set forth in Section 7 of the Agreement.

Right to Inspect/Audit. Contractor may visually inspect the collected Recyclable Materials to ensure loads are at or below the Unacceptable Material Threshold. If Contractor’s visual inspector determines that loads of Recyclable Material are consistently above the Unacceptable Material Threshold, Contractor will notify Town of the issue and the parties agree to promptly negotiate in good faith (a) an agreed upon procedure to audit a representative sample of Town’s Recyclable Material to determine its actual composition of Unacceptable Material; and (b) an updated Collection and Processing rate commensurate with the composition of Unacceptable Material.

Recycling Commodity Credit. Contractor shall return 100% of Town’s recycling commodity value to Town each month. Town’s “Recycling Commodity Credit” shall be determined by multiplying the per-ton market value of the processing facility’s Average Commodity Mix by the number of tons of Recyclable Material collected from Town and processed each month. The processing facility’s “Average Commodity Mix” means the relative mix of outbound commodities (including Residue), established pursuant to either (i) a minimum rolling 3-month facility average composition (subject to adjustment as necessary by Contractor) or (ii) a composition audit or an average of audits over a 12-month period (if any). The processing facility’s Average Facility Commodity Mix is set forth in the attached Exhibit B-1. The per-ton value of the processing facility’s Average Commodity Mix shall be determined each month by applying the most recently-available indices or actual values (as set forth in Exhibit B-1) to the facility’s Average Commodity Mix including any negative commodity market values and Contractor’s charges for hauling and disposing of contaminated, unmarketable and/or Unacceptable Material (“Residue”).

Reporting and Credit. Contractor will provide Town with a monthly report detailing the total tons of Recyclable Material received from the Town during the previous month and the calculation of Town’s Recycling Commodity Credit for that month. If the Town’s account is billed in the aggregate to the Town, the previous month’s Recycling Commodity Credit will be issued as a credit on the next month’s invoice to the Town (if the Recycling Commodity Credit exceeds the Town’s invoice amount, then Contractor will issue a check to Town for the balance of its Recycling Commodity Credit). If the Town’s account is Customer-billed, then Contractor will issue a check to Town for its full Recycling Commodity Credit each month (in arrears).

A.8: No, refer to Addendum 3.

Q.9: Page 34 of current franchise agreement. Is the contractor required as stated in the current franchise agreement that states an independent audited annual financial statement is required for payment of the franchise fees and financial (Goodwill donation)? We are a publicly held company and do not have our financial statements audited by an independent auditing firm locally.

A.9: The Town will discuss during contract negotiations.

Q.10: Is the franchise fee paid on the bill or cash collected?A.10: The franchise fee is paid based on gross receipts.

Q.11: Page 53 Service Charge. How is the service charge calculated?A.11: The service charge shall be the fee paid to the contractor for services provided under the contract.

See question 4 as well.

Q.12: Will the city consider having the single stream recycling going to our MRF (no rebate) ? We would transload the material to the Port Saint Lucie MRF owned by the county. They could provide the grading of Commodity Mix (no rebate). We would provide the transportation and loading with annual CPI’s .

A.12: Recycling processing is not a requested service under this RFP.

Q.13: Page 47 Section 3.15 Can the contractor place a local number be on the truck instead of an 800-phone number?

A.13: Yes

Q.14: Now that the Town will be removing a Performance Bond requirement from the RFP and going with the $5 million Letter of Credit, can the Town provide the procedures for drawing from the L.O.C, the notifications that are to be sent to the Hauler prior to any withdrawal and list of service failures or faults the Town would find the need to draw from the L.O.C.


Q.15: Is there a cure period for the Franchised Hauler to remedy any service failures prior to the Town drawing on the L.O.C.

A.15: There is no cure period.

Q.16: The cost of a Letter of Credit exceeds that of a performance Bond. Driving the cost to the Town even higher. Will the Town consider changing over the L.O.C to a performance bond after the first year of service.

A.16: No.

Q.17: 1.59 (p16) - Pricing is fixed for the term of the contract. The Haulers need the ability to pass along a CPI for at least the initial term of 8 and half years. (There is a definition for CPI listed in the business terms) Also the Town is currently part of the Broward County ILA with guaranteed disposal increases every year. In 2023 the second extension to the ILA expires and the cost of disposal for all materials will be affected. Will the Town reconsider a fixed rate for the term of the agreement and allow for increases?

