T&E Committee: 12/07/2015 Item: (d) 4 Attachment B

MRF Equipment Condition Report and Evaluation of MRF Operations

Material Recovery Facilities Serving the City of San Jose

Presented to: City of San Jose

Submitted by:

SloanvAZQUEZLL C Municipal Solid Waste & Recycling Advisors 3002 Dow Avenue, Suite 118 Tustin, CA 92780 Office: 866.241.4533 Fax: 714.276.0625 in([email protected]

November 30, 2015 SloanVAZQVEZ, ttc

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Prepared for the City of San Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 SloanvAZQUEZ, LLc

TABLE OF CONTENTS

1. Project Overview ...... 1 Task 1A: Conduct MRF Equipment Condition Inspection and Maintenance Evaluation ...... 1 Task 1B: Asses Current MRF Operations and Management Practices ...... 1

2. Greenwaste Recovery, Inc. MRF Review ...... 3 A. Existing equipment condition report ...... 4 B. Current MRF management practices ...... 19 C. Best Management Practices ...... 21

3. California Waste Solutions, Inc. MRF Review ...... 22 A. Existing equipment condition report ...... 23 B. Current MRF management practices ...... 35 C. Best Management Practices ...... 38

4. Statement of Qualifications ...... i

TABLE OF TABLES

Table 1: Greenwaste Daily Operations Staffing Levels ...... 19 Table 2: Greenwaste Sorter Productivity Assignments ...... 20 Table 3: CWS Maintenance Observations ...... 30 Table 4: CWS Daily Operations Staffing Levels...... 36 Table 5: CWS Sorter Productivity Assignments ...... 36

Prepared for the City ofSon Jose Recyclab/es Processing Facility Reviews November 13, 2015 Sloanv AZQUEZ, LLc

1. PROJECT OVERVIEW

Sloan Vazquez, LLC (SV or SV team) conducted recyclables processing facility reviews for the City of San Jose (City) to inspect the condition of Material Recovery Facility (MRF) equipment, evaluate MRF maintenance, assess current MRF operations and management practices, and recommend technological and mechanical MRF modifications. The two facilities used by the City are the California Waste Solutions, Inc. (CWS} Timothy Avenue Residential Single Stream MRF {CWS MRF or plant) and the Greenwaste Recovery, Inc. {Greenwaste) Charles Street Residential Single-Stream MRF (Greenwaste MRF or plant). The following tasks describe the services provided during t he facility reviews.

TASK 1A: CONDUCT MRF EQUIPMENT CONDITION INSPECTION AND MAINTENANCE EVALUATION The SV team reviewed the effectiveness of the facilities utilized by the City for the processing of residential recycling streams and identify opportunities for improvement. The MRF equipment cond ition inspection and maintenance eva luation included an inspection of all mechanical apparatus for evaluation of current condition and remaining useful life. The following apparatus was included in the inspection and evaluation: • Disc Screens • Discs • Air-classification/separation devices • Bearings • Eddy-Current separators • Chain Assemblies • Optical sorting devices • Belts and belt-splices • Glass Clean-up systems • Slider beds • Conveyor chassis • Return Rollers • Equ ipment support structure (legs, braces • Magnets and base plates) • Motors • Head and tail pulleys • Other components • Shafts TASK 1B: ASSES CURRENT MRF OPERATIONS AND MANAGEMENT PRACTICES Observations and evaluations of MRF operations, equipment maintenance practices, and sorter effectiveness were conducted by the SV team. The assessments included the following focus areas: • Observe and evaluate daily plant start-up and break/lunch management. o Pre-loading practice o Continuous feed practice o Measure lost productivity around start, stop and break times o MRF availability assessment (up-time metric) o Scheduled and unscheduled downtime • Observe and evaluate motor control settings and equipment set-up for determination of hourly plant productivity (throughput) and product quality. o lnfeed system settings o Conveyor speed settings

Prepared for the City ofSon Jose Recyclab/es Processing Facility Reviews November 13, 2015 1 Sloanv AZQUEZ, LLc

o Screen angles and RPM 's o Evaluate pre-sorted quality of mechanical separation (outputs) • Observe and evaluate Preventative Maintenance and Housekeeping practices. • Observe and evaluate sorter effectiveness. o Number of sorters appropriate for size of MRF o Total number and number of sorters at each stage of sorting, and sorter productivity o Complete random "picks-per-minute" (PPM} tests o Evaluate post-sorted quality of outputs (commodities) • Observe and evaluate the quality of inbound, pre-processed materials and outbound commodities. o Visual assessment

Prepared f or the City ofSa n Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 2 SloanVAZQUEZ, LLc

2. GREENWASTE RECOVERY, INC. MRF REVIEW

Prepared for the City of Son Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 3 SloanVAZQUEZ, LLc

A. EXISTING EQUIPMENT CONDITION REPORT

i. USEFUL LIFE PROJECTION The Greenwaste Residential Single-Stream MRF was installed during the spring of 2015. At minimum, we project a ten-year useful life for all equipment in the plant as currently insta lled. With proper maintenance and periodic modification, the plant should render adequate service for 15 years.

The following listing of MRF equipment and three dimensional (3-D} drawings were provided to SV, as requested, during the week prior to the commencement of the inspection process. Each listed component was inspected and very few defects were identified. Following the equipment listing and the 3-D drawings is a pictorial presentation items that were noted and correctional recommendations.

Greenwaste Single-Stream MRF Equipment list - Greenwaste Recovery

1 010 A MBD METERING BIN -DRUM 42 072 LPST PS CONTAINERS TRANSFER CONVEYOR 2 010 B MBC METERING BIN -CONVEYOR 43 074 LPSC CONTAINER TRANSFER CONVEYOR Ill 3 012 CBILV SYSTEM IN FEED CHAINBELT 44 076 LPSSV CONTAINER PRE-SORT CONVEYOR 4 014 LPSSV PRESORT CONVEYOR 45 078 LPSC CONTAINER TRANSFER CONVEYOR 112 5 016 A OCCD BHS OCC SEPARATOR& 46 080 LPS PET INFEED CONVEYOR 6 016 B OCCD BHS OCC SEPARATOR8 47 082 ACL PET OPTICAL ACCL CONVEYOR 7 018 A DRST BHS DEBRIS ROLL SCREEN8 48 084 HDPC HOPE INFEED CONVEYOR 8 018 B DRST BHS DEBRIS ROLL SCREEN8 49 086 ACL HOPE OPTICAL ACCL CONVEYOR 9 018 C DRST BHS DEBRIS RO LL SCREEN " SO 088 LPSC HOPE DEFAULT COLLECTION CONVEYOR 10 020 LPSV OCC UNDERS COLLECTION CONVEYOR 51090 LPSC HOPE DEFAULTTRANSFER CONVEYOR 11 022 LPSTC NS tll iNFEED CONVEYOR 52 092 LPS MIXED PLASTICS OPTICAL IN FEED CONVEYOR 12 024 A NS BHS NEWSORTER& Ill 53 094 ACL M IXED PLASTIC OPTICAL ACCL CONVEYOR 13 024 B NS BHS NEWSORTER& Ill 54 096 CS AL INFEED CONVEYOR 14 024 C NS BHS NEWSORTER"' Ill 55 098 LPSS FERROUS QC CONVEYOR 15 026 LPSTC NS 112 INFEED CONVEYOR 56 100 LPS HOPE QC-SORT CONVEYOR 16 028 A NS BHS NEWSORTER& 112 57 102 LPS MIXED PLASTICS QC CONVEYOR 17 028 B NS BHS NEWSORTER8 112 58 104 LPS PET QC CONVEYOR 18 028 C NS BHS NEWSORTER 8 112 59106 LPS CONTAINER RESIDUE QC CONVEYOR 19 030 LPSC PS IN FEED CONVEYOR 60 108 LPS ALUMINUM QC CONVEYOR 20 032 A PS BHS POLISHING SCREEN 61110 LPS HDPE-N COLLECTION CONVEYOR 21032 BPS BHS POLISHING SCREEN 62112 LOP ALTERNATE CONTAINER COLLECTION 22 032 CPS BHS PO LI SH ING SCREEN CONVEYOR 23 034 LPSTC PS OVERS COLLEaJON CONVEYOR 63 114 LOP SCRAP ALUMINUM COLLECTION CONVEYOR 24 036 LPS PS OVERS TRANSFER CONVEYOR 64 116 LPS AL COLLECTION CONVEYOR 25 038 LPSSV MIXED FIBER SORT CONVEYOR 65 118 LPS MIXED PLASTICS COLLECTION CONVEYOR 26 040 LPSR MIXED FIBER REVERSING TRANSFER CONVEYOR 66120 SCREW HDPE-C LEVELING SCREW CONVEYOR 27 042 LPSSV OCC QC CONVEYOR 67122 SCREW MIXED PLASTIC LEVELING SCREW 28 044 LPSSV NEWS SORT CONVEYOR Ill CONVEYOR 29 046 LPSR NEWS REVERSING TRANSFER CONVEYOR Ill 68124 SCREW HOP E-N LEVELING SCREW CONVEYOR 30 048 LPSSV NEWS SORT CONVEYOR 112 69126 SCREW ALTERNATE CONTAINERS LEVELING 31050 LPSR NEWS REVERSING TRANSFER CONVEYOR 112 SCREW CONVEYOR 32 052 LPSR OCC REVERSING LEVELI NG CONVEYOR 70 128 SCREW PET LEVELING SCREW CONVEYOR 33 054 LPSR MIXED FIBER LEVELING CONVEYOR 71130 SCREW AL LEVELING SCREW CONVEYOR 34 056 LPSR NEWS REVERSING LEVELING CONVEYOR 72 132 SCREW FE LEVELING SCREW CONVEYOR 35 058 LPS BYPASS CO LLECTION CONVEYOR 73 134 SCREW SCRAP ALUMINUM LEVELING SCREW 36 060 LPS BYPASS TRANSFER CONVEYOR CONVEYOR 37 062 IC DRS UNDERS CO NVEYOR 74136 LPS CONTAINER RESIDUE CONVEYOR 38 064 ICC DRS UNDERS TRANSFER CONVEYOR 75 138 LPS PRESORT RESIDUE COLLECTION CONVEYOR 39 0661CC NIHOT INFEED CONVEYOR 76 140 LPS PRESORT RESIDUE TRANSFER CONVEYOR 40 0681C GLASS STACKING CONVEYOR 77142LPS RESIDUE COLLECTION CONVEYOR 41070 LPST PS CONTAINER COLLECTION CONVEYOR 78144 LPS FIBER SORT RESIDUE COLLECTION CONVEYOR Ill

Prepared for the City ofSan Jose Recyclables Processing Facility Reviews November 13, 2015 4 SloanVAZQUEZ, LLc

Charles Street Single-Stream M RF Equipment Li st - Greenw aste Recovery (cont inued)

79 146 LPS THIRD SORT COLLECTION CONVEYOR 121 504 C HPUW KEITH WALKING FLOOR HPU - NEWS 80 148 LPS FIBER SORT RESIDUE COLLECTION CONVEYOR 112 122 504 D HPUW KEITH WALKING FLOOR HPU ­ 811SO LPST RESIDUE OUTFEED CONVEYOR CONTAINERS 82 1S2 LPST BAG COLLECTION CONVEYOR 123 504 E FAN KEITH WALKING FLOOR HPU - COOLING FAN 83 154 ABBA BHS BAG BREAKER~- ANVIL 124 504 F KEITH WALKING FLOOR HPU - HEATER 84 154 B BBM BHS BAG BREAKER*- MAIN 125 506 HPU CONTAINER BUNKER HPU 85 156 LPS MIXED RIGID RETURN CONVEYOR 126 600 SCALE PRESORT SCALE 86158 LPS CONTAINER RETURN CONVEYOR Ill 127 602 SCREW FILM COMPACTOR SCREW 87 160 LPS CONTAINER RETURN CONVEYOR IB 128 604 A PM FINES MAGNET 88162 LPS CONTAINER RETURN CONVEYOR 112 129 606 A NIH I NIHOT~ SDS- IN FEED CONVEYOR 89164 HDSV CONTAINER BUNKER COLLECTION CONVEYOR 130 606 B NIHD NIHOT~ SDS - DRUM 90 164 A CH CONTAINER BUNKER COLLECTION CONVEYOR - BALER Ill 131 606 C NIHF NIHOT~ SDS - FAN CHAIN HOIST 132 606 D NIHL NIHOT~ SDS - LIGHTS CONVEYOR 91164 B CH CONTAINER BUNKER COLLECTION CONVEYOR- BALER 112 133 606 E NIHOT~ SDS- DUST FILTERS CHAIN HOIST 134 608 RAS FILM RAS 92166 CBHV BALER Ill METERING CHAIN BELT 135 610 A AL FILM SYSTEM DUST CO LLECTOR - AIR 93 168 CBISV BALER lll iNFEED CHAINBELT LOCK 94170 CBISV BALER 112 INFEED CHAINBELT 136 610 B DCBI FILM SYSTEM DUST COLLECTOR- BIN 95 172 LPSTV BALER 112 INFEED TRANSFER CONVEYOR INDICATOR 96 302 A CH PRESORT BUNKER- CHAIN HOIST Ill 137 610 C FAN FILM SYSTEM DUST COLLECTOR- FAN 97 302 B CH PRESORT BUNKER- CHAIN HOIST 112 138 610 D DCPJ FILM SYSTEM DUST COLLECTOR ­ 98 400 MCC MCC 400 PULSE JET 99 402 MCC MCC 402 139 614 BUNKS OCC WALKING FLOOR 100 404 MCC MCC 404 140 614 A CH OCC WALKING FLOOR- CHAIN HOIST 101410 HMI MAIN HMI - CONSOLE 141614 B CH OCC WALKING FLOOR - CHAIN HOIST 102 412 HMI BALER Ill HMI- WALL MOUNT 142 616 BU NKS MIXED FIBER WALKING FLOOR 103 414 HMI BALER 112 HMI- WALL MOUNT 143 616 A CH MIXED FIBER WALKING FLOOR- CHAIN 104 420TRAN 460/120 25KVA TRANSFORMER HOIST 105 422 TRAN 460/220 25KVA TRANSFORMER 144 616 B CH M IXED FIBER WALKING FLOOR - CHAIN 106 426 PB 120VAC PANEL BOARD HOIST 107 428 PB 220VAC NRT DISTRIBUTION 145 618 BUNKS NEWS WALKING FLOOR 108 430 ENCL SLOW BUTTON ENCLOSURE 146 618 A CH NEWS WALKING FLOOR - CHAIN HOIST 109 432 ENCL IN FEED ZONE ALARM 147 618 B CH NEWS WALKING FLOOR- CHAIN HOIST 110 434 ENCL PRESORT ZONE ALARM 148 620 A BUNKS HDPE-C WALKING FLOOR 111436 ENCL POSTSORT ZONE ALARM 149 620 B HDPE-C WALKING FLOOR - BUNKER GATE 112 438 ENCL BHS NEWSORTERe Ill- INCLINOMETER ENCLOSURE 150 622 A BUNKS MIXED PLASTIC WALKING FLOOR 113 440 ENCL BHS NEWSORTER <') 112 -INCLINOMETER ENCLOSURE 151 622 B MIXED PLASTIC WALKING FLOOR- BU NKER 114 442 ENCL BHS NEWSORTER- INCLINOMETER ENCLOSURE GATE 115 490 SCADA SCADA COMPUTER 152 624 A BUNKS HDPE-N WALKING FLOOR 116 492 SCADA POWER MONITOR OPTION 153 624 B HDPE-N WALKING FLOOR- BUNKER GATE 117 500 HPU NS SCREEN HPU 154 626 A BUNKS ALTERNATE CONTAINERS WALKING 118 502 HPU PS SCREEN HPU FLOOR 119 504 A HPUW KEITH WALKING FLOOR HPU - OCC 120 504 B HPUW KEITH WALKING FLOOR HPU- MIXED FIBER

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ISO 1

ISO 2

ISO 3

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ISO 4

Plan View

I I liiJ

Prepared for the City of San Jose Recyclables Processing Facility Reviews November 13, 2015 7 SloanVAZQV EZ, LLc

ii. MAINTENANCE O BSERVATIONS The following figures describe the maintenance observations at the Greenwaste MRF.

