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Burns McDonnell Statement of Qualifications Solid Waste Master Plano u i), i,) i,,, 8 3 4 3 47 7 ,JAINUARY 6, 2023 5:00 P.M. HT January 6.2823 Ms. Susie Turner, Public Works Director City of Kalispell Kalispell, MT 59901 Re. Burms& McDonnell Response bmCity of Kalispell Solid Waste Master Plan RFQ Dear Ms. Turner: To prepare a Solid Waste Master Plan, the City of Kalispell (CK) is seeking a partner that possesses financia|, operational and planning solid waste experience and who has a track record of evaluating cost of service and benchmarks to successfully implement rate adjustments. Having extensive experience in all these areas, Burns& McDonnell is that partner. When other cities in the U.S. have faced similar financial and operational issues with their solid waste systems, many have turned to us for sound, independent advice. Our reputation is based on our ability to provide an objective evaluation of ci1y'sso|id waste system, with a focus on sound technical and business solutions. Prior Regional Experience Accelerates Understanding of Key Issues: The leaders of our project team have completed solid waste financial, operational and planning studies for many communities in Montana and nearby states. Further, teaming with Great West Engineering enhances our understanding of key regional solid waste issues. Relevant Montana examples include: w City of Helena: Ongoing solid waste master plan and forth -coming cost ofservice study. w City of Bozeman- Multiple master planning, financial and collection operational studies. City of Billings: Completed a solid waste cost of service study. Prior to joining Burns & McDonnell, Matt Evans was a lead author for the City's 2014 solid waste master plan. Seasoned Project Team Focused on Solid Waste Planning Provides a Proven Methodology. Our team has focused their careers providing financial, operational and business consulting to our solid waste clients. Working together since the 2000s we have led solid waste planning, operational anc financial studies for many communities across the western U.S. Financial Focused Methodology Provides Accurate and Timely Results. Our proposed approach is consistent with similar cost of service study projects our team members have completed for municipal clients. Due to our experience and capacity of our Solid Waste and Resource Recovery Team, we can meet the CK's schedule requirement. We understand how difficult it can be to make decisions based solely on the information provided in procurement documents. As such, we strongly encourage you to contact the references we have included as part of our submittal for a deeper understanding of how we, as employee owners, approach our relationships. VVmlook forward tocontinuing our work inthe region hycollaborating with the City of Kalispell. Please contact Scott Pasternak or Matt Evans should you have any questions regarding our submittal and visit our vvehsite . Sincerely, Scott Pasternak Department Manager 512-872-71/1 952-222-7249 N, tt7�v E Associate Civil Engineer 8201 Norman Center [}rive Suite 500\ BUoormington, MIN 55437 Table of Contents 2. General Information 3. Relevant Company Experience 4. Consultant Qualifications 5. Contract Understanding & Approach 6. Approach to Contract Management 7. Other Factors 8. Examples 2 3 6 8 10 17 18 2 General Information Burns & McDonnell was founded inl898byClinton S.Burns and Robert E. McDonnell.nlg8G Burns McDonnellbecame percent This � ' � 103000 was e defining milestone infusing e sense mfentrepreneuria|isrn into the firm that has truly defined our culture. 100% VVeare a fully integrated engineering, architecture, construction, environmental EMPLOYEE -OWNED and consulting firm with amultidisciplinary staff ofmore than l0QOOprofessimn�|s ' —'------'' FOUNDEDKN worldwide. With annual revenues of$4.3 biUion, we have large -firm resources but small -firm responsiveness. Burns& McDonnell ranks inthe upper 5 percent of 18�98 Engineering News-Record's Top 500 Design Firms being among the leaders in ---''--'--' MORE many service categories. Because we are relationship -focused and dedicated to THAN 60 creating amazing success for our clients, we have a 90 percent repeat -business OFFICES rate and client partnerships that span multiple decades. Clients appreciate our entrepreneurial ambition. B. Primary and Secondary Contact Information Scott Pasternak and Matt Evans will lead this project for the CK based on their extensive solid waste planning, operational and financial cost of service experience in Montana and the nearby region. Scott Pasternak 512-872-7141 C. Legal Company Organization with Org Chart management is headed by a board of directors and a president osshown the right. The firm is divided in1oll functional groups (global practices) that offer professional services, each nf these practices is headed by mre�ident/viceoresident. � � These officers are available to Burns & McDonnell's clients at any time to provide executive attention. Matt Evans, RE 952-222-7249 Burns & McDonnell's state of Montana Business Standards Division Board of Professional Engineers & Land Surveyors License number is: PEL-EF-LIC-600. Further, we have an Active -Good Standing Business License with the Montana Secretary of State (F009189). Copies of these documents can be provided as requested. BURNS *�M'DONNELL 0 3. Relevant Company Experience Burns & McDonnell provides comprehensive solid numerous clients throughout the United States. ecitiescounties Great Plains, demographics,„ goals,_ size, and challengesKalispell. Billings, MT Cheyenne, Y Vermillion, SD Denver, CO Bozeman, T Campbell County, WY Beatrice, NE Larimer County, CO Helena, MT Sheridan, WY NNSWC, NE Crow Wing County, MN McKenzie County, ND Fremont County, WY Butler County, KS Lyon County, MN Grand Forks, ND Rapid City, SD Johnson County, KS Morrison County, M West Fargo, ND Sioux Falls, SD Kansas City, KS St. Joseph, MO Williston, ND Brookings, SD Adams County, CO Columbia, MO The following matrix summarizes the challenges we have successfully consulted on for the projects included in this section. Brief project descriptions follow. (Need foir Date Increases ✓ ✓ ✓ ✓ ✓ IfZate Inequity with IResiideirntii«all ✓ ✓ ✓ ✓ ✓ and Coirrnimeirciall Financial and Ieseirve IFund ✓ ✓ ✓ Pollicie Challenging ng ervi e Aire«as ✓ ✓ ✓ ✓ ✓ (e.g., Alleys, IDowntown) Service Capacity ✓ ✓ ✓ ✓ ✓ Cost Increases Outpace ✓ ✓ ✓ Inflation IPersoininel and Equipment ✓ ✓ ✓ Constraints Il-�outiiirng ✓ ✓ ✓ Open Collection System ✓ ✓ ✓ Illiigh Cost of Recycling ✓ ✓ ✓ ✓ ✓ Commission Communications ✓ ✓ ✓ ✓ BURNSMMONNELL. 0 Client Contact: Ryan Leland, Public Works Director (406) 447-8433 Rlelancl�helenamt.gov 111MIAT TRA Project Team. Matt Evans (Project Manager), Scott Pasternak (Advisor), Gretchen Mathiason (Collections Analvst) Contract Cornpleflon: April 2024 Actual Completion: Project on -going, on schedule Brief Descirlptlon: In collaboration with Great West Engineering, Burns & McDonnell is developing a solid waste management plan. Our efforts include evaluating the residential and commercial collection operations. We are also providing stakeholder engagement services, developing CIPs and an implementation plan. 11::: indlings and Recommendations: To be determined, as the project is on -going. City of Bozeman, MT I Solid Waste Cost of Service and Recycling and Composting Feasibility Studies Project Budget. Cost of Service: $60,000; Project Team. Scott Pasternak (Project Manager), Feasibility Study: $35,000 Jonathan Ghysels (Planner), Eric Weiss (Planner) Client Contact: Contract Cornple'don: Cost of Service: June 2019; Kevin Handelin, Solid Waste Superintendent Feasibility Study: August 2022 (406) 582-3238 Actual Completion. Cost of Service: June 2019; khandelin(&)bozeman.net Feasibility Study: August 2022 Brief Description: In 2019, we completed a cost of service and rate design study. From 2021-2022 we have completed multiple composting and recycling collection studies. The combined projects have provided the City with a master plan for its costs/rates and collection operations. Findings and Recommendations: Provided the City with an understanding of how costs would change over the next five years, which allowed the City Commission to adjust rates. Collection studies detailed the costs, environmental benefits and implementation steps for composting and recycling 211511� li F � I' I I ir III I Client Contact: Jennifer Duray, Finance Director (406) 657-8239 duravi(c-bci. bill