Alameda City Council
October 15, 2024

10/25/21
AMEND.AGR

AMENDME NT TO AGREEMENT
This Amendment of the Agreement, entered into this _____ day of October 2024, by a nd between the CITY OF ALAMEDA, a municipal corporation (“the City”), and HF&H CONSULTANTS, LLC, a California Limited Liability Company, whose address is 590 YGNACIO VALLEY RD, SUITE 105, WALNUT CREEK, CA 94596 (“Provider”), is made with reference to the following:

RECITALS:

A. On October 19, 2023, an agreement was entered into by and between the C ity and Provider (hereinafter "Agreement") in an amount not to exceed $280,210, for updating of Alameda’s Zero Waste Implementation Plan.

B. Whereas, the City Council authorized the City Manager to execute this agreement on Oc
tober 19, 2023.

C. The City and Provider des ire to modify the Agreement on the terms and conditions set forth herein.

NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows:

1. Paragraph 1, TERM, of the Agreement is modi fied to read as follows:

The term of this Agreement shall commence on the October 19, 2023 and shall terminate on t
he 30th day of April 2025, unless ter minated ea rlier as set forth herein.

2. Paragraph 2, SCOPE OF WORK, of the Agreement is modified to read as follows:

Provider agrees to do all necessary work at its own cost and expense, to furnish all labor, tools, equipment, materials, except as otherwise specified, and to do all necessary work included in Exhi
bit A-1 as requested. The Provider acknowledges that the work plan included in Exhibit A-1 is tentative and does not commit the City to request Provider to perform all tasks included therein.

3. Paragraph 3, COMPENSATION TO PROVIDER, is modified to read as follows:
a. By the 7th day of each month, Provider shall submit to the City an invoice for the total amount of work done the previous month. Pricing and accounting of charges are to be according to the fee schedule as set forth in Exhibit A-1 and incorporated herein by this reference. Extra work must be approved in writing by the City Manager or his/her designee prior to performance and shall be paid on a Time and Material basis as set forth in Exhibit A-1. b. Prov
ider shall be compensated for the services performed in accordance with the original c ontract consistent with the terms of th at agreement. Additionally, Provider shall be compensated for the First Amendment, covering services performed during the period between Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 10/25/21
AMEND.AGR
Oc
tober 15, 2024 and April 30, 2025 at the hourly rates set forth in Exhibit A-1 of the First Amendment. Compensation for services performed pursuant to the First Amendment shall not exceed $24,000. Total Compensation for this Agreement shall not exceed $304,210.

4. Except as expressly modified herein, all other terms and covenants set forth in the Agreement shall remain the same and shall be in full force and effect.

Signat
ures on following page
Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 10/25/21
AMEND.AGR
IN
WITNESS WHEREOF, the parties hereto have caused this modification of Agreement to be executed on the day and year first above written.

HF&

H CONSULTANTS, LLC CITY OF ALAMEDA
A California Limited Liability Company a municipal corporation ___________________________________
________________________________
Rob Hilton Jennifer Ott
President City Manager
RE

COMMENDED FOR APPROVAL
___________________________________
Rick Simonson
Senior Vice President
__________________________________
Erin Smith
Public Works Director
APP
ROVED AS TO FORM:

City Attorney
_________________________________
L
en Aslanian
Assistant City Attorney
Rob Hilton (Sep 24, 2024 09:40 PDT)
Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 9/25/2024

Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 17

Section 3: Proposed Work Plan

Overview
For over twenty years the City of Alameda has been a leader in the zero waste movement.

Since the first Zero Waste Implementation Plan (ZWIP) developed in 2010, The City has made significant strides in shifting the tide of waste disposal and implementing innovative solutions to reduce the amount of material sent to landfill. Despite the City’s steadfast efforts, the 2020 goal of reaching an 89% diversion level has not been achieved. However, the City is not alone. Jurisdictions across the state are finding it increasingly difficult to push past the 70%, 75%, and 80% diversion levels. Although recycling programs and other processing infrastructure has seen significant advancements over the past several years, a rise in the convenience economy, e- commerce, and complex packaging materials is producing more waste than ever before. Fueled by the economic and social uncertainty of the pandemic, Alameda is also experiencing a shift in the City’s demographics and waste generation patterns. This shifting landscape, coupled with the aforementioned global trends, poses challenges to zero waste that go beyond the “downstream” infrastructure and recycling efforts that have been the focus of most of the City’s effort.

To take your zero waste efforts to the next level, the City needs a partner who can bridge innovation and creativity with objectivity and reliability. By joining the Alameda Zero Waste team, HF&H offers a fresh perspective from someone who knows your system, programs, and regional efforts extraordinarily well. HF&H will support the City in understanding how upstream (i.e., reducing waste generation) and midstream (i.e., increasing reuse opportunities and extending product lifecycles) soluti ons can build off existing programs and policies. With an emphasis on the science of change management and community based social marketing, HF&H will guide the City in evaluating and selecting new strategies to make significant advances that go beyond me re landfill diversion. Just as the City’s climate action planning has evolved over time to reflect concepts like resilience and adaptation, the City’s zero waste planning should evolve to consider a broader framework for sustainability. By considering a manifold perspective, you are likely to find more supportive audiences and more motivation for the change management that has to happen. In the City’s General Plan, the Zero Waste section adds “equity”, “access”, and “character” to the historic focus on “env ironment.” These values can guide the selection of which options to included in the final ZWIP as well as how the City approaches implementation.

As described further below, HF&H will approach the zero waste planning efforts for the City with a commitment to develop a practical ZWIP, based on facts and analysis. We will By joining the
Alameda Zero Waste
team, HF&H offers a
fresh perspective
from someone who
knows your system,
programs, and
regional efforts
extraordinarily well.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 18

provide the City a menu of options with a realistic estimation of cost and diversion potential. From programs and policies chosen off the menu by the City, and based on input from the stakeholder process, HF&H will develop an actionable plan for achieving the City’s zero waste goal. The updated ZWIP will integrate stakeholder input throughout the process and demonstrate that priorities have been set based on community needs and a logical cost-benefit analysis as further described below.

Balancing of Goals and Costs
HF&H will provide the City with a realistic and financially -sound ZWIP for achieving the City’s zero waste goals. We will accomplish this by synthesizing several pieces of our analysis as described below.
• Cost-benefit analysis. We will conduct an analysis of programs and policies that allow us to examine the cost -benefit relationship of each option. As a result, we can take into consideration diversion potential, capital and on- going program costs, cost per diverted ton, and other qualitative factors such as equity, access, and character. To further bolster this analysis , HF&H recommends the City consider conducting an equity scan analysis on programs or policies identified as “high-impact.” These programs or policies would be identified based on the overall variance of expected impacts to different community groups or populations.

Evaluating policies and programs with a particular focus on equity will provide closer alignment with the City’s General Plan while also ensuring maximum success of implementation through wider spread adoption. HF&H has included additional details about equity scans for the City’s consideration in Optional Task 3.6. • Prioritization of programs/policies . The selected programs will be prioritized based on a set of values agreed -upon with the City during the early design phase of this project. For example, one approach could be to focus on first implementing the programs/policies that either reduce overall system costs, require incremental investments in existing infrastructure, or begin the behavior change and education process early. Alternatively, we could prioritize those programs/policies for which funding is more readily available or blend these approaches for a more tailored implementation strategy. In most plans, the early priority programs often involve building off current programs. However, the City may wish to prioritize new programs or more extensive regulatory structures that require greater investments, longer development time, and more targeted and deliberate public engagement. Ultimately, the values guiding the planning process and the stakeholder input will inform this prioritization.
• Consideration of p hased implementation. Phased implementation can lead to higher returns as programs and policies continue to build off each other, evolving over time to maximize performance. Additionally, this allows for start-up, capital, and on-going operating costs of the more expensive programs to build economies of scale and/or be spread out over time. A phased implementation strategy will allow the City adequate time to evaluate the results of new programs and policies and adjust how or when to implement additional programs and policies. For example, if diversion results are higher than anticipated for one or more strategies, the City may delay or eliminate implementation of one or more additional strategies.

Our approach will align with the City’s Climate Action and Resiliency Plan and 2040 General Plan to maximize the benefits of zero waste across the entire Alameda community. We will take the overarching priorities of “empower”, “reduce”, “prepare”, and “protect”, among Our approach will
align with the City’s
Climate Action and
Resiliency Plan and
2040 General Plan to
maximize the benefits
of zero-waste across
the entire Alameda
community.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 19

others, laid out in these plans to ensure coordinated regional and local planning efforts are implemented. For example, expanding the construction and demolition program to focus on salvageable materials and resource recovery through deconstruction can tie into other goals listed in the 2040 General Plan such as historic preserv ation and on -island employment to support social vulnerability and environmental justice. Our proposed Work Plan, described below, is fully responsive to the City’s required scope of work and includes additional “Optional Tasks” the City may choose as added enhancement to our scope.

