PRR 2387 Wmac Servicegroup1 Mmo

City of Oakland, Zero Waste Services
Mixed Materials & Organics Collection Services Service Group 1 09 January 2013
Presented to The City of Oakland, Office of the Public Works Agency
Presented by Waste Management of Alameda County, Inc 172 98th Avenue, Oakland, CA 94603
Waste Management of Alameda County, Inc. is honored to be presenting to the City of Oakland the privilege to retain mixed materials & organics collection services for the City.
On the cover: Waste Management of Alameda County employs not just people but generations of people. (L-R) WMAC Container Welder Aaron Brown & his mother, WMAC Customer Experience Manager Karen Brown, WM Mechanic (Retired) Jeff Huesler Sr. & his son, WM Mechanic Jeff Huesler Jr., WMAC Driver Dave Dutra & his son, WM Driver Adam Dutra.
WE ARE OAKLAND Waste Management of Alameda County commissioned local art entity Oaklandish to create a special logo to represent our relationship with the City and our efforts to help attain its Zero Waste goal.
CITY OF OAKLAND, ZERO WASTE SERVIcES

MIXED MATERIALS & ORGANICS CoLLECTIoN SERVICES SERVICE GRoUP 1 09 JANUARY 2013
WMAC IS CLOSING THE LOOP ON THE CITY OF OAKLANDS MATERIALS
ENERGY FUEL OMRI COMPOST
Residual Altamont Landll
Organics Processing Facility
NEW PRODUCTS
ZERO WASTE
Curbside HHW
0
Oakland
NEW PRODUCTS
Single-Stream Recovery Facility
NEW PRODUCTS
NEW PRODUCTS
Bulky Diversion Program
Mixed Materials Resource Recovery Facility Dry Materials Resource Recovery Facility
NEW PRODUCTS
MULCH
COMPOST
Presented to The City of Oakland Office of the Public Works Agency 250 Frank H. Ogawa Plaza, Suite 4313 Oakland, California, 94612-2034
Presented by Waste Management of Alameda County, Inc. Barry Skolnick, Area Vice President 172 98th Avenue Oakland, CA 94603 (510) 613-2112 bskolnic@wm.com
WE ARE OAKLAND logo designed by Oaklandish especially for WMACs proposal effort.
COVER LET TER, SURET Y, COM MITMENT, REcEIPT & TABlE OF CONTENTs
When I watched my grandfathers horse-drawn wagon pull into the yard at night, I never dreamed that one day my son could drive a truck powered by garbage. Oakland Scavenger has come a long way, but it never forgot its roots reuse and recycle.
Albert Isola, Retired Oakland Scavenger, 1936 to 1978
Powering vehicles with clean-burning fuel made from local residents waste is the essence of Zero Waste. Creating a healthier environment for the benefit of the greater community is a true measure of corporate responsibility.
Richard E. Battersby, Director East Bay Clean Cities Coalition
Zero Waste Services
Cover Letter, Surety, Addenda, Etc.
1. Cover Letter, Surety, Addenda, Etc.

1.1 CoVER LETTER
January 9, 2013
To:
Honorable Mayor Jean Quan-City of Oakland Honorable Members of the City Council of Oakland Mr. Garrett Fitzgerald- Zero Waste Services RFP Process Coordinator
Office of the Public Works Agency 250 Frank H. Ogawa Plaza, Suite 4313 Oakland, California, 94612-2034 RE: Response to City of Oakland, Request for Proposals for Zero Waste Services, Service Group 1 Waste Management of Alameda County, Inc. (WMAC) fka Oakland Scavenger Company, its predecessor, a wholly owned subsidiary of WM Holdings, Inc., (Waste Management), is pleased to provide our complete submittal in response to the Request for Proposals for Zero Waste Services, Service Group 1. WMAC is committed to helping the City of Oakland meet its zero waste goals with new community-based programs, increased investment in local facilities, focus on local job creation and leading edge technology. Our programs will ensure that we meet and exceed the expectations of the City, and we have the best people in the industry coupled with strong capital resources that will make our plan a reality for the City. WMAC is the only company that understands the City of Oakland well enough to implement a grass roots campaign that transforms the City--neighborhood by neighborhood, business district by district, building by building--into a place where zero waste behaviors are the norm. Weve spent the last 100 years building a strong foundation, and we are committed to continue for the next 20 years. As the incumbent, WMAC is the only company that can guarantee continuity of service and avoid the service interruptions that can be involved in any transition. Continuing WMACs services ensures that residents, businesses, and, consequently, City staff and leaders will not experience any issues related to a solid waste management transition. WMAC will be ready on day one to start building on and improving programs to increase diversion. Only WMAC can offer the City a seamless transition and existing infrastructure of world class facilities to achieve zero waste diversion goals on the first day of the contract. WMAC is excited for the opportunity to continue this journey. We have laid the following global strategies that will build upon this successful partnership:
New Quality Jobs -The 50% Hire Oakland Initiative will add at least 65 new jobs for Oakland resi-
dents. Our investments will also add additional direct and indirect jobs that are currently estimated at 491 positions.
Waste Management of Alameda County
Cover Letter, Surety, Addenda, Etc. The City of Oakland
Maximize Local Business Presence WMACs Buy Oakland Vendor Program We will Increase our
spend with City of Oakland businesses and organizations by 30%. We currently spend $67 million on an annual basis, and this amount will continue to grow.
Investment in Oaklands Zero Waste Future, Commitment to the City of Oakland - WMAC will in-
vest $67.2M in the region upgrading facilities and generating an additional $110 million in economic activity.
Innovative Technology and Social Media Platforms for Grassroots Marketing - Waste Management
ensures social equity in our communities through living wages, strong labor relationships, fees for Open Space, commitment to safety, endowments, and community partnerships. We will continue to strengthen our roots in the community.
A Seamless Transition that Minimizes Disruption to Residents and City Staff On day one of the
contract, we will be prepared to begin meeting the Zero Waste diversion goals the City has established. We strongly believe that WMAC is the best fit to lead the next generation of programs and facilities for the City of Oaklands goal to meet zero waste. We have the people resources, capital commitment and most importantly, a strong partnership created over our 100 year history. Lets continue our journey together. WMAC respectfully submits the following required information per RFP section 3.3.2.1.1 Cover Letter: Name, addresses, telephone number, and email address of proposers key contact person: Barry Skolnick, Area Vice President | Waste Management of Alameda County, Inc. 172 98th Avenue | Oakland, CA 94603 | 510 613 2112 Please note that Barry Skolnick serves as both Area Vice President with Waste Management, Inc. and President of Waste Management of Alameda County, Inc. For further information, please see the attached certificate from Secretary, Lynn Smith. Description of the type of organization (e.g. corporation, partnership, including joint venture teams and subcontractors) submitting proposals. Waste Management of Alameda County, Inc. is the organization submitting the proposal in response to City of Oakland, Request for Proposals for Zero Waste Services Service Group 1 and 2. WMAC and its predecessor, Oakland Scavenger, has operated in Oakland for 100 years, continuously providing the City of Oakland with waste, recycling and disposal services. In 1926, Oakland Scavenger became a California corporation and has continuously operated through its stock purchase acquisition by Waste Management of Alameda County, Inc. in 1985. Waste Management of Alameda County, Inc., a California Corporation, is in good standing. Name of the entity that will sign the MM&O Collection Services Contract, in the event one is awarded. Waste Management of Alameda County, Inc. (WMAC) will sign the contract. A written statement certifying that the proposer has examined, understood, and agreed to all requirements set forth in the MM&O Collection Services Contract.
4 Locally Union Printed on 100% PCW Recycled Paper
Zero Waste Services
Waste Management of Alameda County, Inc. has carefully examined, understands, and agrees to provide the scope of the RFP and to meet the requirements of the MM&O contract without reservation, unless it has specifically asked for clarification on singular points in this response. A written statement warranting that the requirements of the Disposal Services Contract as described in this RFP document, its enclosures, attachments, and all addenda, by listing all addenda and dates received, have been thoroughly reviewed and the proposer has conducted all due diligence necessary to confirm material facts upon which the proposal is based. Waste Management of Alameda County, Inc. has received:
Release Date
September 21, 2012 September 28, 2012
Document(s)
Addendum #1 to Collection Services portion of the Zero Waste RFP, replacing RFP Sections 1-4 in their entirety Addendum #2 to the Collection Services portion of the Zero Waste RFP, providing Addendum #2 Responses to Questions Received from Eligible Proposers, revising MM&O Collection Services RFP Form 14 and RR Collection Services RFP Form 14, and adding MM&O Collection Services RFP Form 13A and RR Collection Services RFP Form 13A; Addendum #3 to the Collection Services portion of the Zero Waste RFP, providing: Addendum #3 Responses to Questions Received from Eligible Proposers; revising MM&O Maximum Customer Service Rates Forms, Collection Services RFP Attachment 1D, and Collection Services RFP Table 2-1; and adding MM&O Collection Services RFP Attachment 1F, Attachment 1G, Attachment 3, and Attachment 4. Addendum #4 to the Collection Services portion of the Zero Waste RFP, providing Addendum #4 Responses to Questions Received from Eligible Proposers; and adding Attachment 5 and Attachment 6. Addendum #5 to the Collection Services portion of the Zero Waste RFP, providing Addendum #5 Responses to Questions Received from Eligible Proposers; and revising Mixed Materials and Organics Collection Services Contract Exhibit 8, Table B. Addendum #6 to the Collection Services portion of the Zero Waste RFP, providing Addendum #6 Responses to Questions Received from Eligible Proposers; and revising RR Collection Form 2C and MM&O Collection Forms 2A, 2I and 2K. Addendum #7 to the Collection Services portion of the Zero Waste RFP, providing Addendum #7 Responses to Questions Received from Eligible Proposers. Addendum #8 to the Collection Services portion of the Zero Waste RFP, providing Addendum #8 Responses to Questions Received from Eligible Proposers; and adding Attachment 7. Addendum #9 to the Collection Services portion of the Zero Waste RFP, providing Addendum #9 Responses to Questions Received from Eligible Proposers; revising MM&O Services Contract Exhibit 8 Table B; and adding Attachment 8. Addendum #10 to the Collection Services portion of the Zero Waste RFP, providing Addendum #10 Responses to Questions Received from Eligible Proposers; and revising RR Collection Form 2A; MM&O Collection Forms 12A-C; and MM&O Contract Exhibit 2. Addendum #11 to the Collection Services portion of the Zero Waste RFP, revising the due date for proposals to January 9, 2013, and providing red-lined versions of the complete RFP (including forms) and contract, and Attachment 9. Addendum #12 to the Collection Services portion of the Zero Waste RFP, revising dispute resolution language for both collection contracts.
October 4, 2012
October 10, 2012
October 15, 2012
October 17, 2012
October 23, 2012 October 26, 2012 October 30, 2012
November 7, 2012
November 16, 2012
December 18, 2012
Waste Management of Alameda County, Inc. warrants the requirements of the MM&O Contract as described in this RFP document, its enclosures, attachments, and all addenda listed above, have been thoroughly reviewed, and it has conducted all due diligence necessary and available to confirm material facts upon which the proposal is based. A written statement acknowledging that, should the City award the MM&O Collection Services Contract to the proposer, a payment in the amount set forth in Section 3.1.19.1 of this RFP will be paid by the proposer to the City for reimbursement of the cost of this procurement within thirty (30) days of the execution of the MM&O Collection Services Contract. Failure to provide this statement or taking exception to this requirement will result in disqualification. Upon award and execution of the MM&O Collection Services Contract to WMAC, Waste Management of Alameda County, Inc. will reimburse $750,000 to the City to cover the cost of this procurement within thirty days. It is understood that failure to do so will result in disqualification. A written statement acknowledging the validity of the proposal contents including the proposed Maximum Collection Service Rates through June 30, 2015 or such earlier time as the proposed Maximum Collection Service Rates may be adjusted by the City. Waste Management of Alameda County, Inc. represents all information contained in this proposal is factual and accurate to the extent known. The attached response to the RFP follows the guidelines of the Citys request. WMAC warrants the enclosed proposal will remain in valid through June 30, 2015, or such earlier time as the proposed Maximum Collection Service Rates may be adjusted by the City. WMAC looks forward to your review of the proposals. We strongly feel that we are the only company that can fulfill the Citys needs. We have presented a response, which will meet and exceed Oaklands goals, concerns, and objectives regarding this proposal. We look forward to discussing our proposal with the City. Please do not hesitate to contact me if you have any questions regarding our submission. Sincerely,
Barry Skolnick Area President
Locally Union Printed on 100% PCW Recycled Paper
Zero Waste Services
1.2 PRoPoSAL SURETY

In order to propose on Service Group 1 - MM&O Collection Services proposers must submit a One Hundred Thousand Dollar ($100,000) proposal surety in accordance with Section 3.2.15 of this RFP. On the following pages, please find WMACs proposal surety--provided in accordance with Section 3.2.15 of this RFP.
Zero Waste Services
1.3 PERFoRmANCE SECURITY CommITmENT LETTER

In order to propose on Service Group 1 V MM&O Collection Services, proposers must submit a Seven Million Dollar ($7,000,000) Performance Bond Commitment Letter or a letter stating that the proposer will provide a Letter of Credit in accordance with the requirements of Section 24.03 of the MM&O Collection Services Contract. On the following pages, please find WMACs letter of performance security--provided in accordance with Section 24.03 of this RFP.
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Zero Waste Services
1.4 RECEIPT oF ADDENDA

Proposers shall acknowledge receipt of each addendum to this MM&O Collection Services portion of the Zero Waste Services RFP by signing in the space provided on the issued addendum and by submitting all addenda with their proposal. On the following pages, please find signed copies of Addenda 1 through 14 to the Zero Waste Services RFP.
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The City of Oakland
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Zero Waste Services
TABLE oF CoNTENTS
1. Cover Letter, Surety, Addenda, Etc. 1.1 Cover Letter 1.2 Proposal Surety 1.3 Performance Security Commitment Letter 1.4Receipt of Addenda 2. Executive Summary 3. Qualifications 3.1 Key Staff Persons 3.2References 3.3 Litigation History 4. Statement of Financial Qualifications 4.1 Audited Financial Statements 4.2 CFO Statement of No Material Change 4.3 Proof of Required Financing 4.4 Labor Agreements 5.Technical Proposal 5.1 Mixed Materials and Organics Collection Services 5.2 Collection Services Operations Plan 5.3Diversion plan 5.4 Customer Service Plan 5.5 Community Outreach Strategy 5.6 HHW 5.7 Sharps Collection Plan 5.8 Employee and Labor Relations 5.9 Value Add Offerings 6. Forms 7. Appendices 3 3 7 9 11 17 19 19 37 75 77 79 85 85 88 91 97 127 171 211 231 261 267 269 279 289 291
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The City of Oakland
TABLE oF FIGURES
Figure 1.Six Steps for Community Based Social Marketing Figure 2.WM Overall Total Recordable Injury Rate (Trir) Figure 3.WMAC Total Recordable Injury Rate (Trir) Figure 4.WM Overall Vehicle Accident Recordable Rate (Varr) Figure 5.Wmac Vehicle Accident Recordable Rate (Varr) Figure 6.Screenshot of Sample Reports Figure 7.Davis Street facilities process source-separated and mixed materials for maximum recovery and recycling to achieve Oaklands Zero Waste goals. Figure 8.Achieving Zero Waste Across Oaklands Zero Waste Environmental Hierarchy Figure 9.Proposed Facilities: Davis Street Map Figure 10.Proposed Facilities: Graphic Description for Each Material Stream Achieving Guarantees towards Zero Waste Figure 11.Proposed Facilities: Material Flow at David Street Campus Figure 12.Six Steps for Community Based Social Marketing Figure 13. Holistic Strategy to Drive Zero Waste 116 159 160 160 160 167
171 173 186 187 188 233 236
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Zero Waste Services
TABLE oF TABLES
Table 1. Summary of Residential Recycling Collection Services Reference SERVICE OFFERINGS Table 2.Summary of Mixed Materials & Organics Collection Reference SERVICE OFFERINGS Table 3.Jurisdiction Customer Accounts Table 4.Jurisdiction Diversion Rates* Table 5.Key Functional Department Transition Responsibilities Table 6.City of Oakland Transition Plan Task Timeline Table 7.Transition Plan Advantages of Combining Mixed MATERIALS/ORGANICS AND RECYCLING SERVICES Table 8.Supervisory and Administration Vehicles Table 9.Vehicle Related Advantages of Combining Mixed Materials/Organics AND RECYCLING SERVICES Table 10.Mixed Materials Table 11.Organics Table 12.Recycling Table 13.Container Related Advantages of Combining Mixed Materials/Organics and Recycling Services Table 14. Number of Trucks Required Table 15. Type of Work Performed by Union Affiliation Table 16.Routing Advantages of Combining Mixed Materials/Organics and RECYCLING SERVICES Table 17.Facility Advantages of Combining Mixed Materials/Organics and RECYCLING SERVICES Table 18.Waste Management Health and Safety Programs Table 19.Safety Advantages of Combining Mixed Materials/Organics and Recycling Services Table 20.Reporting Advantages of Combining Mixed Materials/Organics and Recycling Services Table 21.Customized Target Material Streams Table 22.Collection Methods that Drive Diversion Table 23. WMs Involvement in Public Policy Table 24.Davis Street - Material Recovery Facilities
38 39 40 41 98 100 125 128 137 139 139 140 142 143 149 151 157 164 164 169 179 180 182 185
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The City of Oakland
Table 25. Proposed Facilities: Brief Description of the Material STREAm PRoCESS Table 26.Expected Capacity of Proposed Facilities Table 27.Schedules Table 28.Processing Facilities and Markets Timetable
187 189 199 200
Table 29.Diversion Table (Required) by Customer Segment and Material Stream 201 Table 30.Four-Week Training Program Table 31.Annual Tons Diverted Contributed to Public Education Programs Table 32. Detailed Timeline Table 33.Suggested Outreach Pilots Table 34.Community Outreach Budget Table 35. WMACs Labor Union Affiliation History Table 36.Mixed Paper Avg. price at $225.00/ton and 5% of inbound Mixed MATERIAL STREAm 214 247
248
249 259 269 282
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EXEcUTIVE SUM M ARY
Davis Street has been the center of the universe for Alameda County diversion programs for 20 years They responded to our collective vision and created the infrastructure that is needed by the City of Oakland and Alameda County to reach the 75 percent diversion goal of Measure D and the Zero Waste goal of the City of OaklandWe will never get to site another facility of its kind, so close to our urban centers.
Ruth Abbe
Davis Street is positioned to create a resource recovery complex to provide cities within Alameda County and beyond a zero waste infrastructure capable of significantly reducing the amount of material going to the landfill, while establishing itself as an economic driver for quality jobs and community benefit
Chris Zapata, City Manager City of San Leandro
Zero Waste Services
Executive Summary
2. EXecUTIVe SUmmaRY
Waste Management of Alameda County (WMAC) appreciates the opportunity to provide the City of Oakland with this visionary Mixed Materials and Organics solutions proposal. Our proposal builds on our service to the community over the past 100 years and offers the City an innovative Zero Waste partnership designed to drive economic growth, be socially equitable, and environmentally sustainable. We produced the video Oakland to Zero to illustrate our local, closed-loop approach; it is on the enclosed DVD.
Key Proposal Components

Waste Management Provides the Most Economically Beneficial Solution Oakland is at a pivotal moment in its economic growth. After weathering setbacks in the 1980s and 1990s, it has emerged as a City well-positioned to take advantage of the economic recovery with its diverse workforce and strong City fundamentals. Thus, WMAC is committed to helping Oakland create an even more prosperous economy, with new community-based programs, increased investment in local facilities, focus on local job creation and leading edge technology. As an organization based in Alameda County since the early 1900s, WMAC has been a community partner for 100 years, contributing significantly to the economic growth and development of the region. In addition to over $27M in vehicle purchases, and $15M in carts, WMAC will investment over $86M at our local, permitted recycling facilities as part of our commitment to the community and zero waste endeavors. A comprehensive Economic Benefit Report has been prepared by a reputable third party that better depicts our economic contribution. (See Appendix B) Key Highlights of our plan include: Maximized Local Business Presence Through our Buy Oakland Vendor Program, WMAC is committed to implementing an internal Buy Oakland Strategy and increasing our spend with City of Oakland businesses and organizations by 30%. In 2011 as per our economic analysis, WMACs spend in the area was over $67M, and we anticipate that this amount will continue to grow. (See the section entitled Value Adds for our Buy Oakland Strategy and Economic Plan) New Quality Jobs. Through our Hire Oakland initiative, the 50% Hire Oakland Initiative will add at least 65 new jobs for Oakland residents with a total payroll flowing into Oakland of $4.7M annually. The pay for these positions would be consistent with the $99,343 weighted average compensation packages that apply to new hires and replacement workers in the relevant classifications. Investment in Oaklands Zero Waste Future. WMAC will invest $67.2M in infrastructure improvements to further bolster our ability to meet the Citys zero waste goals. This spend will create 255 direct jobs with significant direct and secondary benefits to Oakland and Alameda County These locally spent funds indirectly impact another $43.2M in sales and 236 jobs with firms not directly related to WMACs operations. The region will see 491 jobs and $110.3 million in local sales created by planned capital spending for its operations. Commitment to Oakland. WMACs long-term commitment to Oakland is seen in our existing $111.5M investment in our 98th Avenue facility and $82.5 investment at Davis Street. It is also evident in our $1.7M in corporate contributions to charitable institutions serving the city. No other company can attest to this type of financial commitment. Waste Management is Oaklands Most Ecologically Sustainable Choice At WMAC, sustainability is at the center of everything that we do. We recognize our responsibility to lead as well as serve our communities, by providing residents and businsses incentives to recycle. We want to help everyone see environmental stewardship as not just a cause, but a lifestyle. The Heartbeat of Oaklands Diversion Plan - WMACs Davis Street facility is an innovative facility that will receive a significant Zero Waste upgrade to process all materials received from Oakland on day 1 of the contract. 100% of all materials collected from Oakland residents & businesses will be processed to
Waste Management of Alameda County 17
Executive Summary The City of Oakland
capture maximum diversion from the landfill, with capabilities able to greatly exceed Oaklands diversion goals in an expedited time frame. State-of-the-Art Processing Facilities. WMAC is proposing innovative collection and processing technologies that ensure recoverable materials are processed in a manner that provides for the highest and best use, maximizes diversion, and feeds local reuse and recycling markets. Zero Waste Ready. WMAC understands that as an environmental leader, the City is now ready to take its existing program to the next level and is committed to achieving zero waste and transforming currently 185,000 tons of material disposed to 145,000 tons of material recycled, reused or transformed for beneficial use. WMAC feels strongly that our technology, historical experience, existing facilities allow a partnership with Oakland to exceed targeted goals. Waste Management is Invested in the Safety, Equity, and Well-Being of Our Local Team and Customers WMAC ensures social equity in our communities through living wages, strong labor relationships, fees for Open Space, commitment to safety, endowments, and community partnerships. Engaging the Community. WMAC is the only company that understands the City of Oakland well enough to implement a grass roots campaign that transforms the City--neighborhood by neighborhood, business district by district, building by building--into a place where zero waste behaviors are the norm. Weve spent the last 100 years building a strong foundation. Innovative Technology and Social Media Platforms for Grassroots Marketing. To influence behavior in zero waste programs on a grassroots, community-wide level, WMAC is going viral. With the help of Oaklandish, we will brand a highly interactive website that takes advantage of new technological opportunities for better engaging with customers, such as video, games, and custom tools will be the hub of our program. Apps, social media promotion, and other communication channels will be utilized to create zero waste buzz. Safety. At WMAC, safety is a core value and a cornerstone of operational excellence. This philosophy is embedded in the way we work, the decisions we make and the actions we take. At WMAC, we hold ourselves to the highest standards for the protection of our customers, our employees, the communities we serve, and the environment we share. Community Synergies and Partnerships. WMAC is an active participant in the community, and as a part of the community, it relies on strong partnerships with local businesses, civic groups and non-profits. A Seamless Transition That Minimizes Disruption to Residents and City Staff As the incumbent, WMAC is the only company that can guarantee continuity of service and avoid the service interruptions that can damage a transition of this magnitude. WMAC will be ready on day one to maintain services while building on and improving programs to increase diversion. Only WMAC can offer the City a seamless transition and existing infrastructure of world class facilities to achieve Zero Waste diversion goals on the first day of the contract.
In Summary
The key proposal elements outlined above, and explained in more detail throughout our proposal, are aligned with, and complement, the City of Oaklands pledges. Continuing to contract with WMAC not only means reliable, cost-effective, and sustainably-minded environmental services, but a long-term partnership that can provide solutions, generate revenue, and improve the quality of life for Oakland and the surrounding communities over the next 20 years.
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QUAlIFIcATIONs
I live where I work. Im a 40-year Oakland resident and a proud member of the Waste Management family since 1988. Working at Waste Management, I have been able to support my family and my community.
Andre Christian, Sr. Route Manager Waste Management of Alameda County
Davis Street employs 256 union workers 91 of whom live in Oakland. They are at the center of Alameda Countys diversion efforts, helping to divert 180,000 pounds of materials a year for reuse, recycling and composting.
Jack Isola, Sr. District Manager The Davis Street Transfer Station
Zero Waste Services
Key Staff Persons
3. QUaLIFIcaTIONs
3.1 KEY STaFF PERsONs
Include proposers Contract Compliance Coordinator and Services Manager assigned to the City. Proposers must identify each Person and provide resumes and job responsibilities for key staff proposed for the service identified herein. Of key importance to the City is demonstrated experience in providing residential and Commercial Collection Services, knowledge of Collection Containers, experience operating automated and semi-automated Collection vehicles, expertise in implementing Diversion programs, and coordination with the current hauler and City staff. WMACs leadership has years of experience in all aspects of the waste and recycling services required under this contract with the City of Oakland. Our teams formidable industry knowledge, combined with their unique familiarity in handling Oaklands materials and a commitment to exceeding the Citys zero waste goals will ensure the successful implementation of Mixed Materials and Organics collection, processing and diversion. The following is a summary of the experience and responsibilities of our key personnel. For additional information, please find their complete resumes in Appendix G.
DEDICATED CONTRACT MANAGER