incis.mt.us Project Team: Scott Pasternak (Project Manager), Matt Evans (Senior Planner), Jonathan Ghysels (Planner) F'2510MIROM 01 WAIMINER4111 "I Brief Descirlptlon: Burns & McDonnell conducted a solid waste cost of service study for residential, commercial, composting and landfill services. Evaluated key cost centers associated with each program and the cost recovery methodology to provide a five-year financial projection. Identified the potential for revenue enhancements for the disposal and collection operations and provided key benchmarking comparisons. We also developed CIP for collection vehicles and capital improvements. ...... ... BURNS &MqDON NELL. �UindUings and Reco0mii-neindatUons: Having had very low collection and landfill rates in place for multiple years, the City Commission increased rates in an equitable manner based on our Client Contact: Jeff Barber, Solid Waste Superintendent (605)355-3406 Project Team: Scott Pasternak (Financial Lead), Bob Craggs (Recycling & Composting Lead), Matt Evans (Collection Lead), Jonathan Ghysels (Financial Analyst), Eric Weiss (Collection Analyst) Actual Completion: August 2021 Contract Completion: Ju|y2Q2l 1131rlef 113escription: Burns & McDonnell completed a solid waste master plan that addressed collection, financial and facility aspects of the City's solid waste system. For collection services, we completed an evaluation of collection routes, planning for expansion, and developing recommendations for efficiently managing the collections. Our cost -of -service analysis identified that current solid waste rates were not adequate. Our team worked with the City and a group of stakeholders to develop rate recommendations supporting successful operations while limiting the financial impact to residents. 11::: lindlings aii �d 1::ZecoimrT-ieindatloiI We provided financial and operational recommendations that are simple for City staff to implement and allow for quick access to operating data to track success. CIP based implementation plans and financial recommendations informed City Council to make proactive decisions. Since public input was critical for the plan's success, focus was also placed on stakeholder management services. The City Commission adopted the plan and recommended rate increases. Client Contact: Vicky Nernecek, Public Works Director (307)637-6259 Project Team. Matt Evans (Project Manager), Scott Pasternak (Financial and Collection Lead), Actual Completion- December 2019 Brief Description: Burns & McDonnell completed an integrated solid waste management plan for the City. Key efforts evaluated the Ci1y'scollection system for residential refuse' residential recycling, commercial refuse` and yard waste. Additionally, we developed a cost ofservice and rate design study that provided an understanding of baseline costs, as well as proposed changes based on the findings ofthe integrated solid waste management plan. VVeevaluated recycling diversion alternatives and options 10improve routing efficiencies. 11::: !!1 �dlings and Recomimenclations: Based on our analysis and input via stakeholder engagement workshops, we helped the City optimize its collection routes. Our rate adjustments focused on aligning the cost of service to provide equitable rates. BURNS *�M'D0NNELL 0 4 Consultant Ntt Qualifications Since 1970, the Burns & McDonnell Solid Waste and Resource Recovery Practice has successfully completed hundreds of financial, operational and engineering solid waste projects. Distinguished fro financial only focused consulting firms, Burns & McDonnell combines technical and financial skills wit innovative problem solving in everything we do — from cost of service analysis to operational revie and solid waste master plans — to help the you find the best solution for your community. I 00� 11% has teamed with Great West Engineering. Fo nde on solid waste engineering ,000 GreatWest in 1984, Great West specializes in full -service solid waste engineering and 11 N G I N R I N G planning expertise. Based out of Helena with three Montana offices, their personnel have assisted the region with solid waste services for almost 30 years. Their team of engineers, technicians and hydrogeologists have provided solid waste consulting services to over 100 solid waste facilities in the western United States. Brief summaries for our proposed Project Team are below. Full resumes can be found in the Appendix. Scott Pasternak I Burns & McDonnell Scott leads Burns & McDonnell's Financial and Planning Solid Waste and Resource Recovery Practice. Since the 1990s, he has worked with local governments to solve challenging technical and financial solid waste management and recycling issues. Over this time, he completed hundreds of projects for clients across the United States, including multiple projects for local governments in Montana and nearby states. Scott was the project manager for Burns & McDonnell's Montana projects for the Cities of Billings and Bozeman. Additional Recent Experience Relevant to Kalispell: Cities of Helena, Amarillo, Billings, Bozeman, Dallas, Denver, Fort Worth, Goodyear, Kansas City, Rapid City and Siloam Springs. Matt Evans I Burns & McDonnell Matt is a project manager and civil engineer providing solutions in solid waste management. With more than 20 years of experience, Matt has provided consulting services to municipalities including the preparation of solid waste master plans, collection studies, and financial analyses. In Montana, Matt is the Burns & McDonnell project manager for the solid waste master plan for the City of Helena and previously contributed to a solid waste master plan and cost of service study for the City of Billings. Additional Recent Experience Relevant to Kalispell: Cities of Cheyenne, Rapid City, Williston, Big Spring and Amarillo. Bob Craggs, UD|Burns &YNrDonnuU Bob serves as the Solid Waste and Resource Recovery Technical Services Leader and a Senior Project Manager. He has more than 3Uyears mfindustry experience specializing in --- solid waste management planning integrating the technical, economic, and environmental policy, including recycling, composting, stakeholder engagement, and cost of service studies. Additional Experience Relevant to Kalispell: Cities of Cheyenne, Rapid City, Sheridan and Sioux Falls. BURNS *�M'DONNELL 0 Eric Weiss I Burns & McDonnell Planning and financial studies are one of Eric's focus areas. He has developed multiple collection, planning and cost -of -service studies. As part of these studies, Eric provides long-term financial plans that address costs and benefits associated with various solid waste management programs including collection, processing and materials management for residential and commercial customers. Eric has contributed to recent solid waste projects i Montana fort e cities of Billings, Bozeman and Helena. Additional Recent Experience Relevant to Kalispell: Cities of Rapid City, West Fargo, Corpus Christi, Garland, Goodyear, Lawrence, Little Rock and the Town of Queen Creek. Jonathan Ghysels I Burns & McDonnell Jonathan Ghysels has served municipal clients by working on solid waste cost of service and strategic planning studies. He is experienced in supporting the financial optimization of solid waste management systems and all integrated components. He specializes in solid waste rate design, cost of service, service benchmarking, financial analysis and planning. Jonathan has contributed to recent solid waste projects in Montanafort e cities of Billings, Bozeman and Helena. Additional Recent Experience Relevant to Kalispell: Cities of Kansas City, Dallas, Denver, Fort Worth, Kansas City, Rapid City and Siloam Springs. Gretchen Mathiason I Burns & McDonnell Gretchen Mathiason is a civil engineer -in -training specializing in solid waste management planning and engineering. She provides solid waste master planning and collection system evaluations. Gretchen is currently completing a solid waste master plan in Montana for the City of Helena and Lewis and Clark County, Additional Recent Experience Relevant to Kalispell: Solid waste planning projects for Larimer County, Campbell County, and the City of Sheridan. Stephanie Beckert, PE I Great West Engineering Stephanie has over 17 years of experience with solid waste projects in Montana. She has provided clients with a wide array of facility planning and operational assistance at their solid waste facilities. Examples include master planning, stormwater permitting, operation and maintenance plans, engineering inspection, closure/post-closure plans, and financial assurance updates. Burns & McDonnell has been providing these requested services to numerous municipalities over many decades. We have provided additional references below who can speak to the quality of our work. City of Sheridan Campbell County Town of Queen Creek Charles Martineau Matt Olsen, PE Ramona Simpson Landfill Superintendent Executive Director of Public Works Environmental Program cmartineau(a)sheridanwy.g matt ew,olsenC&campbellcounty3yy. Manager ov ov ramona.sim sonCa>queencreek. Providing services for 15 Providing services for 15 years or years Providing services for 15 years U� Contract � Understanding ~� � .