Figure 1: The bunkers below t he presort conveyor are sufficient for the storage of the primary target materials that are removed from the line before the screening process begins. Some items, however, such as electrical wire (pictured here) are removed from the line and dropped into temporary, makeshift storage containers, or bunkers. Once the operation has determined the best location for the recovery of secondary materials, a permanent recovery/storage application should be installed.

Figure 2: Sloan Va zquez inspector evaluating the recovery of target materials from the presort conveyor lin e.

Preparedfa r the City of San Jose Recyclab/es Processing Facility Reviews November 13, 2015 8 Figure 3 and Figure 4: Rubber strips (gu ides) should be installed below designated down-chutes in order to guide materials to the bunker floor and deter their tendency to "float" and hang from sprinkler pipes and other surfaces, as shown in the two pictures above. Note: film-plastic from all-stations t hroughout the plant is captured in singular recovery system and delivered to this bunkerfor baling.

Prepared for the City ofSan Jose Recyc/ab/es Processing Facility Reviews November l3, 2015 9 Figure 5: The tail-guards of this inclined conveyor has been left hanging in order for materials to fall freely to the floor. The louvered design of the guard intends to allow "fines" to fall through, while safeguarding against reach-in hazards. Wherever reach-in hazards exist, belly-pans, and guards should always be closed except during periods of maintenance or housekeeping.

Figure 6: The belly-pans at the tail-guard of C-70 and C-67 should be closed.

Prepared for the Ci ty of Son Jose Recyc/ob/es Processing Facility Reviews November 13, 2015 10 Figure 7: The maintenance cover panel for C-14 should be reattached.

Figure 8: The automatic oiler for C-12 should be filled and maintained.

Prepared for the City ofSo n Jose Recyclables Processing Facility Reviews November 13, 2015 11 SloanVAZQUEZ, Llc

Figure 9: Here, the baler operator terminal is located away from the ba ler, at a safe distance from the wire-tier and further shielded by a protective shroud.

Figure 10: Here, the baler operator terminal is positioned against the baler directly adjacent to the unprotected wire-tier. The terminal should be relocated and/or the wire-tier shrouded.

Prepared far the City ofSan Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 12 SloanVAZQUEZ, LLc

iii. ASSESSMENT OF CURRENT MAINTENANCE PRACTICES The maintenance practices for this plant are outstanding. Greenwaste has a full-time, seven-person mechanic? I maintenance crew in service for the entire 10-hour shift. This crew continuously performs all housekeeping, screen cleaning, wear part replacement and other preventative ma intenance tasks during their 10-hour shift.

Figure 11: The single-stream MRF is located in the large building (B) on the right side ofthis photo. The structure provides an excellent environment for the MRF operation, due largely to the expansive clear­ height and clear-span design. The structure is well lit, well vent ilated, and readily accommodates easy access for maintenance and housekeeping.

Figure 12: The large tipping area is able to receive and store enough material for several days of process ing.

Prepared for the City ofSan Jose Recyclables Processing Facility Reviews November 13, 2015 13 SloanVAZQUEZ, LLc

Figure 13: The presort line is designed for the efficient removal of large recyclable items, non-program materials, and refuse before the material is delivered into the screening process. Here, sealed plastic bags may be removed by sorters and dropped into a return chute/conveyor. The bags are conveyed to a mechanical bag-opener where the contents are "freed" and delivered back into the system for processing and recovery. Contaminants can be recovered and mechanica lly transferred away from each sort station.

Figure 14: Fiber post-sorters (after the fiber screens) create high-quality fiber grades for domestic and export markets. Contaminants can be recovered and mechanically t ransferred away from each sort station.

Preparedfor the City ofSan Jose Recyclables Processing Facility Reviews November 13, 2015 14 SloanVAZQVEZ, ttc

Figure 15: Container post-sorters (after the magnet, eddy-current separator, and optical sorters) creating high-quality plastic, aluminum, and tin/steel products for domestic and export markets.

Figure 16: During spot-testing periods, all Greenwaste sorters performed above the industry PPM standard.

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Figure 17: An excellent design feature, electrical componentry is mounted to a bracket system that allows for ready access by operators, but leaves the handrail fully accessible.

Figure 18: Water fountain and eye-wash/emergency shower station is readily accessible by all MRF sorters.

Prepared for the City ofSan Jose Recyclab/es Processing Facility Reviews November 13, 2015 16 SloanvAZQVEZ, ~Lc

Figure 19 and Figu re 20: Fire Extinguishers are strategical ly mounted at various locations throughout the plant. They are equipped wit h elevated flags to increase visibility and access for employees during emergency situations. Technically, the fire extinguishers should be bracketed and mounted off of the handrails similarly to the electrical components.

Prepared far the City a/ San Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 17 Figure 21: Wide walkways and expansive platforms provide ready pa ssage for employees at all points throughout t he plant.

Prepared for the City of San Jose Recyclab/es Processing Facility Reviews November 13, 2015 18 SloanVAZQVEZ, LLC

B. CURRENT MRF MANAGEMENT PRACTICES

i. QUALITY OF INBOUND AND OUTBOUND MATERIALS/COMMODITIES Sloan Vazquez did not perform a material composition study, however, by visual assessment and comparison to other urban, residential single-stream material, the overall qua lity of the inbound material (a combination of materials from San Jose and other cities) appears to be of average quality. During the SV inspection process, intermittent loads of material collected in the City of San Jose were observed. By visual assessment, the San Jose material appeared to be below average .

. A notable aspect of the Greenwaste MRF design is the system which allows all sorters to remove contaminants (non-program materials) from the stream for direct deposit into a chute/conveyor system that centralizes all residue to a single location. This feature makes it possible for the system to efficiently manage the ebb and flow of single-stream contaminants, which results in high-quality outputs.

Because of the effectiveness ofthe MRF processes and systems, outbound commodities are consistently clean, with minimal prohibitives, outthrows or other contaminants. This is evident through visual observation of the MRF process, as well as the appearance of the outside of each bale. Because minimal, if any, cleaning is required, Greenwaste does not assign labor to the function of "bale cleaners", or allocate full-time eq uivalent (FTE) employees to remove visible contaminants from the outside of each bale. Schedu led bale cleaning is not required when the overall quality of the commodities is consistent.

ii. APPLICATION OF LABOR When single-stream processing was originally introduced, the standard of labor production in a single­ stream processing plant was 2,000 pounds per hour per sorter. With advances in technology, MRF operators have seen productivity increase to between 2,500 pounds and 3,000 pounds per hour per sorter.

The Greenwaste MRF sortline is processing 45 (+)tons per hour, which exceeds the manufacturer's designed capacity. Currently deploying 30 sorters (28 sortline +two floor), the plant is processi~g at a rate of 3,000 pounds per sorter per hour, which is at the high end of industry standard. Product quality, even while operating at 45 TPH, is above average.

Table 1: Green waste Daily Operations Staffing Levels

Labor/Operator Category Number Sortline Sorters 28 Labor Floor Sorters 2 Bale Cleaners 0 Forklift Operators 2 Loader Operators 1 Operators Baler Operators 2 Foreman/Master Controls Operators 1 Total 36

Prepared for the City ofSan Jose Recyclables Processing Facility Reviews November 13, 2015 19 Sloanv AZQUEZ, Llc

Successful recycling processing operations are the resu lt of the application of effective technology and productive labor. All MRF performance agreements {Buyer/Manufacturer) include minimum staffing requ irements and minimum labor productivity requirements that are usually defined in picks-per­ minute {PPM). Typically, sorter productivity requirements are set forth, as follows:

Table 2: Green waste Sorter Productivity Assignments

Sort Line Assignment Expected Picks-Per-Minute Pre-Sort Stations 20to 30 PPM Post-Fiber Screen Sort Stations 40 to 60 PPM Container Sort Stations SO to 80 PPM Residue/Last Chance Sort Stations SO to 80 PPM

The various levels of production are determined by the presentation of the materials to the sorters. Pre­ sorters, for example, are required to remove large, bu lky, sometimes heavy materials from a heavily commingled stream. Container sorters, on the other hand, are required to remove mostly plastic containers from a refined stream. During the observation periods, numerous timed-tests were randomly conducted for each sorter in the Greenwaste operation. The timed-tests were performed from a concealed vantage point so as not to alert the sorters that testing was underway. All sorters functioned within the expected picks-per-minute standard on every test.

iii. MRF DOWNTIME/SYSTEM AVAILABILITY ASSESSMENT Spot assessments of plant downtime do not provide a certain measure of plant efficiency. In order to gain the best assessment of plant efficiency, a prolonged measurement of plant productivity is beneficial. A month-over-month metric comparison, spanning a 3-month period, will generally provide a reliable assessment. However, during t he days in which Sloan Vazquez observed the plant operation, the amount of unscheduled downtime was approximately a total of only 10 minutes per day. As a budgetary projection, most MRF operators plan for, at minimum, 90 percent plant avai lability. That is, the plant is available, on-call, at any time during a schedu led shift for at least 90 percent of the scheduled shift time. Today, it is not unusual for modern plants to achieve 95 percent uptime. According to the plant's operating data, the plant has averaged over 95 percent uptime since the commencement of operations and on some days, has achieved up to 99 percent uptime.

During the observation period, the plant was properly staffed with effective sorters and producing high­ quality outputs. All sorters were in position and ready to commence work at the start of the shift and at the end of each break period. The minimal amount of daily unscheduled downtime is attributable to high-quality engineering and manufacturing processes, as well as the screen cleaning activity that is performed by the maintenance crew during the break and lunch periods. Approximately five minutes were lost at the end of each break period due to the maintenance/screen cleaning crew's failure to complete the task and ready the screens for operation before the scheduled restart of MRF operations. While 10 minutes per day may seem inconsequential, over the course of a year it amounts to over 43 hours {one week) of unscheduled downtime.

Prepared for the City ofSan Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 20 Sf oanvAZQ UEZ, LLc C. BEST MANAGEMENT PRACTlCES

i. DAILY PLANT OPERATIONS The manufacturer's stated designed capacity for the Greenwaste MRF is 35 tons per hour. Since commencement of operations, the plant has operated at a rate in excess of 45 tons per hour, approximately 30 percent above its designed capacity. Greenwaste's management practices, as applied to safety, sorter placement, sorter production, plant productivity, and product quality meet or exceed industry standa rds.

ii. P REVENTATIVE MAINTENANCE The maintenance practices for this plant are outstanding. Greenwaste has a full-time, seven-person mechanical ma intenance crew that is in service throughout the entire shift. This crew continuously performs all housekeeping, screen cleaning, wear-part replacement and other preventative ma intenance tasks during the operation and during scheduled down-time.

Du ring the assessment of the new single-stream processing plant, the current excellent mechanical condition and clean liness of the company's mixed-waste (garbage} processing plant was also observed. The mixed-waste plant has been processing garbage continuously for seven years, since 2008, and is in excellent cosmetic and mechanical condition.

iii. 8 ENCHMARI{ WITH COMPARABLE MRFS The Charles Avenue M RF was designed for residential single-stream production at a rate of 35 tons per hour. During the planning process, it is generally expected that a plant will operate at 90 percent efficiency, or 31.5 tons per hour for the Greenwaste MRF. At its current 45 ton per hour average rate of production, the Greenwaste MRF is operating at 130 percent of the expected minimum production capacity.

Prep aredfor the City ofS on Jose Recyclab/es Processing Facility Reviews November 13, 2015 21 Sloanv AZQUEZ, t.Lc

3. CALIFORNIA WASTE SOLUTIONS, INC. MRF REVIEW

Prepared for the City of San Jose Recyc/ab/es Processing Facility Reviews November l3, 20l5 22 SLoanVAZQUEZ, ~.~.c

A. EXISTING EQUIPMENT CONDITION REPORT The CWS MRF on Timothy Avenue was originally installed in 2001, and is now 15 years old. Most MRF development projects amortize recycling machinery over a ten year period, planning for obsolescence sometime between years 10 and 15. As originally installed, the equipment, manufactured by Machinex Industries, was state-of-the-art. However, even after modification to install optical sorting devices, new MRF technology has well-surpassed the capabilities of the CWS plant.

i. USEFUL LIFE PROJECTION The system, though functional, is near the end of its useful life.

Before commencement of the inspection/evaluation process, SV requested drawings of the plant and a listing of all MRF equipment. Upon commencement of Sloan Vazquez's inspection process, CWS provided the following documents.