Task 1: Evaluate Past Plans and Review Effectiveness of Current Programs
“Proposer shall provide a comprehensive review and evaluation of City’s progress towards latest Zero Waste Implementation Plan (link provided in RFP Exhibit A) and stated diversion goal, including effectiveness of any previous strategy work completed and current City programs, outreach and partnerships. Proposers shall evaluate whether City is meeting its Zero Waste goal and proposers will prepare a detailed report for inclusion in the new Plan that measures progress towards goal.”
Task 1.1: Engagement Initiation
HF&H will initiate the engagement by meeting with the City to ensure alignment on project goals and discuss key issues. This meeting will serve as a forum for reviewing the project approach, objectives, key milestones, and deadlines. The kick-off meeting will provide an opportunity for the City to provide additional context surrounding its unique situation which will help ensure the project de liverables are congruent with the City’s goals.

Additionally, during the kickoff meeting, we will begin to discuss key elements of the City’s current zero waste approach and potential new strategic directions the City is interested in. As we have done with the City in our prior engagements, we will also establish communication and workflow preferences as well as recurring project team meeting times to ensure successful management of the project and collaboration throughout the engagement. HF&H plans to incl ude the Project Manager and Project Director at this meeting.

Task 1.2: Request for Information
HF&H will prepare a Request for Information (RFI) to gather the data necessary to conduct the various reviews and analyses described in Task 1.3 and 1.4. HF&H will provide a preliminary version of this RFI for discussion in the kick-off meeting described in Task 1.1.

Following the kick-off meeting, HF&H will refine the RFI and add details about timeline and responsible parties to the RFI. The RFI will include items such as the City’s most recent Electronic Annual Reports, facility and hauler reports, waste characterization data, demographic data, an inventory of City facilities, and reports from other third -party City contractors and partners. The information gathered will allow us to evaluate program data on waste generation, diversion, disposal, customer participation, costs, and other relevant data points. To avoid redundancies, we will also include in this request information needed to perform the diversion and cost analyses described in Task 3.

Before City staff works to gather any information to fulfill the RFI, HF&H will compile information from CalRecycle, StopWaste, the City’s website, and our past engagements with the City to reduce the scope of the data request. For those documents we may not already have, our deep understanding of the Alameda syst em and key players, especially ACI and StopWaste, will allow us to alleviate some of the City’s burden in tracking down information as we can help identify for the City what specific report or resource to request and which source to get it from.

Task 1.3: Evaluation of Current Strategies, Programs, Outreach, and Partnerships HF&H will focus our evaluation on the below priority areas identified in the 2018 ZWIP:

1. Supporting Zero Waste Culture in Alameda
Task 1: HF&H will provide a
thorough evaluation of the
City’s zero waste progress
since the 2018 ZWIP that will
help guide the new strategic
direction.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 20

2. Conducting Targeted Technical Assistance to Commercial and Multi-Family Sectors

3. Creating a Food Recovery Program and Enhancing Organics Management

4. Updating Alameda’s Construction and Demolition Debris Recycling Ordinance and Conducting Outreach

5. Expanding High Diversion Programs Within the City’s Franchise Agreement For each priority area, we will gather key statistics (based on available data) including, but not limited to:
• Total waste generated, avoided, diverted, or disposed. • The latest waste composition data.
• Demographic data.
• Disposal rates per capita.
• Air space utilization (lbs/cy).
• Hauler diversion levels for various industry sectors. • Participation rates.
• Contamination levels.

We anticipate working with the data presented in the City’s Electronic Annual Reports, hauler reports, and other readily available sources of data to summarize progress m ade since the latest ZWIP update in 2018. We will use the data available to provide both a City- wide and sector specific analysis on diversion progress through the 2022 calendar year. To further this analysis, we will review and summarize characterization data from CalRecycle and StopWaste’s most- recently-completed studies to account for overall increases in waste generation and total available diversion potential. In addition to a quantitative evaluation, HF&H will perform a qualitative analysis of diversion programs implemented and how the public was educated and engaged under each of the priority areas. Coupling quantitative and qualitative
analyses will provide the City with insights into any
underutilized programs and where current programming could be optimized.

Understanding why certain programs did not deliver anticipated diversion results will expand the menu of possibilities for the City going forward and could also lead to significant cost savings. For example, if technical assistance programs show not to have delivered the expected diversion results, a qualitative analysis of the program may find that staff trainings on community based social marketing techniques could increase the success rate of their visits. Implementing a training program would allow the City to continue capitalizing on their current investment into the technical assistance programs and avoid costly program redesign efforts.

A qualitative analysis will be particularly important to evaluate strategies aimed at improving Alameda’s zero waste culture and the effectiveness of outreach and education efforts. To perform this analysis, HF&H will work with the City to develop a list of qualitative criteria to evaluate that includes measures relating to the City’s overall goals and value s.

We will utilize this list to develop a “scorecard” that assesses items such as the level of City staff effort in implementing and managing the program, generator acceptance of the program or policy, degree of behavior modification, equitable distribution of impacts, and community access to programs and resources. HF&H will evaluate education and outreach collateral and other community engagement strategies against baselines established though community based social marketing best practices. Each item on the scorecard will be ranked using a relative scale and compared to quantitative metrics such as disposal tonnages to determine the overall effectiveness of each strategy to improve the City’s zero waste culture.

A qualitative analysis will be
particularly important to
evaluate strategies aimed at
improving Alameda’s zero
waste culture and the
effectiveness of outreach and
education efforts.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 21

Staff Interviews
To further our evaluation, HF&H will conduct one two-hour interview with City staff. HF&H will plan and facilitate the meeting with Staff to identify specific elements of each program that work well or present challenges. We will discuss the level of effort required to run each program and use this information to evaluate if programs were implemented to their fullest potential. HF&H will use information gathered through this staff interview to provide the City with an objective picture of the overall success of zero waste programs implemented since 2018. As an optional task, HF&H can provide additional interviews with external partners to gain an even deeper and more nuanced understanding of the City’s current efforts. Additional interviews are described under Optional Task 1.5.

Task 1.4 Current Programs Analysis Report
Based on the information gathered and work performed in Subtasks 1.1 through 1.3, HF&H will prepare a summary, PowerPoint-style, report to guide a discussion with the City about current performance. The report will address the successes and challenges of current programs and policies implemented under the 2018 ZWIP, gaps in implementation that may have impacted diversion results, and any preliminary observations about potential improvements to the City’s zero waste strategy . The Report will include an estimated timeline for reaching the City’s zero waste goal if the status quo is maintained and the variance between the estimated timeframe and the City’s target date. HF&H will provide the City an opportunity to review and comment on the drafted report and comments will be incorporated into the Final ZWIP developed under Task 5.

Optional Tasks
Optional Task 1.5 Interview City Partners
Upon City request , HF&H can conduct additional interviews with key City partners to further our evaluation of the City’s current programs and policies. Interviews could be conducted with partners such as CASA, ACI, StopWaste, the Chamber of Commerce, or food recovery organization and services. The City may also find it valuable to interview businesses to provide insight into how technical assistance programs have benefited the business community. In this optional task we have proposed a budget to conduct up to five thirty-minute interviews with businesses and up to four one-hour interviews with external City partners.

For each interview, HF&H will plan and facilitate the meeting and incorporate our findings into the final report described in Task 1.4.

Task 1 Deliverables
• ZWIP Progress Report 2018 – 2022 delivered via PowerPoint • Meeting agenda and minutes
• Request for Information
Our team’s prior
experience includes
working for large
regional haulers
and managing
outreach teams in:

San Francisco,
Santa Cruz, and
The Monterey
Peninsula.

These experiences
will produce
nuanced insights
for the City to
understand the full
potential of their
outreach programs.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 22

Task 2: Recommend New Zero Waste Strategies and Current Policy and Program Enhancements
“Proposer shall provide a comprehensive review and evaluation of City’s progress towards latest Zero Waste Implementation Plan (link provided in Exhibit A) and stated diversion goal, including effectiveness of any previous strategy work completed and current City programs, outreach and partnerships. Proposers shall evaluate whether City is meeting its Zero Waste goal and proposers will prepare a detailed report for inclusion in the new Plan that measures progress towards goal.”
The City of Alameda has worked diligently towards an ambitious zero waste goal for the last twenty years. Despite the City’s notable progress toward this goal, diversion continues to fall short of 90%. At this juncture, the City requires a new approach that considers the current cultural, social, and economic climate, employs new and creative strategies, and maintains feasibility. This will require a holistic view of what it means to be a “Zero Waste City.” HF&H will work closely with City staff to align on a strategic approach that threads upstream, midstream, and downstream programs to not only meet a specific diversion number, but to ensure the manifold social, economic, and environmental benefits of a zero waste community are realized, including a healthier community, cleaner streets and waterways, access to pristine parks, and a thriving local economy. To develop an approach that meets these goals HF&H will prepare a menu of waste reduction and divers ion programs and policies and their related costs (Menu). From this Menu, the City can pick and choose where to focus efforts and which programs to pursue in both the short and long-term. Below, we describe how we propose developing the Menu and selecting and prioritizing the programs and policies that will be included in the Updated ZWIP.