�� Approach �� 00��«��00N�� ~� ~~��mm m��, ~~mm=��°m~� ��mm��mmm�� ~.� . .��mv�"��.�� A. Understanding of Current Needs Burns and McDonnell understands the CK is seeking the completion of a Solid Waste Master Plan (SWMP). The purpose of the SWMP will be to evaluate and analyze the Solid Waste Division's operations and financial health, address or identify critical needs, provide key information for stakeholders and policy makers to provide direction on program decisions and develop a plan that provides the CK guidance for successful, long-term solid waste operations. Further, the SVVMPshould address operational and routing efficiencies with the goal of offering solid waste service options to all residents of the CK as well as an evaluation of commercial services for opportunities toadd additional customers. With a project team focused on both the financial and technical elements of solid waste managerne simultaneously, we will provide the CK with an understanding of the financial impacts associated wit potential operational changes, including routing configurations, recycling feasibility, fleet replacerne best practices, and rate evaluations to support the revenues required to meet the CK's objectives. "I Following receipt of the Notice to Proceed' we will provide the CK with a detailed initial data request that will encompass data needs for completing the study. The data request will itemize our needs for understanding the operational and financial considerations that must be addressed. This task also includes organization and preliminary analysis of all data received. We recognize the CK may not have all information requested readily available ur may track information differently than requested. Our team will work with the appointed Project Manager 10arrive a1 reasonable substitutes for the key data, if necessary. Successful completion of this project will require hey input and support from the CK. We have summarized this information below. Review of Operational and Financial Data analysis ~/ Request CNstaff assist in the provision of necessary data. *~ Key CKstaff toparticipate inkey meetings to identify key issues and review findings and recommendations ~~ PTF10participate inkey meetings and workshops. +' Collection staff to participate in focus groups to provide perspective oncollection issues. CNtm facilitate Burns & McDonnell's field observations. ~^ Request that CKstaff review the analysis being completed. ~/ Review the draft and final reports and presentation toCity Council. "^ Facilitate timing for the meetings and introduce key topics for discussion. BURNS *�M'mOmmELL. Burns & McDonnell has a proven methodology collaborating with our clients to mitigate potential difficulties during a project. Understanding the Key Issues fart e City Projecting Future Rate o Price Increases Develop o Multiple Alternatives Viable Recycling Programs May be a Challenge Deliverables Timely and Efficient Review ., TIT ITITIZ111-1,111, StrategyOutreach ✓ Establishing a Project Task Force allows CK staff to communicate key issues and to review key findings ✓ Share data published by the Federal Reserve with CK staff ✓ Leverage findings from recent projects and relationships with other cities in the region ✓ Leverage extensive experience developing similar projects for governmental clients in the western U. S. ✓ We have successfully advised many communities in the western U.S. with evaluating and implementing sustainable and cost-effective recycling strategies ✓ Streamlined and on-line data request facilitates timely communication ✓ Provide the CK with real time access to deliverables via SharePoint, which allow for concurrent reviews ✓ Leverage recent experience evaluating programs for other clients and the Recycling Partnership. BURNSMMONNELL. C� 6. Approach to A. Burns& McDonnell Approach Contract tt Management This Scope mfServices isfor Burns & McDonnell t*complete e financially and operationally focused solid waste master plan for the CK.This section provides anoverview ofthe approach Burns & McDonnell proposes tmaccomplish the CK'sobjectives for this type ofengagement. The basic tenets ofour project appnmach- which are depicted inthe graphic on the right - have been time tested through the successful conduct of numerous comprehensive solid waste financial and operational plans for public entities throughout the nation. Burris & McDonnell's philosophy isto deliver services that are comprehensive and provide the highest level mfquality and professional integrity. Our conclusions and recommendations will be supported by appropriate data and ena|yses, with comparisons made to both the internal metrics and the solid Our project approach will provide a comprehensive financial and operational review of the CK's solid waste system. waste industry. Our proposed approach and methodology are consistent with similar studies completed by our team members in evaluating multiple residential and commercial collectior Given the page requirements set forth with the CK's RFCJ, this section provides brief overview mJour proposed scope of work. This outline is intended to complement the information included in the RFQ and adetailed scope ofwork can beprovided upon request. BURNS *�WDONNELL 0 Evaluate Potential Collection Changes & Program Preferred Develop 10 Year CIP Options Strategies Project Initation Cost of Service Collection Develop Solid Waste & Management & Rate Analysis Operations Review Implementation Plan Master Plan Phase I I Project Initiation & Management Task IA: Initial Data Request & Review: A detailed preliminary data request that will encompass data needs for completing the study. Task 113: Establish a Project Task Force (PTF): To get the best information possible and increase buy -in for the outcomes of this project, we recommend the CK establish a PTF. The PTF would ideally include 5-7 key representatives from diverse roles and levels of responsibility within the CK, including senior management. The PTF will participate in the kick-off meeting, help facilitate data collection, provide feedback on preliminary findings, and provide support to our Project Team throughout the project. Task IC: Kick-off Meeting & Project Management: Discuss the project work plan, key issues to be addressed, key findings from previous engagements as well as confirm the timing associated with the various project tasks. Task 113- Project Communications: Combination of in -person and virtual meetings and workshops with the PTF and presentations to the City Council at key project intervals. 11 `4 G The kick -of meeting will provide a forum for establishing clear communication for the project. � Preliminary data request � Electronic copies of the kick-off meeting agenda, handouts, and follow-up summary 10, Participation of Burns & McDonnell Project Manager and key staff in virtual meeting and on -site kick-off meeting IV, Multiple virtual and in -person meetings with the PTF and City Council BURNS,MMON NELL. 0 Task 213: Evaluate Potential Collection Changes & Develop 10Year C|P:Wewill also account for the potential changes that may be considered in the future, which will allow the CK to understand the associated costs, as well as develop a 10-year CIP forecast. We will develop the model to provide the flexibility to include or exclude a combination of service options and C|P. Based on the staffing and equipment analysis 1obecompleted inPhase 3: Collection Operation Review, vvewill update the model to provide an understanding of the financial impacts associated with changes that may include but not be limited to equipment, staffing and maintenance changes for residential and commercial collection operations. Task 2C: Forecasted Cost of Service Analysis: Burns& McDonnell will project the future cost of service for alD-yeartime frame and will allocate these costs tnthe appropriate cost centers. Burns & McDonnell will work inconjunction with the CK10 develop anaccurate lO-yeerrevenue requirement and billing unit forecast. Burns & McDonnell will define the assumptions used in projecting the revenue requirement and billing units. We will also develop schedules for fleet purchase and replacement, debt service and C|Pand reserve funds. Task 213: Program Revenue Stream Analysis. Burns & McDonnell will evaluate hmvv much revenue is currently generated by the current fee structure. We will independently estimate how much revenue should be generated bythe current billing units 10estimate whether any under- recovering is occurring. This analysis will provide the CK with an understanding of how current rates are either over- orunderrecovering compared 10the various costs ofservices. Task 2E- Rate Development- The objective of this task is to develop proposed rates that meet the needs and objectives of the solid vvaa1e system. Burns & McDonnell will assess the existing rate structure for its historical performance, overall equity, and ability tomeet CKobjectives for future solid vvos1e rates. Rate alternatives for each rate category will be developed based on our industry experience and collaboration with the PTF. For each alternative, rates will be designed to generate adequate revenues in accordance with the financial forecast results, reflect the results of the cost of services analysis, and further the objectives of the CK. Pricing objectives could include but would not be limited to: escalation strategies; meeting revenue requirement in a stable and predictable manner; fee structure equity; simple and understandable; and reserve policy and bonding coverage. BURNS *�M'DONNELL 0 1 A S 2 ��D .......... �� V A E_1 S 8", 111,11 E_ E_ . ..... 11 1�� Meeting with CKstaff (same trip asthe kick-off meeting) � Virtual Meeting with CK staff to discuss results ofTask 2/\ � Report section and schedules that include the Test Year revenue requirement, cost allocations, cost of service, 10-yearfmreceat' revenue projections and rate design recommendations The purpose mfthe operational review will be to evaluate whether key system components are operating effectively, aswell astmidentify opportunities toreduce costs and increase revenue. During the operations review, Burnsf\ McDonnell will review key operations as detailed in this phase. Task 3A- Field Observations &4umakyshs- A key aspect of evaluating the routes for the CK will be to obtain afundamental understanding ofthe CK^scollection system. Burns & McDonnell will attain this understanding through the following methods: data review and analysis, field observations and interviews, computer modeling, and banchnnarking. Task 3B: Residential & Commercial Collection Operation Review: Metrics to be addressed during the review include, but are not limited to, the following: � Collection efficiency (curbside and alleyways for residential and rear load and side arm for commercial) � On -route collection process p Non -collection time � Daily work schedules � Staffing |eve|s, including overtime and temporary personnel � Configuration of equipment It- Vehicle replacement schedule It- Vehicle maintenance schedule and costs It- Trigger levels for increased staffing and equipment needs � Routing process � Average waste per route � Collection practices � Operational reports Task 3C: Spring Cleanup & Residential Alley Cleanup Evaluation: Providing a clean community is an important aspect of the CK's program. We will evaluate the cost (as a part of Phase 2A) of these programs, as well as their operational effectiveness. To the extent applicable, we will evaluate these programs based on factors identified in Task 2B. Tash3D- Public Education& Outreach Strategy Eva|uation-Pruvidinyeffectiveoutreach. engagement and public education to residential and commercial customers is important for the ongoing and future success of the CK's solid waste and recycling programs. In our experience developing solid waste master plans for other cities, Burns& McDonnell has identified the components of strategic education and outreach program. For Ka|ispeU, we will evaluate how effectively the following key components are being addressed: 0. Establish program goals IF- Determine financial commitment IF- Identify target audience(s) 0. Develop messaging content 01 Content distribution and public outreach � Evaluate program effectiveness � Deploy compliance � Regional collaboration We also maintain an on -going relationship with the Recycling Partnership and will advise the CK of potential collaboration and funding opportunities from this organization. Additionally, vvewill advise the CK on the potential viability of future recycling program and education grants from the U5 EPA. as US EPA is in the first of five-year grant program that will provide millions of dollars to communities across the country. Task 3E: Recycling Program Analysis: Due to volatile recycling markets and distances to recycling facilities, the financial feasibility of recycling programs can be challenging. We will evaluate the costs and diversion potential for the CK to implement a recycling program. Costs to be accounted for and included in the financial modeling will include but not be limited to public education and outreach, collection equipment/fuel/maintenance and personnel, containers, processing, as well as revenue offsets based on fewer landfill tons and potential revenue from the sale of recovered materials. Since we are presently advising the cities of Helena and Bozeman with similar efforts, we can effectively and efficiently provide sound analyses for the CK Task 3F: Business Strategy to Summarize & Prioritize Options, CIP and Scenarios: The range of solid waste management strategies and practices to be considered will include key options available to the CK. Based on work completed, we will compile a summary of alternative scenarios and options that the CK may wish to consider including in the Master Plan. The analysis will evaluate CIP and operational costs of programs being considered via the cost of service model. Scenarios and options may be enhancements 1ocurrent services or new initiatives. We will present the initial list of scenarios/options to the PTF during one of the Project Team Workshops. Task 3G:Implementation Plan: Burns & McDonnell will conduct aworkshop with the PTF 1oreview the initial operational review findings and draft strategy from Phase 3. The working group meeting will provide us with an opportunity to report on the operational study findings, and to discuss possible operational improvements. During the workshop, Burns& McDonnell will also collaborate with the PTF to develop an implementation plan. Based on the preferred alternatives for the multiple operational, financial, and policy issues, we will provide a planning level implementation plan that will describe the specific activities associated withl implementing the preferred alternatives. This will provide a prioritization and timing for each of the strategies. Based on the workshop, we will develop a recommended implementation plan and schedule the CK can use going forward to implement the preferred alternatives. This highly -function implementation plan will include roles, responsibilities, schedules, and costs. �D 1 3 ��D .......... �� V Ell ��R A 'E'', S 8 "d 'E''��""4�� V, Bulleted summary of key findings and recommendations for each program area reviewed 01 Working group meeting to discuss key findings, business strategy and implementation plan � Multiple report sections on operational issues to be included in the draft and final reports Phase 4 1 Report & Presentation Development Task 4A-. Draft & Final Report: As phases are completed, we will provide the CK with draft sections. We will also provide a complete Draft Report, Second Draft Report and Final Report (following CK comments). Task 413: Develop PowerPoint & Conduct Presentations: Burns & McDonnell will develop a J1AfWMt"-Ae4-K*--R.