Greg Lammers Area Sr. Manager, Public Affairs and Compliance Phone: 510 613 2850 glammers@wm.com
Greg Lammers, the Northern California/Nevada Area Senior Manager for Public Affairs and Compliance, will serve as the interim Contract Manager (as well as the Contract Compliance Coordinator and Services Manager) for the City of Oakland. Upon contract award, Greg will work with the City to identify desired candidate qualifications and coordinate the recruiting process to select the best possible candidate. Greg brings extensive experience to his new role as the Area Senior Manager for Public Affairs and Compliance. He joined Waste Management in 1986, following a career with IBM. Over the past 26 years, Greg has developed a reputation as a respected team leader with the ability to engage employees and customers alike to implement new programs and drive measurable results. Most recently, Greg managed acquisitions and alternative energy initiatives for Waste Management in the western United States. In his new role, Greg will oversee Franchise Agreements and the contract compliance team. His focus will include fostering open dialogs with our municipal customers and ensuring service excellence to achieve the diversion goals of both Alameda County and the cities. Responsibilities Include:
Manages contract negotiations with the City of Oakland Acts as interim contract manager for the new City of Oakland contract(s) Oversees contract compliance team to ensure compliance, optimum diversion, stellar customer ser-
vice, timely and accurate reporting and transparent communications with municipalities
Manages monthly franchise payment to the City of Oakland Waste Management of Alameda County 19
Key Staff Persons The City of Oakland
SENIOR LEADERSHIP
Barry Skolnick Area Vice President (AVP), Northern California/Nevada Area Phone: 510 613 2112 bskolnic@wm.com
Barry Skolnick moved to WMACs Oakland Office to become the Area Vice President in 2009. He joined Waste Management in 2002, bringing more than 10 years of industry experience as a former owner and operator of several waste and recycling companies. Barry oversees the fiscal operations of a market area that spans from Fort Bragg to Monterrey and east to the Nevada High Sierras. The region is home to several small, medium and large hauling companies, transfer stations and landfills with an employee base of about 2,200 men and women. The Area provides a wide range of career opportunitiesfrom truck drivers, recycling operators, mechanics and heavy equipment operators to accountants, engineers, customer service representatives and many positions that form a well-oiled environmental service team. Responsibilities Include:
Approves all Northern California/Nevada Area contracts Secures corporate capital for Davis Street Transfer Station, Altamont Landfill and Redwood Landfill
facilities designed to help Oakland reach its zero waste goals

Oversees performance of operations, maintenance, customer service, and all transfer stations and
landfills serving the City of Oakland

Manages strategic planning and capital improvements for all Area locations
Alex Oseguera Vice President and General Manager, Northern California/Nevada Area Phone: 916 294 4003 aoseguer@wm.com
Alex Oseguera brings 21 years of progressive experience with Waste Management to the City of Oakland and the Northern California/Nevada Area. He joined the company in 1991, serving in several capacities and locales, including Area Vice President for the Sacramento/Nevada Area, Director of Operations for the Sacramento Area, District Manager for the Lodi and Santa Clara facilities, Director of Operations for Waste Managements Mexican operations based in Mexico City, and Assistant Division Manager in Santa Ana, California. Alex and his team have received several coveted Waste Management honors, including Best Market Area in the West for 2006, 2007, and 2010. Responsibilities Include:
Manages government relations and public affairs Provides strategic guidance for contract service offerings Develops business 20 Locally Union Printed on 100% PCW Recycled Paper
Zero Waste Services
Key Staff Persons
Mike Witt Director of Collection Operations, Northern California/Nevada Area Phone: 916 294 4001 mwitt@wm.com
As the Director of Collection Operations, Mike is responsible for ensuring Waste Management delivers safe, high-quality service to all our customers. Mike joined Waste Management in 1999 with more than nine years of industry experience spanning operations across the Western U.S. and Canada. Mike will provide guidance and implement corporate initiatives designed to support Oaklands zero waste goals and achieve world-class service to Oakland residents. Responsibilities Include:
Oversees all collection operations Introduces corporate initiatives for safety and operations improvement Works with WMAC staff to ensure world class service to the City of Oakland
Michael Bocage, Safety Manager, Northern California/Nevada Area District Operations Manager, WMAC Phone: 510 613 2102 mbocage@wm.com
Michael began his career in 1985 as a Head Route Driver in east and west Oakland with Oakland Scavenger. Following Waste Managements purchase of Oakland Scavenger in 1986, Michael became a Route Manager for various Oakland collection routes. Today, Michael is the Area Safety Manager responsible for effectively supporting the development and implementation of a fundamental approach to safety aimed at creating a sustainable safety culture throughout the Northern California Area. He works with WM Safety Services, our corporate safety team, to integrate critical safety principles with day-to-day collection operations within the cities and municipalities that compose our service area as well as our processing and disposal facilities. Responsibilities Include:
Champions safety culture at our collections, processing and disposal facilities Engages employees in quarterly safety challenges Drives constant safety improvement Conducts weekly safety call to review incidents and document behavioral change
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Ken Lewis Director Landfill Operations Phone: 510 613 2158 klewis@wm.com
Ken Lewis is the Director of Landfill Operations in the Northern California/Nevada Area. His oversight includes all landfill, recycling, composting and mulch operations that occur at our seven landfills. He joined Waste Management in 1995 as an engineer before transitioning to operations management. Ken has over 20 years of experience in the industry, including civil and geotechnical engineering. Prior to joining Waste Management, Ken was a design and engineering consultant with EMCOM and other consulting companies. Responsibilities Include:
Oversees seven landfills in Northern California/Nevada Area Directs the staff charged with landfill environmental safeguards, including the district managers at
each landfill along with the gas technicians, engineers and environmental protection staff
Ensures compliance with all local, state and federal regulatory and tonnage reporting requirements
COLLECTIONS TEAM
Fleet
Scott Germann Fleet Manager, Northern California/Nevada Area Phone: 510 613 2846 sgermann@wm.com
Scott oversees the fleet for the Area. His oversight includes all aspects of fleet maintenance, purchasing and compliance, as well as facility maintenance and security for all lines of business, including our collection, post-collection, and material recycling facilities. Scott joined Waste Management in 2008. He has over 23 years of experience in the transportation industry, including experience with small electric vehicles, over the road tractor-trailers, collection vehicles and CAT D9 Dozers. Hes overseen the construction of three natural gas fueling stations in Oakland, Castroville and Livermore, California that provide Altamont Landfill with bio-methane for our growing fleet of over 150 natural gas powered vehicles. Responsibilities Include:
Manages the purchasing of all vehicles that will operate in the City of Oakland Provides technical support to ensure the proper operation of all vehicles Ensures compliance of the fleet with federal, state, and local regulations
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Key Staff Persons
Charlie DeLa Mater Senior District Fleet Manager Phone: 510 613 8760 cdelamat@wm.com
Charlie directs fleet operations at our Oakland facility. He is responsible for over 260 collection vehicles and an additional 40-plus support vehicles that service seven franchise agreements, including the City of Oakland. He has worked in management for the last eleven years starting as a Maintenance Supervisor in Santa Rosa, then Fleet Manager at our Davis Street Transfer Station, and now as our Fleet Manager at WMAC. Charlie joined WMAC in 2001 and has over 31 years of experience in the industry. Charlie has the distinction of not only running our largest facility, but also managing the first Liquefied Natural Gas (LNG) fueling station supplied with Altamont Landfill bio-methane. Under his supervision, the station expanded to incorporate conversion technology to fuel our growing fleet of CNG trucks. Responsibilities Include:
Manages maintenance personnel who service, inspect, maintain and repair the Oakland fleet Coordinates and conducts all safety training meetings for the Maintenance department Imposes Waste Managements safety procedures, compliance procedures, and fleet inspections to
ensure safe operation of all vehicles on the road in the Oakland community
Operations
Tom Ridder Senior District Manager Phone: 510 613 2875 tridder@wm.com
Tom arrived at Oakland in 2003 to serve as the Assistant District Manager of WMAC. With him, Tom brought years of operations experience in the airline industry, where he most recently served as the Manger of Ramp and Cargo Operations for American Airlines at Bostons Logan Airport. During his tenure with Waste Management, Tom served as District Manager of the Empire District, which included services in Marin, Sonoma, and Mendocino Counties. From there he moved on to Transportation Manager at Davis Street Transfer Station for one year prior to returning to Oakland as the Senior District Manager of WMAC. His experience includes multiple operations in both collections and transfer. Responsibilities Include:
Maintains overall responsibility for all aspects of the collection services provided for Oakland Manages a highly trained staff, including route managers, maintenance, dispatch, drivers, and cus-
tomer service personnel

Sets expectations for continuous improvement and world-class service Works directly with municipal staff to resolve issues Waste Management of Alameda County 23
Dino Fontana District Operations Manager Phone: 510 613 2182 dfontana@wm.com
Dino Fontana joined Waste Management in 1984 as a second-generation Oakland Scavenger. He has over 28 years of industry experience, all of it in Alameda County. As Operations Manager, Mr. Fontana oversees all hauling operations at the 98th Avenue facility in Oakland. Dino has also managed the roll-off division, cart and container delivery operations, and container repair operations. Responsibilities Include:
Coordinates cart distribution and will be responsible for overseeing new cart distribution under the
Oakland contract
Oversees bin maintenance, including painting, graffiti cleanup and repair Directs commercial and roll-off departments
Kevin Floyd Residential Operations Manager Phone: 510 613 2185 kfloyd@wm.com
Kevin joined WMAC in 2006, following more than 20 years of experience in the transportation and logistics industry. He provides the logistics planning for all the Oakland Amnesty events, as well as the special collections and compost giveaways in Castro Valley and Albany. Responsibilities Include:
Oversees day-to-day operation of all residential routes with primary focus on safety, customer ser-
vice, and efficiency

Directs the managers for Oaklands residential routes
Andre Christian Senior Route Manager Phone: 510 613 2190 achristi@wm.com
Andre Christian joined Waste Management in 1988 as a driver serving the Rockridge area of Oakland. With more than 24 years of experience with WMAC, Mr. Christian currently serves as the Senior Route Manager in the Northern Commercial Division. His duties include managing 35 union drivers and 22 routes covering Oakland, Alameda, Emeryville, Berkeley and Albany. Mr. Christian is a 41-year resident of the City of Oakland and a former volunteer coach with both the Oakland Dynamites youth football league and the Oakland Babe Ruth baseball league.
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Key Staff Persons
Responsibilities Include:
Supervises 35 drivers and 22 routes Conducts daily pre-trip meetings with drivers, focusing on safety and customer service Coaches drivers to ensure best practices Monitors routes to observe drivers and condition of routes Responds to customer complaints and service requests
Eric D. Baebler Route Manager, Albany, Emeryville, Oakland Hills & Oakland Bulky Phone: 510 613 2148 ebaebler@wm.com
Mr. Baebler serves as the Route Manager for Albany, Emeryville, Oakland Hills, and the Oakland Bulky Waste team. He joined WMAC in 2010 following career in the U.S. Navy and experience in management and loss prevention in a retail setting. He holds a Masters degree in Criminal Justice and a B.S. in Political Science and General Engineering. Eric represents Waste Management as the primary point of contact for Albany and Emeryville. Hes also a member of the San Diego Sierra Club. Responsibilities Include:
Manages 16 drivers and 12 Oakland routes, including Oakland Bulky Conducts daily pre-trip meetings with drivers, focusing on safety and customer service Coaches drivers to ensure best practices Monitors routes to observe drivers and condition of routes Responds to customer complaints and service requests
Ammie Brandon Route Manager East Oakland Phone: 510 714 6076 abrandon@wm.com
Ammie Brandon joined Waste Management in 2010 as an Operations Manager in Training and was promoted to Route Manager. As a Route Manager, Ms. Brandon oversees 18 of 37 routes and 25 drivers who service commercial and residential accounts in East Oakland. Ms. Brandon was born and raised in Oakland and takes the service of her city personally. Ammie made a commitment during her first quarter as a Route Manager to reduce accidents and injuries by at least 50%. Not only did she meet these goals, she surpassed them significantly. Ammie has been recognized by numerous customers for quality and personalization of service. Responsibilities Include:
Manages 25 drivers and 18 residential and commercial routes in East Oakland
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Conducts daily pre-trip meetings with drivers, focusing on safety and customer service Coaches drivers to ensure best practices Monitors routes to observe drivers and condition of routes Responds to customer complaints and service requests
Jeffrey Cox Route Manager, Residential Route Manager jcox112@wm.com
In January 2012, Jeff joined the team at WMAC as a Route Manager. He is recognized by both coworkers and customers alike for exceeding expectations and is the recipient of numerous awards for his consistent commitment to excellence in execution. Responsibilities Include:
Manages 15 drivers for 13 residential and commercial routes in west and north Oakland Conducts daily pre-trip meetings with drivers, focusing on safety and customer service Coaches drivers to ensure best practices Monitors routes to observe drivers and condition of routes Responds to customer complaints and service requests
Dennis Mariano Route Manager Phone: 510 875 3394 dmariano@wm.com

Dennis joined WMAC in 2012 with 20 years of operations experience, including managing large operations with over two hundred direct reports. Dennis is skilled in building positive partnerships with collective bargaining employee groups, internal and external customers, and regulatory officials. His experience also includes P&L direction, capital improvement projects, labor relations, project management and continuous improvement. Responsibilities Include:
Manages 19 drivers for 18 residential and commercial routes in east Oakland Conducts daily pre-trip meetings with drivers, focusing on safety and customer service Coaches drivers to ensure best practices Monitors routes to observe drivers and condition of routes Responds to customer complaints and service requests
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Key Staff Persons
Fred Slaats Roll-Off Route Manager Phone: 510 613 2883 aslaats@wm.com
Fred joined WMAC in 2012, following a 25-year career in the transportation industry. He is responsible for the safety, service, and efficiency of the Industrial Division of WMAC in Oakland. Responsibilities Include:
Performs quarterly Observed Behavior Assessments (OBA) for each driver Conducts and/or assists in weekly safety meetings Conducts truck inspections under Safety Lane Inspection Reviews driver payroll, truck weights, vehicle compliance, DOT hours, and route efficiencies Reviews DMV Pull Notice Program Responds to customer complaints, service requests and in-field customer service needs
Eleanor Shaver Route Auditor Phone: 510 613 2144 eshaver@wm.com

Eleanor serves on the two-person Central Dispatch team. She joined Waste Management in 1981 as a second-generation Oakland Scavenger. She has deep roots in Oakland Scavenger Company. Her father, Robert Vaccarezza, was a partner in the company. Her brother, Richard, a WMAC driver for the past 26 years, started with Oakland Scavenger. Her great uncle, Tony Dalcino, arranged for the purchase of the Altamont Landfill. During her tenure, Eleanor has served in many capacities, including customer service representative, front counter, billing, dispatch manager, and all other lines of business related to bookkeeping and service issues. In her lifetime, Ms. Shaver has seen Oakland Scavenger go from three-man, rear-end load trucks to todays modern technology. Responsibilities Include:
Dispatches 250 WMAC drivers and vehicles every morning, starting at 2:30 a.m. Ensures the highest level of service performance by our employees to the City of Oakland
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Timothy S. Reed Route Auditor Phone: 510 613 2132 treed6@wm.com

Tim joined WMAC in 2010 with over ten years of experience in the field of operations logistics. Using his extensive Marine Corps training and past work experience in Distribution Management, Tim continues his career in logistics as the second member of the WMAC Central Dispatch team. Responsibilities Include:
Dispatches 250 WMAC drivers and vehicles every morning, starting at 2:30 a.m. Ensures the highest level of service performance by our employees to the City of Oakland
Diana F. Camacho Consolidated Dispatch Manager Phone: 510 613 2823 fcamacho2@wm.com
Diana Fabiola Camacho is the Dispatch Manager for WMAC. Ms. Camacho started her carrier with Waste Management in 2001. She has 11 years of experience in the hauling industry. Prior to her current position, Ms. Camacho served as Consolidated Dispatch Billing Supervisor for Cal Bay Market Area and Operations Specialist, Dispatcher and Customer Service Representative for Empire Waste Management in Sonoma County. Responsibilities Include::
Ensures compliance with dispatch processes, productivity, efficiency, and DOT regulations Produces daily operations reports
Mark Cramer Operations Improvement Manager Phone: 510 714 7552 mcramer@wm.com
Mark joined WMAC in 2010 as an Operations Management Trainee, after completing his MBA at the University of San Diego. In two short years, he was promoted to Route Manager, then Centralized Dispatch Manager and now serves as Operations Improvement Manager. Mark is a programming whiz, a skill he uses to improve WMACs reports such as Missed Pick-Up, Route Manager Dispatch and many more. These reports and data drive optimizing protocols and service improvements. Mark has an ingrained sense of the value of teamwork and cooperation, hard work and forward-thinking that are essential to Operations Improvement and that will prove an asset to the City of Oakland.
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Responsibilities Include::
Manages operations improvement and protocol optimization Creates reporting mechanisms to measure success and identify areas for improvement
Troy Zimmer Technical Support Manager Phone: 510 714 4861 tzimmer@wm.com
Troy joined WMAC in 2000, following a 22-year career in the refuse collection industry. He is the champion of our driver-training program and is popular among our drivers for his first-hand knowledge and result-oriented approach. Troy has been successful in building positive partnerships with collective bargaining employee groups as well as internal and external customers. Responsibilities Include:
Manages new-hire training program for the market area, spanning five states Develops training curriculum for CDL drivers, dispatchers, and all management employees Develops weekly and monthly analysis on accidents and incidents in the market area Conducts weekly safety calls to review accidents and share best practices Manages and supports ad-hoc projects for Area hauling and post collection districts Reviews all safety and compliance regulations with District Managers and jointly develops solutions Interacts with route managers, drivers and facility management at each location on the top four
causes of accidents and injuries in each district
PROCESSING
Jack Isola Sr. District Manager, Davis Street Material Recycling and Transfer Station Phone: 510 563 4202 jisola@wm.com
Jack joined Waste Management in 1978 after a six-year teaching career. He is a second-generation Oakland Scavenger. His tenure at Waste Management includes experience overseeing the operation of Altamont, Tri-Cities and Sunnyvale Landfills. Progressive positions held include Route Driver, Supervisor, Construction Manager, assistant Engineering Manager and Manager of Landfill Operations. In 1990, Jack assumed the position of District Manager of the Davis Street Material Recycling and Transfer Station, which processes an average of 4,000 tons per day of material from Alameda and adjacent counties. He is responsible for the daily operation of the facility, including disposal operations, transfer operations, green/wood waste processing, special waste acceptance procedures, and truck and equipment maintenance.
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Responsibilities Include::
Manages all aspects of processing an average of 4,000 tons per day of recyclable, organic and com-
postable materials on 52-acre site with more than 400 employees

Oversees one of the most complex material recovery operations, comprised of four MRFs, public
drop-off for universal waste, WM EarthCareTM retail center and reuse center.
Provides strategic direction for the expansion of diversion services, overseeing permitting, engineer-
ing and technology acquisition
Rebecca Jewell Recycling Programs Manager, Davis Street Material Recycling and Transfer Station Phone: 510 563 4214 rjewell@wm.com
Rebecca began as the Recycling Programs Manager at Davis Street Material Recycling and Transfer Station in 2006, after 10 years in the nonprofit sector. Her interest in recycling grew during her three years as Volunteer Manager at the Society of St. Vincent de Paul of Alameda, where she shaped two creative reuse programs and helped the recycling efforts of the community thrift. Rebecca is responsible for communicating with Davis Street partners about the facility, and opportunities for recycling and providing education. She currently volunteers on the Alameda County Recycling Board, the Northern California Recycling Association and the San Leandro Chamber of Commerce program, Careers in Industrial Technology, introducing San Leandro high school seniors to career options available within the City of San Leandro. Responsibilities Include:
Researches new recycling technologies and programs for implementation at Davis Street Coordinates Careers in Industrial Technology, a model program for the City of Oakland Assists WMAC team in preparing outreach materials and guidance for all material types and how to
properly recycle, dispose or reuse them

