Carlsbad City Council
February 24, 2026

CA Review TL
Meeting Date: Feb. 24, 2026
To: Mayor and City Council
From: Geoff Patnoe, City Manager
Staff Contact: James Wood, Environmental Sustainability Director [email protected], 442-339-2584
Avecita Jones, Senior Program Manager
[email protected], 442-339-2542
Subject: Award a Professional Services Agreement with WIH Resource Group for the Palomar Transfer Station Consultant Services to Renew Planning, Regulatory Compliance and Operator Agreement Development Districts: All
Recommended Action
Adopt a resolution awarding a professional services agreement with WIH Resource Group for Palomar Transfer Station consultant services to renew planning, regulatory compliance and operator agreement development and authorizing appropriation of funds from the Solid Waste Enterprise Fund in an amount not to exceed $464,520.

Executive Summary
The operators of the Palomar Transfer Station receive various solid waste materials from residential, business and community customers, sort that material and then transport it to regional landfill and recycling centers. The City of Carlsbad manages the lease for the transfer station, which expires in June 2027.

In anticipation of the contract’s expiration and to ensure continuity of service, regulatory compliance and alignment with the city’s long-term sustainability goals, staff initiated a request for proposals, seeking a qualified consultant with expertise in solid waste operations, financial modeling and sustainable materials management to support the city through the process of developing a new agreement to operate the transfer station.

Following a competitive selection, staff recommend that the City Council award a professional services agreement to WIH Resource Group for these services. The consultant is to guide the city from regulatory compliance assessment and strategic planning through development of the new agreement, ensuring that the transfer station continues to meet evolving regulatory requirements while better positioning the facility as a model for innovation and sustainability.

Feb. 24, 2026
Item #2 Page 1 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43 The total agreement cost is not to exceed $464,520 for the two-year term ending Jan. 31, 2028.

This City Council’s approval is required under Carlsbad Municipal Code Sections 3.28.040(D)(1) and 3.28.070(D) because the agreement will cost more than $100,000 per agreement year.

Explanation & Analysis
Background
The City of Carlsbad leases the transfer station property – at 5960 El Camino Real, as shown in Exhibit 2 – from the County of San Diego under a long-term lease agreement. This agreement commenced on June 1, 2002, with an initial 25-year prepaid term through May 31, 2027, and up to 14 five-year extension options.

The lease was originally executed by Allied Waste Systems, Inc., which is now Republic Services.

Later in 2002, the city assumed the lease from Allied Waste Systems to secure long-term local control over solid waste services. At that time, the city also entered into a sublease and an agreement to operate the station with Palomar Transfer Station, Inc., a subsidiary of Republic Services.

In 2021, the City Council amended the agreement with Republic Services to extend the term through May 31, 2027, aligning it with the county’s lease term. The amendment also incorporated new waste diversion programs and compliance measures required by state law.

The city has asked the county to combine two five-year lease extension options into a single 10-year extension covering the period from 2027 through 2037. The county is considering the city's request.

County staff indicated that the appraisal of the premises will not be completed until mid-2026, and that proposed lease terms will be provided to the city for review after that step. The 10-year option is subject to further internal county review and requires the approval by of the San Diego County Board of Supervisors.

Consultant support
The upcoming expiration of both the city's operating agreement and the county lease in 2027 necessitates a coordinated and proactive planning to ensure continuity of service, compliance with evolving solid waste regulations, development of long-term operational and financial goals and alignment with the city's sustainability goals.

This effort will include a comprehensive evaluation of current operations to ensure compliance with current and future regulations, and establish a forward-looking, sustainable materials management framework.
• On Sept. 25, 2025, staff issued a request for proposals seeking a qualified consultant to assist with the development of a site-specific plan for the transfer station and to support the procurement, negotiating and implementation of a new operating agreement. • Two firms submitted proposals in response.
• Following a best-value evaluation process in accordance with the city’s request and Carlsbad Municipal Code Section 3.28.060, the evaluation panel selected WIH Resource Group as the top-ranked firm.

Feb. 24, 2026
Item #2 Page 2 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43

WIH Resource Group is a nationally recognized solid-waste and environmental consulting firm specializing in transfer station operations and design, solid-waste system optimization, transportation logistics, financial modeling and procurement support for municipal clients. The firm has completed over 1,100 projects nationwide for cities, counties and regional agencies, including the cities of Los Angeles, Santa Barbara and Glendale, Monterey County in California and King County in Washington.

WIH Resource Group will be supported by MSW Consultants as a subcontractor. MSW Consultants is a California-based firm specializing in municipal solid waste financial modeling, rate studies, procurement support and performance auditing. MSW Consultants has assisted numerous California jurisdictions in developing compliant and cost-effective solid waste systems.

Under the proposed agreement, WIH Resource Group will assist city staff with the following objectives:
• Aligning the development of the Palomar Transfer Station operator contract with anticipated county lease requirements and appraisal-based rent adjustments • Assessing current Palomar Transfer Station operations, financial performance and regulatory compliance
• Developing a transfer station sustainable materials management and compliance plan, which would identify opportunities to increase waste diversion, modernize the facility and improve customer service
• Developing and assisting with evaluation of proposals for a competitive bidding process for the operator for the Palomar Transfer Station
• Supporting negotiations and development of a new operator agreement that ensures regulatory compliance, financial optimization and community benefit • Helping the city and the transfer station operator in supporting environmental responsibility and service excellence for the next decade and beyond.

Staff recommend awarding a professional services agreement with WIH Resource Group in an amount not to exceed $464,520 and a two-year term, with the option of two additional one- year extensions.

Fiscal Analysis
Staff recommend an appropriation of $464,520 from the Solid Waste Enterprise Fund for the professional services agreement with WIH Resource Group. Sufficient funds are available for this request. Following the selection of the Palomar Transfer Station operator, the selected operator will reimburse the city for procurement-related expenses, as is standard practice.

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Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43

Next Steps
The following timeline is estimated to ensure a timely transition:
• Begin working with WIH Resource Group to assess the Palomar Transfer Station facility and programs – early 2026
• Complete assessment and phased planning deliverables – summer 2026 • Return to the City Council with consultant findings and recommendations, including a potential request for proposals for a Palomar Transfer Station operator, contingent on City Council direction – early 2027
Environmental Evaluation
The proposed action is not a “project” as defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(a) and does not require environmental review under CEQA Guidelines Section 15060(c)(2) because the action is limited to awarding a professional services agreement for the Palomar Transfer Station consultant services to renew planning, regulatory compliance and operator agreement development. The action has no potential to cause either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

Exhibits

1. City Council resolution

2. Location map
Feb. 24, 2026
Item #2 Page 4 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43 Exhibit 1
RESOLUTION NO. 2026-042
A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,

CALIFORNIA, AWARDING A PROFESSIONAL SERVICES AGREEMENT WITH

WIH RESOURCE GROUP FOR PALOMAR TRANSFER STATION CONSULTAN T

SERVICES TO RENEW PLANNING, REGULATORY COMPLIANCE AND

OPERATOR AGREEMENT DEVELOPMENT AND AUTHORIZING

APPROPRIATION OF FUNDS FROM THE SOLID WASTE ENTERPRISE FUND IN AN AMOUNT NOT TO EXCEED $464,520
W
HEREAS, the City Council of the City of Carlsbad, California, has determined that it is necessary to retain specialized professional services to assist with planning, regulatory compliance and development of a new operator agreement for the Palomar Transfer Station; and WHEREAS, the City of Carlsbad currently leases the Palomar Transfer Station property from the County of San Diego, and the c ity’s existing operating agreement with the Palomar T ransfer Station Operator will expire in June 2027; and
WHEREAS, in anticipation of the 2027 expiration and to ensure continuity of service, regulatory compliance, financial sustainability and alignment with the c ity’s long -term sustainability goals, c ity staff issued a request for proposal s to retain a qualified consultant to support the procurement, negotiation and implementation of a new operating agreement for the Palomar Transfer Station; and WHEREAS, following a competitive evaluation process conducted in accordance with the request for proposals and Carlsbad Municipal Code Section 3.28.060 , WIH Resource Group was selected as the top-ranked firm based on its qualifications, experience, approach and cost; and WHEREAS, WIH Resource Group is a nationally recognized solid waste and environmental consulting firm specializing in transfer station operations and design, solid-waste system optimization, transportation logistics, financial modeling and procurement support for municipal clients; and WHEREAS, staff recommend that the City of Carlsbad enter into an agreement with WIH Resource Group for a term of two (2) years with the option of two (2) additional one-year extensions, in an amount not to exceed $464,520, to assist the city in securing a long-term operator for the Palomar Transfer Station; and
WHEREAS, s taff recommend an appropriation of $464,520 from the Solid Waste Enterprise Fund for the professional services agreement with WIH Resource Group; and WHEREAS, sufficient funds are available for this request; and Feb. 24, 2026
Item #2 Page 5 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43 W HEREAS, the selected proposer will reimburse the city for procurement -related expenses following the selection of the Palomar Transfer Station Operator as is standard practice.

N
OW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

2. The proposed action is not a “project” as defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(a) and does not require environmental review under CEQA Guidelines Section 15060(c)(2) because the action is limited to awarding a professional services agreement for the Palomar Transfer Station consultant services to renew planning, regulatory compliance and operator agreement development. The action has no potential to cause either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

3. The City Council hereby approves and awards a professional services agreement to WIH Resource Group, substantially in the form attached hereto as Attachment A, in an amount not to exceed $464,520, for professional services to support Palomar Transfer Station consultant services to renew planning, regulatory compliance and operator agreement development, and authorizes the Mayor to execute this agreement.

4. That the City Manager, or designee , is authorized and directed to appropriate funds from the Solid Waste Enterprise Fund , in an amount of $464,520 to fund the professional services agreement with WIH Resource Group.

5. That the City Manager or designee is hereby authorized to amend the Agreement to extend the term for up to two (2) additional one (1) year periods or parts thereof.

6. That the City Manager, or designee, is authorized to take all actions necessary to carry out the intent of this resolution.

Feb. 24, 2026
Item #2 Page 6 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43 PASSED, APPROVED AND ADOPTED at a Regula r Meeting of the City Council of the City of Carlsbad on the 24th day of February, 2026, by the following vote, to wit:

AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.

NAYS: None.

ABSTAIN: None.

ABSENT: None.
_______
_______________________________
KEITH BLACKBURN, Mayor
_______
_______________________________
SHERRY FREISINGER, City Clerk
(SEAL)
Feb. 24, 2026
Item #2 Page 7 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43

PSA26-4002ENV
City Attorney Approved Version 10/23/2025

AGREEMENT FOR PHASED CONSULTING SERVICES FOR THE PALOMAR TRANSFER STATION OPERATOR

SELECTION AND COMPLIANCE SERVICES
WIH RESOURCE GROUP, LLC.

THIS AGREEMENT (“Agreement”) is made and entered into as of the ______________ day of _________________________, 2026, by and between the City of Carlsbad, California, a municipal corporation (“City”) and WIH Resource Group, LLC., an Arizona limited liability company (“Contractor”).

RECITALS
A. City requires the professional services of a consultant that is experienced in phased consulting services for the Palomar Transfer Station operator selection and compliance.

B. Contractor has the necessary experience in providing professional services and advice related to phased consulting services for the Palomar Transfer Station operators selection and compliance.

C. Contractor has submitted a proposal to City under RFP26-3942ENV and has affirmed its willingness and ability to perform such work.

NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained in this Agreement, City and Contractor agree as follows:

1. SCOPE OF WORK
City retains Contractor to perform, and Contractor agrees to render, those services ( “Services”) that are defined in attached Exhibit “A,” which is incorporated by this reference in accordance with this Agreement’s terms and conditions.

2. STANDARD OF PERFORMANCE
While performing the Services, Contractor will exercise the reasonable professional care and skill customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan Southern California area, and will use reasonable dilige nce and best judgment while exercising its professional skill and expertise.

