Clovis City Council
February 18, 2025

February 18, 2025 - 1 - 2:36 PM A G E N D A • C I T Y C O U N C I L M E E T I N G

February 18, 2025 6:00 PM Council Chamber

In compliance with the Americans with Disabilities Act, if you need special assistance to access the City Council Chamber to participate at this meeting, please contact the City Clerk or General Services Director at (559) 324 -2060 (TTY – 711). Notificatio n 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the Council Chamber.

The Clovis City Council meetings are open to the public at the physical address listed above. There are numerous ways to participate in the City Council meetings: you are able to attend in person; you may submit written comments as described below; and you may view the meeting which is webcast and accessed at www.cityofclovis.com/agendas.

Written Comments

 Members of the public are encouraged to submit written comments at:
www.cityofclovis.com/agendas at least two (2) hours before the meeting (4:00 p.m.). You will be prompted to provide:

 Council Meeting Date
 Item Number
 Name
 Email
 Comment

 Please submit a separate form for each item you are commenting on.

 A copy of your written comment will be provided to the City Council noting the item number.

If you wish to make a verbal comment, please see instructions below.

 Please be aware that any written comments received that do not specify a particular agenda item will be marked for the general public comment portion of the agenda.

 If a written comment is received after 4:00 p.m. on the day of the meeting, efforts will be made to provide the comment to the City Council during the meeting. However, staff cannot guarantee that written comments received after 4:00 p.m. will be provided to City Council during the meeting. All written comments received prior to the end of the meeting will be made part of the record of proceedings.

Council Chamber, 1033 Fifth Street, Clovis, CA 93612 (559) 324-2060 www.cityofclovis.com
1 February 18, 2025 - 2 - 2:36 PM CAMPAIGN CONTRIBUTION PROHIBITIONS AND MANDATORY DISCLOSURE – Pursuant to Government Code section 84308, a Councilmember shall not accept, solicit, or direct a campaign contribution of more than $500 from any party or their agent, or from any participant or their agent, while a proceeding involving a license, permit, contract, or other entitlement for use is pending before the City or for 12 months after a final decision is rendered in that proceeding. Any Councilmember who has received a campaign contribution of more than $500 within the preceding 12 months from a pa rty or their agent, or from a participant or their agent, must disclose that fact on the record of the proceeding and shall not make, participate in making, or in any way attempt to use their official position to influence the decision.

Pursuant to Government Code section 84308, subdivision (e), any party to a covered proceeding before the City Council is required to disclose on the record of the proceeding any campaign contribution, including aggregated contributions, of more than $500 made within the pre ceding 12 months by the party or their agent to any Councilmember. The disclosure shall be made as required by Government Code Section 84308, subdivision (e)(1) and California Code of Regulations, Title 2, section 18438.8. No party or their agent, and no p articipant or their agent, shall make a campaign contribution of more than $500 to any Councilmember during the covered proceeding or for 12 months after a final decision is made in that proceeding. The foregoing statements do not constitute legal advice, and parties and participants are urged to consult with their own legal counsel regarding the applicable requirements of the law.

CALL TO ORDER

FLAG SALUTE - Councilmember Ashbeck

ROLL CALL

PUBLIC COMMENTS - This is an opportunity for the members of the public to address the City Council on any matter within the City Council’s jurisdiction that is not listed on the Agenda. In order for everyone to be heard, please limit your comments to 3 minutes or less, or 10 minutes per topic. Anyone wishing to be p laced on the Agenda for a specific topic should contact the City Manager’s office and submit correspondence at least 10 days before the desired date of appearance.

CONSENT CALENDAR - Items considered routine in nature are to be placed upon the Consent Calendar. They will all be considered and voted upon in one vote as one item unless a Councilmember requests individual consideration. A Councilmember’s vote in favor of the Consent Calendar is considered and recorded as a separate affirmative vote in favor of each action listed. Motions in favor of adoption of the Consent Calendar are deemed to include a motion to waive the reading of any ordinance or resolution on the Consent Calendar. For adoption of ordinances, only those that have received a unanimous vote upon introduction are considered Consent items.

1. Administration - Approval - Minutes from the February 11, 2025, Council Meeting.

2. General Services – Approval - Claim Rejection of the General Liability Claims on behalf of William Lazo and Ana Lazo.

3. Planning and Development Services - Approval – Authorize the City Manager to enter into a Project Specific Agreement for the reconstruction of Gettysburg Avenue, from Clovis Avenue to Sierra Vista Parkway, with the County of Fresno.

4. Public Utilities – Approval – Award Consulting Services Contract to AECOM Technical Services, Inc. to Develop a Zero -Emission Vehicle Transition Plan in the Amount of 2 February 18, 2025 - 3 - 2:36 PM $121,349; Authorize the City Manager to Execute the Contract on Behalf of the City; and Approval – Res. 25-___, Amending the 2024-2025 Fleet Budget to Allocate Funds for the Project.

ADMINISTRATIVE ITEMS - Administrative Items are matters on the regular City Council Agenda other than Public Hearings.

5. Consider Approval – Award Recycling and Organic Material Collection, Processing, and Marketing Services Agreement to Mid Valley Disposal; and Authorize the City Manager to Execute the Agreement on Behalf of the City (Continued from the February 11, 2025, meeting).

Staff: Glenn Eastes, Assistant Public Utilities Director Recommendation: Approve

6. Receive and File – Police Department Update.

Staff: Curt Fleming, Police Chief
Recommendation: Receive and File

7. Receive and File – Fire Department Update.

Staff: Chris Ekk, Fire Chief
Recommendation: Receive and File

COUNCIL ITEMS

8. Consider Approval – Change of Council Meeting Schedule.

Staff: Andrew Haussler, City Manager
Recommendation: Approve

CITY MANAGER COMMENTS

COUNCIL COMMENTS

CLOSED SESSION - A “closed door” (not public) City Council meeting, allowed by State law, for consideration of pending legal matters and certain matters related to personnel and real estate transactions.

9. Government Code Section 54957.6

CONFERENCE WITH LABOR NEGOTIATORS
Agency Designated Representatives: Andrew Haussler, Amy Hance, Scott Cross, Mary Lerner, Paul Armendariz
Employee Organization: All Bargaining Units

RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION

ADJOURNMENT

3 February 18, 2025 - 4 - 2:36 PM

FUTURE MEETINGS

Regular City Council Meetings are held at 6:00 P.M. in the Council Chamber. The following are future meeting dates:

February 24, 2025 (Mon.) Special Meeting
March 4, 2025 (Tue.)
March 10, 2025 (Mon.)
March 17, 2025 (Mon.)

4 PRELIMINARY - SUBJECT TO APPROVAL

CLOVIS CITY COUNCIL MEETING

February 11, 2025 6:00 P.M. Council Chamber

Meeting called to order by Mayor Mouanoutoua at 6:00
Flag Salute led by Councilmember Bessinger

Roll Call: Present: Councilmembers Ashbeck, Bessinger, Pearce, Mayor Mouanoutoua Absent Councilmember Basgall

PUBLIC HEARING – Item to be heard at 6:03 p.m.

6:04 ITEM 1 - RECEIVE AND FILE - INFORMATION FROM FOURTH PUBLIC HEARING IN CITY’S TRANSITION TO DISTRICT-BASED ELECTIONS.

Steven Trevino, resident, expressed concern about district map boundaries, specifically opposing the inclusion of Old Town Clovis, citing inadequate city representation for his neighborhood.

Dr. Jeni-Ann Kren, resident, raised concerns about the availability of statistical breakdowns for district maps, noting that only one map (505) included such data in the packet.

The Council discussed whether Old Town Clovis should be represented by one or two council members and reviewed the structure of the proposed district maps favoring proposed district map 502.

Mayor Mouanoutoua noted for the record that there was a public comment submitted to the Council by Heather Malotke in strong support for Map 502.

PUBLIC COMMENTS – 6:01

Arman, resident, emphasized the role of local government in focusing on essential services such as law enforcement, fire safety, trash collection, and infrastructure, while avoiding national political issues.

Kendra Meyers, resident, spoke about her family's deep roots in Clovis, the city's diversity, and urged the council to remember that Clovis is a place of inclusivity and faith.

Joshua Engel, resident, expressed concerns about the city's focus on the sanctuary city debate, suggesting it distracts from pressing financial issues like rising water bills and taxes.

Steven Trevino, resident, shared his family's history of immigration, discrimination, and struggles, expressing concerns over the language used in discussions about immigrants.

5 AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

Molly Allen, resident , spoke in support of the City of Clovis b ecoming an anti -sanctuary city, emphasizing the importance of legal immigration and concerns over the financial strain on the state.

Sarah Mollans, resident, spoke in opposition of the City of Clovis becoming a non-sanctuary city.

She expressed concerns a bout how this could impact her daughter, who is half -Hispanic, particularly at school.

Dr. Jeni-Ann Kren, resident, spoke in opposition of the non-sanctuary city effort, emphasizing that immigration enforcement is a federal responsibility, not a state or city matter.

Anglica Rios, resident, highlighted the impact on students, particularly Hispanic children, who could feel targeted or unsafe.

Al Guterriez, resident, expressed concerns about the human impact of a non -sanctuary city designation, particularly the fear it could create among families, children, and immigrant communities.

Mayor Mouanoutoua noted for the record that two public comments were submitted to the Council by Amalia Bernardo and Rachel Youdelman, addressing the non-sanctuary city issue.

CONSENT CALENDAR – 6:49

Upon call, there was no public comment.

Motion by Councilme mber Ashbeck, seconded by Councilmember Bessinger, that the items on the Consent Calendar be approved, expect item 9. Motion carried by 4-0-1 with Councilmember Basgall absent.

2. Administration - Approval - Minutes from the February 4, 2025, Council Meeting.

3. Administration – Receive and File – Economic Development Corporation Serving Fresno County Quarterly Report, Q2 October - December 2024.

4. Finance – Receive and File – Investment Report for the Month of July 2024.

5. Finance – Receive and File – Treasurer’s Report for the Month of July 2024.

6. Finance – Receive and File – Investment Report for the Month of August 2024.

7. Finance – Receive and File – Treasurer’s Report for the Month of August 2024.

8. General Services - Approval to Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Three (3) Ram Promaster and Four (4) C lass C - Ford E450 for $1,207,372.80, Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

10. General Services – Approval – Res. 25-13, Amending the City’s FY 2024 -2025 Position Allocation Plan by deleting one (1) Principal Office Assistant position and adding one (1) Administrative Assistant position within the General Services Department.

11. General Services – Approval – Res. 25 -14, Authorizing Revisions to the City of Clovis Personnel Rules.

6 AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

THE FOLLOWI NG ITEMS WERE PULLED FROM THE CONSENT CALENDAR FOR

FURTHER DISCUSSION

6:50 ITEM 9. General Services - Approval to Waive the City’s Usual Purchasing Requirements; and Authorize the City Manager to Approve the Purchase of Bus Shelters totaling $571,004.96 Utilizing the California Association for Cooperative Transportation (CalACT) Competitive Bid Award.

Mayor Mouanoutoua pulled the item for discussion to address the new transit routes and color system, and highlighted the upcoming addition of benches, and praised the transit team.

Steven Trevino, resident, addressed a positive interaction with a transit bus driver who went above and beyond to assist an elderly woman in a wheelchair.

Motion by Councilmember Ashbeck, seconded by Councilmember Bessinger to approve Resolution 25 -12, Budget Amendment for the General Services Department Budget, to waive the City’s usual purchasing requirements, and authorize the City Manager to approve the purchase of Bus Shelters . Motion carried by 4 -0-1 vote, with Councilmemb er Basgall absent.

ADMINISTRATIVE ITEMS – 7:15

7:15 ITEM 12 - WORKSHOP – RECEIVE AND FILE – LANDSCAPE MAINTENANCE DISTRICT (LMD).

Upon call, there was no public comment.

The Council discussed that some residents use park facilities without being assessed, while others in different zones pay for services like streets or parks. Questions were raised about whether residents in multiple zones would pay two fees and if funds could be used across zones. The Council discussed the idea of an educational c ampaign to inform residents about the option to opt into paying for services they benefit from, helping to increase the fund balance and promote equity.

8:09 ITEM 13 - CONSIDER APPROVAL – AUTHORIZATION OF CITY STAFF TO PROCEED

WITH AN ASSESSMENT I NCREASE ELECTION FOR LANDSCA PE MAINTENANCE DISTRICT NO. 1, BENE FIT ZONES 4 AND 5; A ND AUTHORIZE THE CIT Y MANAGER TO ENTER INTO AN AGR EEMENT WITH FRANCISC O AND ASSOCIATES, IN C., TO

ADMINISTER THE LANDSCAPE MAINTENANCE DISTRICT ASSESSMENT INCREASE ELECTION.

Upon call, there was no public comment.

7 AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

Motion by Councilmember Ashbeck, seconded by Councilmember Bessinger to approve an assessment increase election for Landscape Maintenance District No. 1, Benefit Zones 4 and 5, and direct staff to look into an educational campaign to inform residents about LMD assessments and the process for opting into paying for services they benefit from.

Motion carried by 4-0-1 vote, with Councilmember Basgall absent.

7:08 ITEM 14 - CONSIDER APPROVAL – AWARD RECYCLING AND ORGANIC MATERIAL

COLLECTION, PROCESSI NG, AND MARKETING SE RVICES AGREEMENT TO MID VALLEY DISPOSAL; AND AUTHORIZE TH E CITY MANAGER TO EX ECUTE THE AGREEMENT ON BEHALF OF THE CITY. (CONTIN UED FROM THE FEBRUAR Y 4, 2025, MEETING)

Upon call, there was no public comment.

Councilmember Ashbeck requested the following three metrics to assist in comparing the proposals: the number of trucks required to service Clovis, whether community investment was a category in the RFP and how it was scored, and the cost per toter, specifically for Republic Services.

Motion by Councilmember Bessinger, seconded by Councilmember Ashbeck to continue the matter to the next meeting on February 18, 2025, to allow for a full counci l. Motion carried by 4-0-1 vote, with Councilmember Basgall absent.

COUNCIL ITEMS – 6:57

6:57 ITEM 15 - CONSIDER APPROVAL –COUNCIL APPOINTMENT T O THE MEASURE C SALES TAX RENEWAL COMMITTEE.

Upon call, there was no public comment

It was a consensus of the Council to allow Fresno Council of Governments to manage the selection process rather than involving the council directly. Additionally, it was suggested to update the website to clarify that applications are still being accepted, as the original closing date had passed. No further action was required at that time.

CITY MANAGER COMMENTS – 8:29

City Manager Haussler highlighted upcoming events, including "Meet the Mayor" sessions at Tarpey Elementary on February 13, 2025, and Reagan Elementary on February 20, 2025, both at 6 PM. The Embracing Wellness event at the Senior Center will be held on Saturday, with Councilmember Ashbeck speaking. The Clovis Hall of Fame dinner is on February 26, 2 025, at Clovis Veterans Memorial District. Budget discussions with Police and Fire will begin next week, and a special meeting is planned for February 24, 2025, for other departmental presentations, and congratulated McKencie Perez on her promotion to Deputy City Planner.

8 AGENDA ITEM NO. 1.

PRELIMINARY - SUBJECT TO APPROVAL

COUNCIL COMMENTS – 8:31

There was no formal Council direction to staff . Council comments were made regarding the sanctuary city issue.

CLOSED SESSION – 8:59

8:59 ITEM 1 6 - GOVERNMENT CODE SECT ION 54956.8 CONFERENCE WITH REA L PROPERTY NEGOTIATORS PROPERTIES: 5095 E. SHEPHERD AVE.; 5157 E. SHEPHERD AVE.; 5221 E. SHEPHERD AVE.; 5388 E. SHEPHERD AVE.; 9029 N. FOWLER AVE. AGENCY NEGOTIATORS: CITY MA NAGER, CITY ATTORNEY , RYAN BURNETT NEGOT IATING PARTIES: HAROLD AND KERRI BRICKS; CHRIS AND ANNALIZA GAGNEBIN; ALBERT AND YVETTE SANCHEZ; GURI NDERJIT AND SUKHCHAM DHILLON; YU GYUNG L EE NELSON UNDER NEGOTIATION: PRICE AND TERMS

The address 5221 E. Shepherd Avenue was corrected to 5211 E. Shepherd Avenue.

Albert Sanchez, resident, representing the property at 5211 East Shepard Avenue, expressed disagreement with the city’s offer of $7 per square foot for their land, arguing that it did not reflect the true value of the property.

Annaliza Gagnebin, resident, shared con cerns about the traffic hazards on their property, recounting two accidents that had occurred and how it affected their ability to secure home insurance. She also disagreed with the compensation offered by the city, emphasizing safety and the lack of proper lighting and traffic controls in the area.

8:59 ITEM 1 7 - GOVERNMENT CODE SECT ION 54956.8 CONFERENCE WITH REA L PROPERTY NEGOTIATORS PROPERTIES: 3778 E. BEHYMER AVE. AGENCY NEGOTIATORS: CITY MA NAGER, CITY ATTORNEY , RYAN BURNETT NEGOT IATING PARTIES: BEHYMER/MINNEWAWA LLC UNDER NEGOTIATION: PRICE AND TERMS

RECONVENE INTO OPEN SESSION AND REPORT FROM CLOSED SESSION No action taken.

ADJOURNMENT

Mayor Mouanoutoua adjourned the meeting of the Council to February 18, 2025.

Meeting adjourned: 9:52 p.m.

______________________________ ________________________________ Mayor City Clerk
9 AGENDA ITEM NO. 1.

TO: Mayor and City Council
FROM: General Services Department
DATE: February 18, 2025
SUBJECT: General Services – Approval - Claim Rejection of the General Liability Claims on behalf of William Lazo and Ana Lazo.

ATTACHMENTS: None.

RECOMMENDATION
Reject the two General Liability Claims filed on behalf of Willam Lazo, and Ana Lazo.

EXECUTIVE SUMMARY
On behalf of William Lazo and Ana Lazo (claimants), the City received two Claim Forms on February 5, 2025 , alleging the City of Clovis should have known of the alleged dangerous condition of the roadway caused by inadequate warning signs, visibility and design, which resulted in the death of Sandro Lazo while riding his bicycle . It is recommended that the City reject the claim s, send notice s of rejection, and refer the matter to the City’s third -party administrator for liability claims for further investigation and handling.

BACKGROUND
On February 5, 2025, two General Liability Claims were received by the City of Clovis on behalf of William Lazo and Ana Lazo by Rich Harris, A Law Corporation located in Riverside, CA. The claims were considered legally sufficient and timely. The claim s allege that the City of Clovis caused a dangerous condition at the intersection of N. Fowler Avenue and E. Perrin Road and created a reasonably foreseeable risk of injury to motorist and pedestrians.

Each claimant seeks monetary damages from the City of Clovis, and its employees in the amount of $100 million dollars.

FISCAL IMPACT
Rejection of the claims does not result in any fiscal impact.

REASON FOR RECOMMENDATION
It is recommended that the claim s be rejected. The City’s liability is disputed, and although the claims are legally sufficient, the amount of the alleged damages sustained by the claimants may also be disputed. Rejecting the claim s and sending notices of rejection in accordance with the 10 AGENDA ITEM NO. 2.

Government Claims Act will commence the time in which claimants may file a lawsuit against the City based on the claims.

ACTIONS FOLLOWING APPROVAL
Rejection notice letters will be sent to the claimants informing them that the claim s have been rejected.

CONFLICT OF INTEREST
None.

Prepared by: Charles W. Johnson, Management Analyst

Reviewed by: City Manager AH

11 AGENDA ITEM NO. 2.

TO: Mayor and City Council
FROM: Planning and Development Services
DATE: February 18, 2025
SUBJECT: Planning and Development Services - Approval – Authorize the City Manager to enter into a Project Specific Agreement for the reconstruction of Gettysburg Avenue, from Clovis Avenue to Sierra Vista Parkway, with the County of Fresno.

ATTACHMENTS: 1. Vicinity Map

2. Draft Agreement

RECOMMENDATION
For the City Council to approve and authorize the City Manager to enter a project specific agreement, with the County of Fresno for the reconstruction of Gettysburg Avenue from Clovis Avenue to Sierra Vista Parkway.

EXECUTIVE SUMMARY
The County of Fresno has requested a Project Specific Agreement that highlights the work, responsibilities as well as estimated shared cost of the reconstruction of Gettysburg Avenue, from Clovis Avenue to Sierra Vista Parkway (attachment 1). The project w ill include the reconstruction of the roadway, ADA ramp improvements, restriping and the installation of traffic devices. It has been determined that 23.5% of the project will be within the County’s right -or- way. The City is the lead agency of this project and therefore moved forward with securing federal funding in 2021. A majority of the project is being funded through the Surface Transportation Block Grant (STBG) program, but with this funding source a cost sharing of a minimum of 11.47% is required. The City and the County of Fresno have come to an agreement that the County will be responsible for 23.5% of the final cost sharing and overages not covered by funding.

BACKGROUND
In 2018, the City of Clovis and Fresno County entered into a Master Agreement for Multijurisdictional Projects. This agreement allowed for Project -Specific Agreements to be executed at the department level, streamlining project coordination, delivery, and maintenance.

The Master Agreement remained in effect for five years and expired in 2023.

12 AGENDA ITEM NO. 3.

In negotiations with staff at Fresno County, it was requested that moving forward the City and County forgo the previous Master Agreement and moving forward only rely upon Project Specific Agreements. Each agreement will now highlight all the specifics that were previously highlighted in the Master Service Agreement (ownership, maintenance, general terms and conditions, etc.), as well as the site-specific details such as determining lead agency, project scope, cost sharing, funding, and project acceptance.

The proposed agreement (attachment 2) has been reviewed and approved by the Planning and Development Services Department, the City’s legal counsel, the County’s Public Works Director, and the County’s legal counsel. It will be formally prese nted for approval by the Fresno County Board of Supervisors on Tuesday, March 11, 2025.

FISCAL IMPACT
The City has worked closely with Fresno County to determine their portion of reimbursement.

The mutually agreed upon number is 23.5% of whatever the cost is outside of the federal funding.

This will cover the improvements in the County as well as City staff time in both design and construction oversight.

REASON FOR RECOMMENDATION
The City received funding for this project in 2021 and after preliminary design was completed, it was determined what improvements needed to be conducted within Fresno County’s right of way. The City has worked with the County throughout the design process and have come to a mutual agreement on the work that needs to be done. Therefore, it is standard practice that the County assumes financial responsibility for their portion of the federal match. A project specific agreement to bind both agencies to the agreed upon terms in necessary in order to proceed with construction.

ACTIONS FOLLOWING APPROVAL
The agreement is being presented to the Fresno County board of supervisors on Tuesday, March 11, 2025, for approval. Once approved both parties sign, the project will move forward to bidding and construction.

CONFLICT OF INTEREST
None.

Prepared by: Tatiana Partain, Management Analyst

Reviewed by: City Manager AH

13 AGENDA ITEM NO. 3.

ATTACHMENT 1
0 1 20.5
Miles

CITY LIMITS SPHERE OF INFLUENCE
International
Shaw
Gettysburg
Copper
Dakota
Behymer
Perrin
Shepherd
Teague
Nees
Sierra
Bullard
Barstow
Ashlan
DockeryThompsonHighlandLeonardDeWolfLocanTemperanceArmstrongFowlerSunnysideClovisMinnewawaPeachWillow Shields
Alluvial
Herndon
McCall

VICINITY MAP
Project Location
Attachment 1
Jorge Aguilera
Print Date: February 27, 2024
CIP 19-18 Gettysburg Street Improvements
14 AGENDA ITEM NO. 3.

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28 AGREEMENT
This Agreement is made and entered into this ____ day of ________________, 2025, by and between the City of Clovis, a municipal corporation (“City”), and the County of Fresno, a political subdivision of the State of California (“County”), (hereinafter collectively referred to as the “Parties”) to define the responsibilities and obligations of the aforementioned Parties for the placement of asphalt concrete overlay and the performance of other improvements along Gettysburg Avenue.

RECITALS:

WHEREAS, segments of Gettysburg Avenue, specifically between Sierra Vista and Clovis Avenues (hereinafter the “Project Limits”) are located across City/County jurisdictional boundaries as shown on Exhibit A attached hereto and incorporated by reference herein, with twenty-three-point five percent (23.5%) of the total Project costs located within the jurisdiction of County and the remaining seventy-seven-point five percent (76.5%) of the total Project costs located within the jurisdiction of City; and WHEREAS, the contemplated improvements generally consist of milling the road surface, placing a hot mix asphalt overlay, and constructing Americans with Disabilities Act (“ADA”) compliant curb ramps within the Project Limits (hereinafter the “Project”); and, WHEREAS, City and County, while maintaining their respective jurisdictions, recognize it will be to their mutual benefit to complete the Project as a cooperative endeavor; and
WHEREAS, the Project will be primarily funded through federal funding sources, specifically through a federal Surface Transportation Block Grant (“STBG”), and local funding sources; and
WHEREAS, City and County will each contribute the resources, financial or otherwise, necessary to fully fund the Project; and
WHEREAS, preliminary engineering (PE), construction engineering (CE), and construction (CON), are necessary to complete the Project; and WHEREAS, the STBG requires that the Parties use local funds to match eleven and Attachment 2
15 AGENDA ITEM NO. 3.

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28 forty-seven hundredths percent (11.47%) of the actual cost of the CE and CON necessary to complete the Project; and
WHEREAS, the Parties intend, by entering into this Agreement, to establish the terms and conditions of their cooperative approach regarding completion of this Project.

NOW, THEREFORE, in consideration of the mutual acknowledgments, covenants, and conditions herein contained, it is hereby agreed as follows:

1. Each and all of the foregoing recitals of background facts are incorporated herein.

2. The Project shall be performed and administered by City or its agents thereof and shall be constructed under a single CON contract.

3. Upon completion of Project, each Party’s jurisdictional and maintenance responsibilities shall remain unchanged from those which existed prior to completion of the Project except as modified through any street maintenance agreement entered into between City and County.

4. Adjustment or modification of any utility facilities owned and operated by City shall be performed by City at no cost to County, regardless of which Party has jurisdiction over the location within which such facilities are situated.

5. A preliminary engineer’s estimate is attached hereto as “Exhibit B” and is incorporated herein by this reference. It is acknowledged by the Parties hereto that Exhibit B is a preliminary estimate for reference only and does not reflect the exact quantities nor does it necessarily show each bid item that will be reflected on the final bid forms for the Project. In the event of conflict between the amounts shown on Exhibit B and the provisions in the text of this Agreement, the provisions in the text of this Agreement shall control and shall be applied in lieu of such conflicting amounts shown on Exhibit B.

6. As the Project is refined and further developed, Exhibit B shall be revised accordingly to reflect the estimated cost pursuant to such modifications and refinements as may be implemented, and, for purposes of this Agreement, the current version of Exhibit B shall be defined as the most recent version of Exhibit B that has been prepared by the City 16 AGENDA ITEM NO. 3.

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28 and approved in writing by the County’s Director of Public Works and Planning or designee (hereinafter, “County Director”).

7. City shall, either with City staff or by contracting with a consultant, provide PE in accordance with the requirements of the funding agencies and all federal, state, and local laws, including:
a. Administering California Environmental Quality Act environmental and National Environmental Policy Act compliance.
b. Oversight of any consultant(s) employed by City for the design of the Project.
c. Preparation and administration of permits necessary for the CON of the improvements.
d. Performing the administration for the advertisement, bidding, and award of the Project CON contract.
e. Providing design engineering services; including preparation of plans, specifications, and engineer’s estimates and other Project documents necessary for the bidding and CON of the Project.

8. City shall provide to County, for County’s review and approval, plans, specifications, and engineer’s estimates, for the work to be performed within County’s jurisdiction.

9. City shall be exempted from all County fees applicable to the Project including fees for technical assistance, permits, plan checks, and inspections.

10. City shall provide CE, including general administration of the CON contract and furnishing all necessary field engineering, inspection, and testing for performance of the CON work. County may, at its option, inspect the CON contractor’s work; provided, however, that any costs incurred by County for any such inspection will be borne entirely by County, and those costs will not be included as part of the Project costs upon which the percentage allocation of cost sharing hereunder is determined, nor will such inspection costs be reimbursable through project funding sources.
17 AGENDA ITEM NO. 3.

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28 11. County and City shall each be responsible for the actual costs of the County and City obligations in accordance with the provisions of this Agreement. a. County shall be responsible for twenty-three-point five percent (23.5%) of City’s actual total PE cost, provided that the County’s contribution for PE shall not exceed the County’s PE share amount shown on the most current version of Exhibit B by more than twenty percent (20%), unless otherwise approved in writing by the County Director.
b. County shall be responsible for twenty-three-point five percent (23.5%) of the local funding match required by the STBG which totals eleven and forty- seven hundredths percent (11.47%) of the City’s actual total CE cost, provided that the County’s contribution for CE shall not exceed the County’s CE amount shown on the most current version of Exhibit B by more than twenty percent (20%), unless otherwise approved in writing by the County Director.
c. County shall be responsible for twenty-three-point five percent (23.5%) of the local funding match required by the STBG which totals eleven and forty- seven hundredths percent (11.47%) of the City’s actual total CON cost, provided that the County’s contribution for CON shall not exceed the County’s CON amount shown on the most current version of Exhibit B by more than twenty percent (20%), unless otherwise approved in writing by the County Director.
d. County’s contract change order costs shall be based on the price of the change order in question multiplied by the percentage of said change order attributable to County as determined by County Director. Contract change orders which pertain solely to either County or City shall be approved and paid for entirely by the Party responsible for facilities impacted by the change order in question.

12. Any addenda or revisions to Project’s approved CON documents for improvements performed within County’s jurisdiction (except for adjustments made to account for actual quantities used in CON of the Project), resulting in an increase in bid item quantity or cost of any bid item by more than ten percent (10%), shall be approved by 18 AGENDA ITEM NO. 3.

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28 City’s City Engineer, or designee (“City Engineer”), and County Director.

13. If the lowest responsible bid for Project’s CON contract does not exceed the engineer’s estimate, including contingency, as shown on the current version of Exhibit B, by more than twenty percent (20%), the City Engineer shall recommend to the Clovis City Council that the CON contract be awarded to that bidder. a. However, if the lowest responsible bid for the Project’s CON contract exceeds the engineer’s total preliminary estimate, including contingency, for the County’s contribution amount as shown on the current version of Exhibit B, by more than twenty percent (20%), the County shall have the right to review and approve or disapprove the proposed CON costs. Within ten (10) calendar days after the bids for those CON costs are provided to the County by the City, the County shall review such bids and notify the City of its approval or disapproval of those CON costs.
b. If the County disapproves the CON costs that are in excess of twenty percent (20%) of the County’s contribution amount for CON shown on the most current version of Exhibit B, or fails to respond to the City within ten (10) days, the City may proceed with the award of CON contract to the lowest responsible bidder on the condition that the City shall provide all funding for any amount of CON costs in excess of twenty percent (20%) of the County’s contribution amount shown on the most current approved version of Exhibit B.

14. Within sixty (60) days after notification of award of Project’s CON contract by the Clovis City Council, County shall deposit with City an amount equal to ninety percent (90%) of County’s estimated share of cost as determined based on the bid submitted by the contractor to whom the Project’s CON contract has been awarded.

15. Final Project costs and County’s share thereof will not be determined until CON is completed and the Project is accepted by both City and County and closed out in accordance with the agencies’ policies.

16. Following final acceptance of the Project by City and County, and within sixty (60) days of County’s receipt of an invoice from City requesting County’s payment of the 19 AGENDA ITEM NO. 3.

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28 remaining balance of County’s share of costs as adjusted (if necessary), in accordance with actual costs and the terms of this Agreement, County shall deliver payment in full of such remaining balance to City’s Planning and Development Services Department.

17. City agrees to indemnify, save, hold harmless, and at County’s request, defend County, its officers, agents, and employees from any and all costs and expenses, damages, liabilities, claims, and losses occurring or resulting to any person, firm, or corporation who may be injured or damaged by the performance, or failure to perform, by City, its officers, agents and employees, under this Agreement; provided, that nothing herein shall constitute a waiver by City of governmental immunity that may be available as a defense to any such third-party claim(s) under or pursuant to Government Code section 810, et seq. This section shall survive expiration or termination of this Agreement.

18. County agrees to indemnify, save, hold harmless, and at City’s request, defend City, its officers, agents, and employees from any and all costs and expenses, damages, liabilities, claims, and losses occurring or resulting to any person, firm, or corporation who may be injured or damaged by the performance, or failure to perform, by County, its officers, agents and employees, under this Agreement; provided, that nothing herein shall constitute a waiver by County of governmental immunity that may be available as a defense to any such third-party claim(s) under or pursuant to Government Code section 810, et seq. This section shall survive expiration or termination of this Agreement.

19. Without limiting the applicability or scope of the indemnification provisions contained in sections 17 and 18, County and City shall maintain, at their sole expense, insurance policies or self-insurance programs including, but not limited to, an insurance pooling arrangement and/or Joint Powers Agreement sufficient to fund their respective liabilities hereunder throughout the term of this Agreement. Coverage shall be provided for comprehensive general liability, automobile liability, professional liability, and workers’ compensation.

20. Neither Party shall assign, transfer, or sub-contract this Agreement, nor any of its respective rights or duties hereunder without the written consent of the other Party. 20 AGENDA ITEM NO. 3.

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28 21. This Agreement shall become effective immediately upon execution and shall expire two (2) years after execution, provided, however, that its term may be extended by a maximum of two (2) additional one-year terms, upon mutual written consent of the City Engineer and County Director. This Agreement may be executed in one or more counterparts, each of which when executed will be deemed to constitute one and the same instrument and agreement.

22. The provisions of this Agreement are severable. The invalidity or unenforceability of any one provision of this Agreement shall not affect the other provisions.

23. This Agreement may be modified only by written instrument executed by duly authorized representatives of both City and County.

24. Each Party acknowledges that it has read and fully understands the contents of this Agreement and represents that this constitutes the entire Agreement between City and County with respect to the subject matter contained herein and that this Agreement supersedes all prior negotiations, representations, or agreements, either written or oral. [Signatures on following page.]
21 AGENDA ITEM NO. 3.

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28 IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year first herein above written.