Acts as a liaison for tours and education programs offered at the Davis Street iRecycle School
David Botell Transportation Manager, Davis Street Material Recycling and Transfer Station Phone: 510 563 4273 dbotell@wm.com
David joined Waste Management in 2003, following a 17-year career in the transportation industry, which he began as a truck driver in the U.S. Army. He has over 26 years of commercial driving experience and 20 years of equipment experience. David served as the Route Manager for the Davis Street Transfer Station, overseeing the transfer truck fleet and drivers who make the four times a day trip to
Zero Waste Services
Key Staff Persons
the Altamont Landfill. In 2012, he was promoted to Transportation Manager, overseeing the team of drivers and vehicles responsible for the transport of materials to the Altamont Landfill, Port of Oakland and our WM EarthCareTM compost and mulch facilities. Responsibilities Include:
Supervises four route managers overseeing 74 Local 70 drivers Meets weekly with the union Conducts regular safety meetings Oversees compliance and safety issues
Marcus Nettz Sr. District Manager, Altamont Landfill Phone: 925 455 7323 mnettzi@wm.com
Marcus Nettz is the Sr. District Manager of the Altamont Landfill & Resource Recovery Facility. He joined WMAC in 2011, bringing more than 19 years of experience in the areas of business operations, waste management, project management and project controls. Marcus has held progressive leadership roles in general management at several companies, including BFI, Allied Waste Industries and Republic Services. For last eight years, Marcus has focused on oversight of post-collection facilities, becoming an IEPA certified landfill operator and producing an outstanding environmental record at two of the largest facilities in Illinois. Responsibilities Include:
Manages day-to day operations, safety and governmental compliance Oversees construction of CASP and RAC composting facilities Establishes and maintains performance and productivity metrics Works with environmental groups and local governing bodies to establish host agreements and fee
schedules as well as programs for diversion and environmental protection
Enrique Perez Operations Manager, Altamont Landfill & Resource Recovery Facility Phone: 925 455 7347 pperez@wm.com
Enrique began his career at Waste Management in 2008 at the Davis Street Transfer Station, where he was responsible for the direct supervision of the C&D Material Recovery Facility. As a graduate of the California State University of Northridge, where he obtained a B.S. Degree in Systems and Operations Management, Enrique has applied his knowledge to our operations. In 2009, he transferred to Guadalupe Landfill and Material Recovery Facility in San Jose, CA where he was responsible for the operational
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oversight of the landfill and MRF. He joined the Altamont Landfill in 2010 and completed the Waste Management Landfill Manager Training Program in 2011. Responsibilities Include:
Prepares Oakland tonnage reports Supervises scale house, tipper and heavy equipment personnel
Daniel North Redwood Landfill District Manager Phone: 415 408 9054 dnorth1@wm.com
Daniel North is the manager of the Redwood Landfill and Recycling Facility, which includes the WM EarthCare windrow OMRI-listed composting operation in Novato, CA. Dan joined Waste Management in 2006 as an Operations trainee. A licensed civil engineer with a Masters in Business Administration, Dan was quickly recruited to serve as an Area analyst. In 2011, he was promoted to District Manager of the Tri-Cities Landfill in Fremont, where he oversaw the WM EarthCare mulch production operations and the landfills closure. With his keen knowledge of WM EarthCare, Dan was the obvious candidate for Redwood Landfill when its District Manager retired. Responsibilities Include:
Oversees day-to-day operation of Redwood Landfill and composting operations Manages long-term planning of the future facility operations
Alisha McCutcheon Technical Manager Phone: 415 408 9055 amccutch@wm.com

Alisha joined Waste Management in 2001 and worked for the first six years at Davis Street, ensuring the transfer station and three associated MRFs were compliant with all federal, state, and local environmental, safety, and health regulations. For the last five years, she has worked at Waste Managements composting facility to increase composting and maintain the superior quality of Waste Management compost all while garnering the most sought-after certifications in the composting industryOrganic Materials Review Institute (OMRI), U.S. Composting Council STA (USCC-STA), and California Department Food & Agriculture (CDFA). Responsibilities Include:
Oversees day-to-day composting operations at the Redwood Landfill Ensures environmental compliance at the Redwood Landfill
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Key Staff Persons
Safety/Environmental Protection
Tianna Nourot Environmental Protection Manager, Northern California and Nevada Phone: 925 455 7325 tnourot@wm.com
Tianna is the Environmental Protection Manager for Waste Managements Northern California and Nevada Area. She joined Waste Management in 2007, following a consulting career in environmental compliance and permitting activities. She has more than 10 years of experience. Responsibilities Include:
Manages implementation of environmental protection programs and policies at our collection, pro-
cessing and disposal sites

Works with regulatory staff to ensure reporting compliance and conduct site inspections Handles facilities permitting, including renewable energy, composting and MRF installations
or expansions
Customer Service/Community Relations

Karen Brown Customer Experience Manager Phone: 510 613 2198 kbrown11@wm.com
Karen began her career as a mail clerk with the Oakland Scavenger Company in 1974. Her family, including her father, mother, sisters, brother-in-law and two sons, has a long tradition of working for Waste Management in Oakland. Karens tenure at WMAC includes a variety of positions, but her passion has been her work with Oakland customers as a Customer Service Representative, Office Manager, Billing Manager and Customer Service Manager. Karen was instrumental in rolling out the first automated computer system for customer service. Today, she serves as Customer Experience Manager in the Oakland Area Office. Responsibilities Include:
Manages 98th Avenue staff dedicated to customer service--both walk-ins and call-ins Coordinates training of Customer Service Representatives (CSR) at our call center in Oak Harbor, WA Ensures CSRs have accurate information about rates, services and schedules for the City of Oakland
and other municipalities

Monitors daily customer feedback through third-party survey and works with Operations staff to re-
spond immediately to customer concerns
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David Tucker Director of Community & Public Relations Phone: 510 613 2142 dtucker2@wm.com
David joined Waste Management in 2004 with many years of experience in the government and community relations arena. David began his career in government and community relations as a Field Representative with the California State Assembly and later as a Government and Community Relations Representative for Kaiser Permanente. He later served as a District Director for a member of the U.S. House of Representatives and most recently as Division Manager of Local Government and Community Relations for the San Francisco Bay Area Rapid Transit District. David is a member of several Bay Area Civic and Business Board of Directors, including the Oakland, Hispanic, African American and Chinatown Chambers of Commerce in Oakland and the Airport Area Business Association. He is past president of the San Leandro Chamber of Commerce. Responsibilities Include:
Monitors WMACs franchise agreements Develops and implements strategic communications, fostering strategic alliances and relationships
with area elected officials

Supports community organizations through charitable contributions and volunteer efforts
Rebecca Parnes Recycling Coordinator Phone: 510 613 2104 rparnes@wm.com

Rebecca is an Oakland resident who has worked as a recycling coordinator for Waste Management since 2007. She provides community outreach and technical support for recycling and organics programs to help businesses, multifamily dwellings, and schools reduce waste sent to the landfill. Rebecca works closely with the Oakland Unified School District staff on the implementation and expansion of its Green Gloves Program. Rebecca is a member of the Keep Oakland Beautiful board and serves on the Education and Schools committee. Responsibilities Include:
Coordinates community outreach activities in Oakland, Albany and Emeryville Presents on recycling and composting to school assemblies, community and civic organizations Advises businesses and multifamily dwellings covered by AB 341 on services and outreach materials
for employees and residents
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Compliance
Jason Silva Contract Compliance Supervisor Phone: 510 613 2187 jsilva4@wm.com
Jason joined WMACs Contract Compliance Department in 2004, serving as the primary liaison between several Alameda County municipalities and WMAC. His Responsibilities Include: managing the Franchise Agreements, overseeing the public education programs, diversion programs and reporting for these jurisdictions. In 2012, Jason became the Contract Compliance Supervisor, helping to manage the WMAC Contract Compliance staff. Jason is a former Oakland resident and a graduate of Bishop ODowd High School in Oakland and UC Riverside. Responsibilities Include:
Coordinates Oakland contract Supervises Contract Compliance staff Prepares monthly reports Administers Price Increases Responds to City requests Troubleshoots customer service issues
Billing
Jerry Sobrero Revenue Manager Phone: 510 613 8763 jsobrero@wm.com
Jerry Sobrero oversees the billing department and manages the billing systems data integrity. He has held this position for the past seven years. During his extensive tenure with Waste Management, Jerry has served as a Compliance Manager, Group Safety Specialist and Manager at both the Davis Street Transfer Station and Tri-Cities Landfill. He was originally hired by Oakland Scavenger in 1981 as a residential and commercial route driver. Jerry attended Bishop ODowd High School in Oakland. Responsibilities Include:
Maintains billing data integrity Supervisors billing inserts and notices Oversees lien process Coordinates route audits for customer billing compliance
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References
3.2 REFERENcEs
Waste Management of Alameda County has extensive experience providing innovative environmental services to the East Bays greenest communities. Through collaboration and first-hand knowledge of our customers, we design programs and supporting public outreach campaigns that focus on increasing participation and diversion. Please note that in addition to our five Alameda County governmental references per the RFP, we have included references from the City of Seattle and Vancouver to provide information on the multi-family diversion capabilities WMAC can bring to the City of Oakland as a result of our affiliation with Waste Management, the countrys leading recycler.
Ecologically Sustainable Aligned with Zero Waste Goals

We pride ourselves in long-lasting relationships that reach back to our Oakland Scavenger roots. Among these are the cities of Albany, Emeryville, Hayward and the sanitary districts of Castro Valley and Oro Loma. Within the last 24 months, both Albany and Emeryville sole-source negotiated to continue our partnership and to build upon the solid foundation that we have established over the years. Albany (at 83 percent) and Emeryville (at 77 percent) have achieved the highest diversion rates in the County through our partnership. As evidenced by their testimonials and others, we approach each relationship with a focus on their the unique community and diversion goals while providing consistent, safe service to the highest environmental standards.
Socially Equitable Committed Community Partner

WMAC and its our employees are active community partners in Oakland and elsewhere. Our role does not end with contractual event requirements, we are engaged in the communities where in which we work and live. From MLK Day of Service and the Oakland Unified School District Green Gloves Program to the Oakland Holiday Parade and Oakland Running Festival, to name just a few, we our proud to say, We are Oakland. The following letters weve provided in the Community Partner section provides a sampling of our commitment of time, money and resources.
Economically Dynamic Continued Local Investor

To achieve the City of Oaklands and Alameda Countys Zero Waste goals, WMAC continually invests in upgrades to the diversion and processing facilities at Davis Street. During the recent construction of the LEED Gold Organics building, Oakland contractors collected over $1 million for their services. The installation of the mobile Public Area MRF resulted in 25 new jobs. More than 40 percent of Davis Streets hires in the past year are Oakland residents. These numbers reflect a real commitment to the economic and ecological vitality of Oakland. Ruth Abbe, longtime Alameda County zero-waste advocate, and DR3, a sustainable job development business, join the City of San Leandro in enumerating the value WMAC provides, as presented in the attached letters.
Safety First Dedicated to Employees and Customers

Our customers, including Oakland, often cite safety as an important benefit of their partnership with Waste Management. Safety is a core value of ours, and a cornerstone of operational excellence. Ensur-
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References The City of Oakland
ing the safety of our employees and customers is a paramount focus every day. Safety also extends to maintaining labor peace, providing uninterrupted service and assuring customers they can rely on WMAC employees commitment to customer service and service excellence. The attached letter from Felix Martinez, Business Agent and Marty Frates, Secretary-Treasurer of the Brotherhood of Teamsters Local Union No. 70 reinforces this commitment.
Proven Experience Zero Waste Event Planning and HHW Collection

In addition to our experience within Alameda County, we have local, first-hand knowledge of zero waste event planning and concierge HHW collectionknowledge we will share to help Oakland reach its zero waste goals. WMAC can also draw upon our parent companys resources and knowledge base to offer innovative, proven programs. In particular, we look forward to sharing the successful, multi-family recycling programs from sustainable cities like Seattle and Vancouver. The enclosed references for these cities reflect the capabilities we will bring to the Citys Zero Waste campaign. To demonstrate our experience relevant to the services required in the Oakland Zero Waste RFP, Table 1 and Table 2 below summarize the services we currently provide to our Alameda County municipal customers.
Table 1. Summary of Residential Recycling Collection Services Reference Service Offerings

Oakland Residential Recycling RFP Requirements
SFD Single Stream Recycling Collection and Processing SFD Used Oil and Filter Collection SFD Dry Cell Battery Collection MFD Single Stream Recycling Collection and Processing Commercial Single Stream Recycling Collection and Processing Community Outreach Services Monitoring and Reports Business Office in the City** Billing X X X
Castro Valley City of Sanitary District Albany

X X X X X X X X X X X X X X
City of Emeryville
X X X X X X X
City of Hayward
* *
Oro Loma Sanitary District

X X X
* X X
X X X X
X X X
* Provided by Tri-CED, a recycling subcontractor in an arrangement similar to the one envisioned by the Residential Recycling Collections RFP. WMAC has an impeccable history of providing timely payments to Tri-CED and California Waste Solutions (CWS) the subcontractor of recycling collection in west Oakland. ** Our main office is located in Oakland at 172 98th Avenue, and we maintain a second office in Hayward.
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References
Table 2.Summary of Mixed Materials & Organics Collection Reference Service Offerings
X X X X
Oakland MM&O RFP Requirements
City of City of Emeryville Hayward

X X X X X X X X

X X X X
SFD MM Automated or Semi Automated Col- X lection and Processing SFD Source Separated Organics SFD Bulky Goods SFD On-Call HHW ** the number and type of material varies SFD On-Call Sharps (Pharmacy-based program) SFD Temp Roll-Off MFD MM Collection and Processing MFD Source-Separated Organics (Hayward limited to cart service) MFD Bulky Goods MFD On-Call HHW (materials limited) MFD On-Call Sharps MFD Temp Roll-Off Commercial MM Collection and Processing Commercial Source-Separated Organics (as requested by customer) Commercial Single-Stream Recycling Collection and Processing Commercial Special Event Collection Commercial Temp Roll-Off City Facility MM Collection and Processing City Facility Source-Separated Organics City Street Litter Container Maintenance and Replacement* City Council and Mayor Roll-Off City Adopt-a-Spot Mixed Materials Collection City-Sponsored Events City Temp Roll-Off City Delivered Materials Residue Disposal Community Outreach Services X X X X X X X X X X X X X X X X X
*
X X X X X X X X X X X X X
*
X X X X X X X X
X X X X X X X X
X X X X X X X X
X X X X X X X X
X X X X X X X X
X X X X X X X
X X X X
X X X X
X X X X X
X X
X X
X X
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Oakland MM&O RFP Requirements

Monitoring and Reports City Office & Alameda County Call Center Billing

X X
City of City of Emeryville Hayward

X X

X
* These municipalities own and maintain their own containers for which WMAC provides collection services.
As you can see, WMAC has extensive experience providing the programs and services Oakland is requesting. There are a few exceptions, which include:
On-Call Sharps Collection Many of the jurisdictions WMAC services have opted for a mail-back
program with a small fee attached. Traditionally, this type of pay to play program has worked better in communities with smaller populations or low demand for the services. The City of San Ramon selected our collection service, At Your Door, to provide on-call collection from single family and multi-family dwellings. There is a small monthly fee incurred by all rate-payers to cover the service for the benefit of the community.
City Street Container Maintenance Working with the City of Oakland, we coded and tagged very
every container and currently provide collection services. WMAC is intimately familiar with every city street container in Oakland and understands the maintenance requirements. We have a full-service maintenance shop that repairs, paints, and maintains carts and bins. Our container shop effectively manages over 500,000 carts and 100,000 bins. This experience enables us to easily maintain city street containers as well. While it is not a service requested by any of our other Alameda municipalities, we will be able to incorporate seamlessly the city street container and maintenance program into our service offering to the City of Oakland.
City Office Since 1986, WMAC has maintained an office at 172 98th Avenue in Oakland. The office
offers many services and benefits to the community, including bill pay and customer assistance, as well as recycling literature and meeting space for community partners. The 425 employees working at this facility regularly participate in volunteer activities that directly benefit Oakland residents. They have a proud tradition of marching in the Oakland Holiday Parade, contributing to the Alameda County Fire Department Toys for Tots, donating and volunteering at the Alameda County Food Bank, and much more.
Table 3.Jurisdiction Customer Accounts

City
Castro Valley Albany Emeryville Hayward Oro Loma Seattle
Residential Accounts
14,899 4,021 615 29,122 30,096 92,431
Multi-Family Accounts
159 169 102 434 434 2,287
Commercial Accounts
326 212 192 2,895 1,050 4,805
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References
City
Vancouver
Residential Accounts
N/A
Multi-Family Accounts
105,00
Commercial Accounts
N/A
Table 4.Jurisdiction Diversion Rates*

City
Castro Valley Albany Emeryville Hayward Oro Loma Seattle*
2008
63% 77% 74% 68% 63%
2009
59% 78% 70% 68% 59% 51.1%
2010
67% 83% 77% 67% 67% 53.7%
2011
76% 79% 65% 71% 76% 55.4%
Rates based on CIWMB and stopwaste.org reporting. *Note: These rates reflect citywide diversion rates. Seattle is serviced by two collection companies, one of which is Waste Management. Please also note that while they have an extremely effective diversion program, the City of Vancouver does not currently report diversion percentages.
CitY of AlbanY
Claire Griffing, Sustainability & Transportation Coordinator 1000 San Pablo Avenue Albany, CA 94706 Phone: 510 528 5754 Email: cgriffing@albanyca.org
Claire Griffing, Sustainability & Transportation Coordinator

Their sorting capabilities at the Davis Street Transfer Station provide the City unmatched diversion capacity. The City maintains an excellent working relationship with WMAC staff.
Overview of Partnership
The City of Albany and WMAC enjoy a long-term partnership that has resulted in the highest diversion rate in the Alameda County. WMAC has provided residential and commercial collection services for recycling, organics, and trash for many years. In 2010, Albany achieved 83% diversion, exceeding the Countys goal of 75% by 2010. In 2011, the City of Albany sole-source negotiated with WMAC, entering into a new 10-year exclusive collection contract and a 20-year disposal and recycling processing agreement. The new agreement provides for a number of new services to help the City reach the goal of zero waste (90% diversion from the landfill). Among the new services are:
Household battery & cell phone curbside collection CFL curbside collection for both single and multi-family dwellings
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CNG-fueled collection vehicles 15 solar-powered city can compactors Free commercial recycling
Organics recycling is also very successful in the City of Albany. One hundred percent of single-family dwellings participate. Participation is encouraged through the distribution of kitchen food containers, public education via service brochures and billing inserts, and WM EarthCareTM compost giveaways. Other effective diversion programs in the City of Albany include:
The 10-gallon micro trash container maximizes waste reduction and provides an incentive through re-
duced cost. Participation has increased from 50 single-family customers to over 300 due to increased advertising and cost savings.
WMAC offers free waste assessments to commercial and multi-family dwellings customers to maxi-
mize diversion. The waste assessments help in reducing contamination, increasing volume in recycling containers and make it a win-win for the customer to implement new programs. In 2012, every multi-family and commercial customer received a waste assessment. Contributing to the success of these programs is WMACs presence in the community. Our staff participates in a number of community events, including:
Solano Stroll Albany Film Festival Albany Days on the Green Compost Give-Away
Zero Waste Services
References
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Zero Waste Services
References
CitY of EmerYville
Peter Schultze-Alllen, Environmental Programs Analyst 1333 Park Avenue Emeryville, CA 94608 Phone: 510 596 3728 Email: pschultze-allen@emeryville.org
Patrick D. OKeefe, City Manager, City of Emeryville

We believe that achieving the goals of the Citys Climate Action Plan related to our Multi-Family residents is firmly within our reach, working with Waste Management of Alameda County.
Waste Management of Alameda County has been serving the City of Emeryville since 1980. Working together, Emeryville reached 77% diversion in 2010, exceeding the Countys goal of 75%. As a result, the City of Emeryville extended the partnership in 2011 and entered into a new 10-year exclusive collection contract and a 20-year disposal and recycling processing agreement. One focus of the agreement is to drive diversion in support of the Citys 2008 Climate Action Plan goal to reduce 2004 landfilled tonnage by half by 2020. With more than three quarters of the Citys population living in multi-family dwellings, the City and WMAC adopted on a number of programs designed increase recycling and organics participation. As a result, 96% of multi-family accounts are now participating in recycling. Programs include:
Rate Structure to Incentivize Participation - Compostables and recyclables are offered at no addition-
al charge for both cart and bin customers

Waste Assessments Offered to 100% of Customer Base WMAC right-sized service and completed pub-
lic education and outreach, resulting in nearly 100% participation

Public Education Tools WMAC provided internal and external signage, such as decals and posters, for
the enclosure area and inside the common areas of the multi-family complexes. Through extensive research and discussions with multi-family stakeholders, we developed an effective outreach program
Bulky Item Solutions Customized for Property Type Based on the layout of complex, WMAC either
provides curbside collection or roll-off container and flat bed collection. Research revealed a onesize-fits-all approach would not work.
Battery Collection Provided to MF Complexes WMAC provides either curbside collection or a free
mail-back program, based on the property owners preference

CFL collection provided via free mail-back program
Working with the City, the new franchise agreement includes many innovative programs designed to increase commercial participation. These include:
Bundled Rates Offering a 50% discount on recycling and organics when bundled with trash collection
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Small Business Rates For business with 2 cubic yards or less of trash per week, recycling and organ-
ics collection are provided for free

Free Waste Assessment WMAC recycling coordinator conducts onsite visits to determine best level of
service to achieve greatest level of diversion. Achieved 100% participation. Contributing to the success of these programs is WMACs presence in the community. Our staff participates in a number of community events, including:
Emeryville Healthy City Expo Emeryville Art Exhibition Emeryville Chamber State of the City Emeryville Chamber Business Expo Emeryville Earth Day
Zero Waste Services
References
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CitY of HaYward
Vera Dahle-Lacaze 777 B Street Hayward, CA 94541 510 583 4725 vera.dahle-lacaze@hayward-ca.gov
Alex Ameri, Director of Public Works, Utilities & Environmental Services

Waste Management successfully instituted a Wet/Dry routing system that immediately generated higher diversion among businesses and multi-family complexes.
Partnership Overview
Waste Management of Alameda County shares a long history with the City of Hayward, dating back to 1944. In 2004, the City sole-sourced negotiated with WMAC a seven-year collection agreement that included open commercial recycling and a subcontractor for residential recycling. As the Citys MSW collection partner, WMAC advanced a number of programs to improve diversion as well as the environment. In 2009, we introduced LNG-fueled residential collection vehicles. Fueled by Altamont bio-methane, they have the lowest carbon emissions in the industry. To boost diversion, we provided the following:
Residential Organics Recycling Introduced in 2009 with the distribution of food waste pails to 29,000
single-family dwellings
Commercial Bundled Rates Designed to increase participation by offering recycling for free and
organics at a 50% discount when bundled with trash services

Commercial Wet/Dry Collection Developed to capture the large quantity of recyclables in the com-
mercial waste stream WMAC worked with the City and its consultant, Cascadia, to promote recycling to commercial customers. Between 2007 and 2012, the number of commercial recycling accounts nearly tripled from 597 to 1,549. The outreach effort was supported by Cascadias direct community-based social marketing (CBSM), which identified a baseline for current Hayward behaviors and increased business recycling. It also included outreach for hard-to-reach and non-English speaking communities, including materials in Spanish, Chinese (Mandarin), and Korean. Cascadias waste characterization research, including six sampling periods over the 18-month project, provided a comprehensive baseline and ongoing information about the waste and recyclables streams from individual businesses. This information influenced WMACs decision to introduce Wet/Dry routing for Hayward businesses. It is a model program for other communities. Contributing to the success of these programs is WMACs presence in the community. Our staff participates in a number of community events, including:
Zero Waste Services
References
Hayward Street Parties Hayward Chamber Business Expo Hayward Cinco de Mayo Hayward Community Garden Cleanup Day Hayward Earth Expo Hayward Zucchini Festival
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Zero Waste Services
References
Oro Loma SanitarY District

Jason Warner, Manager 2600 Grant Avenue San Lorenzo, CA 94580 Phone: 510 276 4700 Email: jwarner@oroloma.org
Jason Warner, General Manager, Oro Loma Sanitary District