Prepared for the City ofSan Jose Recyc/ab/es Processing Facility Reviews November 13, 2015 23 SloanvAZQUEZ, LLc

PM Schedule Timothy Plant

831ers 11 & 2 Balers I 1 & 2 Balersl1 & 2 Balers I 1 & 2 Balers I 1 & 2 Schedule Repairs

Ched< wire tires 1 clean Chec.c wire tires I oean Checf( wire tires f clean Chock Wire tires 1 clean Choc.< wire t.res l tiacks cneek a11 hyd uaclc.s check hyd llulo trad

CQ/l r:~. d".(!Ot bct:s c:ce- ntters. ~ be!~. Ce4l' ntters chec;A be:~ CtOolll t.:etS. ~ t)er.s Clcoto fJolers.. d1edt a..q- q:s. de3n #1$ O.'lCI &!ql -.;~ CEO fuq-> q ·::S Oi&2:0 Ens anc; bc-':s allol;;" v.:s. oea.- n-or.; 'est a:ld oean motTOf$ :.e:s: ~~doll'"I I'WTOI'5 :es: enc clGa:1 .,., ~~· 'ESl io1lC Cle;t'"l .cna a."ld nwro:s :es:r lo'a!.es vai•"'CS YI:IIIIC:$ -~!Vel ard~VDNe.s

Mach 1 Mach 1 Mach 1 MDCh1 Mach 1 Screens( Screens(5,1 0,15,20 Sa-eens(5,1 0,15,20 Saeons(S, 10,15.20 Scrcens(5,10,15 ,20 5,1 0,15,20 Schedule Repairs Clonn shlll\5 aood check Cloc4n snails and cneck ancs al"d !J'('\'\'Ie Delttngs aeon s "'al'::s am! ct-«Jc grease beating$ and cha•M Clean shafts and CfleCiol ClCM !tllafls and cned< V

Figure 22: CWS Maintenance Schedule (Page 1}

Prepared for the City of San Jose Recyclables Processing Facility Reviews November 13, 2015 24 Sloanv AZQUEZ, LLc

Cfean ~l"~RG aN:! checx C>=an Sl'1Cift5 ere: Che« ~ atiC! o;;r!;!a5e ben'o;s a.-.c CI@1Ul " hllhs and cho.;li grease bCCll.lll9S and cholns Clean ~w lUI(! cnecJ< Clean~ .,..., ~ dl.\ll"t$ ci'.e--..lt cb:3 cy CleJTII'Ig:S

Glass Machine (115 Glass Machine (117 Gloss Machi-ne (115 Gless Machina (117 &116} &119} GI ass llactr.lne &U 6} &119) Sclledulo Re;p.eirs Clean out uomme! anC: inspect 1o make sure no C!ean w.1 lrommel a.nd Crean our tromm~ ana Clean OJt tromm&l ~ Cleal\ oultrc;nmel ~ c:bgs dowiOp grease L'lSp:!CC 10 mlllte ~e no ins pe-e! 10 1110i

C-123, TRU 127 C~l23, 127 C-123 TRU C-127 Schedullt A'epairs CHECK ALL nspect c:J,ean belly pans GEAR BOX ~"1Ct lt.IOO lnspect. donn end lube Inspect, clean and lube Inspect clean e~nd lube OIL

Tin Magnet Tin Magnet Tin lla~l TinMagntl 11n lolcl:gncl Schedule Repairs Clean ana ;nspect til'! :;~ean and tnspect tin Clean ancllnsped tin magn~t. biQ\Y Q,;t !la~ ClOW C\Jt mme r C ean ard ~'!SPea iJn magnet bow ot.n mot()r Cloa.n and lnspoa tin motor grease )reese ooar.ngs magnet, blow au: ~r.ora- groase cear.n~J$ mOQila, blo.v c:M manr bearmgs

Eddy Curr.ont Eddy Current Eddy Current E.ddy Curr~nt Eddy Curron1 Sehedulo Ropair:s Slow out mote'$, 31ow 0111 n O!Qrs., inspeq nspC!d bet, clean >Stl. clean shafls and B.row ou: motors.. rnspect &:lw out motors, ill S~ shill'tS ana gelaSil Bio.-• C>Jt motors 1erase bearmgs belt, clean bert, ctean oaaring:;, msoce1 Oelf, d-ean -. ·.~~J - .•'t •·

Air Btower (C33) Air Bl awor {C33) Air Blower (C33) AJr 61CW.1' (C33) Air Blower (C33} Schedwe ~epa.lrs

Figure 23: CWS Maintenance Schedule (Page 2)

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e-n sha~ a'ld C"'leOl O=an ~ al'O c:hoe" QIIO ano grease ~nngs a.:1C Cloa~~ anafls and dloc< grsase :.oanngs ana chains Cteafl :.halt- uno CliX:Io; Ctca:- shalt$ Gild check chll!RS check di&CG lor boGrlngs ana d isc lor check dl11cs lor wear bearngt; Of1(J d iSC fef wear bearings and Cftsc for wear wear \o\'031

Glass Mac.htne (1 15 Glass Mec:Nne (117 Glass Machine (115 Glass MachiM (117 &116) &1 19) Glass Machine &1 16) &119) Schedule Repairs Clean OUI lrommel and ll'l:SPECl to ma.

C-123, TRU 127 C-123, 127 C-123 TRU C-127 Schedule Repairs CHECK ALL

nspact. dear belly pans GEAR BOX !...... C lube lr.spect de>llrl and I;.Oe tnspe:ct c.ean ana Lme '~pcct oean ano kloe OIL

Tin Magnet Tin Magnet Tin Mognel TinMagnot Tin Magnet Schedule Ropairs Clean arl!l :r,sooct t.:n :~e.tr aro nspea tJr Caean a "'lCl 11'\Specl tin rr aon«- blew OL.1 na£WlCt blow 001 motor C.ean and lf'lipect l.fl nagn et. tlow ~ 'TICtcr Clean anc tnSpe<:~ t·'l "'101or grease )lease boart~ mtagnet. bbw 01.11 rn01or grease beartnge. magnet, olow rut moror oear·ngs

Eddy Current Eddy ClJrrent Eddy CUrrent Eddy~rretll Eddy Current SeMdl.de Repairs Slow 01.>1 ~""'.Ctorl 310w ~ motors Inspect 1nspoct oelt, deon >alt. dean shafts and Blow out motors. Inspect Blow out motors, mspea sMfts and geraso BJow ovt motors. 1erase oeRM!)S tlOit Cloan oelr. clean bearmgs 1nscect belt. dean

Air Blower (C33) Air Blower (C33l Alr Blower (C33} Alr B l o.-r (C33) Air Blower (C33) Schedule Repairs

Figure 24: CWS Maintenance Schedule (Page 3)

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lns~ect cle<:~nand lube Inspect, c•e11 n ono cr..:uns ard grease lube cnams ond ;.pea. ::::.ec.n a,..j ubo beat1r.g t-.spea. clea., and lube InSPect, d ear and lube grease bo&llf\0

C-31 TRU, 33 C-J7,TRV 39 C-31 TRU, 33 C-J7,T RU 39 C-31 TAU, 33 Schadulo Repairs

§f)OCI. dean arlO uDe Inspect. ooan lln:2 1out>e Inspect Cll:lM ar d Ule lnspea. cEa., and .utJc lns;JEQ. oean one alns a.no grease a~aJns atld grease ct'.a•ns and o·ease Ct161!'\S ard gc.110 u;)e ct'41\3 and •armg belfy pans on C- beann g belty PQns on C· beanng OOtly par:s on C· ooar.ng belly pans on C grease bea, .~ oo.y only 37 only 33 0"11y -37 IYlly pans C!l C 3J only

Figure 25: CWS Maintenance Schedule (Page 4)

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• _ ,. _, !_!' L~ ·- en II ~- MM .0. • .. .r, ' ;; " '-.

-- ,

Fig ure 26: CWS MRF General Arrangement Drawing

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ii. MAINTENANCE OBSERVATIONS When completing an equipment assessment, SV typically uses photographs of t he apparatus in order to clearly depict items that are defective and are in need of corrective action. This is the most effective method for identifying and illuminating mechanical issues. CWS declined to allow the use of photographs for this assessment. Consequently, in lieu of a captioned photographic presentation, the mechanical and operational maintenance, repair and replacement recommendations are described solely in na rrative form, in Table 3: CWS Maintenance Observations.

The equipment designations set forth in the following CWS MRF inspection report are as follow: • "C" =Conveyor • "B" =Bunker • "S" =Screen • MRF equipment that is neither conveyor, bunker, nor screen is called-out separately, by name. • The numerical designation generally defines the sequence ofthe equipment, as o riginally installed. Because the plant has undergone modification and the installation of additional apparatus, some numerica l listings are out of sequence.

Table 3: CWS Maintenance Observations

Equipment M aintenance Observations

Motor side- Two connector links need to be replaced C-1 • • Non-motor side- one roller needs to be replaced • Non-Motor side- need to replace 21 connector links and all cotter pins C-2 • Motor side - need to replace 36 connector links and all cotter pins • Sidewalls have worn away • Belting- functional but heavily worn • Tail shaft needs to be cleared • Belt needs to be tracked • Tail bearings need grease • Return rollers need to be cleaned Slider pans are worn out and need to be replaced or repaired C-3 • • Three water risers at the head section need to be fixed • Emergency pull cord needs to be tightened • Pause pull cord has been disabled • Water riser at head section is damaged and needs to be replaced • Slider pans are worn out and need to be replaced or repaired • Replace wing pulley • Head and tail bearings need to be cleaned and greased C-4 • All return rollers need to be cleaned • Both water risers are damaged, need to be fixed • All drive chains need to be tightened or replaced • Transition from upper platform to lower platform has been modified and does not meet OSHA requirement Chain guards have been removed exposing shaft drive chains and sprockets. Reach-in and fal l- S-5 • in hazards are present. • All bearings need to be cleaned and greased • Recommend warehousing screen drive sprockets • Motor covers are damaged and need to be fixed

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• Replace rubber side skirting C-6a • Replace belt • Grease head and tail bearings • Clean wing pulley Belt needs to be tracked C-6d • • Grease head and tail bearings • All drive chains need to be tightened or replaced • Transition from upper platform to lower platform has been modified and does not meet OSHA requirement Chain guards have been removed exposing shaft drive chains and sprockets. Reach -in and fall- S-10 • in hazards are present. • All bearings need to be cleaned and greased • Recommend warehousing drive sprockets • Shaft walls are cracked and need to be replaced Replace rubber side skirting C-lla • • Grease head and tail bearings • Clean wing pulley • Belt splice is pulling apart C-lld • Head and tail bearings need to be cleaned and greased • Belt needs to be tracked • Belting- functional but worn • Tail shaft needs to be cleared • Belt needs to be tracked • Tail bearings need grease • Return rollers need to be cleaned • Slider pans are worn out and need to be replaced or repaired • Recommend addition of sidewall extensions to: (1) protect employees' walkway from fa lling debris; (2) Eliminate material from getting in and damaging chain assembly; (3) Help eliminate C-16 material filling up in the pits. • Replace wing pulley • Emergency pull cord needs to be tightened • Pause pull cord has been disabled • Only functions in manual mode. Should be integrated into motor control system . • VFD not functioning properly, capacity is limited to 25 percent, which severely limits production • Water riser at head section is damaged and needs to be replaced • Head and tail bearings need to be cleared and greased C-17 • All return rollers need to be cleaned • Both water risers are damaged, need to be fixed • All drive chains need to be tightened or replaced • Transition from upper platform to lower platform has been modified and does not meet OSHA requirement S-18 • Chain guards have been removed exposing shaft drive chains and sprockets. Reach -in and fall- in hazards are present. • All bearings need to be cleaned and greased • Recommend the warehousing of screen drive sprockets • Chevron belting Is completely worn out and cannot convey materials efficiently. Belting C-19 should be replaced ASAP to prevent downtime and eli minate the labor required to clear jams • Head and tail bearings need to be cleared and greased

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• All bearings need to be cleaned and greased • Inadequate cleaning schedule • Recommend longer lunch period for all screens to be thoroughly cleaned and/or add at-least two screen cleaners • All drive sprockets and chains are worn and loose, recommend that all be replaced S-8, 10, 18, • Discs are in poor condition, recommend a fresh start with all new discs on S-8 and S-18. S-10 discs are sufficient but should be evaluated weekly and replaced as needed 20 • At head section of S-8 and S-18, the stiffening bar that keeps sidewalls from collapsing in are bent (one on each). These should be replaced. The bent bars are causing undue stress on top section of shafts, which will cause shafts to bend, will significantly reduce the life of entire mechanical apparatus. • Baler wire tie system is seeing enormous amount of crushed glass, causing excessive wear and downtime and the loss of wire. The glass is coming from the "overs" from glass cleanup system and the majority is coming from C-38 while that conveyor is running in reverse. • All drive chains need to be tightened or replaced, transition from upper platform to lower platform has been modified and no longer meets OSHA specs S-20 • All bearings need to be cleaned and greased • Recommend the warehousing of screen drive sprockets • Shaft wells are cracked and need to be replaced • Belt is torn on the motor side (two inches) in between belt splices C-22 • 2"d belt splice - splice cord is coming out • Clean and grease head and tail bearings C-23 • Belt needs to be tracked • Grease head and tail bearings C-26 • Center return roller is seized, remove and replace • Grease head and tail bearings This conveyor is too narrow and inadequately transfers material from C-23 C-26 • • Recommend replacement with a wider conveyor or installation of a V.F.D. to move material faster and help to reduce the constant jamming issues • Non-motor side: replace all cotter pins 0 31 connector links between rollers need to be replaced immediately 0 66 full roller assemblies need to be replaced 0 Drop belly pans, clean in between side wells and chain assembly from head section to tail section C-27 • Motor side: - replace 60 full roller assemblies 0 Replace all cotter pins 0 Replace up to 100 rollers 0 Clean and grease head and tail bearings • Tension the belt • C-27 is in bad mechanical condition. It is undersized at 48" and should be replaced with 60" conveyor Head and tail bearings need to be greased C-31 • • Clean return rollers Clean all return rollers C-33 • • Clean head and tail pulleys, and grease bearings • Remove and replace rubber side skirting to prevent spillage C-34 • Need to add belly pan to section of C-34 above employee walkway • Track and t.ension belt C-35 • Clean between belting and magnetic section • Grease head and tail bearings