-G present findings and recommendations to your City Council. tD II-11 4, V I3 II S & "11 . ..... If ,,4 G S Electronic version of the Draft Report, Second Draft Report and Final Report Virtual meetings to discuss the Draft Report and Second Draft Report PowerPoint presentation Participation in City Council presentation We understand the CK has planned for a project duration of approximately one year. Based on our experience and capacity of our solid waste and resource recovery team, we can meet the CK's schedule requirements. Our proposed project schedule, complete with deliverables and milestones has been provided on the following page. Ilk. BURNS �%%,M51130114 NELL. 0 a IS 0 q, 1— U IV c C rf, CIf IM W LJ w M p lu co 17, C> 0 rZ U c "I", c 0 U Q 01 > t IV 1.0 iri .17 Lr% HIM o U) (j Ell R 0 CF (D �z 0 :3 c q; U r V m w u m E Tc u 0) r-4 a r-4 V) N OL o a E :C3 .2 u u a m C, < Cr_ E 7 Other Factors We have a long history of consistently meeting client schedules. Timely execution of work is one of the most influential factors for obtaining repeat work from clients. For instance, in February2Ol9' the cities nfBozeman and Billings retained Burns& McDonnell tmcomplete solid waste cost ofservice studies. Each City needed to adopt new rates in advance of the upcoming fiscal year (July l). We completed both projects in June, allowing sufficient time for their respective commissions to approve the proposed rates. VVeare proposing the same key team for the CK. We are known for staying on schedule. In the words of one client: "The project for which we contracted was completed on time and within the budget despite difficulties by us [the client] t* provide the necessary inputs and guidance in a timely manner. Overall, very good work." It isour understanding that this engagement will have duration February2O23-2Q24. Asummary of our team members' commitment to other contracts and availability for Kalispell follows. Scott Pasternak 60% 4096 Matt Evans 70% 30% Bob Craggs 80% 20% JonathanGhyoe|o 7096 3{)% Eric Weiss 50% 50% Gretchen Mathiason 60% 40% Burns & McDonnell is a lU-time recipient of the Professional Services ManagennentJmurna|(PSMJ)'sPrennierAvvardforC|ientSatistaction.The award recognizes A/E/Cfirms that goabove and beyond inclient communication, project delivery performance, and cost-effective solutions and receive award -winning ratings in key client service categories. PSMJ, the leading publisher, trainer and consultancy tothe A/E/C industry, annually conducts anindependent survey ofA/E/Cservice provider clients 10 determine overall satisfaction levels in seven categories: helpfulness, responsiveness, quality, accuracy, schedule adherence, budget adherence and scope and fees. Burns & McDonnell takes pride in our experience in budgeting projects and adhering to those expectations. For all the project descriptions provided in our submittal we completed the original scopes of work without requesting change orders. We will bring this same level of dedication and efficiency tmthe CK. BURNS *�M'DONNELL 0 �� Examples �� 0��)0�hNes Burns and McDonnell understands the CK is seeking the completion of a Solid Waste Master Plan (SWMP). The purpose of the SWMP will be to evaluate and analyze the Solid Waste Division's operations and financial health, address or identify critical needs, provide key information for stakeholders and policy makers to provide direction on program decisions and develop a plan that provides the CK guidance for successful, long-term solid waste operations. We have provided a representative sampling of our recent work for several clients who have similar needs as the CK. This section contains excerpts for the following categories: Demonstrates writing style and ability tocommunicate important financial information clearly and concisely. Communicating with City Councils isacritical part ofour projects, vvefocus ondeveloping graphic -based content for clear communication. Communicates our understanding ofkey criteria toevaluate and writing styles. Understanding the relationship between operational and financial issues is key. Shows our abilities tu evaluate capital costs and how these costs need tobeaccounted for within amaster plan. Benchmadkingprovides anunderstanding ofnot only how much other cities charge for services, but also compares service levels. Communicating the steps and requirements for implementing recommendations isanimportant aspects ofprogram implementation. Given page restrictions set forth in the RFCJ' we can provide more detailed examples as requested to further demonstrate our depth ofknowledge with solid waste systems. Executive Summary Excerpts We provided the City of Bozeman with an understanding of how costs would change over the next five years, which allowed the City Commission to adjust rates. Collection studies detailed the costs, environmental benefits and implementation steps for composting and recycling programs. Below is an excerpt from the Executive Summary of our final report. Solid Wasle Rate StUdy Ex,,ernlrve SLEMmairy Se&ion 2 desci-ibey,,, the tasL7�,. iinoll:ed candnefing the solid. -waste cost of sa-aice anal TSis T'llis section detdOs steps, todevelop an amnuil re,�,,enue requirement .for a Test YewThe reyeimereq*enient velar-sents the total re,�-enue that solid waste operations ivillneed to:recover diming a year in order to Rind all expenses associated witil the pTovisicn, of solid waste sex -,Aces. After developing the revenue requirenlinit for the, Test Yew, Biuns & P&DcTniell cteveloped a file -year f6recast dmd rojected costs fbT P ciistonier classes that in.chWLe i:-esidefilial, recycling,, , temporirr thin pste.r,, cotiunercial dimilpster, ,and c anitnere Ml roll -off. Valle ES-1 rov, iciLes M overview, of the revenne vetliurement fix the five-yedu- f6recast . TalAe ES-1: S,ofid Waste Revenue Requkenient Forecast F Y 20,20 FY,2021 FY20,2 lFY 2043, Fv!, 2102-4, A&iiinistnatloli' $997796 $1,020:9 10 $170'57739 $1,06174.50 $17113.069 OperatInZ, &' Capital7- $3716197,203 I $37760:611 $378587074 I $3,958794,6 I 70637 3591 I I—Tota]3 [ $4,1607,067 $4,781,521 [ $4,908,813, 1 S5,040,39,55 [ S4 176 428 I Includes buddimgnaaintemance,, coLlechnu equipmenr mute software, ind vreYhead far the CLry's PublLc Works Department, 2 Includes casts of CLry callecton, reftise. duposal,recyCIMf PTOCeSSLUX, and equipmew repLacemew, 3 7,,Aues m2y not udjr.Wate exactly due to ramdmg, Table ES slicras the five-year revenue recliiiienie"t allocated by the cost centers. has shom-aa its. the first callulm) Chi average,, City expeines weTeprajecteJ togrow dent ially by tIn-ee peTcent,.. Citystaff provided a, f6tecast of the mmmil cost of eqiiipnwnt replazement -and ofliff, capital inipi-crvenient PrqJ . ects (CIP) Amnual contf ibufiafn,to CEP were incliukd III the revenue f eTire nient to enstwe the Cltv Carl sufficienfly Rind the casts afupdating and expmkkng fleet as its, cintonler base grcm;s BURNS,MMON NELL. 0 Solid Waste Rate StUdy Executive SLUrnmairy Table ES-2. Reventie Requkement Iby Cost Center Post,C,enWr, IFY2020(,, IFY20,2111, fY2,0,,2,2, FY2,023, FY20(,,2,,4 amimstfahon $997n64 $L0207,910 $1 .0507'739 $17,OS1.450 $L 111069 Resideutial RefuFe $1.396, 184 $L442732O $1 .47 7 7,905 $17,514.796, $1.553.015 Recycling $44,11827 $456.641 $4697,363 $4,82.519 $496.133 Bulk—, $29nO13 $47 119 $497,000 $ 50.948 $ 5 2 965 '%',ird IMaste $179JO9 $186.210 $1917,392 S196.720 $202.198 Tote Deliveq $11 '7.813 $1237114 $12167394 S129,774 $133-258 Conuilercial Retwe $709,039 $729430 $74,6.0019 $7163. 15 3 $78,M66 OCC Collecticm $116,572 $122354 $12167655 $131.124 $135.769 Dialipstef Delh,M� $96,192 $89.74,6 $927,178 $94.695 $97268 Conmierml Roll- off $399n657 $404.078 $415 7,44 5 $4,27.245 $4.39.498 Compost $134372 $139.417 $14.37,046 S146.738 $150646, Special Events $19n225 $,2G182 $207,686 $21.20-4 531. 734 Total' S4,607,067 $4,781,5521 1 $4,908,813 55,0410,396 S55,176,42S I TlLe,621xii increana in IttmEly empensies in FY!202 ➢ is the to theSalid WaFf.e Division acqWnW a tnLik owfitled with a kinickleboom crane md hirmg a &Lver for buLk nem colectwu 'I v2lues ME, y not C2111flate exactly due to roundmg, Mable ES-3 snumvuizes how, the c.o,,.A center . wereJlcuqteJ to the custonlerclasses. Cbstomerclan see repres,,ent the billing categories, fcT cm.,:tonm- mki include re,sidenfial, fec3mling, tempofary dimnpster:, conmiercial dimiplef. . wid coninmrial roll -off. Table ES-3,. Recovery Baisis, for Cost Centers by Ctistomer CVas,s cati ciftter, Re'siden'tial Recyc"'fing", 'TeM(pOr4WFY' um D:pMeir COMMfeMigil D mmoster, C01131"eFfelfal R Adm=Anition Rem&rat ial Refii,,.,,e -V Re&nt,ual Recycling Bulky Yafd Wmte Ceniniercial v Ceniniercial Rell-Off Tote Deh-veiy, DumpAer E*Iilvery Special Events czImpost OCC Collection City of Bozeman, Mon taina ES-3 lBurns & IMcDoruneilll BURNS,MMON NELL. 0 The City infomially imintains a resex-ve fuuid goal equal to 90 days of ailnual operational and capital expenses. Table ES-5 shows the fall ill the C"ity's reserve fund each year of the five-year fixecast imder cm-rentrates- By FY 2021„ the City will not mailitama 90-day resene fiend balance, and by FY 2023, the City will have a negative reset -se filtid balance- Figime ES-2 proxides a visual representation of the fall ill resei-use, days under current rates. Tablle ES-,5: Five. -Year Reserve Forecast Based on Current Rates FV, 21020, fY 2021 FY 2022', FY, 2023, f Y 2,0,24, Begintung Balance $1,606,283 $1,244,90'2 $750,462 $170,541 ($498,734) Net Revenue ($36,1,381) ($494,440) ($579,921) ($669,275) ($762,658), ReseiTe Fluid Balaiwel $1,244,90'2 $750,462 $170,541 ($498,734) ($1,261,392) Resel-ve Days 9,9 57 13 -36 1. Vllilesarray riot cilcul.