3. TERM
The term of this Agreement will be effective for a period of two (2) year(s) from the date first above written. The City Manager may amend the Agreement to extend it for two (2) additional one (1) year periods or parts of a year. Extensions will be based upon a satisfactory review of Contractor's performance, City needs, and appropriation of funds by the City Council. The parties will prepare a written amendment indicating the effective date and length of the extended Agreement.

4. TIME IS OF THE ESSENCE
Time is of the essence for each and every provision of this Agreement.

5. COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term shall not exceed Four hundred sixty -four thousand five hundred twenty ($464,520) . No other compensation for the Services will be allowed except for items covered by subsequent amendments to this Agreement.

Payment terms are Net 30 unless otherwise provided in Exhibit “A” or agreed to in writing by the parties.

Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58 Attachment A
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City reserves the right to withhold a ten percent (10%) retention until City has accepted the work and/or Services specified in Exhibit “A.”

Incremental payments, if applicable, should be made as outlined in attached Exhibit “A.”

6. CONSTRUCTION MANAGEMENT SOFTWARE
Procore Project Management and Collaboration System. This project may utilize the City’s Procore (www.procore.com) online project management and document control platform. The intent of utilizing Procore is to reduce cost and schedule risk, improve quality and safety, and maintain a healthy team dynamic by improving information flow, reducing non -productive activities, reducing rework and decreasing turnaround times. Contractor is required to create a free web -based Procore user account(s) and utilize web-based training / tutorials (as needed) to become familiar with the system. Unless the City Engineer approves otherwise, Contractor shall process all project documents through Procore because this platform will be used to submit, track, distribute and collaborate on project. If unfamiliar or not otherwise trained with Procore, Contractor and applicable team members shall complete a free training certification course located at http://learn.procore.com/procore-certification-subcontractor. Contractor is responsible for obtaining Contractor’s own Procore support, as needed, either through the online training or reaching out to the Procore support team. It will be the responsibility of Contractor to regularly check Procore and review updated documents as they are added. There will be no cost to Contractor for use of Procore.

It is recommended that Contractor provide mobile access for Windows, iOS located at https://apps.apple.com/us/app/procore-construction-management/id374930542 or Android devices located at https://play.google.com/store/apps/details?id=com.procore.activities with the Procore App installed to at least one on -site individual to provide real -time access to current posted drawings, specifications, requests for information, submittals, schedules, change orders, project documents, as well as any deficient observations or punch list items. Providing mobile access will improve communication, efficiency, and productivity for all parties. The use of Procore for project managemen t does not relieve Contractor of any other requirements as may be specified in this Agreement.

7. STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling, and not as an employee of City. Contractor will be under the control of City only as to the result to be accomplished, but will consult with City as necessary. The persons used by Contractor to provide services under this Agreement will not be considered employees of City for any purposes.

The payment made to Contractor pursuant to this Agreement will be the full and complete compensation to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of Contractor or its agents, employees or subcontractors. City will not be required to pay any workers ' compensation insurance or unemployment contributions on behalf of Contractor or its employees or subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement contribution, social security, overtime payment, unemployment payment or workers' compensation payment which City may be required to make on behalf of Contractor or any agent, employee, or subcontractor of Contractor for work done under this Agreement. At City’s election, City may deduct the indemnification amount from any balance owing to Contractor.

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Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43 PSA26-4002ENV
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8. SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval of City. If Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor.

Nothing contained in this Agreement will create any contractual relationship between any subcontractor of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved in writing by City.

9. OTHER CONTRACTORS
City reserves the right to employ other Contractors in connection with the Services.

10. INDEMNIFICATION
Contractor agrees to defend (with counsel approved by City), indemnify, and hold harmless the City and its officers, elected and appointed officials, employees and volunteers from and against all claims, damages, losses and expenses including attorneys fee s arising out of the performance of the work described in this Agreement caused by any negligence, recklessness, or willful misconduct of Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable.

If Contractor’s obligation to defend, indemnify, and/or hold harmless arises out of Contractor’s performance as a “design professional ” (as that term is defined under California Civil Code Section 2782.8), then, and only to the extent required by California Civil Code Section 2782.8, which is fully incorporated in this Agreement, Contractor’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor, and, upon Contractor obtaining a final adjudication by a court of competent jurisdiction. Contractor’s liability for such claim, including the cost to defend, shall not exceed Contractor’s proportionate percentage of fault.

The parties expressly agree that any payment, attorneys fee, costs or expense City incurs or makes to or on behalf of an injured employee under City’s self -administered workers’ compensation program is included as a loss, expense or cost for the purposes o f this section, and that this section will survive the expiration or early termination of this Agreement.

11. INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all amendments, insurance against claims for injuries to persons or damage to property which may arise out of or in connection with performance of the services by Contractor or Contractor’s agents, representatives, employees or subcontractors. The insurance w ill be obtained from an insurance carrier admitted and authorized to do business in the State of California. The insurance carrier is required to have a current Best's Key Rating of not less than “A-:VII”; OR with a surplus line insurer on the State of California’s List of Approved Surplus Line Insurers (LASLI) with a rating in the latest Best’s Key Rating Guide of at least “A:X”; OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC) latest quarterly listings report.

11.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58 Feb. 24, 2026
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amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations under this Agreement. City, its officers, agents and employees make no representation that the limits of the insurance specified to be carried by Con tractor pursuant to this Agreement are adequate to protect Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense.

The full limits available to the named insured shall also be available and applicable to City as an additional insured.

11.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an “occurrence” basis, including personal and advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

11.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for City). $2,000,000 combined single-limit per accident for bodily injury and property damage.

11.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as required by the California Labor Code. Workers' Compensation will not be required if Contractor has no employees and provides, to City's satisfaction, a declaration stating this.

11.1.4 Professional Liability. Errors and omissions liability appropriate to Contractor’s profession with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years following the date of completion of the work.

11.2 Additional Provisions. Contractor will ensure that the policies of insurance required under this Agreement contain, or are endorsed to contain, the following provisions:

11.2.1 City will be named as an additional insured on Commercial General Liability which shall provide primary coverage to City.

11.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be written as claims-made coverage.

11.2.3 If Contractor maintains higher limits than the minimums shown above, City requires and will be entitled to coverage for the higher limits maintained by Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage will be available to City.

11.2.4 This insurance will be in force during the life of the Agreement and any extensions of it and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant to the Notice provisions of this Agreement.

11.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement, Contractor will furnish certificates of insurance and endorsements to City.

11.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages, then City will have the option to declare Contractor in breach, or may purchase replacement insurance or pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor is responsible for any payments made by City to obtain or maintain insurance and City may collect these payments from Contractor or deduct the amount paid from any sums due Contractor under this Agreement.

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11.5 Submission of Insurance Policies. City reserves the right to require, at any time, complete and certified copies of any or all required insurance policies and endorsements.

12. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as may be amended from time-to-time.

13. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred under this Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during normal business hours to examine, audit, and make tr anscripts or copies of records and any other documents created pursuant to this Agreement. Contractor will allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of four (4) years from the date of final payment under this Agreement.

14. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this Agreement is the property of City. In the event this Agreement is terminated, all work product produced by Contractor or its agents, employees and subcont ractors pursuant to this Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor’s records.

15. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor relinquishes all claims to the copyrights in favor of City.

16. NOTICES
The name of the persons who are authorized to give written notice or to receive written notice on behalf of City and on behalf of Contractor under this Agreement are:

For City For Contractor
Name Avecita Jones Name Bob Wallace
Title Senior Program Manager Title Project Manager
Department Public Works Address 28528 N 11th Way
City of Carlsbad Scottsdale, AZ 85262
Address 1635 Faraday Ave Phone No. 480-241-9994
Carlsbad, CA 92008 Email [email protected] Phone No. (442) 339-2542

Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address.

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17. CONFLICT OF INTEREST
Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the requirements of the City of Carlsbad Conflict of Interest Code. Contractor shall report investments or interests as required in the City of Carlsbad Conflict of Interest Code.

Yes ☐ No ☒
If yes, list the contact information below for all individuals required to file:

Name Email Phone Number

18. SEVERABILITY
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this agreement shall continue in full force and effect.

19. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Contractor, or in any way affect the performance of the Services by Contractor. Contractor will at all times ob serve and comply with these laws, ordinances, and regulations and will be responsible for the compliance of Contractor's services with all applicable laws, ordinances and regulations.

Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will comply with those requirements, including, but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants whose services are required by this Agreement.

20. CALIFORNIA AIR RESOURCES BOARD (CARB) ADVANCED CLEAN FLEETS REGULATIONS Contractor’s vehicles with a gross vehicle weight rating greater than 8,500 lbs. and light -duty package delivery vehicles operated in California may be subject to the California Air Resources Board (CARB) Advanced Clean Fleets regulations. Such vehicles ma y therefore be subject to requirements to reduce emissions of air pollutants. For more information, please visit the CARB Advanced Clean Fleets webpage at https://ww2.arb.ca.gov/our-work/programs/advanced-clean-fleets.

21. DISCRIMINATION, HARASSMENT, AND RETALIATION PROHIBITED Contractor will comply with all applicable local, state and federal laws and regulations prohibiting discrimination, harassment, and retaliation.

22. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following procedure will be used to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties.

Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A copy of such documented dispute will be forwarded to both parties involved along with recommended methods of resolution, which would be of benefit to both parties. The representative receiving the letter will reply to the letter along with a recommended method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58 Feb. 24, 2026
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be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended by each party and may then opt to direct a solution to the problem. In such cases, the action of the City Manager will be binding upon the parties involved , although nothing in this procedure will prohibit the parties from seeking remedies available to them at law.

23. TERMINATION
In the event of Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor has five (5) business days to deliver any documents owned by City and all work in progress to City address contained in this Agreement. City will make a determination of fact based upon the work product delivered to City and of the percentage of work that Contractor has performed which is usable and of worth to City in having the Agreement complet ed. Based upon that finding City will determine the final payment of the Agreement.

City may terminate this Agreement by tendering thirty (30) days written notice to Contractor. Contractor may terminate this Agreement by tendering thirty (30) days written notice to City. In the event of termination of this Agreement by either party and upon request of City, Contractor will assemble the work product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for work performed to the te rmination date; however, the total will not exceed the lump sum fee payable under this Agreement. City will make the final determination as to the portions of tasks completed and the compensation to be made.

24. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or person, other than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent fee.

25. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of litigation or in conjunction with litigation. Contractor ack nowledges that if a false claim is submitted to City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that California Government Code Sections 12650 et seq., the False Claims Act applies to this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorneys fees. Contractor acknowledges that the filing of a false claim may subject Contractor to an administrative d ebarment proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds for City to terminate this Agreement.

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26. JURISDICTION AND VENUE
This Agreement shall be interpreted in accordance with the laws of the State of California without regard to, or application of, choice of law rules or principles. Any action at law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all provisions of law providing for a change of venue in these proceedings to any other county.

27. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and their respective successors. Neither this Agreement nor any part of it nor any monies due or to become due under it may be assigned by Contractor without the prior consent of City, which shall not be unreasonably withheld.

28. THIRD PARTY RIGHTS
Nothing in this Agreement should be construed to give any rights or benefits to any party other than City and Contractor.

29. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated by it, along with the purchase order for this Agreement and its provisions, embody the entire Agreement and understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be amended, modified, waived or discharged except in a writing signed by both parties. This Agreement may be executed in counterparts.

30. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions of this Agreement.

[signatures on following page]

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City Attorney Approved Version 10/23/2025

CONTRACTOR CITY OF CARLSBAD, a municipal corporation of the State of California WIH RESOURCE GROUP, LLC., an Arizona limited liability company
By: By:

(sign here) KEITH BLACKBURN, Mayor

Bob Wallace, President

(print name/title)
ATTEST:

By: SHERRY FREISINGER, City Clerk

(sign here) By:

Deputy / Assistant City Clerk
(print name/title)

If required by City, proper notarial acknowledgment of execution by contractor must be attached. If a corporation, Agreement must be signed by one corporate officer from each of the following two groups.

Group A Group B
Chairman, Secretary,
President, or Assistant Secretary,
Vice-President CFO or Assistant Treasurer

Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under corporate seal empowering the officer(s) signing to bind the corporation.