Oro Loma Sanitary District has enjoyed a long business relationship with Waste Management. This year, we chose to extend that relationship for an additional 12 years through contract negotiations for both collection and disposal. WMAC is proud to be the Oro Loma Sanitary Districts environmental services provider since 1944. In 2011,Oro Loma sole-source negotiated with us to award a 12-year collection and disposal agreement. Sensitive to the Districts desire to hold down rates while increasing diversion, we expanded services to include the following:
Residential curbside battery and cell phone collection CNG collection vehicles Dedicated recycling coordinator
The introduction of curbside battery and cell phone collection helps to divert banned materials from the Altamont Landfill and offers residents a convenient recycling solution to ubiquitous products. These additional recycling services complement existing residential curbside programs, including the organics recycling introduced to 29,000 residents in 2009 to with the distribution of a kitchen pail and instructional literature and the existing single-stream recycling program. The Districts diversion rate increased from 59% in 2009 to 67% in 2010. In 2012, we introduced 15 natural gas collection vehicles, powered in part by the near-zero carbon fuel produced from landfill gas at the Altamont Landfill. This clean-burning fuel reduces emissions, and the trucks themselves run quieter than diesel trucks, improving the quality of life for District residents. Our dedicated recycling coordinator works least 20 hours per week to conduct outreach and implement diversion programs within the District. With a focus on multi-family dwellings and the implementation of AB 341, WMAC has achieved 82% participation among the AB 341 properties and is focused on bringing the District to 100% compliance within the year. Contributing to the success of these programs is WMACs presence in the community. Our staff participates in a number of community events, including:
Annual School Childrens Recycling Poster Contest Cherryland Event Dig Deep Farms Project EAT Compost Giveaway Waste Management of Alameda County 51
Zero Waste Services
References
Castro ValleY SanitarY District

Naomi Lue, Solid Waste Supervisor 21040 Marshall Street Castro Valley, CA 94546 Phone: 510 537 1500 Email: naomi@cvsan.org
Naomi Lue, following a January 2011 WM EarthCareTM Workshop

We were impressed by Waste Managements creative approach to our concerns about holding down rates while providing services to increase diversion.
Waste Management has a long history of partnership and collaboration with the Castro Valley Sanitary District (CVSan). In 2009, they entered into a new 10-year exclusive collection contract and a 20-year disposal and recycling processing agreement. As a result, WMAC became the exclusive hauler of all commercial recycling and organics as well as construction and demolition debris along with residential waste, recycling and organics. The consolidation of services is designed to increase diversion, provide customers with a one-stop service provider and contain costs over the life of the contract. WMAC worked with the District to introduce new programs to enhance its existing residential singlestream and organics recycling programs. These include:
Bundled Rates To incentivize commercial and multi-family property owners to recycle, free recy-
cling is offered to any property with three yards of trash service per week. Today, 85% of commercial properties has three-yard bins or smaller.
Curbside Added Value Services For no additional charge, residents can recycle household batteries,
plastic bags and extra cardboard placed beside the recycling cart
Dedicated Recycling Coordinator Focused on multi-family, businesses and schools, the recycling
coordinator spends at least 20 hours trying to increase their diversion activities. As a result, MFD recycling participation increased from 94% to 99%.
Compost Give-Away & Community Recycling Event Held twice annually, this popular event allows
residents and businesses to drop off shredded paper, paint, batteries, e-waste and light bulbs. They are rewarded with three 1-cu ft bags of WM EarthCareTM compost. Within the course of 6.5 hours, over 1,180 CVSan residents and business-owners recycled 23,357 pounds of e-waste and 1,216 pounds of fluorescent bulbs and left with 4,000 bags of compost.
AB 341 WMAC assisted the District in analyzing compliance of all customers, developing public edu-
cation and outreach materials specific to the type of customers, and performing personalized waste assessments for those not in compliance. Currently, 85% of businesses participate in the commercial recycling program. Today, 100% of residential customers and 72% of multi-family accountants participate in organics recycling and nearly 100% of both participate in curbside recycling.
Waste Management of Alameda County 53
CitY of Seattle
Hans Van Dusen, Solid Waste Contract Administrator 700 5th Avenue, Suite 4900 Seattle, WA 98124 Phone: 206 684 4657 Email: Hans.VanDusen@seattle.gov
Hans Van Dusen, Solid Waste Contract Administrator

Waste Management has been a valued partner in Seattles internationally recognized solid waste services.
Like Oakland, the City of Seattle has set ambitious Zero Waste and sustainability goals. Long considered a leader among U.S. cities on environmental policy, Seattle reaffirmed its status as a trailblazer when, in 2010, the city council adopted an aggressive zero waste strategy, including legislation that will increase recycling, reduce waste and improve transfer stations. A combination of these and other strategies have earned the City a rank of fourth overall in Siemens Green City Index, and second overall in the waste category.
Sustainability Awards
Waste Management is proud to partner with the City in working toward and achieving many of these goals. In 2009, Waste Management expanded our residential and commercial collection boundaries within the City of Seattle, resulting in thousands of new Waste Management customers. Our current contract includes a variety of new features, including:
The entire Waste Management fleet that services Seattle has been fueled by CNG since 2009. Waste
Managements transition from a diesel fleet to CNG also resulted in the construction of on-site CNG fueling infrastructure for over 100 new CNG trucks
An expanded, single-stream residential recycling system Mandatory residential food and yard waste collection 54 Locally Union Printed on 100% PCW Recycled Paper
Zero Waste Services
References
Mandatory multi-family food waste collection Pay as you throw bag collection program that eliminated traditional carts and dumpsters for many
Downtown residents and businesses

Custom onboard computer system linked directly to the City of Seattle customer service and
billing system Waste Management partners with the City to reward neighborhoods for successful recycling and waste reduction, providing $50,000/year in grants and in-kind services to reward successful neighborhoods during Contract years two through five. Please see more information about our current grant program at http://www.wmnorthwest.com/seattle/seattlerewards.html
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Zero Waste Services
References
City of Vancouver
Paul Gagnon, Corporate Zero Waste Officer 453 West 12th Avenue Vancouver, B.C. V5Z 4A8 Phone: 604 873 8149 Email: paul.gagnon@vancouver.ca
Paul Gagnon, Corporate Zero Waste Officer

Waste Management leadership and pro-active approach provided a smooth transition for the City of Vancouver.
The City of Vancouver has set an ambitious goal to become the worlds greenest city by 2020. Their Zero Waste strategy and goal to reduce solid waste going to the landfill or incinerator by 50% from 2008 levels will be achieved through a focus on increasing composting, advocating for Extended Producer Responsibility (EPR), and regulation and financial incentives for construction and demolition debris. Vancouver is well on its way to meeting these goals. They rank second overall in Siemens Green City Index, and seventh in the waste category. Waste Management began our partnership with the City of Vancouver in 2009 to provide recycling for over 100,000 multi-family accounts. While transitions, especially for multi-family complexes, can be tricky, the Vancouver transition occurred smoothly. The City was impressed with the seamlessness of the transition, and residents were largely undisrupted. Due to poor service received from the incumbent, one of the Citys highest priorities was to require the new hauler to reduce the complaint ratio. Waste Management took this charge seriously. In 2010out of 104,605 unitsthe complaint rate was drastically reduced to an average of only three complaints per month. In the summer of 2012, Waste Management and the City of Vancouver expanded their partnership to include the Citys Corporate Zero Waste Program. Designed to improve the sustainability of City operations by implementing comprehensive corporate waste reduction and diversion programs for all City facilities, the Programs main goals include multi-stream recycling, full-scale composting, and the collection of detailed data for all waste streams generated. Waste Management has played a key role in implementing the public education and outreach efforts for the program, as well as providing containers and training. Recycling programs for items such as CD and DVD cases, organics, books, soft plastics, mixed fibers, CFLs, and batteries have been implemented. Waste Managements Sustainability Services team has also provided detailed reporting for all facilities. At all City facilities where the program has launched, we have seen garbage reductions of at least 50% within the first month.
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Customer service is of the utmost concern to Waste Management, and we use a variety of tools to ensure we are providing every customer with outstanding customer service. Our internal customer service initiative allows us to measure and to be accountable for customer service metrics weekly basis Customer service was also on the forefront of the City of Vancouvers concerns. Due to the poor service received from their previous hauler, the City charged Waste Management with drastically reducing the complaint ratio. In 2010, out of 104,605 units, our average complaints were reduced to three per month and MPU at a mere four per month.
Sustainability Awards
The following section contains references from diversion leaders, community partners and Local 70.
Ruth Abbe DR3 City of San Leandro East Bay Clean Cities City of San Ramon Oakland Unified School District Daniel Swafford email DSAL Alameda County Deputy Sheriffs Activities League Rebuilding Together Oakland City Slicker Farms We Lead Ours Alameda County Office of Education Pebble Beach Company Teamsters Local 70
Zero Waste Services
References
In Praise of Davis Street

By Ruth Abbe December 10, 2012, Alameda, California
Alameda Countys Zero Waste Infrastructure
When Rebecca asked me if I would be willing to write a letter in support of the Waste Management/Davis Street proposal for the City of Oakland I said, Of course. Davis Street has been the center of the universe for Alameda County diversion programs for over 20 years. I have long thought that it would be very prudent for Stopwaste.org or the City of Oakland to purchase Davis Street as a public facility, like the South Bayside Waste Management Authoritys purchase of BFIs San Carlos Transfer Station. The benefits are obvious. Centrally located in San Leandro, Davis Street serves the whole region. Public and private investments have created state-of-the-art education programs and materials processing capacity. We will never get to site another facility of its kind, so close to our urban centers.
Waste Management has been a steady and responsible steward of this essential public asset. While Davis Street is privately owned, I have always considered it our transfer station. We built that with our rate-payer funding and through grants and incentive payments from Stotpwaste.org and Measure D. Davis Streets program managers, including especially Jack Isola, Kevin McCarthy, David Krueger and Rebecca Jewell have truly pushed the envelope (and pushed their corporate leadership). They have responded to our collective vision and created the infrastructure that is needed by the City of Oakland and Alameda County to reach the 75 percent diversion goal of Measure D and the Zero Waste goal of the City of Oakland. Davis Street is unique among Waste Managements transfer stations and reflects the values and aspirations of our community. However, as a publicly traded company, Waste Management needs to see a return on its investments. It requires a dedicated flow of materials to the transfer station through its collection franchises, in particular, the City of Oakland. Without this commitment of materials, Waste Management cannot make a commitment to its workforce to maintain family-wage jobs at Davis Street. In the transition from a system reliant on extraction and destructive disposal to a vision of a world without waste, we need to recognize and value the investments that we have made together: in people, institutions, and in our physical and social infrastructure. Davis Street is emblematic of that investment.
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Zero Waste Services
References
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Zero Waste Services
References
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Zero Waste Services
References
From: Daniel Swafford <danielswafford@yahoo.com> To: Susan Kattchee <skattchee@oaklandnet.com> Sent: Thu, October 18, 2012 8:29:09 AM Subject: Community Involvement for Oakland's contracting Partners
Good Morning Mrs. Kattchee, I am reaching out as an involved Oakland resident to emphasize the importance of a community connection on the part of businesses receiving contracts from the City of Oakland. Fostering a corporate culture that supports our neighborhoods, where partners contribute back to our communities, is a critical component of the prosperity and growth of our City. I serve a number of non profit organizations primarily focused on community development and public improvements. For many years the missions' of these organizations have been supported by donated services and contributions from Waste Management. Please consider this testimonial of the concerned and connected role Waste Management has played in serving Oakland. Street level projects, driven by community organizations, often struggle to get attention from the corporate sector. Waste Management has consistently supported projects on the local level, helping set the example for large corporations that community involvement is more then just doing business in the neighborhood, it is being active in the community. As contract decisions for waste handling are being made, please give added weight to the companies that prioritize involvement in our communities. The return on the right partnership benefits our neighborhoods as well as our general fund. Thank you for reading my perspective and working to achieve the best services to our neighborhoods and our City, and thank you for your service, Daniel 510-452-7392 Daniel Swafford Executive Director, Montclair Village Association www.MontclairVillage.com Board of Directors and Past Chair, Dimond Improvement Association www.DimondNews.org Board of Directors, Friends of Oakland Parks & Recreation www.OaklandParks.org
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Zero Waste Services
References
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November 12, 2012 City of Oakland Office of Public Works Agency 250 Frank H. Ogawa Plaza, Suite 4313 Oakland, CA 94612 To Whom It May Concern: On behalf of Rebuilding Together Oakland, its not often you find a company who utilizes their financial resources and physical assets to transform a community as well as the lives of homeowners in need of assistance. Waste Management of Alameda County is a long time and active supporter of Rebuilding Together Oakland. Every year Waste Management donates several debris boxes for our use to help in the removal of clutter and debris ranging from construction and demolition material, unsafe and non-operating appliances and yard waste. Partnerships like this while on the surface may not seem like a lot, however for the homeowner, especially for our senior population, having a safe and secure home makes a world of difference in their quality of life. Waste Managements support allows us the ability to direct our finite resources to activities with the highest impact. As you consider who will be your provider of choice for the next 10 plus years, I ask that you keep in mind the long storied history of Waste Management of Alameda County in our community. Many companies may promise involvement and collaboration, Waste Management delivers. For that, we encourage the City of Oakland to continue utilizing this regional asset as you evaluate submittals under your Zero Waste Request for Proposal. Respectfully,
Kym Luqman Executive Director
Federal Tax ID: 94-3213325 1171 Ocean Avenue, Suite 100 Oakland CA 94608 tel (510) 625-0316 fax (510) 625-0436
Zero Waste Services
References
November 14, 2012
City of Oakland Office of Public Works Agency 250 Frank H. Ogawa Plaza, Suite 4313 Oakland, CA 94612 To Whom It May Concern: Since 2006, Waste Management has supported City Slicker Farms by donating compost to our Backyard Garden Program. During that time, they have donated nearly 600 cubic yards of compost, which has helped over 200 low-income families grow over 100,000 pounds of fresh fruits and vegetables. We attribute our success to the collaboration between Waste Management and our staff. By donating compost, Waste Management illustrates closing the loop on organics and we hope this inspires greater participation. We let our community know that if they dont compost at home, they should put their food scrapes and yard waste in the green bin so that compost can be made and brought back to benefit West Oakland. We are grateful that Waste Management understands the importance of giving back to the community. They have been generous to our community and have contributed to the health and well being of our most vulnerable community members. We support their bid for renewal of their disposal contract. Thank you for your consideration. Sincerely,
Barbara Finnin Executive Director
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In The Right Direction 55 Santa Clara Ave Suite 220D, Oakland CA, 94610 www.weleadours.org
November 13, 2012 City of Oakland Office of Public Works Agency 250 Frank H. Ogawa Plaza, Suite 4313 Oakland, CA 94612 To Whom It May Concern: We Lead Ours(WELO) is nonprofit organization designed to provide youth with educational, volunteer opportunities, and service learning enrichment activities. That provides affirmative educational, health, and leadership principles. WELO provides communities in Oakland with gardening, civic leadership, and recycling clubs through our after-school, summer camp, and Saturday camp programing. As the executive director of We Lead Ours; I encourage youth, volunteers, and staff members of We Lead Ours to participate in programs that will help the community become a cleaner and greener environment. In the spring of 2012 WELO participated in the Keep Oakland Beautiful event and meet representatives from Waste Management. The Waste Management Green Gloves Program is highly appreciated by WELO because the program provided my youth this summer with a rare opportunity to be featured of the Eco Company Fox television show. By partnering with Waste Management We Lead Ours has established a media portfolio that will support WELOs environmental education program. Over the past year Waste Management has supported my organization through establishing green partnerships, media program recognition, and field-trip outings. Waste Management is doing exceptional things for the community of Oakland and on behalf of my organization I am thankful for the work that Waste Management is doing with The Green Glove Program. Sincerely, Dwayne Aikens Jr. Executive Director We Lead Ours (510)485-6254 mrdaikensjr@weleadours.org www.weleadours.org www.facebook.com/weleadours
Zero Waste Services
References
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Zero Waste Services
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Zero Waste Services
Litigation History
3.3 Litigation History

In Appendix E, please find our Litigation History, prepared in accordance with RFP section 4.3.2.3.3.
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Litigation History The City of Oakland
FINANcIAl QUAlIFIcATIONs
Since 2006, Waste Management has supported City Slicker Farms by donating compost to our Backyard Garden Program helping over 200 low-income families grow over 100,000 pounds of fresh fruits and vegetables. We attribute our success to the collaboration between Waste Management and our staff.
Barbara Finnin, Executive Director City Slicker Farms
Waste Management has made it possible for generations of youth to learn about where their food comes from and how to grow it sustainably.
Christine Boynton, Executive Director Project EAT, Alameda County Office of Education
Zero Waste Services
Statement of Financial Qualifications
4. STaTEmENT OF FINaNcIaL QUaLIFIcaTIONs

The proposer must provide copies of audited financial statements for the entity that is proposed to sign the MM&O Collection Services Contract for the most recent three (3) fiscal years. Audited financial statements should include: balance sheet, income statement, cash flow statement, footnotes, and subsidiary schedules. In the event that a proposer does not have audited financial statements, three (3) years of business tax returns, with supporting schedules, may be provided on an exception basis. However, tax returns are not an alternative to providing audited financial statements; if the proposer has audited financial statements, those must be provided. --If the entity that will sign the MM&O Collection Services Contract has a parent company or is proposing a joint venture, the parent company or joint venture company(ies) must also provide audited financial statements for the most recent three (3) fiscal years. The parent company must provide a statement indicating its intent and means to provide financial assurance of performance. --If the entity that will sign the MM&O Collection Contract has been in existence less than three (3) years, the proposer must provide sufficient financial data to substantiate, to the satisfaction of the City, the proposers financial capability and viability of the entity. In addition to the audited financial statements, the proposer must provide a statement from the Chief Financial Officer indicating that there has been no material change in the financial circumstances of the proposing entity (or its parent company or owners if they are providing financial assurance of performance) since the date of the last audited financial statements. --Financing of the services and equipment will be the sole 941 responsibility of the successful proposer. Each proposer must demonstrate that it can provide the required financing from either 1) internally generated funds, or 2) commitments from external sources. The City reserves the right to require submission by the proposer, at no cost to the City, of an opinion by a Certified Public Accountant with regard to the financial status of such proposer, including ownership of, or interest in, equipment and facilities prior to award of a MM&O Collection Services Contract As is set forth in this RFP, the City will make reasonable efforts, but makes no representation that it will be able to maintain total confidentiality of proposers financial information. A proposer that submits financial information that it asks to have treated as confidential should submit a statement justifying the request, cross reference it in the proposal and label it as a separate attachment, clearly identifying it as confidential. At all times, the City will comply with the provisions of the California Public Records Act. Waste Managements financial strength and security ensure that we are the partner who can make the City of Oaklands diversion goals become a reality. WMAC does not require public financing or bonds, and our strong foundation allows us to focus our resources locally to increase Oaklands resource recovery, develop green technology, and expand the infrastructure required to provide the necessary services to the City. We will continue to put our community first, supporting organizations such as Keep Oakland Beautiful, City Slicker Farms, Acta Non Verba and Youth Uprising to name just a few. Our Corporate Board of Directors has adopted a resolution to ensure we have the financial backing to build the necessary infrastructure required to reduce the City of Oaklands landfill volumes. They share the enthusiasm of our Oakland team to partner with the City, achieve Oaklands zero waste goals, and establish the City as a beacon for green communities.
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Statement of Financial Qualifications The City of Oakland
Waste Managements strong income statement, balance sheet, free cash flow, and strong financial metrics will enable WMAC, to provide the City with new technologies and programs designed to reduce All facilities outlined in this proposal are fully permitted. Some will be completed prior to the start date of this contract. All have been fully capitalized through Waste Management without public funds. volumes into the landfill. The City of Oakland can expect expanded, state-of-the-art processing and organics facilities; new trucks, carts and bins; as well as outreach programs and ancillary services required to bring to life the zero waste goal outlined in the City of Oaklands Zero Waste RFP. Moreover, Oakland has the opportunity to partner with a company that has a proven record of directing capital toward projects in the Bay Areas Green Corridor. For example, in 2010, WMAC began construction on its organics processing facilities at Davis Street Transfer Station, a local project that enabled us to employ Alameda County union contractors and resulted in a $11M investment in our community infrastructure. Throughout the economic downturn of the last four years, WMAC has continued to invest and innovate. We have directed capital toward projects in the Bay Areas Green Corridor, in particular the facilities at 98th Avenue in Oakland, our facilities at Davis Street in San Leandro, and the Altamont Landfill located in unincorporated Alameda County, near Livermore. The table below illustrates our recent investments.
Facilities
WMAC Hauling Trucks & Containers Facility Improvements Technology Davis Street SS MRF Upgrades Dry Waste MRF Upgrades New Public Area MRF Davis Street Master Plan Green Waste Building Heavy Equipment Tractors & Trailers Altamont Landfill WM-Linde LFG-LNG/CNG Landfill construction Facility Improvements Equipment 15,000,000 1,000,000 250,000 250,000 1,000,000 250,000 250,000 1,000,000 250,000 250,000 1,000,000 250,000 250,000 350,000 400,000 400,000 150,000 11,000,000 350,000 400,000 350,000 400,000 1,500,000 1,000,000 250,000 1,000,000 1,500,000 250,000 400,000 2,000,000 50,000 0 2,000,000 50,000 0 2,000,000 50,000 0 2,000,000 50,000 0
2009 ($)
2010 ($)
2011 ($)
2012 ($)
Zero Waste Services
Statement of Financial Qualifications
Facilities
Technology Total
2009 ($)
250,000 22,200,000
2010 ($)
250,000 5,450,000
2011 ($)
250,000 17,300,000
2012 ($)
250,000 4,950,000
Total Investment: = $50,000,000
These investments have yielded our near-Zero Carbon Footprint LNG/CNG fuel, new low-emissions CNG trucks and tractors, CNG fueling stations, new diversion and separating equipment at Davis Street Transfer Station, and environmental improvements in managing emissions and storm waterto name just a few. Furthermore, these investments have supported local construction companies, created jobs at WMAC and other businesses in Alameda County, and provided Sales & Use taxes to our State and Local communities at a time when sales tax dollars were declining in Alameda County. During the worst economic downturn since the Great Depression, WMAC invested tens of millions of dollars in Oakland and Alameda County. We will continue to be a vital contributor to the areas economic recovery and vibrancy. Our financial commitment to Oakland and the Green Corridor extends beyond the numbers. We are determined to bring new job growth, additional ingenuity, and an enhanced environmental partnership to Oakland. On the following pages, please find Waste Managements most recent audited financial statements. The financial stability reflected in this datapaired with our unparalleled experience with the Citys unique needsserves as the bedrock upon which WMAC will continue to build the programs and infrastructure to support the Citys goals.
4.1 AUdITEd FINaNcIaL STaTEmENTs

Waste Management of Alameda County is a wholly owned subsidiary of Waste Management, Inc. WMACs financial data is rolled into the Waste Management corporate statements provided on the following pages. As the largest and leading comprehensive, environmental publicly traded company in North America, reporting revenues in excess of $13 billion dollars and income from operations in excess of $2 billion, Waste Management offers historically consistent results to provide financial stability to customers and shareholders. With a market capitalization valuation that exceeds $15.1 billion dollars and an approximate enterprise valuation of $28.2 billion dollars, strong balance sheet and operating cash flows, Waste Management demonstrates superior financial capabilities in all measurements and ratios. Waste Management self-finances capital investments, thereby avoiding leveraging risks that may be associated with other, smaller competitors. The large initial capital investment that Waste Management proposes to make for the City of Oaklands combined proposals represents approximately 4.5% of anticipated yearly operating cash flow in 2015.
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Audited Financial Statements The City of Oakland
Zero Waste Services
Audited Financial Statements
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Zero Waste Services
Audited Financial Statements
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Zero Waste Services
CFO Statement of No Material Change
4.2 CFO Statement of No Material Change