CITY OF CLOVIS:

BY:________________________________

ANDREW HAUSSLER, CITY MANAGER

ATTEST:

BY:________________________________

BRIANA PARRA, CITY CLERK

REVIEWED & RECOMMENDED FOR
APPROVAL:

BY:________________________________

THAD AVERY, CITY ENGINEER

APPROVED AS TO LEGAL FORM

CITY ATTORNEY

BY:________________________________

SCOTT G. CROSS, CITY ATTORNEY

Fund: 0010
Subclass: 11000
Org: 4510
Account: 4985
Program/Memo: 00142

COUNTY OF FRESNO

BY:_______________________________

BUDDY MENDES , CHAIRMAN OF THE

BOARD OF SUPERVISORS OF THE

COUNTY OF FRESNO

ATTEST:

BY:________________________________
BERNICE E. SEIDEL, CLERK TO THE

BOARD OF SUPERVISORS

COUNTY OF FRESNO
22 AGENDA ITEM NO. 3.

TO: Mayor and City Council
FROM: Public Utilities Department
DATE: February 18, 2025
SUBJECT: Public Utilities – Approval – Award Consulting Services Contract to AECOM Technical Services, Inc. to Develop a Zero -Emission Vehicle Transition Plan in the Amount of $121,349; Authorize the City Manager to Execute the Contract on Behalf of the City; and Approval – Res. 25- ___, Amending the 2024-2025 Fleet Budget to Allocate Fun ds for the Project.

ATTACHMENTS: 1. Resolution

2. Consultant Service Agreement

RECOMMENDATION

1. For the City Council to award a consulting services contract to AECOM Technical Services, Inc. to develop a Zero-Emission Vehicle Transition Plan in the amount of $121,349; and

2. For the City Council to authorize the City Manager to execute the agreement on behalf of the City; and

3. For the City Council to approve a resolution amending the 20 24-2025 Fleet Budget for the Public Utilities Department to allocate funds for the project.

EXECUTIVE SUMMARY
Staff is recommending that City Council authorize the City Manager to execute a contract with AECOM Technical Services , Inc. (AECOM) in the amount of $121,349, based on a review of proposals received in response to a Request for Proposals (RFP) posted April 16, 2024 . The RFP requested proposals from qualified firms with experience in developing zero -emission vehicle transition plans for municipalities and with fleet electrification experience.

The scope of work will be to provide a plan to transition the City’s fleet to zero -emission alternative fuel vehicles to mee t the requirement of California Air Resources Board (CARB) Advanced Clean Fleets (ACF) regulation. The consultant will provide a transition plan that outlines a strategy that includes prioritization of vehicles and vehicle types for conversion to zero-emission considering factors such as availability, safety, cost, operational challenges, 23 AGENDA ITEM NO. 4.
reliability of technology, or other identifi ed reasons. The implementation strategies will also outline a phased approach to fueling and ways for the City to evaluate and adjust technology as the industry improves and grows.

BACKGROUND
On April 28, 2023, the California Air Resources Board (CARB) formally adopted the Advanced Clean Fleets (ACF) regulation, which requires a shift away from conventional vehicles to zero- emission vehicles (ZEV) for state and local fleets for medium - and heavy-duty fleet vehic les starting in 2024. CARB’s A dvanced Clean Fleets regulation establishes requirements to purchase a specified percentage of zero-emission vehicles (ZEV) as part of agency new vehicle purchases.

City staff released a Request for Proposals (RFP) on April 16, 2024, seeking qualified consultants to provide a plan to transition the City’s fleet to zero -emission alternative fuel vehicles. The City received eight proposals in response to the RFP.

The following companies submitted a proposal:

1. AECOM

2. NV5

3. APTIM

4. TRC Environmental Corporation

5. Energetics – CLEAResults Energy Sustainability Consulting

6. Mercury Associates, Inc.

7. Ron Turley Associates (RTA)

8. Frontier Energy, Inc.

A review committee was assembled to evaluate each of the proposals in accordance with the guidelines set forth in the RFP. The committee found that all proposals were responsive and that the proposers were qualified to perform the requested work. Interviews were scheduled with the respondents on September 18, 20, and 26, 2024. The review committee interviewed seven of the consultants. Frontier Energy, Inc. , withdrew from the RFP process. Based on the criteria outlined in the RFP, the committee deemed AECOM to be the most qualified consultant to perform the work.

FISCAL IMPACT
The Budget Amendment is needed to financially account for the additional expenditures in the 2024-2025 Fleet Budget. The budget amendment will be allocated in the Fleet fund with most, if not all, expenditures passed through to the Enterprise funds. The bulk of work for the ZEV transition plan is for the Public Utilities Department operation and maintenance sections. Police and Fire will be minimally addressed in the transition plan because safety service is exempt from the law. Transit has developed their own plan.

REASON FOR RECOMMENDATION
AECOM Technical Services was selected through an RFP process and was determined by City staff to be the most responsive proposer. Authorization for awarding this project will allow staff to work with the consultant on a strategy to transition the City’s fleet to zero-emission alternative 24 AGENDA ITEM NO. 4.
fuel vehicles to meet the requirement of California Air Resources Board (CARB) Advanced Clean Fleets (ACF) regulation. This will enable staff to plan and budget for zero -emission alternative fuel vehicles.

ACTIONS FOLLOWING APPROVAL

1. The City Manager will execute a contract with AECOM Technical Services; and

2. Additional funds will be appropriated in the 2024-2025 Fleet Budget.

CONFLICT OF INTEREST
None.

Prepared by: Sarai Yanovsky, Supervising Civil Engineer

Reviewed by: City Manager AH

25 AGENDA ITEM NO. 4.

ATTACHMENT 1
RESOLUTION 25-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CLOVIS

APPROVING AN AMENDMENT TO THE ANNUAL BUDGET
FOR FISCAL YEAR 2024-2025

WHEREAS, the City Council adopted the 2024-2025 Budget on June 10, 2024; and

WHEREAS, the City Council is amending the 202 4-2025 Budget to include additional expenditures in the Fleet Maintenance Budget to fund the development of a Zero -Emission Vehicle Transition Plan; and

WHEREAS, the expenditures were not included in the 2024-2025 Budget.

NOW, THEREFORE, BE IT RESOLVED , that the City of Clovis approves the budget amendment as shown in the “Summary of Expenditures by Department” and “Summary of Expenditures by Fund,” attached as Attachment A:

* * * * *

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Clovis held on February 18, 2025, by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:

______________________________ ______________________________ Mayor City Clerk

26 AGENDA ITEM NO. 4.

ATTACHMENT A

SUMMARY OF EXPENDITURES BY DEPARTMENT
Department
Public Utilities Department $75,000.00
Fleet Maintenance (75000-63301)

Total $75,000.00

SUMMARY OF EXPENDITURES BY FUND
Fund
Fleet Maintenance $75,000.00
Total $75,000.00

NET GENERAL FUND SUPPORT
Total $0

27 AGENDA ITEM NO. 4.

CITY OF CLOVIS

CONSULTANT SERVICE AGREEMENT
This Consultant Services Agreement ("Agreement") is entered into between the City of Clovis, a California general law city ("City") and AECOM Technical Services, Inc. ("Consultant") with respect to the following recitals, which are a substantive part of this Agreement. This Agreement shall be effective on ____________ ("Effective Date").

RECITALS
A. City desires to obtain professional consulting services for the preparation of a Zero Emissions Vehicle Transition Plan ("Services") more fully described in Exhibit A, and, if applicable, as further set forth in the proposal from Consultant attached as Exhibit B, which are incorporated herein by reference.

B. Consultant is engaged in the business of furnishing the Services and hereby warrants and represents that Consultant is qualified, experienced, and capable of performing the Services, and possesses any required licenses, certifications, security/bonding, and/or training necessary to perform the Services.

C. City desires to retain Consultant, and Consultant desires to provide the City with the Services, on the terms and conditions as set forth in this Agreement.

NOW, THEREFORE, in consideration of the promises and mutual agreements herein, City and Consultant agree as follows:

AGREEMENT

1. Scope of Services. Consultant shall perform the Services described in the Recitals and detailed in Exhibits A & B. Changes in the scope of Services, including the work performed and/or deliverables produced, shall be made in writing and particularly describe the changes in Services, including payment/costs and schedule/term, as applicable.

2. Priority and Conflicts; Exclusions. If the terms and requirements of this Agreement and/or Exhibit A conflict with Exhibit B, this Agreement and Exhibit A shall control. No contractual terms and/or conditions found in Exhibit B shall purport to waive, disclaim, or limit Consultant’s liability, indemnification obligations, warranties, damages for breach or delay, or any security, bonding, or insurance requirements, and any such provisions shall have no force or effect with respect to this Agreement and the Services performed by Consultant.

3. Term of Agreement; Commencement of Services; Schedule. Consultant shall begin performing the Services on __________________, unless otherwise instructed by City, and continue with the Services until satisfactorily completed, as determined by City. Consultant shall complete the Services not later than ________________ (“Completion Date”), unless extended beyond this date by mutual consent of the Parties.

This Agreement may be terminated prior to the Completion Date pursuant to Section 17 herein.

Consultant shall perform the Services according to the schedule set forth in Exhibits A and/or B, if applicable. If no schedule is set forth in Exhibits A and/or B, City and Consultant shall mutually agree on a schedule for performance of the Services and completion of any deliverables. The schedule shall be subject to modification based on the City’s operational needs. City will notify Consultant in advance of any modification to the schedule.

ATTACHMENT 2
28 AGENDA ITEM NO. 4.
2 4. Payment for Services. City shall pay Consultant for the Services performed pursuant to this Agreement according to the rate(s) stated in Exhibit A or in Consultant’s Proposal, which is set forth in Exhibit B, as applicable. The total amount paid by City to Consultant shall not exceed One Hundred Twenty-One Thousand, Three Hundred Forty-Nine dollars ($121,349.00).

The foregoing is inclusive of all labor, equipment, materials, costs and expenses, taxes, and overhead. City shall pay Consultant for Services satisfactorily performed pursuant to this Agreement. Consultant shall submit monthly invoices to City containing detailed billing information regarding the Services provided and unless otherwise specified in Exhibit A, City shall tender payment to Consultant within thirty (30) days after receipt of invoice.

5. Independent Contractor Status. Consultant and its subcontractors shall perform the Services as independent contractors and not as officers, employees, agents or volunteers of City. Consultant is engaged in an independently established trade, occupation, or business to perform the Services required by this Agreement and is hereby retained to perform work that is outside the usual course of City’s business.

Consultant is free from the control and direction of City in connection with the manner of performance of the work. Nothing contained in this Agreement shall be deemed to create any contractual relationship between City and Consultant's employees or subcontractors, nor shall anything contained in this Agreement be deemed to give any third party, including but not limited to Consultant's employees or subcontractors, any claim or right of action against City.

6. Consultant Representations; Standard of Care; Compliance with Law. Consultant represents that Consultant and any subcontractors utilized by Consultant are and will be qualified in the field for which Services are being provided under this Agreement and Consultant and any subcontractors are now, and will be throughout their performance of the Services under this Agreement, properly licensed, certified, secured/bonded, trained, and/or otherwise qualified and authorized to perform the Services required and contemplated by this Agreement, as may be required by law. Consultant and its subcontractors shall utilize the standard of care and skill customarily exercised by members of their profession, shall use reasonable diligence and best judgment while performing the Services, and shall comply with all applicable laws, regulations, and industry standards. Consultant shall comply with all Labor Code requirements for public works projects if applicable to Consultant’s work under this Agreement.

7. Identity of Subcontractors and Sub-Consultants. Consultant shall, before commencing any work under this Agreement, provide to City in writing: (a) the identity of all subcontractors and sub-consultants (collectively referred to as "subcontractors"), if any, Consultant intends to utilize in Consultant's performance of this Agreement; and (b) a detailed description of the full scope of work to be provided by such subcontractors. Consultant shall only employ subcontractors pre-approved by City and in no event shall Consultant replace an approved subcontractor without the advance written permission of City, with the understanding that City's permission will not be unreasonably withheld. Notwithstanding any other provisions in this Agreement, Consultant shall be liable to City for the performance of Consultant's subcontractors.

8. Subcontractor Provisions. Consultant shall include in its written agreements with its subcontractors, if any, provisions which: (a) impose upon the subcontractors the obligation to provide to City the same insurance and indemnity obligations that Consultant owes to City; (b) make clear that City intends to rely upon the reports, opinions, conclusions and other work product prepared and performed by subcontractors for Consultant; and (c) entitle City to impose upon subcontractors the assignment rights found elsewhere in this Agreement.
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3 9. Power to Act on Behalf of City. Consultant is not acting as an agent of City and shall not have any right, power, or authority to create any obligation, express or implied, or make representations on behalf of City except as may be expressly authorized in advance in writing from time to time by City and then only to the extent of such authorization.

10. Record Keeping; Reports. Consultant shall keep complete records showing the type of Services performed. Consultant shall be responsible and shall require its subcontractors to keep similar records. City shall be given reasonable access to the records of Consultant and its subcontractors for inspection and audit purposes. Consultant shall provide City with a working draft of all reports upon reasonable request by City and of all final reports prepared by Consultant under this Agreement.

11. Ownership and Inspection of Documents. All data, tests, reports, analyses, documents, records, conclusions, opinions, recommendations and other work product generated by or produced for Consultant or its subcontractors in connection with the Services, regardless of the medium, including physical drawings and materials recorded on computer discs or other electronic devices ("Work Product"), shall be and remain the property of City. City shall have the right to use, copy, modify, and reuse the Work Product as it sees fit.

Upon City's request, Consultant shall make available for inspection and copying all such Work Product and all Work product shall be turned over to City promptly at City's request or upon termination of this Agreement, whichever occurs first. Consultant shall not release any Work Product to third parties without prior written approval of City. This obligation shall survive termination of this Agreement and shall survive for four (4) years from the date of expiration or termination of this Agreement.

12. Confidentiality. All Work Product prepared and performed by and on behalf of Consultant in connection with the Services performed pursuant to this Agreement shall be kept confidential and shall be disclosed only to City, unless otherwise provided by law or expressly authorized by City. Consultant shall not disclose or permit the disclosure of any confidential information acquired during performance of the Services, except to its agents, employees and subcontractors who need such confidential information in order to properly perform their duties relative to this Agreement. Consultant shall also require its subcontractors to be bound to these confidentiality provisions.

13. City Name and Logo. Consultant shall not use City's name or insignia, photographs relating to the City projects or work for which Consultant's services are rendered, or any publicity pertaining to the Consultant's Services under this Agreement in any magazine, trade paper, newspaper, television or radio production, internet website, social media, or other similar medium without the prior written consent of City.

14. Conflicts of Interest. Consultant warrants that neither Consultant nor any of its employees have an improper interest, present or contemplated, in the Services which would affect Consultant’s or its employees’ performance of the Services and the Work Product produced. Consultant further warrants that neither Consultant nor any of its employees have real property, business interests or income that will be affected by the Services. Consultant covenants that no person having any such interest, whether an employee or subcontractor shall perform the Services under this Agreement. During the performance of the Services, Consultant shall not employ or retain the services of any person who is employed by the City or a member of any City Board or Commission.

15. Non-liability of Officers and Employees. No officer or employee of City shall be personally liable to Consultant, or any successors in interest, in the event of a default or breach by City for any amount which may become due Consultant or its successor, or for any breach of any obligation under the terms of this Agreement.
30 AGENDA ITEM NO. 4.
4 16. City Right to Employ Other Consultants. Unless Exhibit A specifically provides that the Services City seeks pursuant to this Agreement are exclusive to Consultant, this Agreement and performance of the Services are non-exclusive and City reserves the right to employ other consultants in connection with the Services while this Agreement is in effect.

17. Termination of Agreement. This Agreement shall terminate as provided in Section 3, unless terminated earlier pursuant to the following:
a. Termination by City: For Convenience. City may at its discretion terminate this Agreement for convenience and without cause upon fourteen (14) days prior written notice to Consultant. Upon receipt of a termination notice pursuant to this subsection, Consultant shall promptly discontinue all Services affected, unless the notice directs otherwise.
b. Termination by City or Consultant: For Cause. Either party may terminate this Agreement upon ten (10) days prior written notice to the other party of a material breach, and a failure within that time period to cure or commence reasonable steps to cure the breach. c. Compensation to Consultant Upon Termination. Consultant shall be paid compensation for Services satisfactorily performed prior to notice of termination. As to any phase partially performed but for which the applicable portion of Consultant's compensation has not become due, Consultant shall be paid the reasonable value of its Services provided. However, in no event shall such payment when added to any other payment due under the applicable part of the work exceed the total compensation of such part as specified Section 4. In the event of termination due to Consultant’s failure to perform in accordance with the terms of this Agreement through no fault of City, City may withhold an amount that would otherwise be payable as an offset to City's damages caused by such failure.
d. Effect of Termination. Upon termination of this Agreement, Consultant shall: (i) promptly discontinue all Services affected, unless the notice of termination directs otherwise; and (ii) deliver or otherwise make available to the City, without additional compensation, all Work Product and/or deliverables accumulated by the Consultant in performing this Agreement, whether completed or in process. Consultant may not refuse to provide such Work Product for any reason whatsoever.

18. Insurance. Consultant shall satisfy the insurance requirements set forth in Exhibit C.

19. Indemnity and Defense. Consultant hereby agrees to indemnify, defend and hold the City, its officials, officers, employees, agents, and volunteers harmless from and against all claims, demands, causes of action, actions, damages, losses, expenses, and other liabilities, (including without limitation reasonable attorney fees and costs of litigation) of every nature arising out of or in connection with the alleged or actual acts, errors, omissions or negligence of Consultant or its subcontractors relating to the performance of Services described herein to the fullest extent permitted by law, unless the injuries or damages are the result of City's sole negligence or willful misconduct, subject to any limitations imposed by law. Consultant and City agree that said indemnity and defense obligations shall survive the expiration or termination of this Agreement for any items specified herein that arose or occurred during the term of this Agreement.

20. Taxes. Consultant agrees to pay all taxes, licenses, and fees levied or assessed by any governmental agency on Consultant incident to the performance of Services under this Agreement, and unemployment and workers’ compensation insurance, social security, or any other taxes upon the wages of Consultant, its employees, agents, and representatives. Consultant agrees to obtain and renew an annual business tax certificate from City and pay the applicable annual business registration tax to City during the term of this Agreement.
31 AGENDA ITEM NO. 4.
5 21. Assignment. Neither this Agreement nor any duties or obligations hereunder shall be assignable by Consultant without the prior written consent of City. In the event of an assignment to which City has consented, the assignee shall agree in writing to personally assume and perform the covenants, obligations, and agreements herein contained. In addition, Consultant shall not assign the payment of any monies due Consultant from City under the terms of this Agreement to any other individual, corporation or entity. City retains the right to pay any and all monies due Consultant directly to Consultant.

22. Form and Service of Notices. Any and all notices or other communications required or permitted by this Agreement or by law to be delivered to, served upon, or given to either party to this Agreement by the other party shall be in writing and shall be deemed properly delivered, served or given by one of the following methods:
a. Personally delivered to the party to whom it is directed. Service shall be deemed the date of delivery.
b. Delivered by e-mail to a known address of the party to whom it is directed provided the e- mail is accompanied by an acknowledgment of receipt by the other party. Service shall be deemed the date of acknowledgement.
c. Delivery by a reliable overnight delivery service, ex., Federal Express, receipted, addressed to the addressees set forth below the signatories to this Agreement. Service shall be deemed the date of delivery.
d. Delivery by deposit in the United States mail, first class, postage prepaid. Service shall be deemed delivered ninety-six (96) hours after deposit.

23. Entire Agreement. This Agreement, including the Exhibits and any other attachments, represents the entire Agreement between City and Consultant and supersedes all prior negotiations, representations or agreements, either written or oral with respect to the subject matter herein. This Agreement may be amended only by written instrument signed by both City and Consultant.

24. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective successors and assigns.

25. Authority. The signatories to this Agreement warrant and represent that they have the legal right, power, and authority to execute this Agreement and bind their respective entities. Evidence of Consultant’s authority is attached as Exhibit D.

26. Severability. In the event any term or provision of this Agreement is declared to be invalid or illegal for any reason, this Agreement will remain in full force and effect and will be interpreted as though such invalid or illegal provision were not a part of this Agreement. The remaining provisions will be construed to preserve the intent and purpose of this Agreement and the parties will negotiate in good faith to modify any invalidated provisions to preserve each party’s anticipated benefits.

27. Applicable Law and Interpretation and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. The language of all parts of this Agreement shall, in all cases, be construed as a whole, according to its fair meaning, and not strictly for or against either party. This Agreement is entered into by City and Consultant in the County of Fresno, California. Consultant shall perform the Services required under this Agreement in the County of Fresno, California. Thus, in the event of litigation, venue shall only lie with the appropriate state or federal court in Fresno County. 32 AGENDA ITEM NO. 4.
6 28. Amendments and Waiver. This Agreement shall not be modified or amended in any way, and no provision shall be waived, except in writing signed by the parties hereto. No waiver of any provision of this Agreement shall be deemed, or shall constitute, a waiver of any other provision, whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. Failure of either party to enforce any provision of this Agreement shall not constitute a waiver of the right to compel enforcement of the remaining provisions of this Agreement.

29. Third Party Beneficiaries. Nothing in this Agreement shall be construed to confer any rights upon any party not a signatory to this Agreement.

30. Execution in Counterparts. This Agreement may be executed in counterparts such that the signatures may appear on separate signature pages. A copy or an original, with all signatures appended together, shall be deemed a fully executed Agreement.

31. Alternative Dispute Resolution. If a dispute arises out of or relating to this Agreement, or the alleged breach thereof, and if said dispute cannot be settled through negotiation, the parties agree first to try in good faith to settle the dispute by non-binding mediation before resorting to litigation. The mediator shall be mutually selected by the parties, but in case of disagreement, the mediator shall be selected by lot from among two nominations provided by each party. All costs and fees required by the mediator shall be split equally by the parties, otherwise each party shall bear its own costs of mediation. If mediation fails to resolve the dispute within thirty (30) days, either party may pursue litigation to resolve the dispute.

Demand for mediation shall be in writing and delivered to the other party to this Agreement.

A demand for mediation shall be made within reasonable time after the claim, dispute or other matter in question has arisen. In no event shall the demand for mediation be made after the date when institution of legal or equitable proceedings based on such a claim, dispute or other matter in question would be barred by California statues of limitations.

32. Non-Discrimination. Consultant shall not discriminate on the basis of any protected class under federal or State law in the provision of the Services or with respect to any Consultant employees or applicants for employment. Consultant shall ensure that any subcontractors are bound to this provision. A protected class, includes, but is not necessarily limited to race, color, national origin, ancestry, religion, age, sex, sexual orientation, marital status, and disability.

33. Performance Requirements. Notwithstanding, and in addition to the provisions of, Section 17 of this Agreement, if the Services performed hereunder are not in conformity with the requirements of this Agreement and other pertinent documents, City shall have the right to require Consultant to correct the work in conformity with the requirements of this Agreement at no additional increase in the payment to Consultant. Consultant shall promptly correct the work rejected by City for failing to conform to the requirements of the Agreement. Remedy for non-compliance or non-performance shall commence within 24 hours of notice. City shall also have the right to require Consultant to take all necessary steps to ensure future performance of the Services in conformity with the requirements of this Agreement. In the event Consultant fails to correct the work or fails to take necessary steps to ensure future performance of the Services in conformity with the requirements of this Agreement, City shall have the right to immediately terminate this Agreement for default.
33 AGENDA ITEM NO. 4.
7 Now, therefore, the City and Consultant have executed this Agreement on the date(s) set forth below.

CONSULTANT CITY OF CLOVIS
By: ________________________________ By: ______________________________ William S. Haas, Vice President Andy Haussler, City Manager Date: __________________ Date: ______________________
Party Identification and Contact Information:

Consultant City of Clovis
AECOM Technical Services, Inc Public Utilities Department Attn: Ashley Paulsworth Attn: Sarai Yanovsky
Senior Program Manager, Energy Services Supervising Civil Engineer 8050 N. Palm Ave 155 N. Sunnyside Ave
Fresno, CA 933711 Clovis, CA 93611
[email protected] [email protected]

ATTEST
__________________________________
Briana Parra, City Clerk

APPROVED AS TO FORM
Scott G. Cross, City Attorney
__________________________________
Briana Parra, City Clerk
1 (484) 794-0355 559-324-2662
34 AGENDA ITEM NO. 4.
8 EXHIBIT A

DESCRIPTION OF SERVICES

SCOPE OF SERVICES
Phase 1:

The work for this phase includes all work by the consultant to develop a Zero Emissions Fleet Transition Plan, outlining how the City of Clovis will successfully transition the City’s fleet to ZEVs and obtain and maintain compliance with CARB’s ACF and to make plans for the future as the industry shifts to comply with CARB’s Advanced Clean Cars II regulation.

TASK 1.1: PROJECT MANAGEMENT
This task includes all work by the consultant to effectively manage the scope, cost, and schedule of the Project. This may include but is not limited to the following activities and deliverables identified below:

A. Contract Administration:

1. Prepare and submit monthly progress reports and invoices.

2. Prepare and submit invoices accompanied with backup support at project milestones or as negotiated within the contract in conformation with Sample Contract. At a minimum, all invoices shall include the hours worked on the project by scope of work task, the estimated remaining budget for each scope of work task, the percent complete for each scope of work task, and a brief description of the work completed during the billing period. Each invoice shall include a summary of the project as a whole, and the budget expended and percent complete for all tasks included in the scope of work.

B. Project Control:

1. Prepare a schedule and submit an updated electronic file schedule on a quarterly or as-needed basis.

2. Maintain project records.

C. Project Communication

1. Prepare and submit correspondence and memos, including meeting minutes.

2. Support in providing materials as may be requested for meetings including but not limited to: City presentations, Technical Advisory Committees, and other stakeholders. The City of Clovis will issue the request for materials and obtain Consultant’s approval on prior to commencing work. Additional funding may be requested prior to development of the materials based on level of effort needed.
35 AGENDA ITEM NO. 4.
9 D. Project Meetings:

1. Initiate and conduct monthly Project Development Team meetings (first to begin two (2) months from the City issuing a Notice to Proceed [“NTP”] to the consultant.)

2. Project Kickoff and Data Collection and Review. The consultant shall provide a request for information matrix detailing potential data needs two weeks prior to the project kickoff meeting (as the schedule allows). During the kickoff meeting, it is anticipated that City staff will have either obtained the necessary information or provide a status update by the Kickoff Meeting to enable the consulting team to move forward.

The Kickoff Meeting shall consist of the required key personnel to establish positive direction for the project. The consultant shall provide City staff a list of desired personnel categories to attend the Kickoff Meeting. Meeting minutes from the Kickoff Meeting shall be documented and submitted to City staff for review and approval.

3. Monthly coordination meetings.

Consultant Deliverables:
 Prepare and submit monthly progress reports and invoices  Prepare a schedule that will be updated on a quarterly basis  Prepare meeting communications such as agendas and meeting minutes  Hold a kickoff meeting and regular biweekly check-in meetings  Issue a Request for Information to gather data to conduct the fleet assessment Assumptions
 Meetings are held virtually. Typically meetings will consist of a 30 minute biweekly meeting and 1 Consultant’s team member, the Project Manager. The Project Manager will determine whether other Consultant’s members need to be in attendance,
 The project team meets on a monthly or biweekly basis to review progress, share data needs, and discuss approach
 The City of Clovis supports the Consultant in identifying and providing data per the proposed schedule
 Presentation will be 1.5 hours long and attended by up to 3 Consultant’s team members and one member of the sub-consultant’s team. Meeting will be virtual.

TASK 1.2: INVENTORY AND ASSESSMENT OF THE CITY’S FLEET:

The consultant will perform an inventory and assessment of the City’s fleet to establish a baseline condition for the transition to ZEV and fueling.

A. Data Assessment:
36 AGENDA ITEM NO. 4.
10 a. Organize and evaluate data provided by the City.

B. Conduct stakeholder engagement meetings to understand fleet operation characteristics and identifying potential vehicles that may be underutilized or oversized.

C. Consultant Preferred Software:
a. Upload data on the existing fleet to the Consultant’s preferred software to evaluate existing conditions
Consultant Deliverables:
• Inventory and Assessment of the City’s Fleet presentation, and summary file of existing fleet conditions (Excel). The City will be able to provide one (1) round of feedback on the Inventory and Assessment of City’s Fleet presentation within

1.5 weeks of issuing.

Assumptions
• Data will be complete and up to date on the City’s feet including: Vehicle type; Model year; Mileage; Location where domiciled. Assumptions we be reviewed and agreed to with the City, as necessary.
• One (1) round of feedback on the Inventory and Assessment of City’s Fleet memorandum within 1.5 weeks of issuing. Edits will be incorporated into the final report.
• Presentation will be 1.5 hours long and attended by up to 3 Consultant’s team members and one member of the sub-consultant’s team. Meeting will be virtual.

TASK 1.3: TRANSITION SCENARIOS, AVAILABLE ALTERNATIVE ZEV REVIEW, AND INFRASTRUCTURE NEEDS ASSESSMENT:

The consultant will review currently available and soon to be available ZEVs to replace vehicle types used by the City. Based on the review, the consultant will provide two transition scenarios for the City to transition to a Zero Emission Fleet.

This review and the proposed transition plans shall include:
a. An outline of available ZEV alternatives for vehicle types and classes utilized in the City fleet. The review shall also specify vehicle types and classes where ZEV’s are not available or viable.
b. Cost of zero-emission vehicles, including upfront and lifecycle costs. c. Cost benefit analysis of the conversion to zero-emission vehicles for the different classes of vehicles and types of vehicles.
d. Identification and high-level discussion of vehicle classes and vehicle types that are the least viable for conversion to zero-emission considering factors such as availability, safety, cost, operational challenges, reliability of technology, or other identified reasons.
37 AGENDA ITEM NO. 4.
11 e. Prioritization of vehicle classes and vehicle types for conversion to zero- emission considering factors such as availability, safety, cost, operational challenges, reliability of technology, or other identified reasons. f. Evaluate ZEV transition scenarios to achieve CARB targets using the consultant’s preferred software (2 scenarios). The Consultant will work with the City to align on the desired scenario descriptions. g. Each pathway will estimate the life-cycle cost estimates and emissions savings of converting to ZEVs
h. Transition Pathways shall include proposed charging and estimated fueling (electrical demand) required.

Consultant Deliverables:
• Available Alternative ZEV Review presentation, summary file of the results of each transition scenario (Excel), and transition scenario/pathway options including replacement schedule, recommended fueling (chargers and estimated electrical demand).
• The City will be able to provide one (1) round of feedback on the Transition Scenarios and Available ZEV Alternatives presentation within 1.5 weeks of issuing.

Assumptions
• One (1) round of feedback on the Available Alternative ZEV Review presentation within 1.5 weeks of issuing.
• 2 transition scenarios will be evaluated.
• The City of Clovis will provide information on electrical capacity at one site to be assessed charging station specificity.
• Presentation will be 1.5 hours long and attended by up to 3 Consultant’s team members and one member of the sub-consultant’s team.

TASK 1.4: PHASE 1: ZERO EMISSION FLEET TRANSITION PLAN:

Prepare a recommended phasing and ZEV transition strategy utilizing input given from City staff. The strategies shall include prioritization of vehicles and vehicle types for conversion to zero-emission considering factors such as availability, safety, cost, operational challenges, reliability of technology, or other identified reasons. The implementation strategies shall also outline a phased approach to fueling, and ways for the City to evaluate and adjust as technology as the industry improves and grows. The Phase 1: Zero Emissions Fleet Transition Plan shall also compile and include all the work from Task 1.2:

Inventory and Assessment of the City’s Fleet and Task 1.3: Transition Scenarios and Available alternative ZEV review,
Consultant Deliverables:
 Draft City of Clovis Zero Emissions Fleet Transition Plan. The City will be able to provide one (1) round of feedback on the report within 1.5 weeks of issuing.  Final City of Clovis Zero Emissions Fleet Transition Plan  Virtual City Council Presentation of the Final City of Clovis Zero Emissions Fleet 38 AGENDA ITEM NO. 4.
12 Transition Plan
 Six-month Consultant’s preferred software license (including training and support)  Submittals of final technical reports and drawings shall be provided electronically in PDF format, Microsoft Word format, and/or Microsoft Excel format, and AutoCAD format, as directed by City of Clovis. City of Clovis will require five (5) sets of hard copies for its use.
 The consultant shall assume a minimum review time of ten (10) working days for the City’s review of the following documents.

Key Assumptions
 One (1) round of feedback prior to finalization of the document, and one round of presentation to City Council within 2 weeks of issuing.  5 sets of hard copy documents provided of the final report delivered during the in- person presentation
 In person presentation to be attended by one member of the Consultant’s team.

SCHEDULE
(CONSULTANT WILL PROVIDE A DETAILED SCHEDULE)
39 AGENDA ITEM NO. 4.
13 COMPENSATION AND RATES
Consultant shall be compensated according to the following rates/fees:

Task Cost
Task 1.1: Project Management $14,198
Task 1.2: Inventory and
Assessment
$32,257
Task 1.3a: Transition Scenarios $26,650
Task 1.3b: Infrastructure Needs $19,030
Task 1.4: Zero Emission Fleet
Transition Plan
$29,214
Total $121,349

HOURLY RATES
40 AGENDA ITEM NO. 4.
14 EXHIBIT B

CONSULTANT PROPOSAL
41 AGENDA ITEM NO. 4.

PROPOSAL
Zero Emission
Vehicle Transition Plan
City of Clovis
January 6, 2025
(revised)
42 AGENDA ITEM NO. 4.

Table of
Contents
This document includes data that shall not be disclosed outside of this RFP response and shall not be duplicated, used, or disclosed – in whole or in part – for any purpose other than to evaluate this document. 01 Cover Letter/Executive Summary ..............................................................................................1 02 Project Team, Firm Profile, and Organization Chart ..........................................................3 Firm Profile ...................................................................................................................................................3 Project Team ................................................................................................................................................4 Organization Chart ................................................ ....................................................................................5 03 Scope of Work .......................................................................................................................................6 04 Work Approach .....................................................................................................................................8 Task 1.1 Project Management ...............................................................................................................8 Task 1.2 Inventory and Assessment of City’s Fleet ......................................................................9 Task 1.3 Transition Scenarios and Available Alternative ZEV Review and Infrastructure Needs Assessment .................................................................................... 11 Task 1.4 Zero Emission Fleet Transition Plan ............................................................................... 14 05 Experience ............................................................................................................................................15 06 Cost Proposal ......................................................................................................................................26 43 AGENDA ITEM NO. 4.
8050 N Palm Ave
Fresno, CA 93711
www.aecom.com
January 6 ,2025
Sarah Payne, Staff Analyst
City of Clovis
Public Utilities Department
155 N. Sunnyside,
Clovis, CA 93611
Request for Proposal – Zero Emissions Vehicle Transition Plan (revised) AECOM Technical Services, Inc. (AECOM) is pleased to provide the City of Clovis (City) with a proposal for a Zero Emissions Vehicle Transition Plan.