A.17: See addendum 3 for RFP CPI increases; see addendum 5 for disposal CPI increase.

Q.18: 1.71c. (p19) The capital investment for a contract this size is mammoth. Will the Town remove the cancellation for convenience clause?

A.18: Refer to addendum 5.

Q.19: Who owns the Solid Waste and Recycling carts currently being used today? A.19: The Town owns the carts.

Q.20: If the old carts are delivered to Wheelabrator does that count as recycling?A.20: The Town will discuss during contract negotiations.

Q.21: 3.3.A.6.c. (p40) Scope of Services, Residential Billing. Mr. Holste stated during the pre-bid that the Town has no intention of changing the way the residential billing is done. Will the Town eliminate this item from the RFP.

A.21: This is a lengthy contract; therefore, the Town desires to keep this as an available option.

Q.22: If the Town does not eliminate section 6.c of the scope of services (residential billing) from the RFP, will the Town add a line item in Section 4.0 (Price Proposal Form) for the additional cost in the unit price Per Month ?


Q.23: Nowhere in the RFP does it mention a Cone of Silence. Is there one in place for this RFP?A.23: There is no cone of silence.

Q.24: 3.5.A.3 (p47) Collection Fleet - Will The Town of Davie amend the RFP to require all respondents to purchase new collection vehicles?

A.24: The language remains unchanged.

Q.25: 3.5.A.7 (p48) Alternative Fuels - Will the Town of Davie remove the requirement for alternate fuel vehicles? With the large capital investment needed to perform these contracted services, this requirement will substantially increase the cost of collection.

A.25: The language remains unchanged.

Q.26: 3.7.9 of the Agreement (p28) The Town shared the current agreement with Waste Management, there is mentions of Loyalty payments. Again, it was mentioned at the Pre-Bid but it is not stated anywhere in the RFP. Can the Town be more specific and detail any additional revenues that the Town is expecting from the Contractor?

A.26: Revenues expected from this franchise agreement are covered in Section 3.7 Business Terms.

Q.27: Is there a draft agreement?A.27: No draft agreement exists and the agreement will be negotiated once the bid has been awarded.

Q.28: 12.4 of the Agreement (p41) - It is noted in the current agreement that the Contractor needs to report and submit all disposal amount to the Town. Will the town share the disposal amounts by waste stream from January to June of this year?

A.28: Refer to Addendums 4 and 5.

Q.29: Will you allow haulers to adjust routes??A.29: The Town will discuss during contract negotiations.

Q.30: The city requires a 5MIL LOC, does the contractor have to keep the LOC in place after initial contract is over including all options??

A.30: The letter of credit is required for the entire term of the contract. Since options have to be negotiated, we cannot discuss any requirements for that time period.

Q.31: Will the city consider the contractor using a truck that has a B10 MAX rating to fulfill the alternative energy requirement??Bio-diesel requires that the engine be altered which voids all engine warranties, having to use CNG will require the majority of the bidders to contract with Waste Management for fuel, and have to drive all the way up to Pompano to re-fuel, in fact there are only three companies that have their own supply of CNG.

A.31: We will evaluate all proposed alternative fuel vehicles proposed as part of the RFP submittal.

Q.32: Payment of Household Hazardous Waste Services ($250,000) to be procured separately by the Town. Is this a payment to be made to the city by contractor?? If so is this an annual payment??

A.32: Yes, this payment is made to the Town and the payment is annual.

Q.33: Will the City consider Paying the contractor for the residential billing , service charge fee etc. by check or ACH? Will the city consider accepting payment for franchisee fee and Good Will Donation by Contractor’s credit card?

A.33: The Town would prefer to pay the contractor by credit card but can also pay via check (ACH may be a future option). The Town cannot currently accept payment for franchise fee and goodwill donation by credit card.

Q.34: Page 50 – RFP Material Quantities for Disposal – Please provide the Solid Waste Tonnages for the Compactors or is the solid waste tonnages included in the construction demolition debris tonnages.

A.34: The compactor tonnages are included in the provided tonnages. No separate tonnage breakout is available.

Q.35: Page 50, will the Town provide tonnages for the first 6 months of 2020?A.35: Refer to Addendums 4 and 5.