Task 2.1 Develop Menu of Zero Waste Strategies and Enhancement Options As part of every planning process, alternatives must be identified, screened, evaluated, shortlisted, analyzed, benchmarked, and ultimately a decision needs to be made about whether to proceed with that option or combination of options. The starting point for this process is a broad menu of options (perhaps more than 100) that the City could consider for addressing the needs identified in Task 1. HF&H proposes developing the Menu through an iterative process that works closely with the City . The Menu will include a wide range of options with key information including a brief description, target sector(s), relative cost and resource needs, and relative diversion potential for easy comparison. The Menu will include new, revised, and enhanced programs and policies targeting various sectors and material types including, but not limited to, City operations, single-family premises, multi- family premises, commercial businesses, reusable materials, recyclable materials, organic materials, and special materials (universal waste, sharps, pharmaceutical waste, oil, filters, e-scrap). Program and policy options may include:
• Waste reduction efforts,
• Education and outreach activities,
• Material and disposal bans,
• Collection services,
• Extended producer responsibility initiatives, and
• Processing activities.

Menu options will also identify how they can integrate into the City’s larger development goals outlined in the 2040 General Plan. Innovative models such as Alameda Point Collaborative’s partnership with FoodShift’s Culinary Training Program to promote workforce development and food recovery will help instruct how other policies, such as a mandatory deconstruction ordinance , can serve to increase local employment opportunities, diversion, and historic preservation. For each Menu option, HF&H will additionally consider the equitable distribution of both direct and indirect costs and Task 2: HF&H will work
closely with City staff to
align on a strategic approach
that threads upstream,
midstream, and downstream
programs to not only meet a
specific diversion number,
but to ensure the manifold
social, economic, and
environmental benefits of a
zero-waste community are
realized
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 23

benefits in different sectors of the community. Utilizing this lens will help integrate the City’s broader goals and identify which stakeholders will be most impacted by each proposed program or policy.

We will draw on our experience to offer the City a comprehensive range of options including popular and commonplace programs and those that are bold, new, and creative.

HF&H will also utilize our legislative expertise to anticipate policies that can leverage statewide legislation including the recently passed Plastic Pollution Prevention and Packaging Producer Responsibility Act, SB 54.

Once the full Menu of zero waste policies and programs is generated, we will work together with the City to develop a short-list of programs and policies that will be further analyzed for their cost and resource needs and diversion potential in Task 3.

Task 2.2 Determine the Short List of Options
We anticipate that the selection of programs and policies for the short list of Menu options will be based on the values established in Task 1 of this engagement and criteria established with input from various internal and external stakeholders. HF&H will provide the full Menu to City staff and will support City staff in discussing the Menu with relevant internal stakeholders, both formally and informally, to gather feedback on criteria to prioritize. It is likely criteria used to select and prioritize programs and policies will focus on multiple considerations including, but not limited to, cost -benefit analysis, return on investment, equitable distribution of costs and benefits, equitable access to programs and services, diversion potenti al, ease of implementation, job creation, and GHG benefits.

Understanding how various stakeholders prioritize these criteria will aid in the selection process by focusing on programs most likely to be widely accepted. Part of this process will include a consideration of how the priorities of the Public Works department can integrate with the priorities identified in the City’s General and Climate Action and Resiliency Plans.

Bridging key values such as economic development, equity, and community empowerment will further engage key stakeholders, increase community participation, and increase the level of support for the updated ZWIP.

To support the selection and prioritization of options, HF&H will facilitate an in-person half- day workshop with City s taff to review the Menu options, discuss key priorities, and confirm which options the City would like to perform a full analysis on. HF&H will provide guidance to the City on programs or policies that work best when implemented together to help understand the fu ll diversion potential of various programs and policies. For innovative solutions, particularly those involving upstream approaches, there may be limited data available to provide real-life cost and diversion comparisons. In this case, we will rely on relevant proxy data points and highlight for the City any key assumptions made to support our recommendations.

Planning-level estimates for diversion potential and cost impacts will be prepared for up to twelve short-listed menu options. This number is based on the number of focus areas selected in the 2018 plan. If more or less menu options are needed, the budget could be scaled accordingly. Further details on the methodology for performing the cost, resource, and diversion analyses are described in Task 3.

Task 2.3 Updated Zero Waste Goal Date and Timeline
The finalized and short-listed Menu will be used to provide a preliminary estimate on when the City may anticipate achieving their zero waste goal. The estimate will largely be based on whether the City is opting for a more or less aggressive zero waste approach as determined by the programs and policies chosen for the shortlisted Menu. This estimate will be further refined after a detailed analysis of the diversion potential and cost and resource needs for each of the shortlisted Menu items is performed in Task 3. Once this detailed analysis is performed, the City may wish to eliminate some options from the shortlisted items or reevaluate how or when they are implemented. This will result in a HF&H has both
local and state-
wide zero waste
planning and
implementation
experience
including work with
every agency
within Alameda
County that
contracts with ACI
and its affiliates.

We have also
supported zero
waste communities
across the state
such as:
• San Jose
• Oakland
• San Diego
• Santa Monica
• Carlsbad
• Oceanside
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 24

final set of policy options and programs the City wishes to implement and will provide HF&H the ability to more accurately calculate an updated zero waste goal date and timeline for evaluating progress.

Task 2 Deliverables
• Preliminary estimate of new zero waste goal date
• Estimate of proposed timeline to evaluate progress toward goal • Draft and revised draft of full program and policy Menu • Draft and revised draft of Menu of short-listed options Task 3: Use Data-Driven Approach to Estimate Diversion Potential and Costs
“Proposers will provide data supported diversion estimates for any recommended strategies or enhancements in Task 2, and provide an estimate of staff time and external/additional costs for executing future items. Proposers will utilize data from CalRecycle, City’s franchised hauler and technical assistance contractors who have identified diversion tonnage not being captured for the City among other sources to ensure thorough evaluation of proposed diversion targets and cost.” The detailed analysis required by this Task will involve a deep understanding of the City’s internal operations, community resources, and reliable data sources. The City will benefit from HF&H’s prior experience with the City negotiating a high diversion franchise agreement and updating City ordinances for SB 1383 compliance as we can build on the previously used Excel program models that analyzed costs, diversion potential, cost - effectiveness, and staffing needs to initiate this analysis work quickly and efficiently.

H
F&H has conducted similar cost, diversion, and staffing needs analysis for dozens of jurisdictions, originating with the Zero Waste plans for leading California agencies like San Diego and Santa Monica . Most recently our analyses have focused on SB 1383 program and policy options which have been conducted for a multitude of jurisdictions throughout the state. As a result, HF&H has established cost models for a variety of topics such as:
collection and processing option s; SB 1383 program and enforcement implementation; program options; cost of service; and more. These models help jurisdictions visualize one- time and ongoing costs and full- time equivalent staffing needs for various programs and policies, each broken down by the different program options, delegation approaches, and timelines determined by the City. HF&H will leverage these tools to benefit the City’s zero waste planning by focusing on customizing variables to fit the City’s unique conditions and program
-s
pecific baseline data.

Ta
sk 3.1: Cost and Diversion Analysis
HF&H plans to provide planning-le vel estimates in the cost-benefit analysis that can include several elements including, but not limited to, costs, diversion potential, cost effectiveness (cost per diverted ton) , and job creation (staffing needs) for each of the programs or policies identified in Task 2.2. The scope of the analysis to be performed by HF&H will be developed with the City and can include some or all of the following activities:

C
ost Based on Program Phases. Cost analysis will consider where differentiation is needed to reflect various program phases, such as:
• Program start-up costs and capital investments;
• On-going operations and maintenance costs; or,
• Phased implementation plans, if any.

Diversion Potential. Diversion analysis will examine the potential recovery of a program based on increases to current program performance, estimated capture rates of materials currently disposed, and benchmarks from other, similar programs.

Task 3: HF&H will utilize
tested cost models to help
the City visualize the
resources required to
implement selected
programs and policies and
their impacts across the
community.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 25

Cost Effectiveness. Cost effectiveness will be measured by calculating and comparing the cost-per-ton diverted for each program option to other program options.

Staffing Needs. Estimated increases in City staffing needs, which can be considered as a benefit in the form of job creation, will be evaluated, including:
• Number of staff involved;
• Employee classification options and internal delegation approaches; • Processes needed during each stage of program development and implementation, such as : employee training ; manager oversight ; meetings; director-level policy discussions; and other procedural obligations; and,
• External delegation options (e.g., support from ACI, consultants, partnership organizations, or other programs).

Community Benefits. In addition to monetary and staffing resources, the City may consider other innovative metrics to include in its cost -benefit analysis. For example, the City may also want to factor in socioeconomic and environmental justice factors, economic development impacts, or quality of life improvements such as cleaner waterways and shorelines.

HF&H’s cost-benefit models are structured to be quickly reviewed and easily understood , while incorporating the detail necessary to facilitate a robust planning effort. HF&H anticipates using readily available data from CalRecycle, the City’s franchised hauler, and technical assistance contractors to identify diversion potential. However, in the absence of City-specific cost or program data, HF&H will assemble reasonable benchmarks from similar programs and jurisdictions to fill in data gaps. The City is very familiar with HF&H’s cost modeling expe rtise as we routinely utilize similar models during our contract negotiations and rate setting with ACI. When preparing cost-benefit analysis, the City can rely on HF&H to be transparent with the cost- benefit model and underlying assumptions so that the City can provide input on the framework of the model and assumptions and can gain a level of comfort with the results.

The City will receive robust cost analysis tables displaying ranges with low and high estimates for one-time and on-going costs, as well as an indication whether programs may be phased in and how costs may be impacted over time.