In addition to the audited financial statements, the proposer must provide a statement from the Chief Financial Officer indicating that there has been no material change in the financial circumstances of the proposing entity (or its parent company or owners if they are providing financial assurance of performance) since the date of the last audited financial statements. The financial capabilitiesincluding security and stabilitywe offer the City of Oakland to complement its Zero Waste goals are incomparable.
4.3 Proof of Required Financing

Financing of the services and equipment will be the sole responsibility of the successful proposer. Each proposer must demonstrate that it can provide the required financing from either 1) internally generated funds, or 2) commitments from external sources. The City reserves the right to require submission by the proposer, at no cost to the City, of an opinion by a Certified Public Accountant with regard to the financial status of such proposer, including ownership of, or interest in, equipment and facilities prior to award of a Service Contract. In its most recent report, Standard & Poors Ratings Services assigned its BBB rating to Waste Management Inc.s proposed $350 million senior unsecured notes due in 2014, guaranteed by its wholly owned subsidiary Waste Management Holdings Inc. At the same time, Standard & Poors affirmed its existing ratings for Waste Management, including the BBB corporate credit rating. The outlook is stable. About $8.5 billion of debt is outstanding. The ratings also incorporate expectations that management will maintain good liquidity, pursue a moderate financial policy, and allocate capital in a disciplined manner. The ratings on Houston, Texas-based Waste Management reflect its position as the largest solid waste management firm in the U.S. and Canada, providing integrated services to about 20 million residential, municipal, commercial, and industrial customers, and an overall satisfactory financial profile, said Standard & Poors credit analyst, Roman Szuper.
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Proof of Required Financing
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For additional information regarding Waste Management financial capabilities, please consult the references listed below.
Financial References
Bank Reference: Mr. Tim Laurion, Vice President, Bank of America, 100 Fleet Street, Boston, MA 02110, 617 434 9689 Trade Reference: Marathon Equipment Company, Attn: Richard Bassett, Credit Manager, P.O. Box 1798, Vernon, AL 35592, 800 633 8974, ext 1142 Equipment Reference: Ms. Teri Ault, Controller, Houston Mack Sales and Service, Inc., 5216 North McCarty, Houston, Texas 77013, 713 673 1444, ext 1215
4.4 Labor Agreements

Proposers must provide a copy of labor agreements under which they are providing current collection services in Alameda, Contra Costa, San Francisco, Santa Clara, and San Mateo Counties. Proposers who are not currently providing collection services under the terms of a labor agreement must provide documentation in a manner that is acceptable to the City of the wages and benefits paid to employees providing those collection services in Alameda, Contra Costa, San Francisco, Santa Clara, and San Mateo Counties. If the proposer intends to enter into any labor agreements related to the provision of MM&O Collection Services, the proposer must describe the nature of the agreements and when they will be implemented. WMAC has provided the existing labor agreements under which we operate in Appendix D: Teamsters Local 70 (drivers, operators and dispatchers), ILWU Local 6 (operators, sorters and clerical), and Local 1546 (machinist and technicians). While WMAC is engaged in contract negotiations with Local 6 and Local 1546, we do not intend to enter into labor agreements with additional unions. WMAC is proud to be a union employer and we employ 701 union members represented by the Unions referenced above at our hauling, processing and disposal facilities in Alameda County.
A New Beginning
Labor peace is essential to the daily delivery of services to the residents of Oakland. The relationship between WMAC and Local 70 has changed considerably since the July 2007 lockout and the us against them attitude pervasive in 2008. Changes to leadership in January 2009 resulted in a new era in the relationship between labor and management. With the arrival of Area Vice President, Barry Skolnick in December 2008 and with commitment from Waste Management, a primary goal was to repair employee and Union relations. Through numerous meetings and ongoing dialogue and negotiations in September 2009, WMAC and Local 70 signed and ratified the first Collective Bargaining Agreement (CBA) in 22 years, which extended the CBA through June 30, 2017 and provided for significant changes, supported by the union leadership, to improve employee health and safety.
Zero Waste Services
Labor Agreements
Felix Martinez, Business Agent & Marty Frates, Secretary-Treasurer, Brotherhood of Teamsters Local 70
While recent history seems to take us back to the 2007 Lockout many things have changed. The Union continues to believe that Labor peace is essential to the daily delivery of services to the residents of Oakland but the relationship between Local 70 and WMAC has changed considerably since the July Lockout of 2007. Changes in leadership in January 2009 resulted in a new attitude in labor and management relationships. Full letter is included in Section 3 Qualifications
A Change in our Relationship

The emphasis since the execution of the CBA has been to structurally and culturally change the relationship between the parties. The commitment is top down and reflects the open dialogue maintained between Waste Management, Barry Skolnick and Business Agent, Felix Martinez, with weekly meetings and quarterly Shop Steward meetings to discuss operations and employee concerns. The attitude and engagement between leadership has been one of accountability, fairness and a true partnership in managing the business and servicing the needs of Oakland. Management continues to treat its employees with respect and deference by (a) listening to our employees through surveys and roundtable discussions; (b) valuing our employees opinions by making them part of the solution and improvement process; and (c) holding the management team accountable for following and implementing the terms of the CBA. As a result, we have listened to our employees and:
Made numerous site improvements at 98th Avenue and Davis Street Engaged our frontline employees on the types and design of new trucks Met with our employees regularly on improving customer service and hard to service stops Conducted pre-Grievance meetings every Wednesday morning and Grievance panels every month, if
needed. Issues, disagreements and dissention are no longer allowed to languish

Counseled on service interruptions and missed pickups Set and enforced standards on how our employees are to engage the general public Conducted LEEN events and roundtable discussions geared towards improving customer service and
our employees work environment. LEEN is a continuous improvement process utilized by some of the worlds most effective service and manufacturing companies. Both WMAC and its Union representatives are committed to spending the time and needed resources to improve employer-employee relations.
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A New Safety Culture

When asked what he attributes the turnaround to WMACs safety numbers, Roll-off Shop Steward Mike Slader doesnt hesitate, Safety classes with Troy Zimmer. I can feel our company is going in a great direction.
Workplace safety for WMAC and the Union became a top priority in 2009 with both parties guiding and mentoring employees not to engage in unsafe behavior. On numerous occasions, Local 70 Secretary Treasurer, Marty Fretas and Business Agent, Felix Martinez, and Local 1546 Secretary Treasurer, Don Crosatto have led Safety meetings and counseled our employees on what it means to be safe--stressing that we want our employees/members and the general public to return home safely to their families every day. Since 2009, with Management and the Unions engagement, there has been a dramatic decrease in injuries, auto accidents and property damage claims. We attribute our Safety success over the past four years to:
Our partnership with all of our employees and the Unions Accident Review Boards (ARB), which investigate accidents, being comprised of drivers and managers
with an effort to determine root cause and prevent future accidents

Our 90-day New Hire process being comprised of managers and Local 70 drivers and other employ-
ees evaluating and coaching new employees for success

Our employees adopting zero tolerance for unsafe behavior
Benefits to Oakland
WMAC is committed to Labor Peace and fairly balancing the needs of our employees, our customers and our financial viability. A continued partnership with WMAC assures Oakland minimal transition in 2015 and continuity in providing service to the Citys residence and businesses. Our management team at 98th Avenue and Davis Street and our employees have serviced the City for 100 years and have the familiarity and expertise to continue meeting the needs and challenges of Oaklands Zero Waste initiatives. Our management team and frontline employees are a known provider and assure the Oakland community of their commitment customer service and excellence.
Zero Waste Services
HHW
5.6 HHW
Proposers shall provide a subscription based Household Hazardous Waste (HHW) Collection plan that details the operations of the proposers HHW Collection program. This service is supplemental to the Alameda County HHW collection program. The plan must include, but may not necessarily be limited to:
WMAC is the only company that provides a safe, convenient solution that meets all regulatory requirements for HHw and sharps.
A door-to-door household hazardous waste (HHW) program is defined in the Health and Safety Code as a program that permits a public agency to collect hazardous waste from homes and deliver that material to a Treatment Storage and Disposal Facility (TSDF) for recycling/disposal. There are several specific requirements in the regulations, which became effective January 1, 2012 with SB456. A registered hazardous waste transporter operating under a permit-by-rule issued by the local Certified Unified Program Agency (CUPA) to the public agency may collect hazardous waste from homes, assuming the following regulations are followed:
City EPA ID number must be used on uniform hazardous waste manifests created at the time the haz-
ardous material is collected from the homes

An inventory form must be prepared at each home listing the items collected Waste must be segregated on the vehicle Vehicle must be inspected by California Highway Patrol (CHP) and participate in the Biennial Inspec-
tion of Terminals (BIT) program

Vehicle operator must have a hazardous materials endorsement on their drivers license Technician must have at minimum 24 hours HAZWOPER training Training for all aspects of managing hazardous waste must be documented Hazardous waste may transit a 10-day exempt transfer facility but cannot be consolidated or repack-
aged at a 10-day exempt transfer facility or any other facility unless it has a permit (e.g., TSDF, part B)
Sharps are a regulated medical waste and must be collected by a registered medical waste trans-
porter and transported at the end of the day to a medical waste transfer station or medical waste treatment facility
Reports are due to the Department of Toxic Substances Control (DTSC) periodically listing all Uniform
Hazardous Waste Manifests (UHWM) used during the period This section includes WMACs approach to provide services for both HHW and Sharps collection. Our plan for handling HHW, sharps and hard-to-recycle household items provides increased convenience and safety for the citizens of Oakland. WMACs At Your Door service provides customers with practical solutions for a variety of materials while utilizing Alameda Countys existing infrastructure and ensuring accessibility for every resident. Our unique service offering has been helping municipalities, government agencies, and the public for more than 16 years.
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1. Acceptable and unacceptable materials;
Eligible Items for HHW and Sharps Program

WMAC will accept most ordinary household chemicals purchased by homeowners and residents at retail stores. Please see the detailed list below under Item 2. Note that this list is not inclusive of all materials accepted.
Collection Procedures
2. Procedures for Collection, estimate for annual number of participants, and point(s) of contact for Customers wishing to participate; Convenient, Easy to Use ProcessCustomers can follow the easy process outlined below that ensures HHW and sharps are collected and processed safely, from the comfort of their homes. 1.Resident Initiates Collection To schedule a pickup at their home, residents call a toll-free number or send an email to atyourdoor@ wm.com. A trained Customer Service Representative (CSR) from our call center will answer the call or respond to the online request. The CSR will then record the name, address, and phone number for the resident; indicate whether the residence is a single- or multi-family dwelling; and record a short inventory of the material. Then, the CSR will discuss the program with the participant, including proper placement of the material on collection day. The call center is available from 5 AM through 5 PM Pacific Time, Monday through Friday. Multilingual representatives are available. Also, for added convenience, there is an automated call system after hours and on holidays. The website is also available 24 hours a day to allow customers to request collections. 2.WMAC Schedules Collection WMAC will schedule a pick-up date with the resident and give the customer additional instructions for placement at their door, in front of their garage, orif it is a multi-family dwellingin a safe location (never at the curb or on public property). That location is noted by the CSR for use by the customer service technician. 3.WMAC Provides Packaging Materials Residents will receive a kit via U.S. Post from WMAC to package the material. The kit consists of a heavy bag, bag tie, labels (for material that is not already labeled) and an instruction sheet. The instruction sheet reiterates the collection date and items discussed with the CSR. The quantity of material that can be collected at one time is limited to the items that can be placed into the kit bag along with the following items, which may be placed outside the bag: Up to one television, three vehicle batteries, eight fluorescent tubes and/or CFLs One computer system consisting of one each: CPU, monitor, keyboard, mouse, printer Up to 25 pounds of peripheral items, including items with circuit boards; e.g., CD-ROMs, DVDs, VCRs, CD players, telephones and related cords
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All containers must have a labelplaced by the manufacturer or the customer. In order to protect the environment and WMAC staff, containers must not leak. If a container leaks, participants are instructed to transfer the materials to a non-leaking container and label it. Additional instructions may apply based on applicable rules and laws. 4.WMAC Collects the Material On the designated day of pickup, a customer service technician will arrive at the customers home. He or she will inspect the material and package it based on hazard classification. In the event the materials are ineligible (e.g., unlabeled, leaking, commercial material), the resident will be contacted in person, by phone and/or a door hanger will be left with instructions. Residents do not have to be home for collections to occur. 5.WMAC Transports the Material The WMAC driver will deliver motor oils, household batteries, CFLs and e-waste to WMACs Davis Street Transfer Station for further processing. The remaining materials will be delivered to Alameda Countys HHW drop-off center, located at 2100 E. 7th Street in Oakland. Each facility will package and ship these materials separately for safe processing, recycling or disposal. We prefer to work with recyclers for all materials, if possible. If no recycling option is available, treatment or incineration may be necessary through EPA and Cal Recycle-approved facilities.
Materials Delivered to Davis Street

Davis Street Transfer Station accepts the following items through the HHW program:
Miscellaneous Household
Household batteries Florescent tubes Compact fluorescent bulbs High-intensity lamps
Electronics
Televisions and monitors Microwave ovens Computer towers and peripherals
Delivery by WMAC to Alameda Countys Oakland Drop-Off Center

Under our agreement with Alameda Countys HHW drop-off center in Oakland, WMAC will deliver those materials between the hours of 2:30 PM and 3:30 PM. Under this arrangement, the Alameda County HHW program will accept the following materials (in sealed, non-leaking containers):
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The City of Oakland
Garden Chemicals Insect sprays Weed killers Other poisons, rat poison Roach poison Fertilizer Herbicides Swimming Pool Chemicals Pool acid Chlorine: tablets & liquid Stabilizer Automotive Material Motor oil Antifreeze Waxes/Polishes Cleaners Brake fluid Gasoline Sharps Syringes Hypodermic needles Diesel Fuel Used oil filters Transmission fluid Windshield washer fluid Hydraulic fluid Automotive batteries
Paint Products Oil-based paint Latex paint Stripper Stains Caulking Wood preservative Glue Thinner Household Cleaners Bleach Ammonia Floor stripper Drain cleaner Tile remover Floor and tile cleaners Rust remover Driveway Cleaner
If services are offered on a subscription basis, it is WMACs experience that the fully loaded cost to service a small percentage of users becomes expensive and has the inverse impact of reducing participation. We would anticipate a participation rate of less that .0015% of residential customers per year. A high subscription service fee and low participation would drive customers to either dispose of materials legitimately at the County HHW site, or illegally dispose of them in their MM&O and recycling containers, or elsewhere.
Public Education to Drive Awareness

3. Public education, and plans for public awareness of program; The Outreach Plan, provided above in Section 5.5, includes outreach for HHW and sharps. WMAC recognizes the importance of capturing these materials separately from Recycling and Mixed Materials and Organics carts to ensure the safety of the environment, our customers, employees and equipment. The HHW and sharps programs will be included in all collateral and appropriate outreach activities.
Reporting and Measuring Program Effectiveness

4. Procedures for documenting HHW Collection and plans for measuring program effectiveness Participant Surveys WMAC is committed to the success of each aspect of the innovative HHW and sharps program laid out in this proposal. For all programs, we will seek feedback from customers and the City to ensure continuous improvement. A postage-paid card addressed to the sponsoring agencys program manager will be included in every kit sent to participants. The card lists multiple choice and fill-in-the-blank questions.
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In the past, on average, we receive 15%-35% of these cards. From the comfort of their homes, residents fill in the cards, and their responses allow us to continually improve the program. Reports Every item collected from every home is logged on the inventory form used by our customer service technicians on-site. Monthly, Quarterly and Annual reports submitted to the City will include data from the HHW and sharps program.
Impacts on Alameda County HHW Program

5. Impacts on Alameda County HHW program, if any. WMAC has worked closely with representatives at the Alameda County HHW program to develop this service offering for the City of Oakland. This program works in concert with, and benefits Alameda Countys Oakland HHW drop-off facility by ensuring its constant use and providing residents with convenient, responsible methods for dealing with HHW and sharps. Oakland currently calls for the service provider to service household hazardous waste and sharps on a subscription or on-call basis. To do this effectively, the service providers will need to be fully qualified under State of California and County regulations. Operations must also be serviced under current union labor agreements. WMAC is a registered hazardous waste transporter operating under a permit-by-rule issued by the local CUPA to the public agency may collect hazardous waste from homes and meets all of the required regulations outlined in the beginning of the section. There are additional requirements, including use of personal protective equipment and DOT requirements above those listed here. The key to successful compliance is a well-established system for the collection and movement of materials by highly trained individuals.
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5.7 Sharps Collection Plan
The City of Oakland
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Zero Waste Services

Proposers shall provide a subscription based Sharps Collection plan that details the operations of the proposers Sharps Collection program. The plan must include, but may not necessarily be limited to: 1. Procedures for Collection, and point(s) of contact for Customers wishing to participate; 2. Public education, and plans for increasing public awareness of program; and 3. Procedures for documenting Sharps Collection and plans for measuring program effectiveness. WMACs response to Section 5.7, Sharps Collection Plan, is addressed above in section 5.6. Sharps are included in the materials that will be transported by WMAC to the Alameda County HHW program dropoff center in Oakland. All collection procedures, public education, and reporting and measuring plans described above apply to HHW and sharps.
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APPENDIcEs
We wanted a program that would include organics as well as mixed recyclables Waste Management partnered with us and provided a custom program that worked with our current level of internal resourcesWe reduced our waste disposal costs, and increased our landfill diversion rate from 45% to 82%... I enthusiastically recommend their recycling services.
John M. Haydu, CFM Kaiser Permanente Regional Corporate Office
At Fentons Creamery, we pride ourselves in offering customers the best possible super-premium ice cream. When it comes to recycling, theres only one choice for us, Waste Management of Alameda County. Serving Oakland since 1920, this local provider offers quality-recycling services to help businesses comply with AB 341, Californias new mandatory recycling law.
Scott Whidden, Master Blender Fentons Creamery
Appendices
This page contains Waste Management company confidential and proprietary methods, work product, and information and therefore is not subject to disclosure.
7.APPeNDIceS
Proposers may provide any additional information that they believe to be applicable to this proposal and include such information as an Appendix. Proposers should include information related to alternatives or exceptions in the Appendix. On the following pages, please find appendices 1 through 7 to WMACs MM&O Collection Services proposal. Weve provided these sections in the following order:
Appendix A. Alternatives and Exceptions Appendix B. Economic Impact Report Appendix C. Sustainability Report Appendix D. Resumes Appendix E. Litigation History Appendix F. Labor Agreements Appendix G. Sample Reports Appendix H. Technical Information on Facilities
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APPeNDIx C. SuSTaINaBILITY RePORT
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APPeNDIx D. ReSumeS
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The City of Oakland