Q.36: Can we service the city on a 5-day work week?A.36: The Town will discuss during contract negotiations.

Q.37: Does the proposer have to bid on the separation of yard waste?A.37: Yes.

Q.38: Page 50 Section B. Questions 14 and 41. Who is responsible for recycling contamination and what is cost that will be on the assessment?

A.38: Regarding contamination, the Town will discuss contamination during contract negotiations

Q.39: Franchise agreement Exhibit 1 Do we bill the billing fee of 40 cents per month for multi-family commercial and roll off services per location?

A.39: The Town will discuss this pricing during contract negotiations.

Q.40: What is the construction and demolition debris disposal rate?A.40: $37.05 per ton

Q.41: Page 55 Section 3.12. Since the contractor is not responsible for Emergency Services Provisions, will you please delete that in the Insurance requirement?

A.41: Yes, that language will be removed in the negotiated franchise agreement.

Q.42: Page 62 Section 4 Pricing Form, will the Town modify the form to include the followinga. Additional residential cart chargeb. Commercial cart chargesc. Commercial Front Load Compaction rate per yardd. Roll Off MSW compactor pull ratese. Roll Off open top MSW pull ratesf. Roll Off C&D flat rate per pull – will need rates per container size if the rate is to be a flat rate. 10,

20, 30 and 40 cubic yard containers.A.42: The revised pricing proposal has been attached to reflect this additional pricing.

Q.43: Pg. 39 Section 3.3 A4 Residential Curbside Yard Waste Collection- Can the town clarify if it is the intention that residents have a 15 cubic yard limit to monthly yard waste along with a 15 cubic yard limit for monthly bulk? In total the residents will have the ability to put out 30 cubic yards of material per month?

A.43: The maximum amount of material permitted to be set out is 15 cubic yards, which amount includes both Bulk and Yard Waste.

Q.44: Page 62 Can the town add a line in on the Price Proposal Form to include compactions and roll off services per pull for MSW? ( The C&D is directed to a different facility) What is the pricing per ton disposal for C & D material going to the WMI site?

A.44: Yes, please see Question and Answer 42.

Q.45: Is the disposal CPI increases annually a pass thru for the contractor? Based on the CPI language in the disposal agreement with the city and the disposal site?

A.45: Refer to addendum 5 for disposal CPI increase.

Q.46: Where will the city direct the single stream recycling and what is the processing cost to the hauler? Who is the responsible for the contamination ? What is the cost of contamination? In order for the contractor to submit a competitive this is a material cost to the contractor.

A.46: Refer to Addendum 3. Regarding contamination, the Town will discuss contamination during contract negotiations

Q.47: Due to the complex nature of the bid and the size of the Town, please extend the due date until the last week of October. Additionally, as noted below, a copy of the proposed agreement to be executed is being requested and if one is issued as an addendum, the proposers need time to review and ask additional questions or ask for modifications.

A.47: The deadline will remain October 16, 2020. No draft agreement exists and the agreement will be negotiated once the bid has been awarded.

Q.48: Please make any reference to the time zone only ET, and not EST or EDT.A.48: This language remains unchanged.

Q.49: Section 1.24 – Please amend this section to permit an assignment as a right to an affiliated company of Contractor. Additionally, the Town’s consent to assignment pursuant to this section should not be unreasonably withheld. The Contractor requires reasonable rights to assign its rights under the agreement.

A.49: This language remains unchanged.

Q.50: Section 1.34 - The Contractor is willing to provide reasonable indemnification to the Town, but it should not be required to indemnify the Town for its own (i) negligence or willful misconduct, (ii) breach of the contract, or (iii) violations of law. Please delete the section as written and replace with the following, “The parties recognize that the Contractor is an independent contractor. The Contractor agrees to assume liability for and indemnify, hold harmless, and defend the Town, its commissioners, mayor, officers, employees, agents, and attorneys (collectively, the “Indemnified Parties”) of, from, and against all liability and expenses, including reasonable attorney’s fees, in connection with any and all claims, demands, damages, actions, causes of action, and suits in equity of whatever kind or nature, including claims for personal injury, property damage, equitable relief, or loss of use (collectively, the “Claims”), to the extent arising out of the Contractor’s negligence or willful misconduct in the execution, performance, nonperformance, or enforcement of the terms and conditions of this RFP. The Contractor’s liability hereunder shall include all reasonable attorney’s fees and costs incurred by the Town in the enforcement of this indemnification provision. This includes claims made by the employees of the Contractor against the Town and the Contractor hereby waives entitlement, if any, to immunity under Section 440.11, Florida Statutes. The obligations contained in this provision shall survive termination of this Agreement and shall not be limited by the amount of any insurance required to be obtained or maintained under the Contract. Nothing