APPROVED AS TO FORM:

CINDIE K. McMAHON, City Attorney

By: _____________________________
Assistant City Attorney

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Phased Consulting Services for the Palomar Transfer Station Operator Selection and Compliance – RFP26-3942ENV
Page | 1
December 16, 2025
Avecita Jones, MBA, M.Ed.

Senior Program Manager
City of Carlsbad Environmental Sustainability – Sustainable Materials Management (SMM) 1635 Faraday Avenue
Carlsbad, CA 92008-1949
Subject: RFP26-3942ENV - Phased Consulting Services for the Palomar Transfer Station Operator Selection and Compliance - Responses to Phase 1 and Phase 2 Clarification Questions Dear Ms. Jones:

On behalf of WIH Resource Group, Inc. (WRG), in partnership with MSW Consultants, we appreciate the opportunity to provide the following written clarifications in response to the City’s questions regarding Phases 1 and 2 of the Palomar Transfer Station Operator Selection and Compliance project. These responses are intended to align precisely with the City’s Request for Proposals, Exhibit A Scope of Services, the WRG-MSW submitted proposal, and the WRG-MSW interview materials provided to the City during our interview.

Consistent with the City’s RFP scope (Exhibit A), the following clarifications confirm our proposed scope, deliverables, and included expenses based on WRG–MSW’s submitted cost estimate and assumptions. WRG–MSW proposed a time-and-materials structure with an estimated level of effort by phase and anticipated direct expenses as presented in our proposal.

PHASE 1 RESPONSES
The following responses address the City’s clarification questions related to Phase 1. They are intended to confirm the scope, level of effort, deliverables, and approach for the Palomar Renew Plan: Compliance, Operational, and Financial Assessment, consistent with Exhibit A of the City’s RFP and the WRG–MSW proposed approach.

Benchmarking

1. California-Based Benchmarking
Yes. All regulatory and financial benchmarking conducted under Phase 1 will be based exclusively on California transfer stations, ensuring direct applicability to CalRecycle permitting, enforcement, SB 1383 compliance, and California-specific financial and rate structures, consistent with Exhibit A, Task 3. Final benchmark facility selection will be reviewed with City staff prior to completion of the analysis.

2. Use of Out-of-State Comparisons
Yes. Any out-of-state benchmarking, if used, will be limited solely to operational best practices, including facility layout, traffic flow, queuing management, throughput efficiency, safety design, and customer interface design. No out-of-state financial, regulatory, or rate data will be used for comparative conclusions affecting City decision- making unless the City specifically requests it.

3. Number of Facilities and Depth of Comparison
Benchmarking is anticipated to include 8-12 California transfer stations, selected based on facility scale, customer mix (public/self-haul and franchised), regulatory profile, and operational complexity comparable to Palomar. The benchmarking analysis will address, as applicable:
• Regulatory compliance posture (CalRecycle inspection history, enforcement trends) • Operational throughput and workflow
• Customer access and queuing
• Financial structure (tipping fees, ancillary revenues, cost drivers) PSA26-4002ENV
Exhibit "A"
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• Facility layout and capital configuration

Site Visits, Stakeholders, and Travel

4. On-Site Days at Palomar Transfer Station
Phase 1 includes a minimum of two (2) full on-site days, consisting of an initial comprehensive assessment visit and one follow-up or validation visit. Phase 1 includes multiple on-site days, anticipated to consist of:

• Initial comprehensive assessment visit
• Follow-up or validation visit(s) as needed for operational, safety, or financial clarification

5. Staff Participating in Site Visits
On-site participation will include:

• Bob Wallace, MBA & Chris Bell, CPA, WIH Resource Group – Transfer station operations, compliance, procurement, and Financial Analysis
• Dave Davis, MSW Consultants – California regulatory, SB 1383, and financial components.

Additional specialists would participate only if required by specific scope elements and coordinated with the City.

6. Definition of a “Site Visit”
A site visit is defined as one (1) to two (2) full days of on-site engagement, typically involving the senior staff identified in Question 5. The site visit will include a comprehensive facility walk-through and observation of operational, safety, and regulatory compliance conditions, including solid waste permitting and stormwater compliance requirements.

The inspection will be conducted using WIH Resource Group’s proprietary transfer station inspection checklist. It will reference CalRecycle’s Inspection Guidance for Transfer Stations, Materials Recovery Facilities, and Waste-to- Energy Facilities, as applicable. Site visit activities will include operational observations, staff interviews, documentation review, and photographic documentation. An initial data request list will be provided to the City in advance of the site visit to support efficient and focused fieldwork.

Separately, as a foundational component of Phase 1, the WRG-MSW Project Team will conduct a comprehensive Palomar Transfer Station Regulatory, Operational, and Financial Assessment, in direct alignment with Exhibit A, Phase 1 – Compliance, Operational, and Financial Assessment. This effort addresses Exhibit A, Tasks 1 through 5, and provides the analytical foundation for both the Phase 1 deliverables and the subsequent Phase 2 RFP development.

As detailed in the table on page 6 of this document, the Phase 1 assessment framework is organized by regulatory agency and permit program and serves as a task-by-task implementation roadmap identifying:

(1) Applicable regulatory and permitting requirements;
(2) Required compliance artifacts and documentation;
(3) Evaluation methods, benchmarking inputs, and data sources; and (4) Coordination points relevant to both assessment and procurement.

Importantly, this structured assessment framework is designed not only to support preparation of the Palomar Renew Plan: A Forward Plan for Sustainable Materials Management and Compliance (Exhibit A, Phase 1, Task 6), but also to establish the technical, financial, and regulatory foundation for drafting a clear, defensible, and market- responsive Operator RFP in Phase 2.

PSA26-4002ENV
Exhibit "A" (cont.)
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Consistent with Exhibit A of the City’s RFP , the Phase 1 assessment and the accompanying table are intended to serve as a bridge between the City’s compliance, operational, and financial analysis tasks and the Phase 2 RFP development and operator procurement process. Phase 1 findings will be explicitly carried forward into Phase 2 to inform RFP scope, evaluation criteria, performance metrics, compliance requirements, and contractual provisions, ensuring continuity, defensibility, and alignment across both phases of work.

7. Stakeholder Engagement
Phase 1 anticipates approximately eight to twelve (8–12) stakeholder interviews and meetings with:

• City Environmental Sustainability / SMM staff
• Public Works and operational oversight staff
• Palomar Transfer Station operator management
• Selected haulers and internal City stakeholders, as directed by the City

The number and format will be coordinated with City staff to ensure efficiency and relevance.

8. Travel Costs
Yes. Travel and related direct expenses associated with Phase 1 on-site work (including airfare, lodging, mileage, and per diem, if required) are addressed within WRG–MSW’s submitted cost estimate assumptions. Any travel outside the scope contemplated in our submission would be performed only with the City’s prior written authorization.

Deliverables

9. Palomar Renew Plan Drafts
Phase 1 includes:

• Initial Draft
• Revised Draft (following City review)
• Final Palomar Renew Plan

10. Presentation Support
Yes. Phase 1 includes support for internal and external presentations, including City management briefings and materials suitable for Council or committee use, as requested in the Scope of Services.

11. Phase 1 Timeline
Primary Phase 1 milestones align with the City’s published schedule, culminating in delivery of the Palomar Renew Plan by June 30, 2026, subject to City review cycles and coordination. Interim draft review milestones will be coordinated with City staff to align with internal review and decision timelines.

Contingency

12. Contingency Authorization
Yes. Any use of additional hours beyond the scope and level of effort contemplated in WRG–MSW’s submitted cost estimate (including any City-directed scope adjustments) would occur only with the City’s prior written approval.

PSA26-4002ENV
Exhibit "A" (cont.)
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PHASE 2 RESPONSES
The following responses address the City’s clarification questions related to Phase 2. They are intended to confirm the scope, level of effort, and support to be provided for Operator RFP development, solicitation, evaluation, contract negotiation, and transition assistance, consistent with Exhibit A of the City’s RFP and the WRG-MSW proposed approach. Consistent with Exhibit A, WRG–MSW’s Phase 2 support includes development of the RFP and Operator Agreement and transition support deliverables (including contract monitoring protocols and transition support materials)

RFP Development

12. Draft RFP Versions
Phase 2 will include one (1) draft RFP, one (1) revised draft incorporating City consolidated comments, and one (1) final RFP package for City issuance, consistent with Exhibit A deliverables. (This directly mirrors the City’s “one draft / one revised / one final” summary and avoids “2–3 rounds” ambiguity.)

13. Internal Review Rounds
The City review structure for the RFP will therefore consist of two (2) City review cycles (Draft → Revised Draft → Final), with City comments consolidated per cycle to support efficient turnaround and schedule alignment. (This directly mirrors the City’s “one draft / one revised / one final” summary and avoids “2–3 rounds” ambiguity.)

14. City Attorney Coordination
Yes. WRG-MSW will support integration of City Attorney comments and revisions into the draft and final Operator Agreement.

Operator Solicitation

15. Bidder Meetings
Yes. WRG-MSW will participate in pre-proposal conferences, bidder meetings, and written Q&A support, consistent with Exhibit A, Phase 2.

Proposal Evaluation and Selection

16. Evaluation Meetings
Phase 2 includes up to three (3) formal evaluation meetings, aligned with proposal review stages and finalist selection.

17. Scoring Tools
Yes. WRG-MSW will develop scoring matrices, evaluation tools, and comparative analysis frameworks consistent with City procurement policies.

Contract Negotiation and Travel

18. Contract Negotiation Rounds
Support is provided for two to three (2–3) primary negotiation cycles, with additional negotiation support provided as needed and subject to City direction and approval.

19. Rate and Cost Modeling
Yes. WRG-MSW will support rate structure review and cost-model analysis, consistent with Phase 2 negotiation tasks.

PSA26-4002ENV
Exhibit "A" (cont.)
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20. Presentations
Phase 2 includes up to two (2) in-person presentations to City management and City Council, as requested.

21. Travel Costs
Yes. Travel and related direct expenses associated with Phase 2 meetings/presentations (if requested by the City) are addressed within WRG–MSW’s submitted cost estimate assumptions. Any additional travel beyond the contemplated scope would be performed only with the City’s prior written authorization.

Transition and Implementation Support

22. Nature of Transition Support
Transition support includes:

• Contract Monitoring Protocol development
• Staff tools, dashboards, and reporting templates
• Operator start-up coordination guidance
• Communication support strategies

These transition activities are consistent with Exhibit A’s requirement to support City staff during the transition period and to develop contract monitoring tools/protocols and capacity-building measures.

23. Support Hours
To establish a clear baseline for implementation support, WRG–MSW estimates fifty (50) to sixty (60) hours of transition and implementation support following the Operator Agreement award. This baseline allocation includes regular coordination meetings, Q&A availability, and practical troubleshooting support during the first 30/60/90 days post-award, as needed by the City to support a smooth implementation consistent with Exhibit A transition support expectations. Any additional support beyond this baseline would be provided only with the City’s prior written authorization.

24. Post-Launch Support Period
WRG–MSW’s baseline transition support (described above) is structured to cover the first 30/60/90 days following Operator Agreement award, recognizing that support intensity typically peaks early and then tapers as systems stabilize.

25. Availability and Response Time
WRG-MSW will provide responsive, senior-level availability throughout the transition and implementation, and will respond promptly and diligently to City inquiries. I will serve as the Project Manager for the WRG-MSW Project Team and will be directly engaged and readily available to support the City as needed. I will lead and coordinate our Project Team to ensure continuity, accountability, and timely response and prompt coordination in support of the City’s objectives. The WRG-MSW Project Team’s availability and response expectations can be formalized in the final contract between the City and WRG, consistent with City requirements.

Avecita, we appreciate the City’s thoughtful review and engagement, and we trust the foregoing responses provide clear and complete clarification to support confirmation of shared expectations as the project moves toward final scope definition and contract execution.