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• Need to remove belt and replace slider pan • Replace wing pulley • Grease head and tail bearings, clean head and tail pulleys C-38 • Replace belt lacing • Recommend replacing existing belt with cleated belt to help convey material • Recommend higher sidewalls entire length of co nveyor to prevent spillage • C-38 is not sequenced in the motor control system Clean head and tail pulleys C-39 • • Grease head and tail bearings C-40 • Clean head and tail pulley C-41 • Clean head and tail pulleys • Clean head and tail pulleys Several sections are fatigued and bent. Though not urgent, these sections should be C-42 • scheduled for repair/replacement. • Warehouse - 20 chain links and inspect quarterly • New head sprockets should be installed ASAP C-43 • Clean head and tail pu lleys • Replace the fan motor cover C-44 • Clean head and tail pulleys • Belt needs to be t ightened Motor side - chain assembly - 16 loose cotter pins and one missing, recommend replacing B-45 • the 16 loose pins before they shear • Other side- four loose cotter pins, recommend replacing • Motor side- eight loose cotter pins, need to be replaced • Head and tail sprockets need to be greased and cleaned • Belt needs to be tensioned B-46 • Head and tail pulleys need to be cleaned and bearings need to be greased • Other side - nine loose cotter pins, recommend replacing • Replace sprockets at head section • Chain roller is slipping inside off sprocket which will cause lip on roller to shatter B-45, 46 • Lube chain with mixture of 60 percent hydraulic fluid (AW-46) and 40 percent diesel • Belt needs to be tensioned • Lube with 60/40 mixture • Structure legs- mount conveyor to floor are severely corroded, need to be sand blasted and repainted B-47 • Motor side- four cotter pins need to be replaced • Other side- all cotter pins need to be replaced • It appears that something is jammed between the sidewall and the chain assembly that is wearing away the heads of all cotter pins • Head and tail pulleys need to be cleaned, and the bearings greased • Replace the bearings and reinstall safety locks on both sides of conveyor One seized wheel on motor side -need to lube with 60/40 mixture B-48 • • Tension the belt • Head and tail pulleys need to be cleaned, and the bearings greased • Six flights are bent, causing stress at connection point to chain assembly, recommend they be removed and straightened and reinstalled C-54 • Motor fan blade needs to be replaced • Motor cover is missing • Head and tail pulleys need to be cleared, bearings need to be greased

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• Several rollers were squared off • Chain needs to be lubed with mixture of hydraulic fluid AW-46 60 percent and 40 percent diesel • Same issues as listed for C-54 except for motor cover and motor fan blades Recommend stocking rollers and replace as needed for bunker conveyors C-52- C55 C-52, 53, • Structured kickers that attach to floor and bunker C-55- bolts are loose and need to be 55 • impacted • Rubber side skirting needs to be replaced on all bunkers C-52 - C-55 • Four deep cuts in belting • Seated bearing on return roller is failing, needs to be replaced • V.F. D. not working • When C-44 container transfer conveyor is running, C-42 and C-43 have to be run in manual or will not function. Motor Control System should be inspected and modified/repaired by competent electrical engineer. C-66 • If either of the polishing screens (S-104 or S-105 is down, C-38 must be run in reverse, or else you completely overwhelm C-27 and operating polishing deck • Recommend removal of C-38 and feed the material directly onto a small fiber screen. This presents an opportunity for a low-cost, revenue-boosting modification. • Optical six and 11 (on C-6 and C-11 conveyor systems)- installation of motorized rollers is recommended • Bent shaft on "B" deck, causing significant amount of downtime, recommend replacing immediately S-104 • Lamp blown on "C-11" optical sorter. Material not being segregated using optics. Fiber product is significantly contaminated with plastics, a small amount of aluminum USC's, refuse, and other non-program materials. Often, the optical units do not function as designed and there is not opportunity to manually perform quality control sorting of the material. This is a major factor in the production of poor quality commodities C-106 • Clean head and tail Bearings, and grease • Clean all return rollers- tension belt C-111 • Grease head and tail bearings • Track belt C-112 • Clean and grease head and tail pulleys • Remove buildup in wing pulley Rear return roller cracked in half, needs to be replaced immediately C-113 • • Front return roller shattered, needs to be replaced immediately • Replace rubber side skirting on C-113 thru C-116 • Return rollers need to be cleaned C-114 • Clean head and tail pulleys and grease bearings • Replace head pulley • Replace rubber side skirting on C-113 thru C-116 Return rollers need to be cleaned C-115 • • Clean head and tail pulleys and grease bearings • Replace rubber side skirting on C-113 thru C-116 • Clean return rollers C-116 • Clean and grease head and tail pulleys and bearings • Track the belt • Replace rubber side skirting C-116 • There is a significant "wobble" here. Either the motor mount is broken, or shaft is bent C-119 • Head and tail bearings need to be cleaned and greased

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• Clean the return rollers • Clean all return rollers C-120 • Clean head and tail pulleys, and grease bearings • Remove and replace rubber side skirting to prevent spillage • Replace the motor fan cover C-121 • Head and tail bearings need to be greased and cleaned C-123,125 • Clean head and tail bearings and grease • Head and tail bearings need to be greased C-123 • Wing pulleys need to be cleared • Missing one return roller, damaging the belt. Replace return roller C-124 • Replace belt Head and tail bearings need to be greased and cleaned C-126 • • Return rollers need to be cleaned Belt needs to be tracked C-127 • • The wing pulley needs to be cleaned C-135 • Head and tail bearings need to be greased • Wing pulleys need to be cleared Optical • The "nozzle bars" are bent, allowing material to wedge between bars and belting. These are Sorting rarely cleaned during shift. This allows materia_! to block air nozzles and reduces the ability of Units 6, 11 air nozzles to eject the target materials

iii. ASSESSM ENT OF CURRENT MAINTENANCE PRACTICES Maintenance of the plant is a challenge, primarily due to the difficult environment into which the equipment was installed. In order to be fitted into the CWS structure, a converted, two-story office building, the equipment had to be designed and manufactured in such a way that minimized access for repairs and maintenance.

Currently, maintenance appears to be performed on a triage basis. Scheduled preventative maintenance is inhibited by the constant focus on urgent repairs. Only one mechanic is on-duty during the operating shift. Off hours, there are two mechanics and two helpers are on duty. This small maintenance crew is responsible not only for maintaining and repairing the MRF system equipment, but also for t he forklifts, wheel-loaders and balers.

The MRF maintenance staff is competent and equipped with adequate tools, however a larger staff and more·service hours are needed to perform effective preventive maintenance of a plant that is in this condition.

B. CURRENT MRF MANAGEMENT PRACTICES

i. QUALITY OF INBOUND AND OUTBOUND MATERIALS/COMMODITIES Sloan Vazquez did not perform a material composition study; however, the amount of non-program material in the inbound loads presents an operational cha llenge. The CWS M RF is not designed, configured or equipped to efficiently manage the non-program material, or non-recyclables, that must be processed along with the recyclables. The challenges stem primarily from the f act that, as installed, the system does not readily facilitate the recovery and handling of non-recyclables.

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The outbound commodities are of marginal qua lity. Each baled commodity contains a significant amount of cross-contamination {an abundance of outthrows and prohibitives in each ba led commodity). The residue that is ba led for landfill disposal also contains a sign ificant amount of the program commodities, including plastics and fiber. This is confirmed by the fact that 20 percent of the CWS MRF labor (sorter category) are designated as "bale cleaners". These employees "dress", or remove, all ofthe visible prohibitives, outthrows, and other contaminants from the outside of each bale. This creates a cosmetic improvement but, in fact, the offending materials still reside inside of each bale, thereby reducing the quality and the overall value of commodities recovered in the MRF process.

ii. APPLICATION OF LABOR When the CWS equipment was originally installed, the standard for labor production in a single-stream processing plant was 2,000 pounds per hour per sorter. With advances in technology, MRF operators have seen productivity increase to between 2,500 pounds and 3,000 pounds per hour per sorter.

Currently, CWS uses only 15 sort line sorters while processing at a rate of 35 TPH. As a resu lt, the sorters are expected to extricate contaminants from residential single-stream material that is being processed at an average rate of 4,667 pounds per sorter per hour. The CWS MRF sorter/production ratio is approximately 50 percent of that of other, comparably equipped, MRF operations. Only 19 employees (15 sorters plus four bale cleaners) are regularly assigned to the categories designated as "labor". By using well-established industry standards as a benchmark, SV has determined that the sort line is significantly understaffed.

Table 4: CWS Daily Operations Staffing Levels

l abor/Operator Category Number Sortline Sorters 15 l abor Floor Sorters 0 Bale Cleaners 4 Forklift Operators 4 loader Operators 2 Operators Baler Operators 1 Foreman/Master Cont rols Operators 2 Total 28

Successfu l recycling processing operations are the resu lt of the application of effective technology and productive labor. All MRF performance agreements {Buyer/Manufacturer) include minimum staffing requ irement s and minimum labor productivity requirements that are usua lly defined in PPM. Typically, sorter productivity requirements are set forth, as follows:

Table 5: CWS Sorter Productivity Assignments

Sort line Assignment Expected Picks-Per-Minute Pre-Sort Stations 20to 30 PPM Post-Fiber Screen Sort Stations 40 to 60 PPM Container Sort Stations 50 to 80 PPM Residue/Last Chance Sort Stations SO to 80 PPM

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The various levels of production are determined by the presentation of the materials to the sorters. Pre­ sorters, for example, are required to remove large, bulky, sometimes heavy materials from a heavily commingled stream. Container sorters, on the other hand, are required to remove mostly plastic containers from a refined stream. During the observation periods, numerous timed-tests were randomly conducted for each sorter in the CWS operation. The timed-tests were performed from a concealed vantage point so as not to alert the sorters that testing was underway. All sorters functioned within the expected picks-per-minute standard on every test.

The maintenance staff is competent and well equippe~ to perform the required service. However, the maintenance that is needed to bring the plant up to standard requires a larger maintenance staff, or more service hours, or both.

iii. MRF DOWNTIME/SYSTEM AVAILABILITY ASSESSMENT Spot assessments of plant downtime do not provide a certain measure of plant efficiency. In order to gain the best assessment of plant efficiency, a prolonged measurement of plant productivity is beneficial. A month-over-month metric comparison, spanning a three-month period, will generally provide a reliable assessment. However, during the days in which Sloan Vazquez observed the plant operation, the amount of unscheduled downtime was excessive. As a budgetary standard, most MRF operators plan for, at minimum, 90 percent plant availability. That is, that the plant is available, on-call, at any time during a scheduled shift for at least 90 percent of the scheduled shift time. Today, it is not unusual for plants to achieve 95 percent uptime. By our estimate, during the period of observation the CWS MRF was available approximately 80 percent of the time. Many reasons for excess ive downtime were observed, including:

• Because the plant does not have an Old Corrugated Cardboard (OCC} screen, 40 to 50 percent of the pre-sort activity is occupied with the recovery of OCC. • The other pre-sorter activities (non-OCC recovery) are focused upon the remova l of film plastic, textiles, bulky plastics, and metals. As a result, non-recyclable materials are allowed to proceed into the process. This contributes to the creation of unscheduled MRF downtime, accelerated equipment deterioration, and poor commodity quality. • The labor and time applied to housekeeping during the periods of scheduled downtime (lunch and breaks) is insufficient to allow the fiber screens and other technology to perform at peak efficiency. Breaks should be longer and/or staff should be added to perform the screen cleaning/housekeeping that is requ ired if the plant is to operate as designed. • The inability to effectively, efficiently remove contamination in the inbound loads, and the outdated mechanical processes have combined to create an operating environment that is inefficient and produces low-quality products.

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C. BEST MANAGEMENT PRACTICES

i. DAILYPLANTOPERATIONS The SV team identified the following operational chal lenges: • Both pre-sort lines are frequently paused or stopped to remove both targeted and objectionable materials, significantly burdening plant production and reducing hourly throughput. • The system has been modified to accommodate the reprocessing of the "unders" from the polishing screen. This is very inefficient. The unrecovered materials appear to be almost 100 percent program materials, including ledger-sized fiber, 3-7 plastics, PETs, tin cans and aluminum UBC. The reprocessing of this material is inefficient and mostly ineffective. o There are numerous problems associated with this practice, including the fact that it appears that these materials run in a continuous circle, round about the plant. When these materials are re-introduced to the polishing screens, the screens are overwhelmed, causing them to be delivered over-and-over into the system, in a perpetual loop. Close examination revea ls that the residue-stream and the container- stream produced at the polish ing screen is practically identical in volume and in composition. • The garbage, or process residue, is baled in the CWS operation. This is not recommended. This material should be delivered to a compactor for transfer. Because of the large amount of glass that is contained in the system residue, wear and tear on the baler is excessive. Also, the garbage bales contain not only non-program materials, but a sign ificant amount of plastics, fiber, and some metals.

ii. PREVENTATIVE MAINTENANCE In the opinion of Sloan Vazquez, the maintenance of the plant is mostly performed under emergency conditions. Good housekeeping is of primary importance in an effective preventative maintenance program. This plant is heavily laden with fiber dust, cobwebs, and all manner of spi lled and compacted recyclables on and underneath the platforms, on the stairways and in walkways throughout the plant. The performance of preventative maintenance ass ignments is impeded when the task requires that the area be cleared of debris before the maintenance crew can access the machinery.

If the plant was properly kept, the company's written preventative maintenance program would be sufficient. However, because the plant is in significant disrepair and is not well-kept, it is doubtful that the skilled maintenance crew is able to regularly perform all of the assigned tasks.

iii. BENCHMAR({ WITH COMPARABLE MRFS The CWS MRF was originally designed for residential single-stream production at a rate of 25 tons per hour per line, or 50 tons per hour. During a MRF planning process, it is generally expected that a plant will operate at 90 percent efficiency, or 45 tons per hour for the CWS MRF. At its current 35 ton per hour average rate of production, the CWS MRF is operating at only 75 percent of the expected minimum production capacity. Even considering the challenge of efficiently managing inbound contaminants, this plant, properly staffed and maintained, should process material in excess of 40 tons per hour.

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4. STATEMENT OF QUALIFICATIONS

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Sloan Vazquez, LLC Statement of Qualifications

ii SloanVAZQUEZ, LLc Company Background

Sloan Vazquez, LLC is a consulting firm focusing exclusively on municipal solid waste planning and management services, specializing in municipal contract operational reviews, waste stream ana lysis, program design, and MRF project development. The firm was founded by Joe Sloan in 2000, and was joined by En rique Vazquez in 2005 and Charissa McAfee in 2013. Combined, the firm's partners have over 60 years of wide ranging expertise and experience in municipal waste management and recycling. With offices in Irvine, California, Sloan Vazquez maintains a specialized, streamlined organization that provides solid waste and recycling advisory services to both public and private sector solid waste and recycling enterprises.