Task 3.2 Funding Analysis
A sound funding strategy is essential to move the updated ZWIP forward and see it fully implemented. One of HF&H’s strengths is its ability to perform cost-benefit analyses and to strategize on sustainable funding methods. In fact, we are the statewide thought-leaders in this area. For example, CalRecycle engaged HF&H to develop and present a series of workshops statewide on the subject of “High Diversion and Zero Waste Funding Strategies for Local Government.” We were the consulting firm selected by StopWaste.Org (Alameda County Waste Management Authority) to calculate their Household Hazardous Waste Fee, which shifted funding of the program from fees levied on landfill tipping fees to fees assessed on customers through the property tax roll. We have also recently completed cost of service reviews of ACI and negotiated the City’s solid waste collection agreement with ACI, an experience that un iquely qualifies HF&H to understand the nuances of costs, available resources, and funding coming from the implementation of the City’s franchised services. With this type of expertise and experience, the City can rely on HF&H to develop a sound funding strategy for the City.

To begin the process, we will examine the revenue sources the City currently uses to fund its diversion-related programs looking at the most-recent five-year trend for those revenue streams and related reserve funds. In this process, to the extent practica l with the data available, we will graphically map the sources and uses of funds to illustrate for the City HF&H is uniquely
qualified to
understand the
nuances of the City’s
costs, available
resources, and
funding coming
from the
implementation of
the City’s franchised
services.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 26

how the funding and programming aspects of the City’s system interact. We will consider what programs and policies can be implemented with the existing revenues and for how long and present a range of new funding strategies with a summary of pros and cons for each. We will consider strategies such as local retailer and extended producer responsibility programs, fees through collection rates, processing and disposal facility surcharges, permit fees, available state funding/grants, and other mechanisms. Our funding options analysis will include an estimate of revenues that can be generated through each funding strategy, the relative volatility/predictability of those streams over time, and an assessment of the economic and budget impacts of adopting the proposed strategies, including financial implications to the City, customer rates, industry, and diversion potential.

We will meet with the City in Task 3.3 to present and discuss the funding options and work together to select the preferred strategy(ies). A key objective will be the development of a funding strategies proposal that results in a diversified and stable funding approach that generates sufficient revenues to cover the cost of implementing the proposed recommendations. For this reason, we will consider the phased implementation timeline of the various recommended programs/policies in the ZWIP and match the implementation timing of various funding strategies to bring needed revenue in at the right time. The funding strategies proposal will present the preferred strategies, a brief description of each, its revenue potential, identification of what program/policies the funding method would support, and the timing for implementation.

Task 3.3 City Staff Meeting to Review Task 3 Findings
HF&H will facilitate a meeting with City Staff to review the findings of Subtasks 3.1 and 3.2.

The presentation will be made in Excel in order to provide both the sum mary results and detailed assumptions that build up to them. This will allow some interactivity around the analysis and the ability to play with “what if” as we discuss the findings. At this meeting, we will review the programs identified in Subtask 2.2 and their projected diversion and resource impacts calculated under Subtasks 3.1 and 3.2. We believe that this meeting is a critical step as solicitation of staff feedback will inform the most appropriate programs and policies to include in the updated ZWIP.

Optional Tasks
Optional Task 3.4 Benchmarking Program and Policies of Other Agencies Both the City and HF&H recognize that we can learn from the experience of others that have developed and implemented zero waste plans. As an addition to the cost, diversion, and funding analysis performed in Task 3, we can provide benchmarks for programs and policies in up to four leading sustainable resource management and zero waste communities comparable to the City of Alameda. We will provide narrative, graphic, an d spatial comparisons to showcase the successes and challenges other jurisdictions have faced on their zero waste journey. HF&H is uniquely qualified to provide the City with relevant and detailed benchmarks for various programs and policies because many o f these agencies are our ongoing clients with whom we work closely on various aspects of their zero waste planning and implementation. Our internal database and institutional knowledge will ensure the City is getting the most up -to-date and relevant inform ation available.

In addition to our broad understanding of zero waste efforts throughout California, we have a high familiarity with what is happening within Alameda County and the City itself based on our recent work with Castro Valley and the Cities of Dublin, San Ramon, San Leandro, Oakland, and Alameda. We will use this experience to provide the City the most relevant benchmarks for comparison.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 27

Our findings will be used to provide insight into the feasibility of programs and policies developed in Tasks 2.1 and 2.2.

Optional Task 3.5 GHG Emission Analysis
HF&H can prepare an estimation of GHG emission reductions, which will help align the zero waste strategy with the City’s Climate Action and Resiliency Plan (CARP). HF&H will use an in-house, hybrid GHG calculation method that relies on EPA’s Waste Reduction Model for estimating GHG emissions reductions for non -organic materials and California’s Air Resources Board (CARB) method for estimating emissions reductions from the diversion of organic waste (foo d waste, compostable food -soiled paper, and yard trimmings) from landfills to compost facilities. We have found this analysis is valuable to agencies that want to consider impacts beyond just cost and tonnage diversion in their decision -making process.

Optional Task 3.6 Equity Scans
An essential element to achieving the City’s zero waste goal is widespread community adoption of programs and policies . HF&H can support the City in taking a critical look at how various programs and policies impact different po pulations throughout the City by conducting equity scans. Performing a comprehensive equity scan will provide deep insight into which populations may have challenges accessing resources, participating in programs, or taking advantage of available community benefits. This in turn will allow the City to design programs from the beginning to overcome these challenges, providing greater benefit to, and buy-in from, the community.

HF&H has an established diversity, equity, and inclusion committee (DEI C) that meets regularly to discuss and address issues related to solid waste programs, policies, and infrastructure. The committee advises our firm on strategies to ensure diversity, equity, and inclusion are considered throughout all of the tools and processes HF&H uses to serve our clients. Additionally, the Project Manager proposed for this project currently sits as the Co-Chair for the Northern California Recycling Association’s Diversity, Equity, and Inclusion Committee. This experience will ensure the City receives the latest insights from industry best practices throughout the state.

HF&H will perform equity scans on up to three programs or policies determined by the City. To perform the equity scan, HF&H will first identify a team to perform the scan.

Ideally, the team will be composed of four or five individuals who can provide diverse and nuanced perspectives throughout the scan process. HF&H recommends including at least one City staff member as part of the scan team. Once the team is identified, HF&H will facilitate a three-hour workshop to perform the scan. During this workshop the team will identify all impacted stakeholders, the level of positive or negative impact for each stakeholder group, challenges or barriers to participation, and soluti ons to mitigate inequitable challenges and inequitable distribution of impacts. The results of the scan will be summarized for the City and utilized to develop recommendation for the final updated ZWIP.

Task 3 Deliverables
• Cost, resource, and diversion analysis
• Final list of City-approved programs and policies to include in the updated ZWIP DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 28

Task 4: Community Engagement, Survey and Presentation
“Proposers should include in their response a robust, diverse community engagement plan that at minimum includes two community meetings with City staff and a community wide survey, and presentation of engagement results to City staff. The community engagement plan should aim to capture a broad representation of the community and reflect the diverse ideas of the community’s input. Proposer will include a report outlining community input efforts and response in the Plan.”
Achieving the City’s zero waste goal will involve participation and commitment from a wide range of stakeholders. Given this, we are pleased that the City has emphasized engaging the participation of stakeholders in this planning process. Hearing from City staff, residents, businesses, haulers, community organizations, and others about their current experiences, recommendations for improvements, and ideas for furthering diversion efforts is essential.

It will result in the creation of a ZWIP that uniquely reflects the City of Alameda and that is more likely to garner support from various stakeholders and the City Council.

HF&H has a long history of engagement with the City of Alameda. Most recently, during the City’s solid waste procurement process, we engaged directly with CASA, the City’s economic development team, and the Alameda Chamber to educate stakeholders on the procurement process and solicit feedback on programs and priorities. This recent engagement means relationships with these groups are still fresh and will allow us to quickly reengage with these key stakeholders. Below, HF&H presents a participation strategy that includes two community meetings and a community -wide survey, as requested in the RFP. We believe, however, that this is a minimal strategy and would be more valuable by enhancing the process with additional elements to engage more of the public throughout the planning process. One element we would like to discuss further with the City if selected for this engagement is the incorporation of Geographic Information Systems (GIS) services to assist with spatial analysis and community engagement.

GIS is a computer -based system that collects, maintains, stores, analyzes, outputs, and distributes spatial data to explore relationships, patterns, processes, and trends.

Conducting analysis and displaying findings in a geographic format can assist in decision - making by representing relationships that general quantitative trend analyses may not. For example, a spatial analysis of a hauler route can easily display a range of attributes from missed pick -ups to time lags to contamination monitoring, all in the same visual representation. The visual and spatial analyses that GIS services can provide are particularly effective in engaging various stakeholder groups and summarizing data in a digestible manner. HF&H has an in-house GIS team that is available to work on spatial and relational analyses and map making projects. Some of these analyses and accompanying graphics will be incorporated in the stakeholder presentations descr ibed throughout this task assuming data is readily available. If heavy data collection or clean-up is needed, HF&H can work with the City to determine if additional resources or budget will be required to perform the GIS services requested.