The WRG–MSW Project Team is genuinely enthusiastic about the opportunity to work closely with you and the City of Carlsbad on this critical initiative. We are aligned with the City’s objectives and encouraged by the shared focus on delivering a compliant, modern, financially sound, and forward-looking future for the Palomar Transfer Station.

We value the collaborative approach reflected throughout this process and look forward to continuing discussions as the engagement advances.

PSA26-4002ENV
Exhibit "A" (cont.)
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WRG and MSW Consultants are fully committed to partnering with the City and its staff throughout Phases 1 and 2 and to providing responsive, senior-level support to ensure the project’s success.

Please do not hesitate to contact me at (480) 241-9994 or via email at [email protected] should you have any questions or wish to discuss next steps.

Sincerely,

Bob Wallace, MBA
President, WIH Resource Group, Inc.

PSA26-4002ENV
Exhibit "A" (cont.)
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Table 1: Palomar Transfer Station – Phase 1 Regulatory & Permitting Review Checklist Palomar Renew Plan: Compliance, Operational & Financial Assessment

SECTION

AGENCIES

PERMIT / PROGRAM
TYPE

TYPICAL COMPLIANCE ARTIFACTS TO REVIEW

PRIMARY

COORDINATION

CONTACTS
A. SOLID WASTE

PERMITTING &

ENFORCEMENT
CalRecycle
San Diego
County Local
Enforcement
Agency (LEA)
• Solid Waste Facility
Permit (SWFP)
• Transfer/Processing
Facility regulatory
compliance
• CIWMB/CalRecycle
Title 14 & Title 27
compliance
• AB 939 / AB 341 /
AB 1826 / SB 1383
interface (as
applicable)
• Current Solid Waste Facility Permit (SWFP)
and permit conditions
• Facility Report of Information (ROI)
• LEA inspection reports (routine and special)
• Notices of Violation (NOVs), enforcement
actions, or corrective action letters
• Approved site plan, operations plan, and
emergency action plan
• Tonnage reports and materials acceptance
logs
• Operating hours, throughput limits, and
authorized waste types
• Training records for certified operators (as
applicable)
• San Diego County
LEA (Solid Waste
Enforcement)
• CalRecycle
Permitting &
Enforcement Branch
• City of Carlsbad
Environmental
Sustainability / SMM
staff
B. STORMWATER &

WATER QUALITY

COMPLIANCE
California
State Water
Resources
Control Board
San Diego
Regional
Water Quality
Control Board
(Region 9)
• Industrial
Stormwater General
Permit (IGP)
• NPDES stormwater
discharge compliance
• SMARTS reporting
system
• Notice of Intent (NOI) and IGP coverage
documentation
• Storm Water Pollution Prevention Plan
(SWPPP)
• Annual reports and SMARTS submittals
• Sampling data, exceedances, and corrective
action reports
• Visual inspection logs and BMP
maintenance records
• Qualified Industrial Stormwater Practitioner
(QISP) documentation
• Non-Stormwater Discharge certifications
• City of Carlsbad
Stormwater / Public
Works staff
• RWQCB Region 9
compliance staff
• Operator
environmental
compliance lead or
consultant
C. AIR QUALITY &

EMISSIONS
San Diego
County Air
Pollution
Control
District
(SDAPCD)
• Authority to
Construct / Permit to
Operate (if
applicable)
• Stationary source
permits (generators,
fuel systems,
equipment)
• Dust, odor, and
nuisance compliance
• SDAPCD permits (if issued)
• Equipment inventory subject to air
permitting
• Generator permits and testing logs
• Odor complaint logs and response
documentation
• Dust control plans and mitigation measures
• Fuel storage and dispensing approvals (if
applicable)
• SDAPCD
Engineering &
Compliance Division
• City of Carlsbad
Environmental
Sustainability staff
• Facility operator
maintenance /
environmental staff
D. HAZARDOUS

MATERIALS & HHW
(IF APPLICABLE)
San Diego
County
Certified
Unified
Program
Agency
(CUPA)
California
Department
of Toxic
• Hazardous
Materials Business
Plan (HMBP)
• Hazardous Waste
Generator
requirements
• HHW collection and
storage
authorizations (if
applicable)
• HMBP filings and CUPA approvals
• Chemical inventory and Safety Data Sheets
(SDS)
• Hazardous waste manifests and disposal
records
• Training certifications for hazardous
materials handling
• HHW operating procedures (if HHW is
present or proposed)
• County of San
Diego CUPA /
Environmental
Health
• DTSC regional office
(as applicable)
• City Environmental
Sustainability / SMM
staff
PSA26-4002ENV
Exhibit "A" (cont.)
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Substances
Control
(DTSC)
• Emergency response and spill prevention
plans
E. OCCUPATIONAL

SAFETY & WORKER

PROTECTION
Cal/OSHA –
Division of
Occupational
Safety and
Health
• Workplace safety
compliance
• Injury and Illness
Prevention Program
(IIPP)
• Equipment and
traffic safety
standards
• Injury and Illness Prevention Program (IIPP)
• Job hazard analyses (JHAs)
• Equipment inspection and maintenance logs
• Traffic control and site safety plans
• Training records (forklifts, loaders, spotters,
etc.)
• OSHA logs (300/300A) and incident reports
• Facility operator
safety manager
• City risk
management or
safety liaison
• Cal/OSHA
consultation services
(if engaged)
F. LAND USE,

BUILDING, AND

ENVIRONMENTAL
REVIEW
City of
Carlsbad
(Planning,
Building,
Public Works)
CEQA Lead
Agency (City
of Carlsbad)
• Zoning and land
use approvals
• Building and
grading permits
• CEQA
environmental
review (as applicable
to modifications)
• Conditional Use Permits (CUPs)
• Building permits and certificates of
occupancy
• Approved site circulation and traffic plans
• CEQA documents (ND/MND/EIR,
exemptions, addenda)
• Conditions of approval tied to facility
operations
• Capital improvement and modernization
approvals
• City of Carlsbad
Planning & Building
Department
• Public Works /
Engineering
• City Attorney (for
CEQA and land use
interpretation, as
needed)
G. INTEGRATION

INTO OPERATOR
RFP &

CONTRACTING
(PHASE 2

READINESS)
— Phase 1 inspection
findings should
explicitly identify:
• Which permits and approvals are operator
obligations vs. City responsibilities
• Permit conditions requiring contractual
KPIs, reporting, or penalties
• Compliance risks that must be priced,
scheduled, or capitalized in the RFP
• Data transparency and audit requirements
tied to regulatory compliance
—

PSA26-4002ENV
Exhibit "A" (cont.)
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October 30, 2025
Janean Hawney
City of Carlsbad
Contract Administrator, Public Works Department
1635 Faraday Avenue
Carlsbad, CA 92008
Subject: Proposal Submittal – RFP No. 26-3942ENV – Phased Consulting Services for the Palomar Transfer Station Operator Selection and Compliance – Introduction and Letter of Interest Dear Ms. Hawney:

WIH Resource Group (WRG) is pleased to submit this proposal to partner with the City of Carlsbad on the Palomar Transfer Station Operator Selection and Compliance Project. In collaboration with MSW Consultants (MSW), our Project Team will guide the City through the two-phase process outlined in Exhibit A – Scope of Services, ensuring full regulatory compliance, operational excellence, and financial sustainability for the Palomar Transfer Station (PTS).

Our team’s approach directly addresses each component of the City’s required scope:
• Regulatory Compliance Review: Assess current and emerging federal, state, and local mandates (SB 1383, AB 341, AB 939, and CalRecycle requirements) and develop a ten-year Compliance Roadmap for the Palomar Renew Plan.
• Operational Efficiency & Facility Evaluation: Analyze throughput, traffic flow, safety standards, customer experience, and capital needs to identify modernization and resiliency opportunities. • Financial Optimization & Revenue Model Development: Benchmark against leading California transfer stations and recommend pricing and rate structures that enhance City revenues while advancing diversion goals.
• Sustainability & Circular Economy Assessment: Integrate Sustainable Materials Management (SMM) principles through organics processing, reuse, recycling, and HHW expansion. • Diversion, Reporting & Penalty Framework: Design metrics and digital dashboards for real-time tracking of diversion, GHG reduction, and resource conservation performance.

Phase 2 will build upon these findings by preparing the Palomar Transfer Station Operator RFP, facilitating proposal evaluation, leading contract negotiations, and developing a Contract Monitoring Protocol and Transition Support Package to ensure a smooth implementation of the new operator agreement.

The WRG–MSW Project Team is dedicated to delivering the City’s vision for a modernized, compliant, and financially resilient Palomar Transfer Station that serves as a regional model of innovation and environmental leadership. Our collective California experience ensures a proven, results-oriented path to implementing the City’s Palomar Renew Plan and executing a new operator agreement by June 2027.

We appreciate the City’s consideration and the opportunity to partner on this important initiative. Please contact me at (480) 241-9994 or [email protected] with any questions regarding this proposal.

Sincerely,
Bob Wallace, MBA
President, WIH Resource Group, Inc.

PSA26-4002ENV; Exhibit "A" (cont.)
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Proposal for Phased Consulting Services for the Palomar Transfer Station Operator Selection and Compliance – RFP26-3942ENV

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EXECUTIVE SUMMARY
The City of Carlsbad is preparing for the next generation of operations at its Palomar Transfer Station (PTS) —a critical hub in the City’s solid waste, recycling, and sustainability framework. In alignment with Carlsbad’s Environmental Guiding Principles and Climate Action Plan, the City seeks a consulting partner capable not only of ensuring regulatory compliance but also of advancing a forward-looking operator structure that embodies innovation, fiscal transparency, and environmental leadership.

WIH Resource Group (WRG), in partnership with MSW Consultants (MSW), offers the City a team with unmatched California-specific expertise, institutional knowledge, and hands -on experience guiding public agencies through complex transfer station and franchise modernization initiatives. This integrated team provides the City of Carlsbad with a single, accountable partner that blends technical, operational, and financial depth —ensuring seamless delivery with zero learning curve.

Our Approach & Methodology

Phase 1 – Compliance, Operational & Financial Assessment WRG and MSW will establish a comprehensive baseline for facility performance and regulatory compliance, culminating in the Palomar Renew Plan – A Forward Plan for Sustainable Materials Management and Compliance .

Key elements include:

• A Regulatory Compliance Review and 10-year roadmap addressing SB 1383, OSHA, FMCSA, and MUTCD standards;
• A detailed Operational Efficiency Assessment covering throughput, staffing, safety, and customer service; • Financial Optimization Modeling benchmarked against peer facilities statewide; • A Sustainability and Circular Economy Plan identifying feasible expansions for organics, reuse, and HHW programs; and
• Digital Performance Dashboards with diversion, GHG reduction, and energy -efficiency metrics to support data-driven decision-making.

Phase 2 – RFP Development, Evaluation, Negotiation & Transition Building upon Phase 1 findings, the team will guide the City through a transparent, performance -based procurement process that includes:

• Drafting a comprehensive Operator RFP integrating compliance, safety, and sustainability criteria; • Creating a Proposal Evaluation Framework with defensible scoring metrics; • Providing Negotiation Support to secure a fair, enforceable, and financially sound operator agreement; and
• Delivering a Contract Monitoring Protocol and Transition Support Package with staff training, dashboards, and compliance tools for long-term oversight.

Project Management, Schedule & Value
Our project management approach emphasizes structure, accountability, and open communication:

• A formal Kick-Off Meeting, bi-weekly coordination calls, and monthly progress reports ensure alignment and transparency throughout the project.
• Phase 1 Completion: June 2026 – Delivery of the Palomar Renew Plan • Phase 2 Completion: June 2027 – Execution of the new Operator Agreement

The WRG-MSW Project Team will deliver exceptional value by providing the comprehensive technical, financial, and procurement expertise that meets all City objectives within the established schedule.

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Why the WRG-MSW Project Team
The City of Carlsbad will benefit from a partnership that offers:

• California-specific experience in transfer station operations, RFP development, and SB 1383 implementation;
• Technical depth in operational efficiency, cost-of-service modeling, and performance-based contracting; • Collaborative project management ensuring transparency, schedule adherence, and responsiveness; and • Proven innovation, including digital dashboards, lifecycle cost analysis, and performance -tracking tools that enhance accountability and sustainability.