Sloan Vazquez is uniquely qualified to meet the needs of municipalities. In addition to the economic, regu latory and evaluation proficiency we have fine-tuned through our academic and professional experience, we offer keen industry insight developed through many years of direct, bottom-line management of municipal solid waste and recycling contracts, including day-to-day responsibi lity for delivery of services, ongoing development and implementation of new services, rate negotiation for existing and/or new programs, development and preparation of operational data and service metrics. This comprehensive knowledge of municipal solid waste and recycling services distinguishes us from other consultants who may be well-qualified academically, but have little or no experience putting their recommendations into practice and managing them to a successful outcome.

PROFESSIONAL SERVICES

Sloan Vazquez provides a wide array of waste management and recycling consulting services for public and private sector clients throughout the United States.

FACILITY EVALUATION & OPERATION • Recycling Processing Systems • Acquisition/Negotiation of systems • MRF Project Development and/or components • Conveyors, Ba lers, Screens, Optical • Warranty Management sorting systems • Start-up Management • Conceptual Facility Design • Preventative Maintenance Programs • Bid Ana lysis & Ranking • Rolling Stock (Loaders, Forklifts, Trucks, • Process Capacity and Operating Trailers) Specifications • Electrical Control Systems • Operations & Training

Sloan Vazquez, LLC Statement of Qualifications

iii Sloanv AZQUEZ, ttc

MUNICIPAL SERVICE MANAGEMENT • Competitive Procurement Management • Operational Reviews & Performance • Seryice Contract Negotiation Assessments • Contract Compliance Management

GENERAL SOLID WASTE SERVICE ANALYSIS • Collection Operations • Disposal Options • Recyclables Processing • Solid Waste Transfer • C&D Recycling • Commodity Market Development

OPERATIONS MANAGEMENT • Collection Route Analysis • Staffing, Personnel Classification & Job o Route Audits Descriptions o Billing Audits • Performance Metrics Development & • Re-Routing Management • Review Customer Service & Bi lling • Training for Management & Operations Functions Personnel • Revenue Enhancement Methods

Sloan Vazquez Clientele

GEOGRAPHICAL DISTRIBUTION OF SLOAN VAZQUEZ CLIENTS

NORTHEAST MID-WEST WEST • Mass a ch usetts • Indiana • Washington • New York • Illinois • Oregon • Pennsylvania • Wisconsin • Cal ifornia • Ohio • Missouri CANADA SOUTHWEST SOUTH • British Columbia • Nevada • Louisiana • Ont ario • Arizona • North Carolina • New Mexico • South Carolina EUROPE • Ireland • Texas • Florida • England • Georgia • Germany • Kentucky

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PARTIAL LISTING OF MUNICIPAL CUENTELE • City of Pasadena, CA • City of Aliso Viejo, CA • City of Pleasanton, CA • City of Berkeley, CA • City of San Bernardino, CA • City of Cypress, CA • City of Santa Monica, CA • City of El Cerrito, CA • City of Whittier, CA • City of Fort Collins, CO • City of Yuba City, CA • City of Glendale, CA • Fayette Urban County Government, KY • City of Irvine, CA • Orange County Great Park, CA • City of La Mirada, CA • Outagamie County JPA, WI • City of los Alamitos, CA • RethinkWaste {San Mateo JPA}, CA • City of Mission Viejo, CA • City of Oceanside, CA PARTIAL LISTI NG OF INDUSTRY CLIENTELE 0 Abitibi-Consolidated Corporation AZ • Interior Removal Specia lists CA • Advance Disposal Company, Inc. CA • Lennar Communities CA • Alameda County Industries CA • lunas Construction NV • American Reclamation, Inc. CA • Moore Electric CA • Allied Waste Industries AZ • North Hills Recycling CA • Balcones Resources TX • Organic Energy Corporation CA • Bluefire Ethanol CA • Polymer Solution Inti NJ • Bulk Handling System OR • Potential Industries, Inc. CA • California Waste Solutions CA • Pratt Industries GA • CaiMet, Inc. CA • Rainbow Disposal CA • Cambridge Construction IN • Republic Services-National AZ • Cedar Avenue Recycling & TS CA • Rios Recycling CA • Castaway, Inc. CA • RJ's Demolition & Disposal CA • Clements Environment al Inc. CA • Stealth Marketing CA • Community Recycling CA • Tomra Pacific, Inc. CA • Consolidated Disposal Service CA • Waste & Recycling Services, Inc. CA • CP Manufacturing Corporation CA • Waste Connections TX • Davco Steel sc • Waste Management, Inc. TX • Del Norte Recycling Center CA • Western Waste Services CA • Ecology Auto Parts CA • World Waste Technologies CA • Friedman Recycling Co. TX • Fulcrum Bioenergy CA • Garden Cit y Services CA • Geneva Companies CA • Hertlein Industries, Inc. CA

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KEY PERSONNEL

}OE SLOAN - PRINCIPAL AND PARTNER The founder of Sloan Vazquez, Joe Sloan has 25 years of professional experience in the environmental field working for the private and public sectors. He has advised numerous local governmental agencies and municipal ities. His credentials and experience are more fully delineated in his resume provided in Appendix A, Professional Resumes.

ENRIQUE VAZQUEZ - PRINCIPAL AND PARTNER Enrique Vazquez has over 25 years of experience in the management and operations of municipal solid waste collection and has a thorough understanding of all the aspects related to their management including knowledge of cost of service analysis and rate setting and administration concepts and procedures. He has been responsible for the adoption of numerous municipal solid waste and recycling programs from conception and design to implementation. He is an expert on the economics related to solid waste programs and specializes in financial modeling and review. Mr. Vazquez has a Bachelor's of Science in Business Administration from the University of Southern Cal ifornia. His resume is provided in Appendix A, Profess ional Resumes.

CHARISSA MCAFEE- PARTNER Charissa McAfee has extensive experience in securing and managing multi-million dollar, high profile municipal solid waste and recycling contracts, having had direct responsibility for managing numerous solid waste and recycling franchises. She has demonstrated success in designing and executing recycling education and outreach programs, developing and implementing organics recycling outreach and education programs, and has led teams at numerous hauling divisions in their development of documentation and reporting systems for submittal to Cal Recycle. Ms. McAfee has also conducted in­ depth regional infrastructure and economicfeasibility studies, and authored numerous competitive proposals, applications and comprehensive reports. Her resume is provided in Appendix A, Professional Resumes.

PHILIP P. STECIlandfills. His resume is provided in Appendix A, Professional Resumes.

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LARRY MCQUAIDE- SENIOR AsSOCIATE Larry McQuaide has over thirty years of experience in the waste management field, w ith an extensive backgroul)d in financial analys is and strategy, financia l modeling, process improvement and regu lat ory compliance. He has served in both operational and financial management within several solid waste companies, with roles including District Manager and Chief Financia l Officer. His credentials and experience are more fully delineated in his resume, which is provided in Appendix A, Professional Resumes.

TOMMY SLOAN- ASSOCIATE Tommy Sloan has worked in MRF operations for over 15 years. He began his ca reer as·an equipment operator and quickly moved into supervision and management of daily operations including preventative maintenance, staffing, production schedu les and the handling/shipping of recovered commodities.

Taking a primary interest in the mechanical performance of MRF equipment, Tommy began to conceive, fabricate and install minor system modifications to improve MRF operations. His focus on equipment modification, fabrication and installation led to a career in large MRF system installations including the original mixed waste processing system at the Greenwaste MRF and the major modification of the CWS MRF in San Jose. He has performed equipment condition assessments and performance tests on MRF operations across the U.S.

FRANK FLORES - ASSOCIATE Frank Flores is a seasoned professional in the solid waste and recycling industry w ith over 23 years in business management, including solid waste and recycling collection operations, transfer station management, MRF management, transportation, safety management, human resources, and customer services and sales management.

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PROJECTS Our experience is broad and extensive; derived from years of direct, bottom-line responsibility for managing. municipal solid waste and recycling contracts. Areas of expertise include day-to-day responsibility for delivery of services, ongoing development and implementation of new services, rate negotiation for existing and/or new programs, development and preparation of operational data and service metrics, to name a few.

We have been involved in the solid waste and recycling industry prior to the adoption of AB 939 (California State legislation which mandated 50% diversion), and we have assisted clients in compliance with AB 341 and preparation for AB 1826. We offer our extensive knowledge of industry best practices and demonstrated results in all aspects of solid waste collection, single-family residences recycling, multi-family recycling, commercial recycling, construction and demolition debris recycling, and materials processing.

The following is a partial listing of completed projects.

Client: South Bayside Waste Management Authority (San Carlos, CA) Hilary Gans, General Manager 610 Elm Street, Suite 202 San Carlos, CA 94070 Tel: (650) 802.3507 hgans@rethinl

The SBWMA is a joint powers authority of twelve member agencies in San Mateo County, California. The SBWMA oversees solid waste collection and recycling services to its member agencies. It also oversees the operation of the Shoreway Recycling and Disposa l Center that receives approximately 430,000 tons of solid waste and recycling materials per year.

Quarterly Contamination Measurements SBWMA selected Sloan Vazquez to conduct quarterly waste characterizations for the residential recycling, commercial recycl ing, residential recycling, commercial organics, and commercial plant material streams to determine if levels of contamination exceeded maximum amounts set forth in the franchise agreement for collection services between Recology and the SBWMA. The waste characterizations include the random selection of materials using a computerized randomizer, sorting and classifying the sampled material, record ing the results and inputting into a database, and a fina l report summarizing the results of the project.

Project: Municipal MRF Testing and Acceptance Services SBWMA selected Sloan Vazquez to provide testing and acceptance of the Materials Recovery Facility to ensure conformance with the required specifications.

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Project: Municipal MRF Services Procurement SBWMA selected Sloan Vazquez to assist them in t he procurement process as they select contractor(s) to provide sol id waste and recycl ing services including the design, acquisition, installation, and operation of their M.RF. Sloan Vazquez ass isted the SBWMA by providing the analysis and ranking of proposes including financial analysis of their recycling revenue sharing offers. Additional financial assessment where performed for alternative proposals offered by the incumbent proposer.

Additionally, Sloan Vazquez is assisted the SBWMA in the final selection of a vendor and is now assisting in negotiations and development of the final agreement.

Client: Monterey Regional Waste Management District (Marina, CA) Timothy Flanagan, Assistant General Manager 14201 Del Monte Blvd. PO Box 1670 Marina, CA 93933-1670 Tel: (831} 384.5313 [email protected] Project: C & D M aterial Processing and Storage Capacity Study Sloan Vazquez was se lected as a part of a team to retrofit t his extraordinary facility w ith new waste process ing technology. Sloan Vazquez was charged w ith the respons ibility to develop cost pro-formas for four (4) distinct construction and demolition waste characterizations and facility requirements.

Athens Regional MRF Client Program Manager: Dennis Chiapetta City of Industry, CA Tel: (626) 336-3636 Concept design, equipment selection, solid waste facil ity permitting, construction management, start-up management and material marketing for Los Angeles County's largest and most successfu l MRF. The faci lity has a design capacity of over 8,000 tons per day. Mr. Sloan recovered and marketed approximately 10,000 tons per month of residential and commercial recyclables, including stee l, wood products and organic recyclables.

Paramount Resource Recycling MRF Client: Paramount Resource Recycling Client Program Manager: Thomas Blackman Paramount, CA Tel: (562} 259-1239 Project: MRF development Feasibility Analysis Sloan Vazquez conducted a financial feasibility study including a site use plan, conceptual design for MRF processing equipment.

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Tri-R, Inc Regional MRF Tri-R, Inc (Acquired by Wast e Management, Inc.) Denver, CO Project: Feasibility Analysis and Proposal Preparation Sloan Vazquez conducted a financia l feasibility study and prepared a proposal in response to a municipal RFP. The project included presentations to the City and participation in the municipal interview team. The firm selected a 25 TPH residential single-stream system manufactured by Machinex.

Client: Brown, Outagamie & Winnebago Counties (Green Bay, WI) Philip Stecker, Director of Solid Waste- Outagamie County 1419 Holland Road Applet on, WI 54911 Tel: (920) 832.1521 [email protected] Project : Municipal MRF Development Services BOW, a Joint Powers Authority ofthe Brown, Outagamie and Winnebago Counties initially selected Sloan Vazquez to eva luate the capital and OEM costs for actual projects around the country to help the Counties determine capital and O&M costs for their system. With the help of our study, BOW determined to move forward toward the development of a MRF.

Subsequently, Sloan Vazquez was engaged to prepare and oversee the procurement of the project equipment and to manage the installation and start-up of the new MRF a processing capacity of 70,000 tons per year. Sloan Vazquez prepared the RFP and managed the procurement process including evaluating and ranking the proposers, assisting the city in making a final selection and developing the final agreement . Sloan Vazquez also completed the installation and acceptance testing of the equipment to ensure that the equipment performed according to the required specifications.

Project: M unicipal MRF Labor Services Procurement Services Our firm also developed an RFP for the procurement of labor services for the MRF to assist BOW in the staffing of the faci lity.

Project: Municipal MRF Feasibility Analysis Sloan Vazquez prepared financial feasibility analysis to add a second shift to the existing operation. This project included identification of assumptions and preparation of several pro-form as based upon projected scenarios.

Project: Munici pal MRF Expansion Evaluation and RFP Management Sloan Vazquez is now in the process of providing eva luation services for expansion ofthe MRF and for managing the ensuring RFP for procurement of additional equipment.

Friedman Recycling MRF lsmael Barrera, Operations Manager

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El Paso, TX Tel: (915) 269-6782 Project: Feasibility Analysis and Proposal Preparation Sloan Vazquez conducted a financia l feasibility study and prepared a proposal in response to a municipal RFP. The project included presentations to the City, participation in the municipal interview team and contract negotiations. The company selected a 20 TPH residential single-stream system manufactured by Bollegraff and Van Dyk Baler Co.

Alameda County Industries Brian Jones, General Manager San Leandro, CA Tel: (510) 714-0010 Project: MRF Operational Assessment Sloan Vazquez conducted a MRF Operations assessment on a15 TPH residential single-stream system manufactured by CP Manufacturing. The assessment included a revised operations plan implementation, mechanical modification planning, and implementation.