Transportation electrification is key to promoting a clean and healthy environment and improving public health by contributing to significant reductions in greenhouse gas emissions. AECOM applauds and is committed to supporting the City of Clovis in transitioning to a ZEV fleet in an effective and responsible manner to align with state CARB targets. This work the City of Clovis is undertaking comes at an opportune time, as the State has set aside approximately $2.9 billion for electrification for the next four years. AECOM understands the need for the City of Clovis to meet California Air Resources Board (CARB) Advanced Clean Fleet (ACF) Zero Emission Vehicle mandates while building an Electric Vehicle charging infrastructure to support the 50 percent of new non-emergency EV vehicle procurement requirement that increases to 100% beginning in 2027.

Unparalleled Fleet Electrification and Implementation Experience, with a focus on California Ranked #1 in Transportation Design, Environment Science, General Building, and Construction Management / Program Management by Engineering News-Record, AECOM has become a recognized leader in the planning, design, engineering, and management of transportation electrification projects - including fleet electrification and regional EV master planning – with work on more than 100 projects consisting of over 100+ individual facilities around the world.

We are also engaged in the Greater Central and Southern California area, providing services across the Cities & Counties and their agencies including Department of Water and Power, County Department of Public Works, Department of Transportation, Unified School District, Community College District, County Sanitation District, Port of Los Angeles, Port of Long Beach, and many more.

Key members of our team are also supporting LA28 with master planning and energy studies. We will bring the local knowledge and expertise from the project experience with these agencies to facilitate our transportation electrification work with the City.

Deep Commitment to City of Clovis’s Energy Transition
AECOM understands the goals, requirements, and constraints of building a fleet transition program for the City through various infrastructure projects executed for the broader Fresno County. We have strong relationships within Fresno County and its stakeholders. AECOM has local presence with an office in Fresno at 1360 E. Spruce Avenue (less than 5 miles from the City of Clovis’s office) to further strengthen our relationship with the City.

We are already familiar with some specifics of local electrification priorities and needs through our recent work on the Fresno County EV Readiness Plan and the Grid Analysis Study conducted for Fresno County Rural Transit Agency (FCRTA). Additionally, we are also familiar with the City of Fresno’s infrastructure through our work on current grid capacity in supporting future electrification options and EV charging infrastructure in the county. For this work, we are engaging team members that have worked on these prior projects to ensure continuity as well as bringing in new partners and subject matter experts to support the unique components of this assignment. Over the years, our team has cultivated a deep commitment to the Fresno community and an appreciation for the innovative work of this unique locale.

AECOM is not only uniquely positioned to deliver this work from a technical perspective, but we will also bring unique digital modeling and visualization through our BetterFleet Plan software. The tool utilizes information on the City’s fleet to identify zero emission vehicle alternatives currently on the market that can meet their unique duty cycle. Through using this tool, we will enable our team to deliver comprehensive and holistic fleet scenario planning for Clovis that will support cost-effective, feasible implementation, and fleet transition that aligns with California Air Resources Board requirements. 44 AGENDA ITEM NO. 4.

January 6, 2025
2 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Hydrogen Assessments
AECOM is also a global leader in Hydrogen project design, development, and implementation. We are active in over 500+ hydrogen projects around the globe, delivering projects across the hydrogen value chain: production, distribution, storage, fuel dispensing and other areas. We can bring to the City of Clovis, unparalleled global expertise to your hydrogen assessments. In addition, as part of training and development of your staff, we can also offer a comprehensive hydrogen training program unique to the industry- empowering your staff to better understand hydrogen opportunities for Clovis and Fresno County.

Experienced, Committed and Multi-Disciplinary Project Team, with Depth of Resources Digital Acceleration Partner
To further accelerate delivery while providing comprehensive assessments, AECOM has partnered with Evenergi whose digital tools will enable data visualization and optimization to elevate the outcomes of this project. Evenergi is currently working with fleets throughout California and have a firm understanding of CARB’s regulations.

AECOM will lead the development of all project deliverables but will leverage Evenergi teams and BetterFleet software to enable our team to deliver comprehensive and holistic scenario planning for the City of Clovis that will support a cost-effective, feasible implementation, and fleet transition.

AECOM Project Management Team
The AECOM team will be led by Ashley Paulsworth who has extensive experience working on electrification projects through her role as Sustainability Manager at Monterey County. Ashley and the team are excited to apply their experience to this project and work with the City of Clovis to develop an effective, sustainable fleet transition strategy. Dr. Dana Al-Qadi, D.Eng, PE will serve as the Project Director. She has nationwide electrification experience and supported both of our previous efforts in Fresno.

AECOM appreciates the opportunity to support the City of Clovis by providing a Zero Emissions Vehicle Transition Planning proposal to work towards the City’s goal of achieving a hybrid and/or EV fleet. If you have questions regarding this proposal, please reach out to Ashley at the contact information below. Bob Turley is authorized to discuss and/or enter into negotiations with the City with respect to this proposal.

Sincerely,
Our team includes
transportation
electrification experts
from AECOM’s energy
practice, and our
partners, Evenergi.

Bob Turley, PE
Vice President, Energy
D 510.874.3212
[email protected]
Ashley Paulsworth
Senior Program Manager, Energy
D 484.794.0355
[email protected]
This proposal remains valid for 90 days running days from the date of issuance and thereafter until AECOM withdraws it, or the contract is executed, or the procurement is terminated by the Vallejo Flood and Wastewater District, whichever occurs first. 45 AGENDA ITEM NO. 4.

January 6, 2025
3 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Firm Profile
AECOM is a fully integrated professional and technical services firm positioned to design, build, finance and operate infrastructure assets around the world for public- and private-sector clients. We are a leader in all of the key markets that we serve — including energy, transportation, facilities, environmental, oil and gas, water, and building design and construction. A Fortune 500 firm, AECOM companies have an annual revenue of approximately US $13.1 billion.

What differentiates us from others is the collaborative way we work globally and deliver locally. A trusted partner to our clients, we draw together teams of engineers, planners, architects, landscape architects, environmental specialists, economists, scientists, and program managers—all dedicated to finding the most innovative and appropriate solutions and improving the quality of life for those affected by each project.

AECOM ENERGY SERVICES

ELECTRIC VEHICLE SERVICES
− Grid impact modeling and forecasting
− Infrastructure design, engineering, and project
management
− Incentive program design and implementation
− Connected community support and engagement
− Rate design and analysis
− EV program management
− Environmental analysis
− Economic analysis
− EV fleet conversion strategy development
− EV fleet energy modeling
− Facility siting
− Facility design and retrofit design
− Charging as a Service
− EV Adoption Forecasting
− EV Charging Infrastructure Siting

ENERGY PLANNING
− Energy and Sustainability Master Planning
− Energy Benchmarking
− Energy Bill and Rate Analysis
− Energy Engineering and Modeling (Technical
and Financial)
− Strategic and Enterprise Energy Management

ENERGY GENERATION
− Renewables
− Central Energy Plants / Shared Energy Systems
− Combined Heat and Power
− District Energy
− Heat Reclamation
− Thermal Exchange

SMART ENERGY
− Microgrids
− Electric Vehicle Infrastructure
− Smart Lighting Networks
− Disaggregated Sensing and Internet of Things
− Energy Storage
− Energy Security and Resiliency
− Smart Buildings/High Performance Buildings
Section 2. Project Team, Firm Profile, and
Organization Chart
46 AGENDA ITEM NO. 4.

January 6, 2025
4 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Project Team
AECOM is a global leader in providing energy consulting services to government and public agencies, non-profit organizations, and utilities while also having a deep understanding of transportation and how new policy is driving partnerships as the state moves towards zero carbon emissions.

AECOM’s approach connects personnel expertise with local perspectives, bringing together the right disciplines and resources to deliver innovative solutions for our clients and communities. We understand the importance of speed and flexibility and have both the experience and workforce to quickly mobilize appropriate resources to keep tasks on-time and within budget. Our success in managing similar on-call programs is due, in large part, to establishing clear lines of communication and responsibility.

Our partner Evenergi supports clients in various sectors to plan, implement and manage zero-emission transportation fleets and networks. Their experienced staff compliments and brings added value to our team in modeling and planning toward zero-emission fleets with cost-effective transition plans.

Founded in 2016, Evenergi is one of the world’s foremost zero emissions fleet transition management companies, having worked with over 200 municipalities on their fleet transition plans with diverse use cases. For example, they are currently leading the largest fleet transition plan in the Southern Hemisphere, a 20,000-vehicle transition plan for the Australian government.

In the U.S., AECOM is currently working alongside Evenergi, with Duke Energy on their 15,000 mixed vehicle transition plan, and with the Ann Arbor Area Transportation Authority and King County Metro on their zero emission bus transitions. Their key capabilities relevant to this program include:
− Bringing together extensive knowledge of vehicle and fleet electrification with energy and grid expertise, providing holistic and evidence-based solutions for clients in
straightforward language
− Detailed and scientific peer reviewed data and process -their numbers are the most trusted in the industry
− Automated platforms accelerate the ability to iterate outcomes after customer feedback without additional cost
− Broad connections through EV industry – OEMs, equipment suppliers and utilities
− Deep understanding of municipal operations and the impacts Zero Emission Vehicles have to ‘business as usual’
Evenergi has built software and capabilities to solve these problems in a way that is completely agnostic to technologies or vendors. Their BetterFleet™ and VEMO platforms are the most respected in the industry; with unbiased advice that is focused on the specific political, technical, social, environmental, and economic factors for each client.
47 AGENDA ITEM NO. 4.

January 6, 2025
5 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Organization Chart
Figure 1. Organization Chart
Zero Emission Fleet
Transition Plan
Brendan Connelly

PROJECT MANAGER
Ashley Paulsworth

PROJECT DIRECTOR
Dana Al-Qadi, D.Eng, PE
Cost Analsyis
Funding and Finance
Mechanisms and Strategies
Erin Falvey, PE
ZE Fueling Assessment
Needs Assessment and
Gap Analysis
Ross Krupni k, PE, CEM
Fleet Invetory and Assessment
Alternative Zero Emission
Vehicle Review
Mehrsa Kha leghi, PhD
Brian Putre, MB A, B.E.Sc.
(Evenergi)
To meet the specific goals and objectives of this work for the City, we have assembled a team of experts that reflects our nationwide experience and expertise in fleet electrification and transition.

Hemant Phadnis will serve as Project Manager and the point of contact for the City. He has more than 25 years of project management experience in technology, operations, and infrastructure for public and private sector clients. He will be responsible for the day-to-day project activities and lead the project team, allocate adequate resources, and monitor the project budget, schedule, and work scope on an ongoing basis. Hemant will be supported by Dr. Dana Al-Qadi, D.Eng, PE as Project Director.

The AECOM team brings experience and a comprehensive understanding of this project. Identified in our organizational chart are the technical leads for each of the tasks outlined in the RFP. Each identified lead has extensive experience in their assigned task and will be further supported by AECOM’s deep bench of technical expert and subject matter experts to ensure that all tasks are completed to the satisfaction of the City. In addition, we have included two sustainability and transportation decarbonization advisors who will bring cutting-edge perspectives and ensure deliverable quality.

All listed staff are AECOM unless otherwise noted. Resumes for our project team can be found in the Appendix B. 48 AGENDA ITEM NO. 4.

January 6, 2025
6 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Section 3. Scope of Work
AECOM’s team understands the project needs as set forth in this Request for Proposal. We also understand the goals and ambitions of the City of Clovis as part of the broader California mandate and regulations. Our team will adhere to these principles throughout this work. We understand that this work is taking place against the backdrop of an innovative state climate, with California releasing the world’s first plan to achieve net zero carbon pollution and the California Air Resources Board releasing various programs, such as Advanced Clean Fleets, to support the adoption of zero-emission vehicles. As such, the City’s fleet electrification transition plan is a critical component to achieve the overall net zero transportation vision of the state. The Scope of Work that will be completed for this project is as follows (please refer to Section 4 for additional information on our project approach).

Task 1.1. Project Management
▪ Prepare and submit monthly progress reports and invoices ▪ Prepare a detailed schedule that will be updated on a quarterly basis ▪ Prepare meeting communications such as agendas and meeting minutes ▪ Hold a kickoff meeting and regular monthly check-in meetings ▪ Issue a Request for Information to gather data to conduct the fleet assessment Task 1.2. Inventory and Assessment of the City’s Flee t ▪ Conduct stakeholder engagement meetings to understand fleet operation characteristics ▪ Upload data on the existing fleet to the BetterFleet Plan software to evaluate existing conditions ▪ Inventory and Assessment of the City’s Fleet presentation and summary file of existing fleet conditions (Excel).

Task 1.3. Transition Scenarios and Available Alternative ZEV Review and Infrastructure Needs Assessment ▪ Evaluate ZEV transition pathways to achieve CARB targets using the BetterFleet Plan software. Each pathway will estimate the life-cycle cost estimates and emissions savings of converting to ZEVs ▪ Available Alternative ZEV Review presentation and summary file of the results of each transition scenario (Excel) and transition scenario pathways options including a replacement schedule and recommended fueling (charger and estimated electrical demand).
▪ Evaluation of existing capacity at one City parking location utilizing existing information on the existing capacity of this site.

Task 1.4. Zero Emission Fleet Transition Plan
▪ Six-month BetterFleet Plan license
▪ Draft Plan that includes the culmination of the technical memorandum and City feedback ▪ PowerPoint presentation materials detailing Draft Plan ▪ Final Plan (PDF)
▪ In-person meeting to share Fleet Transition Plan
49 AGENDA ITEM NO. 4.

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7 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Project Schedule
Deliverables
City of Clovis Review
LEGEND
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99 1. Task 1.1 Project Kick-Off

2. Task 1.1 RFI Request

3. Task 1.2 Inventory and Assessment of the City’s Fleet

4. Task 1.3 Transition Scenarios and Available Alternative ZEV Review and Infrastructure Needs Assessment

5. Task 1.4 Zero Emission Fleet Transition Plan
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50 AGENDA ITEM NO. 4.

January 6, 2025
8 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Task 1.1: Project Management
Contract Administration
AECOM will prepare and submit monthly progress reports and invoices to the City of Clovis. The monthly reports will detail key accomplishments, risks and mitigations, budget and schedule updates (include percent complete by task), and upcoming areas of focus. Invoices shall include hours worked on the project by task, and remaining budget by task.

Project Controls
Working both directly with our clients and our partners, our experienced team establishes strategic and detailed schedules of work based on a sound understanding of the project delivery process, as well as key drivers and interaction with stakeholders.

Once the detailed baseline has been established and approved, AECOM can then monitor progress at all stages as well as simulation techniques to identify risks to the timely completion of the projects.

By combining this technical expertise with our extensive project experience, we are able to preempt likely risks and challenges to the project, allowing us to work with the client to mitigate these before they arise.

Project Meetings
Project Kick-off Meeting
Within 10 business days of the notice to proceed, AECOM will host a virtual kick-off meeting. This meeting will include members of the Clovis project management team and members of the AECOM team. The kick-off will be used to confirm the project goals, review the scope and schedule, and discuss data and informational needs through a Request for Information. The AECOM project team will also discuss technical issues and confirm City Staff / AECOM responsibilities with Clovis team.

Monthly Project Management Meetings
Project management check-ins will be held to provide project status updates, discuss ongoing workstreams, and resolve any issues arising throughout the execution of this project. We’ve found this frequency helps ensure the project schedule is able to be met.

Our team is proposing a monthly meeting cadence for consistent communication and project check-ins and have provided pricing accordingly.

Task 1.1 Assumptions
▪ Meetings are held virtually.
▪ The project team meets on a monthly basis to review progress, share data needs, and discuss approach. ▪ Meetings will be held for one hour with at least one AECOM team member, other relevant staff will be included as necessary. ▪ The City of Clovis supports AECOM in identifying and providing data per the proposed schedule.

Task 1.1 Deliverables
▪ Project Schedule
▪ Project Correspondence and Meeting Minutes
Section 4. Work Approach
51 AGENDA ITEM NO. 4.

January 6, 2025
9 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Task 1.2: Inventory and Assessment of the City’s Fleet
The assessment of decarbonization opportunities within the City of Clovis’s fleet relies on a strong understanding of existing fleet composition and operations. To begin, our team will prepare a comprehensive data request of all information we will need initially and throughout the following tasks. Our data requests includes, but is not limited to, the fleet inventory, vehicle specifications, fleet operations data, asset management data, and fuel card data. Telematics data is also ideal, if available, to provide the most accurate data around duty and usage. Where data is not available, we proceed using our default assumptions across the vehicle asset classes, but we request that Clovis provide data to the best of your ability as that will help ensure the resulting analysis is tailored to your unique asset use cases.

Our team will conduct an initial review of your data. We will ask clarifying questions during check-in meetings to better understand the datasets we are looking at and to minimize any misinterpretation. At this time, we will also seek your assistance with setting up virtual meetings with the appropriate departmental stakeholders involved with fleet operations, management, and procurement.

Typically, we plan for these meetings to take place approximately two weeks following receipt of data, which affords us time to first become familiar with your fleet composition and utilization. This is important so we can use our meeting time efficiently by asking pointed questions to dive into the operational nuances. Discussions with your fleet management stakeholders typically cover a variety of topics including but not limited to day-to-day vehicle operations, facilities and garaging, infrequent/special vehicle use cases, and asset management practices. These discussions, when combined with a review of data such as annual mileage and fuel consumption, will also help us identify vehicles that may be underutilized or oversized for current service. This will be an important consideration when evaluating how complementary strategies such as fleet right-sizing, motor pooling, and anti-idling might not only help reduce emissions, but help make the City’s transition to ZEVs more feasible.

Our cumulative learnings from stakeholder meetings, initial analysis of your data, and our industry knowledge and experience are all important considerations for understanding your existing fleet operations—a process that we refer to as a Fleet Dynamics assessment. The purpose of Fleet Dynamics is to provide a strong foundation upon which your fleet transition plan will later be built, and it will include the review of existing capital planning and replacement procedures, and a review of existing fleet size, greenhouse gas data, and fuel data, as requested in the RFP. We will set up your data in the BetterFleet Plan™ software platform, which is used to streamline the fleet assessment process in an automated fashion. Insights summarized in BetterFleet Plan at this stage include fleet composition, fleet average age and timing of vehicle replacements, fleet utilization, fleet emissions, and fuel efficiency, among other items. Importantly, we propose using our BetterFleet Plan software platform not only for the Fleet Dynamics assessment, but also for developing your fleet transition plan in a simple, flexible, accurate, and cost-effective way.

Heavy Commercial - Heavy Truck (3,500 - 4,500 KG) Heavy Commercial - Heavy Truck (4,500 - 8,000 KG) Heavy Commercial - Heavy Truck (8,000 - 11,000 KG) Heavy Commercial - Heavy Truck (11,000 - 16,000 KG) Heavy Commercial - Heavy Truck (>16,000 KG) Light Commercial - Cab Light Commercial - Van SUV Large
SUV Medium
1,852
ASSETS
52 AGENDA ITEM NO. 4.

January 6, 2025
10 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Figure 2. Sample Fleet Dynamics insights
We conclude the Fleet Dynamics assessment with a meeting with key stakeholders to walk through some of our key Fleet Dynamics observations and takeaways, as well as policy takeaways and implications for the City. Key observations will also indicate any opportunities to explore fleet right-sizing, site constraints, and financial incentives and funding. This meeting will be important not only as a status update on our progress but also as an opportunity for you to give us feedback on the analysis. In particular, if there is anything in our analysis that appears to be a misrepresentation of real-time operations, it will be important for us to correct at this step before running transition scenarios.

Task 1.2 Key Assumptions:
▪ Data will be complete and up to date on the City’s feet including: Vehicle type; Model year; Mileage; Location where domiciled. Assumptions we be reviewed and agreed to with the City, as necessary. ▪ One (1) round of feedback on the Inventory and Assessment of City’s Fleet presentation within 1.5 weeks of issuing. Edits will be incorporated into the final report.

Task 1.2 Deliverables:
▪ Inventory and Assessment of City’s Fleet presentation and summary file of existing fleet conditions in Excel that includes details on the current fleet’s mileage, parking locations, current operating costs, and planned retirement schedule. 53 AGENDA ITEM NO. 4.

January 6, 2025
11 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Table 1. ZEV Groupings and Availability
Transition Scenarios
To provide a comprehensive review of the ZEV market and Clovis’ forecasted needs, we will approach this task in two phases. The first phase will provide a market scan of the current ZEV market, technology on the horizon, and fit-for-purpose. The second phase will use our advanced fleet transition planning software–BetterFleet Plan–to develop and test transition scenarios.

ZEV Market Scan
Based on the fleet dynamics assessment as well as stakeholder meetings, we will develop the framework for a market scan by determining the important vehicle market segments of relevance for Clovis as well as parameters such as preference for certain makes and models, and/or procurement models. We will develop a slide deck that will provide key information on available ZEVs and upcoming ZEVs, such as:
▪ Purchase Price
▪ Life Cycle Costs (based on assumed mileage and operating and maintenance costs) ▪ Operating Range
▪ Battery Size
▪ Charging Specifications
▪ Level of Readiness or Viability for Clovis
▪ Others Requested by Clovis
We will limit our review to the types of vehicles most suitable for the City’s operations, as well as keeping in mind important policies that will shape the transition and technology options, such as the ACC II and ACF regulations. Examples of ZEVs currently available on the market based on our previous research is shown in Table 1 below.

ZE Grouping Existing Vehicles ZE Examples
Light-Duty Sedans Chevy – Cavelier, Cobalt, Equinox, Malibu, Spark Honda – Civic, Accord
T oyota – Camry
Chevy Bolt
Nissan Leaf
Kia EV6
Light-Duty T rucks/SUV Chevy – Colorado, T ahoe, T railblazer, T raverse Ford – Escape, Explorer, Ranger
GMC – Canyon, T errain
T oyota – Highlander
Ford F150 Lighting
Ford E-T ransit
GMC Hummer EV
Rivian R1S
Medium-Duty T ruck Chevy – 1500, 2500, 3500, Silverado, T ahoe Ford – F150, F250, F350, F450, F550, T ransit
GMC – 2500, Savanna, Sierra
Ford F150
Greenpower EV Star
US Hybrid eCargo
Heavy-Duty T ruck Freightliner - M2-112, 114SD, Bobtail Freightliner eM2, BYD 6F Mack LR Electric
Task 1.3 Transition Scenarios and Available Alternative ZEV Review and Infrastructure Needs Assessment
ZEV groupings and example vehicles are shown in Table 1; however, if additional ZEV groupings (or subcategories) are desired, those can also be easily added and will be confirmed early in the project to be used as a foundation throughout the remainder of the Master Plan. These groupings would also form the basis for the recommended Evs based on market availability and “state of technology” 54 AGENDA ITEM NO. 4.

January 6, 2025
12 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Transition Modeling
In this task, we will touch on several work items, including developing two transition scenarios, developing a vehicle-by-vehicle replacement framework, and estimating annual and total costs of ownership. This will be the most efficient means of addressing the City’s requirement for cost-benefit analysis of different classes and types of vehicles, and for an initial assessment of zero-emission transition viability and prioritization.

Our approach to Fleet Transition Planning is one that is largely carried out in BetterFleet Plan software and builds on our Fleet Dynamics assessment. This approach allows us to test different fleet transition scenarios in an effective, efficient, and accurate manner. Underpinning our software is a curated database of vehicle makes and models of varying asset classes and propulsion types that will be reviewed in the ZEV Market Scan, and the related charging and fueling infrastructure, along with ‘technology curves’ that represent appropriate assumptions for when particular makes and models (and battery energy densities) of EVs could be expected to become available. The technology curves also consider how vehicle capital costs, infrastructure capital costs, fuel costs, energy costs, and other operations and maintenance costs are expected to trend into the future, based on economist projections. Our database also contains the limited hydrogen-powered vehicles that are available. However, the premise is that the technological and economic climate will continue to evolve and is best captured in the modeling to the extent that we can forecast these impacts today.

1. First-pass fleet transition forecast. Building a “first- pass” fleet transition scenario is important to address any modeling anomalies early, which may arise if there
are limitations concerning the data and/or the underlying modeling assumptions that were not already evident (and addressed earlier). At this point, we will be in a position to ask any final clarifying questions on the data that we may have. The first-pass is also useful for reviewing preliminary Fleet Transition Plan outputs to identify what makes sense and what might not, and flag any assumptions that may
need a further review accordingly.

2. Confirm scenarios for modeling. We will work together with you to identify Fleet Transition Planning scenarios for modeling in BetterFleet Plan. Our typical approach
involves developing a more aggressive (technology
leadership) fleet transition timeline versus a more
conservative (cost-optimized) one. However, we can
differentiate scenarios by other means instead, and we’ll work with Clovis to evaluate the impact of compliance
with CARB regulations and milestone requirements.

3. Fleet Transition Planning for the identified scenarios.

After confirming the scenarios for modeling, we will build them in BetterFleet Plan. Whereas the purpose of the
first-pass forecast was to identify and address anomalies as soon as possible, these scenarios will be built out with accuracy and precision of the modeling front of mind.

Notably, a key advantage of BetterFleet Plan is that the platform can evaluate many different scenarios quickly, while accounting for a wide range of possibilities and
outcomes as they pertain to your day-to-day vehicle use cases and occasional/emergent and incremental needs,
so this step is not a time-consuming one, nor is it a cost driver.

4. Running optimizations around the scenarios. With
an initial run of the fleet transition forecasts for the identified scenarios, we seek opportunities to optimize each scenario in a way that best balances climate impact, total cost of ownership, and feasibility of transition. At this stage, we often run variants of each scenario to test sensitivity variables such as vehicle costs, infrastructure costs, electricity and demand prices. Crucially, we avoid modeling too many scenarios or accounting for too many
sensitivity variables, to avoid clouding the underlying messages that emerge as takeaways from the Fleet
Transition Planning exercise.

Once your data has been loaded into BetterFleet Plan, we can easily run different alternative propulsion transition scenarios and compare to the “business as usual” scenario of continued internal combustion engine (ICE) vehicle operation.

Our vehicle database matches your current fleet vehicles with the most compatible alternative propulsion vehicle replacement options given your vehicles’ specs and how it is utilized. For instances where alternative propulsion vehicle replacement options are not presently available, we can plan for an alternative propulsion vehicle replacement in the medium or long-term after the technology has further matured, and/or we can consider low-emission vehicles where those may be feasible. (Figure 3) Additional key outputs of the modeling include GHG emission estimates for different vehicle market segments and the different transition scenarios, accounting for well-to-wheel emissions, as shown in Figure 4.

A Closer Look at BetterFleet Plan Modeling
To provide appropriate Fleet Transition Planning tailored to Clovis’ unique context, our BetterFleet Plan modeling consists of the following steps:
55 AGENDA ITEM NO. 4.

January 6, 2025
13 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan At the conclusion of the above-noted steps, our team proposes to set up another meeting with the City to walk you through the findings from the Fleet Transition Planning process. During this meeting, we will not only show you what the results of the modeling are, but we will answer the “so what” by clarifying how best to interpret the results and what the outcomes mean for Clovis. This meeting acts as another important touch point to get your feedback on the progress. At this stage, we will also discuss approaches to identifying potential vehicles for CARB exemption, and we will summarize the cost-benefit of different classes and types of vehicles. We will also identify which subsets of your fleet are low-hanging fruit for transitioning to zero-emissions and which are not, with reference not only to the initial Fleet Transition Plan modeling results, but also considering factors including but not limited to reliability, market maturity, and operations and maintenance barriers.

Figure 4. Sample GHG Emission Estimates
Figure 3. Sample Alternative Propulsion Transition Scenarios 56 AGENDA ITEM NO. 4.

January 6, 2025
14 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Based on the modeled transition scenarios, we will identify a preferred pathway to achieving CARB requirements for medium- and heavy-duty vehicles, either through the model year pathway or the milestone pathway. The model year pathway requires that 50 percent of vehicle purchases are ZE beginning in 2024 and that 100 percent of vehicle purchases are zero-emission by 2027 (if equivalent vehicles are available). Alternatively, Clovis may elect to meet ZEV targets using the ZEV Milestones Option. The Milestones Options sets different targets for different vehicle classes, offering some flexibility in how to fulfill CARB’s requirements.

For light-duty vehicles, we will need to consider the impacts of the ACC II regulation that sees only ZEV light-duty vehicles as options starting in 2035. Taken together, the available alternative ZEV review, the transition modeling, the fueling and facilities review, the needs and gaps assessment, and the consideration of CARB regulations, will guide the development of a recommended transition scenario for Clovis’ fleet.

Zero Emission Fueling Assessment at One Site
To recommend specific ZEV fueling needs at one site, AECOM will first understand the existing building capacity available to support charging infrastructure by gathering data on the existing facilities. AECOM will determine the existing transformer capacity and historical building load based on existing data on electrical capacity that Clovis will provide. Based on the fleet transition plan and gathered information, AECOM will be able to determine the charger needs (charger type and quantity) and energy requirement profile for Clovis. With this information, Clovis can understand how many chargers can be without requiring a utility upgrade.

Task 1.3 Key Assumptions
▪ One (1) round of feedback on the Available Alternative ZEV Review presentation within 1.5 weeks of issuing. ▪ 2 transition scenarios will be evaluated.
▪ The City of Clovis will provide information on electrical capacity at one site to be assessed charging station specificity Task 1.3 Deliverables
▪ Available Alternative ZEV Review presentation and summary file of existing fleet conditions in Excel and transition scenario pathway options including an outline of all ZEV alternatives for the vehicle classes utilized by the city’s fleet including upfront cost and total cost of ownership, analysis of cost-benefit of the transition scenar io and recommended fueling (chargers and estimated electrical demand ) and emissions savings of each scenario.

Task 1.4 Zero Emission Fleet Transition Plan
In the final step, AECOM will integrate all analysis and findings into a Zero Emission Fleet Transition Plan. The document will utilize the modeling conducted on the City’s existing fleet to identify the potential vehicles that can be converted in the near-, medium-, and long-term horizons and integrate with a charging infra-structure strategy that ensures that the proper infrastructure and charging equipment is in place before vehicles arrive. In addition, the Plan will also address the various CARB regulations that apply to the City’s fleet and demonstrate how this plan adheres to the regulations.

The Plan will also present high level schedules for vehicle conversions and the expected capital and operating costs (order of magnitude) with the conversion to an electric fleet. Included in this cost section will be a discussion on the changes in operating costs associated with the phasing out of carbon-based fuels for electric as provided by PG&E and the time of use and demand costs potentially facing the City.

Once the Plan is developed, AECOM will provide the draft to the City in Word format for one round of review. Received comments will be incorporated into a comment log and addressed in order to finalize the Plan. The plan will be accompanied by a complete PowerPoint presentation that can be used in presentations, such as to the City Manager as well as City Council and have AECOM staff available to present and answer any questions that may arise from City staff, or elected officials for a singular presentation event.

Task 1.4 Key Assumptions
▪ One (1) round of feedback prior to finalization of the document, and one round of presentation to City Council within 2 weeks of issuing.
▪ 5 sets of hard copy documents provided of the final report delivered during the in person presentation Task 1.4 Deliverables
▪ 6 months BetterFleet Plan software license
▪ Draft Plan (Microsoft Word) & Presentation Materials (PowerPoint) ▪ Final Plan (PDF)
▪ In-person City Council Meeting to share the Fleet Transition Plan 57 AGENDA ITEM NO. 4.

January 6, 2025
15 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Figure 5. AECOM Electrification Experience in the US
The AECOM team has extensive experience in performing
fleet transition plans. We have performed electrification feasibility studies, decarbonization studies, grid infrastructure assessments, designed and engineered electric vehicle supply equipment (EVSE) installations, and constructed electrification projects for many diverse clients.

Our California clients include the Fresno Council of
Governments, Fresno County Rural Transit Agency (FCRTA), Sacramento Municipal Utility District (SMUD), the Los Angeles Department of Water and Power (LADWP), and San Diego Gas & Electric (SDG&E).

Recent electric vehicle projects include an EV grid assessment for FCRTA, fleet electrification study for Duke Energy to convert 100% of their light duty fleet and 50% of their medium and heavy-duty fleet to electric or other zero-carbon alternatives by 2030, and updating the Roseville Electric Utility’s (REU) Plug-in Electric Vehicle and Charging Service program.

Evenergi has conducted similar grid impact forecasting
studies for utilities in all major states in Australia which include Ausgrid, South Australian Government, and New South Wales Government, as well as many other energy organizations
and government agencies. In addition, the AECOM Team is currently working with Evenergi in developing a Sustainable Transportation Strategic Plan for the County of San Mateo.

Selected project details of our experience in zero emission fleet technology and fleet management is provided in the form of project summaries on the following pages.

Section 5. Experience
58 AGENDA ITEM NO. 4.

January 6, 2025
16 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM with their partner Evenergi will provide a Strategic Fleet Electrification Plan to demonstrate how the County will be able to achieve their greenhouse gas (GHG) emissions reduction goals by 2035. The project will include project management, planning management, and stakeholder engagement support throughout the Plan development process. As part of this process, AECOM will conduct a Zero Emissions Vehicle Feasibility Assessment. The Assessment will use the BetterFleet™ software to model different EV conversion options based on the specifics of the counties existing fleet, electrification goals, and feasibility constraints. Individual department fleet transition plans will be developed for each of the 16 County departments. These department plans, along with alternative transportation options, will be combined to create the County Sustainable Transportation Strategic Plan. The final Plan will outline the cumulative total cost of ownership, and provide fleet procurement, electrification project financing, and policy recommendations to meet carbon reduction goals.

For each County facility AECOM will provide the County with a 100% Zero Emissions Facility Master Plan, and a Phased Implementation Plan. These plans will be based on a thorough review of the current infrastructure, fleet inventory, and transportation needs of each County facility. AECOM and Evenergi will develop models of various transition strategies in order to optimize results for each County facility. Policy recommendations, based on industry best practices, will help the County best utilize their existing and future fleet and infrastructure. The Plan will also provide financial support in the form of research on public and private financing options available, taking into account long term costs and market predictions. The County will gain three year access to Evenergi’s software, BetterFleet™.

BetterFleet™ will allow the County to track their fleet usage and continue to optimize the procurement, installation, and utilization of EVs and infrastructure beyond the timeline of the project.

AECOM is developing a Sustainable
Transportation Strategic Plan
to meet San Mateo county’s
greenhouse gas emissions
reduction goals while maximizing
resources, keeping costs low, and
ensuring long term management
tools are in place.

Client
County of San Mateo, California
Year(s)
2022-Ongoing
Cost
$381,000
Reference
Zoe van Duivenbode
628.258.3147 / [email protected]
400 County Center, 1st FL,
Redwood City, CA 94063
Fleet Electrification and EV
Charging Infrastructure Strategy
San Mateo, California
59 AGENDA ITEM NO. 4.