Additional enhancements to the community engagement strategy are proposed as “Optional Tasks” in our budget for the City’s consideration. We don’t want these “extra” scope items to count against our cost score and, because they are not required proposal elements, we have not offered them as part of our base proposal.

Task 4.1 Community Survey
Since our founding, HF&H has relied upon public opinion survey efforts to help agencies understand what the public values and how they view public services provided to them.

These surveys often provide a more robust understanding of public opinions than community meetings can offer. Our experience includes preparing and working with public opinion survey firms on dozens of surveys for public agencies . Recently, we worked with the City and its third-party survey firm on a recent survey for the City related to the City’s Task 4: Our proposed
community engagement
strategy includes developing
a community survey and
hosting meetings that
increase diverse
representation from the
community.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 29

franchise collection services. The results of the survey were presented at workshops to stakeholders throughout the procurement and negotiation process. Both the results of the survey and discussions from the workshops guided key program decisions. Another recent and highly relevant example is a statistically -valid public opinion survey for Carlsbad in which HF&H designed the survey related to public opinions on recycling programs and Sustainable Materials Management (SMM) policies (e.g. single -use plastics, sustainable building practices, circular economy, etc.) to inform the City’s adoption of some of the most progressive SMM policies in the state. This allowed for a robust survey approach that supported the City Council’s decision- making process in the face of numerous interest groups.

Considering the benefits and success we have seen working with a third -party firm to implement a stati stically valid survey, HF&H recommends utilizing this approach for the City, and we have described that approach here. If the City wishes to have HF&H plan and implement the entire survey, we can provide that service and the associated budget is described under Optional Task 4.7. While this is listed as Task 4 in the scope of work, we propose implementing some form of public opinion survey early in the development of the updated ZWIP (likely in Task 2 or 3) to ensure community voices are incorporated into the foundational elements of the ZWIP.

HF&H will support the City in managing the survey process and coordinating with the selected survey firm. This management will include attending a kick -off meeting with the City and the selected firm, tracking the agr eed upon timeline and action items, and following up as needed with responsible parties to ensure tasks are completed on time. In addition to ongoing oversight of the survey process, HF&H will provide input on the survey questions and final survey format/platform. Coupling the statistically valid survey process of the selected firm and the deep industry knowledge of HF&H, the City can feel confident they will receive relevant and insightful survey responses. At the end of the survey, HF&H will analyze and s ummarize survey results to highlight community trends and develop recommendations for the City’s ZWIP.

Task 4.2 Community Meetings
Our prior experience in the City of Alameda provides a direct and relevant case study for how to produce successful community meetings. HF&H will build off our prior experience to improve the reach of these meetings. While one community meeting may focus on traditional zero waste stakeholders such as the business community, haulers and community recyclers, and environmental groups, we recommend at least one meeting target the broader public. This may include groups historically burdened by environmental inequities or who may not see zero waste as a relevant issue such as families with young children, households living below medium inco me levels, restaurant workers, multi- generational households, and community health advocates. Gaining buy -in and relevant feedback from these community members will necessitate messaging information about the ZWIP in a way that highlights how the City’s ze ro waste goals overlap with the City’s economic and cultural goals. HF&H will build engaging presentation materials and take - home infographics and craft messaging that helps community members understand the full range of potential costs and benefits that may impact them as a result of the ZWIP’s implementation. To connect with these stakeholders, HF&H will work with the City to identify and strategize solutions for inclusive participation and overcoming attendance barriers such as conflicting work schedules, availability of childcare, and translation needs.

We will work closely with the City to strategize on when to hold each meeting and reserve a portion of each meeting as an open forum to invite input from those in attendance. If the technology is available, we also recommend broadcasting the meetings live, allowing questions from virtual attendees, and providing presentations and survey materials digitally for those who could not participate in person.

HF&H will build engaging
presentation materials and
take-home infographics, and
craft messaging that helps
community members
understand the full range of
potential costs and benefits
that may impact them as a
result of the ZWIP’s
implementation.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 30

Task 4.3 Presentation of Engagement Results
HF&H will hold one, virtual, meeting with the City to review and discuss the input received from stakeholders and determine how to incorporate agreed -upon comments and ideas into the final recommendation and updated ZWIP. HF&H will create a visually graphic PowerPoint to highlight the methodology used to gather community feedback and the result of such engagement. We will analyze the community outreach efforts to highlight any trends across the community, missing stakeholder groups, and unique or innovative ideas. H F&H cannot commit to conducting a complete cost -benefit analysis on all stakeholder-suggested programs, largely due to the often vague and speculative nature of such suggestions, however the input and suggestions can be a valuable tool in envisioning the City’s future path towards zero waste and should be recognized in the plan. We will also use the input to guide us in selecting and prioritizing the programs and policies that will be included in the final updated ZWIP. We will include the summary of stakeh older input within the ZWIP and include individual community responses as an attachment for future reference.

Optional Tasks
Optional Task 4.4 Participation Process for the City’s Internal Operations To realize the City’s zero waste goal, City staff from all departments and across all staffing levels will need to be engaged, educated, and empowered to implement zero waste practices. City staff not only serve as a model for the community, but many staff will play a key role in how individual programs and policies are implemented and enforced. Due to the large role City staff plays in realizing the City’s vision, HF&H recommends developing an engagement plan specifically focused on internal operations that recognizes the interests of, and the constraints under which , management and staff of various departments operate. This may include engaging departments such as Purchasing & Contracting, General Services, Planning & Development Services, Environmental Health, Parks and Recreation, Community Development, and Health & Human Services.

As an optional task for the City, HF&H will focus on learning from internal stakeholders what waste reduction and diversion programs/policies are currently in place for City operations, what is working and what is not, what results are being realized, and what type of improvements are desired for current programs and policies. We will additionally seek input on the Menu of programs and policies developed in Task 2.2 that would have the highest impact on City operations. During this process, we will gain an understanding of real and/or perceived barriers and concerns for increasing diversion. Feedback gathered directly from staff will likely uncover challenges and solutions that are only identifiable by those on the ground, who are experts at the tasks they are assigned.

To engage with these various departments, we will coordinate up to two meetings (up to two hours each) with key internal stakeholders. Sample topics discussed during the meetings may include zero waste challenge s and concerns, proposed policies and programs, and innovative ideas and operational enhancements. The meetings will be initiated with a presentation and then shift to a facilitated open forum to invite input from participants. Individuals, who may not be able to attend the meetings or who have follow- up input, will have the option to review the presentation and minutes of the meetings, listen to the audio recording, and provide input through an online survey. We will make the presentation materials availab le to the City should it need additional meetings (over and above the two included in this proposal) with certain departments.

Optional Task 4.5 Focus Group Discussions
To surpass the current 89% diversion goal and drop to 1.2 pounds of waste per person per day, HF&H recommends identifying specific communit y groups to conduct focus group discussions with. Focus Group Discussions (FGDs) can provide valuable insights into the HF&H has extensive
cross-department
coordination
experience including
coordinating with
every internal
department and
division within the
City of Carlsbad to
develop unique SMM
implementation
guides for each
department.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 31

primary participation barriers of various diversion programs. More importan tly, they can help identify potential solutions to these barriers. FGDs are unique from more general community meetings in that they provide a targeted approach to engaging communities that may have historically lacked equitable representation in decision making processes.

An intimate discussion with limited members (10 -15 participants) identified using shared characteristics (socio -demographics, neighborhood, vocation, etc.) creates an environment where participants can share candid responses, ascertain vignettes, and develop a common understanding or collective ownership of a communal problem.

As discussed earlier in this proposal, HF&H can incorporate a spatial analysis using data from the City and related service providers to augment our services. In th is case, a GIS mapping may help identify potential target populations. For example, the below proxy Courtesy Garbage Pick -Up map indicates that Single Family Households in less densely populated areas have a higher frequency of missing their trash days. Further investigation through FGDs may reveal reasons as to why these courtesy pickups are required – scheduling conflict s, blocked service areas, route inefficiencies, etc. Similarly, spatial analysis with data, if available, highlighting contamination freq uency overlaid with route data may help identify target groups with unique barriers to participation. Spatial analysis in this regard can highlight socio-economic nuance that otherwise maybe overlooked.

HF&H will work with the City and other key City partners to identify and target populations for FGDs that have not participated in previous engagement efforts. After the sample size and target population are identified, HF&H, in collaboration with the City and community organizations such as CASA, will recruit participants. Recruitment efforts will need to consider participants availability and include equitable incentives for participation. HF&H will then develop a FGD Questionnaire to be used for the disc ussions, develop meeting materials, and coordinate scheduling. Each FGD will last approximately 60 minutes. Our team’s extensive experience engaging with diverse and multi -cultural communities throughout the Bay Area will ensure FGDs are facilitated in a w ay that empowers participants to engage authentically while ensuring conversations are productive and respectful.

HF&H will compile the results into a summary document to be shared with the City highlighting key findings. These findings will also be incorporated into the ZWIP in the form DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 32

of recommended actions and strategies to help reach diversion goals, promote sustainability, empower diverse communities, and protect at-risk populations from future environmental health and safety risks.