Austin Texas Regional MRF Client: Balcones Resources, Inc. Kerry Getter, CEO 9301 Johnny Morris Road Austin, TX 78724 Tel: (512) 472.3355 Project: Feasibility Study, Proposal Preparation and Performance testing & start-up operations Conducted a financial feasibility study and prepared a proposal in response to a municipal RFP. The project included MRF equipment conceptual design, MRF system procurement, MRF commissioning and performance and accepting testing, start-up operations supervision, presentations to the City, a participation in the municipal interview team and contract negotiations. The company selected a 15 TPH commercial single-stream system and a 22 TPH residential single-stream system manufactured by Bu lk Hand ling Systems, Inc.

Newby Island Regional MRF (dubbed "World's Largest MRF'J Client: Republic Services, Inc. Mark Henke, Corporate Recycling Manager San Jose, CA Tel: (773) 842-0279 Project: Vendor Selection Analysis and Performance & Acceptance Testing Sloan Vazquez conducted performance and acceptance testing to four separate processing systems in one plant. The equipment includes a 35 TPH residential single-stream system, a 20 TPH commercial single-stream system, a 33 TPH commercial dry refuse system and a 22 TPH commercial wet refuse system manufactured by Bulk Handling Systems, Inc.

St. Louis Regional MRF .c lient: Republic Services, Inc. Mark Henke, Corporate Recycling Manager Saint Louis, MO

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Tel: (773) 842-0279 Project : MRF Equipment Commissioning, Performance & Acceptance Testing Sloan Vazquez conducted equipment commissioning, performance and acceptance testing on a 25 TPH commerdal and residential single-stream system manufactured by Machinex Industries.

]acflsonville Regional MRF Client: Republic Services, Inc. M ark Henke, Corporate Recycling Manager Jacksonville, Fl Tel: (773) 842-0279 Project: MRF Equipment Commissioning, Performance & Acceptance Testing Sloan Vazquez conducted equipment commissioning, performance and acceptance testing on a 15 TPH commercial and a 22 TPH residential single-stream system manufactured by Machinex Industries.

North Ohio Regional MRF Client: Republic Services, Inc. M ark Henke, Corporate Recycling M anager Oberlin, OH Tel: (773) 842-0279 Proj ect: M RF Equipment Commissioning, Performance & Acceptance Testing Sloan Vazquez conducted equipment commissioning, performance and acceptance testing on a 15 TPH commercial and a 25 TPH residential single-stream system manufactured by CP Manufacturing.

Fort Worth Regional MRF Client: Republic Services, Inc. Duane M cDonald, District Recycling M anager Equipment : CP M anufacturing- 25 TPH Residential Single-Stream & 15 TPH Commercial Single-Stream Plano, TX Tel: (972) 310-6060 Proj ect: MRF Equipment Commissioning, Performance & Acceptance Testing Sloan Vazquez conducted equipment commissioning, performance and acceptance testing on a 15 TPH commercial and a 25 TPH residential single-stream system manufactured by CP Manufacturing.

FT. Wayne RSS MRF Client: Republic Services, Inc. M ark Henke, Corporate Recycling M anager Fort Wayne, IN Tel: (773) 842-0279 Project : MRF Equipment Commissioning, Performance & Acceptance Testing SmalllO TPH residential single-stream system manufactured by CP Manufacturing to process materials for a national collection service company.

Soutll San Francisco Scavenger Doug Button, President South San Francisco, CA Tel: (650) 589-4020 Project: M RF Operational Assessment

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Sloan Vazquez conducted a MRF Operations assessment on a 10 TPH C&D recycling system, a 15 TPH commercial recycling systems, and a 25 TPH single-stream system manufactured by CP/Krause Manufacturing system. The assessment included a revised operations schedu le and labor assessment, equipment modification recommendations.

Client: Fort Collins, CO Susan Gordon, Project Manager 215 North Mason Street, 2"d Floor Fort Collins, CO 80524 Tel: (970) 221.6265 [email protected] Project: Waste Stream Analysis and Waste-to-Energy Systems and/or Conversion Technology Analysis Sloan Vazquez prepared a Waste Stream Analysis study to determine the composition, weight, and potential value of materials generated in the greater Fort Collins community that are sent to landfills for disposal. The study included identification of the most feasible types of waste-to-energy systems and/or Conversion Technologies in which the City of Fort Collins may wish to invest for future waste stream management.

Project: Integrated Recycling Facility Analysis Sloan Vazquez developed and analysis for an integrated recycling facility (IRF) to manage a variety of discarded materials, such as: electronic waste; household hazardous waste; compostable organics, including yard waste and food scraps; construction and demolition debris; and, other types of recyclable comfl!Odities. The feasibility analysis included detailed information about opportunities for creating additional waste diversion collection infrastructure for the benefit of the community and citizens. Our experience in solid waste management and operations was important to City in the selection decision.

Client: City of Yuba City, CA Steven C. Kroeger, Assistant City Manager 1201 Civic Center Blvd Yuba City, CA 95993 Tel: (530) 822.4620 skroeger@ybacity .net Project: MRF Permit Application Assessment Sloan Vazquez completed an assessment of a MRF permit application submitted by a local recycling company. The assessment highlighted the important characteristics of the proposed project including the limitations required by State law and the impact it may have on the City. In addition, the assessment identified several issues requiring improvement.

Project: Evaluation of Recycling Processing Proposal Sloan Vazquez completed an evaluation of an unsolicited proposal to provide recycling materials processing and collection services. The report included an evaluation of the proposer's capabilities to provide the offered services, the reasonability ofthe proposed methodology and equipment, the competiveness and reasonableness oft he proposed fee, and review of the proposed agreement. Our experience in solid waste management and operations was important to City in the selection decision.

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Project: Assessment of MRF and Transfer Station Operations Sloan Vazquez completed an assessment of MRF and transfer station operations at the Recology facility. The assessment was conducted to assist the City of Yuba City in their negotiations with Recology Yuba­ Sutter. Th.e assessment included visitation for site observation and interviews with operational personnel in addition to review of efficiency performance parameters.

Client: City of Berkeley, CA l

Project: Operational Review of Solid Waste Division Sloan Vazquez completed an operational review for the City of Berkeley's Solid Waste Management Division. To complete this engagement, Sloan Vazquez personnel reviewed all division operational functions and workflow process for each area; reviewed the scheduling and routing system; eva luated the current vehicle fleet, including condition and replacement schedules and repair scheduling and costs based on industry standards; assessed the use of outside contractors for curbside collection of recyclable materials and operation of materials processing facilities; assessed the non-exclusive fra nchise arrangement used by the City to service the commercial sector. Our experience in solid waste management and operations was important to City in t he selection decision.

Client: Regional Waste Management Authority l

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Client: City ofSanta Monica, CA l

North San Diego County Single-Stream MRF Client: Escondido Disposal (Edco) Client Program Manager: Steve South Tel: (619) 287.3532 Machinery installation and start-up operations management, including the training of managers and supervisors, and equipment maintenance and safety programs for 500 ton per day single-stream recycling plant in San Diego County, CA.

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A PPENDIX A- PROFESSIONAL RESUMES

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JOEM. SLOAN Sloan Vazquez, LLC-3002 Dow Avenue, Suite 118 - Tustin, CA 92780

Qver the course of his career, Mr. Sloan has directed residential and commercial recycling, municipal contract development, commercial market development, comprehensive recycling programs, solid waste facility development, efficiency studies, rate adjustment process and public policy analysis. Mr. Sloan's success in waste management can be attributed to his ability to Education rally diverse, sometimes adversarial groups of investors, corporate and B.S., Political Science, Wyoming University public leaders, grass roots activists, managers and employees towards the accomplishment of a common goal. Professional Affiliations EXPERIENCE: Southern California Waste Management Forum RESIDENTIAL AND COMMERCIAL RECYCLING Mr. Sloan designed, implemented and operated residential recycling and Southern California Conference on Environment and green waste programs for many municipalities. He directly managed Development numerous municipal contracts serving over 3,000,000 people and Greater Los Angeles Solid 1,000,000 households. Mr. Sloan was responsible for the program design, Waste Management Association equipment selection, cost analysis of collection alternatives, promotion, community education program, detailed reporting and eva luation of National Task Force on Progressive Environmentalism program performance and, the sa le of all recyclable commodities. Mr.

California Polytechnic Sloan has also prepared city, county and State reports and documentation University - Lecturer, Waste of recovery and waste diversion for regulatory purposes. The following is a Management Certification partial listing of municipal program development and management: University of Southern California - Lecturer, I. Whittier curbside recycling Environmental Engineering Graduate Program 2. West Covina automated green waste 3. Glendora curbside recycling and green waste Publications 4. Alhambra curbside recycling and green waste Streamlining the Solid Waste 5. Montebello curbside recycling and green waste Facility Permitting Process, 6. Monterey Park curbside recycling and green waste with Michelle Leonard, Pacific Research Institute, 1994 7. La Mirada automated recycling and green waste automated recycling Solving the Trash Crisis, The 8. Covina Valley Republican, 1992 9. San Gabriel curbside recycling Progressive Environmentalism, I 0. Temple City curbside recycling and green waste National Center for Policy I I. South Pasadena backyard recycling and green waste Analysis, 1991 . contributor 12. San Marino backyard recycling and green waste Contracting for Municipal Solid 13. Norwalk automated trash, manual recycling-green waste Waste Management Services, with Lynn Scarlett, Reason 14. Bell automated trash, recycling-manual green waste Foundation 15. Lawndale automated trash, recycling-manual green waste Recycling: Is it always good for 16. Maywood automated trash, recycling-manual green waste the environment? Le Dechets, 17. Cudahy automated trash, manual green waste France -2004. 18. Avalon material recovery facility and compost site One Way Bottle Leads to Dead I 9. L.A. Unincorporated manual recycling and green waste End -Waste News 2005 20. South Gate automated refuse and recycling

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MUNICIPAL CONTRACT DEVELOPM ENT Mr. Sloan managed dozens of municipal contracts. In response to municipalities inviting proposals for comprehensive waste management services, Mr. Sloan developed successful turnkey proposals to thoroughfy address the residential, commercial, industrial, recycling, and hazardous waste elements of the solid waste stream.

COMPREHENSIVE RECYCLING PROGRAM In response to State and Federal waste reduction and recycling mandates, Mr. Sloan developed comprehensive recycling programs for many cities. The Program includes:

The use of Centralized Processing Facility {CPF) Selected commercial recycling Yard waste recycling program Drop-off program {redemption center development) Residentia l curbside recycling Quantification of source reduction and third party recycling

SOLI D WASTE AN D RECYC LI NG FACILITY DEVELOPMENT Mr. Sloan is an expert in conceptual facility design and equipment selection for "clean" and "dirty" material recovery facilities (M RF's) and transfer stations. He has managed zoning, building and solid waste permitting, construction and start-up operation and facilities. Mr. Sloan's facility development projects include:

• Concept design, equipment selection, sol id waste facility permitting, construction management, start-up management and material marketing for Los Angeles County's largest and most successful MRF. The facility has a design capacity of over 8,000 tons per day. Mr. Sloan recovered and marketed approximately 10,000 tons per month of residential and commercial recyclables, including steel, wood products and organic recyclables. • Concept design, equipment acquisition, operations management and material marketing for recycling, sorting, and plant serving ten Los Angeles County cities and approximately 100,000 households • Project development, equipment selection and acquisitions for a unique recycling and solid waste composting operation on Catalina Island. The Project developed in response to AQMD's requ irement to close the solid waste incinerator on the island. • Concept design, financing, equipment acquisition and installation, day-to-day operations management, marketing of all commodities for 200 ton per day single-stream recycling plant, in Wilmington, {L.A. Harbor) CA. • Machinery installation and facility start-up management for 250 ton per day single-stream recycling plant, in Oakland, CA. • Construction management, equipment installation, hiring and training management personnel, start-up operation management including equipment maintenance and safety programs for 500 ton per day single-stream recycling plant in San Jose, CA.

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·• Machinery installation and start-up operations management, including the training of managers and supervisors, and equipment maintenance and safety programs for 300 ton per day single­ stream recycling plant in San Diego County, CA.

EFFICIENCY STUDIES Refuse, Recycling and Yard Waste Collection - Mr. Sloan has completed studies to improve routing to reduce the number of vehicles or overtime payroll required to perform services, reduce veh icle down­ time and lower maintenance costs, improve worker safety and reduce Workers Compensation and other insurance costs, best use of third party faci lities and services (material recovery facilities and transfer stations), reduce disposal costs, maximize recycling commodity sales revenue and improve fuel efficiency. Solid Waste Faci lities - Mr. Sloan designed or modified facilities for greatest productivity. This involved incorporating new technologies and improved machinery including; conveyors, screens, baler, loading systems, etc. He also compared labor and operating cost savings to the cost of capital investment.

RATE ADJUSTMENT PROCESS Mr. Sloan prepared and presented rate adjustment proposals to regulatory agencies (city, county, etc.). He negotiated rate adjustment criteria, rate support documentation and presentation to municipal staff and council

PUB LI C PO LI CY ANALYSIS Mr. Sloan provides analysis of Federal, State and local waste management laws, regulations and pend ing legislation. He has written issue papers and position statements on public waste management policy and its impact upon local government agencies, industry and individuals.

RECYCLABLE COMMODITY SALES Mr. Sloa n has developed market relationships and delivered thousands of tons of commodities recovered t hrough municipal recycling programs to brokers and end-users around the globe. In addition to selling into longstanding markets for newspaper, old corrugated cardboard, mixed paper, office paper, color and white ledger, old computer paper, old magazine, all plastic grades, all container glass, and, ferrous and non-ferrous metals, Mr. Sloan has developed specialty markets for municipal organics and for materials re covered in C&D operations.

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XX SloanvAZQUEZ, LLc ENRIQUE VAZQUEZ Sloan Vazquez, LLC-3002 Dow Avenue, Suite 118-Tustin, CA 92780

Mr. Vazquez is a broadly experienced municipal solid waste and recycling advisor providing a wide range of consultative services to municipalities. Mr. Vazquez has proven experience in executive decision­ making, policy direction, strategic business planning, financial management and labor relations. He is a strategist experienced in developing, presenting, and guiding projects through to closure. He offers excellent interpersonal ski lls with ability to interact with a range of personalities and styles.

Mr. Vazquez is proficient and qualified to provide many services including the following;

• Productivity and Improvement Aud its, • Operational Performance Review and Assessment, • Financial Modeling and Analysis, • Revenue Requirements Development, • Allocation of Costs, • Cost of Service and Rate Analysis, • Costs/Benefit Analysis, • Benchmarking Analysis, • Routing and Billing Audits, • Fleet Maintenance • Rate Adjustment Review and Assessment • Customer Service Procedures

Summary ofQualifications Over the course of his career, Mr. Vazquez has years of experience as a project manager and in all the aspects of municipal waste management including collection, recycling and disposal. Mr. Vazquez has planned, organized and introduced new waste collection and re cycling services to numerous municipa lities in the Los Angeles County area. With over fifteen years of extensive experience with day­ to-day operations, Mr. Vazquez has expertise in the various functions related to waste management as more fully described below.