Andre R. Christian Email: Achristi@wm.com
Senior Route Manager; Waste Management, Oakland, CA August 2012 - Current Responsible for Commercial Service in Oakland, Albany, Alameda, and Emeryville Managing 34 direct reports including 22 dedicated routes District Operations Manager; Waste Management, Bay Area, CA Oct. 2010 August 2012 Responsible for management of 7 route managers, 2 dispatchers, and approximately 111 drivers with 92 routes operating in several contracted cities throughout the Cal Bay Market Area covering all residential and commercial lines of business Conduct meetings with both managers and drivers covering out three areas of focus; Safety, Customer Service, Efficiency Route Manager; Waste Management, Hayward, CA Oct. 1991 - Oct. 2010 Responsible for dispatching hundreds of trucks and drivers daily Responsible for daily route staffing and coverage as well as attendance management Responsible for conducting employee evaluations and discipline Responsible for customer service related issue in the various assigned area of coverage throughout Alameda County resolving issues from service to billing Routinely meet with city staff on issues relating to service as well as various projects involving both parties Conduct daily/weekly safety briefings and meetings with employees Conduct ongoing routine vehicle maintenance inspections and complete the accompanying reports as required Conduct in field driver observation assessments and complete accompanying reports required Responsible for conducting route restructuring as needed for efficiency Driver; Waste Management, Oakland, CA June 1988 Oct. 1991 Residential route driver responsible for managing a three-person crew providing both residential and commercial service to customers in our service area of Oakland, CA. Responsible for truck upkeep and maintenance as well as all route related paperwork Residential pool driver working various routes throughout Alameda County
Experience
Training
Labor Relations/Contract Compliance Drug and Alcohol Awareness Environmental Protection DOT Compliance Route Manager Training Program (Houston, TX) Front Line Leadership Accident/Injury Prevention
Proficiencies
Internal/External Customer Service Excellent customer contact and interaction Safety Educator Accident/Injury Investigation Staffing and Employee Development Reporting
Jeffrey Cox Email: jcox112@wm.com
Route Manager; Waste Management, Oakland, CA January 2012 - Current Managed all aspects of collection routes spanning both residential and commercial accounts, as well as accountability to review and audit all documentation related to route operations on a daily basis. Increased and maintained higher accountability for unionized route drivers which yielded a marked improvement in both service and customer satisfaction. Personally recognized by both coworkers and customers alike for exceeding expectations and awarded numerous times for consistent commitment to excellence in execution. Operations Manager; CSI, Inc., Oakland, CA Mar. 2004 Oct. 2010 Managed all operational and field aspects for several national accounts spanning various multi-media including Broadband Cable, VoIP, WiFi, Premise Wiring and Digital Signage Networks. Successfully grew both a satellite and non-pay field collections operation, which collectively annualized over 3 million in revenue and a 15% net profit margin. Dramatically increased the average of customer field saves from 15% to exceeding 45% through higher employee accountability standards and risk/reward programs. Communicated, interacted and negotiated final company decisions with vendors and company clients. Regional Manager; General Fiber, Oakland, CA July 2005 - Aug. 2006 Manage a team of up to 215 technical and professional personnel, including 22 Supervisors and Crew Leaders throughout the San Francisco Bay Area region. Dramatically increased revenue by identifying new sales opportunities and negotiating new contracts with our clients that grew revenues from $4.5 million to exceeding $15 million. Formulated a comprehensive, progressive pay scale, which decreased overall system payroll by 10%. Successfully staffed all projects to meet client expectations and exceeded all projected forecasts.
Experience
Education
Bard College; Annandale-on-Hudson, NY Aug. 2000 - May 2004 BA Degree, Cultural Anthropology Conducted original ethnographic research in the Hudson Valley Produced a 150 page thesis on genders role in the migratory experience of Mexicans to the region in search of work
Certifications
CA C-7 WMU University Course Certifications OSHA Certification Training
Proficiencies
Experienced with PCs using Windows, MS Office Products, plus Internet research. Developing a Management Team Effective Time Management Positive Employee Relations
Mark Ronald Cramer Email: mcramer@wm.com
Centralized Dispatch Manager; Waste Management, Oakland, CA Feb. 2011 - Current Self taught Power Script Language to automate dispatch protocols Created PSL Suite to automatically address 1) a multitude of dispatcher functions valued over $150K annually & 2) departmental deficiencies effectively raising service standards and communication Devised protocols and made recommendations for the WMAC Transformation Initiative including the Records Manager and other SOPs Route Manager; Waste Management, Oakland, CA May 2005 Feb. 2011 Realized managements vision of the Route Manager Dispatch Packet (RMDP) daily book of business Revised closing protocols to prepare following day including the MPU Report, the Closing E-mail, the Ops Cases Report Fielded escalated calls Operations Management Trainee Waste Management, Oakland, CA Cross-trained between WMAC, Valley WM, and CMC Mar. 2010 May 2010
Experience
Internship Lead Generation; Radiant Technologies, San Diego, CA Sept. 2009 - Dec. 2009 Detail ERP features for CPG manufacturers, divided by role (web content). Discuss current and relevant topics of interest in ERP to mature interest in potential buyers. Internship Sales Support; Cox Media, San Diego, CA Sept. 2009 - Dec. 2009 Educated 4th grade students about the importance of protecting their watershed during classroom presentations Improved educational materials used during presentations Operations Manager; Borders Books, Music, Movies and Cafe, San Diego, Ca Jan. 2008 Mar. 2009 Recruiting/Retention, Supervise and Train in-store Operations teams Implement alphabetization tracking system to deliver precise measurable results on $1.3 Million annual inventory, 7 broad categories divided into over sixty sections, alphabetized individually Launch new Borders concept store in National City, Plaza Bonita. Sales forecasted at $5 Million. Recruit and train sales and inventory processing teams, 30 personnel. Manga-shift Project: Reallocate sales floor space to create synergies between genres. Develop boutiques w/in store. In-store inventories made available over 20K of Inventory otherwise unavailable to customers w/out assistance from bookseller staff. Inventory Manager; Borders Books, Music, Movies and Cafe, Apr. 2007 Jan. 2008 Manage Inbound and Outbound Inventory, Administer Cycle Counting Sped up inventory processing to 24 hours truck-to-floor from a 3-week backup. Turn around was unprecedented at district level. Warehouse receiving at 6 pallets weekly. Interim General Manager; Borders Books, Music, Movies and Cafe Top Performing store in December Dec. 2006 Feb. 2007
Sales Manager; Borders Books, Music, Movies and Cafe, Apr. 2006 Apr. 2007 Promote and Monitor Sales, Forecasting, Develop personnel Targeted Development plan of bench strength. Create and implement 6 month action plan to mature managerial talent
Retraining Initiative: Transform series of individual competencies into a development schedule legitimizing performance appraisal decisions, informing personnel, and equipping management with 360 degree snapshot of individuals talents. Design of In-store Zoning: System dividing responsibilities of 7 major categories between smaller teams of diverse personnel for accountability and to raise standards of excellence.
Restaurant Manager; Dennys Restaurant June 2004 June 2005 Supervise staff of 20 personnel, Staffing, Ordering, Monitor and report details for fiscal week Implement Stationing amongst servers organized server responsibilities. System accommodates as few as 3 servers and 30 tables to 10/50.
Education
University of San Diego; San Diego, CA MA Degree, Business University of California; Davis, CA BA Degree, Sociology Jan. 2010
June 2004
Proficiencies
Scholarships Award to Study Abroad Scholarship, China, 2010, Deans Merit Scholarship, GSBA, USD, 2008, 2009, Award to Study Abroad Scholarship, Argentina, 2002 Volunteer Work Subaru U.S. Womens Triathlon Series San Diego 07; Tzu Chi: Recycling, Childrens Readings, 06; Progress Ranch: staff asst for emotionally disturbed children Spring 04, Summer 04; La Esperanza: TJ House Building Project Exchange Student: Argentina 2002 Intramural Softball, UC Davis. Team Captain, Spring '03, spring '04 Race for the Cure: Breast Cancer Walk '04, '05 Bilingual (Spanish Speaking)
Charlie DeLa Mater Email: cdelamat@wm.com
Senior District Fleet Manager; Waste Management, Oakland, CA April 2007 - Current Provide community outreach and technical support for recycle and compost programs in the form of waste assessments, service recommendations, training, and monitoring to help businesses, multifamily dwellings, and schools reduce waste sent to landfills Work with city staff to execute the waste reduction goals of their contracts with Waste Management Coordinate efforts with drivers, customer service, and billing to ensure the best service for our customers Maintain Alameda County Green business status and worked on team to achieve LEED Gold Certification for existing buildings for our 98th Ave. office. Environmental Education Assistant; StopWaste.Org, San Leandro, CA May 2006 Mar. 2007 Taught 4th and 5th grade students on fieldtrips to the transfer station about waste reduction and the 4Rs Assisted with piloting a 4Rs summer program for day camps Trained new education assistants in program implementation Naturalist; Hayward Shoreline Interpretive Center, Hayward, CA July 2005 - Aug. 2006 Led interpretive field trips through the Hayward wetlands Created and conducted educational programming for weekend visitors and children at summer camp Worked as a team member assisting in program scheduling, creating and editing quarterly newsletters, and maintaining exhibits Environmental Educator; Alameda County Resource Conservation District Oct. 2005 April 2006 Educated 4th grade students about the importance of protecting their watershed during classroom presentations Improved educational materials used during presentations Sixth Grade Teacher; Day Star School, Juticalpa, Honduras Taught multiple subjects in English to Honduran students Created curriculum used throughout the school year Camp Counselor; Adventure Day Camp, Walnut Creek, CA Led groups of 15-20 campers in art, sports, nature, and music activities Aug. 2004 - June 2005
Experience
Summers 2001 - 2003
Education
Certifications
Alameda County Master Composter CPR and First Aid Microsoft Office Suite Spanish
Proficiencies
Kevin A. Floyd 172 98th Ave. Oakland, CA 94609 Email: kfloyd@wm.com
Operations Manager; Waste Management, Oakland, CA 2006 - Current SecondaryOperations Manager Roll Off Supervised five route managers for commercial and residential teams in five different franchised service areas. Responsibilities included P&L review, customer service, safety, efficiency, contract compliance, labor relationships, discipline, quarterly reviews, development of staff, and hiring all levels of employees for the site. Responsible for all aspects of Roll Off operations in seven Bay Area cities. Supervision of 1 route manager and 45 drivers. . Logistics Manager; Proclaim Promotions, Concord, CA 2005 2006 Handled all aspects of logistics for large client promotion installations for US and Canada including inventory, customs, and shipping. Vice-President; Pacific Commodities, Hayward, CA 2004 - 2005 Responsible for all aspects of trucking operations, security, and customer service. Providing business development and strategic planning for future growth of the organization. Operations Manager; Cal Freight Sales 2003 2004 Recruited owner operators, managed all aspects of DOT and State requirements. Developed operational plans with customers and shippers to maximize intermodal efficiency. Manager of Drayage Services; Hubgroup 1999 - 2003 Managed teams of dispatchers and load planners to maximize equipment utilization and profit. Developed and maintained relationships with vendors, customers, and internal support teams to provide local and national intermodal transportation. Equipment Project Manager; Pacer Intl., 1996 - 1999 Responsible for controlling all aspects of intermodal equipment routing, costs and availability for customer transportation needs Operations Manager; Federal Express Corporation 1987 - 1995 Managed, directed, and controlled all aspects of station operations with emphasis on People, Service, and Profit. Developed safety training program reducing injuries and accidents by 20%. Improved station morale by implementing more effective communication methods with staff and management.
Experience
Education
San Francisco State University; San Francisco, CA MS Degree University of California; Berkeley, CA BA Degree 1985 1982
Proficiencies
Over 25 years of progressive operations and project management in the transportation and services industries. A dedicated and responsible leader of various teams and groups. Excellent organizational skills. A demonstrated ability to direct and monitor a wide variety of tasks for large and small teams. Developed, trained, measured, and monitored multiple vendors, front line management, and staff performance to meet and exceed goals and expectations.
Recruited, hired, and trained new employees for DOT positions and insured compliance for all state and federal regulations.
Dino Richard Fontana Email: dfontana@wm.com
Container Delivery, Shop Manager; Waste Management, Oakland, CA April 2010 - Current Responsible for cart and container deliveries for the WMAC District. Manage Local 70 container drivers and Local 1546 container repair shop employees who repair and refurbish steel FEL, REL, roll-off containers and plastic carts. Operations Manager; Waste Management, Oakland, CA 2000 2010 Responsible for daily operations of unionized hauling site with over 300 employees. Managed up to 12 route managers. Ensured compliance with all Local, State, and Federal regulations including maintenance of driver DQ files and D&A program. Responsible for managing budget for operations including purchasing, productivity standards, and labor hours. Conducted and facilitated weekly safety meetings with all employees. Worked closely with jurisdictional representatives to ensure WMAC met our contractual requirements. Responded to commercial and residential customers questions, issues, and requests. Roll-off Operations Supervisor; Waste Management, Oakland, CA 1990 2000 Supervised 50 union roll-off drivers. Managed six day per week/two shift per day operations. Insured coverage of open routes due to sickness, vacation, or other absences by analyzing workload and assigning drivers accordingly. Maintained excellent customer relations with commercial, residential, and governmental customers. Main Office; Oakland Scavenger Company, Oakland, CA 1984 1990 Performed various accounting functions, assisted controller and CFO. Worked in A/P department and processed invoices and made payment to company vendors.
Experience
Education
San Jose State University; San Jose, CA BS Degree, Accounting 1984
Proficiencies
22 years of increasing management responsibilities. Talented and determined individual who gets results. Skilled in problem solving, troubleshooting, and labor relations. Proven performer with a desire to tackle new challenges and learn new processes.
Scott Germann 172 - 98th Ave. Oakland, CA 94603 Email: sgermann@wm.com
Area Fleet Manager; Waste Management, Oakland, CA 2008 - Current Oversight includes all aspect of Fleet Maintenance, Purchasing, and Compliance as well as facility maintenance and security for all lines of business including our Collection, Post Collection and Material Recycling Facilities. This includes over 1000 Collection and Support vehicles as well as over 300 Post Collection assets ranging from CAT D9 Dozers to Polaris ATVs, as well as Sorting Line conveyors. Oversee negotiations with regards to all union contracts, local vendor relationship. Director of Operations; Ryder Systems, Inc., Louisville, KY 2006 2008 Oversaw all maintenance related activities. Ensured delivery of service to customers as well as compliance with standards. Managed safety in a zero-accident environment. Held responsibility for P&L of 26 branches involving $74,000,000 in revenue in 2006, to over $79,500,000 in 2007. Ensured rental operations grew and that managers had resources and expertise to produce desired results. Performed quarterly branch reviews to insure certain standards were met or exceeded. General Manager; Ryder Systems, Inc, San Antonio, TX 2005 - 2006 Developed sales force. Reviewed pipelines, analyzed deals and performance. Ensured delivery of service to customers along with compliance with standards. Oversaw customer-retention. Strived to provide safest working environment for all employees. Maintained P&L responsibility for 15 branches and $27,000,000 in revenue CBU Rental and Asset Manager; Ryder Systems, Inc, Atlanta, GA 2001 2005 Oversaw training and development of largest metro branch, which included a call center. This included both inside and outside sales representatives. Directed the operations and sales for 7 large metro branches. Developed and maintained a fleet age plan for over 2000 vehicles. Responsible for growing Rental Revenue and Margin year over year. Achieved highest rental margin in companies history for 2005. CBU Rental Manager; Ryder Systems, Inc, Minneapolis, MN 1988 - 2001 Began working for Ryder in area of maintenance. Switched tracks in 1990 and began renting and selling vehicles. Excelled in all aspects of the position and was promoted to District Rental Manager in 1994. In 1996 was promoted to Customer Development Manager oversee several of the Districts largest leasing customers. In 1998, was promoted to the expanded role of CBU Rental Manager overseeing operations in 4 states.
Experience
Education
Hamline University; St. Paul, MN BA Degree, Political Science and English Writing
Proficiencies
Operations Brought about complete turn-around in profitability resulting in highest margins in company history, 2001-2005. P&L 21 plus years of experience deciphering and zeroing in on problem items that have allowed me to become one of the strongest in my field. Sales 10 plus years of sales management both inside and outside with a track record of accomplishments including highest revenue growth year over year 2004, 2005. Leadership 21 plus years of quality leadership development. My success has always grown as proportionate to my success with developing my teams. In each market Ive successfully hired, coached and promoted leaders.
Jack Isola Email: jisola@wm.com
Senior District Manager; Waste Management, San Leandro, CA 1990 - Current The Davis St. facility processes an average of 3800 tons per day of material from Alameda and adjacent Counties. Responsible for the daily operation of the facility Disposal operations Transfer operations Green / wood grinding & processing Residential, & commercial food waste processing Special waste acceptance procedures Truck and equipment maintenance Oversee the design, construction and startup of 3 MRFs C&D (Constructed in 2002) Single Stream (Constructed 2006) Public Area MRF (Constructed 2011) Landfill Operations Manager; Waste Management, Northern California Market Area 1986 - 1990 Responsibilities included oversight of Altamont, Tri-Cities, Sunnyvale and the 27th Ave. Landfill, Arizona. I was responsible for oversight of facility managers, special construction projects including installation of gas systems, labor management and equipment maintenance. Landfill Construction Manager; Waste Management, Northern California Market Area 1984 - 1986 Working with a construction team managed landfill construction projects at Altamont and Tri- Cities Landfill. Work included major, dike, cell, and roadway construction. Landfill Supervisor; Waste Management, Northern California Market Area 1983 - 1984 Supervised Daily operations at the Tri-Cities and Altamont Landfills including startup of the San Francisco Disposal Contract operations at Altamont landfill. Route Driver; Oakland Scavenger, Oakland, CA 1979 - 1983 Operated as Head Residential Route Driver and Commercial Route Driver in the City of Oakland. Fifth and Sixth Grade Teacher; Saratoga Unified School District, Juticalpa, Honduras 1972 - 1978 Taught multiple subjects including Math, English, Science and Social studies to grades 5 and 6. Created curriculum used throughout the school year
Experience
Education
St Marys College; Hayward, CA BA Degree, History 1966-1970
Certifications
Teaching Credential from California State Hayward; Hayward, CA 1971
Rebecca Jewell Email: jewell@wm.com
Recycling Program Manager; Waste Management, San Leandro, CA April 2006 - Current Business Development Research potential partners, material flows and processes Establish new markets for materials Negotiate thresholds and rates Customer assistance Research recycling opportunities for materials unique to specific customers Recommend alternative processes or vendors for recycling materials Communicate Davis Street recycling activities to partner cities, government officials and members of the public Generate qualitative & quantitative reports detailing material processes and end uses for recovered materials Create outreach materials, video & website detailing the recycling processes for each material handled Conduct facility tours for interested groups Professional development for Recycling Coordinators Identify knowledge gaps Design curriculum & assemble the quarterly schedule Coordinate guest speakers and content Found Art Program Manager; Society of St. Vincent de Paul of Alameda County, San Leandro Aug. 2004 Aug. 2006 SecondaryRecycling Team Leader and Volunteer Manager Social services organization with direct service programs and retail outlets throughout Alameda County Set up and implemented organization-wide recycling program resulting in over a half-million pounds diverted from the waste stream in one year Established relationships with recyclers Negotiated rates for sale of recyclable materials Provided technical assistance to staff around recycling and reuse Created and procured funding for Found Art programs Created Found Art product prototypes from recycled materials Supervised Studio staff of 4 low-income clients to create Found Art products for retail sale Managed Artist in Residence program Recruited Advisory Committee Established artist outreach and vetting process Established strategic partnerships with agencies and institutions throughout the Bay Area for service grant opportunities Researched, wrote and coordinated service grants Created and manage volunteer and intern programs in keeping with diverse needs of the Society programs and operations Created and maintain accurate volunteer and intern job descriptions for each of the Society's 9 sites Generated volunteer outreach and marketing materials for the range of Society activities and programs Marketed in various online and printed resources to implement volunteer and recycling initiatives Co-Chair, Board Member; Young Nonprofit Professionals Network, San Francisco, CA 2000 - Mar. 2006 A professional development organization for individuals with less than 7 years experience in the nonprofit sector Managed 14-member board to implement up to 30 professional development, mentoring, and membership programs a year Created marketing and outreach materials for membership and event activities
Experience
Recruited members and market YNPN through outreach and public speaking engagements, conferences and job fairs each year Conducted annual performance reviews with board members Instituted and maintain partnerships with like-minded organizations on program initiatives and common goals Established benchmarks for ongoing outreach and appropriate services by producing a web-based survey tool
Program Director; International Volunteer Program (IVP), San Francisco, CA 1999 2003 A volunteer exchange program between the United States, France and the United Kingdom Directed volunteer exchange of American and European students to host agencies in the US and Europe Marketed IVP through public speaking engagements, print- and web-brochures Authored international volunteerism articles addressing volunteer/agency best practices Recruited volunteers from the United States & Europe Placed and supervised volunteer placements in the US, France and the United Kingdom Managed program/host agency relations and volunteer experience through surveys Created and implemented client database to recruit and track host agencies Authored 30-page instructional handbook in French and English, identifying best practices for volunteering and cross-cultural problem solving Reported semi-annually and generated report requests for Board Generated and managed annual program budget
Education
Kalamazoo College; Kalamazoo, MI BA Degree, Psychology 1996
Service
Alameda County Recycling Board Board Member 2009 - Current Northern California Recycling Association Board Member, Jobs in Recycling Co-chair2007 - Current Advanced: Microsoft Professional Office Suite, 98, ME, XP Proficient: Raisers Edge, PageMaker, Photoshop, PowerPoint, Mac word-processing, spreadsheet and mail programs Fluent: written and spoken French Basic comprehension: Italian, Spanish, German
Proficiencies
Greg Lammers Email: glammers@wm.com
Experience
Senior Finance - Business Development; Waste Management, Inc. February 2009 - Current Strategic Acquisitions, Mergers and Divestitures, pro forma analysis and review, target assessment, company integration, process improvements, due diligence, new product development, sustainability analysis, and profitability and margin enhancement Director - Pricing; Waste Management, Inc. September 2003 - January 2009 Develop and Manage Price Improvement Strategy and Programs, Improved Yield from 0.5% to over 5.4% for Group, Increase Profitability and Create Additional Revenue. Achieved annual yield improvement exceeding $150m annually, exceeding goals by over 150% each year (2004 through 2008). Director of Business Improvement; Waste Management, Inc. July 2000 June 2003 Deployed PeopleSoft Financials and Payroll, managed Revenue Management Conversion team, deployed digital photo system, managed team of 65 route and billing audit, Enterprise System Initiatives, Change Leader for West Group. District Manager; Waste Management, Inc. November 1999 July 2000 $45M annual revenue, 136 employees. 47,000 customer and three landfills. Exceeded EBIT budget by 240%, consolidated customer service centers, recognized by local municipal leadership for innovation. Region Controller; Waste Management, Inc. July 1996 November 1999 Twelve Districts with annual revenue over $325M, 960 employees. Most Profitable Region of entire company in 1999 at 42% EBIT. Consolidated merger with USA Waste and acquisition of various companies into Region.
Education
Santa Clara University Leavey School of Business; Santa Clara, CA Bachelor of Science, Finance Bellarmine College Preparatory; San Jose, CA 1982 - 1986
1978 - 1982
Proficiencies
Versatile Executive with 26 years experience in developing and implementing strategy and processes improvement programs. Ability to identify, build and develop successful and motivated teams. Business Development Strategic Analysis Program Development Profitability enhancements Pricing analysis Financial and pro-forma analysis Acquisition and Divestitures Operational Management
Honors | Awards
Certificate of Special Congressional Recognition for Outstanding and Invaluable service to community and contributions to economic development State of California Senate Resolution for exemplary record of Managerial Leadership to State of California California State Assembly Certificate of Recognition for Dedication and Service to the Greater San Fernando Valley Community County and State.
County of Los Angeles Commendation for dedicate service and numerous contributions for the benefit of the citizens of Los Angeles County. City of Los Angeles Certificate of Commendation for Outstanding efforts supporting Economic Development and Business Community. City of San Fernando Honors for economic development, business and community events, and providing assistance to the City.
Kenneth Edward Lewis, P.E. Email: klewis@wm.com
Director of Post Collections Operations; Waste Management, Northern California/Nevada Market Area 2008 Current As Director of Post-Collections Operations for Waste Management, I am responsible for all aspects of operations, safety, engineering, compliance, facility development and financial performance for the following post-collections business units within Waste Managements California Bay Market Area in northern California; Altamont Landfill and Resource Recovery Facility located in Livermore, CA Anderson Landfill located near Redding, CA Lockwood Landfill located in Reno, Nevada Tri-Cities Landfill and Resource Recovery Facility located in Fremont, CA Kirby Canyon Refuse Disposal Facility located in Morgan Hill, CA Guadalupe Landfill and Material Recovery Facility located in San Jose, CA Redwood Landfill and Compost Facility located in Novato, CA, High Mountain Fuels Liquefied Natural Gas (LNG) Production facility located in Livermore, CA Currently responsible for over 250 employees, approximately $85M in net revenue, 4.7M tons of disposal and recycling activities and over $10M in capital expenditures annually. I have 13 direct reports that include seven business unit managers, a gas operations manager, a compliance manager and two engineering managers and two civil/structural engineers. In my role, I have overall responsibility for leading the Market Areas efforts to improve efficiency in operations, lower costs per unit, develop a culture of safety in the work environment, improve sales revenues through marketing and efficient utilization of our assets, improve gas collections and renewable energy production at the landfill gas to energy facilities, develop and implement pricing strategies and oversee annual permit and capital improvement projects and budgets.
Experience
Senior District Manager; Waste Management, Fremont, CA 1999 2008 For almost a decade, I held the position of Senior District Manager for two large landfills in the California Bay Market Area; the Altamont Landfill and Resource Recovery Facility and the Tri-Cities Landfill. Directly responsible for all aspects of operation of both facilities including management of site personnel, daily operations, efficiency improvement, health and safety, resource planning and management, facility development, facility maintenance, environmental protection, pricing and financial performance. The Altamont Landfill is one of the largest and most sophisticated landfill facilities in North America and the largest in Northern California with revenues in excess of $40 million annually and accepts more than 1.5M tons per year. The Altamont Landfill currently accepts over 5,000 tons per day (tpd) of various wastes streams including Class III municipal solid wastes, Class II wastes, special wastes, treated auto fluff and medical wastes, shredded tires, friable asbestos, liquids for solidification, sludge and construction and demolition debris. I was also responsible for an onsite leachate treatment facility, and two on-site electrical power generation facilities which generate approximately 9MW of electrical power from extracted landfill gas, The Altamont landfill operates under three shifts, twenty-four hours per day, six and one half days per week. The site employs more than 65 employees of whom approximately 50 are members of the Local 1546 Machinists and Local 6 Longshoreman Union. In my role as District Manager, I had responsibility to implement the Union grievance process as well as periodic collective bargaining agreement negotiations. In addition to my duties at the Altamont, I was also District Manager of the Tri-Cities Landfill (TCLF) located in Fremont. My responsibilities at this facility are similar to those at the Altamont. The TCLF accepts approximately 300,000 tons per year of wastes from the Fremont area although it is expected to
close in the latter part of 2012. The site has annual gross revenues of approximately $7.5 million and 22 unionized employees Operations Manager, RPI/ Biogro Western Division; Waste Management, CA 1998 - 1999 Acted as Operations Manager for RPI/Biogro. I was assigned to manage the daily operation of RPI/Biogros field staff and project workload. RPI/Biogro was an engineering contractor division of Waste Management Inc. specializing in land application of municipal wastewater treatment plant sludge and in-plant tank cleaning and pond dredging services to various Publicly Owned Treatment Works with a annually revenue of over $6M. In this role, I was responsible for budget planning, development of project staffing requirements, preparation and submittal of project bids, and oversight of field services and employees. The position involved coordinating of land application projects on dozens of farms located in several counties throughout California, as well as coordinating in-plant services occurring in several states throughout the Country. As Operations Manager, I had accountability for approximately 25 employees, including technical managers, job foremen, general labor, operators, and support staff. Market Area Engineer; Waste Management, CA 1995 1998 Until 1998, I held the position of Market Area Engineer for Waste Management Inc. in the Western Area assigned to various facilities in the western states. Locally, I was responsible for all engineering, permitting and design aspects of the Redwood Landfill located in Marin County. Redwood Landfill is a 420acre non-hazardous solid waste landfill, which accepts approximately 800 tpd of municipal solid wastes and 400 tpd of municipal wastewater sludge and has annual revenues of approximately $25 million. To accomplish my goals in this role I was routinely required to manage various aspects of company resources including on-site personnel, site equipment, consultants, contractors and project capital budgets. In addition, I was also responsible for coordination of various regulatory programs. Redwood also frequently presented special technical challenges due to the type of poor geological conditions present at this location. In addition to managing the engineering and technical aspects of the Redwood Landfill, as the Market Area Engineer I was also assigned to provide a wide range of engineering, permitting and construction management related services for several landfills, transfer stations and maintenance facilities through out the western US. Selected accomplishments include: Construction oversight and permitting services for a 300-acre green field landfill development, Front Range Landfill Construction oversight and permitting services for a 400 tpd Transfer Station, Franklin Street Transfer Station Construction oversight of levee and Leachate Collection and Removal Systems (LCRS), Redwood Landfill Designed and permitted landfill disposal units and final cover systems, various facilities Construction and design oversight and permitting of landfill gas systems and condensate destruction systems, Redwood Landfill Prepared Fill Sequencing Plans and other Operating Plans including Joint Technical Documents (JTD) and Report of Composting Site Information (RCSI) Permitted various operating procedures such as Alternative Daily Cover Programs, Liquid Solidification, and use of leachate as dust control Prepared various surface water drainage plans and designs for landfill facilities Prepared Post Earthquake Inspection and Corrective Action Plans and the Leachate Spill Prevention and Contingency Plans Project Manager/Engineer; CH2M HILL Inc., Stockton California 1992 - 1995 As Project Manager, I was responsible for fiscal performance, technical adequacy, and client satisfaction for the Forward, Inc. Landfill project located in Stockton, California as well as other projects/clients. The Forward, Inc. Landfill is a 567-acre Class II landfill that accepts approximately 2 millions tons per year of non-hazardous and special wastes. In this position, my responsibilities required me to develop engineering project solutions, acquire and manage various company resources efficiently to accomplish these projects
within the specified budgets. As a project manager, I managed project teams, prepared proposals, developed and managed budgets, provided construction management services and interfaced with regulatory agencies on Forwards behalf. Selected accomplishments include: Managing the design, permitting and construction of the Class II 10-acre Waste Management Unit (WMU) D95 Managing the design, permitting and construction of the 4-acre Class II overlay WMU D-94 over existing Class III waste using Geosynthetic Clay Liner (GCL) as an alternative liner system Preparing various permitting documents including the Report Of Waste Discharge (ROWD), Report Of Disposal Site Information (RDSI), Report Of Composting Site Information Managing the design and construction of the landfills site entrance facilities
Project Engineer; EMCON Associates, Walnut Creek, CA 1989 - 1992 As a Project Engineer at EMCON I was responsible for providing engineering design and construction support for various solid waste and recycling projects. During my employment, I had the opportunity to work on a wide variety of solid waste projects throughout California. Projects completed while at EMCON, included acting as Project Engineer for landfill liner and LCRS designs, construction and design of various slurry cutoff walls, field infiltrometer, traffic and waste flow design for recycle centers, geotechnical investigations, geological well drilling, slope stability analyses, and construction quality assurance oversight.
Education
California Polytechnic State University; San Luis Obispo, CA Masters Degree, Civil Engineering (Geotechnical/Environmental) University of Colorado; Boulder, CO BA Degree, Geology 1986 - 1989
1982 - 1986
Certifications
Registered Civil Engineer: California #53401, Washington #31541, Colorado #32357, Nebraska #E-9277 Registered California General Engineering Contractor (Class A): License #843776 Member - American Society of Civil Engineers, 1989
Dennis Mariano Email: dmariano@wm.com
Route Manager; Waste Management, Alameda County, CA 2012 - Current Manage daily operations of thirty seven commercial and residential refuse collection routes. Facilitate weekly safety briefings with professional drivers and ensure all drivers perform all aspects of job in a safe manner. Initiate root cause analysis on all accidents and/or incidents and discuss findings with drivers. Strive to provide all customers with timely, professional service and have a positive experience with Waste Management and its' employees. Currently implementing a "facelift" on employee restrooms to demonstrate managements' commitment to employees. Developing trend analysis on each daily route to identify areas of improvement throughout the weeks' operation. Conducting audits on "backyard service" requests to ensure that out drivers are meeting the needs of our most "influential" customers that will impact future contracts with the city of Oakland. Facilities Manager; American Airlines, Miami, FL/Dallas, TX 2009 2012 Directed day-to-day operations of a 1.6 million square foot operation, responsible for ground fleet and facilities maintenance. Coordinated all maintenance of electrical systems, mechanical, plumbing, energy management controls, HVAC, fire protection, life safety systems, record keeping, dock levelers and lifts, locks and keycards, cranes, scales, boilers, fueling systems and environmental waste handling and management Implemented successful new operational policies, decreasing "down times" by 15 percent. Provided proactive objectives and energized 10 shift supervisors to exceed productivity goals by 28%. Successfully spearheaded traditional cost center into a profit center, resulting in new revenues of $1.6 million in government contracts for TSA, Raytheon and U.S. Customs. Created ground equipment and aircraft fuel controls, increasing energy savings by $2.7 million over twelve months. Spearheaded co-op training with Department of Public Safety and American Airlines; conducted special operations and dynamic rescue drills for fall harness, confined space and hazardous storage mock rescues. Budgeting and Planning Manager; American Airlines, Miami, FL/Dallas, TX 2007 2009 Developed and supervised all essential corporate accounting, risk management, and financial analysis functions for a $33.6 million maintenance service department. Managed scheduling systems to coordinate manufacturing resources and planning, especially related to order processing, purchasing, inventory control and shipping of $10.5 million in materials. Created training courses and monitored compliance with federal mandated lessons. Centralized administration staff creating a "one- stop- shopping" experience for all hourly employees; enhancing labor relations. Restructured and consolidated workforce of 300, reducing real estate costs by $170K and improving service call times by 16%. Implemented corrective action procedures for federally mandated training failures; increasing training compliance by 32% in two departments and 520 employees. Recruited and trained 50 new-hires to fulfill attrition gaps in staffing. Identified and captured $1.7 million in federal grant funds for capital improvements in prior years. Revised procedures in payment of sales tax and recovered overcharges of $312K from vendors. Continuous Improvement Manager; American Airlines, Miami, FL/Dallas, TX 2004 2007 Selected for promotion to spearhead corporate initiatives in continuous improvement and lean manufacturing. Implemented external training curriculum for four Six Sigma facilitators (train the trainer). Developed letter of commitment for management and collective bargaining employees; gaining buy-in from both parties.
Experience