This combination of regulatory knowledge, operational expertise, and financial acumen ensures that the City receives not just compliance but a long-term strategic framework for operational excellence and climate resiliency.

WIH Resource Group and MSW Consultants are committed to delivering a comprehensive, defensible, and future - focused modernization plan that positions the Palomar Transfer Station as a model of sustainability, efficiency, and innovation. Through rigorous analysis, transparent procurement, and actionable implementation, the Palomar Renew Plan will enable Carlsbad to meet all regulatory mandates, strengthen operational performance, and advance its leadership in California’s circular economy.

1 CONSULTANTS’ EXPERIENCE
WIH Resource Group (WRG) and MSW Consultants bring together more than ten decades of combined expertise in solid-waste system planning, transfer-station operations, financial modeling, and sustainability program implementation for public agencies throughout California and across the United States. Our team’s integrated capabilities align precisely with the City of Carlsbad’s RFP #26-3942ENV requirements and are structured to successfully deliver both project phases outlined in Exhibit A – Scope of Services.

For Phase 1, WRG & MSW have proven experience conducting comprehensive Compliance, Operational, Financial, and Sustainability Assessments—including regulatory reviews under SB 1383, AB 341, and AB 939; facility throughput and customer-service evaluations; financial benchmarking and revenue-model design; and the integration of Sustainable Materials Management and Circular Economy strategies.

For Phase 2, our team brings direct experience developing, managing, and implementing operator RFPs, supporting municipal clients through proposal evaluation, contract negotiation, performance metric development, and post-award transition. This includes preparing detailed procurement documents, evaluation frameworks, and Contract Monitoring Protocols to ensure compliance, transparency, and long-term performance accountability.

Together, WRG and MSW provide the City of Carlsbad with a complete, turnkey team uniquely qualified to prepare the Palomar Renew Plan, author and manage the Palomar Transfer Operator RFP, and guide the City through contract execution and successful implementation, on schedule, within budget, and in complete alignment with Carlsbad’s sustainability and operational goals.

1.1 PRIME CONSULTANT
WIH Resource Group, Inc.

An Arizona S-Corporation
28528 N 111th Way
Scottsdale, AZ 85262
Phone: (480) 241-9994
Website: www.wihrg.com

1.2 SUBCONSULTANT
MSW Consultants, Inc.

A California Corporation
41831 McAlby Court, Suite C
Murrieta, CA 92562
Phone: (951) 461-3234
Website: www.msw-consultants.com

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1.3 FIRMS’ BACKGROUND AND QUALIFICATIONS
WIH Resource Group – Prime Consultant
Founded in 2005, WIH Resource Group is a nationally recognized solid-waste and environmental consulting firm specializing in transfer-station operations and design, solid-waste system optimization, transportation logistics, financial modeling, and procurement support for municipal clients. WRG has completed over 1,100 projects nationwide for cities, counties, and regional agencies, including Los Angeles, King County (WA), Santa Barbara, Glendale, and Monterey County.

WRG-MSW Project Team’s Core Capabilities Aligned to City’s RFP Exhibit A:
• Regulatory Compliance Review and 10-Year Compliance Roadmap Development • Operational and Safety Audits for Transfer Stations (including ANSI Z245 and SWANA best practices) • Financial Optimization and Revenue Model Development
• Sustainability & Diversion Program Design and Metrics Frameworks • RFP Preparation, Proposal Evaluation, and Operator Contract Negotiation Support

MSW Consultants – Subconsultant
Established in 2000, MSW Consultants is a California-based municipal financial and operational consulting firm serving over 60 cities statewide. MSW provides financial modeling, rate studies, procurement support, and performance auditing for municipal solid-waste and transfer-station programs. The firm’s work has helped numerous California jurisdictions develop modern, cost-effective, and compliant systems aligned with SB 1383 and circular economy principles.

SB 1383 and Regulatory Compliance Expertise
MSW Consultants has been at the forefront of helping California jurisdictions achieve full compliance with the State’s landmark SB 1383 organics recycling mandates and related laws (AB 341, AB 1826, and AB 939). The firm has prepared both formal and informal compliance action plans for CalRecycle, updated solid -waste ordinances and franchise agreements, and provided technical and enforcement support to cities and counties statewide.

Through its proprietary Minerva™ cloud-based compliance platform, MSW assists jurisdictions in monitoring commercial recycling performance and generator outreach, helping clients achieve near -100 percent compliance among the commercial sector. These projects directly advance greenhouse gas (GHG) reduction and sustainable materials management outcomes consistent with Carlsbad’s Climate Action Plan and the Palomar Renew Plan objectives.

1.4 REPRESENTATIVE MUNICIPAL AND TRANSFER-STATION PROJECTS The WIH-MSW Project Team has successfully completed a wide range of municipal solid -waste and transfer-station consulting projects across California and the western United States , closely mirroring the scope of services requested by the City of Carlsbad. These engagements demonstrate our proven ability to conduct regulatory compliance assessments, operational audits, financial modeling, and competitive operator procurements that align with both state mandates and local sustainability goals.

Table 2.1 representative projects illustrate our team’s depth of experience delivering complex, multi -phase initiatives, from strategic assessments and rate studies to RFP development, contract negotiation, and transition implementation. Each is directly relevant to the Palomar Renew Plan and the City’s objectives for the Palomar Transfer Station Operator Selection and Compliance Project.

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Table 2.1: WRG and MSW Representative Projects

Project Client /
Location
Scope & Relevance (Exhibit A
Alignment)
Key Staff Client Contact
City of Los
Angeles recycLA

2.0 RFP
Development
and Studies
Project
City of Los
Angeles
(LASAN), CA
Developed comprehensive operator
RFP for waste collection zones;
included regulatory compliance
alignment, financial modeling,
diversion metrics, and operator
negotiations.

Bob Wallace
(WRG) &
Chris Bell
(WRG)
Daniel Meyers, Division
Manager, 213-485-3774
[email protected]
King County
WEBR (Early
Waste Export by
Rail) Program
Planning
King County
Solid Waste
Division, WA
Long-term infrastructure strategy for
transfer and export system; modeled
throughput, financial scenarios, and
contract transition plans
Bob Wallace
(Project
Lead), Chris
Bell (Financial
Analysis)
Patty Liu, Project Manager
206-477-7678
[email protected]
City of Santa
Barbara Transfer
Station
Operations &
Rate Review
City of Santa
Barbara, CA
Performed operational audit,
throughput analysis, and rate study;
assessed facility capital needs and
financial viability aligned with SB
1383 mandates and SMM principles.

David Davis
(MSW
Principal),
Chris Bell
(WRG)
Jennifer Hernandez,
Environmental Services
Manager 805-564-5460
City of Glendale
Solid Waste
Franchise RFP
and Rate Audit
City of
Glendale, CA
Developed RFP, evaluation matrix,
and negotiation support for waste
services franchise; integrated
performance metrics and customer
service standards.

David Davis
(MSW
Principal in
Charge)
Ed McKenna, Public Works
Director 818-548-3200
Metro Transfer
Station
Operations
Assessment &
Procurement
Metro
(Oregon
Metro),
Portland, OR
Conducted facility workflow and
safety evaluation; developed
operator procurement documents,
scoring framework, and negotiation
support. .

Bob Wallace
(WRG) &
Chris Bell
(WRG)
Kevin Six, Sr. Solid Waste Ops
Planner 503-797-1672
[email protected]
City of Eureka &
Humboldt
County SB 1383
System Review
Eureka &
Humboldt
County, CA
Evaluated collection and transfer
systems for SB 1383 compliance;
developed financial baseline,
reporting metrics, and penalty
framework.

Chris Bell
(WRG)
Robin Praszker, Env. Project
Mgr 707-441-4206
[email protected]
Chelan County
Transfer Station
Operations &
Rate Review
Chelan
County
Public
Works, WA
Performed financial and operational
analysis of transfer stations and
recommended rate adjustments and
efficiency improvements.

Bob Wallace
(WRG) &
Chris Bell
(WRG)
Brenda Blanchfield, Solid
Waste Coordinator 509-667-
6415
[email protected]
n.wa.us
City of Coolidge
Transfer &
Collection
System
Evaluation
City of
Coolidge, AZ
Comprehensive system review and
procurement support for new
transfer station operator, including
customer service assessment and
financial modeling.

Bob Wallace
(Project Lead)
& Chris Bell
(Financial
Analysis)
Donald Peters, P.E., Public
Works Director 520-723-4882
California
Municipal Rate
Studies &
Transfer Station
Audits
Glendale,
Santa
Barbara,
Lompoc,
Palm
Springs, CA
Conducted transfer station audits,
financial modeling, and RFP support
for multiple jurisdictions
implementing SB 1383 compliance
programs.

David Davis
(MSW
Principal in
Charge)
References available upon
request

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2 PROJECT TEAM
The WIH Resource Group and MSW Consultants team combines over 100 years of hands -on experience in transfer- station operations, franchise contracting, financial modeling, and SB 1383 compliance. Our senior experts have led similar California and western U.S. projects, delivering proven results in safety, efficiency, and performance -based operator procurements. Below is our Project Team’s Organizaitonal Structure for this project.

Bob Wallace, MBA – Project Manager (WIH Resource Group, Inc.) Role: Overall project leadership, City liaison, technical oversight, compliance evaluation, and procurement strategy. Responsible for coordinating all deliverables and quality control across Phases 1 and 2.

Experience: 40 years in solid-waste management, transfer-station operations, and franchise procurement. Former Director of Transportation & Logistics for Waste Management’s Western Group.

Phase 1 Expertise: Regulatory and operational compliance reviews; safety and throughput audits; facility modernization and resiliency planning.

Phase 2 Expertise: RFP development, proposal evaluation, contract negotiation, and transition support.

Representative Projects:
• City of Los Angeles recycLA 2.0 Program – Two Projects (2014 and 2024 to present) – Project Lead under Jacobs Engineering; designed multi-zone commercial and multi-family waste collection franchise RFP framework and performance metrics. Contact: Daniel Meyers, LASAN (213) 485 -3774.

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• King County Waste Export by Rail (WEBR) Program – Two projects (2019 – 2023) – Rail logistics and cost modeling for long-term export strategy. Contact: Emmy McConnell (206) 263-9738. • Metro Regional Government Transfer Station Procurement (2016 – 2018) – Facility assessment and operator selection support. Contact: Will Elder (503) 797-1581.

Chris Bell, CPA – Senior Financial Analyst (WIH Resource Group, Inc.) Role: Leads all financial modeling, cost-of-service analysis, and economic evaluations for operator alternatives and City revenue optimization.

Experience: Certified Public Accountant with 20 years in solid-waste finance and rate design; 500+ projects nationwide. Former Assistant Divisional Controller for Waste Management of Oregon.

Phase 1 Expertise: Development of financial optimization strategies and alternative pricing models to enhance diversion and revenue.

Phase 2 Expertise: Proposal evaluation scoring methods, operator financial reviews, and contract compliance auditing.

Representative Projects:
• City of Eureka & Humboldt County SB 1383 System Review (2023) – Developed financial baseline and rate integration for organics implementation. Contact: Robin Praszker (707) 441-4206. • City of Los Angeles Commercial Franchise Program – Two projects (2014 & 2024) – Cost-of-service rate model design and financial framework development. Contact: Daniel Meyers (213) 485 -3774. • Clackamas County (OR) Annual Rate Review (2001 – present) – Ongoing financial and operational audits of 11 haulers. Contact: Rick Winterhalter (503) 742-4466.

David L. Davis, CMA – Principal Financial Advisor (MSW Consultants, Inc.) Role: Provides oversight of financial strategy, rate design, and policy compliance under California mandates (SB 1383 / AB 939).

Experience: 30 years of California-specific consulting in solid-waste finance and transfer-station planning. Principal of MSW Consultants and former Board Member, Southern California Waste Management Forum.