Residential and Commercial Waste Collection Mr. Vazquez's experience spans a wide range of waste collection functions including oversight of drivers and he lpers, routing, customer service, dispatch, safety, training, sales and billing. Mr. Vazquez has directly responsible for the introduction of services to new service areas, the transition from manual to automated collection, the introduction of recycling and green waste collection programs, equipment selection, and driver hiring and training.

Maintenance Shop Operations and M anagement Mr. Vazquez is well versed in refuse collection equipment including front-end loaders, rear-end loaders, automated side-loaders, scout trucks, roll-off trucks, automated carts, commercial bins, roll-off and debris boxes, wheel loaders, and forklifts. He is competent with fleet management and operations

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maintenance shop functions including staffing with mechanics and welders, repair and maintenance of trucks and equipment, preventative maintenance programs, parts purchasing, parts inventory management (computerized and manual), container repair and management, tire shop operations, truck wash operations, and pa int shop operations.

Equipment Selection and Procurement Mr. Vazquez is knowledgeable in equipment evaluation and acquisition, including refuse trucks, pick-up trucks, automated containers, bins, recycl ing equipment, MRF/TS equipment, transfer tractors and trailers. He is experienced in procurement management and procedures and has developed and implemented purchasing procedures for several operating firms.

Recycling Programs Mr. Vazquez has overseen the introduction of numerous residential curbside recycling programs including development of promotional materials, conducting community education workshops, container selection and distribution, vehicle selection and acqu isition, driver hiring and training, routing and recycling materials processing.

Solid Waste Facility Development & Operations Mr. Vazquez designed, sited and operated a curbside recycling processing center with a buyback operation. Subsequently, he provided general oversight of a large volume MRF operation. He has had responsibility over a small is land landfill including all operations functions as well as permitting and compliance.

M unicipal Contract Mr. Vazquez managed dozens of municipal contracts. He has prepared numerous proposals in response to RFPs issued by municipalities; negotiated new contracts and renegotiated existing contracts; served as a liaison to city officials and staff; negotiated rate adjustment criteria, prepared and managed rate adjustment proposals including rate support documentation and presentation to municipal staff and council.

Efficiency Studies & Financial Analysis Mr. Vazquez has completed studies to improve operations including routing and rerouting to reduce operating costs; maintenance operations reviews and driver training to reduce vehicle down-time and lower maintenance costs, improve worker safety and reduce workers compensation and other insurance costs.

Management M r. Vazquez has vast experience with human resources and labor relations. He has recruited key personnel, developed employee compensation and benefit programs, including wages, benefits, training, career path development and management trainee programs. He has established communication programs to manage the workforce through times of change due to mergers and integration of workforces, and consolidation of functions.

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Education Mr. Vazquez is a graduate of the University of Southern California having earned a Bachelor of Science degree in Business Administration, 1981.

Municipal Programs listing The following is a partial list of municipal programs for which Mr. Vazquez was responsible.

Municipality Responsibilities Avalon Residential & commercial refuse collection; curbside recycling; landfill operations, MRF & compost site design. Azusa Residential & commercial refuse collection; curbside recycling & green waste co llection. Bell Residential & commercial refuse collection; curbside recycling. Covina Automated residential & commercial refuse collection; curbside recycling & green waste collection. Cudahy Residential & commercial refuse collection; curbside recycling. Glendora Residential & commercial refuse collection; green waste co llection. Hawaiian Gardens Automated residential & commercial refuse collection; curbside recycling & green waste collection; AB939 annual reporting. Irwindale Commercial refuse collection. La Mirada Residential & commercial refuse collection, curbside recycling & green waste collection. Los Angeles Residential & commercial refuse collection & recycling. County Maywood Automated residential & commercial refuse collection; curbside recycling & green waste collection; street sweeping. Montebello Residential & commercial refuse collection; curbside recycling, green waste collection. Monterey Park Residential & commercial refuse collection; curbside recycling, green waste collection. Norwalk Automated residential & commercial refuse co llection; curbside recycling & green waste collection. Riverside Commercial refuse collection. Rosemead Automated residential & commercial refuse collection; curbside recycling & green waste collection. San Gabriel Automated res idential & commercial refuse collection; curbside recycling & green waste collection. San Marino Residential back-yard refuse, recycling & green waste collection; commercia l refuse collection. Santa Fe Springs Residential & commercial refuse collection; recycling center operation, curbside recycling processing facility. South El Monte Residential & commercial refuse collection; curbside recycling & green waste collection. South Pasadena Residential back-yard refuse, recycling & green waste co llection; commercial refuse collection. Temple City Automated residential & commercial refuse collection; curbside recycling & green waste co llection. Whittier Residential refuse collection & curbside collection. West Covina Automated residential & commercial refuse collection; curbside recycling & green waste collection.

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CHARISSA MCAFEE Sloan Vazquez, LLC 3002 Dow Avenue, Suite 118-Tustin, CA 92780

Dynamic leader and strategist specializing in solid waste and recycling service design, implementation and evaluation. Demonstrated success in securing and managing multi-million dollar, high-profile, municipal solid waste (MSW) and recycling franchise contracts. Proven experience in municipal contract procurement consulting, competitive proposal development, contract analysis and implementation, ongoing design and execution of new services, reporting of contractual data and service metrics, and rate and contra ct negotiations for existing and new franchise agreements.

SLOAN VAZQUEZ, llC Partner • Responsible for strategic development and preparation of municipa l Request for Proposals (RFP) responses for MSW and recycling hauling franchises and processing system design, build and operate agreements. Completed proposals for clients in California, Wisconsin, Kentucky, Arizona, Tennessee and Texas. • Participate in municipal procurement process management including development of franchise agreement and RFP documents, facilitation of process, and evaluation of submittals for clients in Cal ifornia. • Conduct strategic assessments and prepare recommendations featuring research and analysis of a region's bus iness climate including factors such as MSW volume, competitive landscape, existing infrastructure and other critical factors required by C-level decision makers and prospective funders.

WASTE MANAGEMENT Director of Community Relations and Public Affairs • Member of leadership team responsible for the growth and operational management of a $400M region for a Fortune 200 Company. Managed 12 direct reports including communications and community relations teams, with responsibility for community relations and communications including crisis communication, brand management and marketing. • Respons ible for internal and external communications including proactive and reactive messaging to enhance the brand, engage employees and earn customer loyalty. • Led team that secured multi-year contracts in five (5) municipalities in San Diego and Orange Counties, resulting in over $1B in revenue over the lives of the contracts. Cities included Mission Viejo, Oceanside, Carlsbad, Santee and Del Mar. • Collaborated with operational management team on the development and implementation of safety programs, including the application for and achievement of CaiOSHA Voluntary Protection Program STAR Certification at two (2) operational sites. • Established multi-site Sustainabil lty Committee that achieved thousands of tons of annual material diversion, taking the average diversion rate at each site from 30% to over 70% in one

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{1) year. Applied for and received 2009, 2010 and 2011 Cal Recycle Waste Reduction Award Program designation and 2009, 2010 and 2011 CaiEPA Waste Wise recognition. • Achieved elite WM 2011 Circle of Excellence Award and was nominated for Circle of Excellence in 2009 and 2010.

Area Community Affairs Manager • Identified and implemented continuous improvement processes for all customer touching aspects of the business. Steered inter-departmental team of eight (8) senior managers and 30 mid-level managers to optimize operations, conduct root cause analysis of customer issues, improve communication and collaboration, increase employee engagement and recognize outstanding performance.

MOTHERS AGAINST DRUNI< DRIVING Executive Director • Responsible for the development, management and funding of all programs and initiatives necessary to promote the mission of MADD in San Diego County. Managed all internal and external employees and volunteers; built relationships with volunteer Board of Directors, donors and sponsors. Increased visibility and brand awareness through proactive media campaigns.

VISTA COMMUNITY CLI NIC Assistant Director, Health Promotion Center • Managed program development and implementation, contract compliance and budget development and oversight for 17 federal, state and foundation grant programs. Authored major reports and co-wrote multi-year, multi-million dollar funding proposals. Oversaw departmental marketing and promotional activities including media relations, event planning, material design and presentation delivery. Provided direct and indirect management of over 80 employees including staff development and strategic planning.

EDUCATION

California State University San Marcos, Masters in Business Administration

Covenant College, Bachelor's Degree in Sociology

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XXV SloanvA ZQUEZ, LLc PHILIP P STECKER, P.E., BCEE Sloan Vazquez, LLC- 3002 Dow Avenue, Suite 118-Tustin, CA 92780

SKILLS & ACCOMP LISHMENTS Mr. Stecker is experienced in the fields of environmental engineering, project management, and business development. He has 35 years of management, strategic planning, investigation, and implementation experience in the fields of wastewater and solid waste. Throughout the United States and Asia Pacific Region, Mr. Stecker has a broad range of experience working in both the governmental and private sectors. During 1997 and 1998, from a base of operation and while residing in Kuala Lumpur, Malaysia, he served as CH2M Hill's Asia Pacific Region manager for solid waste. In that capacity, Mr. Stecker performed solid waste practice and business development from China to Australia and New Zealand. He has been active in Asian environmental management business since 1988, with his initial assignment serving as engineering project manager for development and tendering of Hong Kong's first of three strategic landfills.

He holds two patents from the U.S. Patent Office that were issued in 1997 and 2003.

The following lists some of his experience.

• Over 28 years of experience in the private sector and 7 years of experience in the public sector. He has been responsible for marketing and securing contracts over more than 35 years.

• Met with numerous municipalities in China to discuss means by which solid waste management systems could be developed as viable businesses. The purpose of these discussions was to evaluate how institutional and policy arrangements might evolve to business or market-oriented management of municipal solid waste. He met with officials at the municipality level, within the Central Government, and at international financing institutions active in China.

• Served as the landfill engineering project manager to the Hong Kong Environmental Protection Department for engineering and initial development of the 70 million cubic yard capacity, 25 year site life, West New Territories (WENT) Landfill on a 350 acre land and sea site.

• Developed engineering plans for a proposed 90 million cubic yard landfill to be constructed on a reclaimed island in Manila Bay, the Philippines, at a site 3,000 feet offshore from Metro Manila. The project involved landfill capacity for two-thirds of Metro Manila's 10 million population municipal solid waste stream over the next 25 years, and expandability to a 50 year service life. Mr. Stecker developed a video program that was presented to the National Government.

• Served as project director and lead liaison between staff in the United States and the cl ient and local consultants in Thailand for development planning of a 60 million cubic yard landfill in Bangkok.

• Assisted Alam Flora Sdn Bhd, Malaysia, in evaluation of an old dumpsite for possible use as an interim landfill to serve the Capital City of Kuala Lumpur.

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• Served as lead investigator and engineer in development of preliminary engineering design drawings for a 100 million cubic yard solid waste landfill in a 1,200 foot deep open pit copper mine for ASARCO mining company in CasaGrande, Arizona, USA.

• Served as technical advisor in the USA for severa l hazardous waste landfill projects involving design, permitting, and construction. The projects were at the following sites owned by Waste Management, Chemical Waste Management, and Browning-Ferris Industries: Adams Center Landfill, Indiana; Model City Landfill, New York; Kettleman Hi lls Landfill, California; and Winthrop Harbor, Illinois.

• Served as investigator for development of industry landfill gas design guidelines prepared for the University of Wisconsin-Madison and Great Lakes Council of Governors in Chicago. The project produced a report entitled Design Guide for Innovative Methane Production at Landfills.

• Developed a construction and demolition waste recycling study for the Hong Kong Government Environmental Protection Department to handle a projected 8,000-10,000 tons per day of waste.

• During 1997 and 1998, Mr. Stecker served as the CH2M Hill principal engineer and project manager in developing a regionalization and transfer station system for the Malaysia Capita l City of Kuala Lumpur and the surrounding State of Selangor.

EXPERIENCE SLOAN VAZQUEZ, LLC (9/13- Present) As Associate Consultant, Phil is responsible project management offield operations including implementation of efficiency programs, waste composition studies, and operational reviews and analysis.

OUTAGAMIE COUNTY- Appleton, WI (2000- 2014) Director of Solid Waste- Reporting to County Executive • Comprehensive Recycling, Solid Waste & Landfill Gas Energy Services • Tri-County Facilities Management- Recycling & Landfilling for 10% of Wisconsin

SCS ENGINEERS & WENCK & ASSOCIATES (1998- 2000} Vice-President Solid Waste Management

CH2M HILL (1991-1998} Solid Waste Practice M anager- Asia Pacific Region • Re sident in Malaysia, Managed Un ited Nations LFG-to-Energy Demonstration in China • Solid Waste Manager, 8-State Great Lakes Region (1991-1997)

DONOH UE & ASSOCIATES (1976 - 1991} Associate & International Solid Waste Manager • Solid Waste Engineering Department Head & Discipline Manager

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CONSULTI NG (1972 -1976) • Municipal & Industrial Wastewater Treatment

INTERNATIONAL EXPERIENCE China, Hong Kong, Malaysia, Tha iland, Indonesia, Philippines, Australia, New Zea land, Denmark, Netherlands, Mexico, and Canada.

EDUCATION 1971 Bachelor of Science, Civil & Environmental Engineering, University of Wisconsin-Madison, Graduate Studies (1971 - 1972) Studies toward Master of Science Degree in Civil and Environmental Engineering, University of Wisconsin-Madison

PROFESSIONAL AFILI ATIONS

• American Academy of Environmental Engineers, Board Certified - Solid Waste Mgmt (1990) • Solid Waste Association of North America (SWANA) Member • American Society of Civil Engineers (ASCE) Life Member • MSW Management Editorial Board Member • Engineering Excellence- Landfill Innovation, American Consulting Engineers Council (1987) • Technical Excellence, Donohue & Associates (1988) • Engineers in Consu lting Practice, ASCE - Wisconsin Section (1986) • US Patent Office Registered Patents - Solid Waste {1997) & Medicine {2007)

SELECT PUBLI CATIONS The Landfill as a Resource. Presented at An Environmental Seminar Dealing with Our Waste: Challenges for the '90s, Fox Valley Technical College, Appleton, Wisconsin. April 18, 1990.