January 6, 2025
17 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM prepared a Grid Capacity Assessment Report for rural Fresno County that evaluated current grid capacity in supporting future electrification options and EV charging infrastructure countywide, and is intended to ultimately inform prioritization of future infrastructure investment. The effort supports FCRTA in its efforts to address the needs of its rural cities as well as unincorporated rural communities that are served by FCRTA, which are considered disadvantaged.

The assessment included a baseline condition evaluation of the existing grid system, an opportunity analysis based on areas in need of upgrades, and a holistic prioritization of sites for future EV infrastructure. Critically, the assessment also incorporated cost estimates for recommended projects as well as funding sources and strategies. The work built upon the analysis conducted by the AECOM team as part of the Fresno Council of Government’s complementary EV readiness plan, completed in 2021.

The AECOM team prepared a detailed, actionable Grid Analysis Study to be used in partnership with FCRTA’s local rural cities and Fresno County to upgrade the electrical grid in a manner that meets the bus fleet charging needs of FCRTA and Fresno County’s increasingly distributed, resilient, and electrified energy system.

AECOM provided an existing conditions assessment assessed the current status, capacity, and concerns around the rural electric grid.

We also coordinated stakeholder and community engagement efforts that included rural Fresno County community members and technical subject matter experts.

AECOM completed an
electrical grid analysis study
for rural Fresno County to
assess sustainability of the
current grid system and the
ability to support EV charging
infrastructure county-wide.

Client
Fresno County Rural T ransit Agency (FCRTA)
Year(s)
2020-2022
Cost
$515,750
Reference
Moses Stites, General Manager
559.233.6789 / [email protected]
2035 T ulare St.,Fresno, CA 93721
Fresno County Electrical Grid Analysis Study
Fresno, California
60 AGENDA ITEM NO. 4.

January 6, 2025
18 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan The Kern High School District,
cognizant of California Air
Resources Board (CARB)
mandates and incentives with
respect to zero-emission buses
and vehicles, commissioned a
study to explore the strategy
behind a transition to a zero-
emission fleet.

Client
Kern High School District
Year(s)
2023 - ongoing
Contract Value
$20,000
Reference
Zoe Respondek, Project Manager - Clean Energy
415.851.8761/ [email protected]
101 Lucas Valley Road, Suite 302
San Rafael, CA 94903
Zero Emission Transition Plan
Kern High School District
The Kern High School District (Kern HSD) in Kern County, California, cognizant of California Air Resources Board (CARB) mandates and incentives with respect to zero-emission buses and vehicles, commissioned a study to explore the strategy behind a transition to a zero-emission fleet. Kern HSD engaged a team consisting of BetterFleet and their partners to conduct a study where both school buses and vehicles of mixed asset classes (the white fleet) were in scope.

BetterFleet tackled the challenge of transitioning to electric vehicles across Kern HSD’s 723-vehicle fleet with their software platform, BetterFleet Plan™.

The software platform was used to model two primary scenarios: one scenario that would illustrate the pathway to implementation of 39 school buses awarded through a US Environmental Protection Agency grant, plus a white fleet transition that would meet minimum CARB Advanced Clean Fleets regulations; and a second scenario that was more transformative and would identify additional school bus and white fleet transition opportunities. Through the analysis, Kern HSD was provided with a year-over-year transition plan in accordance with the two identified scenarios, with cost impacts and carbon emission impacts quantified in the software platform. A sample load curve was also generated, based on the vehicles’ duty cycles, their forecasted consumption of energy, and the hours available for charging.

A report was prepared for Kern HSD to summarize the fleet modeling results and provide contextualization as to how they be interpreted by the District. Additional analyses were undertaken which included:
▪ Identification of which school bus routes, specifically, should be shortlisted for electrification
▪ Identification of the low-hanging fruit with respect to electrification of the white fleet, and implications for day-to-day operations ▪ Assessment of additional kVA of site capacity that would be needed, and of the tradeoff between level 2 and level 3 chargers
▪ Consideration of evolving school bus routes and white fleet use cases into the future, and the impact this will have on electrification opportunities
Through Betterfleet’s analysis, Kern HSD was provided the tools needed to confidently move forward with implementation of zero-emission vehicles across its operations.

Kern County, California
61 AGENDA ITEM NO. 4.

January 6, 2025
19 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM was selected to develop
the Fresno County Regional Electric
Charging Infrastructure Network
Plan, which identifies and addresses
deficiencies of the region’s public
and transit electric vehicle charging
infrastructure network with an
emphasis on disadvantaged
communities.

Client
Fresno Council of Governments
Year(s)
2019 - 2021
Contract Value
$160,000
Fresno County Regional Electric Vehicle Charging
Infrastructure Network Plan
Project Overview
The AECOM team collaborated with the Fresno Council
of Governments (FCOG) to identify and address
deficiencies of the region’s public and electric vehicle (EV) charging infrastructure network with an emphasis
on disadvantaged communities. The plan connects the
region to the state-wide network, maps existing and
future charger locations, and provides strategies and
recommendations to inform the prioritization of future
infrastructure investments. The work informs siting
recommendations, and the findings of this work are
intended to support infrastructure investment decisions for transit agencies, local governments, and other
relevant partners.

Work Performed
AECOM has performed the following tasks to develop
the EVRP:
▪ Community and stakeholder engagement
▪ Assessment of existing EV charging programs
▪ Gap analysis of EV charging networks
▪ EV adoption forecast
▪ Proposed public infrastructure
▪ Best practices to expand equity
▪ Cost recovery models
▪ Electrification best practices and roadmaps
▪ Permitting and zoning considerations
Fresno, California
62 AGENDA ITEM NO. 4.

January 6, 2025
20 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan SMUD’s national leadership — exemplified in its 2030 Zero Carbon Vision — is driving significant investments in the electricity, building, and transportation sectors. Central to SMUD’s vision is the development of new and innovative
business models, which create pathways for SMUD to
partner with businesses, regulators, and building owners to align resources, test new technologies, and deploy
innovative solutions.

Within the transportation sector, SMUD seeks to develop turnkey EV charging solutions to encourage and help
residents and businesses to deploy zero emission
vehicles equitably across the region. SMUD’s eFuel
Program will assist fleet, commercial and multifamily
customers install and maintain EV infrastructure.

To address the above objectives and program
requirements, the AECOM team will utilize an integrated and holistic approach to deliver the SMUD eFuel program to the customers as a “One SMUD” experience. Program
services include Advisory Services, Engineering
Services, Hardware Procurement, Network Management,
Construction Coordination, and Project Management.

AECOM and its team of
subconsultants are supporting
SMUD to reinforce its position as a
decarbonization utility market leader
by providing fleet, commercial,
and multifamily customers turnkey
services, delivering simple and
comprehensive solutions to complex
EV charging decisions.

Client
Sacramento Municipal Utility District (SMUD)
Year(s)
2021-Ongoing
Sacramento Municipal Utility District
eFuel Program
Sacramento, California
63 AGENDA ITEM NO. 4.

January 6, 2025
21 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan In light of recent
initiatives from the
Federal government,
including Executive Order
14057 and the Inflation
Reduction Act of 2022,
Los Alamos National Lab
(LANL) worked with the
AECOM team to develop
the roadmap and identify
barriers to meeting their
decarbonization goals.

Client
Los Alamos National Lab
Year(s)
2022 - Ongoing
Cost
$874,000
Net-Zero Emissions Roadmap
Los Alamos National Lab
Los Alamos, New Mexico
Given the unique characteristics of LANL ’s campus and mission, a detailed strategy and approach was developed to assess pathways to achieving net-zero emissions.

This initiative provided a collaborative, iterative process between LANL staff and the AECOM team, focusing on strategy & technology ideation, fit for LANL, and consensus building through workshops and regular interviews. The three phases of this work included:

1. Goal Definition Workshop: Held a workshop to define LANL ’s sustainability and related mission goals and created a menu of technologies and strategies to support the goals.

2. Technology and Strategy Viability Assessment & SWOT Workshop:

Practitioners of sustainability projects and technologies provided insight on the potential of the identified technologies and strategies in the short, medium, and long-term. Findings were presented at a workshop to develop a consensus on high-priority items.

3. Decarbonization Pathway & Roadmap Development: The last phase was to finalize the campus model (utilizing the Rosetta software) and assess the impact of planned and proposed activities on LANL ’s decarbonization goals – the results and recommendations were then finalized.

Through the project strategy and analytics work, LANL has developed an actionable roadmap to ensure alignment with DOE, Executive Order, and internal mission- related sustainability goals:
▪ Assessment and actions needed to meet EO 14057 sustainability goals, including 2030 goals for 50% real-time carbon-pollution-free electricity (CFE) consumption on a 24/7 basis and 100% CFE consumption on a net-annual basis
▪ A report of over 30 sustainability technologies and policies and their potential impact on LANL ’s sustainability goals
▪ Tailored strategies and implementation recommendations to ensure compliance with LANL sustainability goals
▪ A ‘living’ campus model, created using AECOM’s proprietary Rosetta tool, to understand the impact campus growth and sustainability project implementation has on meeting goals
▪ Scope 1 & 2 emissions model with a high-level review of likely critical scope 3 emissions categories
AECOM’s work included client workshops, surveys, goals assessments, and the detailed Net-Zero Emissions Report and Roadmap.
64 AGENDA ITEM NO. 4.

January 6, 2025
22 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM analyzed the existing light
duty fleet for Los Angeles County
Department of Public Works in order
to develop a transition plan towers a
zero-emission vehicle (ZEV) fleet by
2035.

Client
Los Angeles County Department of Public Works
Year(s)
2022-2023
Contract Value
$128,000
Public Works Fleet Transition to Net Zero
Los Angeles, California
A database was developed based on extensive market
research of available ZEVs to create ZEV grouping. Each vehicle with the existing inventory was assigned an group based on the use and type of vehicle. Each grouping had average associated specifications (e.g., run time, charging time, load capacity, battery size) to determine potential conversion options.

An economic analysis was conducted comparing the lifetime operation and maintenance costs between existing fleet
vehicles and ZEV replacements. This included information based on duty cycles, fuel cost comparison, and vehicle replacement costs and used to establish the replacement schedule based useful lives and other usage factors to
minimize abandoned assets. An air quality analysis was also conducted to establish a baseline of emissions to compare against a business-as-usual scenario and full ZEV scenario.

A high-level infrastructure plan was established to create a rough order of magnitude cost estimation for installing infrastructure at yards and other potential charging sites.

Unit costs were calculated and applied to four types of typical yards to develop costs by yard type. An infrastructure deployment curve was also calculated to maintain a desired ratio of chargers to vehicles. Annual costs were estimated to be included in future long term budget planning documents.

All findings were compiled into a ZEV Transition Plan to guide the gradual transition of light duty vehicles to ZEVs through 2035.
65 AGENDA ITEM NO. 4.

January 6, 2025
23 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM is working with
San Diego Gas & Electric
Company (SDG&E) to
develop an EV strategy
that reinforces SDG&E’s
core objectives of fostering
intergovernmental coordination
and comprehensive regional
strategy through sustainable
transportation planning.

Client
San Diego Gas & Electric Company
Year(s)
2021 - Ongoing
Contract Value
$200,000
Accelerate to Zero (A2Z)
Electric Vehicle Strategy
AECOM is working with San Diego Gas & Electric Company
(SDG&E) in developing a comprehensive Accelerate to
Zero (A2Z) EV Strategy that covers key areas such as:
▪ Existing conditions assessment
▪ Gap analysis
▪ Future needs identification
▪ Siting analysis
▪ Stakeholder engagement and outreach
▪ Implementation considerations
▪ Infrastructure planning guidance
The analysis is intended to support the region in meeting emissions reductions targets within the State of California and will result in a comprehensive strategy that can be used to support EV charging infrastructure investments
and planning. The work accounts for the strong parks
system within the County as well as centralized locations with easy access to key interstate systems. The resulting strategy will address local needs to connect the region by coordinating strategies and recommendations.

San Diego, California
66 AGENDA ITEM NO. 4.

January 6, 2025
24 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM is working with
Roseville’s Electric Utility to
update the original 2018
Plug-In Electric (PEV) Update
Study, which was also
developed by AECOM.

Client
Roseville Electric Utility
Year(s)
Original Project 2017 - 2018
Update 2021- 2022
Contract Value
$200,000
Assessment of Plug-In Electric Vehicle and
Charging Services
Roseville, California In 2018, the AECOM team assisted Roseville Electric (Utility) in accessing business strategies and distribution/operational plans for expanding customer demand for PEV charging
services in the City of Roseville. This study was used to create an electric utility business plan for the Utility’s response to customer PEV demand. Ideally, this plan will provide information that will be used to direct utility operations, business policies, and customer program development
that will support customer expectations and preferences, facilitating the utilization of PEVs in the City of Roseville.

The study assessed various scenarios and recommend
operational and business practices that may be adopted by the Utility.

In 2021, AECOM updated the original 2018 PEV Update Study.

For this work, AECOM integrated new modeling capabilities to update the assessment of EV adoption, charging services, and programs that can be implemented within Roseville to advance transportation electrification.

The study included:
▪ Projecting PEV vehicle market and PEV charging
technology, with segmentation by charging type,
vehicle type, as well as expected usage trends and
expected adoption levels
▪ Projecting PEV charging and utilization trends with
various scenarios for adoption and an assessment of
preferred charging methods and locations
▪ Assessing the role that utilities may play with PEVs, including current and future roles in adoption, equity, and renewable integration as well as current barriers
and how they could be addressed through utility
programs
▪ Assessing PEV impacts on Roseville Electric’s
distribution grid accounting for Roseville’s current
and projected future state of its network and energy
resources
▪ Determining PEV impacts on utility power resources
and electric load forecasting
▪ Designing program requirements and staffing needs to
meet REU’s needs and priorities.

The City of Roseville has unique demographic/regional
elements which include its rapid growth, proximity to
large cities, status as an importer of jobs, and high level of residential customer solar electric adoption which typically translates to high levels of PEV adoption. The updated Study was completed in Fall 2022.
67 AGENDA ITEM NO. 4.

January 6, 2025
25 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan AECOM’s design, engineering,
and construction management
work on this project is helping
to advance the availability
of green hydrogen, which is
experiencing rapid demand for
its outstanding sustainability
and versatility.

Client
Plug Power
Year(s)
2022 - Ongoing
Contract Value
Confidential
Engineering, Procurement, and Construction
Management Services for
Green Hydrogen Production Facility
New York, NY
Plug Power, a domestic leader in green hydrogen, has
announced they plan to design and construct 500 TPD of
green hydrogen production facilities in the US in the next 3-5 years. Project Gateway is one of the first sites and it will be used as a template for future facilities. AECOM initially served as the engineer of record but was awarded EPCM
services to complete this new facility.

AECOM is providing EPCM services for the completion of
this new facility. Project Gateway will be a new, grassroots green hydrogen production facility in Alabama, New York.

This new facility will include electrolysis, liquefaction, water treatment, storage/loadout, and all utilities for a 74 TPD facility. AECOM’s engineering scope includes design of
the production trains comprised of substations, rectifiers, electrolyzer arrays, H2 deoxo-dryer unit, liquefaction
system, and N2 systems. The project is being executed on a fast-track basis with a targeted startup date of Train 1 in the summer of 2024.

From this project, AECOM is getting firsthand design
experience for commercial scale green hydrogen
production from electrolysis. This project employs Plug Power-owned technologies (electrolyzers and liquefaction) which are being implemented in green hydrogen
production facilities around the world. In the US, this is one of the first commercial applications to be installed.
68 AGENDA ITEM NO. 4.

January 6, 2025
26 AECOM Proposal to Provide Zero Emission Vehicle Trans ition Plan Task Cost
T ask 1.1 Project Management $14,198
T ask 1.2 Inventory and Assessment $32,257
T ask 1.3 T ransition Scenarios $26,650
T ask 1.3 Infrastructure Needs $19,030
T ask 1.3 T ransition Scenarios and Infrastructure Needs Assessment $45,411 T ask 1.4 Zero Emission Fleet T ransition Planb $64,441 T otal $121,395
Table 2. Project Cost
Table 3. Hourly Rates
Role Billing Rate
AECOM Rates
Project Director $316
Project Manager $282
T echnical Lead $245
Engineering Lead $220
Consultant III $180
Consultant II $142
Consultant I $135
Evenergi Rates
Project Manager $260
Consultant III $190
Consultant II $150
Consultant I $110
Section 6. Cost Proposal
▪ Time and materials price based on the hours listed.
▪ Cost is based on the assumptions detailed in the work approach. ▪ Invoicing will be on a monthly manner.
▪ Valid for 180 calendar days from the date of stipulated in the RFP for receipt of proposal. ▪ Costs for ODC’s and subconsultants are marked up 5%.
▪ Annual escalations of 5% will apply to all rates
$29,214
69 AGENDA ITEM NO. 4.

Prepared Oct. 2020; reviewed Aug. 2021 15

EXHIBIT C

INSURANCE REQUIREMENTS
Prior to commencement of the Services, Consultant shall take out and maintain at its own expense the insurance coverage required by this Exhibit C. Consultant shall cause any subcontractor with whom Consultant contracts for the performance of Services pursuant to this Agreement to take out and maintain equivalent insurance coverage. Said insurance shall be maintained at all times during Consultant’s performance of Services under this Agreement, and for any additional period specified herein. All insurance shall be placed with insurance companies that are licensed and admitted to conduct business in the State of California and are rated at a minimum with an "A:VII" by A.M. Best Company, unless otherwise acceptable to the City.
a. Minimum Limits of Insurance. Consultant shall maintain the following types of insurance with limits no less than specified:
(i) Professional Liability Insurance (Errors and Omissions) in an amount not less than $2,000,000.00 per occurrence or claim and $2,000,000 in the aggregate. Said insurance shall be maintained for an additional period of five years following the earlier of completion of Consultant’s Services under this Agreement or termination of this Agreement.
(ii) General Liability Insurance (including operations, products and completed operations coverages) in an amount not less than $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit. (iii) Worker's Compensation Insurance as required by the State of California. (iv) Automobile Liability Insurance in an amount not less than $1,000,000 per accident for bodily injury and property damage.
(v) Umbrella or Excess Liability. In the event Consultant purchases an Umbrella or Excess insurance policy(ies) to meet the “Minimum Limits of Insurance,” this insurance policy(ies) shall “follow form” and afford no less coverage than the primary insurance policy(ies). In addition, such Umbrella or Excess insurance policy(ies) shall also apply on a primary and non-contributory basis for the benefit of the City, its officers, officials, employees, agents and volunteers.

If Consultant maintains higher limits than the minimums shown above, the City shall be entitled to coverage at the higher limits maintained.
b. Other Insurance Provisions. The general liability policy is to contain, or be endorsed to contain, the following provisions:
(i) The City, its officers, officials, employees, agents, and volunteers are to be covered as insured's with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Consultant; and with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts or equipment furnished in connection with such work or operations.

General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33 or CG 20 38; and CG 20 37 forms if later revisions used).
70 AGENDA ITEM NO. 4.

Prepared Oct. 2020; reviewed Aug. 2021 16

(ii) For any claims related to the Services performed pursuant to this Agreement, the Consultant's insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant's insurance and shall not contribute with it.

(iii) Each insurance policy required by this section shall be endorsed to state that the City shall receive written notice at least thirty (30) days prior to the cancellation, non-renewal, or material modification of the coverages required herein.

(iv) Consultant grants to the City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance.

Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

(v) Any deductibles or self-insured retentions must be declared to and approved by the City of Clovis Risk Services. The City may require the Consultant to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

c. Evidence of Coverage. Consultant shall deliver to City written evidence of the above insurance coverages, including the required endorsements prior to commencing Services under this Agreement; and the production of such written evidence shall be an express condition precedent, notwithstanding anything to the contrary in this Agreement, to Consultant's right to be paid any compensation under this Agreement. City's failure, at any time, to object to Consultant's failure to provide the specified insurance or written evidence thereof (either as to the type or amount of such insurance), shall not be deemed a waiver of City's right to insist upon such insurance later.

d. Maintenance of Insurance. If Consultant fails to furnish and maintain the insurance required by this section, City may (but is not required to) purchase such insurance on behalf of Consultant, and the Consultant shall pay the cost thereof to City upon demand, and City shall furnish Consultant with any information needed to obtain such insurance. Moreover, at its discretion, City may pay for such insurance with funds otherwise due Consultant under this Agreement.

e. Subcontractors. If the Consultant should subcontract all or any portion of the work to be performed in this Agreement, the Consultant shall cover the subcontractor, and/or require each subcontractor to adhere to all the requirements contained herein. Similarly, any cancellation, lapse, reduction or change of subcontractor’s insurance shall have the same impact as described above.

f. Special Risks or Circumstances. The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

g. Indemnity and Defense. Except as otherwise expressly provided, the insurance requirements in this section shall not in any way limit, in either scope or amount, the indemnity and defense obligations separately owed by Consultant to City under this Agreement. 71 AGENDA ITEM NO. 4.

Prepared Oct. 2020; reviewed Aug. 2021 17

EXHIBIT D

SIGNING AUTHORITY
72 AGENDA ITEM NO. 4.

TO: Mayor and City Council
FROM: Public Utilities Department
DATE: February 18, 2025
SUBJECT: Consider Approval – Award Recycling and Organic Material Collection, Processing, and Marketing Services Agreement to Mid Valley Disposal ; and Authorize the City Manager to Execute the Agreement on Behalf of the City (Continued from the February 11, 2025, meeting).

Staff: Glenn Eastes, Assistant Public Utilities Director Recommendation: Approve

ATTACHMENTS: 1. Proposal (Mid Valley Disposal)

2. Agreement

3. Compliance Checklist

4. Other Proposal (Caglia Environmental)

5. Other Proposal (Republic Services)

6. Request for Proposals

RECOMMENDATION
For the City Council to award a recycling and organic material collection, processing, and marketing services agreement to Mid Valley Disposal, and to authorize the City Manager to execute the agreement, in substantially the same form as attached, on behalf of the City.

EXECUTIVE SUMMARY
At the February 4, 2025, Council meeting, Council continued the item to February 11, 2025, to allow Council time to review the other two proposals. The item was then continued to February 18, 2025, to allow for the attendance of all five council members. The proposals for Republic Services and Caglia Environmental we re added to the staff report , along with the compliance checklist and Request for Proposals.

The City of Clovis currently contracts with Republic Services to provide collectio n, processing, and marketing services for recyclable materials and organics. This contract is set to expire on July 31, 2025. To ensure a competitive process for obtaining the best price and service proposal, and to allow time for a potential transition and continuity of service if a new vendor was selected, City staff – with the assistance of HF&H Consultants – prepared and issued a Request for 73 AGENDA ITEM NO. 5.

Proposals (RFP) on October 16, 2024, for recycling and organic material collection, processing, and marketing services. The proposal was for a 10 -year service contract beginning on August 1, 2025, and includes an additional 3 -year term should the City elect that option at the end of the initial contract term.

Staff received proposals from three (3) prominent and cap able service providers: Republic Services, Mid Valley Disposal, and Caglia Environmental. Staff conducted an extensive review of each proposal, including interviewing each proposer to gain a comprehensive understanding of the services offered in their proposals and calling several listed references for each proposer.

Staff then scored all three proposals based on qualifications, ability to perform, proposed costs, and overall responsiveness. Staff ranked Mid Valley Disposal the highest and best value for the required services. Staff believe Mid Valley’s proposal is the most cost -effective and would not cause an immediate need to increase customer rates and go through the Proposition 218 rate increase public noticing and protest hearing process.

As a result, staff recommend awarding a 10 -year contract for recycling and organic material collection, processing and marketing services to Mid Valley Disposal, beginning on August 1, 2025.

BACKGROUND
The Legislature of the State of California enacted the California Integrated Waste Management Act of 1989 (AB 939) that requires local agencies to make adequate provisions for solid waste handling within their jurisdictions.

Public Resources Code Section 40059 allows the City to provide collection and recycling services through contract, franchise, or permit, with or without competitive bidding. Staff chose to issue a Request for Proposal s (RFP) to ensure that Clovis residents and the City were receiving the best value possible. Staff chose the option of using an RFP to evaluate the full credentials of the proposers and not to award on cost savings alone. Staff received approval from Council on July 1, 2024, to use the firm HF&H Consultants (HF&H) to assist in preparation and processing of the RFP. The RFP was issued on October 16, 2024, and the City received proposals for services from three well -qualified companies: Mid Valley Disposal, Caglia Environmental, and Republic Services.

The proposals were evaluated on proposer qualifications, technical ability and capability , exception to the provided terms, costs, predictability of rate stability, and customer satisfaction.

This evaluation was based on the criteria outlined in the RFP. Interviews with the proposers were conducted on December 10 and 11, 2024, in which each pr oposer provided an opening presentation, responses and clarifications to staff questions, and a closing statement. They were also each given the opportunity to specifically address questions related to their proposals by submitting additional information within the following weeks that they thought would be beneficial to staff’s evaluation.

Staff evaluated the proposals based on the criteria described in the RFP. The following is a summary of staff’s evaluation:

74 AGENDA ITEM NO. 5.

Proposer Qualifications (Experience, Key Personnel, Past Performance)

Mid Valley Disposal began serving the Central Valley in 1997 and has grown to become the largest operating hauler in the region. They currently manage 31 franchise agreements and provide services to 80,000 residential customers. Their leadership team possesses extensive experience and have been with the company for a significant period of time.

Caglia Environmental, a locally owned business with over 85 years of service to the community, has its largest contract in Madera Coun ty, where it serves 13,000 residential customers. Their leadership team possess extensive experience and have been with the company for a significant period of time.

Republic Services, the second-largest waste management company in the nation, has seen its presence in the Central Valley decline. The only two Cities that they provide services to in the area are the City of Salinas and the City of Clovis.

Technical Proposal (Implementation, Operations, Equipment, Public Education, Customer Service)

Mid Valley Disposal presented a solid and practical transition plan, demonstrating extensive experience in this type of operation. References indicated they achieved highly successful transitions in each of the several jurisdictions where they have transitione d to providing service under similar contracts. They are well -equipped for the transition and anticipate the arrival of a new fleet of trucks before the contract begins, although servicing Clovis under this contract is not dependent on the arrival of the new fleet. Staff determined Mid Valley Disposal had the best public education plan and their customer service proposal ranked very high.

Caglia Environmental also presented a good transition plan. Staff found that the successful timing and implementation of their proposed transition plan included some dependency on new trucks to service Clovis under this contract arriving prior to the contract start date in August 2025.

This was not scored against them as the City was aware that fleet purchases could be a timing issue and staff were prepared for potential delays in the contract start date. Their recent transition experience has also been successful but is limited to only one jurisdiction (unincorporated Madera County), where they received positive feedback for effectively managing a complex transition scenario. Staff determined Caglia’s proposal on public education was very good as well as their customer service plan.

Republic Services requires the least preparation for the transition, as the majority of the necessary equipment is already in place. However, they would need to expand organics and recycling services for commercial customers, which has been a challenge und er the current contract. The current management team is experienced but has been overseeing this contract for less than two years, following a period of high turnover over the past six years. Staff determined Republic proposed adequate public education but their customer service plan ranked lower than the other two companies.

75 AGENDA ITEM NO. 5.

Exceptions to Proposed Contract Terms
Contract exceptions are statements or requests added by the prop oser that limit or change the intent of contract provision or requirement. Mid Valley and Caglia scored high in this category because they did not propose significant exceptions to the City’s draft agreement included in the Request for Proposals. For the most part, they were agreeable to all contract terms as required in the Request for Proposals. Republic scored lower because they proposed the most exceptions to the City’s draft agreement.

Costs (Reasonableness, Competitiveness)

The cost of service has increased significantly over the years. This is largely due to inflation and requirements of SB 1383 (collection and disposal of organic material) implementation. Staff anticipated the potential increase in cost of a new contract, including the continued implementation of the previously authorized 4% annual increase to the recycling a nd organics rates permitted by ordinance. The revenue generated from customer fees for recycling and organics services has historically covered the contract amount the City pays Republic to provide these services, and also covered the other City costs and expenses related to providing recycling and organics collection and disposal services.

Mid Valley Disposal proposed the lowest rate, which is 20% higher than the City’s current contract. Caglia Environmental’s proposal reflected a 45% increase compared to the current contract. Republic Services proposed the highest rate, with a 79% increase to current contract.

Anticipating the continued implementation of the authorized 4% rate increase, the projected City revenue from customer fees is estimated to cover the City’s cost of the Mid Valley contract. As a result, staff have determined the City will not need to increase customer rates if the contract is awarded to Mid Valley Disposal. The previously authorized 4% ongoing annual increase to residential custome r rates is sufficient to cover the additional costs proposed by Mid Valley Disposal. However, if the contract were to be awarded to Caglia Environmental or Republic Services, customer rates would need to be increased more than the authorized 4% annual increase to cover the higher contract costs. Such a rate increase would require the City to conduct the Proposition 218 public noticing and public protest hearing before considering and approving the necessary rate increases.

The table below shows the annuali zed cost for the City of Clovis for provisions of residential services. Commercial services are billed directly to customers by the service provider. These services are not included in the rates below. All proposals for Commercial services essentially offer the same rate by contractual limits, equating to 60% of the City's refuse bin rate as established in the Request for Proposals (RFP).

76 AGENDA ITEM NO. 5.

Predictability (Assurance, Operations)

Mid Valley Disposal received the highest praise for assurance, reliability, and rate stability. They are the only hauler in Fresno County who charges customers less than the maximum allowable rate. Their requested rate increases in other jurisdictions have been deemed reasonable, and they are known for being easy to work with. Additionally, their handling of customer service complaints has been commendable.

Caglia Environmental also earned strong references for their collection reliability, responsiveness to customer complaints, and their fair and reasonable approach to rate increase requests.

Republic Services has faced challenges in recent years with collection reliability and customer satisfaction, as noted by the City of Clovis and other reference s. However, the current management team has made notable improvements over the past year in addressing these issues.

Summary of Evaluations

Based on the evaluation of the three proposals summarized above, staff recommend awarding the contract to Mid Vall ey Disposal. They have extensive experience providing recycling and organics services in the Central Valley, received positive feedback for their transition plans and service reliability, and their proposed costs fall within a range that allows the City to award the contract without requiring a Proposition 218 rate increase at this time.

FISCAL IMPACT
Mid Valley Disposal’s proposed contract to provide collection, processing, and marketing services for recyclable materials and organics fits within the City’s current rate and generated revenue from residential customers. Contract costs will increase at a rate tied to the Consumer Price Index (CPI) but not to exceed the maximum rate of 4% in any year. Generally, contract 77 AGENDA ITEM NO. 5.
rate increases have been lower than the contract stated maximum. Collection revenue should increase at a rate of 4% with Council approval and should be stable with contract and administration costs. At this time, a rate increase to customers would not be required if the contract is awarded to Mid Valley Disposal.

REASON FOR RECOMMENDATION
Of the three proposals received, Mid Valley Disposal’s proposal presents the best value for City residents and City operations. Their proposal is cost -effective and assures that the implementation and transition for the services are seamless and problem -free as indicated in their proposal and from the feedback received by the references.

ACTIONS FOLLOWING APPROVAL
If approved, the City Manager will execute the contractual agreement with Mid Valley Disposal in substantially the same form as attached. The attached agreement is in draft form as staff await consideration by Council to award the contract to the recommended proposer. The agreement will be finalized for content and format after incorporating the information from the awarded proposal. Should there be any substantial changes to the agreement, it will be brought back to Council for consideration of approval.

CONFLICT OF INTEREST
None.

Prepared by: Glenn Eastes, Assistant Public Utilities Director

Reviewed by: City Manager AH

78 AGENDA ITEM NO. 5.

Corporate Office
15300 W Jensen Ave
Kerman, CA 93630

GENERATIONS

OF EXPERIENCE
ATTACHMENT 1
79 AGENDA ITEM NO. 5.

Introduction: Cover Letter
November 12, 2024
City of Clovis
1033 Fifth Street
Clovis, CA
93612
Proposal for Recyclable Materials and Organic Materials Services It is with considerable pride that Mid-Valley Disposal, LLC hereby submits its proposal for the above referenced collection and processing services for the City of Clovis.

We received and reviewed the City’s request for proposal, including its contents, attachments, and all addenda. We have also conducted due diligence to confirm material facts upon which this proposal is based.

The name of the entity to execute an agreement with the City of Clovis is Mid-Valley Disposal, LLC. As President and CEO, I, Joseph Kalpakoff, am duly authorized to execute a Franchise Agreement on behalf of Mid-Valley Disposal, LLC, and I certify that I am the contact person in reference to this submittal. You may contact me at:
15300 W Jensen Ave (559) 237-9425 or (559) 842-9436
Kerman, CA
93630 [email protected]
On behalf of Mid
Valley Disposal, I sincerely thank you for your consideration and look forward to partnering with the City of Clovis.

Sincerely,
Joseph Kalpakoff
President / CEO
Mid Valley Disposal
Introduction: Cover Letter
2/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CL OVIS 80 AGENDA ITEM NO. 5.

TABLE OF CONTENTS
Introduction: Executive Summary 5 1: C
ompany Description 9

1.A
: Corporate Structure 10

1.B: D
escription of Proposer’s Collection Experience
11 1.C
: Description of Proposer’s Service Initiation Experience 29

1.D: K
ey Personnel 31

1.E:

Labor and Wages
39 1.F: F
inancial Information & Ownership 40

1.G:

Past Performance Record 42

1.G
.1: Litigation and Regulatory Actions 42

1.G
.2: Fines and Penalites 44

1.G
.3: Satisfactory Performance in Other Agreements 45 2:

Technical Proposal for Services 46

2.A: R
ecyclable Materials Collection 46

2.B:

Recyclables Materials Processing
51 2.C
: Recyclables Materials Marketing 52

2. E: Organic Materials Processing 56

2.F:

Organic Materials Marketing 62

2.G
: Ancillary Services 63

2.H:

Optional Services 64

2.I:

Implementation Plan
65 2.

J: Customer Service 75

2.K:

Electronic Monitoring & Communication System 82

2.L
: Environmental Issues 83

2.M:

Public Education & Outreach 84

2.N:

Other Required Plan 95

2.N.
1: SB 1383 Implementation and Monitoring Plan 95 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CL OVIS
81 AGENDA ITEM NO. 5.