-tteexictlyslime torotuldig. City of Bozeman, Moi'Aana I Bumis & McDonnell Where. phccr Table ES - 5 commmicates a steady declimein. the. City'sreserve fiord div- under ctum-ent. rates, Table ES-6, demonstiares hour propo-Aid, mate re,.venue would buiM theresez-ve filild to covem the City 's opeiatioml and c3pitalcosts for at least 119 days. Figme ES-2 under recommended, rates, Table ES-7: IF iv,&-Yeair Reseime Forerast Barsed on Recommendied I ?PY2120 Y2021 022 FY202 2,04 B4.-ginming Balance. $17606.283 $17591,084 $1.567,S,68 S1,6777052 13'et Re,,,enue (S2.3 7,216) $27,746 S8174.39, $97.161 REIL,eOCe FUlld, Balance $1759171084 $17,567786,8 $17595,61.3 $1,677:052 S1,7747213 Resenve Days 126 1 1210 1 1,19 1 121, 1 125 vmhesmyml cKkulme mictly due M Mumdumg. BURNS,M5111301114 NELL. 0 Cost of Service and Rate DesignPresentation Burns & McDonnell supports clients to evaluate the cost of service and design rates for the provision of solid waste management services including collection, processing and disposal. Our team worked with the City of Bozeman, Montana to evaluate the current cost of service for residential and commercial collection identified the revenue requirement to support services. Working closely with City staff, our team developed a series of rate scenarios and implementation strategies and presented the options to the City commission. The excerpted slides below show the revenue based on current rates, the forecasted reserves based on projected net revenues, and how the recommended rate adjustments would impact the City's reserve fund balance. Five -dear Reserve Forecast Eased can Current Rates `j"110,000 �r1ON M:7 snla ow) I 11W0 fY"(01 Y ' 2 f'Y 1.0Kk F(;1024 pangA eW MA flriv.r rcf rF2u ci I v, d F70aL ,j 1.f4,v),yr D-, G Fs� � I50 o 777o tY tozq I v mzz I v r-v ,17,1a R ,Mr,a,,,l i i i i i (;o rniin(,r I U Limp5l(jr —R,my, IIny imr),,,l Hol I Olt I-.rtif) yl) Tipster R,venu P ) anent Five -Year Reserve Forecast Based on Recommended Rates V 1100,ppp 130 BURNS MMONNELL. 0 Public Education, Outreach, and Compliance Program Evaluations Burns@ McDonnell has developed several public education, outreach, and compliance programs to support clients to engage and inform residential and commercial generators about how to best manage materials. As part of these efforts, our team has evaluated existing municipal programs and supported the development and implementation of expanded efforts. This has included the creation of content deployed through traditional and digital media channels as well as support on compliance efforts and enforcement tactics. Burns & McDonnell understands that effective education, outreach and compliance is a multi - departmental effort that is critical to program success and effective policy implementation. The following table provides of key criteria of a robust program that has been used to evaluate existing materials management education, outreach, and compliance programs. Overview ofKey Components ofanEducation, Outreach and Compliance Program Program goals identify how the program will be evaluated over time and the intended outcomes including specific quantitative metrics, programmatic improvements, and definitions ofsuccess. The financial commitment determines the ability of the City to support the program financially including target annual costs, dedicated staffing, and funding sources. These should be established before content iogenerated and distributed 10ensure that a sustained effort is realistic, and outreach efforts can be deployed on a sustained basis. Target audiences may include broader categories of customers including residential customers, multi -family, and commercial customers or focus on more targeted audiences such as specific housing types, collection routes, businesses, or home -owner associations. Messaging content should include program -specific information (e.g., dates of service, acceptable materials, set -out instructions) and general environmental services information (e.g., why recycling is beneficial, impacts of contamination). The messaging content should be determined based on data -driven analysis and crafted with simple and easily understood language and graphics to communicate information in a succinct and effective manner. Distribution channels should be based on the target audience deployed where the audience already consumes information. This may require many diverse forms of content distribution, including traditional bill stuffers, traditional advertising (e.g., billboards, bus stops' radio advertising), in -person meetings orevents, social media platforms (e.g, Facebook.|nstagram.NextDoor)orotherpub|icationssuchasnews|ettersorother|oca| print media. Evaluation of program effectiveness may include activities such as tracking data (e.g., program costs over time, engagement from target audience), establishing a meaningful feedback loop, and consistently evaluating progress toward goals. Holding material generators accountable iaacomponent ofhaving asuccessful long- term education, outreach and compliance program. Compliance activities may include po|ycarttagging. skipping service or removing po|ycaksfrom consistently bad actors, implementing service fees, and/or otherwise enforcing local regulations orordinances. BURNS *�WDONNELL 0 Collection and Operational Analyses We are deeply experienced with all variations of service provisions and can guide our clients through the process of considering collection and operational changes. Below is an excerpt from analyses we completed for the City of Salina, Kansas. Since the City was considering multiple changes at the same time, we developed the below figure that was included in a PowerPoint presentation that Scott Pasternak delivered to the City's Commission. This graphic summarizes key financial and operational analysis, communicating the monthly costs per household for the status quo and multiple service options being considered by the City of Salina. 9 a 1�2 ;S 1112 IIIR I F.1�11 Il I [I] ILI] 11111144,11TIM, I/ V Vol', voe 10 Muse IN RtKydng No and agile 1 Sip dal Pickups 111)111, (art Work TKOIRITIooed 11.lh�', vnrjMhlycog pe.rhooftldtot sanitftiii set viirodo(5 rM irr 19001'10, adMI01116 MD11011Y 9jbj(rij%ofl te(Vrflrq fpt" for IN1ffi(ij,Wifiriqj rpSid(vWS, (0rrerMVj,5A(j pa ¢nonffi. BURNS ,MMON NELL. Capital Improvement Plan(CIP) Development Capital planning is an active blueprint for sustaining and improving infrastructure by coordinating strategic planning, financial capacity and physical development. We have provided an excerpt below from a report detailing the client's high priority capital projects and the impacts ontotal cash and capital balances. The City identified five prioritized capital projects with an annualized cost (FY2022) of $7,062,207 $2.15 per residential customer per month) as shown in the table below. Prioritized Capital Project FY2022 Annualized Cost Master Plan Recommendation $4s usu Evaluation` Vehicle Replacement (Facilities $l4szusz & City c|eanino) ' ' Additional Illegal Dumping Crew $407J05 vve,tsiuenrop-nff Station $1.250.000 Future Land and Facilities for $Landfill' Landfill '000 Total Cost $7,062'207 mm pn mm� rymm m)(M n?I'o m,')ca mmm mmn m,70?6 wxm m2fm nm?,� 1111111111111111111111111 Be*"ning,m°/mmmCapital lie. allun =el"',mel Kc,�enue The figure above and 10the right provides a forecast ofthe []ty'sending cash balance when funding high priority capital projects beginning in FY2022^ assuming the City implements alternative funding strategies beginning in FY202l. Funding high priority capital projects with current revenue and alternative funding strategies will not maintain 25 percent operating reserve after FY2O22. 