Comprehensive Landfill Gas Control and Recovery at Outagamie County, Wisconsin, Landfill. Presented at the Governmental Refuse Collection and Disposal Association, Thirteenth Annual International Landfill Gas Symposium, Lincolnshire, Illinois. March 27- 29, 1990.

Integrating Leachate Collection and Liner Systems. Presented while instructor at the Sanitary Landfill Leachate and Gas Management Course, University of Wisconsin- Madison, Department of Engineering Professional Development. December 4- 7, 1989, Madison, Wisconsin; April 9-12, 1990, Orlando, Florida; and December 10-13, 1990, Madison, Wisconsin.

Active Landfill Gas Recovery Systems. Presented while instructor of the Sanitary Landfill Leachate and Gas Management Course, University of Wisconsin-Madison, Department of Engineering Professional Development. December 4-7, 1989.

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Larry McQuaide Sloan Vazquez, LLC- 3002 Dow Avenue, Suite 118 - Tustin, CA 92780

Qualificat,ions: Highly successful executive with over 30 years of expertize in the waste management field Results-oriented, decisive leader with proven success in the strategic thinking and problem solving Excellent track records in accomplishing goals by working with company employees and outside entities High quality of written and oral communication skills Thrived in several different work environment

Areas of Expertise: • Scenario Building • Financial Analysis and Strategy • Various Debt Funding • Budget Management • Process Improvement • Regu latory Compliance • Executive Presentation • Risk Assessment • Lines of Credit • Financial Modeling Experience: Environmental & Financial Consulting Services Provide primary environmental services to private environmental companies and governmental entities Assist in preparation of Request for Proposal {RFP) Assist private companies responses to RFP Three clients were awarded contracts by governmental agencies Provide assistance to small and medium sized companies seeking to restructure their debt or obtaining a line of credit

United Pacific Waste Chief Financial Officer Responsible for all financia l aspects of this relatively young waste management company Served role as point person for all contracts company had or was awarded w ith various cities in Southern California and Los Angeles County Responsible contract compliance including submission of all reports Successfully navigated company through a restructuring after economic downturn off 2008 including negotiating sale of non-performing assets, refinancing of debt and reduction of cost structure Significantly improve cash flow and company had first profitable years beginning in 2010 through the 2013 Mission Fiber Site Manager Responsible for all aspects of running operations for broker of recycled products Coordinated all incoming and outgoing shipments of recycled materials; majority of outgoing shipments were to overseas markets Waste Resources, Inc. Owner and Vice President

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Start-up waste management company utilizing a unique partnership concept with cities Research legal issues, prepared marketing materials, made presentation to staff and elected officials, prepared responses to RFP, obtained City support, negotiated partnership agreement, developed and implemented operational plan Key liaison between City, community and the company

API, Inc. President and Member of Board Developed strategic alternatives Identified potential partners, conducted meetings, developed and monitored business plan including annual budgets

Waste Management, Inc. District Manager Responsible forfacilities covering entire San Gabriel Valley which included two col lection operations and two landfills representing over $100 million in annual revenue One collection operation consisted of approximately 300 employees, over 100 pieces of rolling stock and 19 municipal contracts Maintained high standards of safety and maintenance Implemented and expanded existing residential and commercial recycl ing programs. Annual budget preparation, market share, efficiency, cost reduction strategy development Worked closely with staff, elected officials and community members Made presentations at City meeting and community organizations

USA Waste Vice President- Marketing Development Responsible for contract management (25 contracts) and development in Los Angeles County Participated in preparation of annual business and marketing plan preparation Private company acquisition including financial analysis, negotiation and subsequent integration Developed and made presentations to cities and senior management

Western Waste Industries Vice President- Finance Responsible for all accounting, financing, shareholder and investment community relations for this national New York Stock Exchange Company Key executive in growing revenue from approximately $30 million to over $300 million Assets included landfills, transfer stations and over 75 municipal contracts Negotiated bank lines of credit faci lity and equipment leases, contracts including municipal Prepared annual business plan including budgets, made presentations to Board of Directors, stockholders, investment community Conducted company seminars and training Education: Loyola Marymont University 1966-1970 Bachelor of Business Administration

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FRANI< R. FLORES Sloan Vazquez, LLC - 3002 Dow Avenue, Suite 118-Tustin, CA 92780

QUALIFICf.TIO NS

• 23+ years experience in Business Management: Transportation, Solid Waste Management, Recycling, MRF, Transfer Station Management. {20 years with 2 corporations) • Owner/President ofTrucking Company 2003-2007 (sold all assets in 2007) • Financia l Management (P&L), Customer Service & Sa les Management, Safety Management & Human Resource Management • Bilingual (English & Spanish)

EXPERI ENCE

SLOAN VAZQUEZ, LLC (9/13- Present) Chandler, AZ As Associate consultant, Frank is responsible project management offield operations including implementation of efficiency programs, waste composition studies, and operational reviews and analysis.

REPUBLIC SERVICES- Phoenix, AZ (6/09 - 09/13) National Accounts- Operations - Manager Managing a team of 36 employees focusing on client support for national account group (approx. $450m annual revenue). Strategic /forward vis ion management. Implemented and continue to progress with new technology t o create human resource capacity and provide a higher quality of customer service to our customers. Measure metrics to evaluate headcount. Customer facing position (travel to meet customers). Assist in negotiating with third party haulers and customers regarding contracts, rates and services. Conduct Right-sizing, right-streaming projects for customers in efforts to meet customers' corporate goals and savings in overall spend. Coordinate removal and deliveries of containers as per customer's requ irements. Met over 90+% of teams core standards in meeting customers' requirements. Built team standard measurements for productivity. Assisted in transitioning national accounts from Houston to Phoenix in 2009.

Market Growth & Operations Synergy Consultant (1/09-6/09) REPUBLIC WASTE SERVICES Inc., Phoenix, AZ Self Employed, Chandler, AZ Project management in operations efficiencies for 3 hauling sites. In Ql of 2009 have implemented/recommended on numerous projects with projected savings/revenue earnings of 440K in 12 month forecast . Projects completed, desktop audits of HOA's in Town of Queen Cree k, eliminated rear load routes to improve efficiency through automation. Route day consolidation in commercial routes. Established Customer Service customer call in file to track service areas. In process of rolling out residential marketing project to grow residential customer base (findings TBD for additional revenue).

TOMRA PACIFIC INDUSTRI ES, Rancho Cucamonga, CA, 0(5/08 - 11/08) Region Director Supply Chain - So. CA (Collection/ Transportation & Processing)

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Responsible for overall personnel in collections, Transportation, processing and growth for a worldwide recycling corporation. Processing plant equates to $36 million in annual revenue (UBC = 2.6m lbs, PET= 2.6m in lbs, HDPE = .200k in lbs, 6m lbs in glass). Col lection Zones (CZ's) throughout So.CA equating to 114 stores w hich purchase recycle, transport to the processing plant for ba li ng and sale to end user. Full financial responsibility (P&L, budgets). Responsible for 160+ employees. Implemented new processes in 6+ weeks to achieve budgeted goa ls, customer growth (sales) and account retention. Implemented Safety program and training, OSHA Mgmt, Facility inspections/management.

GOLDEN ROSE TRANSPORTATION, Chandler, AZ (5/03 -11/07) President/ Ow ner Transportat ion company moving solid waste and recyclable materials from one site to another site for processing. $1.8m annual revenue. Responsible for overall personnel (20 employees at peak), Transportation and, growth. Full financial responsibility (P&L, budgets bu ilding, forecasting). Worked with vendors to manage all expenses. Implemented and managed safety program and training, OSHA Mgmt. Successfully managed the business with mont hly profits prior to se ll ing all assets in 2007.

ALLI ED WASTE SERVICE (11/01-1/09) Allied Waste Services, WEST Region, Scottsdale, AZ I Pleasanton, CA Region Route Manager (Hauling & Collection Transportation Operations), 11/04-05/08 Oversee Route Audits, Route Optimization, Market Service Area Development, Project Management, Driver Service Management, Route Standards, Hours of Service, Computer Information System and other operation functions for hauling divisions in the West Region (AZ, UT, CO, MT, ID, WA, OR, CA). Assist local divisions with development and implementation of Company initiatives. Develop compliance and action plans to achieve company goals. Travel throughout 44 divisions equating to 1530 daily routes. Revenue of approximately $1.6 billion annually/achieved goals and met bonus standards 4+ yea rs. Training new General Managers/Operations Managers of their functions and responsibilities. Assist in labor stoppage (strike) preparedness at divisions (as contracts near expiration). Work with Region Maintenance Staff to ensure Fleet Right Sizing goals.

PARADISE WASTE SERVICE (11/01-11/04) (Allied Waste Services) Phoenix, AZ & M esa, AZ, 11/01- 11/04 Operations Manager Responsible for all day-to-day operations. Customer Service-Account Management, Routing, Dispatch, and operational purchasing. Have approx. 162 employees in the operation I 130 routes. Responsible for tracking, meeting and exceeding all budget expectations (approx. 41 million annually). Control and update weekly flashes for P&L management. Conduct safety meetings, lowered safety frequency rating in 2003, managed OSHA Tracking and facility inspections. Track all disposal for tipping optimization. Responsible for Human Resource issues (hiring/discipline and labor relations and Federal Regulation compliance). Constantly ensuring 100% customer satisfaction. Ascertain that legal requirements on company vehicles and DQFL are met.

CSU TRANSPORT, North Las Vegas, NV (3/01-11/01) Specialt y Transportation Services, Santa Fe Springs, CA General M anager

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• Responsible for 100+ employees. Manage 60 tractor/trailers daily 24 hr operation. Transfer approximately 7500-8500 tons of MSW da ily. P&L responsibility. Built new budget. Maintained a relationship with our customer at 3 t ransfer stations (Republic Services of So. Nevada). Overseen the implementation of an efficient preventative maintenance plan, operation schedule to maximize efficiencies. Participated in labor union negotiations. Dealing with vendors to establish lines of credit for our "start up" operation. Created spreadsheets to track daily production and overall expenses. Responsible for compliance of all OSHA's policies. Coordinate and negotiate rate structure with sub-haulers. Responsible for Human Resource issues (hiring/discipline and labor relations and Fed Reg compliance). • Responsible for 120 employees. Manage 80 tractor/trailers da ily. Transfer approx 7500-8500 tons of MSW daily. P&L responsibi lity. Responsible for all aspects of terminal for nationwide corporation. Involved in on-going labor union negot iations. Worked and maintained a positive relationship with customers, General Managers for 8 different transfer stations throughout So. Cal. (Republic Svcs, WMI, Allied Waste) Created policies and procedures to track daily productivity and goa l achievements. Responsible for compliance of all Ca iOsha's policies. Coordinate and negotiate rate structure with sub-haulers. Responsible for Human Resource issues (hiring/disciplin e and labor relations and Fed Reg compliance). Terminal was sold and I relocated to Las Vegas, NV.

ATHENS SERVICES (February 1990 - March 2001) Operations Manager (United Waste Recycle & Transfer), 10/99-3/ 01 City of Industry, CA Responsible for production of recycling and t ransfer center. Assisted in reduction in overall payroll hours and raised production of recycling commodities and transfer trailers. Created tracking policies and procedures to track daily production. Handle purchasing and assisted in implementing a PM program for plant machinery. Responsible for compliance of all CaiOsha's policies, conducted safety meetings. Coordinate with contractors to perform proper maintenance of machinery. Coordinate with sub-haulers for MSW transfer. Responsible for Human Resource issues (hiring/discipline and labor relations and Fed Reg compliance). Assisted in negotiating in materials processing/sales.

Site Manager, 4/99 -10/99 Modern Service Company (So. El Monte) purchased by Athens Services in April'99. I was assigned to newly acquired company and responsible for all day-to-day business. Routing, Dispatch, Cust. Svc­ Account Management, A/R, A/P, Payroll, H/R, Sa les (inside & Out), Maintenance Shop and Purchasing. Responsible for 40+ employees in the business. Was successful in reducing number of routes and employees route integration and job integration. Reduced overall payable expenses and payroll. Analyzed hours and tonnage daily. Responsible for Human Resource issues (hiring/discipline and labor relations and Fed Reg compliance). Constantly striving to maximize efficiency in production and meet guideli nes set by AB939. Created a Safety program. Constantly ensu ring 100% customer satisfaction. Ascerta in that legal requirements on company vehicles are met. Maintain inventories of in-house supplies, recycling crates, various sizes of bins and roll-off boxes. Modern Service Company was relocated to main headquarters in the City of Industry in Oct '99.

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Operations Analyst Manager I Special Projects I Operations Field Supervisor & Route Auditor Supervisor, 2/90 -4/99

• Responsible for Routing, Dispatch (12 roll-off trucks & 5 bin delivery trucks) and Customer Service Depts/Account Management. Oversee hours and tonnage daily and all operations payroll. Continuously attempting to maximize efficiency in production and meet guidelines set by AB939. Interview and hire personnel. Assist in placement of personnel and equipment. Conduct Safety & Operations Meetings. Constantly ensuring 100% customer satisfaction. Ascertain that legal requirements on company vehicles are met. Maintain inventories and purchase of in-house equipment of automated carts, recycling crates, various sizes of bins and roll-off boxes. Analyze all routes (approx. 100) for overall profitabil ity & production. • Responsible for 35 employees, 21 routes in 4 cities. Including commercial, residential and recycling routes. Responded to all incidents, damages, accidents. Handled all customer service issues. Maintained relationship with City Officia ls. Successful in overall productivity in my area. • First 1.5 years conducted route audits of all commercial routes. Analyzed profitability of routes. Rerouted for efficiency. Responsible for overall Routing Department. Worked extensively with spreadsheets, analyzing and projecting profitability of routes.

UNITED STATES NAVY (Honorable Discharge/ Disable Veteran) Legal Man (Yeoman) Seaman, 1987-1989 Assigned to ship duty and responsible for ma intaining all legal hearings (Captains Mast). I provided the ship with a daily bulletin of all ship's activities and t raining. Later assigned to the Naval Legal Service Office in Long Beach, CA. I worked for three defense attorneys (JAG) as a Para-legal, transcribed courts­ martial and assisted attorneys in generating legal documents for trial.

EDUCATION 1997 Bachelor of Science, Business Adm inistration (Management), Columbia State University/Cal State Univ. San Bernardino 1987 Navy "A" Technical School, Meridian, MS (Honors)

1987 High School Diploma, Bell Gardens High School, Bell Gardens, CA (Honors)

LANGUAGES English & Spanish

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