2.N.2: Litter Prevention/Abatement Plan 1 03

2.N.3: Skilled Driver Recruiting, Training, and Retention Plan 105
2 .N.4: Local Purchasing Preference
106
2 .O: Subcontracting

108
2 .P: Billing

109
2 .Q: Corporation Yard & Maintenance Facilities 111 3:

Financing and Cost Proposal
112

3. A: Financing Plan

112

3.B: Cost and Rate Proposal
113
3 .C: Revenue Share

123
4: Exceptions

1 24
5: Other Proposal Forms
125

5. 1: Secretary’s Certificate
125

5. 2: Anti-Collusion Affidavit
1 26

5.3: Iran Contracting Act Certification
1 27
6: Additional Information
1 52

6.1: Indemnification CERCLA
1 52
MID VALLEY DISPOSAL • Pr OPOSAL - CItY O f C LOVIS
82 AGENDA ITEM NO. 5.

Introduction: Executive Summary
Mid Valley Disposal is excited at the opportunity to serve the City of Clovis. The people that make up Mid Valley Disposal are passionate and enthusiastic about the waste and recycling industry. Our commitment goes beyond simply collecting trash. We strive to be a strong partner throughout the community.

We are confident that reviewing this proposal will address the service needs, as well as added value services, for the City of Clovis and its residents. Key takeaways will include:
y Commitment to service from a locally
o
wned and operated family company
y MVD’s e
xperience and proven
track record for municipal
operations and transitions
y Guar
anteed organics processing
capacity at our Kerman facility
Locally Owned and Operated
Founded in 1997, Mid Valley Disposal (MVD) is the leading locally owned and operated company that provides recycling, organics, and solid waste services in the Central Valley. The Kalpakoff family has four generations of experience in successfully operating a solid waste management company in California. Today, MVD is led by brothers Joseph and Jonathan Kalpakoff (fourth generation). With over 400 employees, MVD provides exclusive collection services to 36 local jurisdictions and is permitted to provide collection services in Fresno, Merced, Madera, Kings, and Tulare counties.

Introduction: Executive Summary
5/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CL OVIS 83 AGENDA ITEM NO. 5.

Our presence in the Central Valley is
unmatched and our local knowledge plays
a key role in our ability to deliver excellent
service. In the search for an exclusive
provider, it is important to know the company
will honor your community goals and values.

We appreciate the City’s
consideration of our
proposal and look forward to
partnering with the residents
and businesses of Clovis.

Value Added Services
Mid Valley Disposal is proud to offer the following value-added services to the City of Clovis. The services outlined below are included as part of the provided rates.
y New Equipment
Collection vehicles will meet the model and GPS
requirements outlined in the RFP.
y High School Programs – Environmental Clubs
Mid Valley Disposal will support high school clubs focused on environmental activities with financial and technical assistance.
y Compost
Our CDFA certified organic Kerman’s Best Compost can be available at City’s annual compost event. y Christmas Tr ee Disposal
Natural Christmas trees can be disposed of in the organics container during the three weeks following December 25th.

Recycler of the Year
Mid
Valley Disposal selects a Recycler of
the Year, chosen from local businesses that
demonstrate exceptional commitment to
recycling and sustainability efforts. We
recognize these businesses at city council
meetings or business awards dinners.

Introduction: Executive Summary
6/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY Of CLO VIS Service Area Map
84 AGENDA ITEM NO. 5.

MVD is committed to purchasing
locally, building sustainable
infrastructure, and reinvesting back
into the communities we serve.

Introduction: Executive Summary
7/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY O f C LOVIS 85 AGENDA ITEM NO. 5.

Family owned...family focused
Jay Kalpakoff had a simple business philosophy
“treat employees like family.”
His legacy of service to employees continues today in the many programs that create a culture of recognition and appreciation at Mid Valley Disposal.

Founder’s Day Picnic at Wild Water
Over 1,500 friends and family gather for a day of celebration that includes food, fun, and camaraderie. The day culminates with recognition of our longest serving employees and a serious, but friendly “Taco Throwdown” competition between our operations teams!
Employee Engagement
Mid Valley Disposal promotes a “servant leadership” culture.

Through various events planned throughout the year, leaders stay connected with employees and their families, acknowledging that they are the keys to MVD’s success.

Scholarship Program
Each year, MVD awards financial support to employees and eligible family members in their personal pursuit for higher education and enhanced skills training.

Employee Recognition
Years of service milestones aren’t the only things MVD celebrates.

When employees proactively take action or go above and beyond their role as an essential worker, leaders and colleagues take notice. From exemplary safety records to outstanding customer support, MVD feels it is important to acknowledge employees for their front-line responses.

Introduction: Executive Summary
8/152 MID VALLEY DISPOSAL • Pr OPOSAL - CItY O f C LOVIS 86 AGENDA ITEM NO. 5.
1: Company Description
(L to R: Jonathan, Tatiana, Harrison, Natalie, Joseph)
The Kalpakoff family has owned and operated solid waste and recycling businesses in California for four generations. Mid Valley Disposal was formed in 1997 to provide solid waste hauling services in Fresno County and the Central Valley. Today, Joseph and Jonathan Kalpakoff serve as President and Executive Vice President of the Company and are involved in all aspects of day-to-day operations.

Mid-Valley Disposal, LLC (MVD, LLC) is the legal entity that will execute an agreement with the City. MVD, LLC is a manager managed California limited liability company formed in 2014 to accommodate the growth and expansion of hauling operations in the Central Valley. The company maintains all required permits and filings to conduct business in California. MVD, LLC is a wholly owned subsidiary of Mid-Valley Disposal Holdings, LLC, which is owned by Joseph Kalpakoff and Jonathan Kalpakoff.

Mid-Valley Recycling, LLC and Crown Transportation, LLC are related companies that support different functions in providing vertically integrated services. Mid-Valley Recycling, LLC owns and operates recycling and organics processing facilities and is also a wholly owned subsidiary of Mid-Valley Disposal Holdings, LLC. Crown Transportation owns and operates tractors and trailers for the transportation of materials from transfer stations to landfills and processing sites. All related companies are owned by Joseph Kalpakoff and Jonathan Kalpakoff. 1: Company Description
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1.A: Corporate Structure
The company maintains credit facilities with BMO (formerly Bank of the West) that provide revolving credit for asset acquisition and working capital. BMO is the only creditor with outstanding debt greater than 10% of the company’s total assets, as evident in the financial statements provided.

The diagram below illustrates the overall corporate structure.

Mid-Valley Disposal Holdings, LLC
Parent Company for
Hauling and Processing
Mid-ValleyDisposal, LLC
COLLECTION OPERATIONS:

Franchise and Open Market
Mid-Valley Recycling, LLC
POST-COLLECTION OPERATIONS:

Processing and MRF opeartions
Crown Transportation, LLC
Material Transfer Trucks
Mid-Valley Disposal Holdings, LLC
Parent Company for
Hauling and Processing
Mid-Valley Disposal, LLC
COLLECTION OPERATIONS:

Franchise and Open Market
Mid-Valley Recycling, LLC
POST-COLLECTION OPERATIONS:

Processing and MRF operations
Crown Transportation, LLC
Material Transfer Trucks

1.A: Corporate Structure
10/152 MID VALLEY DISPOSAL • 01. C OMP A nY D ESC r IPt IO n 88 AGENDA ITEM NO. 5.

1.B: Description of Proposer’s Collection Experience

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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2 FEL; 3 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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20 FEL; 5 ASL
1 FEL; 1 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
1 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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2 FEL; 2 ASL
2 FEL; 2 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 3 ASL
1 FEL; 3 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 3 ASL
1 FEL; 2 ASL
94 AGENDA ITEM NO. 5.

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 4 ASL
5 FEL; 7 ASL
95 AGENDA ITEM NO. 5.

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
1 FEL; 3 ASL
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SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
2 FEL; 4 ASL
97 AGENDA ITEM NO. 5.

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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1 FEL; 2 ASL
2 FEL; 2 ASL
98 AGENDA ITEM NO. 5.

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
21/152 MID VALLEY DISPOSAL • 01. C OMPAnY DESCrIPtIOn 4 FEL; 4 ASL
1 FEL; 1 ASL
1 FEL; 1 ASL
99 AGENDA ITEM NO. 5.

SINGLE - FAMILY

CUSTOMERS SERVED

MULTI - FAMILY

CUSTOMERS SERVED

COMMERCIAL

CUSTOMERS SERVED

1.B: Description of Proposer’s Collection Experience
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Madera City Hall, 205 W 4th Street, Madera, CA 93637
PHONE: (559) 661-5400 • www.madera.gov

OFFICE OF PUBLIC WORKS
Ismael Hernandez, Director
November 1, 2024
SUBJECT: Letter of Recommendation
To Whom It May Concern:

It
is with great pleasure that I offer this letter of recommendation on behalf of Mid Valley Disposal, LLC. In April 2012, Mid Valley Disposal took over solid waste services for the City of Madera by acquiring the previous contractor, initially focusing on solid waste services only. In August 2018, they were awarded full responsibility for solid waste management in Madera, which expanded their role to include customer service, as well as cart replacement and repairs. Since then, Mid Valley Disposal has been instrumental in assisting the City with the implementation of CalRecycle’s recycling and organics mandates citywide.

Mid Valley Disposal is dedicated to serving more than 13,746 single-family residences and 1,789 businesses weekly. Their committed staff, including recycling coordinators, work diligently to keep our City clean and ensure compliance with the State’s rigorous diversion and reporting requirements.

The company also supported the City in implementing a three-cart program for mixed recycling and organics collection, fully aligned with SB 1383 standards. Their efforts have been critical in helping Madera comply with AB 341, AB 1826, and SB 1383. We are confident in their commitment as California continues to lead in recycling and environmental initiatives.

Mid Valley Disposal consistently provides exceptional service to Madera’s residents and businesses.

If you have any questions regarding Mid Valley Disposal, please feel free to contact me at (559) 661-5466.

Sincerely,
Ismael Hernandez
Public Works Operations Director

1.B: Description of Proposer’s Collection Experience
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1.B: Description of Proposer’s Collection Experience
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1.C: Description of Proposer’s Service Initiation Experience Experience Matters
Our South Valley operations team on the first day
of services in the City of Selma on July 1, 2024.

When changing haulers, there is no substitute for proven experience and performance. Our operations team will create a detailed implementation plan based on the needs of the City of Clovis. Subsequent sections will also describe how MVD will engage and educate the community through live customer service calls and chats, special events and printed multilingual communication. Our goal is to mitigate disruption of services and ensure a smooth transition for all customers.

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Dedicated team backed by local resources
Being locally owned and operated means that transitions and implementations are directly overseen by ownership. Located just 12 miles away in Fresno, we have a team of local managers with extensive experience in transitions and service implementation. We also have 6 facilities within 60 miles of the City of Clovis. Our diverse team of drivers, supervisors and dispatch operators are trained to deploy services and proactively address issues before they hinder operations. With our established presence in neighboring communities, the City of Clovis can be confident that Mid Valley Disposal is never far away.

SB 1383 Compliance
Our Recycling Department specializes in SB 1383 regulations, and is well-equipped to offer comprehensive public education, exceeding SB 1383 standards. Through cross-functional
collaboration, we’ve developed efficient procedures for gathering city compliance information through diverse
assessments. For detailed information about SB 1383
compliance, please refer to Section 2.M within this proposal.

Guaranteed Capacity for SB 1383
If selected, MVD can guarantee processing capacity to the City of Clovis for the length of the exclusive hauler agreement.

Through conservative fiscal practices and strategic investment, MVD has developed local processing facilities for both recycling and organics. Our fully permitted and operational composting facility is designed to accept mixed organics, including food scraps, to comply with SB 1383 programs. Our vertical
integration provides guaranteed processing capacity for both recyclables and organics collected in the City of Clovis. Section

2.B and 2.E of this proposal provides a detailed description of the facilities owned and operated by Mid Valley Disposal.

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1.D: Key Personnel
Joseph Kalpakoff: President and CEO
[email protected]
Education: Bachelor of Science, Arizona State University - Mass Communications; Minor, Business Administration As President and CEO of MVD, Joseph is the steward of the family business built on genera- tions of service in the solid waste industry. He plays a key role in recruiting and retaining the best employees, manages public relations, and ensures compliance with all regulating agencies.

Joseph keeps current with changes in environmental law both locally and at the state level. He is President of the California Waste Haulers Council and has participated in statewide panels on recycling industry issues. Joseph was recently appointed to the Statewide Commission on Recycle Markets and Curbside Recycling to make recommendations on achieving statewide objectives under AB 1583.

IMPLEMENTATION EXPERIENCE
Joseph has spent over 20 years managing and implementing solid waste services under municipal franchise agreements in the Central Valley. He has overseen the development and implementation of recycling and organics diversion programs for 37 jurisdictions. Joseph attends pre-bid meetings and oversees all RFP processes.

If selected, Joseph assembles and oversees the implementation team, requiring accountability to ensure strict adherence with contract requirements and jurisdiction expectations. Joseph works side by side with each department manager during implementation to ensure the accuracy and timing of each start-up task.

KEY RESPONSIBILITIES | 2000 - CURRENT
X Administers and oversees all solid
w
aste and recycling contracts
X Ov
ersees senior management team
and makes policy decisions
X Se ts the company vision and values
throughout the organization that
guide day to day operations
X Ov
ersees community
engagement programs
X In volved in statewide industry
organizations to ensure local issues
and interests are represented in
developing state policy and regulations
in the waste and recycling industry

YEAR MUNICIPALITY INCUMBANT HAULER SERVICES
2000 City of Avenal Waste Management Residential and Commercial 2001 City of San Joaquin Waste Management Residential and Commercial 2003 City of Mendota Waste Management Residential and Commercial 2001 City of Huron Waste Management Residential and Commercial 2006 County of Fresno Multiple Haulers Residential and Commercial 2008 City of Firebaugh Firebaugh Disposal Residential and Commercial 2008 City of Kerman Republic Services Residential and Commercial 2011 City of Fresno Commercial - Zone 2 City Hauled Commercial and Multi-Family 2014 City of Kingsburg Waste Management Residential and Commercial 2021 City of Los Banos Republic Services Residential and Commercial 2021 City of Reedley City Hauled Residential and Commercial 2022 City of Gustine Gilton Solid Waste Residential and Commercial 2022 City of Dos Palos Republic Services Residential and Commercial 2023 City of Atwater Republic Services Residential and Commercial 2024 City of Selma Waste Management Residential and Commercial 2024 City of Orange Cove Peñas Disposal Service Residential and Commercial

1.D: Key Personnel
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Jonathan Kalpakoff: Executive Vice-President
[email protected]
Jonathan’s career in the solid waste industry began in 1992 when he began working for his fa- ther’s company in Montebello, California. He started at Metropolitan Waste Disposal as a driver and quickly fell in love with the industry. Through his 27+ years in the industry, he has been involved in every aspect of the operations of solid waste. His primary role now is to oversee the post-collection operations at all MVD facilities.

Jonathan also oversees container maintenance operations at multiple facilities. He has procured and managed the main- tenance of over 235,000 ASL carts, 31,000 FEL containers (bins), and over 1,800 industrial boxes and compactors. He has extensive experience in designing diversion programs at industrial/commercial facilities utilizing compactors combined with FEL/ASL containers.

KEY RESPONSIBILITIES | 1997 – CURRENT
X Oversees equipment specification
and ac
quisition
X Recruits, de
velops, and trains supervisors
& employees in post collection
operations, including senior managers
X Responsible f or finding sustainable users
for recovered recyclable materials and
developing new markets for commodities
X In
volved in facility
construction and design
X Main tain good standing with all
local jurisdictions for facility and
environmental compliance
X Coor
dinates product marketing and
sales for export and domestic markets
Joe Heisdorf: Chief Financial Officer
[email protected]
Education: Bachelor of Science, Business Administration – Finance Emphasis, California State University Fresno; Masters of Science in Accountancy, California State University Fresno Joe joined Mid Valley Disposal in 2012 after 4 years in public accounting where he provided tax, audit, and consulting services to a diverse group of companies in the Central Valley. He currently manages financial reporting for municipal contracts, government agencies, and financial institu- tions, as well as provides internal analysis and forecasts for MVD management.

IMPLEMENTATION EXPERIENCE
Since joining Mid Valley Disposal, Joe has played a key role in the proposal and contract award process for municipal contracts and franchise agreements. He also performed due diligence reviews and helped procure financing for the acquisition of Waste Connections of the Central Valley and Sunset Waste. He plays a key role in managing the transition and integration of processes post-acquisition.

KEY RESPONSIBILITIES | 2012 – CURRENT
X Oversees all financial processes and
c
ontrols including implementation of
software and support programs
X Ensur
es completion and submission
of financial filings and returns
required by contractual agreements
and government entities (e.g., tax
filings, franchise, and royalty fees)
X Manag es accounting personnel and
provides direction to different accounting
functional areas (invoice processing,
cash collection cycle, month-end close,
journal entries, and statistical data)
X Re
views and oversees administration
of Employee Benefit Plans
X Manag es and provides necessary support
to financial audits including internal
audits, external audits and peer reviews
X Pr
ovides the Senior Managers
with financial analytics

1.D: Key Personnel
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Jay Fowler: District Manager
[email protected]
Jay brings over 30 years of experience in managing large transportation and logistics organiza- tions, the last 17 years in the waste and recycling industry. He is responsible for the daily man- agement of the North Valley District and will oversee service operations for the City of Clovis.

KEY RESPONSIBILITIES | 2020 – CURRENT
X Oversees all field operations,
including the dir
ect management of
municipal contacts with the goal of
exceeding service expectations
X Fost ers a “teamwork” culture
by promoting cross-training and
skills development programs,
while promoting from within
X Builds and main
tains strong and
effective relations with government,
community, and environmental groups
X Sta ys connected with industry
counterparts to learn about the latest
technology and compare best practices
X Ov
ersees effective safety and accident
prevention programs to ensure all
reasonable actions are taken to
prevent accidents and injuries
Lisa Helm: Director of Administration
[email protected]
Lisa has worked in the recycling and solid waste industry since 1987 in various positions, such as a Frontload and Roll-Off Dispatcher, Transfer Station Supervisor, Office Manager, Billing Manag- er, Customer Service Manager, and Corporate Level Trainer. During her 20 years with MVD, she has played a key role in supporting growth by managing customer data programs and onboarding for 3 mergers/acquisitions and dozens of contract implementations.

IMPLEMENTATION EXPERIENCE
Lisa’s broad experience across the entire service cycle gives her a unique knowledge base and perspective into operation- al data. She has directly managed account data migration and customer service implementation across multiple software programs for over 40 municipal franchises and contracts. Lisa plays a key role in overseeing the conversion and accuracy of customer data during service transitions, while maintaining effective communication across all groups of customers.

KEY RESPONSIBILITIES | 2004 – CURRENT
X Supervises billing process for
C
ommercial, Residential, Roll Off
and Portable Toilet accounts
X Monit
ors and develops processes and
controls for operational data, including
material tonnages and origins
X Main tains jurisdiction information on all
accounts to provide accurate disposal
reporting to City, County and State
bodies, including AB 901 reporting
X De
velops program standards and
leverages technology for managing
and securing customer data
X Ov ersees the training and performance
of customer service representatives
and data entry specialists
X Pr
ovides other departments with logistic
and operations analytics and reporting
X Tr
ansitions all new data from
acquisitions or contract awards into
customer management software

1.D: Key Personnel
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Randy DeVaney: Fleet Manager
[email protected]
Randy has over 20 years of experience in the solid waste industry. His background includes the oversight and direction of solid waste maintenance programs with large public and private haul- ers. Randy manages company-wide maintenance programs for MVD. As fleet manager, he also oversees shop supervisors, mechanics, dispatchers, vehicle DOT compliance, safety, all vehicle and yellow iron equipment maintenance, and general administration.

IMPLEMENTATION EXPERIENCE
Randy has been involved in multiple contract implementations throughout his career. Notably, he has managed the procure- ment and specification of over 60 alternative fuel collection vehicles utilizing clean air grant programs. By overseeing an aggressive fleet replacement program, Randy stays up to date with the latest design and technology in the waste collection sector, including the use of clean air alternative fuel vehicles.

KEY RESPONSIBILITIES | 2017 – CURRENT
X Responsible for overall safety
and pr
oductivity of 5 Shop
Supervisors and 20 Mechanics
X Ov
ersees the installation and
implementation of 3rd Eye cameras and
software on entire garbage truck fleet
X Ov ersees the documentation of fleet
maintenance records by vehicle and
maintaining company equipment to
Department of Transportation standards
X Administ
ers mechanic job specific
operating standards and procedures
X Manag es department staff, including
hiring, training, performance
management and safety issues/claims
X Ensur
es safety and regulatory
compliance standards are met
Christian Horta: North Valley Operations Manager
[email protected]
Christian has been in the logistics industry for 16 years. After joining Mid Valley Disposal, he has been the Operations Manger for the areas of Fresno, Sanger and Shaver Lake. His acquired knowledge and experience with operations aids in the successful implementation of new con- tracts and agreements. Christian strategizes improvements in day-to-day operations with new and existing contracts. He has vast knowledge of municipal contracts and maintains professional relations with public officials. As the Operations Manager he is also very involved in city events including parades, city clean up and a variety of community gatherings. Christian is actively involved in recruiting, training and overseeing the development of employees through promoting the company’s safety culture and compliance regulations.

KEY RESPONSIBILITIES | 2022 – CURRENT
X Utilize and maintain reporting tools
f
or use in minimizing expenses
and increasing efficiencies
X Main
tain knowledge of municipal
contracts and cultivate relationships
with key municipal staff
X Plan and implemen
t routing and logistics
changes to ensure operational efficiency
X Ov ersee all depot employees
counseling/disciplinary actions
as well as performance reviews
and coaching sessions
X Assist District M
anager with
new bid and proposals as well as
ongoing contract management
X Monit or and oversee safety compliance
and reporting for department location
X Ov
ersee dispatch and support all hauling
operation (FEL, ASL, RO, Walking Floor)
X Iden
tify, develop, and maintain new and
existing training programs and initiatives

1.D: Key Personnel
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Billie Hansen: Recycling Programs Manager
[email protected]
Education: Bachelors of Arts, Environmental Studies-Education, CSU Monterey Bay Born and raised in Clovis, CA, Billie is a dedicated environmental professional with a strong background in solid waste management and recycling. She graduated from CSU, Monterey Bay, with a degree in Environmental Studies, focusing on education. Billie began her career in the waste and recycling industry as a Recycling Coordinator in the Bay Area, quickly developing a keen understanding of regulatory compliance and community outreach. Returning to California’s Central Valley, she joined Mid Valley Disposal as a legislative expert on SB 1383, where she worked closely with jurisdictions to help them meet evolving state compliance requirements. Currently, Billie serves as the North Valley Recycling Programs Manager, leading a team of Recycling Coordinators and working with local jurisdictions to achieve full SB 1383 compliance.

Her commitment to sustainability, paired with her extensive expertise in legislative processes, makes her an invaluable asset to any project focused on environmental stewardship and regulatory adherence.

KEY RESPONSIBILITIES | 2021 – CURRENT
X Hire, train, and manage a team of
r
ecycling coordinators to support local
jurisdictions with waste diversion
and compliance initiatives
X Act as a liaison be
tween cities,
counties, and state agencies, fostering
strong relationships and effective
communication on regulations
X Assist and guide jurisdictions with the
c
ompletion of annual reports, ensuring
accuracy and timely submission in
accordance with state requirements.

X De
velop and implement programs
to achieve full compliance with
SB 1383, including recordkeeping
and reporting systems
X Ov
ersee Franchise Agreement
contract compliance, ensuring all
requirements are met and maintained
X Plan, or ganize, and oversee community
outreach events and special programs
to promote sustainable practices
and engage local residents
X Deliv
er presentations to city staff,
councils, and other stakeholders
on program updates, regulatory
changes, and community impact
Megan Guarducci, CSP:

Senior Manager, Safety & Environmental Compliance
[email protected]
Education: Bachelor of Science, Business Administration – Human Resources, San Jose State University Megan Guarducci joined MVD in 2015 with seven years of environmental, health, and safety leadership in the Scrap Metal Recycling Industry, managing multiple high-hazard facilities. At MVD, she directs a comprehen- sive EHS program, ensuring regulatory compliance and promoting safety excellence. Megan is a Certified Safety Professional (CSP) and was recognized as a Waste 360 “40 Under 40” Award recipient in 2024.

IMPLEMENTATION EXPERIENCE
During her tenure with Mid Valley Disposal, Megan has supported the implementation of seven waste management contracts, which included adding two new facilities and a compost operation. Her experience highlights her expertise in ensuring that all new operations meet stringent safety and environmental compliance standards.

KEY RESPONSIBILITIES | 2015 – PRESENT
X Develops and leads comprehensive
en
vironmental, health, and
safety (EHS) programs
X Ensur
es full compliance with local,
state, and federal regulations, including
managing site-specific permits
X Collabor ates closely with
management and her team to provide
thorough safety training to ensure
exceptional service quality
X Analyz
es safety performance data and
incident trends to identify, prioritize,
and mitigate risks effectively
X Re views facility inspections conducted
by her team and collaborates with
safety coordinators, managers, and
the executive team on compliance
and improvement initiatives

1.D: Key Personnel
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Nella Leos: Customer Service Manager
[email protected]
Nella joined MVD in 2018 after more than 30 years of experience in business administration, including customer service and accounting. Her current role at MVD involves the technical as- pects of our communication systems and leads our teams in customer service and frontload/ sideload data entry. Her leadership has increased retention in our external facing roles at MVD.

Her knowledge and experience are key to Mid Valley Disposal providing excellent service.

KEY RESPONSIBILITIES | 2018 – CURRENT
X Oversee and manage a team of
cust
omer service representatives
to ensure exceptional customer
support and satisfaction
X De
velop and implement policies,
procedures, and standards to enhance
the overall customer experience
and promote customer loyalty
X Monit or and analyze customer service
metrics, such as response time,
resolution rate, and customer feedback,
to identify areas of improvement and
implement appropriate strategies
X Collabor
ate with cross-functional
teams, including marketing, recycling,
and operations, to address customer
concerns, resolve escalated issues,
and enhance overall service quality
X Pr ovide regular coaching, training,
and performance feedback to the
customer service team, promoting
professional growth and ensuring
consistent service excellence
X Ov
ersee and ensure the smooth
operation of the company’s
communication system, including
phone, email, live chat, and
other relevant platforms
Maria Ayala: Food Recovery Program Specialist
[email protected]
Maria joined Mid-Valley Disposal in 2021 after more than a decade in the non-profit sector man- aging hunger relief programs throughout Fresno, Madera, Kings, and Tulare Counties. Prior to joining MVD, Maria managed the development and implementation of multiple community pro- grams helping provide food to vulnerable families in our area. Maria’s goal at MVD is to develop a comprehensive SB 1383 Edible Food Recovery Program to help jurisdictions, food generators, and food recovery organizations meet compliance requirements. Maria is trained in food safety standards to ensure food is also safely recovered for donation.

KEY RESPONSIBILITIES | 2021 – CURRENT
X Develop SB 1383 Edible Food Recovery
O
utreach and Education Materials
X Pr
ovide support to jurisdictions on all
aspects of Edible Food Recovery
X Conduct in-per son and online food
recovery training for jurisdictions
and food generators
X Pr ovide consultation to food generators
looking to start food recovery programs
X Cr
oss-departmental advisement
on SB 1383 regulation

1.D: Key Personnel
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Abel Salazar: Post-Collections Manager (Recyclables)
[email protected]
Abel joined MVD in 2017 and is responsible for all operations at our Transfer Station/Material Recovery Facility. His knowledge and efficiency in facility management is key to Mid Valley Dis- posal’s processing capability at this location. As the Plant Manager, Abel oversees all operations at the MRF, including facility staff, daily materials processing & reporting, enforcing safety stan- dards, and ensure compliance of government regulations.

KEY RESPONSIBILITIES | 2018 – CURRENT
X Manage company employees and
r
esources throughout the processing
cycle, from receiving material to final
sale and delivery to customers
X Ensur
e divisional compliance
with all OSHA, DOT, city, state,
county, and federal regulations
X Main tain compliance with facility
permits including, Solid
Waste Facility Permit
X Monit
or and report inbound
tonnages and inventories
X Manag e a team of heavy equipment
operators, maintenance mechanics,
sorters & scale operators responsible
for receiving, sorting, and transporting
material while ensuring compliance with
federal and state weight regulations
X Ov
ersee facility processes that
optimize diversion rates
Mike Gonzalez: Post-Collections Manager (Organics)
[email protected]
Mike joined the Mid Valley Disposal team in June of 2023 after 10 years in the waste industry in Southern California. Prior to this, he was in the paper industry for almost 20 years. Mike has 11 years of experience managing Material Recovery Facilities, Transfer Station, C&D, bio-separation, and composting operations. Mike brings with him the knowledge of the Gore UTV composting system, which is utilized at the MVD Compost facility. Mike’s knowledge and background in composting operations has helped MVD excel with the expansion of requirements in SB 1383.

KEY RESPONSIBILITIES | 2023 – CURRENT
X Oversee Kerman green waste
sort line, tr
ansfer station and
composting operations
X Supervise f
acility staff including
supervisors, MVD employees,
and temporary staff
X Ensur e divisional compliance
with all OSHA, DOT, city, state,
county, and federal regulations
X Ov
ersee all levels of composting
operations (Grinding, blending,
composting, screening, curing and testing)
X Uphold CDF A certification by performing
regular sample testing of finished compost
X Main
tain compliance with facility permits
including, Solid Waste Facility Permit

1.D: Key Personnel
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Kacey Auston: Government Liaison
[email protected]
With 20 years of experience in government and public relations consulting, Kacey Auston joined Mid Valley Disposal in 2015. Bringing a wealth of knowledge in managing relationships between the public and private sectors, Kacey plays a crucial role in fostering collaboration and understanding between government entities and the company. Her extensive expertise in public relations ensures that Mid Valley Disposal remains informed and compliant with evolving govern- mental standards while actively engaging with community partners and stakeholders.

KEY RESPONSIBILITIES | 2015 - CURRENT
X Supports MVD’s state and local
r
elationships with cooperative
partnerships with municipal,
county and state agencies
X Facilita
tes philanthropic opportunities
for MVD across the Central Valley
X Works closely with government
agencies to navigate regulatory
environments, ensuring seamless
adherence to policies and guidelines
X De velops strategies to enhance Mid
Valley Disposal’s public image and
reputation within the community

1.D: Key Personnel
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1.E: Labor and Wages
Mid-Valley Disposal has not entered into labor agreements with any individual or groups of employees, nor does the company intend to enter into any such agreement to provide services to the City of Clovis.

1.E: Labor and Wages
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1.F: Financial Information & Ownership
Audited consolidated financial statements for the year ended 2023 have been provided under separate cover.

The financial statements are prepared on consolidated basis that includes the parent company and related entities of Mid-Valley Disposal, LLC, as described in section 5.4.

The financial statements are evidence of the company’s strong financial footing and available resources.

Additionally, the company has access to approved credit facilities on which to draw for capital acquisition. We have included a letter from BMO that reinforces our financial strength and access to capital specifically for this proposal.

I, Joe Heisdorf, am the Chief Financial Officer of Mid Valley Disposal and the related entities presented in the consolidated financial statements provided. I hereby certify that, as of the date this proposal is submitted, there has been no material adverse event or change in the financial position of the company since the financial statement date. _____________________________________________
Joe Heisdorf
Chief Financial Officer
Mid-Valley Disposal, LLC

1.F: Financial Information & Ownership
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1.F: Financial Information & Ownership
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Auto and General Liability Litigation 2019 – 2024

DATE OF INCIDENT TYPE OF CLAIM CLAIM NUMBER DESCRIPTION RESOLUTION STATUS
11/22/2019 Auto Liability 00242-024689-AB-01 &
AB-02 & AB-03 & AB-04
Vehicle collision due
to dust cloud, injuries
reported
Closed, Settled
08/11/2020 Auto Liability 002042-027729-AB-01 Rear-end collision, injuries reported Closed, Settled
10/19/2020 General Liability 002042-031332-GB-01 Injury on-site, injuries reported Open, Pending
12/12/2020 Auto Liability 002042-029410-AD-01
Property damage
caused by vehicle
collision
Closed, Settled
11/22/2021 Auto Liability 002042-034542-AB-01 Vehicle collision, injuries reported Open, Pending
04/03/2023 Auto Liability 002042-042650- AB-01 &
AB-02
Vehicle damage,
injuries reported Open, Pending
03/20/2024 Auto Liability 002042-048869-AB-01
Unpreventable vehicle
collision caused by 3rd
party, injuries reported
Open, Denied

1.G.1: Litigation and Regulatory Actions
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1.G.2: Fines and Penalites
Other than those amounts indicated in the section above, Mid Valley Disposal has no fines, penalties, settlements, or damages to report.

1.G.2: Fines and Penalites
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1.G.3: Satisfactory Performance in Other Agreements
An extensive list of local agencies where MVD provides franchise collection and processing services is shown in section 1.B. of this proposal. MVD encourages the City to contact those agencies to learn more about our contract performance and involvement in those communities. MVD has not incurred liquidated damages or any defaults with franchise agreements in 20+ years of serving the central valley.

1.G.3: Satisfactory Performance in Other Agreements
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2: Technical Proposal for Services

2.A: Recyclable Materials Collection
Mid Valley Disposal takes a holistic approach to launching new services by actively engaging City of Clovis stakeholders, including customers, Public Works, and the Sanitation Department. With extensive experience meeting fixed deadlines for recycling collection transitions, we combine our expertise with stakeholder insights into city services and resident needs to ensure successful outcomes.

Local Knowledge + Industry Expertise = Customer Appreciation Recyclable Materials Collection
With y
ears of experience managing recycling collections across rural, suburban, and urban areas, Mid Valley Disposal has established standard procedures to ensure reliable outcomes. Our team has extensive expertise in scheduling weekly residential, multi-family, and commercial recycling services.

For residential routes, we conduct thorough route audits to assess cart set-out rates, traffic patterns, safety zones (e.g., near schools), and areas requiring specific access, like private streets or alleys. For multi-family and c
ommercial services, we perform site visits to verify container placements and access details (e.g., keys, remote codes), which are digitized into our routing database.

O
ur route schedules align with the city’s trash collection schedules, and start/end points are designed to avoid dela
ys. Using geo-coded customer data, our routing software optimizes routes with safety in mind, prioritizing right-hand turns. To minimize noise disturbances, commercial stops near residential areas are sequenced later in the route, preventing early-morning collections.

I
n the rare event of a noise complaint, our Route Supervisor investigates immediately, adjusts routes as needed, and follows up to ensure the issue is resolved.

Collection Methodology
T
o streamline our approach as recommended by the city, the following outlines our collection methodology for r
ecyclable and organic materials across residential, multi-family, and commercial customers, noting any specific differences where relevant.