10-Year Ending Total Cash & Capital Balance with Capital Projects and EPF Transfer ------------------------ ON Burns & McDonnell evaluated the financial impact of w» - shift in programs from the Solid Waste Fund to the nmm �mo n2M nmo nmm nm� nm� nom �mm nmo Environmental Protection Fund (EPF) in FY2O2l in mwm"lq�n�lm^&m*°l Ralk,,,e I—w^m~�� order for the Solid Waste Fund to support capital --ma��lm,^um�°dmlari --zYX,"�°��R°, costs for identified high priority capital projects. The City identified seven total programs eligible 10 be transferred to the EPF. The secondary figure above provides the impact of alternative funding strategies implemented and a seven -program transfer tmthe EPF in FY2O2l and high priority capital projects funded in FY2022. Given both alternative funding strategies and a seven -program transfer to the EPF, the City would be able to maintain e 25 percent operating reserve through FY2O29 while funding capital with cash beginning in FY2022 without residential rate increase. BURNS *�WDONNELL 0 BenchM0arking Analyses Our familiarity with the region, coupled with our extensive solid waste experience, allows us1oprovide benchnnarkin0 services tVassist our clients in making informed decisions. Benchrnarking is an important aspect of solid waste management used to compare programs, identify potential areas of improvement and to assess innovations. Below is an excerpt from benchnnarking activities performed for the City of Billings in 2019 as a part of solid waste cost of service and rate design study. Billings, MT $10.98 0 - 0 0 Bozeman, MT $24.45 0 0 0 0 Great Falls, MT $1270 0 - 0 0 Helena, MT $14.68 0 - - - Kalispell, MT $925 0 - N/A N/A Missoula, MT N/A N/A N/A N/A N/A Cheyenne, WY $29]5 0 0 0 0 Eugene, OR $5275 0 0 0 Sioux Falls, SD Varies by 0 0 Varies by 0 hauler hauler Bou|der, CO Varies by � � Varies by 0 ' hauler hauler Fort Collins, CO Varies by � � Varies by Varies by hauler hauler hauler Implementation We work with clients to incorporate key findings, recommendations and funding requirements in implementation plans. We have developed detailed, dynamic (sortable) implementation plans and can provide a full example, if requested. Typically, recommendations from our plans are provided with the following indicators. � Goal io. Financial impacts iv, Priority or, Funding source iv, Recycling potential ir� Implementation timing iv, Difficulty of implementation ir� Responsible party al „{ti:nCef,,, cSdirriirrikntfr k aa%. „� B3EtwA1W' tr paw""', Increase transfer trucks and drivers required to meet needs of a separated brush and bulky item collection program. 3 V°I igh Increase- rapacity of Dry GuIc.h to dwarf haul and man uaI unload customers from the transfer building at Bachman.. :3 0°I igh Upgrade transfer buildings roadways as needed. including repairing building shells, upgra�ding/lntegrating scaling hardware and software, and reeronf"Igurhng Internal N/A l°ligh Increase communication material are heading „ 1=Atitt4$�t' ftt'1Arv'if'r't protocols and leverage to one or more transfer �+8�tf'tftMNriLL7��t'ktitiCS"Gi#YAtiX��S'�fa'rv��rfi;iarti on -board vehicle stations).. technology to support �'f'stft5".k 15i5� operating capacity (e.g.., anticipate when surges of 3 Vligh Separately receive and manage separately collected brush and yard trimmings at Bachman using the existing equipment and staffing. 3, 7 VIIgh ,,;, process separated brush/yard operation, until an available �Y+6Id`k�,latt, krwtC�,`�g�#5,,,�&L6fi,Ih1Jd'f1EGf: trimmings composting facility material through Bachman is l den�tified. :�p!lt'&jfF7€IC'k�4kt on a regular basis �.., 5'hGf r,lf�i6`ftiitf3lS for transfer to the Landfill's 4%If+d 9Ask`I'�PbAlilY�rt4f"C�NfN�M1. existing brush grinding B, 7 High SAMU, ., . cYcfi bfif ,,,,�, SPr ! uiCf� I°figh Low Medium SAN Enterprise Fund Near term SAN I°ligh I°sigh Ifigh SAN Enterprise Fund Mid-term SAN Consider providing enhanced residential customer drop-off at each transfer station.. N/A High High SAN Enterprise. SANMid-termSAN Ongoing effort onepairSoutttwest4'ansferstatiaro. N/A Medium Low SAN Enterprise Fund Near -term SAN I-liglt high High SAN Enterprise Fund Mid-term SAN Contingent on upgrading Dry Gulch and adjusting schedule consistent vritln any changes to refuse/recycling and brush/bulky item collection service to make this operationally feasible.. Inigh high High SAN Enterprise Fund Mich -term SAN Concurrently with Inipiententatlon of key operational and/or capital upgrades. High N/A I9igh SAN Enterprise Fund Near -term SAN Options evaluation should include tasks to study the feasibility of leveraging existing organics processing in the region that Support the transfer station systeirr upgrades. BURNS MMONNELL. 0 Experience � 25years of experience WFITINUM, � MS, Community and Regional Planning 01 BA, Government with Honors Project Related Qualifications N. Cost ofService and Rate Design Studies N. Strategic and Business Planning � Recycling Feasibility � Economic Impact Studies � Recycling Market Development � Stakeholder Communication N. Implementation and Transition Assistance 10. Procurement and Contracting Scott Pasternak has more than 25 years of solid waste and recycling recycling issues for public sector clients. Scott is the past Director for SWANA's Planning and Management Division, serves on the Editorial Advisory Board for MSW Management and is a member of the Municipa, Solid Waste and Resource Advisory Council for the State of Texas and serves on the Board of Directors for the Lone Star Chapter of SWANA. Scott has led urcontributed 10several solid waste financial, planning and operational studies for governmental clients in the region. He has managed solid waste cost ofservice and feasibility studies for the cities of Billings and Bozeman. For Cheyenne, hecontributed toresidential and commercial operational reviews and was technical advisor for the cost of service study and solid waste management plan. He's also contributed to recent financial and operational studies for Denver. Scott has completed more than 100 economic, financial feasibility and cost of service studies for solid waste and recycling clients. He has cost -of -service, evaluate financial feasibility, compare proposals for services and evaluate competitiveness versus the private sector. These projects range from national studies to advising individual cities regarding the funding levels needed to sustain solid waste and recycling operations. Annual budgets for these clients are as high as $130 million. � Cost mfService and Rate Design Studies- Separate projects in Texas (Amarillo, Austin, Big Spring, College Station, Corpus Christi, DaUas, Denton, B Paso' Fort Worth, Garland, Huntsville, Irving, Lufkin. McKinney, Mid|an6, San Antonio and Weatherford), Alaska (North Slope Borough and Matanuska SusitnaBorough).Arizona (Casa Grande, Coolidge, Goodyear, Glendale, Phoenix, Queen Creek, Tempe, Tucsmn)'aswell us the cities of Denver, CO; Hono|u|u, H|; Lavvrence, KS; Little Rock, AR; Oklahoma City, 0K; Olathe, KS; Rapid City, SD and Collier County. � The Econommic|rnpactsofRecyc|ing-TexaaConnrniosionon Environmental Qua|i1y(TCEQ). � Size and Economic Impacts ofthe Home Appliance Recycling Industry 1nthe H.S.and Canada. Association mfHome Appliance Manufacturers (AHAM). � Mixed Waste Processing Economic Evaluation: American Forest &Paper Ascociatimn(AF&P/\). With a master's degree in community and regional planning, Scott started his career asa solid waste planner for the TCEQ, where he developed the statewide solid waste strategic plan and annual report for the State of Texas. Since becoming a consultant in 2000. he has advised many local and regional governments on solid waste planning issues. He is past Director for the Planning and Management Technical Division for the Solid Waste Association of North America. Representative projects include Colorado Department ofPublic Health and Environment, Johnson County, KS; Pulaski County Solid Waste Management District, AR; Region 2000 Services Authority, VA and the cities ofDallas, TX; Denton, TX; BPaso, TX; Phoenix, AZ and San Antonio, TX Collection and Facility Operational Reviews Scott has assisted many communities in evaluating existing solid waste and recycling collection, processing and disposal systems and identifying opportunities toimprove operations ineffective and efficient manners. These projects have included studies that develop and/or improve the efficiency of residential collection systems, evaluating the feasibility of regional facilities and routing and service balance issues. His recommendations have led clients to save millions of dollars and to provide cost effective delivery solutions. Scott has led solid waste and recycling focused operational reviews for clients in the