Optional Task 4.6 Additional Community Meetings
Considering the broad reach the ZWIP will have on the Alameda community, we recommend the City consider adding additional stakeholder meetings as they are described under Task 4.2. Each additional meeting opportunity will i mprove participation levels from diverse community sectors across the City and strengthen the overall design of the updated ZWIP. With a high level of community input throughout the planning process the City will gain a deeper understanding of the political, behavioral, and economic issues that will influence the planning process. In our cost proposal we have included as an optional task a per unit cost for planning and presenting at additional community meetings.

Optional Task 4.7 HF&H Coordinates and Conducts Community Survey If the City chooses to engage HF&H to fully coordinate and conduct the community survey, we will work closely with the City to identify the survey purpose and goals and the most logical and cost-effective method for disseminating the public survey. HF&H will develop a set of questions based on the focus areas and goals identified by the City and revise the question based on City input prior to building the survey. Once the questions are finalized, HF&H will use Survey Monkey to design a survey that elicits honest feedback from respondents.

HF&H will advise the City on various stakeholder groups to provide the survey to such as local businesses, non-profits, tenants of multi-family properties, and families, and provide recommendations for reaching these various stakeholder groups. Once the survey is live, HF&H will track survey responses and inform the City if any additional outreach or reminders should be sent to specific stakeholder groups.

Upon receipt of the final survey results, HF&H will perform an analysis of the input and summarize those results in a PowerPoint-style report for City staff. These results will also be included in the final plan documents in Task 5.

Task 4 Deliverables
• Community input and response report (documented within the Updated ZWIP) • Community-wide survey
• Two community PowerPoint presentations
• Presenting at two community meetings
• One staff presentation
Task 5: Prepare New Zero Waste Implementation Plan Report, Goal Date, and Timeline
“A final comprehensive Plan will be prepared for the City, presented to City staff and elected officials. Proposers should include cost here for a minimum of one City Council presentation and an alternative cost proposal for additional presentations to staff and/or City boards and commissions.”
Our objective in this task is to synthesize our analysis into an intuitive document and present information in an easily digestible format. Prior to compiling the full ZWIP, HF&H will work with the City to determine the level of detail to include, the ZWIP’s format, and the target audience. This will aid our staff in delivering a product that meets the needs of the City. For City -wide strategic initiatives, such as zero waste planning, we often recommended our clients consider generating t wo versions of the final plan: one version DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 33

containing a high level summary presented in a graphic format for sharing with external stakeholders (public facing), and a detailed and specific implementation plan meant to guide the City’s internal operations. As part of our base proposal, we have included pricing for a detailed implementation plan. As an optional enhancement, we can also provide the City a secondary, public facing plan as detailed in Optional Task 5.5.

Task 5.1 Draft Updated Zero Waste Implementation Plan
HF&H will compile the results of the work in Tasks 1 through 4 into an informative and comprehensive Zero Waste Implementation Plan. The draft ZWIP will include at minimum the following elements:
• The summary report evaluating the City’s current progress developed in Task 1. • A new zero waste goal date and timeline for assessing progress. • Recommended programs and policies to achieve the City’s goal. • The community engagement summary and responses developed in Task 4. • Key implementation steps and a high-level phased implementation schedule. • Detailed analysis and supporting documentation generated throughout the engagement as ZWIP attachments.

The Plan will also address key assumptions made and any operational, logistical, economic, and/or political considerations that may impact the ZWIP’s implementation. City staff will receive a copy of the draft ZWIP for review. HF&H will provide a copy of the ZWIP through a shared cloud platform and anticipates the City will provide comments, edits, and suggestions directly into the shared document. After the City has had time to review the draft ZWIP , we will schedule one virtual meeting to review comments and answer any questions from the City. HF&H will ask follow -up question and provide example language to ensure we fully understand the scope of changes the City would like to make.

Task 5.2 Refine and Finalize the Implementation Plan
After receiving input and direction from City staff on the draft ZWIP, HF&H will refine and prepare a final draft that incorporates the specific changes requested by the City . HF&H will update the ZWIP to address any issues or concerns raised during the meeting described in task 5.1 and resolve any outstanding changes or comments . This final revision will produce the Final 2023 Zero Waste Implementation Plan for the City.

Task 5.3 Presentation to City Council
HF&H commits to preparing for and presenting at one City Council meeting. During this presentation, Councilmembers will receive a summary of the key components of the City’s ZWIP including, an evaluation on current progress, recommended policies and programs, insights from community engagement efforts, and an update on the City’ s zero waste target date and key milestones. The presentation will be accompanied by a PowerPoint presentation designed with engaging graphics to summarize the ZWIP’s main elements.

Staff will have the ability to review the PowerPoint slides and provide feedback prior to HF&H’s presentation to the Council. Our staff is highly effective at working with electe d bodies to navigate difficult questions and respond to diverse perspectives particularly surrounding resource and cost responsibilities. The Alameda City staff will receive HF&H’s unwavering support in facilitating the discussion of the ZWIP and responding to questions from the Council and public.

Optional Tasks
Optional Task 5.4 Additional Plan Presentations
HF&H will provide additional stakeholder presentations summarizing the Final ZWIP.

Presentations may be provided to internal staff, City Boards, or commissions. HF&H will Task 5: HF&H will
synthesize our analysis into
an intuitive document and
provide present ions in an
easily digestible format.

DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

March 28, 2023 | Page 34

tailor the Council presentation slides developed in Task 5.3 to appeal to each specific stakeholder group and work with the City to incorporate topics of particular interest for each stakeholder group. Presentations may be provided in-person, virtually, or as a hybrid model.

Optional Task 5.5 Produce a Public Facing Zero Waste Plan HF&H will produce a high-level summary of the Zero Waste Plan designed to be viewed as an easily shareable PDF. The summary Plan will include graphic representation of key components of the plan and be presented in a visually engaging format.

Task 5 Deliverables
• Final 2023 Zero Waste Implementation Plan
• Presentation slides for City staff and elected officials • Presentation delivery at one City Council meeting
Project Schedule
HF&H proposes the following project schedule. We expect the full engagement, as described in our base proposal, to be completed in approximately 22 weeks. The project duration may be longer if the City chooses to include tasks listed as “Optional” from our proposal.
* HF&H recommends some elements of Task 4 to be conducted early in the engagement (within the timeframes established for Tasks 1 and 2) to ensure community voices are integrated throughout the development of the ZWIP. ** T he final ZWIP report will be completed within four weeks of receiving the City’s final edits and comments on the drafted report. Full completion of Task 5, including the Council presentation, will be dependent on the established schedule of City Council meetings.

Task Timeframe
Project Commencement Begins within one week of receipt of Notice to Proceed from City.

Task 1: Evaluate past Plans and Review
Effectiveness of Current Programs
Completed within six weeks of project
commencement.

Task 2: Recommend New Zero Waste
Strategies and Current Policy and
Program Enhancements
Completed within four weeks of the
completion of Task 1.

Task 3: Use Data-Driven Approach to
Estimate Diversion Potential and
Completed within eight weeks of the
completion of Task 2.

Task 4: Community Engagement,
Survey and Presentation
Completed within fourteen weeks of
project commencement. *
Task 5: Prepare new Zero Waste
Implementation Plan Report and Goal
Date/Timeline
Draft report for City review completed
within four weeks of the completion of
Task 3. **
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE
INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #
NAME:

CONTACT
(A/C, No):

FAX
E-MAIL
ADDRESS:

PRODUCER
(A/C, No, Ext):

PHONE

INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOSAUTOS ONLY

NON-OWNED

SCHEDULEDOWNED

ANY AUTO

AUTOMOBILE LIABILITY
Y / N

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH-

STATUTE
PER

LIMITS(MM/DD/YYYY)

POLICY EXP
(MM/DD/YYYY)

POLICY EFF

POLICY NUMBERTYPE OF INSURANCELTR
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR

CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE

DAMAGE TO RENTED
$PREMISES (Ea occurrence)

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:

POLICY PRO-

JECT LOC

CERTIFICATE OF LIABILITY INSURANCE

DATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED

AUTOS ONLY
09/05/2023
Newfront Insurance Services, LLC
450 Sansome Street
Suite 300
San Francisco
CA
94111
Ashley Mack
(415) 754-3635
[email protected]
HF&H Consultants, LLC
590 Ygnacio Valley Rd. Suite 105
Walnut Creek
CA
94596
Citizens Insurance Company of America
31534
Hartford Casualty Insurance Company
29424
Gemini Insurance Company
10833
A
X
OBF-D681476-06
09/06/2023
09/06/2024
2,000,000
1,000,000
10,000
4,000,000
3,000,000
A
OBF-D681476-06
09/06/2023
09/06/2024

INCLUDED
A
OBF-D681476-06
09/06/2023
09/06/2024
3,000,000
3,000,000
B
57 WEC ZR5765
09/06/2023
09/06/2024
1,000,000
1,000,000
1,000,000
C
Professional Liability
VNPL013999
09/06/2023
09/06/2024
Aggregate
2,000,000
Each Loss Ded
10,000
Each Claim
2,000,000
The City of Alameda, its City Council, boards and commissions, officers & Employees are included as an additional insured as required by a written contract with respect to General Liability.