Mid Valley Disposal will use Automated Side Load (ASL) trucks for all residential, multi-family, and commercial cart collections, and Front End Load (FEL) trucks for bin collections. Each truck is equipped with two-w ay radios, onboard cameras, and service tablets to maintain real-time communication between drivers, supervisors, and dispatch.

Our drivers report and address any service issues, such as road closures or container accessibility, and can communicate immediate updates about delays, discrepancies, or safety concerns. Onboard cameras (3rd Eye System) provide safety monitoring, while GPS-enabled tablets sync customer data and track route progress in real-time. These tablets also allow seamless documentation of service discrepancies—such as contamination or overloading—through high-resolution photos added directly to customer records.

Service discrepancies are documented and included in the city’s Daily Missed Collection Report, and the city can ac
cess GPS tracking of all Clovis-assigned trucks. Each route identifies service type (Commercial, Residential, or Multi-Family) and material type. Accounts are organized to facilitate compliance tracking and analysis of recycling programs, cross-referencing service types to ensure alignment with applicable regulations. 2: Technical Proposal for Services
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Contamination
Our recycling programs comply with City of Clovis and CalRecycle require- ments for identifying and documenting contamination. Drivers are trained to distinguish between incidental and severe contamination and have the discretion to service or skip servicing a container when unsafe to do so. We generally favor courtesy collections for contaminated containers, providing education without customer inconvenience. In all cases, contamination is documented with a physical tag (one on the container, one submitted to dis- patch), and recorded on the driver’s tablet with high-resolution photos added to the customer account.

Our Dispatch, customer service, and Recycling Departments are notified of contamination, allowing the recycling department to provide follow-up education (see Section 2.M, Public Education and Outreach). The diagram below illustrates a typical weekday collection route for residential, multi- family, and commercial customers. Routes are scheduled to enter Clovis after 6:00 a.m. and exit before 6:00 p.m., with all recyclable materials transported to our Material Recycling Facility for processing. All the information regarding Materials Recovery Facility (MRF) processing will be found in Recyclable Materials Processing in section 2.B of our proposal.

Mid Valley Disposal uses route management software directly connected to our back-office systems to provide accurate service details for drivers.

This software records, analyzes, and reports jurisdictional tonnages across all waste streams, enabling streamlined reporting for regulatory compliance by tracking route productivity and weight data in a single platform. We are experienced in transmitting data via file upload, email, and direct web application entry.

Start 05:30
• Safety First
• Pre-trip truck
• Login to tablet
Depart 05:50
•Gate check
•
Radio check
Arrive 06:20
• Radio check
• Tablet launch
Depart 11:30
• Break & meal period
• 1st load complete
Arrive 13:00
•Dump 1st load at

MVD ELM
•
Start 2nd load
Depart 16:30
•Dump 2nd load at

MVD ELM
•
Post trip

2.A: Recyclable Materials Collection
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Service Day Map
Mid Valley Disposal is committed to maintaining the City’s existing solid waste collection schedule, ensuring continuity of service without disruption. We will uphold all collection days, times, and frequency as currently established, providing seamless service to the City’s residents and businesses.

Nees AveNees Ave
Herndon AveHerndon Ave
Bullard AveBullard AveBullard AveBullard Ave
Barstow AveBarstow Ave
Shepherd AveShepherd Ave
Gettysburg AveGettysburg Ave
Ashlan AveAshlan Ave
Dakota AveDakota Ave
Dayton AveDayton Ave
Shaw AveShaw AveShaw AveShaw Ave
Thompson AveThompson Ave
Temperence AveTemperence Ave
Locan AveLocan Ave
Minnewawa AveMinnewawa Ave
Peach AvePeach Ave
Leonard AveLeonard Ave
De Wolf AveDe Wolf Ave
Highland AveHighland Ave
Sierra AveSierra Ave Willow AveWillow Ave
Willow AveWillow Ave
Sunnyside AveSunnyside Ave
Sunnyside AveSunnyside Ave
Clovis AveClovis Ave
Winery AveWinery Ave
Armstrong AveArmstrong Ave
Armstrong AveArmstrong Ave
Fowler AveFowler Ave
Fowler AveFowler Ave
Monda yMonda y
Tuesda yTuesda y
Frida yFrida y
Wednesda yWednesda y
Thursda yThursda y

2.A: Recyclable Materials Collection
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Employee Transition
All drivers, whether transitioning from Republic Services or newly hired, will undergo comprehensive training in recycling programs, contamination handling, service standards, and ‘The Mid Valley Way.’ This approach, grounded in the Kalpakoff family’s values, ensures consistently excellent service and includes:
y Sa
fety First: Safe completion of
assignments is our top priority.
y Skilled E
mployees: We recruit, retain,
and reward highly skilled personnel.
y Cust
omer Focus: Employees are trained to
give customers the benefit of the doubt,
reducing complaints and fostering goodwill.
y Neighborhood P
ride: Drivers treat routes as
their own, ensuring upright cart placement,
closed lids, and prompt cleanup of spills.
y Commitmen
t: We follow through
on promises to build trust.
y Pr
oactive Communication: GPS and
digital systems enable real-time updates,
documentation, and timely issue resolution.

All employees will receive thorough training in identifying hazardous and unpermitted wastes, with a focus on
flammable, combustible, and explosive materials. Our
Hazardous/Unpermitted Waste Screening Protocol will
be submitted for city review to align with local emergency response procedures.

Our Fresno operations provide Clovis with economies of
scale, and we anticipate some Republic Services drivers may stay with Republic or experience attrition before the start date. To ensure seamless service, we are prepared to recruit, hire, and train additional drivers at our other locations well before the start date, ensuring a full, ready team to meet operational needs.

Equipment to be Utilized
Our truck deployment plan for residential, multi-family and commercial collections are as follows. Our standard crew size is one driver per vehicle. All trucks will be outfitted with leakproof compartments to store motor oil & filter collections, replacement motor oil and filter kits, containers for batteries, cell phones, and CFL. Each truck will have a spill kit on board, and broom and shovel for litter. All trucks will be equipped with the sign boards as specified in the draft agreement 5.5.B. All vehicles will meet the 2020 Heavy Duty Vehicle emissions requirements.

Truck Type Qty Route Assignment Manufacturer Make Model Year Size Automated
Side Loader 5 5 R
esi, Comm, and
MF – Recycle Carts AMREP Peterbilt 520 2024 36 yd
Commercial
Front Loader 2 Comm, and MF –
Recycle Bins AMREP Peterbilt 520 2024 40 yd
Bin Truck 5
R
esi Cart; Comm
Bin Delivery/
Removal/Exchange
Kenworth Flatbed T270 2023 24’ Bed

2.A: Recyclable Materials Collection
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Containers to be Utilized
Our container deployment will be managed by two trusted partners: Toter will supply all necessary carts, and McLaughlin will supply all bins. Each cart will feature SB 1383 compliant colors and labeling that displays our company name, contact information, and guidelines for acceptable and prohibited waste. Full hot stamps for carts and bin labeling will be submitted to the city in advance for feedback and approval.

Type Size Material Type Manufacturer Quantity
Cart 64 gallons Recycle Tote r 400
Cart 96 gallons Recycle Tote r 800
Bin 1 Yard Recycle McLaughlin 93
Bin 2 Yard Recycle McLaughlin 280
Bin 3 Yard Recycle McLaughlin 289
Bin 4 Yard Recycle McLaughlin 147
Bin 6 Yard Recycle McLaughlin 12
NOTE: Due to the nature of the hot stamping process, this image may vary slightly and will not be as distinct when stamped onto the plastic container. Placement of Hot Stamps and/or IML’s, may also vary slightly in location when actually stamped on product.

Colors are simulated and may or may not be these exact colors when manufactured.

11.2024
CUSTOMER: MID VALLEY DISPOSAL
PRODUCT #: 99796
DESCRIPTION: 96 GALLON
BODY COLOR: 705 BLUE
LID COLOR: 705 BLUE

CART RENDERING

2.A: Recyclable Materials Collection
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2.B: Recyclables Materials Processing
MATERIAL RECOVERY FACILITY (MRF) and PROCESSING LINE
Recyclable materials are delivered to our MRF in Fresno. This site includes a 50,000 sf MRF, 46,000 sf Transfer Station, a 2,000 sf vehicle and equipment Maintenance Building, a 4,700 sf Administration and Visitor Center, and two truck scales. MVD has owned and operated this facility since October 2014.

Facility Address:
2721 South E
lm Avenue
Solid Waste Permit No. : 10-AA-0188
Permitt
ed Capacity:
2,000 T
ons Per Day (TPD)
This location is home to our state-of-the-art facility processing 35 tons per hour of commercial and residential recycling. Mid Valley Disposal continued to invest in the San Joaquin Valley by redesigning and upgrading the comingled recyclables processing line in 2017. The newly designed line increased throughput and currently processes recyclables from 17,500 Commercial accounts and 112,000 households. Recyclable material is processed over an advanced CP Group sort recycling system or MRF, composed of multiple disc screens, a Trommel, and features three optical sorters to remove contaminants. This new technology accomplishes a 95% recovery rate and produces cleaner material. Recyclables processed through the system include corrugated cardboard, newspaper, office and mixed paper, aluminum and tin cans, HDPE plastic bottles, PET plastic bottles, and glass.

Quality control is maintained at multiple points in the process to produce the best outcome. All residual waste that remains after being processed at our Elm facility is transported to the American Avenue landfill.

2.B: Recyclables Materials Processing
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2.C: Recyclables Materials Marketing

1. MVD has been marketing its own materials since 2006 when it opened its Kerman facility. Because of MVD’s rigorous contamination monitoring initiatives, which start with accute driver observation and reporting during collection activities and include contamination monitoring on a consistent case- managed basis, MVD has always been able to move its materials—even through downcycles and commodity market disruptions. The key to MVD’s strategy is to market and sell its material direct and not rely on 3rd party brokers. This means that MVD is intimately familiar with trends and changes in quality standards and specifications, and which buyers offer the best value. MVD sells materials through individual POs in order to capture the best pricing at any given time. A lsiting of buyers by commodity and 12 month pricing is provided below.

2. Because MVD is both collector and processor, the city can be assured that MVD will always work in partnership with the City, residents, and businesses to keep diversion strong and contamination in check. This also means that MVD processing systems remain up-to-date to optmize pricing and recovery rates—which has a direct benefit to the City rebates and customer rates. The relationship between MVD, its municipal clients, the materials it collects and must sell, brings reassurance to the City that MVD will not knowingly send recyclable materials to the landfill.

3. MVD has been processing recyclables at its own MRF for almost 20 years. In that time, we have seen many cycles and disruptions in commodity demand and pricing. Our conservative approach to budgeting and forecasting is informed by our experience. Through diligent processing standards, we have earned a reputation for producing clean materials, which partially insulates us from changes in quality specifications. We also operate multiple transfer station facilities with adequate storage space in those severe cases where large amounts of product cannot be moved. Working through regulatory changes, economic disruption, and pandemics, MVD stays committed to meeting diversion goals and commitments.

4. Our sort line is designed to maximize recovery through optical sorting technology, which endures a 95% or greater recovery rate of all comoodities. Additional qaulity control and hand sort stations ensure that actual recovery rates are higher and that the commodities are marketable with little to no contamination.

Established Buyers

PRIMAR Y SECONDARY
PET B C0458--KT RESOURCES INC. C0440--BLACKBRIDGE
SRPN #56 C0454--FIBRE TRADE INC. C0460--Linden Trading Company, Inc.

OCC #11 C0418--OI-ABLE C0467--Winfibre (U.S.) Incorporated MIXED PAPER C0008--BERG MILL SUPPLY CO C0454--FIBRE TRADE INC.

HDPE MIXED C0358--MING'S RESOURCE CORP C0008--BERG MILL SUPPLY CO

2.C: Recyclables Materials Marketing
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HDPE NATURAL C0358--MING'S RESOURCE CORP C0008--BERG MILL SUPPLY CO

MIXED RIGID

PLASTIC
C0425--UNIVERSAL COMMODITY
SERVICES INC. C0008--BERG MILL SUPPLY CO
PP #5-MIXED
PLASTIC C0358--MING'S RESOURCE CORP C0533--POLYFIT INC
ALUMINUM CANS C0358--MING'S RESOURCE CORP C0417--GOTTLIEB, INC METAL C0175--SCHNITZER RECYCLING C0269--SA RECYCLING
TIN C0175--SCHNITZER RECYCLING C0269--SA RECYCLING
GLASS Strategic Halo
Assumed Characterization for Curbside Residential
% OF

STREAM PRICE CRV NET VALUE/
TON

WEIGHTED
VALUE
PET B 1.80% 234.54 1,190.00 1,424.54 25.64
SRPN #56 9.20% 23.26 23.26 2.14
OCC #11 29.50% 121.66 121.66 35.89
MIXED PAPER 2.60% 41.31 41.31 1.07
HDPE MIXED 1.50% 240.06 64.75 304.81 4.57
HDPE NATURAL 0.84% 559.06 64.75 623.81 5.24
MIXED RIGID PLASTIC 1.46% 32.29 32.29 0.47
PP #5-MIXED PLASTIC 0.70% 54.22 54.22 0.38
ALUMINUM CANS 0.94% 1,318.00 3,240.00 4,558.00 42.85 METAL 2.20% 95.38 95.38 2.10
TIN 2.02% 195.00 195.00 3.94
GLASS 8.24% (18.15) 54.12 35.97 2.96
Residual 39.00% (48.00) (48.00) (18.72)
T otal 100.00% $ 108.53

2.C: Recyclables Materials Marketing
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Commodity
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 12-mo
AVG
PET B 165 175 168 188 202 230 254 253 283 280 270 285 235 SRPN #56 15 20 20 20 20 20 20 20 44 35 35 35 23 OCC #11 113 95 106 123 116 131 129 140 141 132 130 125 122 MIXED PAPER 29 36 32 35 35 27 20 46 37 48 53 50 41 HDPE MIXED 210 255 290 236 310 310 270 280 185 180 190 193 240 HDPE
NATURAL 470 450 455 450 460 475 490 540 560 590 655 763 559

MIXED RIGID
PLASTIC 30 30 30 31 26 26 26 29 28 28 30 70 32 PP #5-MIXED
PLASTIC 60 60 60 60 60 60 60 60 60 45 30 30 54

ALUMINUM
CANS 1,200 1,200 1,200 1,240 1,220 1,260 1,520 1,520 1,520 1,219 1,400 1,480 1,318 METAL 107 85 95
TIN 192 192 198 198 195 195 195 205 205 215 205 205 200

2.C: Recyclables Materials Marketing
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131
AGENDA ITEM NO. 5.

2.D: Organics Materials Collection
Our proposed approach to organic material collection are identical to our recyclable material collection enumerated in section 2.A with the following notations.

Organic materials collected will be dumped at our transfer station located at 2721 S Elm Ave, in Fresno, and will be subsequently transferred to our Kerman Compost operations located at 15300 W Jensen Ave. This process is explained in more detail in the Organic Materials Processing located in section 2.E of our proposal.

Truck Type Qty Route Assignment Manufacturer Make Model Year Size Automated
Side Loader 5 5 R
esi, Comm, and MF –
Organic Carts AMREP Peterbilt 520 2024 36 yd
Commercial
Front Loader 1 Comm, MF – Organic Bins AMREP Peterbilt 520 2024 40 yd Bin Truck 5 R
esi Cart, Comm Bin Delivery/
Removal/Exchange Kenworth Flatbed T270 2023 24’ Bed
Containers to be Utilized
Our container deployment will be managed by two trusted, experienced partners: Toter for all necessary carts and McLaughlin for bins. Each cart will be in SB 1383 compliant colors and labeling that displays our company name, contact details, and guidelines for acceptable and prohibited waste. Full hot stamps for carts and bin labeling will be submitted to the City for review and approval. Additionally, we offer alternative-sized organics carts for customers in Planned Unit Developments, HOAs, condos, and townhomes upon request to accommodate space constraints.

Type Size Material Type Manufacture Quantity
Cart 64 gallons Organics Tote r 200
Cart 96 gallons Organics Tote r 600
Bin 1 Yard Organics McLaughlin 202
Bin 2 Yard Organics McLaughlin 62
Bin 3 Yard Organics McLaughlin 4
Bin 4 Yard Organics McLaughlin 4
Bin 6 Yard Organics McLaughlin 0
NOTE: Due to the nature of the hot stamping process, this image may vary slightly and will not be as distinct when stamped onto the plastic container. Placement of Hot Stamps and/or IML’s, may also vary slightly in location when actually stamped on product.

Colors are simulated and may or may not be these exact colors when manufactured.

11.2024
CUSTOMER: MID VALLEY DISPOSAL
PRODUCT #: 99764
DESCRIPTION: 64 GALLON
BODY COLOR: 925 GREEN
LID COLOR: 925 GREEN

CART RENDERING

2.D: Organics Materials Collection
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2.E: Organic Materials Processing

ORGANICS COMPOSTING FACILITY
Green Waste and Organics are processed at our facility located in Kerman. This site includes a new state-of- the-art Green and Food Waste Composting Facility, Food Depackaging System, 34,250 sf Material Recovery Facility and Transfer Station, 6,840 square foot Vehicle and Equipment Maintenance Shop, 6,097 square foot Administration Office, and Truck Scales. MVD has owned and operated this facility since 2008.

Facility Address:

15300
West Jensen Avenue
Solid Waste Permit No.:
10-AA-0201
P
ermitted Capacity:
1,500
Tons Per Day (TPD)
Mid Valley Disposal received multiple competitive CalRecycle Organics Grants for development and expansion of an organics processing facility. Operations began in 2017 and expanded in 2020. The 28-acre site includes a food depackager and 24 composting bunkers for processing food and green waste collected by MVD specifically designed for SB 1383 compliance.

MVD utilizes the GORE® covered aerated static pile system. When fully scaled, MVD’s compost facility can process over 82,000 tons annually. The GORE® Covered System is a clean technology with a 95% retention rate of odor and VOC’s. Other attributes of the system include a small facility footprint, low energy requirements, greater than 99% containment of bio-aerosols, reduced odor, and production of compost within 8-10 weeks.

2.E: Organic Materials Processing
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THOR TURBO Separator
In 2022 CalRecycle awarded MVD an Organic Programs Grant that contributed to the purchase and installation of a new Scott Thor Turbo Separator. The new equipment
began operation in the spring of 2023. This state-of-the-art system separates packaging material from food waste so it can be added to the composting process. This investment in
advanced processing emphasizes MVD’s effort to increase organic waste diversion.

RECEIVING
Call (949) 646-9731 –Ask For Turbo Sales

CONVEYOR PRE-SORT

AVAILABLE

2.E: Organic Materials Processing
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SWFP: Kerman Recycling and Transfer Station

2.E: Organic Materials Processing
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2.E: Organic Materials Processing
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2.D: Organics Materials Collection
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2.D: Organics Materials Collection
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2.F: Organic Materials Marketing
MVD produces a variety of finished grades of compost which is largely marketed to the local agricultural spreaders. MVD also provides compost to local jurisdictions to meet SB 1383 procurement requirements.

Through the use of the THOR food separator, the contamination processing line, and on-the-ground sorting, MVD can ensure a high level of diversion while producing a marketable and clean product.

MVD will not landfill source-separated organic materials. MVD does not own a landfill which is why the company invests in appropriate technology to efficiently process and market the materials it collects. MVD can provide assurance to the city that no source separated organic materials are landfilled through reporting, log book inspections, and site inspections.

In the past 12 months MVD has sold over 20,000 tons of compost for agricultural use to 4 different operators, several of which have procured compost consistently for the past 4 years. Established relationships with local spreaders and growers ensures an outlet for compost produced and sustains the economic viability of the processing operation even during fluctuations in feedstock volumes. MVD’s facility is over 20 acres (with room to expand) which allows for adequate storage during heavy years.

MVD sells compost and mulch products to municipalities for use in field turf, landscaping and erosion control, with over 5,000 tons sold just in the past year. With more jurisdictions coming into compliance with SB 1383, we have seen an increase in demand for this market, which will only grow as regulations are enforced.

Finish grades of compost include:
y 3/8” fine compost
y 5/8”
bulk compost
y C ompost mulch
y B
agged compost
Lastly, MVD has its own compost bagger and has developed a branded compost bag for retail sale of fine compost. These bags are an effective way to get compost to local residents through hardware stores or giveaways at clean up events. This is another value added service MVD can offer the city of Clovis.

2.F: Organic Materials Marketing
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2.G: Ancillary Services
Proposal Section 5.5.7.1(1) Ancillary and Optional Services 3a. Sharps Collection Program: Mid Valley Disposal currently operates a comprehensive Sharps Waste home delivery program, which we are prepared to extend to Single-Family and Multi-Family Dwelling Unit customers in your community. Upon request, we will deliver an approved sharps container directly to a customer’s home within one (1) week. Each delivery will include recycling awareness materials and detailed instructions for participating in the Sharps Collection Program.

To ensure maximum convenience and safety, our program utilizes 1.4-quart, postage-paid sharps containers approved by the United States Postal Service for secure shipment. Customers can take advantage of this mail- based service at no charge, receiving one (1) sharps container/mailing kit per calendar year, with the option to purchase additional containers as needed. All collected sharps are autoclaved in compliance with local, state, and federal regulations at HealthWise Services, a locally owned and operated sharps processing facility.

3.b. Alternative Sharps Collection Program for Consideration by City. As an alternative sharps collection program, we propose establishing a partnership with MED-Project. This collaboration would provide residents with free, convenient mail-back options for safe sharps disposal, supporting compliance with California’s SB 212 and promoting safety and environmental stewardship.

To enhance community engagement and awareness, we will work with MED-Project to create and distribute targeted informational materials, including brochures and online advertisements. These resources will detail the program’s benefits and guide residents on how to use the mail-back service. By incorporating these materials into local outreach efforts, we can ensure residents understand and utilize the program effectively, fostering a safer community.
https:/ /med-project.org/locations/california/sharps/program-information/ 3c. Alternative Sharps Collection Program for Consideration by City. Recognizing that the City already maintains three Sharps Kiosk locations, Mid Valley Disposal proposes partnering with an approved vendor to expand this program by adding five (5) additional kiosks at locations mutually agreed upon by the City and Mid Valley Disposal. These additional kiosks would be strategically installed in accessible areas at Fire Departments and Police Stations, providing residents with convenient, secure options for sharps disposal.

To increase awareness and educate residents on proper sharps disposal, Mid Valley Disposal will implement a community outreach initiative. This will include distributing informational fliers, sending email notifications, and posting updates on social media. These materials will provide details about the expanded kiosk locations, proper disposal practices, and program benefits. Each Sharps Kiosk will be serviced regularly by an approved vendor to maintain safety and regulatory compliance, supporting the city’s goals for a cleaner and safer community.

This expanded program offers an efficient solution for managing sharps disposal, helping to reduce environmental risks and promote public safety.

4. Battery and Cellphone Collection Program. As a special added service, MVD will collect discarded batteries and cell phones that customers place in clear, zip-lock or tie-close plastic bags on top of their recyclable

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materials carts. Upon request, MVD will also provide multi-family complexes with designated battery, cell phone, and CFL recycling receptacles (“Battery Buckets”) to safely collect these materials. MVD will collaborate with property managers and owners to determine the most convenient and environmentally responsible locations for these Battery Buckets within each complex. Furthermore, MVD will promptly deliver educational materials and additional Battery Buckets within five (5) working days of any request, ensuring our customers have easy access to responsible recycling solutions.

Our Elm Transfer and Processing Station features a fully operational Household Hazardous Waste Receiving Area, where collection vehicles can drop off any contract-required HHW items collected during their routes, such as Batteries, Cell Phones, Sharps, Used Motor Oil, Used Oil Filters, and CFLs. Our trained Yard Attendants carefully remove these items from the trucks, ensure they are properly contained and stored, and manage their shipment in full compliance with local, state, and federal regulations. This process upholds our commitment to the highest standards of safety and environmental responsibility.

2.H: Optional Services
Multi-family Kitchen Pail Program
As a leader in waste management, Mid Valley Disposal recognizes the crucial role of community engagement in advancing
sustainability initiatives. We are well-positioned to assist the city in delivering countertop food waste collection pails to multi- family units, a program we have successfully implemented in all our contract cities since the enactment of SB 1383 in January 2022. Over the past two years, we have actively participated in the distribution of food waste pails, including those purchased by other jurisdictions through their SB 1383 local assistance grants.

Our comprehensive countertop food waste collection program is designed to facilitate the recycling of food scraps across all of our contract cities. By personally delivering high-quality collection pails, we empower households to engage in waste diversion efforts. Our dedicated Recycling Department provides tailored educational resources and support alongside the pails, ensuring residents understand the significance of their contributions to reducing landfill waste and enhancing organic recycling. This proactive approach not only reinforces our company’s commitment to sustainability, but also positions Mid Valley Disposal as a valuable partner in achieving California’s environmental goals.

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Commercial Container Cleaning and/or Exchange
We are pleased to offer our customers—including commercial, residential, and multi-family properties—one (1) complimentary cart exchange per calendar year. This service is designed to ensure that our customers have access to well-maintained containers that meet their waste management needs. For customers requiring additional exchanges beyond the annual allowance, we provide options for extra cart or bin exchanges at a nominal fee.

Our exchange policy covers containers exhibiting general wear and tear or unpleasant odors, ensuring that our customers maintain a clean and hygienic waste disposal environment. Containers damaged beyond normal wear and tear, such as those affected by fire, will be replaced for an additional fee. This comprehensive exchange program underscores our commitment to customer satisfaction and operational excellence, positioning our company as a responsive and responsible partner in waste management.

2.I: Implementation Plan
In the past few years, Mid Valley Disposal has successfully transitioned services for 32,000 residential and
2,000 commercial customers in 6 municipalities.

The transitions were from 4 different haulers.

Within a 3 month span, MVD was able to secure over 20,000 SB 1383 compliant carts and roll out services for 2 cities Each transition of solid waste services is unique. Mid Valley Disposal has developed a successful formula for the planning and execution of intricate service transitions. Using our proven template, we collaborate with the city, and key stakeholders, to implement programs that foster new behaviors and highlight the necessary link between education, waste prevention, and reduction activities. We have a track record of working with stakeholders to ensure resources are procured, distributed in a timely manner, and employees are prepared to deliver excellent service from day one.

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Our approach to this process includes three key components:

Collaboration: An early engagement strategy with all stakeholders – the city, the incumbent, and the community – assures that all perspectives are weighed and gives a framework to the Master Implementation Schedule. Transparent communication is essential, and MVD recommends an initial discussion with each stakeholder group, followed by regular meetings once the contract is signed.

Intelligent Project Planning: We have included our Master Implementation Schedule as a blueprint to demonstrate our understanding of the planning process, identify specific tasks, and consider the required lead time to accomplish the overall plan. Years of experience allow our team to stay agile when additional details arise.

Expertise & Experience: Our team has extensive experience in transitioning large-scale waste and recycling services in cities throughout the Valley. As we meet with stakeholders, tasks are assigned to an MVD team member with the necessary experience and authority to complete their tasks within the specified timeframe.

After careful study of the City’s RFP and addendums, we conducted our own field studies and audits to validate the current services being provided.

Planning
Implementation Schedule
The Clovis Implementation Schedule will go into effect immediately following approval of the franchise agreement. The breadth of the schedule below speaks to the experience, thought, and care Mid Valley Disposal has when serving a new community. Our priority is to consider the perspectives of residents and businesses and fulfill all our contractual obligations to the City of Clovis.

Month Task Accountable Description
JAN 2025 Implementation
Kick-off Meeting

MVD TEAM

CITY OF CLOVIS
Management Team meeting with City Staff, introductions, roles and responsibilities, implementation schedule overview, review assignments, communications, schedule reoccurring implementation meetings with City Staff as needed.

FEB 2025
Submit Container
Labeling for
Approval

MVD TEAM
CITY OF CLOVIS Submit draft of bin labeling and cart hot stamps for approval.

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JAN 2025
Clovis Chamber
of Commerce
(ongoing)

MVD RECYCLE
TEAM
Join the Chamber, and engage with the business community to assist business owners and managers with the transition to the new recycling and organics programs.

FEB 2025 Billing data
reconciliation

MVD ADMIN
TEAM

CITY OF CLOVIS
City to provide customer data file for verification and input into MVD Customer Data Base.

FEB 2025 Validate City data
to routing

MVD ADMIN
TEAM

CITY OF CLOVIS
Verify service levels with billing detail and reconcile discrepancies. Work collaboratively with City Staff to address data concerns.

MAR 2025
Place Order for
New Commercial
Containers

MVD OPS TEAM

CITY OF CLOVIS
Submit purchase order for new multifamily & commercial
containers (bins & carts) for delivery to an approved
local facility to be staged for assembly & distribution to customers.

MAR 2025
Confirmation
of Service
Requirements
at City Facilities,
Parks, and
Downtown
Containers

MVD OPS TEAM

CITY OF CLOVIS
In coordination with City Staff, we will visit each of the sites where City Services are located. We will confirm the service levels, conduct a hazard assessment, note gates, locks, and enclosures. This service data will be incorporated into our long-term routing plans.

MAR 2025
Audits &
assessments
for Commercial
& Multi-family
customers

MVD OPS AND

RECYCLE TEAM
Operations Teams will perform on-site container and location assessments gathering service data which will be incorporated into our Long-Term routing plans and new container delivery methods. Teams will identify and document safety hazards, space limitations, accessibility, locking systems, and other site- specific service data. Pre-existing property or infrastructure damages will be digitally gathered and communicated with points of contact.

MAR 2025
Draft & Finalize
communications
of new Service
Provider

MVD RECYCLING

DEPARTMENT /

MARKETING

CITY OF CLOVIS
Incorporate print, digital media, and local periodicals to introduce Mid Valley Disposal as the new franchise hauler.

Provide city-wide communications of new hauler information, detailing new and existing programs, references to MVD web site, and implementation FAQ's. Schedule dates for mailed inserts through city billing, forecast newsprint posts, and distribute digital media throughout collective departments.

MAR 2025 Source Local
Office

MVD OPS AND
ADMIN
Review, visit, and compare available properties in the City of Clovis to house our customer service office.

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APR 2025
Collaborate with
City to draft
Residential Route
Plan for Recycling
and Organics

MVD OPS AND
ADMIN

CITY OF CLOVIS
We will work with City to fully understand their existing residential routing structure and will collaborate how to best integrate our own recycling and organics collections to complement the City schedule. We will engage with ongoing route assessments to capture information critical to early implementation success (e.g. gate codes to private roads, alley use, identify potential route hazards like low wires, walk in locations, etc). This service information that we will incorporate into route plan database.

APR 2025
Finalize and
approve recycling
outreach and
education
collateral

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Coordinate with City Staff on recycling outreach and
education brochures for distribution through print, digital and local periodicals
APR 2025 Big Hat Days

MVD RECYCLING

DEPARTMENT

AND OPS TEAM
Participate in fun weekend of Big Hats Day in Downtown
Clovis. Staff an interactive educational booth that delivers prizes, recycling games, and in- person education through our knowledgeable recycling coordinators.

APR 2025 Clovis Rodeo
April 2025

MVD RECYCLE

AND OPS TEAM
Seek an opportunity with organizers to showcase services offered to the community. Compost giveaway to be mutually agreed upon.

MAY 2025
Transition
meeting with
Republic Service
regarding
containers

MVD OPS TEAM,

AND REPUBLIC

SERVICES
Collaborate with incumbent hauler on recycling and organics collection service transition. Scheduling old container removal process, new container delivery methods, and lines of
communication throughout the transition.

MAY 2025
Engage with
Republic Services
to provide
employee
transition offers

MVD OPS, HR

TEAM, AND

REPUBLIC

SERVICES
Coordinate communication with incumbent employees
interested in transitioning to Mid Valley Disposal.

MAY 2025
Access Additional
Employee
Needed for
Implementation

MVD TEAM
After accessing Republic employees interested in transitioning to Mid Valley, identify and recruit additional employee resources as needed.

Schedule New Driver training at MVD Training Facility.

MAY 2025
Receiving and
Assembly of
new Commercial
containers

MVD OPS
Receipt of new commercial containers at local staging
grounds. Assemble, prepare, and label new bins and carts for distribution to commercial businesses and multi-family developments.

MAY 2025
Distribute
Residential
Implementation
mailer

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Mail out 1st residential flyer introducing Mid Valley Disposal as their new recycling company, and detailing the program offerings in English, Spanish Punjabi, and Hmong. Incorporate flyer into print, digital media and local periodicals.

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JUN 2025
Receiving and Fit
Out of Collection
Trucks

MVD OPS AND

FLEET TEAM
We have committed deliveries of new AMREP / Peterbilt
Collection trucks. Trucks will be fitted out with in-cab technology systems, sign boards, and will be road tested. We will tare weight the trucks at a certified scale, and we will provide all vehicle information to the City of Clovis prior to the start-up.

JUN 2025
Finalize new
residential route
plan

MVD OPS AND
ADMIN

CITY OF CLOVIS
Present route maps and plan to City for final review and feedback. Indicate route start and end points that will not impede City routes.

JUL 2025
Delivery of New
Commercial &
MFD Containers

MVD OPS TEAM

AND REPUBLIC

SERVICES
Execute the container exchange plan worked out
collaboratively with Republic Services for commercial and multi-family units.

JUL 2025
Dry Run
Residential &
Commercial
Routes
MVD OPS TEAM Perform physical route drive runs transiting weekly route schedules and stops with various team members.

JUL 2025 Freedom Fest
July 2025

MVD RECYCLE
TEAM

CITY OF CLOVIS
Participate in the 2025 Independence Day Celebration.

Provide an interactive educational booth that delivers prizes, recycling games, touch a truck interactive, and in-person education through our knowledgeable recycling coordinators..

JUL 2025
Distribute
Residential
Implementation
Mailer

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Mail out 2nd residential flyer introducing Mid Valley Disposal as their new recycling company, and detailing the program offerings in English, Spanish, Punjabi, and Hmong. Incorporate flyer into print, digital media and local periodicals.

AUG 2025
Mid Valley
Disposal
Collections Begin
MVD OPS TEAM Begin commercial & residential collection operations. Kickoff safety meeting and tailgate with the Clovis Team.

AUG 2025
Post
Implementation
Report

MVD TEAM

CITY OF CLOVIS
After action report and discussion detailing the entire implementation process.

AUG 2025
Billing data
reconciliation
final pass

MVD ADMIN

CITY OF CLOVIS
City to provide updated data file to verify any changes to service levels.

SEP 2025
Waste
Characterization
Study

MVD RECYCLING

DEPARTMENT

CITY OF CLOVIS
Recycling department staff will conduct full waste
characterization studies of all Residential and commercial collection loads.