Facilitated principles of lean manufacturing, 5S, and Six Sigma classes for 19 management and 315 union employees. Identified and coordinated Kaizen events for various work systems, resulting in improved customer service, cost savings and inventory reductions. Coordinated volunteer teams and created current state, future state and value stream mapping tools to identify bottlenecks in processes. Created communication documents, story boards and "success events to celebrate and encourage enduring achievements in the continuous improvement processes. Implemented and documented work flow changes to realize annual savings in excess of $715K.
Supervisor of Facilities; American Airlines, Miami, FL/Dallas, TX 1999 2004 Ensured all critical equipment and passenger impact areas were in ready-state, informed all impacted customers when equipment was out of service, provided alternate options to obtain operational efficiency Implemented lost time controls and reduced employee absenteeism by 20%. Improved productivity by 30% among a unionized workforce of 200 employees, improving customer service and reinventing performance expectations. Developed tool inventory database, automated reporting by shift and installed RF technology on high value tooling; realizing annual cost avoidance of $40K annually. Identified Hexavalent Chromium risk in three locations, provided OSHA approved sanding booths, tracking of PELs, and coordinated medical surveillance for 72 employees. Spearheaded identification of 160 permit/non-permit confined space locations, including mapping and GPS coordinates, created permit documentation, air testing and ventilation requirements. Budget Analyst; American Airlines, Miami, FL/Dallas, TX 1997 2000 Identified and recovered $200K from inactive liability accounts. Prepared and controlled annual budget of $20M for two cost centers and seven profit centers. Responsible for $5M in account payables and $7M in account receivables for American Airlines, Hawaiian Airlines, John Peter Smith Hospital, Canadian Airlines and Coors Brewing Company. Audited all external customers' billing receipts and implemented standardized reporting. Coordinated domestic and international exhibitions in the Employee Involvement Association conferences. Developed marketing products and increased revenue via improved sales of employee suggestion programs. Negotiated payment rates on chapter 11 filing with Canadian Airlines, improving terms by $40K. Operations Engineer; American Airlines, Miami, FL/Dallas, TX 1996 1997 Increased year over year portfolio savings by 41%, resulting in a $6M dollar improvement. Designed internal audit procedures to ensure annual savings of $25 million were realized and exceeded. Developed and reviewed employee suggestions pertaining to flight operations, dispatch and loads planning to provide costs savings, generate revenue and enhance quality. Instrumental in creating new accounts on employee suggestion programs for other firms. Created cost saving solutions for Coors Brewing Company on logistics, packaging, bottling and factory maintenance procedures in Golden, Co., Nashville, TN. and Shenandoah, WV.
Education
Flight Bridgewater University; Bridgewater, MA BS Degree, Business Administration and minor in Aeronautical Science Embry Riddle Aeronautical University; Daytona, FL MS Degree, Aeronautical Science in Aviation Operations Management Aug. 2000 - May 2004
Aug. 2000 - May 2004
Proficiencies
Proven abilities in creating successful and dynamic teams. This success is based on meeting the legitimate needs of others, setting high goals for self, others and the team, being sensitive to the implications of my decisions on others, and making time to give appreciation and encouragement to my employees. Effectively hire, train and motivate staff and management teams, establish goals and controls; monitor results to consistently increase productivity, enhance customer service and reduce operating costs Skilled in the management of multiple locations, including setup and improvement of departments, systems and procedures. Proficient in OSHA, FDA, NEC, EPA NFPA code(s), ensuring implementation and compliance with regulatory agencies.
Alisha McCutcheon Email: amccutch@wm.com
Technical Compliance Manager; Waste Management, Novato, CA August 2007 - Current Manage environmental permitting and compliance at Redwood Landfill, Tri-Cities Landfill, Empire Waste, and Fort Bragg Disposal. Conduct regular audits of each facility. Manage environmental compliance and compost quality for a 170 ton-per-day compost facility. Responsible for solid waste self-monitoring program, stormwater program, groundwater monitoring and reporting program, and air monitoring and reporting program. Coordinate waste acceptance program. Environmental Protection Manager; Waste Management, San Leandro, CA September 2001 August 2007 Responsible for environmental compliance, health and safety compliance, and workers compensation claims management for a 5,600 ton-per-day transfer station including a 300 ton-per-day green waste chipping and grinding operation, a 350 ton-per-day C&D Materials Recovery Facility, a minor waste tire collection operation, a large-quantity e-waste handler and certified collection facility, a 200 ton-per-day single stream MRF, and four maintenance shops. Manage a load-check program generating large-quantity volumes of non-RCRA hazardous waste.
Experience
Education
West Virginia University; Morgantown, WV MS Degree, Safety Management West Virginia University; Morgantown, WV BA Degree, Biology August 1996
August 1994
Proficiencies
Leadership San Leandro Class of 2005 Waste Management Landfill Manager Training Class of 2009
Marcus M. Nettz II Email: mnettzi@wm.com
Senior District Manager; Waste Management, Oakland, CA June 2011 - Current Full responsibility for revenue and profit and loss of the Business Unit Manage day-to-day operations Responsible for safety and governmental compliance Establish and maintain performance and productivity metrics 65 employees $45 million in revenue 24 hour facility LFG to LNG plant / exclusive technology / converting landfill gas into fuel for vehicles Division Manager; Western Illinois Business Unit, Chicago, IL 2010 June 2011 Oversight of six divisions in the Western Illinois Business Unit: Livingston Landfill, Environtech Landfill, Landcomp Landfill, AWS of Pontiac (collection), AWS of Ottawa (collection), and Illinois Valley Recycling (MRF) Full responsibility for revenue and the profit and loss of each division Also responsible for the development of operational plans, the development of sales strategies, compliance with permit conditions, interacting with regulatory agencies, interacting with community groups, interacting with elected officials and ensuring the efficient and safe work activities of all division employees Division Manager; Livingston Landfill/AWS of Pontiac, Pontiac, IL 2007 - 2010 Received promotion and was relocated to Pontiac, IL, to oversee two divisions 29 union employees, 10 administrative employees and 12 outside contract laborers $35 million in revenue The landfill received an average of 5000 tons per day Average operational density of 2000 lbs/CY 2008 landfill achievements: Platinum World Class status (a Republic internal audit performed by the Regional Landfill Operations Manager, one of the highest scores in the nation, 98%), no regulatory violations and the financial and safety goals were achieved 2009 landfill achievements: World Class status with a score of 94%, no regulatory violations, and the financial and safety goals were achieved. 2009 received oversight responsibilities for AWS of Pontiac. Achieved financial and safety goals 2010 landfill achievements: World Class status with a score of 93%, no regulatory violations, the financial goals were narrowly missed (achieved 95%), and the safety goals were achieved. 2010 AWS of Pontiac achievements: financial goals were narrowly missed (achieved 95%), and safety goals were achieved Operations Manager; Lee County Landfill, Dixon, IL 2004 2007 Received promotion to Operations Manager of the Lee County Landfill in February 2004 Became a Certified Landfill Operator (Illinois Environmental Protection Agency) Managed the daily and long term operations of the landfill Assured the landfill was consistently operated within the conditions stipulated in the permit The landfill received an average of 3000 6000 tons per day 14 union employees, 6 administrative employees and 5 outside contract laborers Achieved bonus goals for financial growth and safety for 2003, 2004, and 2006 Route Supervisor; AWS of Dixon, Dixon, IL Received promotion from Dispatch to Route Supervisor Responsible for 19 routes (23 Drivers - 22 Trucks) 2003 - 2004
Experience
Supervised and coordinated activities of operational employees Developed work schedules and maintained staffing levels Conducted employee observations Implemented and maintained safe work practices Investigated accidents, injuries and property damage claims Conducted safety meetings 2002 - 2003
Dispatch; Rock Valley Disposal, Dixon, IL Responsible for 19 routes (23 Drivers - 22 Trucks) Customer service Planned and scheduled all Roll-Off work Maintained and processed route sheets
Education
Logos Christian College; Jacksonville, FL Associates Degree, Biblical Studies 3.6 GPA Dixon High School; Dixon, IL Diploma
Certifications
Certified Behavioral Consultant CPR and First Aid
Daniel North Email: dnorth1@wm.com
District Manager; Waste Management, Oakland, CA 2010 - Current Appointed District Manager of Redwood Landfill and Recycling Center in October 2012 Appointed District Manager of Tri Cities Waste Management in 2010 in order to lead five redevelopment projects in materials recycling and renewable energy production Redevelopment projects included an anaerobic digestion facility to create energy from residential yard trimmings; static pile composting of organic waste; a 4.8-Megawatt power plant fueled by landfill gas and other various material recycling operations Communicated design specs to the engineering team and reviewed detail drawings Lead consultants and project managers in meetings with city staff to complete CEQA documents and secure permits Financial Analyst; Waste Management, Oakland, CA 2008 2010 Lead analyst on 100 million dollar recycling and renewable energy projects including landfill gas to energy power plants, anaerobic digester facilities and inert materials recycling and reuse operations Created operations models for visualizing opportunities to improve recycling and add renewable energy production to existing solid waste collection operations Worked with engineers and consultants to assess the best waste conversion technologies for our operations Created financial models for ten redevelopment projects identified from the operating models Lobbied corporate leadership for support of the ten redevelopment projects and secured the first round of capital funding required to begin the projects in 2010 Received recognition from industry when our progress was featured in the December 6, 2010 issue of Fortune Fleet Supervisor; Waste Management, Oakland, CA 2006 - 2008 Worked with industry engineers, technicians and internal fleet leadership to deploy solid waste collection vehicles fueled by methane extracted from landfill gas Transitioned a fleet of diesel trucks to B5 (5% corn-based biodiesel), with a ramp up to B20 Managed six alternative fuel project grants between Waste Management and the California Air Resources Board (CARB), totaling over $3 million in state funding. Replaced or converted diesel engines with natural gas and received early compliance recognition from the State of California Mechanical Engineer; Optimal Energy Systems, Torrance, CA 2001 2006 Mechanical and electrical design engineer for breakthrough energy storage systems using high-speed flywheels as replacement for batteries to store and retrieve energy. Applications for this technology include future combat systems, regenerative braking in automobiles and trains, satellite power systems and wind farms Gained extensive experience in all aspects of part design including CAD, detail drawing creation, prototyping, manufacturing and QA/QC Collaborated with NASA on a project to provide both power and attitude control for satellites using breakthrough flywheel technology Collaborated with Science Applications International Corporation (SAIC) on several military pulse power projects, and delivered an operational prototype system to the Department of Defense Developed a prototype system designed to store energy generated by utility-scale wind farms Authored process documents, trained and supervised a team of lab technicians
Experience
Education
Saint Marys College of California; Moraga, CA 2007 - 2009
Masters Degree, Business Administration/International Business Master of Business Administration with Honors, concentration in International Business, 2009 International study at La Salle Business Engineering School in Barcelona, Spain with focus on the European entrepreneurial process, marketing strategies, and banking Loyola Marymount University; Los Angeles, CA BS, Mechanical Engineering Bachelor of Science in Mechanical Engineering, 2003 Teaching assistant to Dr. Omar Es-Said, professor of materials science, 2002-2003 1999 - 2003
Proficiencies
10 years of experience in design, financial modeling and development of alternative energy technology Diverse skill set including a deep knowledge of engineering, finance and management built on a solid academic foundation including a bachelors degree in mechanical engineering and masters in business administration Proficient in understanding complex analyses and accurately summarizing and reporting key concepts and results to upper management Detailed, long-term thinker with a proven record managing multidisciplinary teams and achieving project milestones on time
Tianna Nourot Email: tnourot@wm.com
Environmental Protection Manger; Waste Management, Northern California/Nevada 2007 - Current The WM Northern California/Nevada market area encompasses over fifty sites including landfills, transfer stations, and hauling operations. Responsible for managing environmental protection including: Permitting Reporting Facility operating & compliance plans Inspections Site closures Assisted with the permitting/certification and plan compliance for Altamonts Landfill Gas to LNG Plant (Constructed in 2009) Wildlife Habitat Council - Wildlife at Work Program (various locations) On-site CLNG Fueling Stations (various locations) Senior Staff Scientist; LFR, Inc., Emeryville, CA Air Quality Analyst; Ogden Environmental and Energy Services, San Diego, CA Emissions Inventory Assistant; San Diego Air Pollution Control District, San Diego, CA 2006 2007 1998 1999 1997 - 1998
Experience
Education
San Diego State University; San Diego, CA BS Degree, Biology and Ecology 1998
Certifications
40-Hr Hazardous Waste Operations and Emergency Response Training (HAZWOPER) 30-Hr OSHA General Industry Outreach Training CPR & First Aid Certified
Alex Oseguera Email: aoseguer@wm.com
Area Vice President; Waste Management, Sacramento, CA Jan. 2007 - Current Overall responsibility for 17 hauling business units, 10 transfer stations, 3 landfills and 5 material recovery facilities. Market Area General Manager; Waste Management, Sacramento, CA Jan.2006 Dec. 2006 Overall responsibility for 13 hauling business units, 6 transfer stations, 2 landfills and 4 material recovery facilities. Director of Operations; Waste Management, Lodi, CA May 2000 - Dec. 2006 Managed day-to-day operations for 13 hauling business units, 6 transfer stations, 2 landfills and 4 material recovery facilities. District Manager; Waste Management, Santa Clara, CA Sept. 1998 April 2000 Managed day-to-day business for operating business unit that was predominantly an open market competitive environment. Director of Operations; Waste Management de Mexico, Mexico City, Mexico June 1994 Aug. 1998 Overall responsibility for Waste Managements operating business units throughout Mexico. Cities included: Cabo San Lucas, Chihuahua, Ciudad Juarez, Guadalajara, Hermosillo, Mexicali, Mexico City, Monterrey, Tijuana and Toluca. Assistant Division Manager; Waste Management, Santa Ana, CA Taught multiple subjects in English to Honduran students Created curriculum used throughout the school year Jan. 2004 - May 2005
Experience
Education
Georgetown University; Washington, DC MS Degree, Foreign Service (MSFS) The Edmund A. Walsh School of Foreign Service Concentrations: International Trade and Finance California State University, Stanislaus; Turlock, CA BA Degree, Foreign Service (MSFS) Minor: Business Administration University of Minnesota; Minneapolis, MN Hubert Humphrey Institute Summer Program in Policy Analysis Chosen as Woodrow Wilson Fellow May 1992
May 1990
Summer 1989
Rebecca Parnes Email: rparnes@wm.com
Recycling Program Coordinator; Waste Management, Oakland, CA April 2007 - Current Provide community outreach and technical support for recycle and compost programs in the form of waste assessments, service recommendations, training, and monitoring to help businesses, multifamily dwellings, and schools reduce waste sent to landfills Work with city staff to execute the waste reduction goals of their contracts with Waste Management Coordinate efforts with drivers, customer service, and billing to ensure the best service for our customers Maintain Alameda County Green business status and worked on team to achieve LEED Gold Certification for existing buildings for our 98th Ave. office. Environmental Education Assistant; StopWaste.Org, San Leandro, CA May 2006 Mar. 2007 Taught 4th and 5th grade students on fieldtrips to the transfer station about waste reduction and the 4Rs Assisted with piloting a 4Rs summer program for day camps Trained new education assistants in program implementation Naturalist; Hayward Shoreline Interpretive Center, Hayward, CA July 2005 - Aug. 2006 Led interpretive field trips through the Hayward wetlands Created and conducted educational programming for weekend visitors and children at summer camp Worked as a team member assisting in program scheduling, creating and editing quarterly newsletters, and maintaining exhibits Environmental Educator; Alameda County Resource Conservation District Oct. 2005 April 2006 Educated 4th grade students about the importance of protecting their watershed during classroom presentations Improved educational materials used during presentations Sixth Grade Teacher; Day Star School, Juticalpa, Honduras Taught multiple subjects in English to Honduran students Created curriculum used throughout the school year Camp Counselor; Adventure Day Camp, Walnut Creek, CA Led groups of 15-20 campers in art, sports, nature, and music activities Aug. 2004 - June 2005
Experience
Summers 2001 - 2003
Education
Certifications
Proficiencies
Timothy Scott Reed Email: treed6@wm.com
Operations and Route Manager; Waste Management, Oakland, CA April 2007 - Current Dispatch Management. Oversee dispatch of WMs Northern and Central Divisions totaling 202 routes and 296 commercial and residential drivers to ensure 100% coverage of 7 cities within the Alameda County greater area. Probationary Review Program. Mentor to all probationary drivers while in their 90 day probationary status. Gathering all information from both management and trainers to present in 30, 60 and 90 day review board to piers and upper management for retention. Train to Recovery Program. Administer Transitional duty program fluctuating between 12 to 20 drivers while in temporary injured status. Developing responsibilities within each drivers work restrictions to promote body hardening and moral in preparation for return to full duty. District Drug Employer Representative. Maintain and manage annual requirement within the total district for DOT compliance. Directly involved with the rehabilitation and return to work agreements with all drivers who have tested positive and entered into their Local 70 union Tap program Branch Logistics Manager; Apria Healthcare, Fairfield, CA Dec. 2009 Dec. 2010 Managed multiple departments including, shipping and receiving department, Commercial Fleet and driver management as well as the Dispatch Department. Direct reports within all departments included 18 Apria Employees, 12 Commercial Drivers, 2 Transportation Leads, 1 Warehouse Lead and 3 warehouse clerks including 12 Apria Vehicles Effectively maintained personnel, Commercial vehicles and the Branch warehouse both individually and administratively in a readied state for random audits from FDA, JCAHO, CHP BIT Inspectors and in house Corporate Logistic auditors Held daily meetings with commercial driver technicians reviewing efficiency, annual training requirements, and route forecast along with known issues of the day before daily route departures Platoon Commander; United States Marine Corps Reserve, San Jose, CA Aug. 1999 - Current Exhibited a high level of discipline as a Platoon Commander and Distribution Management Specialist in the Shipping and Receiving platoon consisting up to 60 plus Marines for 1st Beach and Terminal Operations Company, 4th Landing Support Battalion, 4th Marine Logistics Group in San Jose, CA Effectively conducted and schedule annual training and classes to Marines in preparation for mobilization and deployment Operation Iraqi Freedom Veteran (March 2003 to October 2003) duties included Unit Movement Coordinator in Camp Iwo Jima Iraq, Cargo Staging Specialist in Kuwait International Airport (February 2005 June 2006) Managed main hub of distribution for all equipment that entered into to country for all services AL Taqaddum Iraq
Experience
Education
William Jessup University; San Jose, CA General Education and Youth Ministries Sept. 1997 - June 1999
Military Awards
(2) Navy and Marine Corps Achievement Medals, Presidential Unit Citation, Navy Unit Commendation, Selected Marine Corps Reserve Medal, National Defense Medal, Sea Service Deployment Ribbon, Global War on Terrorism Expeditionary Medal, Global War on Terrorism Service Medal, Armed Forces Reserve Medal, Certificate of Commendation, Meritorious Mast
Tom Ridder Email: tridder@wm.com
Senior District Manager; Waste Management, Oakland, CA Feb. 2009 - Current Direct activities of 15 operational managers and 400 Teamsters employees serving 192,000 Residential and 16,000 Commercial & Industrial customers spanning eight municipalities. Administer a budget with annual revenue of $180M with an annual EBIT of 8%. District Manager, Transportation; Waste Management, San Leandro, CA Jan. 2008 2009 Direct activities of 6 operational managers and 200 teamsters for the flow of 2,500 tons of Municipal Solid Waste, compost, and recycling on a daily basis. District Manager; Empire Waste Management, July 2005 - Aug. 2006 Responsible for Hauling Company, MRF, and Customer Service Center, operating (initially) 100 routes with a total of 166 non-union employees, in 12 franchised areas with annual revenues of $42M. Reversed negative performance in all measured areas, including service, safety, productivity, margins and maintenance CPH. Developed and controlled P&L for three separate business units (reduced to 2). Ensure municipal relationships with three County Boards and six City Councils. Successfully worked thru departure of Operating Engineers, local 3. Continued success with outside buyer in process of selling off major business unit. While business unit was sold as under performing, currently turned P&L from negative EBIT in 2005 to YTD-07 EBIT of 15%, and leading the Market in productivity vs. budget, YTD Service Machine Gold, and achieving HARR/TRIR improvement goals. Assistant District Manager; Alameda County, Oakland, CA July 2003 July 2005 Direct activities of 10 operational managers and 300 Teamsters employees serving 167,000 Residential and 15,700 Commercial & Industrial customers spanning eight municipalities. Developed and implemented multiple best management programs that significantly reduced year-over-year injuries (TRIR) and accidents (HARR). Worked in cooperation with Local 70 Teamsters to modify the current contract and empower managers to administer attendance control programs as well as disciplinary procedures. Created safety, fiscal, and customer service procedures that facilitated metrics drilled down to the route manager level. Catalyst in WMACs largest recycling program start-up in history. Manager Cargo Services; American Airlines, Boston, MA 2002 - July 2003 Manage workgroup of union, non-union and contract personnel for AA Cargo. Responsible for 8 cargo managers over an operation that moved approximately 20,000 lbs of mail and 90,000 lbs of cargo daily to both domestic and international destinations worldwide. Manager Ramp Services; American Airlines, Boston, MA 2000 - 2002 Responsible for cabin service, fueling, line cargo operations for a 50 daily flight operation. Managed 350 union members, 10 customer service managers, administrative support staff, and 2 baggage management coordinators. Manager Services Terminal C; American Airlines, Dallas/Ft. Worth, TX 1999 - 2000 Operational shift responsibility at Americans largest hub which dispatched over 500 daily departures. Managed 12 supervisors, 80 Crew Chiefs, and 200 support staff per shift. Ramp Manager; American Airlines, Dallas/Ft. Worth, TX 1998 - 1999 Coordinated all ramp activities for efficient utilization of aircraft. Responsible for briefing all functional units on variations from normal scheduled operations. Dynamic decisions concerning departure holds and their duration, equipment changes, gate parking, passenger handling, cargo handling and accommodation.
Experience
Central Control Manager; American Airlines, Dallas/Ft. Worth, TX 1998 Created a new department which combined passenger services, ramp services, line control, American and American Eagle employees to obtain one control point for coordination and advocating of the best possible decision in regards to keeping passengers and bags together. During my interim as Central Control Manager D/FW, Americans Largest Hub won the most improved dependability and baggage awards while in May of 1998 American was the Top rated airline in both dependability and baggage performance. Customer Service Manager; American Airlines, Dallas/Ft. Worth, TX 1995 - 1998 Supervised all phases of DFW operation including but not limited to deicing, cabin service baggage transfer, and ramp operations. Analyst; American Airlines/American Eagle Field Services, HDQ, Dallas/Ft. Worth, TX 1992 - 1995 Staff position responsible for ensuring AMR Corporate levels of service were maintained in all areas. Coordinated the development of field operating policies within American Eagle. Airport Operations Agent; American Airlines, Wichita, KS 1985 - 1992 All facets of Airport Operations including ticketing, weight and balance functions. Completed special project on South American task force while in this position. Participated in the start-up of eight separate stations in South American Countries. Promoted to Lead Agent in 1988.
Education
The Wichita State University; Wichita, KS BA Degree, Business Administration Butler County Community College; El Dorado, KS AA Degree 1987
1984
Eleanor Shaver Email: shaver@wm.com
Customer Service Representative; Waste Management, Oakland, CA Dispatching clerk at 98th Ave. Service Machine Supervisor Service Machine/Dispatch Manager Manager for Operation Support Currently Central Dispatcher for A.M. Launch Customer Service Representative; Oakland Scavenger Co., Oakland, CA Customer Service Representative for all lines of business Billing, Book Keeping, Counting of MSC Job money Hot Line/Dispatching drivers and handling customer complaints
Experience
June 1986 - Current
Dec. 1981 June 1986
Sales Reprehensive; Emporium Capwells, Hayward, CA June 1981 - Dec. 1981 Led interpretive field trips through the Hayward wetlands Created and conducted educational programming for weekend visitors and children at summer camp Worked as a team member assisting in program scheduling, creating and editing quarterly newsletters, and maintaining exhibits
Education
Castro Valley High School; Castro Valley, CA Oct. 1981
Jason Silva 172-98th Ave. Oakland, CA 94603 Email: jsilva4@wm.com
Contract Compliance Representative; Waste Management, Oakland, CA 2004 - Current Manage franchise agreements for Cities of Albany and Emeryville and the Castro Valley Sanitary District. Experience in assisting management of franchise agreements for City of Oakland, Oro Loma Sanitary District and City of Hayward. Serve as day to day liaison between municipalities and WMAC. Formulate public education plans, community outreach efforts and diversion plans. Ensure compliance with reporting requirements, Facilitate price increases Prepare responses to RFPs / RFIs
Experience
Education
UC Riverside; Riverside, CA BA Degree, Psychology 1999 - 2003
Certifications
Proficiencies
Barry Skolnick Email: bskolnic@wm.com
Area Vice President; Waste Management, California Bay Area 2009 - Current Responsible for managing Northern California from King City to Fort Bragg including all collection and post collection assets. Market Area Manager; Waste Management, Puerto Rico 2006 2008 Responsible for managing Waste Managements business within the U.S. Commonwealth of Puerto Rico. Business Development Manager; Waste Management, Hayward, CA Responsible for acquisition and divestures for the WM-Southern Group. 2002 - 2006
Experience
President/Owner; Allcycle Sanitation 1999 2004 Private port-o-let and storage container business in Atlanta, Georgia. Portion of business was sold to ADCO International, Inc. d/b/a Blu-John in June 2004. Private waste collection and recycling business located in Atlanta, Georgia. Portion of business was sold to Waste Management December 31, 2001. Officer/Owner; Greater Atlanta Sanitation, Atlanta, GA 2002 - 2006 Private waste collection and recycling business located in Atlanta, Georgia. We sold the business to Waste Industries August 28, 1998. Attorney; Attorney, Juticalpa, Honduras 1999 - 2000 Managed and operated private law practice. Area of practice included Corporate Formation, Business Law, Commercial and Contract litigation, Title VII, Trust & Estates & Personal Injury. Camp Counselor; Adventure Day Camp, Walnut Creek, CA Led groups of 15-20 campers in art, sports, nature, and music activities Summers 2001 - 2003
Education
University of Georgia School of Law; Athens, GA Juris Doctor University of Georgia; Athens, GA BA Degree, Risk Management and Finance 1990
1987
Fred Slaats Email: aslaats@wm.com
Experience
Route Manager; Waste Management, Oakland, CA Real Estate Agent; Golden Valley Mortgage and Realty Services, Pleasanton, CA Worked as a Real Estate agent Originated home loans Originated Private Money loans 2001 - Current
Division Manager; United Parcel Service, Inc., Oakland, CA 1998 2001 Responsible for 700+ employees, including 7 managers. In addition to all operations manager responsibilities; Train, motivate and hold managers accountable to best perform their jobs. Responsible for overall operating budget for the division. Monitor career development of management. Responsible for company policies, procedures, and compliance in regards to all employees and the 3 facilities assigned to me. Personal involvement and leadership in our division Safety Committee meeting and volume development groups. Labor Relations Manager; United Parcel Service, Inc., Oakland, CA Hold workshops to train management to adhere to collective bargaining agreement. Prepare and present cases for grievance panels if solutions could not be found. Establish relationship with union officials to minimize any labor dispute groups. 1996 1998
Operations Manager; United Parcel Service, Inc., Oakland, CA 1986 1996 Responsible for 100+ employees. Utilize all supervisory skills learned to lead by example. Responsible for promotion, training and development of management and non management employees to perform functions needed to prepare and deliver 200+ package cars. Incorporate the skills of staff managers that support operations to best benefit the operation. Maintain building and fleet to impeccable standards. Train management to adhere to collective bargaining agreement. Establish and oversee safety committee composed of management and non-management to cultivate a safe work environment. Visit high volume accounts to improve customer relations. Establish annual operating budget and responsible to control all costs to maintain that budget. Establish relationships with union officials to minimize any labor disputes. Prepare cases for grievance panels if solutions could not be found. Operations Supervisor; United Parcel Service, Inc., Oakland, CA 1979 1986 Responsible for 25+ employees. Training of employees to safely and productively unload trailers, sort packages, load delivery vehicles, and deliver routes to maximize customer satisfaction. Dispatching of 50 cars daily to maximize efficiency of delivery routes. Hold accountable all employees for company policies, production, quality control, safety, attendance, and integrity to best minimize costs. Developed improved processes for all job functions. Assist customers on a daily basis to maintain customer satisfaction and retain business.
Pre-loader; United Parcel Service, Inc., Oakland, CA 1976 1979 Non management position where I learned all applicable jobs to prepare delivery vehicles for package car drivers. Delivery driver as on call basis only.
Education
Chabot College; Hayward, CA AA Degree, General Education 1977
Proficiencies
Professional, well spoken, positive, enthusiastic, persistent, good at problem solving, great initiative, professionally aggressive yet very diplomatic, ability to deal with all levels of employment in a professional but friendly manner, ability to coach those assigned to me. I have an Extensive list of training and development schools through UPS career path. Many of which I attended and later taught. Standard Basic Training for Supervisors, Management Leadership Workshops, Safety Training Schools, Labor Relations Workshops, etc.
Jerry Sobrero Email: jsobrero@wm.com
Revenue Manager; Waste Management, Oakland, CA July 2005 - Current Responsible for managing billing department, 7 billing clerks, 3 supervisor and 1 collection specialist. Maintain data integrity of billing data base to insure billing and contract accuracy. 233,000 customers with a 10% turn over in 20 different franchises plus open market Implement price increases and implement contractual changes for franchises Support accounting, municipal contract, sales and finance departments with data, analysis and training Support Operations and routing efficiency team for reroute, productivity Support districts with data management and process improvement. Compliance Auditor; Waste Management, Oakland, CA July 2003 July 2005 Responsible for Market Area drug and alcohol program for DOT and labor agreement compliance. Managed Driver Qualification programs. Worked on automated routing systems. Developed new tools to automate manual routing processes. Worked on payroll systems to develop systems to monitor DOT hours of compliance. Provided operational and technical support to hauling companies and post collection facilities. Region Safety Specialist; Waste Management, Oakland, CA Nov 2001 July 2003 Audit district safety programs, develop improvement action plan and monitor. Trained management in safety standards and practices, driver safety, driver observations, etc. Chaired corporate committee to develop standardized training for all lines of business. Worked on PPE and Temporary Labor committees for corporate. Transfer Station Manager; Waste Management, Oakland, CA Sept 1991 July 1997, Sept 1999 Nov 2001 Direct the daily operations of one of the largest solid waste and recycling transfer stations in the country. Develop and maintain budgets. Develop new processes for recycling. Managed scale houses to process inbound and outbound transactions, reporting and security. Landfill Supervisor; Waste Management, Oakland, CA July 1997 Sept 1999 Responsible for daily operations of municipal solid waste landfill, safety training Route Supervisor; Waste Management, Oakland, CA July 1991 Sept 1991 Responsible for productivity and safety on collection routes. (Driver) Operated rear and front load trucks. Route Driver: Waste Management, Oakland, Ca April 1981 -July 1991
Experience
Education
University of Phoenix; San Ramon, CA BS Degree, Business Administration June 1993 _ June 1995
Certifications
SWANA Certified Manager of Landfill Operations (Expired) CPR and First Aid Billing System Expert, Routing Systems, Post Collection Data Systems, Windows, Word, Excel, Outlook, PowerPoint, Map point, routing systems Hospital Corpsman, United States Navy 40 Hour OSHA Hazardous Material Training
Proficiencies
David Tucker Email: Dtucker2@wm.com
Director of Community and Public Relations; Waste Management, Oakland, CA 2008 - Current Supervise and manage Community and Public Relations team located in various sites within the CA Bay Market Area Provide strategic community and public relations guidance to the Area Vice President and the CA Bay Leadership Team. Liaison between company and elected officials, community, civic and business leaders. Facilitate, organize, and manage franchise contract negotiations with members of the CA Bay Leadership team Municipal Affairs Manager; Waste Management, Oakland, CA 2004 2008 Oversee municipal franchise agreements. Liaison between company and elected officials, community, civic and business leaders. Coordinate Community Benefits program. Coordinate local political research and analysis. Develop and Coordinate strategic communications outreach Oversee the day to day relationship of 2 consultant groups. Designated company spokesperson. Division Manager; Local Government and Community Relations, Oakland, CA 2001 - 2004 Managed the day to day activities of the Local Government and Community Relations activities throughout the BART service areas. Developed strategic outreach programs focusing on city and county elected officials, civic, business and community stakeholders. Advanced legislative and community initiatives developed by members of the BART Board of Directors. Developed and Coordinated strategic communication program
Experience
Education
California Polytechnic State University; San Luis Obispo, CA BA Degree, Political Science and Public Administration Aug. 2000 - May 2004
Proficiencies
Nearly 20 years of experience in the field of Community and Government Relations. Government Relations experience at the City, County, State and Federal Level Over 7 years as trained media spokesperson
Michael Witt Email: mwitt@wm.com
Experience
Director of Operations; Waste Management, Inc., Sacramento Nevada Area 2002 - Current Full responsibility for Market Area field operations, 17 hauling operations, 6 transfer stations, 7 material recovery facilities, 2 landfills, $280M+ in annual revenue, 1,000+ employees, 400+ routes. District Manager; Waste Management, Inc. Sacramento & Woodland Districts 1999 - 2002 General management and full P&L responsibility for Sacramento and Woodland locations including operations, sales, accounting, customer service, safety, and maintenance. Sacramento operation summary: 4 sites, $40M annual revenue, 240+ employees, 120+ trucks, 40,000+ customers. Area Manager, Corporate Training & Employee Development; Browning-Ferris Industries 1996-1999 Responsible for improving management effectiveness in the western US and Canada through training and special projects. Market Place Sales Manager; Browning Ferris Industries 1994 - 1996 Responsible for revenue and profitability growth of municipal solid waste, medical waste, recycling, and portable services for northern California. Managed and trained staff of four sales managers, twenty-three sales representatives and three administrators. Customer base of 9,400 producing $23,000,000 in revenue. District Sales Supervisor; Browning-Ferris Industries 1993-1994 Responsible for training and supervising five sales representatives and managing major accounts. Sales Representative; Browning Ferris Industries 1990 - 1992 Responsible for revenue growth of commercial solid waste services in Sacramento territory through obtaining new customers, increasing revenue on existing accounts, and retaining existing accounts through negotiations and resolution of all customer service issues. Sales Representative; Kendall Healthcare 1992 - 1993 Responsible for growth of critical care product sales in northern California and Nevada. Sold product to physicians, nursing staff, and materials management committees. Trained entire hospital staff on disease prevention and product use. Negotiated sales contracts with national hospital buying associations, HMOs, and distributors.
Education
California State University; Sacramento, CA Bachelor of Science, Business Administration Finance 1986 - 1990
Proficiencies
DDI and Zenger Miller certified instructor Proficient in Microsoft applications Folsom High School boys basketball coach Board Member, Folsom Youth Basketball Association
Troy Zimmer Email: tzimmer@wm.com
Technical Support Manager; Waste Management, Oakland, CA 2008 - Current Managed and supported ad-hoc projects for Market Area hauling and post collection districts. Reviewed all safety and compliance regulations with District Managers and jointly developed solutions. Interacted with route managers, drivers and facility management at each location on the top four causes of accidents and injuries in each district. Developed district action plans for areas of improvement related to accidents and injuries. Developed New Hire on boarding training program Safety Manager; Waste Management, Oakland, CA 2003 2008 Managed new hire training program for market area, spanning over five states. Developed training curriculum for CDL drivers, dispatchers, and all management employees. Developed weekly and monthly analysis on accidents and incidents in the market area. Conducted weekly safety calls to review accidents and share best practices. Consolidated ten day training program into five day program, increasing the amount of field time for all employees. Reduced accident / incident rates by 12% year/year. Developed train the trainer program for all market areas and provided on-site assessments. Improved quality of field observations via ride-along in the field. Route Driver; Solano Garbage Co., Fairfield, CA Route driver for residential and commercial. Operated several pieces of equipment. Operated all lines of business, commercial and residential 1987 - 2000
Experience
Education
Napa Valley College; Napa, CA Administration Justice Napa High School; Napa, CA Diploma, General Education
Proficiencies
Commercial defensive driver training/ New hire driver training Certificate of Achievement, Dale Carnegie Public Speaking Committed Safety Manager with twenty-two years of experience including route driver, route manager and equipment trainer in FEL, REL, RO, ASL, SL and forklift loader. Proficient in OSHA, DOT, NEC, EPA NFPA code(s), ensuring implementation and compliance with regulatory agencies.