City of Alameda, Public Works Department
Liam Garland
950 West Mall Square, Room 110
Alameda
CA
94501
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 9/7/2023
DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

BUSINESSOWNERS LIABILITY SPECIAL BROADENING ENDORSEMENT This endorsement modifies insurance provided under the following:

BUSINESSOWNERS COVERAGE FORM
This endorsement amends coverages provided under the Businessowners Coverage Form through new coverages and broader coverage grants. This coverage is subject to the provisions applicable to the Businessowners Coverage Form, except as provided below.

The following changes are made to SECTION II -
LIABILITY:

1. Additional Insured by Contract, Agreement or
Permit
The following is added to SECTION II -
LIABILITY, C. Who Is An Insured:

Additional Insured by Contract, Agreement or
Permit
a. Any person or organization with whom you
agreed in a written contract, written
agreement or permit to add such person or
organization as an additional insured on
your policy is an additional insured only with
respect to liability for "bodily injury ",
"property damage", or "personal and
advertising injury " caused, in whole or in
part, by your acts or omissions, or the acts
or omissions of those acting on your behalf,
but only with respect to:
(1) "Your work" for the additional insured(s)
designated in the contract, agreement or
permit;
(2) Premises you own, rent, lease or
occupy; or
(3) Your maintenance, operation or use of
equipment leased to you.
b. The insurance afforded to such additional
insured described above:
(1) Only applies to the extent permitted by
law; and
(2) Will not be broader than the insurance
which you are required by the contract,
agreement or permit to provide for such
additional insured.
(3) Applies on a primary basis if that is
required by the written contract, written
agreement or permit.
(4) Will not be broader than coverage
provided to any other insured.
(5) Does not apply if the "bodily injury ",
"property damage" or "personal and
advertising injury" is otherwise excluded
from coverage under this Coverage Part,
including any endorsements thereto.
391-100608 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 1 of 6 SUMMARY OF COVERAGES Limits Page

1. Additional Insured by Contract, Agreement or Permit Included 1

2. Additional Insured - Broad Form Vendors

3. Alienated Premises

4. Broad Form Property Damage - Borrowed Equipment, Customers Goods and Use of Elevators

5. Incidental Malpractice (Employed Nurses, EMT's and Paramedics)

6. Personal and Advertising Injury - Broad Form

7. Product Recall Expense
Product Recall Expense Each Occurrence Limit
Product Recall Expense Aggregate Limit
Product Recall Deductible

8. Unintentional Failure to Disclose Hazards

9. Unintentional Failure to Notify
Included
Included
Included
Included
Included
Included
$25,000
$50,000
$500
Included
Included
2 3
3 3
4 4
5 5
5 6
6 Aggregate
Occurrence
POLICY NUMBER: OBF-D681476-06
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 OBFD681476 5701751
c. This provision does not apply:
(1) Unless the written contract or written
agreement was executed or permit was
issued prior to the "bodily injury",
"property damage", or "personal injury
and advertising injury".
(2) To any person or organization included
as an insured by another endorsement
issued by us and made part of this
Coverage Part.
(3) To any lessor of equipment:
(a) After the equipment lease expires; or
(b) If the "bodily injury", "property
damage", "personal and advertising
injury" arises out of sole negligence
of the lessor.
(4) To any:
(a) Owners or other interests from whom
land has been leased if the
"occurrence" takes place or the
offense is committed after the lease
for the land expires; or
(b) Managers or lessors of premises if:
(i) The "occurrence " takes place or
the offense is committed after
you cease to be a tenant in that
premises; or
(ii) The "bodily injury", "property
damage", "personal injury" or
"advertising injury" arises out of
structural alterations, new
construction or demolition
operations performed by or on
behalf of the manager or lessor.
(5) To "bodily injury", "property damage" or
"personal and advertising injury" arising
out of the rendering of or the failure to
render any professional services.

This exclusion applies even if the claims
against any insured allege negligence or
other wrongdoing in the supervision,
hiring, employment, training or
monitoring of others by that insured, if
the "occurrenc e" which caused the
"bodily injury" or "property damage" or
the offense which caused the "personal
and advertising injury " involved the
rendering of or failure to render any
professional services by or for you.
d. With respect to the insurance afforded to
these additional insureds, the following is
added to SECTION II - LIABILITY, D. Liability
and Medical ExpenseLimitsof Insurance:

The most we will pay on behalf of the
additional insured for a covered claim is the
lesser of the amount of insurance:

1. Required by the contract, agreement or
permit described in Paragraph a.; or

2. Available under the applicable Limits of
Insurance shown in the Declarations.

This endorsement shall not increase the
applicable Limits of Insurance shown in the
Declarations
e. All other insuring agreements, exclusions,
and conditions of the policy apply.

2. AdditionalInsured - Broad Form Vendors
The following is added to SECTION II -
LIABILITY, C. WhoIs An Insured:

AdditionalInsured - Broad Form Vendors
a. Any person or organization that is a vendor
with whom you agreed in a written contract
or written agreement to include as an
additional insured under this Coverage Part
is an insured, but only with respect to liability
for "bodily injury " or "property damage"
arising out of "your products" which are
distributed or sold in the regular course of
the vendor's business.
b. The insurance afforded to such vendor
described above:
(1) Only applies to the extent permitted by
law;
(2) Will not be broader than the insurance
which you are required by the contract or
agreement to provide for such vendor;
(3) Will not be broader than coverage
provided to any other insured; and
(4) Does not apply if the "bodily injur y",
"property damage" or "personal and
advertising injury " is otherwise excluded
from coverage under this Coverage Part,
including any endorsements thereto
c. With respect to insurance afforded to such
vendors, the following additional exclusions
apply:

The insurance afforded to the vendor does
not apply to:
(1) "Bodily injur y" or "property damage" for
which the vendor is obligated to pay
damages by reasons of the assumption of
liability in a contract or agreement. This
exclusion does not apply to liability for
damages that the insured would have in
the absence of the contract or
agreement;
(2) Any express warranty unauthorized by
you;
391-1006 08 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 2 of 6 DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 (3) Any physical or chemical change in the
product made intentionally by the
vendor;
(4) Repackaging, unless unpacked solely for
the purpose of inspection,
demonstration, testing, or the
substitution of parts under instruction
from the manufacturer, and then
repackaged in the original container;
(5) Any failure to make such inspection,
adjustments, tests or servicing as the
vendor has agreed to make or normally
undertakes to make in the usual course
of business in connection with the sale
of the product;
(6) Demonstration, installation, servicing or
repair operations, except such
operations performed at the vendor's
premises in connection with the sale of
the product;
(7) Products which, after distribution or sale
by you, have been labeled or relabeled
or used as a container, part or
ingredient of any other thing or
substance by or for the vendor;
(8) "Bodily injury" or "property damage"
arising out of the sole negligence of the
vendor for its own acts or omissions or
those of its employees or anyone else
acting on its behalf. However, this
exclusion does not apply to:
(a) The exceptions contained within the
exclusion in subparagraphs (4) or (6)
above; or
(b) Such inspections, adjustments, tests
or servicing as the vendor has
agreed to make or normally
undertakes to make in the usual
course of business, in connection
with the distribution or sale of the
products.
(9) "Bodily injury " or "property damage"
arising out of an "occurrence" that took
place before you have signed the
contract or agreement with the vendor.
(10)To any person or organization included
as an insured by another endorsement
issued by us and made part of this
Coverage Part.
(11)Any insured person or organization,
from whom you have acquired such
products, or any ingredient, part or
container, entering into, accompanying
or containing such products.
d. With respect to the insurance afforded to
these vendors, the following is added to
SECTION II - LIABILITY, D. Liability and
Medical Expense Limits of Insurance:

The most we will pay on behalf of the vendor
for a covered claim is the lesser of the
amount of insurance:

1. Required by the contract or agreement
described in Paragraph a.; or

2. Available under the applicable Limits of
Insurance shown in the Declarations;
This endorsement shall not increase the
applicable Limits of Insurance shown in the
Declarations.

3. Alienated Premises
SECTION II - LIABILITY, B. Exclusions, 1.

Applicable To Business Liability Coverage k.

Damage to Property, paragraph (2) is replaced by
the following:
(2) Premises you sell, give away or abandon, if
the "property damage" arises out of any part
of those premises and occurred from hazards
that were known by you, or should have
reasonably been known by you, at the time
the property was transferred or abandoned.

4. Broad Form Property Damage - Borrowed
Equipment, Customers Goods, Use of Elevators
a. The following is added to SECTION II -
LIABILITY, B. Exclusions, 1. Applicable To
Business Liability Coverage, k. Damage to
Property:

Paragraph (4) does not apply to "property
damage" to borrowed equipment while at a
jobsite and not being used to perform
operations.

Paragraph (3), (4) and (6) do not apply to
"property damage" to "customers goods"
while on your premises nor to the use of
elevators.
b. For the purposes of this endorsement, the
following definition is added to SECTION II -
LIABILITY, F. Liability and Medical Expenses
Definitions:

1. "Customers goods" means property of
your customer on your premises for the
purpose of being:
a. Worked on; or
b. Used in your manufacturing process.
c. The insurance afforded under this provision is
excess over any other valid and collectible
property insurance (including deductible)
available to the insured whether primary,
excess, contingent or on any other basis.