contained in the foregoing indemnification shall be construed to be a waiver of any immunity or limitation of liability the Town may be entitled to under the doctrine of sovereign immunity or Section 768.28, Florida Statutes. Nothing contained herein shall obligate the Contractor to assume liability for or indemnify, hold harmless, or defend any Indemnified Party to the extent the Claims are caused by: (i) the negligence or willful misconduct of any Indemnified Party; (ii) the breach of any terms, conditions, covenants, representations, or warranties in this RFP or the resulting contract by the Town; or (iii) the violation of any laws, rules, regulations, ordinances, orders, licenses, or permits by any Indemnified Party.”

A.50: The Town has amended this language. Refer to Addendum #5, Q.34

Q.51: Section 1.71 C&D and elsewhere – The capital outlay for trucks and dumpsters for this contract is expected to be very expensive, as such for a Contractor to be subject to termination for convenience introduces an unacceptable level of risk into the contract. Will the City please remove any references to the ability to terminate for convenience or for best interests and insert the concept of “for cause” with 30 days to cure any default?

A.51: No

Q.52: Section 1.72 B&C– Please include a provision that the Contractor shall be provided written notice of an Event of Default by the Town with a minimum of five (5) Business Days to cure. Additionally, subsection C is unreasonable for the amount and type of equipment of this nature and the Town cannot be allowed to take possession of any equipment that is the property of the Contractor. Accordingly, please delete subsection C.

A.52: No

Q.53: Section 1.88 – Since the proposed CPI index below is more relevant to the inflationary risks associated with the services described in the RFP than the index proposed by the City. The definition of “Consumer Price Index” in Section 1.28 should be deleted in its entirety and replaced with the following: ‘Consumer Price Index or “CPI” means the “Consumer Price Index for All Urban Consumers (published by the United States Bureau of Labor Statistics, Consumer Price Index, U.S. City Average, All Urban Consumers, Garbage and Trash Collection, Not Seasonally Adjusted, Based Period December 1983 = 100),” as published by the U.S. Department of Labor, Bureaus of Labor Statistics, or a successor agency.”

A.53: See Addendum 3.

Q.54: Section 1.92 – Please specifically include as an event of Force Majeure, pandemics and epidemics.A.54: Pandemic and epidemic is added to Section 1.92

Q.55: Section 1.99 – Please delete this section requiring criminal background checks. Due to the nature of this contract, the mandatory nature of this requirement is not appropriate. Additionally, under no circumstances, should a criminal background check on an employee be provided to the Town and potentially make its way to the public record, as such please delete the requirement. Additionally, “all personnel used in the performance of” is vague and unable to be properly complied with.

A.55: This language will remain. The employee must pass the criminal background check and said passing shall be provided to the Town. The criminal background check itself does not have to be provided to the Town.

Q.56: Section 2.10 – The Town asks for the Proposer to, “Specifically identify the Proposer Team Member(s) who will undertake financial responsibility for the Work and describe any liability limitations” however, financial responsibility is the obligation of the corporation, not individual employees. The individual employees are responsible for the save and efficient operations of the business. Please delete this bullet point.

A.56: This bullet will be deleted.

Q.57: Section 2.19 – Contractor should not be responsible for damage to the Town’s streets, roads, pavements, or curbs to the extent such damage is not caused by Contractor’s negligence or willful misconduct. Please add “Except in the case of Contractor’s negligence or willful misconduct, Contractor shall not be liable for any damages to pavement, curbing, or other driving surfaceresulting from the weight of its trucks and equipment.”

A.57: The Town agrees to add this language.

Q.58: Section 2.22 – In order for the Proposer to comment on and be prepared to execute a contract with the Town, please provide the contract form it intends to request the chosen proposer to sign.

A.58: No draft agreement exists and the agreement will be negotiated once the bid has been awarded.