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November 6, 2024

Mr. Jay Fowler
Mid Valley Disposal
15300 W Jensen Ave
Kerman, CA 93630

REF: City of Clovis, CA Service Agreement, RFP Specifications Lines 1208-1297 Commitment Letter

Dear Mr. Fowler,

Toter is pleased to present information to Mid Valley Disposal for the City of Clovis’ important bid. We are North America’s pioneer and largest manufacturer of rollout cart systems. Toter utilizes our 60+ years of cart manufacturing experience and 35+ years of cart Assembly & Distribution to ensure that the provision of carts is a success for the City. We have a history of providing high quality products and excellent service to our customers, and Toter knows the importance of ongoing support and customer service which continues many years after carts are delivered. By selecting Toter, you are obtaining a supplier you and the City can depend on, now and in the future.

As you evaluate our submission, please consider the following:

 Toter has all of the assets in place to provide carts to the City. All products, manufacturing, and transportation, equipment and personnel are ready to go.

 Toter offers Mid Valley Disposal, and the City of Clovis, state of the art products which meet or exceed the intent of the City’s specifications, production, uniform parts, and warranty requirements. Many of our customers have tried injection molded carts and switched (or switched back) to our rotationally molded product due to the lowest lifecycle cost of our carts – we have many Toter carts still in service ranging in age from 15 to 30+ years.

 RFP speaks to kicks and blows – Toter carts are manufactured utilizing a rotational molding process which yields a HIGHLY IMPACT RESISTANT cart. Our carts are designed with automated collection in mind - taking into account the impacts associated with that collection process. Because of our rotationally molded manufacturing process – Toter carts are designed to flex on impact – they are far less brittle than the alternative.

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 Toters have a dome shaped lid - designed to prevent water from pooling. Toter lids sit on a rugged rim – designed to provide additional strength and keep water from running into the cart.

 Toter carts are engineered with a low profile design to better withstand winds overall, with the following thresholds for wind speeds by model. These thresholds represent maximum wind speeds measured just before the cart blew over.

Model Average Front Side Back
79296 46 mph 43 mph 46 mph 50 mph
79264 44 mph 40 mph 46 mph 46 mph
79248 44 mph 41 mph 40 mph 52 mph

 Per Mid Valley request - Our EVR II cart can accommodate this request as there are no penetrating points to the cart body. Our design is seamless with no drilled holes – having sealed stop bar and axle journals. This in not the case with all manufacturers.

 Toter carts are easy to tilt and roll – best in class ergonomics designed to ease the burden of getting carts to curb.

 Toter has a vast range of marking capabilities for Mid Valley to choose from as it pertains the City’s labeling requirements. Toter has executed on various 1383 label conversions.

We partnered with Mid Valley on its transition to new stamping – Toter is prepared to partner again for this project.

 Toter is pleased to offer the Mid Valley Disposal and the City of Clovis a 12-year full cart body warranty (plus 10 years on all other cart components). This is the longest standard warranty of its kind in the industry, which exceeds requirements for a 12-year warranty specified in the Bid. No other company offers our industry leading standard term for warranties with the 12 year body warranty and 10 years of coverage on all other components.

 Toter carts offer Mid Valley Disposal and the City of Clovis the lowest total cost of ownership and the lowest carbon footprint. The carts proposed herein are also stackable / nestable when fully assembled (no other manufacturer’s carts are nestable when fully assembled) to enhance route delivery productivity by up to 400% and reduce Mid Valley Disposal’s and the City of Clovis’ ongoing delivery costs. This also means fewer service trucks on the road and in turn less vehicle emissions. EVR II carts are more durable and last significantly longer than competitors’ carts. Toter’s EVR II carts quoted have interchangeable parts; 10” wheels, stop-bars, and lid hardware, which significantly reduces the need for parts inventory and creates familiarity when making repairs, leading

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to additional efficiencies. Toter carts are 100% recyclable and include recycled content.

All of these advantages point to a product that will be environmentally friendly and highly sustainable.

 Toter will deliver carts within 8 weeks from Toter’s receipt in writing of a Purchase Order, Order Confirmation, and Markings Approvals from Mid Valley Disposal, and if credit has been established; however, the delivery time frame may be subject to shorter or longer lead times due to extraordinary demand or outside circumstances including our compliance with applicable CDC/local agency guidance and mandates, executive orders, and federal, state and local laws.

If you have questions, please contact Michael Lynn, Regional Sales Manager, 916-203-9640, [email protected].

Thank you again for the opportunity to participate in this process.

Sincerely,

Laura P. Hubbard
Director of Municipal Sales
Toter, LLC

LPH/kkc

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AGENDA ITEM NO. 5.

Amrep Manufacturing Co, LLC
1555 S. Cucamonga Ave. Ontario, CA 91761
PH: 909 923-0430 FAX: 909-923-2485

November 14th, 2024

Randy Devaney
Mid Valley Disposal
2721 S. Elm Ave.

Fresno, CA 93706

Re: 2025 RFP, Clovis

Dear Randy,

Amrep Mfg Co., a refuse body manufacturer located in Ontario, California, appreciates the opportunity to support Mid Valley Disposal with the equipment outlined in the 2025 Clovis RFP. This letter confirms that equipment received by April 7 th, 2025, will be
delivered and ready to service your accounts on or before August 1, 2025.

Amrep has been a trusted supplier of refuse equipment for Mid Valley Disposal and other industry partners for over 40 years, consistently working to ensure all equipment meets or exceeds customer specifications and requirements.

We would be pleased to provide Mid Valley Disposal with the necessary collection bodies for this RFP and are committed to delivering maintenance and service support upon delivery and throughout the warranty period.

Sincerely,

Scott Mattson
Vice President, General Manager
Amrep Mfg Co, LLC

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2.J: Customer Service
Mid Valley Disposal will open a local office to offer customer service availability in which customers can interact with us directly. The office will maintain regular business hours Monday through Friday 8 a.m. to 5 p.m.

Customer service plays a vital role in the success of Mid Valley Disposal. We understand the value of making connections to every customer and hold ourselves accountable to the highest standards.

We are pleased to report that we have never experienced claims for liquidated damages related to any contract for any reason. We attribute our commitment to customer service as the foundation for the strong relationships with the communities we serve.

Through exclusive and open market service areas, MVD services over 115,000 residential and 33,000 commercial/industrial customers. This equates to over 444,000 services each week. The table below provides an example of the additional service requests performed monthly.

November 2023-October 2024 Service Orders
TYPE Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct GRAND TOTAL

ABANDONED
RMV 7 15 11 18 22 36 57 62 56 104 110 99 597
AUDIT 28 23 125 88 19 63 33 65 259 81 47 27 858
CANCEL 243 209 255 186 149 207 183 163 156 190 315 223 2479 DECREASE 158 128 238 165 173 171 146 194 149 182 185 204 2093 DRIVER VERIFY 671 687 731 555 699 706 738 652 869 802 557 941 8608 INCREASE 881 3366 574 181 191 187 240 313 316 257 254 229 6989 MPU 950 1039 979 792 1001 1129 984 968 1086 1153 921 1352 12354 NEW 212 199 220 205 208 234 242 603 303 318 258 268 3270 OFFICE 17 15 34 33 24 70 40 31 19 46 33 17 379
RECYCLE DEPT 20 65 106 107 54 62 62 57 66 89 58 47 793
REDELIVER 75 103 117 113 74 108 136 93 114 70 94 84 1181 REMINDER 480 752 780 692 590 633 677 505 747 907 691 804 8258 RENT A BIN 186 128 125 99 76 130 175 159 106 141 126 131 1582 REPAIR 1237 1075 1096 1252 1184 1526 1491 1349 1602 1495 1489 1739 16535 RESTART 26 23 25 30 21 27 28 22 13 11 31 21 278

RTE MGR
VERIFY
431 432 513 379 333 412 373 486 842 754 536 813 6304

SPECIAL
EVENTS
84 118 105 73 52 120 176 139 127 103 177 133 1407
STOLEN 253 284 347 322 389 352 369 373 415 399 395 533 4431 XPU 751 753 708 705 755 797 934 846 1258 1017 851 965 10340 Grand T otal 6710 9414 7089 5995 6014 6970 7084 7080 8503 8119 7128 8630 88736

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We leverage technology to expedite and track routes, work orders, and status, including real-time email notifications, and online chatting features. We will collaborate with City Staff on future processes to deliver transparent next-gen service communication through mobile applications and an online customer interface.

We utilize 3rd Eye, an onboard truck monitoring system, that provides live video feed of trucks to give accurate evidence of route events and service completion times to our customers and City Staff.

Together with over 36 jurisdictions, MVD has developed efficient processes for receiving work orders and delivering feedback, so City Staff and the customer are always up to date with service complaints and requests.

We follow a 5-step system that not only guides
our actions but also holds our team accountable,
ensuring customer satisfaction.

MAKING THE CONNECTION

WITH EVERY CUSTOMER

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A CSR will answer incoming
call WITHIN 3 RINGS.1
2 3
Dispatcher will receive work order
IN REAL TIME and dispatch out to driver.

CSR cr
eates a work order
reflecting customer’s request.

Real Time Updates

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Driver receives work order and updates
dispatch when work is completed.4
Account is updated and
customer is notified.
5 10,000+
CALLS PEr MOnth
nO Ph O n E
trEE
ACCOUNTABILITY IN ACTION:

Driving Service Excellence
15 SECOnDS
AVErAGE WAIt tIME
LIVE
rEPr ESE ntAt IVES

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Analytics Dashboard

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MVD currently utilizes 8x8 technology, an omnichannel platform that combines the use of voice, chat, and video to optimize our customer service experience while providing detailed analytics and reporting. The program tracks & records individual calls and chats to improve service accountability and access to historical data. Speech and text analytics provide Instant intelligence with ML/AI, catalogue calls, chats, texts, and social posts that need attention, classifying the interactions that matter the most.

We will have a minimum of two CSRs available Monday through Friday 8:00am-5:00pm at a local office dedicated to the City of Clovis. Excess call flow will be routed to other customer service locations and live answered by a trained representative. All CSRs are trained to address most service requests and billing issues, limiting call transfers.

X A local phone number will be
established prior t
o start-up and
distributed throughout electronic
and print media to city customers.

X Customer
s can reach us by email,
online chat, or calling a local
customer service center.

X Benchmarks are established f or answer
times, wait times, and total call times.

X After
hours phone calls are answered by
a voicemail system. A designated CSR will
respond to after-hour communications
the next business day, beginning at
7:00am and completed before 12:00pm.

X MVD has an established bilingual
call center with customer service
representatives (CSRs) fluent in
both Spanish and English.

Non-Collection notices are placed on containers that may be overloaded or contaminated. Drivers are trained to distinguish between incidental and severe contamination and have the discretion to service or skip a container if unsafe to service. We generally favor courtesy collections for contaminated containers, providing education without customer inconvenience. In all cases, overload or contamination is documented with a physical tag (one on the container, one submitted to dispatch), and recorded on the driver’s tablet with high-resolution photos added to the customer account. Our Dispatch, Customer Service, and Recycling Departments are notified of contamination, allowing the Recycling Department to provide follow-up education. See section 2.M, Public Education and Outreach.

City Website Page
MVD’s website includes individual city landing pages that are customized to each city or county franchise agreement. MVD’s in-house marketing team will add or change relevant information as directed by City Staff.

Our website is integrated with our customer records billing and routing software making account access to our billing and payment software easily accessible. Customers may also submit electronic inquiries through our website. MVD has a designated CSR monitoring and responding to emailed communications Monday through Friday 7:00am to 5:00pm Customers can count on prompt responses. After-hour communications are responded to the next business day, beginning at 7:00am and completed by 12:00pm.

2.J: Customer Service
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Mid Valley Disposal’s guiding philosophy is grounded on the premise of building a relationship with ev ery customer, by supporting and promoting the interests of customer s.

Cross-team collaboration between CSRs and Operations is encouraged and facilitated by discussions and pro- actively working hand in hand to solve customer needs.

Documentation of all customer contact is a necessity and requirement for all CSRs to not only track issues but to assist in preventing future issues.

Our phone program tracks and records individual calls and chats to improve service accountability and access to historical data. Speech and text analytics provide Instant intelligence with ML/AI, catalogue calls, chats, texts, and social posts that need attention, classifying the interactions that matter the most.

2.J: Customer Service
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2.K: Electronic Monitoring & Communication System
Mid Valley Disposal has bridged what occurs on a collection route to our Customer Relations Management (CRM) and Operational Group.

Through the use of Routeware e-mobile tablets installed in the cab of each truck, every assigned account scheduled for service that day is accounted for in real time. The GPS based process follows the driver as they collect containers, either confirming service automatically through GEO coded locations or can be manually confirmed by the driver. The tablet communicates service confirmation to the CRM via data networks, and route progression is monitored by our operational team. Route is detoured because of a road closure, no problem. The driver can select nearest stop, and the GPS will track the driver’s whereabouts with the closet scheduled customer collection, and the driver can resume the route as scheduled. In addition, the system has integrated cameras and DVR for photographic documentation.

If a residential container is not out to the curb at time of service, the driver selects “not out”, the system takes a right facing high resolution picture of the house and notes the account as not out in real time. Through the same process, the driver can document any service discrepancy and can even flag issues with pictures to notify the route supervisor for follow up. Customer contamination will be documented through the same process. As noted in our proposal section 5.5.1, our driver will document any incidental contamination through a courtesy pick up notice, or a non-collection notice for unsafe and/or significant amounts contamination. Through the on- board cameras, the driver can select to take pictures of contamination through the front facing camera, right hand facing (ASL trucks) camera, or the truck’s hopper camera. These records are matched to the customer’s account in our CRM, along with the pictures.

The city will be provided their own read on access to our CRM with the ability to see real time route progress, access to service confirmation, service discrepancies, contamination and pictures. The City daily reporting of missed collection described in Exhibit D will also be fulfilled through this process.

In addition to our service tablets and CRM, Mid Valley Disposal will install 3rd Eye systems in each truck. 3rd Eye is a Camera and Software systems that allows Mid Valley Disposal to monitor driver behavior, conduct service verifications, and provides complete camera coverage for liability protection. The system allows management to monitor driver observations, infractions, and positive recognition events. Supervisors coach each event according to the Progressive Disciplinary Action Program or positive reinforcement. Reports can be generated to show the company’s riskiest drivers and event types. Riskiest drivers are coached and counselled as needed to improve their behavior. Knowing event types and frequency assists in the continuous improvement of Mid Valley Disposal’s Behavior Based Safety Program curriculum. Each vehicle has GPS and can be monitored in real time

2.K: Electronic Monitoring & Communication System
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2.L: Environmental Issues
Proposal Section 5.5.11 Environmental Issues

1. Excluded Waste Management
At Mid Valley Disposal, we are dedicated to stringent management of excluded waste within the recyclable and organic materials streams, implementing a comprehensive approach that ensures adherence to both environmental and regulatory standards. MVD’s robust contamination tag program enables drivers to identify and reject excluded waste directly at the source, preventing its transport and preserving the integrity of our waste streams. Our drivers are highly trained to recognize contamination; when identified, they immediately tag and document the contaminated bin in our system, effectively blocking improper waste from entering the collection process. This information is relayed to our Recycling Department, which promptly engages with customers through educational outreach to reinforce proper sorting practices and disposal guidelines. Persistent contamination may result in contractual enforcement, including fines, as a means to encourage compliance and reduce future contamination. Through ongoing training programs, all MVD drivers and staff maintain a high level of proficiency in contamination identification, reporting, and adherence to safe handling procedures.

This proactive and preventative approach underscores MVD’s commitment to environmental stewardship and responsible waste management.

2. Litter Abatement Program
At Mid Valley Disposal (MVD), we implement a proactive and thorough approach to litter prevention and abatement, underscoring our commitment to environmentally responsible waste collection services. Our comprehensive litter abatement program includes the following key measures:
x Litt
er Prevention: MVD drivers are expertly trained in techniques to prevent litter and spills during the collection and transport of materials. This includes verifying that containers are not overloaded and ensuring lids are securely closed before lifting, minimizing the risk of windblown debris. MVD has an established and proactive Preventative Maintenance Program to ensure that all equipment, including garbage truck arms, is regularly serviced and maintained to prevent issues like flinging carts or debris. This commitment to consistent maintenance plays a crucial role in preventing litter and maintaining clean service areas. x Litt
er Removal Procedures: Should litter or minor spills occur, all MVD trucks are equipped with shovels and brooms to promptly address small cleanup needs. For larger situations, our dedicated spill response team ensures that the area is thoroughly cleaned, and that debris is removed. Repeated litter issues are documented, and customers are notified to foster a collaborative approach to litter prevention. x V
ehicle Fluid Spill Prevention: Through a robust preventative maintenance program, MVD minimizes the risk of vehicle fluid leaks, including fuel, oil, and hydraulic fluid. Our equipment undergoes regular inspections and maintenance to prevent leaks and ensure safe operations. x S
pill Response Protocols: If a vehicle fluid spill does occur, MVD drivers have spill kits readily available in the cab to contain and address spills immediately, mitigating environmental impact. For larger incidents, our specialized spill response team utilizes advanced cleanup supplies, followed by street sweeping to ensure no residue remains and the area is restored to a safe, clean condition.

This structured, preventive approach reflects MVD’s steadfast dedication to safety, environmental responsibility, and the highest standards in waste collection.

2.L: Environmental Issues
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2.M: Public Education & Outreach
Mid Valley Disposal and the City of Clovis prioritize effective public outreach and education to ensure that residents and businesses fully understand the benefits of source reduction, reuse, recycling, and composting. The Public Education and Outreach Plan (PEOP) outlines the educational programs and outreach activities that Mid Valley Disposal has developed for the Rate Period One. This plan will be updated annually to incorporate new programs, regulations, and to ensure the city’s compliance.

Mid Valley Disposal’s Rate Period One Public Education and Outreach Plan was developed with the following goals and objectives:

1. Increase customer awareness of MVD services offered. As the franchised hauler, it is our goal to inform all customers of proper disposal of recyclables and organics, as well as the various ways to request support - phone, website, email, social media, etc.

2. Increase customer awareness and understanding of SB 1383 Organics Reduction Program and Compliance. Mid Valley
Disposal will create and distribute educational materials to inform residents, property managers, and business owners about SB 1383 legislation, organics reduction programs, and the City of Clovis Organics Ordinance and its relevance to them.

We will keep Tier 1 and Tier 2 food waste generators updated on SB 1383 requirements while offering essential education and outreach support, along with guidance on participating in a food recovery program to meet compliance with SB 1383.

SB1383 is a bill that was passed to reduce organic
waste disposal from our landfills by 75 percent and
increase edible food recovery by 20 percent by 2025
and takes effect January 1, 2022.

All jurisdictions are required to adopt a mandatory
organic waste ordinance. Jurisdictions will enforce and apply fines and penalties on anyone who does not comply.

Everyone. Single residences, multiple family residences, businesses, schools, and special districts are all required to comply with SB 1383 and subscribe to recycling and
organic waste recycling services. This means that organic waste, including food scraps and green waste, must be
separated and placed in a green container, recyclables in a blue container, and trash in a gray container.

Organic waste that decomposes in a landfill releases
methane gas, a highly potent greenhouse gas. This is
why keeping food waste and green waste out of your
trash is so important. Sending food scraps and green
waste to a controlled composting facility through your
green containers helps to prevent the release of methane gas that contributes to poor air quality affecting your health. Reducing methane gas will also prevent extreme
climate change impact such as droughts and wildfires.

The organic waste collected by Mid Valley Disposal goes through it’s composting facility in Kerman where the
materials are processed to produce compost and mulch
used in the farming industry in the Central Valley to grow and produce nuts, vegetables, and fruits. You can help by making sure everything going in your organic container is compostable. Refer to our recycling guide to see what is compostable. If you have an alternative arrangement for your organic waste, you must be approved and comply
with City requirements.

What is senate Bill 1383?
Keeping Organic Waste Out Of the landfill
Ways tO reduce Organic Waste at hOme
ediBle fOOd recOvery
There is an urgent need for food donation. Early participation in food recovery programs will help feed people who face hunger daily. California protects food businesses from liability now more than ever through the California Good Samaritan Food Donation Act.

Visit MidValleyDisposal.com for information regarding
programs for the donation of edible food in your community.

What happens tO Organic Waste
cOllected By mid valley dispOsal?
Shop smart and plan your food preparation
by using a grocery list.

Buy exactly what you need.

When unpacking groceries move old products
to the front and new items to the back.

Monitor what you throw away.

Eat leftovers & repurpose leftover scraps.

Donate what you won’t use.
recycling guide
WhO is affected?
SB 1383 INFORMATION GUIDE
WWW.MIDVALLEYDISPOSAL.COM
5 RECYCLING
mixed paper

CLEAN/FLAT

CARDBOARD
OFFICE PAPERaluminum & tin
CANS
recyclaBle plastics

BOTTLES AND

CONTAINERS
glass

JARS & BOTTLES
1 2

ORGANICS

BREADS & GRAINS

YARD TRIMMINGS

UNTREATED WOOD

PASTA & RICE
FRUITS

VEGETABLES

EGGSHELLS

NUTSHELLS

SOILED PAPER & CARDBOARD

COOKED MEAT/POULTRY/FISH

LANDFILL

STYROFOAM

TREATED WOOD

HOSE/ROPE

PET WASTE

CLOTHES

PLASTIC BAGS

TOILET PAPER

DIAPERS
SHOES
CARPET

NON RECYCLABLE PLASTIC
TOYS

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3. Increase awareness and encourage participation in recycling and organic recycling programs. Mid Valley Disposal will offer on-site technical assistance and education to business owners and property managers, helping them implement programs
that enhance diversion rates and participation in recycling initiatives. We will also actively engage in community outreach events to educate Clovis residents and encourage their
involvement in available recycling and composting programs.

4. Increase awareness of best recycling management practices to reduce contamination. Minimizing container contamination is a crucial aspect of SB 1383. Mid Valley Disposal will offer personalized education and outreach to support the community in reducing contamination. The PEOP outlines effective outreach and educational strategies aimed at achieving these four goals and objectives through annual campaigns and various channels.

Plan Development, Review and Modification
Mid Valley Disposal will submit the PEOP annually to the City Contract Manager. The City Contract Manager has 30 calendar days to review, request modifications, and approve Mid Valley Disposal’s PEOP. Mid Valley Disposal will have 15 calendar days to revise the PEOP in response to any requested changes by the City Contract Manager. Mid Valley Disposal will revise the PEOP by reviewing the prior year’s activities, successes and challenges and evaluate the implementation success using deadlines and products developed as performance measures. Each activity identified in the subsequent year’s PEOP will specify the target audience for services provided, the methods and timelines for distribution, and will include upcoming promotions for City specified ongoing and special events.

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ALL SECTORS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING

ACTIVITY PURPOSE & DISTRIBUTION PROPOSED
BUDGET
Website Provide a comprehensive website, updated as needed, that includes new and expanded program offerings specific to single-family, multi-family, and commercial customers and includes at minimum online bill pay options, all outreach materials being provided in electronic form including, but not limited to, newsletters, posters, fliers, and brochures.

Distribution: https:/ /www.midvalleydisposal.com/locations/clovis/ Schedule: Update as needed
Included
Billing Inserts Educational materials may be placed in the bill inserts. For customers receiving electronic bills, the Contractor agrees to distribute brochures, newsletters or provide other means of communication to those customers. Educational materials may include but are not limited to Instructional Service Guides, educational fliers on current legislation requirements, highlights of commonly contaminated items, recycling guides, or any other special communication needed as approved by the City Contract Manager.

Distribution: Billing insert and post online to website as needed Schedule: Quarterly newsletter and billing inserts as needed $432,000
annually:

Approximately 36,000 x
6 per year at $2.00 each
Contamination Tags Distribute as-needed Contamination tags (CMAT) to customers as a communication and education tool to notify customers of prohibited container contaminants or overfilled containers.

CMAT tags include information on what to do in the case of non- collection & detail common prohibited items for the recycling and organics stream. These notices are uniform to all sectors to increase continuity with messaging, recording data, and reporting.

Distribution: Left on container by Driver or Recycling
Coordinator and direct follow-up with customer
Schedule: As needed
$780.00 annually:

Approximately 2,000
overload & CMAT tags
combined at $.39 each
Contamination
Letters
Distribute as needed to communicate directly with customers following the issuance of a contamination notice on their containers. Our recycling department mails these notifications daily to inform customers of any contamination, overloads, service disruptions, or associated fees.

Distribution: Mailed daily by recycling coordinators
Schedule: As needed
$2,000 annually:

Approximately 1,000
letters at $2.00 each

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Overload Letters Distribute as needed to communicate directly with customers following the issuance of a overfill notice on their containers. Our recycling department mails these notifications daily to inform customers of any contamination, overloads, service disruptions, or associated fees.

Distribution: Mailed daily by recycling coordinators
Schedule: As needed
$2,000 annually:

A
pproximately 1,000
letters at $2.00 each
Annual Notice of
Requirements
Distribute annual notice of requirements that includes information specified in 14 CCR Section 18985.1(a). This may include information on source separating materials, source reduction of organic waste, the methane benefits of reducing the landfill disposal of organic waste and the methods of organic waste recovery and or the organic waste collection service uses, how to recover organic waste, public health and safety and environmental impacts associated with the landfill disposal of organic waste, programs for the donation of edible food, self-hauling organic material requirements.

Distribution: Direct mail and post online to website
Schedule: Annually
Included in
“billing inserts”
above
Start Up Period
Welcome Packets
Distribute welcome letter, SB 1383 general information, transition information, Service Guide and Meet Your New Carts (recycling and compost education).

Distribution: Delivered to all generators in the City of Clovis before start date Schedule: As needed
Introduction
letter $80,340:
39,000 mailers
at $2.06 per flier
New Start
Packets $43,000:

Delivered with carts
39,000 packets at
$1.03 per packet
Radio and TV
Commercials
Commercials used to educate residents about various recycling and sustainability initiatives.

Distribution: As needed through radio and tv ad companies Schedule: As needed
Included

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RESIDENTIAL CUSTOMERS
P

UBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Hand deliver, email, direct mail
Schedule: As needed
Included in
Billing inserts,
Community
Events, and
website budget
Neighborhood Group
& HOA Visits
By customer and/or agency request, visit homeowner associations and/or other neighborhood groups and associations to promote and explain the recycling and diversion programs available to residential customers.

Performance: Site visit by Recycling Coordinator
Schedule: As needed
Included

MULTI-FAMILY CUSTOMERS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Direct mail, hand delivered by Recycling Coordinator, and post online to websited
Schedule: As needed
$4,000
11,243 MFD units x
$0.36 per printed flier
Multi-Family Signage Distribute poster signage to all multi-family property managers, upon request, for source separated recyclable materials, organics, and gray container waste or mixed waste program guidelines to be placed in collection areas, enclosures, and other community areas.

Distribution: Hand delivered by Recycling Coordinator at time of waste assessment and or upon request.

Schedule: As needed
$828
276 MFD 5+ units
x 3 posters at
$1.00 per poster

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Multi-Family
Customers: AB 341 /
AB 1826 / SB 1383
T echnical Assistance
Offer Recycling Opportunity Assessments (ROA) to eligible AB 341, AB 1826 and SB 1383 multi-family customers conducted one (1) time per year, plus follow up, as necessary. ROAs offered may include, but are not limited to:
y Performing walk-throughs to identify areas of generation and placement of containers and signage
y Assessing adequacy of container types and
collection frequency by material types
y Promoting increased recyclable materials
collection and proper sorting techniques
y Identifying sources of potential contamination and/or litter issues y Making recommendations for waste reduction,
contamination prevention, and/or service modifications
y Dissemination of outreach materials and resources,
placement of posters and other notices
Performance: Offered by mail, phone, email, website, workshop and/or onsite visit by Recycling Coordinator
Schedule: As needed
Included
Workshops Offer and respond to requests for on-site meetings, presentations and/or workshops for multi-family customers to demonstrate to property managers and/or residents how to fully utilize the available recycling and organics collections programs and minimize contamination.

Performance: By request, perform on-site meetings, presentation and/or workshops Schedule: As needed
Included

COMMERCIAL CUSTOMERS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
AC
TIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

PROPOSED
BUDGET
Recycling Education y SB 1383 General Information
y Instructional Service Guide
y Edible Food Recovery-Generator Requirements
y Grocery Store Food Loss Prevention
y Restaurant Food Loss Prevention
y Edible Food Recovery-Legal Protections
y Maintaining Your Organics Bin
y Organic Waste Disposal Guide
y Recycling Guide
y Flammable Material Hazard Disposal Guide/HHW
Distribution: Direct mail, hand delivered by Recycling Coordinator, and post online to website
Schedule: As needed
$1,313
1,216 commercial
businesses x
approximately 3 fliers
hand delivered per year
at $.36 per printed flier

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Commercial Signage Distribute to all commercial customers poster signage for source separated recyclable materials, organic waste, and Gray Container Waste or Mixed Waste program guidelines to be placed in collection areas, enclosures, and other community areas.

Distribution:

Hand delivered by Recycling Coordinator at time of waste assessment and/or by request
Schedule: As needed
$3,648
1,216 commercial
businesses x
approximately 3 posters
at $1.00 per poster
Commercial
Customers: AB 341 /
AB 1826 /
AB 827 / SB 1383
T echnical Assistance
Offer Recycling Opportunity Assessments (ROA) to eligible AB 341, AB 1826 and SB 1383 commercial customers conducted one (1) time per year, plus follow up, as necessary. ROAs offered may include, but are not limited to:
y Performing walk-throughs to identify areas of generation and placement of containers and signage
y Assessing adequacy of container types and collection frequency by material types y Promoting increased recyclable and organic materials collection and proper sorting techniques y Identifying sources of potential contamination and/or litter issues y Making recommendations for waste reduction, contamination prevention, and/or service modifications
y Dissemination of outreach materials and resources, placement of posters and other notices Assist Commercial customers with the execution of waivers, if applicable, and providing them to the city of Clovis for approval

Performance: Offered by mail, phone, email, website, workshop and/or onsite visit by Recycling Coordinator Schedule: As needed
Proposed Budget: Included
SB 1383 Tier 1 &2
Generator Outreach
Activities
Mid Valley Disposal’s Edible Food Recovery Specialist will provide technical assistance to all Tier 1 & 2 generators that receive Mid Valley Disposal service to assist and guide them in compliance with the edible food recovery aspect of SB 1383.

Distribution: Hand Delivered by Food Recovery Specialist, print material Schedule: Annually and as needed
Proposed Budget: Included

SCHOOLS

PUBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY

PURPOSE & DISTRIBUTION
Including but not limited to:

Education Materials Upon request, develop and distribute educational materials and presentations geared towards younger audiences
Performance:

Upon request
Proposed Budget: Included
Schools Education
and O
utreach
Conduct outreach and educational activities to school that may include, but not limited to, participation in events, provision of technical assistance, developing and conducting presentations to support curriculum and conducting facility tours. *Will be treated as a commercial business for all SB 1383 AB 341 AB 1826 compliance.

Performance:

Upon request
Proposed Budget: Included

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SPECIAL EVENTS
P

UBLIC EDUCATION AND OUTREACH ACTIVITIES

ONGOING
A

CTIVITY PURPOSE & DISTRIBUTION PROPOSED
BUDGET
Craft Beer Crawl
Big Hat Days
American Crown Circus
Water T ower Car Show
Clovis Rodeo
Rodeo Parade
Friday Farmers Market
Old T own Flea
O.T. Motorama
CIF Track & Field
Glorious Junk Days
Freedom Fest
Clovis Fest
One Enchanted Evening
Christmas Parade
y Event collection boxes
y Provide appropriate service levels for the
event (recycling, trash, and organics)
y Participation in parades
y Public education booth- staff exhibit booth to
promote new and expanded program offerings
available to residents, multi-family, and commercial
customers. Provide visual displays for tabling and
distribute promotional educational materials
Performance: Upon request
$1,800
800 event boxes at $2.25
per box

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Public Education & Outreach Plan Summarized & Streamlined Mid Valley Disposal Public Education and Outreach Plan:

Setting a New Standard for Environmental Leadership
Mid Valley Disposal is deeply committed to ensuring the long-term success of the City’s recycling and organics programs through comprehensive, innovative, and community-focused public education. As a locally owned and operated company, we take immense pride in being stewards of environmental responsibility and believe that our holistic approach makes us the most qualified partner to lead this effort. Our tailored education initiatives will empower every sector of the City—single-family, multi-family, and commercial customers—while ensuring full compliance with critical state recycling laws like AB 939, AB 1826, AB 341, and SB 1383.

1. Unmatched Public Education for All Customer Groups:

Mid Valley Disposal’s multi-pronged educational programs for single-family, multi-family, and commercial customers are not only tailored but strategically designed to ensure maximum engagement and participation. From comprehensive service guides to interactive workshops, our initiatives will ensure that customers are fully informed and equipped to excel in recycling and organic waste diversion.

Our ability to adapt these programs to meet the needs of different customer groups positions us as the leader in outreach execution.

2. Flawless Compliance with State Mandates:

With a proven track record of successful implementation of state-mandated recycling laws, Mid Valley Disposal is the partner the City can trust to ensure compliance with AB 939, AB 1826, AB 341, and SB 1383. Our dedicated Recycling Coordinators will perform waste audits, provide hands-on technical support, and distribute educational materials designed to foster behavioral change, helping the City exceed diversion goals while minimizing contamination.

3. A Cutting-Edge Digital Presence:

Our City-specific webpage will serve as a critical hub for residents and businesses, offering seamless access to service information, rates, recycling guidelines, and more. This real-time resource will ensure that customers always have the information they need, when they need it. With the flexibility to update the site continuously, our digital platform will drive engagement, foster compliance, and provide the highest level of transparency. Our experience in creating successful websites like the City of Fresno’s ensures we will deliver nothing less than excellence for the City of Clovis. Mid Valley
Disposal maintains an active presence on social
media platforms, including Instagram and
Facebook, where we regularly share educational
content, service updates, and highlights of our
community involvement. Through these channels,
we engage with our customers and the public,
fostering awareness about waste management
practices, promoting sustainability initiatives, and
keeping our community informed about important
service announcements and events.

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4. Innovative Contamination Fee and Courtesy Noticing Program:

Mid Valley Disposal’s extensive experience with tiered contamination fee systems sets us apart. Our proactive, education-based approach to contamination management ensures that customers are not only informed but actively engaged in improving their waste disposal habits. By integrating courtesy notices, follow-up education, and our unique “Good Job” incentive tags, we will turn contamination reduction into a collaborative and successful effort between the City, our team, and its residents.