Phase 1 Expertise: Benchmarking financial performance against leading California transfer stations and developing long-term financial plans.

Phase 2 Expertise: Assists with the financial terms of operator agreements, rate structures, and negotiation support.

Representative Projects:
• City of Glendale Transfer Station Financial Audit (2022) – Comprehensive rate review and performance benchmarking. Contact: Jessica Manuel (818) 548-3900.
• City of Santa Barbara Solid Waste Contract Support (2021) – Rate and compliance advisory under SB 1383.

Contact: Sarah Knecht (805) 564-5318.
• County of Santa Maria Waste Franchise Review (2020) – Financial modeling and contract update. Contact:

Kevin Hennessey (805) 925-0951.

Girard Mobley – Project Manager (MSW Consultants, Inc.) Role: Supports field data collection, franchise compliance auditing, SB 1383 gap analyses, and tonnage reporting validation. Provides direct analytical and operational support to the financial modeling and compliance review team.

Experience: 25 years in finance and solid waste operations, including five years with MSW Consultants performing financial and compliance audits for more than 20 municipalities throughout California. Former U.S. Marine Corps veteran with demonstrated leadership in multi-jurisdictional audit coordination and outreach programs.

Phase 1 Expertise: Waste hauler audits, tonnage reconciliation, and SB 1383 commercial recycling compliance verification.

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Phase 2 Expertise: Data validation and due diligence support for operator proposal evaluations and cost reasonableness reviews.

Representative Projects:
• City of Rancho Palos Verdes – SB 1383 Gap Analysis and Food Recovery Program Implementation • City of Vernon – Commercial Generator Recycling Compliance Program • City of Corona – Franchise Agreement Audit and Rate Review

Arisha Ashraf, Ph.D. – Project Manager for (MSW Consultants, Inc.) Role: Leads technical rate modeling, cost-of-service analyses, and policy impact evaluations; supports Phase 1 financial optimization and Phase 2 RFP development tasks.

Experience: 15 years in environmental economics and public-sector utility finance, including prior tenure with Raftelis Financial Consultants. Holds a Ph.D. in Environmental Economics and Policy from UC Riverside and advanced degrees from Brown University and Boston University.

Phase 1 Expertise: Economic forecasting, rate model design, and financial feasibility analyses integrating sustainability and compliance criteria.

Phase 2 Expertise: Drafting RFP cost evaluation criteria, scoring frameworks, and assisting in policy alignment with SB 1383 and local Climate Action Plan goals.

Representative Projects:
• County of Sacramento – Solid Waste Rate Study and Financial Plan (2024) • City of Santa Maria – Landfill Pricing Strategy and Financial Model Update (2021) • City of Pasadena – Solid Waste Enterprise Fund Rate Study (2024)

Greg Fletcher – Financial Analyst (MSW Consultants, Inc.) Role: Performs detailed financial analyses, forecast modeling, and cost allocation under the direction of senior staff; supports financial documentation and QA/QC for modeling outputs.

Experience: 12 years of private-sector financial management, including experience as a financial controller for national firms. Holds a Master’s degree in Accounting and a strong foundation in cost accounting, forecasting, and model-based financial validation.

Phase 1 Expertise: Cost-of-service model construction and data normalization for transfer station and collection operations.

Phase 2 Expertise: Proposal evaluation support and rate model integration for operator negotiations.

Representative Projects:
• County of Riverside – Landfill Fee Study (2023)
• City of Prescott, AZ – Solid Waste Rate Model Development (2022) • City of Santa Barbara – Solid Waste Financial Plan and Rate Study (2023)

Kayla Friederich – Project Analyst (MSW Consultants, Inc.) Role: Provides analytical and research support for rate modeling, SB 1383 compliance documentation, and data synthesis for performance dashboards.

Experience: 3 years of experience in environmental systems and municipal solid waste compliance analysis. Holds a B.S. in Environmental Systems from the University of California, San Diego.

Phase 1 Expertise: SB 1383 compliance support, waiver tracking, and data gathering for diversion reporting.

Phase 2 Expertise: Financial and technical data compilation for RFP evaluation and reporting deliverables.

Representative Projects:
• City of Temecula – SB 1383 Compliance and Program Implementation (2023) • City of Rancho Palos Verdes – Organics Program Rollout and Waiver Management (2023) • City of Riverside County – Franchise Agreement Development (2024) PSA26-4002ENV; Exhibit "A" (cont.)
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2.1 WRG-MSW PROJECT TEAM AVAILABILITY AND CONTINUITY
All key personnel are immediately available upon contract award (anticipated January 2026) and will remain dedicated through project completion in 2027. Both WRG and MSW maintain cross-trained backups to ensure uninterrupted coverage. Monthly coordination meetings and task -tracking dashboards will maintain schedule accountability and transparency for City staff.

2.2 HOURLY RATE SCHEDULE
The WRG–MSW Project Team offers a competitive, transparent rate structure that reflects the senior -level expertise and technical specialization required for this engagement. Each team member brings decades of experience in solid waste operations, financial analysis, compliance, and regulatory policy—ensuring exceptional value and efficiency for the City of Carlsbad. The following table presents fully burdened hourly rates for all key personnel assigned to this project.

Table 3.1: WRG-MSW Project Team Rate Schedule

Title / Position Firm Hourly Rate ($)
Bob Wallace, MBA – President / Project Manager WIH Resource Group 325 Chris Bell, CPA – Senior Financial Analyst WIH Resource Group 295 David L. Davis, CMA – Principal Financial Advisor MSW Consultants 276 Girard Mobly - Compliance Review MSW Consultants 242
Arisha Ashraf, Ph.D. – Policy Impact evaluations WIH Resource Group 225 Greg Fletcher – Financial Analyst MSW Consultants 215
Kayla Friederich – Project Analyst WIH Resource Group 215 Administrative Support Staff WIH Resource Group 125
Notes:

1. Rates are fully burdened and include labor, overhead, and profit.

2. Travel and reimbursables (lodging, mileage, printing) will be billed at cost, as incurred.

3. These rates will remain in effect through December 2027.

3 PROJECT APPROACH & WORK PLAN
WIH Resource Group (WRG) and MSW Consultants (MSW) bring a proven, methodical approach to delivering complex solid waste and transfer-station projects that balance regulatory compliance, operational excellence, financial transparency, and sustainability performance. Our project approach is structured to meet every element of the City of Carlsbad’s RFP #26-3942ENV, guiding the Palomar Transfer Station (PTS) through a two -phase process - assessment, planning, procurement, and transition - to establish a modern, performance-based operator agreement aligned with the City’s long-term environmental and fiscal goals.

3.1 PROJECT UNDERSTANDING
The WRG-MSW Project Team understands that this effort extends beyond compliance. It is a strategic modernization initiative designed to ensure that PTS remains a safe, efficient, and environmentally progressive cornerstone of Carlsbad’s solid-waste system. Our team recognizes that success requires integration across four key pillars:

• Regulatory Compliance: Full alignment with SB 1383, AB 341, AB 939, OSHA, FMCSA, MUTCD, and applicable City ordinances.
• Operational Efficiency: Optimized material flow, staffing, queuing, and customer service under modern safety and sustainability standards.
• Financial Optimization: Transparent cost-of-service modeling and rate structures that support fiscal stability and performance-based incentives.

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• Sustainability Leadership: Advancement of the City’s Climate Action Plan through circular-economy strategies, diversion targets, and measurable greenhouse-gas (GHG) reductions.

WRG & MSW have guided dozens of California jurisdictions, including the city of Los Angeles, Santa Barbara, Glendale, and Palm Springs, through similar transitions and will leverage that experience to deliver a modern, defensible operator framework for Carlsbad.

3.2 PROJECT OBJECTIVES
The WRG–MSW team’s objectives for the Palomar Transfer Station Operator Selection and Compliance Project are to deliver a seamless, data-driven process that moves the City of Carlsbad from comprehensive assessment to successful contract execution and transition. The following key objectives guide our approach:

1. Establish a Complete Baseline: Conduct a comprehensive assessment of the Palomar Transfer Station’s operational, regulatory, financial, and sustainability performance to identify gaps, risks, and modernization opportunities.

2. Ensure Full Regulatory Compliance: Review and align City operations with all applicable mandates— including SB 1383, AB 341, AB 939, and local ordinances—developing a 10-year Compliance Roadmap that anticipates future regulatory shifts.

3. Modernize and Optimize Operations: Evaluate facility throughput, logistics, safety, staffing, and customer experience to recommend operational improvements, infrastructure investments, and technology upgrades that enhance efficiency and resiliency.

4. Advance Sustainability and Circular Economy Goals: Integrate Sustainable Materials Management (SMM) principles by expanding diversion, organics, reuse, and HHW programs; quantify greenhouse -gas and resource-recovery benefits consistent with the City’s Climate Action Plan.

5. Deliver the Palomar Renew Plan: Prepare a single, actionable roadmap synthesizing compliance, operational, financial, and sustainability strategies to guide the City’s next decade of transfer -station management.

6. Develop and Administer a Transparent Operator RFP: Design a competitive procurement process— including RFP documents, evaluation criteria, and scoring matrix—that ensures selection of a qualified, innovative operator committed to performance and accountability.

7. Negotiate and Finalize a Performance-Based Operator Agreement: Support the City in developing and executing a fair, enforceable contract that establishes clear performance metrics, pricing structures, and sustainability targets aligned with City objectives.

8. Facilitate Transition and Implementation: Provide staff training, monitoring tools, and digital dashboards to ensure a smooth handoff to the new operator, effective performance tracking, and sustained compliance post-award.

3.3 PROJECT MANAGEMENT AND COORDINATION
Project management will emphasize accountability, communication, and data integrity throughout the project lifecycle. Key management components include:

• Kick-Off & Mobilization: Immediately following contract execution (January 2026), WRG will host a project kick-off meeting to confirm scope, milestones, deliverables, and communication protocols. • Task Control: A shared milestone tracker and cloud-based document system will maintain transparency and version control.
• City Coordination: Bi-weekly coordination calls and monthly progress summaries will keep City staff fully informed.
• Single Point of Contact: Bob Wallace, MBA (WRG President), will serve as Project Manager and City liaison throughout all project phases.

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This framework ensures efficient workflow, proactive issue resolution, and complete alignment with the City’s schedule and deliverables.

3.4 PHASE 1 – COMPLIANCE, OPERATIONAL & FINANCIAL ASSESSMENT The objective of Phase 1 is to establish a complete technical, regulatory, operational, and financial baseline for the Palomar Transfer Station, culminating in the Palomar Renew Plan – A Forward Plan for Sustainable Materials Management and Compliance.

Task 1 – Regulatory Compliance Review
The WRG-MSW Project Team shall assess compliance with all current relevant local, state, and federal regulations; identify upcoming regulatory changes; and recommend proactive measures to ensure ongoing compliance.

WRG Approach
The WRG-MSW Project Team will conduct a detailed review of applicable statutes and mandates , including SB 1383, AB 341, AB 939, OSHA, FMCSA, and MUTCD standards. We will evaluate existing permits, documentation, and record-keeping practices to identify any compliance gaps or policy deficiencies. Building upon these findings, WRG will develop a 10-Year Compliance Roadmap outlining corrective and forward-looking measures.

To enhance data transparency and defensibility, WRG will integrate MSW Consultants’ Minerva ™ compliance- tracking platform, enabling real-time visualization of generator participation, violation tracking, and automated CalRecycle-compatible reporting. Leveraging this technology within the Palomar Renew Plan will provide Carlsbad with a measurable, data-driven compliance framework aligned with both state mandates and local sustainability objectives.

Task 2 – Operational Efficiency & Facility Evaluation
Evaluate existing transfer station operations, including throughput, workflow, and logistics; identify opportunities for operational improvements and efficiencies; assess capital investment needs to improve and modernize the facility; evaluate customer service experience for haulers, residents, and businesses (site access, wait times, traffic flow, communications); review safety standards and protocols to ensure alignment with industry best practices and regulatory requirements; and recommend strategies for operational resiliency, including emergency response, redundancy, and climate preparedness.