Q.59: Section 6(a) – Please explain how the company will know which residents have paid the fee and which ones it needs to invoice. What are the rights of the company if it invoices the customer, but they do not pay?

A.59: The Company would only bill those residences that are new construction and not included on the solid waste assessment. The Town will discuss further during contract negotiations.

Q.60: Section 6(c) – Will the company be able to charge an additional fee for the expense associates with invoicing all of the residents? Also, please confirm the charge directly to the residents would not be on top of a Town special assessment. What would the rights of service suspension be if a resident did not pay the outstanding charges?

A.60: This process will be discussed and finalized during contract negotiations.

Q.61: Section 3.3(E)(6) – As the service being provided is automated and the recycling containers are closed, how is the service provider to determine contamination? How does this section reconcile with the new state law?

A.61: This process will be discussed and finalized during contract negotiations.

Q.62: Section 3.5(A)(6) – As this particular contract is large and the incumbent already has a compliant fleet, the age and alternative fuel requirements provide the current service provider an advantage over those seeing to be awarded the business. Please require all new vehicles at the start of the contract that would not have to be replaced until the end of the first term. Additionally, will the Town delete the alternative fuel requirement?

A.62: No, this section remains unchanged.

Q.63: Section 3.7 – A surety bond is the preferred method of security in this industry and is generally easier to get than a letter of credit. Will the Town change the security from a letter of credit to a bond?

A.63: No, the letter of credit requirement remains.

Q.64: Section 3.9 – Please add that the Company is under no obligation to provide additional services under this agreement unless both parties expressly agree.

A.64: The requested language is not needed. Section 3.9 does not force the Company to provide additional services.

Q.65: Section 3.12 - As they are voluminous and are considered trade secret, the Company does not disclose its insurance policies. Accordingly, please delete the requirement that they be provided upon execution of the contract.

A.65: The language remains in the RFP.

Q.66: Section 3.12 - Since the Town is establishing very high minimum General Liability and other insurance requirements, will the town permit compliance with the minimums in this section through a combination of the primary policy and the umbrella policy?

A.66: Yes.

Q.67: On page 30, Competency of Proposers and the the Proposal Form 1 - Transmittal Letter it states that Corporate Certifications shall be submitted. Please clarify what are Corporate Certifications.

A.67: The term refers to several types of corporate certifications associated with the submittal of Proposals, including for example, corporate commitments, compliance with various FL statutes, and other similar commitments associated with the Proposal. They are contained in the Proposal Forms and Appendices.

Q.68: Sample Agreement Section 7 and elsewhere in the RFP 1.34 & 1.61- The Contractor is willing to provide reasonable indemnification to the Town, but it should not be required to indemnify the Town for its own (i) negligence or willful misconduct, (ii) breach of the contract, or (iii) violations of law. Please delete the section as written and replace with the following, “The parties recognize that the Contractor is an independent contractor. The Contractor agrees to assume liability for and indemnify, hold harmless, and defend the Town, its commissioners, mayor, officers, employees, agents, and attorneys (collectively, the “Indemnified Parties”) of, from, and against all liability and expenses, including reasonable attorney’s fees, in connection with any and all claims, demands, damages, actions, causes of action, and suits in equity of whatever kind or nature, including claims for personal injury, property damage, equitable relief, or loss of use (collectively, the “Claims”), to the extent arising out of the Contractor’s negligence or willful misconduct in the execution, performance, nonperformance, or enforcement of the terms and conditions of this RFP. The Contractor’s liability hereunder shall include all reasonable attorney’s fees and costs incurred by the Town in the enforcement of this indemnification provision. This includes claims made by the employees of the Contractor against the Town and the Contractor hereby waives entitlement, if any, to immunity under Section 440.11, Florida Statutes. The obligations contained in this provision shall survive termination of this Agreement and shall not be limited by the amount of any insurance required to be obtained or maintained under the Contract. Nothing contained in the foregoing indemnification shall be construed to be a waiver of any immunity or limitation of liability the Town may be entitled to under the doctrine of sovereign immunity or Section 768.28, Florida Statutes. Nothing contained herein shall obligate the Contractor to assume liability for or indemnify, hold harmless, or defend any Indemnified

Party to the extent the Claims are caused by: (i) the negligence or willful misconduct of any Indemnified Party; (ii) the breach of any terms, conditions, covenants, representations, or warranties in this RFP or the resulting contract by the Town; or (iii) the violation of any laws, rules, regulations, ordinances, orders, licenses, or permits by any Indemnified Party.”