APPeNDIx G. SamPLe RePORTS
305
The City of Oakland

City of Oakland
Recycling and Disposal Progress Report Monthly Detail 2012
Description # of Single Family Dwellings # of Multi Family Dwellings # of Commercial Accounts # of Roll Off Accounts # of City Facilities Tonnage Delivered to Processing Facility without processing Single Family Dwellings Multi Family Dwellings Commercial Roll Off City Facilities Delivered by City Vehicles Total Tons Delivered to Processing Facility without processing Tonnage Diverted Single Family Dwellings Multi Family Dwellings Commercial Roll Off City Facilities Delivered by City Vehicles Total Tonnage Collected Tonnage Produced by Processing - finished product Compost Mixed Paper Feedstock for Biomas Refuse derived fuel Material Diverted Aluminum Glass Newspaper Cardboard Mixed Paper Plastics HDPE - Natural HDPE - Colored Tin Organics Brush / Greenwaste Christmas Trees Bulky Item tonnage Number of Bulky Items # of Motor Vehicle Accidents # of Property Damage Claims # of Non-Collection Notices Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total Average
Page 1 of 2
Highlights
Waste Management is proud of the accomplishments we've achieved in partnership with the City of Oakland so far this quarter: - Insert Public Outreach and information activities - Insert Recycle and Organic material issues or conditions - Insert Operational Changes
Use the 2012 EPA WARM Model Excel Calculator at to calculate visual savings and results. Fill in Happy Facts below based on WARM Model results.
conserving
removing the annual emissions from
conserving
xxx gallons of gasoline
xxx cars off the road
xxx propane cylinders for home bbqs
greenhouse gas emissions reduction of
conserving
xxx metric tons of CO2 equivalent
xxx barrels of oil
Page 2 of 2
City of Oakland
Non Collection Notices
Date Name Address Zip Reason
City of Oakland
Motor Vehicle Accidents
Co Cust# Name Address City State Date of Complaint Complaint Resolution Date
City of Oakland
Property Damage Claims
City of Oakland
Customer Service Call Summary
City of Oakland
Customer List
Container Size # of containers Type of Matertial Location of Container Name Address Zip
City of Oakland
Equipment Summary
Vehicle # Chassis ID# Body ID# License # Model Year

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City of Oakland, Zero Waste Services

Presented to The City of Oakland, Office of the Public Works Agency

CITY OF OAKLAND, ZERO WASTE SERVIcES

Residual Altamont Landll

Organics Processing Facility

Single-Stream Recovery Facility

Bulky Diversion Program

Zero Waste Services

Cover Letter, Surety, Addenda, Etc.

1. Cover Letter, Surety, Addenda, Etc.

Waste Management of Alameda County

Cover Letter, Surety, Addenda, Etc. The City of Oakland

Zero Waste Services

Cover Letter, Surety, Addenda, Etc.

October 10, 2012

October 15, 2012

October 17, 2012

October 23, 2012 October 26, 2012 October 30, 2012

November 16, 2012

December 18, 2012

Waste Management of Alameda County

Cover Letter, Surety, Addenda, Etc. The City of Oakland

Barry Skolnick Area President

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

Cover Letter, Surety, Addenda, Etc.

1.2 PRoPoSAL SURETY

Waste Management of Alameda County

Cover Letter, Surety, Addenda, Etc. The City of Oakland

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

Cover Letter, Surety, Addenda, Etc.

1.3 PERFoRmANCE SECURITY CommITmENT LETTER

Waste Management of Alameda County

Cover Letter, Surety, Addenda, Etc. The City of Oakland

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

Cover Letter, Surety, Addenda, Etc.

1.4 RECEIPT oF ADDENDA

Waste Management of Alameda County

The City of Oakland

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

Waste Management of Alameda County

The City of Oakland

171 173 186 187 188 233 236

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

The City of Oakland

187 189 199 200

Locally Union Printed on 100% PCW Recycled Paper

EXEcUTIVE SUM M ARY

Zero Waste Services

Key Proposal Components

Executive Summary The City of Oakland

Locally Union Printed on 100% PCW Recycled Paper

Zero Waste Services

Key Staff Persons

DEDICATED CONTRACT MANAGER

Key Staff Persons The City of Oakland

facilities designed to help Oakland reach its zero waste goals

landfills serving the City of Oakland