WRG Approach
The WRG-MSW Project Team will perform detailed on-site observations of daily operations, customer interactions, and equipment utilization to assess workflow efficiency and safety. We will benchmark site practices against ANSI Z245, ANSI Signage Standards (ANSI Z535 Series), SWANA Technical Policy Guidelines, The California Code of Regulations Title 14, Division 7, Chapter 3, EPA regulations and guidelines, OSHA, and benchmarking with leading municipal transfer stations. Operational, staffing, and equipment data will be analyzed to identify infrastructure constraints, modernization needs, and throughput bottlenecks. Customer service quality will be evaluated through direct observation and stakeholder input to improve user experience and safety. Recommendations will address short-term improvements and long-term capital investments to enhance operational efficiency, resiliency, and climate readiness.

Integration of Regulatory Review and Operational Evaluation For Tasks 1 and 2 in Phase 1, the WRG–MSW Project Team will conduct a comprehensive, field-verified compliance and operational assessment of the Palomar Transfer Station, utilizing the California Transfer Station Regulatory Matrix developed by our team in Table 3.1 below. This matrix consolidates all relevant state and federal requirements, including Public Resources Code §40200, Title 14 CCR Division 7 (Transfer/Processing Operations), Title 27 CCR, DTSC Universal and Hazardous Waste Rules, SB 1383, and AB 341. They will then be translated into the operational and contractual requirements explicitly tailored for the City of Carlsbad Palomar Transfer Station Operator Procurement to ensure compliance by the selected operator.

PSA26-4002ENV; Exhibit "A" (cont.)
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During this phase, WRG and MSW will review, reference, and apply each applicable regulation and standard through a combination of desktop analyses, permit and document review, and on-site inspections of Palomar’s current operations. The team will examine all key compliance areas, including:

• Facility permitting and classification under CalRecycle definitions. • Adherence to minimum operational and safety standards under 14 CCR Article 6. • Implementation of load-checking and hazardous-waste screening protocols consistent with DTSC guidance.
• Stormwater and runoff management under the State Water Board’s Industrial General Permit and the Porter-Cologne Water Quality Control Act.
• Integration of SB 1383 organics diversion, AB 341 commercial recycling, and AB 939 source-reduction obligations.
• Worker and public safety compliance under OSHA, FMCSA, and MUTCD standards.

By pairing this regulatory analysis with direct field observations, WRG will not only document current compliance conditions but also identify gaps, risks, and modernization needs affecting operational efficiency and regulatory standing. Findings from this integrated review will form the foundation for:

• The Regulatory Compliance Gap Analysis,
• A 10-Year Compliance and Modernization Roadmap, and
• Specific contractual recommendations ensuring that the forthcoming Operator RFP and Agreement explicitly reference and enforce all applicable California regulatory standards.

This method ensures that the Palomar Renew Plan and subsequent operator procurement are grounded in a defensible, regulation-based framework - positioning the City of Carlsbad for long-term operational excellence, risk mitigation, and sustained compliance leadership within the State of California’s evolving solid -waste and sustainability landscape.

Table 3.1: California Regulatory Matrix — Transfer Station Operations (Carlsbad PTS)

Topic Authority /
Citation
What it Requires
(Plain English)
Relevance to Transfer
Stations
RFP / Contract
Implications
Facility definition
& permitting
category
Public Resources
Code (PRC) §40200
Defines a “transfer or
processing station”
(receives solid waste,
temporarily stores,
separates/processes,
or transfers to larger
vehicles).

Confirms that Palomar is a
regulated
transfer/processing
facility (vs., e.g., a
recycling center only).

Scope in RFP and
Operator Agreement
should match what’s
allowed/permitted
(activities, materials
handled, throughput).

State minimum
standards—
transfer/processin
g
14 CCR, Div. 7, Ch.
3, Art. 6.0 (e.g.,
§§17400–17405.0)
Establishes minimum
standards (operations,
storage, load-checking,
vector/litter control,
fire safety,
traffic/queuing,
records). §17405.0
clarifies applicability
across
transfer/processing
variants.

Core day-to-day operating
rules for the site; used by
LEA/CalRecycle for
compliance inspections.

Include enforceable
O&M standards,
inspection/readiness,
load-check program,
traffic and safety
provisions,
documentation, and
cure/escalation steps in
the Operator
Agreement.

CalRecycle
permitting
guidance
CalRecycle
guidance:

Permitting
State’s official
overview of permit
types, thresholds, and
resources for
Useful for aligning facility
classification and any
amendments/notification
s.

Require operator to
maintain permits, assist
with amendments, and
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Transfer/Processin
g Ops/Facilities
transfer/processing
facilities; points to
current regs and 2022
updates.
notify City of regulatory
changes.

Large vs. limited
volume thresholds
CalRecycle
emergency regs
text (definition
excerpt)
Example definition:
“Large Volume
Transfer/Processing
Facility” ≥100 tons/day
(used within
CalRecycle rule text).

Thresholds influence
the permit tier and the
emphasis on
standards.

Throughput matters for
permit tiering and
compliance emphasis.

Specify reporting of
daily tons, trigger
notices for throughput
changes, and permit-
tier compliance
warranty.

Mandatory
Commercial
Recycling
AB 341; PRC
§42649 et seq.;
CalRecycle MCR
Requires commercial
recycling programs;
jurisdictions must
implement and enforce
programs covering
businesses/MF
dwellings. Transfer
stations support
diversion pathways
and reporting.

Affects inbound load
diversion, education, and
reporting support.

Include data/reporting
duties supporting City
MCR compliance (e.g.,
tonnage by stream,
contamination).

Organics (SLCP) —
SB 1383
14 CCR Ch. 12, Art.
3 et seq. (e.g.,
§18984+);
CalRecycle SLCP
guidance
Requires jurisdictions
to provide organics
collection; imposes
recovery targets,
contamination
monitoring,
recordkeeping, and
enforcement. Facilities
must support
separation, recovery,
and reporting.

The transfer station must
accommodate organics
separation/flow,
verification, and data
capture.

Bake SB 1383
deliverables into
metrics: contamination
checks, organics
capture KPIs, reporting
cadence, audit rights,
and corrective actions.

Hazardous waste
at transfer
facilities
DTSC Fact Sheet &
Title 22
If a site
bulks/packages/handle
s hazardous waste
beyond simple
“transfer of packaged
waste,” DTSC
permitting can be
triggered. Clear limits
and procedures are
required.

Load checks will
occasionally encounter
Haz waste / mishandling
risks enforcement.

Contractual load-check
protocol, training,
manifesting/segregatio
n rules, vendor call-
outs, and incident
reporting; prohibit non-
permitted Haz-waste
activities.

Universal waste
handling
DTSC Universal
Waste guidance
Establishes
requirements for
universal wastes (e.g.,
lamps, batteries)
accepted at solid-
waste sites under
specified conditions.

Common in HHW/special
material streams and C&D
loads.

Clarify acceptable UW
types, set
handling/segregation
areas, and require
documentation/training
.

Industrial
stormwater (IGP)
State Water Board
— Industrial
General Permit
(IGP)
Industrial stormwater
discharges must be
covered by IGP where
applicable; facilities
follow BMPs,
monitoring, reporting;
Paved operations,
outdoor handling, and
traffic can trigger IGP
coverage and SWPPP
obligations.

Require operator to
maintain IGP
coverage/SWPPP,
perform
sampling/annual
reporting, and
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SIC-based triggers and
Attachment A
categories apply.
implement BMPs; City
audit rights for
stormwater
compliance.

Siting/structural
standards (select)
14 CCR §17406.1
(activities on/near
disposal sites) +
Title 27 cross-refs
Controls for operations
on closed/adjacent
disposal sites; ensure
stability, control of
gas/leachate
pathways; Title 27 may
apply by reference.

Relevant if PTS is co-
located or near closed
units/landfill
infrastructure.

Require operator
coordination with
City/LEA on siting
constraints; inspection
and maintenance
duties.

Inspection
guidance
(CalRecycle)
CalRecycle
Inspection
Guidance for
TS/MRF
Practical interpretation
of Article 6 standards
used by LEAs; details
typical compliance
checkpoints.

Predicts what inspectors
will verify; good checklist
source.

Task 3 – Financial Optimization & Revenue Model Development Benchmark operations and financial performance against leading transfer stations in California and the U.S.; recommend financial optimization strategies; and assess the impacts of alternative pricing models on customer behavior, diversion rates, and overall facility viability.

WRG Approach
The WRG-MSW Project Team will analyze the facility’s cost recovery structure, revenue streams, and expenditure trends. Peer benchmarking will evaluate key performance indicators, including cost-per-ton, revenue-per-ton, diversion-related incentives, and capital reinvestment ratios. Alternative rate models—such as tiered or performance-based pricing—will be modeled to determine fiscal sustainability and alignment with policy objectives. A transparent, defensible financial model integrating revenue, expense, and performance-based compensation will be developed to support City decision-making.

Task 4 – Sustainability and Circular Economy Assessment Evaluate opportunities to integrate Sustainable Materials Management (SMM) principles; recommend strategies for resource recovery, waste diversion, organics processing, composting, reuse, and recycling; explore partnerships or technologies that support circular economy practices; and identify feasible expansion of Household Hazardous Waste (HHW) or specialty-materials programs.

WRG Approach
The WRG-MSW Project Team will identify actionable opportunities to expand Carlsbad’s sustainable materials management portfolio. We will evaluate potential organics, composting, and specialty -material recovery options and quantify related GHG reductions, energy savings, and resource recovery metrics. Emerging circular-economy technologies and regional partnerships will be analyzed for integration feasibility. Recommendations will align with CalRecycle priorities, regional market conditions, and the City’s Climate Action Plan.

Task 5 – Diversion, Reporting & Penalty Framework
Propose measurable sustainability metrics, including diversion-rate targets, greenhouse-gas reduction goals, and energy/resource conservation benchmarks; recommend monitoring protocols with metrics, reporting frequency, and potential incentives or penalties to ensure accountability; and develop recommendations for digital reporting tools and dashboards that (a) are compatible with existing City systems, (b) provide real -time or near-real-time performance tracking, (c) enhance transparency and data accessibility, and (d) support compliance, sustainability, and financial reporting requirements.

WRG Approach
The WRG-MSW Project Team will create a digital performance dashboard compatible with the City’s existing PSA26-4002ENV; Exhibit "A" (cont.)
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systems to monitor diversion, compliance, and energy-efficiency progress in real time. Our team will develop an incentive-and-penalty framework that ties operator performance to measurable environmental and financial outcomes. This approach ensures accountability, transparency, and continuous improvement toward the City’s sustainability and compliance goals.

Task 6 – Deliverable: Palomar Renew Plan
From the information obtained in Tasks 1 through 5, the consultant shall prepare and deliver Palomar Renew: A Forward Plan for Sustainable Materials Management and Compliance, including:

• A Compliance Roadmap for the next decade
• Operational Improvement Recommendations
• Capital Investment Plan
• Financial Optimization Strategies
• Sustainability and Circular Economy Initiatives with measurable outcomes • Recommendations for HHW and other specialty material program expansion

WRG Approach
The Palomar Renew Plan will integrate all analytical findings into a unified, actionable roadmap.

Each section will include prioritized recommendations, responsible parties, cost estimates, and implementation timelines. This plan will position Carlsbad to meet or exceed all regulatory mandates, achieve operational excellence, and advance its long-term sustainability and resiliency objectives.

3.5 PHASE 2 – RFP DEVELOPMENT, PROPOSAL EVALUATION & AGREEMENT EXECUTION The objective of Phase 2 is to translate the findings and recommendations from Phase 1 – Palomar Renew: A Forward Plan for Sustainable Materials Management and Compliance into a competitively bid, performance -based Operator Agreement that ensures regulatory compliance, operational excell ence, sustainability leadership, and fiscal accountability for the City of Carlsbad.