Please include the following general provisions as part of the next draft of the RFP and DraftAgreement:

1) The Town hereby grants the exclusive right and privilege to Contractor to perform all of the Services set forth in the RFP. The Town may, in its sole discretion, enforce the exclusivity provisions of the Agreement against third-party violators, taking into account the cost of doing so and other factors. Contractor may independently enforce the exclusivity provisions of the Agreement against third-party violators, including, but not limited to, seeking injunctive relief and/or damages, and the Town shall use good-faith efforts to cooperate in such enforcement actions brought by Contractor. The Town shall use its best efforts to adopt ordinances, rules or regulations that have the effect of requiring third parties, including, without limitation, customers, to comply with the provisions of the Agreement, including, without limitation, the exclusive service rights granted to Contractor pursuant to the Agreement.

2) Notwithstanding anything herein to the contrary: (a) Contractor shall have no obligation to collect any material which is or contains, or which Contractor reasonably believes to be or contain, radioactive, volatile, corrosive, highly flammable, explosive, biomedical, infectious, biohazardous, toxic or hazardous material as defined by applicable federal, state or local laws or regulations (“Excluded Waste”); (b) if Contractor finds what reasonably appears to be discarded Excluded Waste, Contractor shall promptly notify the Town and the producer of the Excluded Waste, if the producer can be readily identified; and (c) title to and liability for any Excluded Waste shall remain with the producer of the Excluded Waste, even if Contractor inadvertently collects or disposes of such Excluded Waste.

3) Customers and Town must comply with any description of and/or procedures with respect to removal of contaminants or preparation of recyclable materials as reasonably provided by Contractor. If any customer or Town fails to do so, Contractor may decline to collect such materials without being in breach of the Agreement. Contractor shall not be responsible for and has not made any representation regarding the ultimate recycling of such recyclable materials by any third-party facilities.

4) Notwithstanding anything herein to the contrary, in the event that a container becomes lost, unsightly, unsanitary, broken, or unserviceable because of the acts or omissions of a customer or Town (excluding normal wear and tear), the customer or Town (as applicable) will be charged for the resulting repairs or replacement and such amounts will be paid to Contractor upon demand.

5) Unless otherwise provided for herein, any equipment furnished hereunder by Contractor shall remain the property of Contractor; however, customers or Town (as applicable) shall have care, custody and control of the equipment while at the service locations. Customers and Town shall not overload (by weight or volume), move or alter the equipment, and shall use the equipment only for its proper and intended purpose. Customers and Town must provide unobstructed access to the equipment on the scheduled collection day. The word “equipment” as used in this Agreement shall mean all containers used for the storage of non-

hazardous solid waste.

6) Notwithstanding anything herein to the contrary, Contractor may pass through and the customers shall pay to Contractor any documented increases in disposal fees, increases in Contractor's costs due to changes in local, state or federal rules, ordinances or regulations applicable to Contractor's operations or the services provided hereunder, and any increases in and newly imposed taxes, fees or other governmental charges assessed against or passed through to Contractor (other than income or real property taxes).

7) If the Town shall be in breach of any provision of this Agreement, Contractor may suspend its performance hereunder until such breach has been cured or terminate this Agreement; provided, however, that no termination of this Agreement by Contractor shall be effective until Contractor has given written notice of such breach to the Town and the Town has failed to cure such breach within thirty (30) days after its receipt of such notice. Upon any such failure to cure, Contractor may terminate this Agreement by giving the Town written notice of such termination, which shall become effective upon receipt of such notice.

A.68: The Town rejects this language.

Q.69: On Addendum 3, questions 29 and questions 31 the Town answered that all containers must have a serial number, hot stamped with the Town’s logo and shall include an RFID chip. What is the purpose of the RFID Chip? The RFP does not elaborate on any reports. What kind of information is the town expecting from the RFID Chip? And how is the Town extracting this information?

A.69: The RFID chips provide a number of benefits for the Town, and Contractor including for example disputes about container distribution, damaged or stolen containers, participation rates and similar capability.

Q.70: Addendum 3 Question 13.Exhibit 2 in the franchise agreement has Special Collection Services, will the town also include those services in the RFP and the new franchise agreement?