5. Incidental Malpractice - Employed Nurses, EMT's
and Paramedics
SECTION II - LIABILITY, C. Who Is An Insured ,
paragraph 2.a.(1)(d) does not apply to a nurse,
391-100608 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 3 of 6 DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 OBFD681476 5701751
emergency medical technician or paramedic
employed by you if you are not engaged in the
business or occupation of providing medical,
paramedical, surgical, dental, x-ray or nursing
services.

6. PersonalInjury - Broad Form
a. SECTION II - LIABILITY, B. Exclusions, 2.

Additional Exclusions Applicable only to
"Personaland AdvertisingInjury", paragraph
e. is deleted.
b. SECTION II - LIABILITY, F. Liability and
Medical Expenses Definitions, 14. "Personal
and advertising injury", paragraph b. is
replaced by the following:
b. Malicious prosecution or abuse of
process.
c. The following is added to SECTION II -
LIABILITY, F. Liability and Medical Expenses
Definitions, Definition 14. "Personal and
advertising injury":
"Discrimination " (unless insurance thereof is
prohibited by law) that results in injury to the
feelings or reputation of a natural person,
but only if such "discrimination" is:
(1) Not done intentionally by or at the
direction of:
(a) The insured;
(b) Any officer of the corporation,
director, stockholder, partner or
member of the insured; and
(2) Not directly or indirectly related to an
"employee", not to the employment,
prospective employment or termination
of any person or persons by an insured.
d. For purposes of this endorsement, the
following definition is added to SECTION II -
LIABILITY, F. Liability and Medical Expenses
Definitions:

1. "Discrimination " means the unlawful
treatment of individuals based upon race,
color, ethnic origin, gender, religion, age,
or sexual preference. "Discrimination "
does not include the unlawful treatment
of individuals based upon developmental,
physical, cognitive, mental, sensory or
emotional impairment or any
combination of these.
e. This coverage does not apply if liability
coverage for "personal and advertising
injury" is excluded either by the provisions of
the Coverage Form or any endorsement
thereto.

7. ProductRecall Expense
a. SECTION II - LIABILITY, B. Exclusions, 1.

Applicable To Business Liability Coverage,
o. Recall of Products, Work or Impaired
is replaced by the following:
o. Recall of Products, Work or Impaired
Property
Damages claimed for any loss, cost or
expense incurred by you or others for
the loss of use, withdrawal, recall,
inspection, repair, replacement,
adjustment, removal or disposal of:
(1) "Your product";
(2) "Your work"; or
(3) "Impaired property";
If such product, work or property is
withdrawn or recalled from the market or
from use by any person or organization
because of a known or suspected defect,
deficiency, inadequacy or dangerous
condition in it, but this exclusion does
not apply to "product recall expenses"
that you incur for the "covered recall" of
"your product".

However, the exception to the exclusion
does not apply to "product recall
expenses" resulting from:
(4) Failure of any products to accomplish
their intended purpose;
(5) Breach of warranties of fitness,
quality, durability or performance;
(6) Loss of customer approval, or any
cost incurred to regain customer
approval;
(7) Redistribution or replacement of
"your product" which has been
recalled by like products or
substitutes;
(8) Caprice or whim of the insured;
(9) A condition likely to cause loss of
which any insured knew or had
reason to know at the inception of
this insurance;
(10)Asbestos, including loss, damage or
clean up resulting from asbestos or
asbestos containing materials; or
(11)Recall of "your products" that have
no known or suspected defect solely
because a known or suspected
defect in another of "your products"
has been found.
b. The following is added to SECTION II -
LIABILITY, C. Who Is An Insured, paragraph

3.b.:
"Product recall expense" arising out of any
withdrawal or recall that occurred before you
acquired or formed the organization.
391-100608 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 4 of 6 Property
DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 c. The following is added to SECTION II -
LIABILITY, D. Liability and Medical Expenses
Limits of Insurance:

Product Recall Expense Limits of Insurance
a. The Limits of Insurance shown in the
SUMMARY OF COVERAGES of this
endorsement and the rules stated below
fix the most that we will pay under this
Product Recall Expense Coverage
regardless of the number of:
(1) Insureds;
(2) "Covered Recalls" initiated; or
(3) Number of "your products"
withdrawn .
b. The Product Recall Expense Aggregate
Limit is the most that we will reimburse
you for the sum of all "product recall
expenses" incurred for all "covered
recalls" initiated during the policy period.
c. The Product Recall Each Occurrence
Limit is the most we will pay in
connection with any one defect or
deficiency.
d. All "product recall expenses" in
connection with substantially the same
general harmful condition will be
deemed to arise out of the same defect
or deficiency and considered one
"occurrence".
e. Any amount reimbursed for "product
recall expenses" in connection with any
one "occurrence " will reduce the amount
of the Product Recall Expense Aggregate
Limit available for reimbursement of
"product recall expenses" in connection
with any other defect or deficiency.
f. If the Product Recall Expense Aggregate
Limit has been reduced by
reimbursement of "product recall
expenses" to an amount that is less than
the Product Recall Expense Each
Occurrence Limit, the remaining
Aggregate Limit is the most that will be
available for reimbursement of "product
recall expenses" in connection with any
other defect or deficiency.
g. Product Recall Deductible
We will only pay for the amount of
"product recall expenses" which are in
excess of the $500 Product Recall
Deductible. The Product Recall
Deductible applies separately to each
"covered recall". The limits of insurance
will not be reduced by the amount of this
deductible.

We may, or will if required by law, pay all
or any part of any deductible amount, if
applicable. Upon notice of our payment
of a deductible amount, you shall
promptly reimburse us for the part of the
deductible amount we paid.

The Product Recall Expense Limits of
Insurance apply separately to each
consecutive annual period and to any
remaining period of less than 12 months,
starting with the beginning of the policy
period shown in the Declarations, unless the
policy period is extended after issuance for
an additional period of less than 12 months.

In that case, the additional period will be
deemed part of the last preceding period for
the purposes of determining the Limits of
Insurance.
d. The following is added to SECTION II -
LIABILITY, E. Liability and Medical Expense
General Conditions, 2. Duties in the Event of
Occurrence, Offense, Claim or Suit:

You must see to it that the following are
done in the event of an actual or anticipated
"covered recall" that may result in "product
recall expense":
(1) Give us prompt notice of any discovery
or notification that "your product" must
be withdrawn or recalled. Include a
description of "your product" and the
reason for the withdrawal or recall;
(2) Cease any further release, shipment,
consignment or any other method of
distribution of like or similar products
until it has been determined that all
such products are free from defects that
could be a cause of loss under this
insurance.
e. For the purposs of this endorsement, the
following definitions are added to SECTION
II - LIABILITY, F. Liability and Medical
Expenses Definitions:

1. "Covered recall " means a recall made
necessary because you or a government
body has determined that a known or
suspected defect, deficiency,
inadequacy, or dangerous condition in
"your product" has resulted or will result
in "bodily injury" or "property damage".

2. "Product recall expense(s)" means:
a. Necessary and reasonable expenses
for:
(1) Communications, including radio
or television announcements or
printed advertisements including
stationary, envelopes and
postage;
391-1006 08 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 5 of 6 DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 OBFD681476 5701751
(2) Shipping the recalled products
from any purchaser, distributor or
user to the place or places
designated by you;
(3) Remuneration paid to your
regular "employees" for
necessary overtime;
(4) Hiring additional persons, other
than your regular "employees";
(5) Expenses incurred by "employees"
including transportation and
accommodations;
(6) Expenses to rent additional
warehouse or storage space;
(7) Disposal of "your product", but
only to the extent that specific
methods of destruction other than
those employed for trash
discarding or disposal are
required to avoid "bodily injury "
or "property damage" as a result
of such disposal,
you incur exclusively for the purpose
of recalling "your product"; and
b. Your lost profit resulting from such
"covered recall".
f. This Product Recall Expense Coverage does
not apply:
(1) If the "products - completed operations
hazard" is excluded from coverage under
this Coverage Part including any
endorsement thereto; or
(2) To "product recall expense" arising out of
any of "your products" that are otherwise
excluded from coverage under this
Coverage Part including endorsements
thereto.

8. UnintentionalFailure to DiscloseHazards
The following is added to SECTION II -
LIABILITY, E. Liability and Medical Expenses
General Conditions:

Representations
We will not disclaim coverage under this
Coverage Part if you fail to disclose all hazards
existing as of the inception date of the policy
provided such failure is not intentional.

9. UnintentionalFailure to Notify
The following is added to SECTION II -
LIABILITY, E. Liability and Medical Expenses
General Conditions, 2. Duties in the Event of
Occurrence,Offense,Claim or Suit:

Your rights afforded under this Coverage Part
shall not be prejudiced if you fail to give us
notice of an "occurrence ", offense, claim or "suit",
solely due to your reasonable and documented
belief that the "bodily injury ", "property damage"
or "personal and advertising injury" is not
covered under this Policy.

ALL OTHERTERMS,CONDITIONS,AND EXCLUSIONSREMAIN UNCHANGED. 391-1006 08 16 Includes copyrighted materials of Insurance Services Offices, Inc., with its permission. Page 6 of 6 DocuSign Envelope ID: 2B7DD74A-594B-4378-89CC-2167793E5FF6 DocuSign Envelope ID: 49A238EE-4F31-4C55-8F44-9444F198D169 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168 Docusign Envelope ID: 8217A391-29F4-4919-A072-3B34C71EE168