Task 1 – RFP Development
The WRG-MSW Project Team shall develop a detailed Request for Proposals (RFP) for the operation of the Palomar Transfer Station, based on findings and recommendations from Phase 1 – Palomar Renew. The WRG-MSW Project Team will coordinate with City staff to finalize scope, performance measures, and evaluation criteria, and prepare a clear schedule and milestones for the procurement process.

WRG Approach
The WRG-MSW Project Team will prepare a comprehensive Operator RFP that integrates all Phase 1 findings and embeds the Palomar Renew Plan’s compliance, operational, and sustainability framework into a single cohesive procurement document. The team will define clear, enforceable performance metrics, diversion targets, and compliance provisions to ensure long-term operator accountability.

The RFP will include transparent evaluation criteria and scoring methodologies, ensuring fairness and competitiveness while aligning with City procurement policies. Throughout development, the WRG-MSW Project Team will collaborate closely with City staff to confirm that the RFP reflects City priorities, anticipated operational outcomes, and milestone timelines for release, review, and award.

Task 2 – Proposal Management & Evaluation
The WRG-MSW Project Team shall support the City in issuing and managing the RFP process, including outreach to bidders and communications with them.

WRG Approach
The WRG-MSW Project Team will manage the entire proposal evaluation lifecycle, ensuring a transparent, PSA26-4002ENV; Exhibit "A" (cont.)
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defensible, and objective selection process. Our team will develop and apply a quantitative evaluation matrix incorporating technical capability, operational performance, financial soundness, innovation, and community benefit. Bidder communications, pre-proposal meetings, and clarifications will be managed in coordination with City procurement staff. WRG will document all evaluations and prepare comprehensive summary reports and recommendations for City management and the City Council, supporting well -informed and auditable decision- making.

Task 3 – Negotiation Support, Agreement Execution & Presentations The WRG-MSW Project Team shall assist the City in drafting a new Operator Agreement that reflects Palomar Renew's principles and City objectives, and in supporting negotiations with the selected operator.

WRG Approach
The WRG-MSW Project Team will provide complete negotiation and contract development support, helping the City secure an agreement that ensures performance accountability, financial transparency, and sustainability integration. Our team will review operator submittals, draft and redline key contract provisions, and guide negotiations to protect the City’s fiscal and operational interests. The WRG-MSW Project Team will also prepare and deliver professional presentations to City Management and Ci ty Council summarizing findings, compliance assurances, and projected long-term benefits under the new Operator Agreement.

Task 4 – Transition and Implementation to New PTS Contract The WRG-MSW Project Team shall provide resources and guidance to support the smooth implementation of the new transfer station operator agreement.

WRG Approach
The WRG-MSW Project Team will ensure a seamless transition and onboarding process for the new operator. We will develop a comprehensive Contract Monitoring Protocol defining KPIs, reporting requirements, escalation procedures, and audit protocols. WRG will prepare a Transition Support Package, including customized staff training materials, reporting templates, and digital dashboards for ongoing performance oversight. Our team will remain engaged during the initial implementation phase to provide advisory support, resolve issues promptly, and ensure uninterrupted service continuity and early compliance success.

Task 5 – Deliverables – Phase 2
The WRG-MSW Project Team shall prepare and deliver:

• Draft and Final RFP Document for the Palomar Transfer Station • Proposal Evaluation Framework and Scoring Matrix
• Evaluation Report with recommendations for operator selection • Draft and Final Operator Agreement aligned with Palomar Renew principles • Negotiation support materials and documentation
• Contract Monitoring Protocol and Staff Support Materials • Transition Support Package
• Presentation to City Management and City Council (as requested)

WRG Deliverables
At the conclusion of Phase 2, the WRG-MSW Project Team will deliver a complete, professional, and defensible procurement and implementation package, including all documentation, templates, protocols, and presentation materials required for successful operator selection, contract execution, and performance over sight.

3.6 QUALITY CONTROL & RISK MANAGEMENT
The WRG–MSW Project Team maintains a disciplined Quality Assurance and Quality Control (QA/QC) framework to ensure that every analysis, model, and deliverable is accurate, transparent, and defensible. Our multi-layered PSA26-4002ENV; Exhibit "A" (cont.)
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review process safeguards data integrity, minimizes risk, and promotes accountability —ensuring that all project milestones are achieved with precision and confidence.

Three-Tier QA/QC Process

1. Task-Level Review – Each deliverable is reviewed by a senior WRG or MSW subject-matter expert for technical accuracy and completeness.

2. Cross-Firm Peer Review – Reports and models undergo inter-firm review to confirm data validity, consistency, and defensibility.

3. Client Review and Feedback – Drafts are shared with City staff for feedback and refinement before finalization.

3.7 SCHEDULE AND COORDINATION
A detailed schedule will be finalized at project initiation, targeting:
• Phase 1–2 Completion: Q2 2026
• Phase 3 RFP Release: Q3 2026
• Operator Selection & Council Approval: Q1 2027
• Transition & Implementation: Q2 2027

Weekly virtual coordination calls and milestone workshops will ensure adherence to the timeline and budget.

4 SCHEDULE & PROJECT TEAM AVAILABILITY
WIH Resource Group (WRG) and MSW Consultants (MSW) have developed a detailed, achievable project schedule that directly aligns with the City of Carlsbad’s published milestones for RFP No. 26 -3942ENV. Our work plan mirrors the City’s phased approach—beginning with a comprehensive Phase 1 Compliance, Operational, and Financial Assessment (January–June 2026) and concluding with the completion of Phase 2 Operator Procurement, Negotiation, and Transition (June 2027). The schedule includes built-in flexibility to accommodate City review cycles, stakeholder engagement, and evolving regulatory guidance while maintaining overall project momentum.

Both WRG and MSW will use an integrated milestone tracker to monitor progress, update deliverable status, and ensure adherence to the City’s target completion dates.

Table 5.1: Proposed Project Schedule
Phase / Milestone Description of Key Tasks Target Completion Date
Phase 1 – Contract Initiation &
Project Mobilization
Contract execution, kick-off meeting, finalize work plan, data matrix, and communication protocols.

January 2026
Phase 1 – Regulatory Compliance
Review
Review City operations against SB 1383, AB 341, AB 939; identify compliance gaps and create a 10-year roadmap.

February 2026
Phase 1 – Operational Efficiency &
Facility Evaluation
Conduct a site visit, evaluate facility throughput, workflow, safety, and customer experience, and assess modernization needs.

March 2026
Phase 1 – Financial Optimization &
Revenue Model Development
Benchmark against peer transfer stations; develop pricing and cost-recovery models.

April 2026
Phase 1 – Sustainability & Circular
Economy Assessment
Identify SMM opportunities, organics and HHW expansions, and measurable sustainability metrics.

May 2026
Phase 1 Deliverable – Palomar
Renew Plan
Compile all findings into the final Palomar Renew: A Forward Plan for Sustainable Materials Management and Compliance.

June 30 2026
Phase 2 – Operator RFP
Development
Draft detailed Operator RFP, integrate compliance,
performance, and sustainability criteria; finalize with City staff.

August 2026
Phase 2 – Proposal Management &
Evaluation
Issue RFP, receive and score proposals, facilitate evaluation meetings, and document findings.

October 2026 –
Winter 2026
PSA26-4002ENV; Exhibit "A" (cont.)
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Phase 2 – Negotiation Support &
Council Presentation
Lead contract negotiations, finalize Operator Agreement, and support City Council approval process.

Spring 2027
Phase 2 – Transition &
Implementation Support
Develop Contract Monitoring Protocol, performance
dashboards, and training for City staff; assist through operator handoff.

June 1, 2027, and
ongoing

This schedule ensures all Phase 1 and Phase 2 deliverables, including the Palomar Renew Plan, Operator RFP, Evaluation Reports, and Transition Support Package, are completed in accordance with City expectations.

4.1 ABILITY TO PROVIDE REQUIRED SERVICES
The WRG-MSW Project Team possesses the demonstrated capacity, technical expertise, and proven experience necessary to deliver all services outlined in the City’s RFP.

Our team offers a comprehensive blend of regulatory, operational, financial, and procurement experience gained from decades of supporting municipalities across California and the western United States. Together, WRG and MSW have successfully guided jurisdictions through complex, multi-phase initiatives involving SB 1383 implementation, franchise and transfer-station modernization, performance-based contracting, and rate-structure development.

The WRG–MSW Team is fully equipped to perform each task identified in the City’s scope of services, including:

• Conducting comprehensive compliance reviews addressing SB 1383, AB 341, AB 939, OSHA, FMCSA, and MUTCD standards.
• Performing operational and facility evaluations of throughput, safety, and customer service to identify modernization and resiliency opportunities.
• Developing financial optimization and cost-of-service models that ensure transparency, sustainability, and equitable rate design.
• Creating the Palomar Renew Plan—a forward-looking roadmap for sustainable materials management and compliance.
• Leading the Phase 2 Operator RFP development, evaluation, negotiation, and transition, culminating in a defensible, performance-based operating agreement.

4.2 CURRENT WORKLOAD
Both WIH Resource Group (WRG) and MSW Consultants (MSW) maintain balanced municipal and private -sector project portfolios, ensuring full capacity to dedicate senior-level attention and technical resources to the City of Carlsbad’s initiative. Both WRG and MSW maintain dedicated staff and cross-trained backups to guarantee timely delivery, even during overlapping project peaks. Together, the team’s active project portfolio demonstrates broad capacity, technical depth, and a consistent record of on-time, on-budget delivery for complex municipal solid- waste and transfer-station engagements.

PSA26-4002ENV; Exhibit "A" (cont.)
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5 COST ESTIMATE
WIH Resource Group proposes a cost-efficient, transparent, and defensible pricing framework designed to deliver all tasks identified in the City’s Exhibit A – Scope of Services. Our proposed cost estimate covers the complete life cycle of the engagement, from Phase 1: Compliance, Operational, and Financial Assessment through Phase 2:

Operator RFP Development, Evaluation, Negotiation, and Transition Support, and includes all labor, overhead, and anticipated direct expenses.

The WRG–MSW Project Team proposes a time-and-materials contract structure that provides the City of Carlsbad with flexibility, fiscal control, and scalability. Each phase and primary tasks can be refined or adjusted as the project progresses to align with City priorities, schedule refinements, or evolving operational needs.

Table 5.1 presents our estimated effort and cost by phase, derived from detailed task analyses and experience with similar projects for other clients.

Table 5.1 – Estimated Level of Effort and Cost by Phase Phase Description Estimated
Hours
Cost (@
$275/hr)
Phase 1 – Compliance,
Operational & Financial
Assessment
Regulatory review, facility evaluation, financial
modeling, sustainability and diversion framework,
and preparation of the Palomar Renew Plan
deliverable.
844 $232,100
Phase 2 – RFP
Development, Evaluation &
Agreement Execution
RFP preparation, proposal evaluation, negotiation
support, transition assistance, and contract-
monitoring protocol.
564 $155,000
Subtotal (Phases 1 + 2)

1,408 hrs $387,100
Contingency (15%) For unforeseen meetings, data requests, or City revisions.
— $58,065
Optional On-Call Support
(5%)
For post-award technical or presentation
assistance, if authorized.
— $19,355
Grand Total (with 15%
Contingency + 5% Optional
On-Call)

— $464,520

5.1 SUMMARY OF OUTCOMES BY PHASE
• Phase 1: Deliver the Palomar Renew Plan – a comprehensive roadmap integrating compliance, operational efficiency, financial optimization, and sustainability strategies. • Phase 2: Develop and issue the Operator RFP, conduct proposal evaluation and negotiation, prepare a Council-ready agreement, and support transition implementation and monitoring protocol setup.

5.2 COST ASSUMPTIONS AND BUDGET CONTROL
• The total proposed cost of services of $387,100 includes all direct and indirect costs, overhead, and reimbursables.
• The contingency (15%) covers potential adjustments in scope or schedule. • The optional On-Call Support (5%) is included for post-award or public-presentation needs at the City’s discretion.
• Any reallocation of hours or budget among tasks will be mutually agreed upon by the City of Carlsbad and the WRG–MSW Project Team prior to implementation.

PSA26-4002ENV
Exhibit "A"
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