5. Expert Guidance on Proper Disposal of Hazardous and Difficult Materials:

Our robust communications strategy will ensure that all residents are well-educated on the safe disposal of household hazardous waste, sharps, and other challenging materials. Through brochures, website resources, and direct outreach at city events, Mid Valley Disposal will make sure no resident is left in the dark when it comes to proper disposal.

6. Engaging Presentations for Schools and Community Organizations:

We firmly believe that education is most effective when it starts at a young age and reaches all levels of the community.

Our school presentations, interactive facility tours, and community workshops are designed to inspire a culture
of sustainability. We tailor our presentations to suit each audience, ensuring our message on recycling is clear and easy for all to understand.

7. Active Participation at City-Sponsored Events:

Mid Valley Disposal is dedicated to being a visible, active partner at City-sponsored events. Our engaging booths, displays, and interactive games will educate and entertain residents, ensuring that recycling and organic waste diversion become integral parts of the community’s culture. Through sponsorship, prize giveaways, and educational materials, we will foster widespread support and participation in the City’s environmental initiatives.

8. Comprehensive Information Distribution:

Our outreach efforts will include newsletters,
brochures, billing inserts, and posters, distributed
widely across all platforms—both digitally and in print.

This comprehensive distribution strategy will ensure
that every resident and business is fully informed of
their responsibilities and the benefits of participating in the City’s recycling and organics programs.

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9. Dedicated T eam of Experts:

Our highly qualified team—led by two full-time Recycling Coordinators and a Recycling Programs Manager—will be fully devoted to ensuring the success of the City’s outreach and education programs.

With a hands-on approach, our team will attend city events, monitor compliance, and provide real-time assistance to residents and businesses. This level of dedication is what sets Mid Valley Disposal apart as the best choice for the City.

10. Proven Educational Materials:

Our extensive library of educational materials has been honed through years of successful programs.

From recycling guides to contamination notices, these materials have been proven effective in engaging diverse audiences and driving positive behavioral change.

11. Innovative Features for Maximum Engagement:

Mid Valley Disposal will introduce innovative strategies such as the “Good Job” tags for exemplary recycling behavior, offering real incentives for customers to improve their waste disposal habits.

This, alongside our comprehensive contamination reduction program and personalized community engagement, underscores our commitment to being the most proactive and customer-focused provider in the region.

By selecting Mid Valley Disposal, the City gains a dedicated partner who brings unparalleled expertise, proven strategies, and a deep commitment to the community’s sustainability goals. We are fully equipped to lead this important initiative and make a lasting impact on the City’s environmental future.

2.M: Public Education & Outreach
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2.N: Other Required Plan

2.N.1: SB 1383 Implementation and Monitoring Plan
Mid Valley Disposal fully appreciates the challenges
the City of Clovis and other municipalities face in
meeting new unfunded State mandates. For over 20
years we have assisted municipalities, large and small, in navigating new legislation that affects our industry.

With our experienced team, we are well positioned to
assist the City of Clovis in complying with SB 1383.

The senior management team at Mid Valley Disposal is
very familiar with all the requirements of SB 1383 that jurisdictions are now expected to comply with as of
January 2022. The following is a list of actions we have already taken in cities we serve:
y Implemen
ted a color and hot-stamp labeled compliant 3-can system. y Recy
cling Department management assists jurisdictions with all CalRecycle required reporting and attends all CalRecycle site-visits or virtual meetings.
y De
veloped and distributed all SB 1383 required collateral materials that cover SLCP regulation Section 18985.1 Organic Waste Recovery Education & Outreach and Section 18985.2 Edible Food Recovery Education and Outreach.
y De
velop additional jurisdiction support tools such as webinars covering topics such as procurement, school district edible food recovery, and Tier 1 & Tier 2 generator inspections, and the Jurisdiction Edible Food Recovery Toolkit which covers all information that Jurisdictions would need to perform inspections on edible food generators including templates on forms needed and generator letters. y Full
Jurisdiction and customer-based edible food recovery support from our on-staff Edible Food Recovery Specialist including, but not limited to, identifying Tier 1 & Tier 2 generators, developing Food Recovery Organization Services list, edible food recovery education and outreach, and the continued development of support tools and services as needed.
y De
veloped and implemented tools, processes, and collateral materials to perform container contamination minimization studies in compliance with SLCP regulation Section 18984.5. y De
veloped and implemented all internal recordkeeping and reporting procedures to cover the requirements of SLCP regulation Section 18984.6 Recordkeeping Requirements for Container Contamination Minimization, Section 18984.14 Recordkeeping Requirements for Waivers and Exemptions, Section 18985.3 Recordkeeping Requirements for a Jurisdictions Compliance with Education and Outreach Requirements. y Recy
cling Department Management offers the Jurisdiction one-on-one technical assistance to prepare all Implementation Records required under SB 1383.
y Conduct on-site
waste assessments and right-sizing audits.
y Pur
chased and distributed Countertop Food Waste Collection Pails.

2.N: Other Required Plan
95/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fOr SErV ICES 172
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y Recycling Coordinators assist the Jurisdiction and customers with assessing and executing generator waivers f
or submission to the Jurisdiction.
y Recy
cling Coordinators attend community events in the Jurisdiction to provide continued education and outreach to all event attendees.

Customer Outreach:

Mid Valley Disposal Recycling Coordinators are well-versed in customer service, outreach, and recycling education. During implementation, the Recycling Coordinators will perform in-person compliance reviews of all Commercial & Multi-Family generators with the intention of verifying all on-site service levels and becoming familiar with all generators in the city. After the implementation year the Recycling Coordinators will continue to perform on-site compliance reviews of all solid waste collection accounts for commercial and multi-family businesses that generate two cubic yard or more per week of solid waste, including organic waste.

During the compliance Review the Recycling Coordinator is looking for the following:
y Ensuring the customer
has all their containers on-site
and that the containers are in working order.
y Iden
tifying any potential overload or underfilling with the intention to right-size the customer to their individual needs. y Iden
tifying any contamination across all three containers
with the intention to offer the customer direct and
individualized assistance with recycling best practices. y Iden
tifying any customers who may qualify for a De
Minimis or Physical Space Waiver to offer assistance with executing the waiver for submission to the jurisdiction. y Speaking
with property owners, property managers, or employees to offer any additional educational materials, presentations, or staff trainings. y Iden
tifying other needs that a customer may have and providing information and resources such as HHW disposal, bulky-item disposal, and mattress disposal. y Iden
tifying potential needs for edible food recovery support or education and working in partnership with Mid Valley Disposals Edible Food Recovery Specialist.

Mid Valley Disposals Edible Food Recovery Specialist also performs in-person site visits to all identified Tier 1 & Tier 2 Generators. During these site visits the Edible Food Recovery Specialist is performing the following:
y Mee
ting with business owners, property
managers, or staff to provide one-on-
one technical assistance and education
on their requirements of SB 1383.
y Iden
tifying the individual needs of each Tier
1 & Tier 2 generator to tailor an assistance
approach that is right for the customer.
y Pr
ovide customers with resources and
education to be in compliance of SB
1383 - Edible Food Recovery.

2.N.1: SB 1383 Implementation and Monitoring Plan
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Mid Valley Disposal Recycling Coordinators will upon request perform classroom presentations, staff trainings and/or community presentations. These services can include:
y
Walkthroughs of properties, businesses, or sites to identify back-of-house recycling opportunities y
Staff tr ainings on the implementation of new programs
y Student presentations on recycling, composting, or f ood wast e recycling y General recycling education or Q &A style recy cling education Mid V
alley Disposal Recycling Coordinators regularly
attend community events within the jurisdictions
that they serve, and take great pride in being able to
offer extended community outreach and education
to a broader customer base. At community events
Mid Valley Disposal Recycling Coordinators perform
the following:
y Set-up education boo
th with Mid Valley
Disposal branded canopy and tablecloth.
y Offer our
most popular educational
collateral materials.
y Play educa
tional games that focus on recycling
education and common contaminants.
y Encourag
e following our Social Media pages to
gain access to our “What Goes Where Wednesday”
campaign to assist with correct disposal of
seasonal and common contamination items.

2.N.1: SB 1383 Implementation and Monitoring Plan
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y Offer Mid Valley Disposal swag items:
x Countertop food waste
c
ollection pails
x Pens/P
encils
x Chapstick
x Reusable pr oduce bags
x Reusable shopping bags
x Coloring books/
crayons
x Recy cling guide magnets
x Stick
ers
x And mor
e!
Stickers
Magnets
Bags
Pens
Coloring
Books
Chapstick
Food
Collection
Pails
Recycling
Guide
Crayons
Pencils
Education
Mid Valley Disposal has a full-time Marketing and Communication Coordinator that designs and develops all of our educational collateral materials in partnership with our Recycling Department Manager. Mid Valley Disposal has a large library of educational materials to cover many topics, and we continue to develop materials as needed. Our most commonly used educational materials include:
y SB 1383 Gener
al Information
y Instructional S
ervice Guide
y Edible F
ood Recovery-Generator Requirements
y Gr
ocery Store Food Loss Prevention
y Restaur
ant Food Loss Prevention
y Edible F
ood Recovery- Legal Protections
y Main
taining Your Organics Bin
y Or
ganic Waste Disposal Guide
y Recy
cling Guide
y Flammable M
aterial Hazard Disposal Guide/HHW
y Ov
erfilled Container Notice
y Con
tamination Notice

2.N.1: SB 1383 Implementation and Monitoring Plan
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GUÍA DE RECICLAJE

VERTEDERO
BOLSAS DE PLÁSTICO

EXCREMENTO DE ANIMAL

PAPEL HIGIENICO

MADERA TRATADA

MANGUERA/CUERDA

HOJAS DE PALMA
ROPA

ALFOMBRA
PAÑALES

JUGETES

ZAPATOS
UNICEL
PLÁSTICO NO RECICLABLE
*asegúrese de mantener las tapas cerradas antes del servicio Escanee el código QR para obtener más información sobre la educación de reciclaje y la clasificación adecuada
ORGÁNICOS
RECORTES DE ÁRBOL
RECORTES DE JARDÍN

MADERA NO TRATADA
FRUTAS

VEGETALES
CÉSPED
PAPEL Y CARTÓN ENSUCIADO

CON COMIDA
CÁSCARAS DE HUEVO Y DE NUEZ

CARNE / AVES / PESCADO COCIDOS
*Favor de no usar bolsas de plástico o bolsas de
plástico compostables en el contenedor de orgánico

RECICLAJE
*todos los materiales reciclables deben estar sin
bolsa, vacíos, limpios, y secos

PAPEL MIXTO
CARTÓN
ALUMINIO Y ESTAÑO
LATAS

PAPEL DE ALUMINIO

FRASCOS DE VIDRIO Y BOTELLAS
PLÁSTICOS RECICLABLES

BOTELLAS Y

CONTENEDORES
1 2
5 1
2 5
MIDV ALLEYDISPOSAL.COM

RECYCLING GUIDE
*please be sure to keep lids closed for service
MIDV ALLEYDISPOSAL.COM
Scan the QR code for a full list of
items and their proper disposal

ORGANICS

TREE TRIMMINGS

GARDEN CLIPPINGS

UNTREATED WOOD
GRASS
FRUITS

VEGETABLES

EGGSHELLS

NUTSHELLS

COOKED MEAT/

POULTRY/FISH

FOOD SOILED PAPER

SOILED CARDBOARD
*no plastic bags or compostable plastic
bags to be used in the organics

LANDFILL

STYROFOAM

CLOTHES

PET WASTE
CARPET

TREATED WOOD

HOSE/ROPE

PLASTIC BAGS

TOILET/TISSUE PAPER

DIAPERS
TOYS
SHOES

PALM FRONDS

NON RECYCLABLE PLASTIC

RECYCLING

MIXED PAPER

CARDBOARD

ALUMINUM & TIN
CANS

ALUMINUM FOIL

RECYCLABLE PLASTICS

BOTTLES AND

CONTAINERS
1 2
5 *all recyclable materials should be
unbagged, empty, clean, and dry
Glass JARS & BOTTLES
1 2
5 2.N.1: SB 1383 Implementation and Monitoring Plan
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During implementation period and the roll out of new services Mid Valley Disposal delivers a “new start packet” to all customers. The “new start packet” generally includes but is not limited to the following fliers:
y New
Start Welcome Letter
y Recycling G
uide
y SB 1383 general in
formation
y Container
Exchange Guidelines
y Mid Valley Disposal Additional Services Guide
Contamination monitoring:

Mid Valley Disposal contamination monitoring is conducted through Driver or Recycling Coordinator observation, and scheduled SB 1383 Route Reviews.

Drivers on routes or Recycling Coordinators performing site audits may observe and tag containers for contamination at any time. All carbon c opies of tags are entered into our customer data base for record keeping purposes.

Our Recycling Coordinators then provide immediate and
individualized education to the customer to help them
resolve the issue of contamination through phone calls, emails, direct mail, or in person visits. Mid Valley Disposal’s Recycling Programs Manager works directly with the city to develop educational materials and/or letters that align with the detailed contamination program described in the franchise agreement. Mid Valley Disposal currently works with four other jurisdictions whose franchise agreements require different tiered contamination fee programs. Based on each franchise agreement, we develop individualized
program tools, including billing and recurring reports, to ensure that jurisdictions meet the necessary contamination program requirements.

The Recycling Department also conducts annual SB 1383
compliant Route Reviews on every route that runs through the city. The Recycling Programs Manager will work closely with the City of Clovis in the planning process to ensure we align with all city timelines and requests.

2.N.1: SB 1383 Implementation and Monitoring Plan
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RSB 1383 Route Review Standard Operating Procedure

1. PURPOSE:

The purpose of this SOP is to describe the methods and procedures used by Mid Valley Disposal staff to execute the contamination minimization requirements of SB 1383.

2. SCOPE:

This procedure applies to contamination minimization efforts performed by Mid Valley Disposal’s Recycling Coordinator staff. This procedure does not apply to contamination monitoring performed by Mid Valley Disposal drivers.

3. RESPONSIBILITIES:

OPERATIONS MANAGER: Responsible for identifying all routes operating within the city, identifying a random sampling of 5% of stops along each route, and providing a map of the selected stops on the route to the Recycling Programs Manager.

RECYCLING PROGRAMS MANAGER: Responsible for setting up all routes in Smartsheet program, record keeping all documents in an organized manner, and scheduling and assigning Recycling Coordinator staff to complete the route review. Report findings to the Jurisdiction on a quarterly basis. The Program Manager will work closely with the Jurisdiction to ensure methodology and scheduling approval.

RECYCLING COORDINATORS: Responsible for completing route review audits in the field, taking clear photos, leaving contamination tags on containers, providing follow-up education and outreach, and keeping detailed records of all actions performed.

4. PROCEDURE:

Step 1: Identify Routes
Step 2: 5% of stops selected & map provided to Recycling Department Step 3: Stops on route entered into Smartsheet
Step 4: Route review scheduled
Step 5: Route review performed in-field
Step 6: Follow up education mailed out to all generators with contamination observed Step 7: Downloading of route review data results and saved in recordkeeping folder Step 8: Provide results to jurisdiction

5. SAFETY CONSIDERATIONS:

PPE and closed toed shoes are required to be worn by all Recycling Coordinator staff while out in the field.

6. EQUIPMENT AND MATERIALS:
y S
martsheet program & App
y C
ell Phone with camera
y C
ontamination Tags
y “G
ood Job” Tags
y W
riting utensil
y C
omputer
y PPE (high
visibility vest)
y V
ehicle

7. REFERENCES:

SB 1383 Section 18984.5 container contamination minimization

2.N.1: SB 1383 Implementation and Monitoring Plan
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Recordkeeping:

Mid Valley Disposal’s Recycling Department is
well versed in the record-keeping and reporting
requirements of SB 1383 and assists all of
our contract cities with their reporting and
implementation record requirements. The Recycling
Department manager ensures all education, outreach,
waivers, contamination monitoring, procurement, and
compliance reviews are tracked in full compliance
with SB 1383. All records are regularly provided to the Jurisdiction on an agreed-upon schedule.

Reporting:

Mid Valley Disposal is well positioned to assist the
City of Clovis with all CalRecycle reporting. We have
assisted all of our contract cities with the execution
and on-time submission of accurate and in-depth
electronic annual reports for over 20 years. Our
approach is to not just report data to the City, but to act as a point of contact for CalRecycle staff while
advocating for the interests of the City. MVD has been
praised by CalRecycle for the quality and effectiveness of reporting.

2.N.1: SB 1383 Implementation and Monitoring Plan
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2.N.2: Litter Prevention/Abatement Plan
Proposal Section 5.5.13 Other Required Plans
At Mid Valley Disposal, we prioritize litter prevention and abatement as part of our commitment to providing efficient and environmentally responsible waste collection services. Our approach focuses on both preventing litter during collection and effectively addressing any litter that may occur afterwards, ensuring minimal disruption to the community and maintaining a clean, safe environment.

1. Side Loader T oters (carts):

T o prevent litter during cart collection, we utilize side-loader trucks equipped with advanced automated servicing mechanisms. These trucks undergo regular maintenance to ensure they function properly, reducing the likelihood of malfunctions that could result in trash spilling from the carts. Our drivers are trained to carefully monitor the collection process and ensure all waste makes it into the truck. Additionally, drivers are vigilant in identifying overloaded carts, which they tag to notify the customer and encourage proper disposal practices. This proactive approach minimizes litter caused by overfilled containers.

2. Commercial Bins:

For commercial collection services, we ensure drivers closely monitor for overloaded bins. If a bin is overloaded, drivers will tag it and, in cases where litter is left behind, document the issue and notify the customer. This allows us to address overloading with customers directly and offer solutions, such as adjusting service frequency or providing additional bins to prevent future litter incidents.

3. Litter Abatement Post-Collection:

In the event that litter does occur during collection, our drivers are equipped with shovels and brooms on every truck to clean up any debris that may spill onto the ground. When safe to do so, drivers will manually collect small debris and clean the area as needed. Larger litter issues are reported to supervisors for further action. Additionally, our trucks are fitted with cameras that help identify problem areas where litter may be a recurring issue, allowing us to implement targeted abatement strategies.

2.N.2: Litter Prevention/Abatement Plan
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Cost Considerations:

Mid Valley Disposal is committed to providing cost-effective solutions while maintaining the highest standards of service. The costs associated with our litter prevention and abatement efforts, including equipping trucks with cleaning tools and regular driver training, are integrated into our overall operational expenses. As such, no additional fees will be charged to the City or its residents for standard litter control measures. If a customer requires extra services to address recurring litter due to overloading or improper disposal, we offer tailored solutions such as increased service frequency or additional bins at a competitive cost, discussed on a case-by- case basis.

In summary, our approach to litter prevention and abatement is proactive and customer-focused. By maintaining our equipment, training drivers, and ensuring each truck is equipped with shovels and brooms for immediate cleanup, we minimize litter during collection operations. When litter does occur, we are prepared to respond quickly and efficiently to keep the City clean and safe for all residents.

2.N.2: Litter Prevention/Abatement Plan
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2.N.3: Skilled Driver Recruiting, Training, and Retention Plan Proposal Section 5.5.13 Other Required Plans
Recruitment, Training, and Retraining Program for Skilled Drivers At Mid Valley Disposal, our drivers are the backbone of our commitment to the community, ensuring dependable and thoughtful service every day.

We take pride in providing consistent, reliable collections by equipping our team with the skills they need to excel. Our comprehensive approach to the recruitment, training and retention of skilled drivers is now in one centralized location. The MVD Training and Resource Center opened in March of 2024 and serves as a 360-degree training hub for drivers to focus on safety, efficiency and customer service.

Recruitment
Our recruitment strategy is built on the belief that the best teams are made up of people who care deeply about their work and community. We partner with local vocational schools, participate in job fairs, and engage in community outreach, while also encouraging in-house referrals from our employees who understand our culture of safety and service. We offer competitive compensation, comprehensive benefits, and clear career growth pathways to attract and keep top talent, fostering a supportive and close-knit environment where everyone looks out for one another.

Commercial Driver Instructor (CDI) Program
Our Commercial Driver Instructor (CDI) program is the heart of our training efforts, ensuring that every new driver learns from the best. The 8-hour course is divided into two phases: trainers first learn how to deliver engaging and impactful in-cab instruction, then gain an overview of the classroom training content that new drivers receive. This approach ensures consistency and creates a strong foundation, helping trainers connect with new hires and reinforce knowledge in the field. It’s about more than just teaching; it’s about inspiring and mentoring the next generation of drivers.

New-Hire Driver Training Program
Every new driver goes through a multi-phase training program that prepares them to serve our community with excellence:

Classroom Instruction: A 5-day session where drivers learn critical safety protocols, vehicle operations, regulatory compliance, and the importance of exceptional customer service.

Hands-On Training: Real-world, in-cab coaching with experienced trainers focused on route efficiency, safe driving, and solid waste handling. We emphasize the importance of community service standards and teach drivers to use in-cab technology effectively. We also instill pride in being the face of Mid Valley Disposal, representing our company’s values of safety, courtesy, and reliability to every neighborhood we serve.

Retraining and Ongoing Development
Our commitment to growth doesn’t end with initial training. Drivers receive personalized retraining and development, from hands-on coaching to performance feedback sessions. Weekly Toolbox Talks keep safety top of mind, while quarterly safety campaigns and route observations promote ongoing excellence. Our continuous investment in our drivers means they always feel prepared, confident, and supported.

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AGENDA ITEM NO. 5.

Retention and Performance Monitoring
We believe that a happy,
supported driver is the key to
our company’s success and
our community’s well-being.

Regular Feedback: Supervisors offer consistent, meaningful feedback to help drivers grow and feel valued.

Incentive Programs: We recognize outstanding performance with bonuses for safety, attendance, and customer satisfaction.

Robust Onboarding: Our thorough onboarding program has
contributed to an impressive 80% retention rate, reducing incidents and creating a stable and engaged workforce.

Career Advancement: We offer full support when employees show interest in growth opportunities within MVD. Drivers have a career path to go from “behind the wheel” to becoming a route supervisor, and beyond.

During the pandemic, our team’s spirit shined brightest. We never missed a day of service, even when it meant supervisors and managers stepping in to help. This unwavering commitment not only kept our operations running but also brought us closer together, reinforcing our dedication to our community.

We also make sure our drivers feel appreciated and part of the family. From annual family picnics to local BBQs cooked by ownership and management, holiday gifts, and community events, we celebrate our team’s hard work and the role they play in keeping our neighborhoods clean and safe.

2.N.4: Local Purchasing Preference
Mid Valley Disposal is committed to supporting the local economy of Clovis by prioritizing partnerships with businesses within the city. We recognize the importance of investing in our community and aim to source materials and services locally whenever possible.

We utilize several local vendors to meet our operational needs:

MINUTEMAN PRESS (657 SHAW AVE, CLOVIS):

We rely on Minuteman Press for all our printing services.

They produce essential educational materials that we
distribute across our jurisdictions, ensuring that our
outreach efforts are effective and well-represented.
90%
of our super
visors
hav
e been promoted
from within.

A testament to our
dedication to developing
our own people.

2.N.4: Local Purchasing Preference
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FASTSIGNS (1541 RAILROAD AVE, CLOVIS):

FastSigns is our go-to provider for banners and large
signage, which play a vital role in our community visibility.

Additionally, they create custom acrylic trophies for
our “Recycler of the Year” recipients, celebrating the
achievements of our partners and encouraging continued
excellence in recycling efforts.

ACE TROPHY SHOP (1050 POLLASKY AVE, CLOVIS):

At Mid Valley Disposal, we believe in celebrating the exceptional contributions of our employees and community members. To honor their dedication and achievements, we collaborate with Ace Displays to create a variety of awards. Recently, they designed custom steering wheel trophies for our “Safe Driver Campaign,” highlighting our drivers’ unwavering commitment to safety and excellence in service.

WILD WATER ADVENTURE PARK (11413 E SHAW AVE. CLOVIS):

Each year, we proudly host our Founder’s Picnic at Wild Water in Clovis, a centrally located venue that is easily accessible for all employees, regardless of where they reside. This special event honors our founder, Jay Kalpakoff, and serves as a wonderful opportunity for the entire Mid Valley Disposal team to gather for a day of fun, camaraderie, and team- building activities. The picnic not only celebrates our company culture but also reinforces the strong connections among our employees, fostering a sense of unity and pride in our mission.

Through these collaborations, Mid Valley Disposal not only enhances its operations but also strengthens the local economy, demonstrating our commitment to community engagement and support.

2.N.4: Local Purchasing Preference
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2.O: Subcontracting
MVD and related companies perform all the direct services required under this proposal including processing and marketing of diverted materials.

Sorted glass is sent to Strategic Materials Inc (SMI) processing site in Fairfield for further processing under the state QIP program. MVD also uses 3rd party freight companies for shipment of sorted commodities to end markets. A listing of those companies is available upon request.

2.O: Subcontracting
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2.P: Billing
The jurisdictions currently being directly billed by Mid Valley Disposal.

X ARMONA
X A
TWATER

X BIOLA

X DOS P
ALOS
X F

ARMERSVILLE

X FIREB
AUGH

X FRESNO

X GUSTINE

X LINDS
AY
X L

OS BANOS

X ORANGE C
OVE

X REEDLEY

X SELMA
X STRA
TFORD

X C OUNTY OF FRESNO
X C

OUNTY OF KINGS
X C

OUNTY OF MADERA
X C

OUNTY OF MERCED
X C

OUNTY OF TULARE
Mid Valley Disposal uses Encore, a part of Routeware, an all-in-one customer records management software.

Billing and service transaction codes are linked to contract pricing and routing, meaning service changes are updated in the customer’s billing and driver routes at one time. The workflow automation provides seamless transitions for customers, back office-staff and drivers. All account information is centralized affording the opportunity for the CSR to manage accounts quickly and easily. The service history for each account and what date and time a customer was serviced is available for CSRs to efficiently and effectively solve customer issues.

CSRs can see a comprehensive waste billing summary for the customer, including payment history and aged debt, to answer customer inquiries.

Changes in customer service level changes, (e.g. starts, cancelations, rate changes) are prorated once the work is complete, and customer accounts are subsequently updated to ensure accurate billing.. Billing is conducted on the last day of the month in arrears. Customers can make payments through a variety of methods: the MVD website (electronic check, debit/credit cards, auto-pay), visit any local MVD office, call our pay-by-phone option, or mail in their payment.

Statements are printed electronically through BMS Technologies and stored indefinitely. BMS Technologies can include multiple inserts to invoice mailing or provide mid-billing mailings with minimal lead time.

BMS Technologies provides Online Mail Tracking, utilizing IMb Tracing™ data from the US Postal Service. This process allows us to track customer statement delivery dates as it moves through USPS system.

BMS Technologies also provides us with National Change of Address Linkage system (NCOALINK) a secured system provided by the USPS to allow addresses to be updated to reflect permanent change-of-address information before mailing. This system references each record against change-of-address requests that have been filed with the USPS, updating it if a match is found.

Our CSRs reach out to all customers that may appear on the NCOALINK list to verify any new and updated information. A correct address saves time, money, and manpower by reducing the volume of non-deliverable mail; unsorted mail; and mail that is deliverable but requires extra effort to determine the proper location to which it should be delivered.

Statement example PDF (following page)

2.P: Billing
109/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fO r S E r VICES 186
AGENDA ITEM NO. 5.

PLEASE DETACH AND RETURN THIS PORTION WITH YOUR PAYMENT • MAKE CHECKS PAYABLE TO MID VALLEY DISPOSAL AMOUNT ENCLOSED $
ALL ACCOUNTS ARE DUE BY THE 20TH OF THE MONTH.

CURRENT 30 - DAYS 60 - DAYS 90 + DAYS
DATE DESCRIPTION REFERENCE JOB PO UNITS $/UNIT SUBTOTAL Finance Charge is computed at the rate of 1 1/2% monthly (APR is 18%) with a $3.00 minimum charge.

ACCOUNT NAME:

ACCOUNT NUMBER INVOICE NUMBER

DATE INVOICE TOTAL AMOUNT DUE

ACCOUNT NUMBER PAYMENT DUE DATE

INVOICE NUMBER INVOICE DATE

INVOICE TOTAL INVOICE BALANCE AMOUNT DUE
51086300
$3,160.12 $3,160.12
3082404
11/01/24

SITENAME
PO BOX 12146
FRESNO CA 93776-2146
Phone: (559) 567-0604
www.midvalleydisposal.com
ACCT # 51086300 SITE NAME **** SERVICE ADDRESS FRESNO, CA 93727 10/01/24 PAYMENT 1.00 ($3,160.12)($3,160.12)ACH AUTOPAY 508938
11/01/24 64G TRASH 1XWK 73.00 $1,543.22$21.14
11/01/24 2YD ORGANICS 1XWK 1.00 $86.80$86.80
11/01/24 96G RECYCLE 1XWK 73.00 $1,338.09$18.33
11/01/24 96G ORGANIC 1XWK 7.00 $192.01$27.43
Scan the QR Code below to make a payment, sign up for paperless billing, or autopay. To make a payment using our automated phone system dial 559-421-1780 or visit www.midvalleydiposal.com to contact us for all service requests.

Containers that are overfilled or contaminated may result in additional charges on your next invoice.

MID VALLEY DISPOSAL
PO BOX 12146
FRESNO CA 93776-2146

EXAMPLE STATEMENT
2ND NAME

MAILING ADDRES
FRESNO CA 93727
$3,160.12 $0.00$0.00 $0.00
51086300
11/01/243082404
11/30/24
$3,160.12 $0.00 Autopay
PO BOX 12146
FRESNO CA 93776-2146

PAY MY BILL

2.P: Billing
110/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fO r S E r VICES 187
AGENDA ITEM NO. 5.

2.Q: Corporation Yard & Maintenance Facilities

5.5.16 Corporate Y ard and Maintenance Facilities
Mid Valley Disposal currently owns and operates a fully permitted facility at Whitesbridge and Valentine, alongside Highway 180. Overall, this approximate 12-acre site supports our operations across much of Fresno County. This location provides immediate access to Highways 99, 41, and 168, allowing for a centrally located facility to our service area. Built on this site is approximately 14,000 sf office space, including a multi-bay maintenance shop, and parking for 75 trucks. Truck fueling and washing is also available on site.

Currently in progress are plans to build a new corporate office, located adjacent to the existing facility on Whitesbridge and Valentine. This new property will include approximately 20,000sf of office space, and an additional 9,500 sf to house a maintenance shop and dispatch team. Construction is projected to begin in 2025 with anticipation of being fully operational in preparation of Mid Valley Disposal’s 30th anniversary.

Our post collect sites are detailed in sections 5.5.2 and 5.5.5.

We recognize the importance of having a local office as described in the Customer Service section 4.8 for the length of our agreement. Upon execution of the agreement, Mid Valley Disposal will source a local office to house local Mid Valley Disposal representatives. Similar to our service agreements with Los Banos and Atwater, we have launched local offices where in-person customer service support is available.

2.Q: Corporation Yard & Maintenance Facilities
111/152 MID VALLEY DISPOSAL • 02. tEChnICAL PrOPOSAL fO r S E r VICES 188
AGENDA ITEM NO. 5.
3: Financing and Cost Proposal

3.A: Financing Plan
MVD has a long history of fiscal responsibility and stability, demonstrated in the audited financial statements provided under confidential cover. Should the City award the contract to MVD, all required equipment could be purchased using existing capital on hand. As a secondary source, MVD maintains a revolving credit agreement with BMO that has existing availability adequate to finance the required equipment to begin services. A letter from BMO is included in section 1 to reinforce MVD’s access to capital needed for all equipment necessary to perform under the agreement.

Sources:

Combination of cash on hand and revolving credit line draw:
$8,900,000
Uses
All collection equipment, rolling stock, containers, and G&A equipment:
$8,900,000
3: Financing and Cost Proposal
112/152 MID VALLEY DISPOSAL • 03. fInAnCIAL & COSt PrOPOSAL 189
AGENDA ITEM NO. 5.

3.B: Cost and Rate Proposal
City of Clovis Base Services
Proposer Name: Mid-Valley Disposal, LLC
Note to proposer: No data input required on this Form 0 Form Title
Rate Period 1 Total
Revenue
1 Estimated Residential Revenue - Rate Period One (without bagged organics) $5,510,244.96 2 Estimated Multi-Family/Commercial Revenue - Rate Period One (without bagged organics) $2,204,542.23 3 Estimated Miscellaneous Services Revenue for Rate Period One (without bagged organics) $6,160.29 Total Rate Revenue $7,720,947.48
4 Proposed Rate Period 1 Cost (without bagged organics) $7,721,927.21 5 Surplus/(Deficit)* -$979.73
* N
ote: The proposed annual cost should be no more than $1,000 different from the Total Rate Revenue.

3.B: Cost and Rate Proposal
113/152 MID VALLEY DISPOSAL • 03. fInAnCIAL & COSt PrOPOSAL 190
AGENDA ITEM NO. 5.

Form 1General Proposer Information City of Clovis Base Services Proposer Name: Mid-Valley Disposal, LLC
A. Primary Contact Information
1 Name
Joseph J. Kalpakoff
2 Title
CEO/President
3 Phone
(559) 237-9425
4 Fax
NA
5 E-mail
[email protected]
B. Support Facilities
1 Address of collection vehicle parking, maintenance,
washing, and route staff parking facility(ies)
3444 W Whitessbridge Rd. Fresno, CA 93706
2 Address of administrative office
15300 W Jensen Ave Kerman, CA 93630
3 Address of billing office
15300 W Jensen Ave Kerman, CA 93630
4 Address of customer service office
3444 W Whitessbridge Rd. Fresno, CA 93706
C. Recyclable Materials Processing and Handling
1 Name of processing site
Mid Valley Recycling Elm Ave MRF
2 SWIS ID
10-AA-0188
3 Hauling method (e.g. direct haul, transfer haul, pod
haul) Direct Haul
4 Name and address of transfer location (if applicable) D. Organic Materials Processing and Handling (co-mingled YW/FW) 1 Name of processing site
Mid Valley Recycling Kerman Compost
2 SWIS ID
10-AA-0201
3 Hauling method (e.g. direct haul, transfer haul, pod
haul) Transferd
4 Name and address of transfer location (if applicable) Mid Valley Recycling Elm Ave TS 2721 S Elm Ave
5 Bagged materials accepted at facility?
Commercial Only
E. Other Processing and Handling (Optional)*
1 Name of processing site
2 SWIS ID
3 Hauling method (e.g. direct haul, transfer haul, pod
haul)
4 Name and address of transfer location (if applicable) * Insert Rows as Needed to Reflect Additional Facility(ies) and/or Subcontractor Information.

Note to proposer: Input data in yellow shaded areas only.