following states: Alaska (North Slope Borough and Matanuska Susitna Borough), Arizona (Casa Grande, Coolidge, Goodyear, Glendale, Phoenix, Queen Creek, Tempe), Texas (Amarillo, Austin, Corpus Christi, Dallas, Denton, El Paso, Fort Worth, Midland) as well as the cities of Denver, CO; Honolulu, Hl; Oklahoma City, OK; Olathe, KS; Rapid City, SD; Little Rock, AR; Shreveport, LA and Fulsa, OK as well as Collier County, FL. City Council Meetings and Stakeholder Outreach Many projects benefit from and require meaningful input from a comprehensive array of community representatives. Sco11'aexperience includes workshop and focus group facilitation, presentations and meetings with elected officials, written and telephone surveys, videos, factsheets and websites. He is adept at communicating with stakeholders during in -person and virtual settings. Scott has led many projects that have required substantial public involvement. Implementation and Transition Assistance While developing plans and studies is an important portion of Scott's efforts to advise clients, assisting them with implementation and transition assistance is a very important aspect of his efforts. For example, Som11 not only developed the strategy for the City ofDallas 10develop a public -private partnership for its $20 million MRF, but he has continued to advise the city on the development, construction and ongoing operations of the MRF continuously since 2016. He has also developed implementation plans for clients such as Phoenix, AZ; Denver, CO; Kanas City; KS and San Antonio, TXonarange ofimportant issues. � 24years of experience Education W, BS Civil Engineering Registrations 1k, Professional Engineer (GA, MN' MT, ND'5O' TX, WY) Project Related Qualifications N. Solid Waste Master Planning � Collection System Reviews � Operational Understanding p Facility Design and Permitting � Facility Efficiency � Cost of Service � Safety Matt is a civil engineer providing engineering services and solutions in solid waste management for nearly 25 years. He's an experienced solid waste planner, providing consulting services to municipalities including the preparation of solid waste master plans, collection studies, facility reviews, and financial analyses. He is a project manager and lead engineer for the development, permitting, design, and construction of landfills and landfill - related facilities, including landfill cells, leachate management systems, landfill gas systems, public drop-off areas, compost pads, haul roads, storm. water structures, and other supporting landfill infrastructure. |nMontana, Matt isthe Burns & McDonnell project manager for the solid waste master plan for the City mfHelena and previously contributed to solid waste master plan and cost ofservice study for the City ufBillings. Additionally, Matt has led or contributed to several solid waste planning, financial, and operational studies for clients in the region for clients such as Cheyenne, WY; Sheridan, WY; Sioux Falls, SD; and Williston, ND. Matt has conducted a range of solid waste and recycling planning studies for municipal solid waste clients. Example projects have included evaluating increased diversion of construction and demolition materials, landfill master plans, the use of transfer stations versus landfills, wasteshed analyses, feasibility studies and other evaluations to plan for future recycling and disposal activities. Representative clients include the cities of: Helena, MT; Billings, MT; Cheyenne, WY; Sheridan, WY; Vermillion, SD; Yankton, SD; Huron, SD; Sioux Falls, SD; Rapid City. SD; Williston, ND; Honolulu, HI; and the counties of Kaua'i (HI), Hennepin (MN), Hall (GA) and Fremont (WY). Matt has conducted a range of collection and solid waste facility operational reviews that were focused on streamlining existing operations, introducing new cost-effective programs and increasing revenue opportunities. Operations addressed have included commercial and residential refuse, recycling and bulk collection, aswell asfacilities such astransfer stations, MRFs and landfills. Representative clients include the Cities ofHelena, MT; Matt has provided cost of service and financial feasibility services to numerous clients covering a range ofcollection, |andfiU, transfer station, recycling faci|ities, and other solid waste services. Representative clients include the cities of: Billings, MT; Big Sprin0, TX; Grand Forks, N[); VViUiston, NU; Sioux Falls, SD; and McKenzie County, ND. Facility Design & Permitting Utilizing his planning, operational and financial skills, Matt has managed and advised on multiple waste and recycling infrastructure projects. Many of these projects have followed planning and feasibility studies. These projects have evaluated, designed and permitted infrastructure requirements for recycling facilities, transfer stations and landfills. Representative clients include the cities of: Hulett, WY; Pierre, S[); Rapid City, SD; VernniUion, SD; VVaterf*vvn' VV|; B Pasm, TX; Sioux Falls, SD; and the counties of Washington (MN)' Fremont (CO) and Clay (MN). Experience lv� 30years of experience Education 11� JuhsDoctorate Ito MA, Urban and Regional Planning � BA, Political Science and Public Administration Project Related Qualifications 0. Solid Waste Management Planning � Stakeholder Engagement � Implementation and Transition Assistance � Strategic and Business Planning � Recycling Feasibility � Cost of Services and Rate Studies Robert Creggsserves asthe National Solid Waste and Resource Recovery Technical Services Leader. With nearly 30 years of industry experience, he has assisted local and state governments throughout the United States address various solid waste and resource recovery challenges. Possessing a law degree, he provides a unique perspective assisting clients with public policy, business planning and financial projects ranging from refuse collection to landfill operations. Bob presently serves as the Planning and Management Technical Division Director on SVV&N/\'s International Advisory Board. Robert has managed or contributed to numerous solid waste projects in the region including an integrated solid waste management plan for the City of Cheyenne Wyoming, astrategic master plan and cost ofservice studies for Sheridan Wyoming, and solid waste cost of services studies for Denver, Colorado. Robert has |e6 the development of more than 50 solid waste and recycling planning studies for public clients throughout the United States, including Wyoming and Colorado inthe Mountain Region and Texas and Arizona inthe Southwest Region. Heiscurrently leading the development ofthe NE Minnesota Regional Solid Waste Management Plan representing seven diverse demographic and large geographic counties inthe Upper Midwest. |r addition, as the Project Manager, he just initiated a solid vveete operational and costs of service analysis for the City of West Fargo' North Dakota. Robert previously assisted the City ofSheridan, Wyoming with the development of their solid waste strategic plan and the City of Denver with a pay-as-youthrow and recycling study. Robert has led numerous projects that have required stakeholder engagement involving City Council workshops, public meetings/forums, focus groups, stakeholder surveys, and solid waste advisory committees. In addition, he has substantial experience designing and implementing stakeholder engagement programs. Most recently, he designed and led the stakeholder engagement process for the development of seven county solid waste management plan that included in -person and virtual meetings, presentations, and stakeholder surveys assisting a regional advisory committee composed of more than 40 stakeholders representing various He also previously led a sustainable materials management visioning project for the Iowa Department of Natural Resources that included a series of advisory committee meetings with public and private stakeholders from throughout the state. F21"AM, "Awl Robert has led or contributed to numerous solid waste cost-of-service/rate studies and operation reviews for local governments throughout the United States. Some of the local governmental clien include Sheridan, WY; Oklahoma City, OK; Rapid City, SD; Grand Forks, ND; Olathe, KS; West Farg ND and Denver, CO. These projects included characterizing existing programs and services, calculating the cost of current services, identifying planned program changes, forecasting the financial impacts, and collaborating with the client to define needed rate adjustments. Bob routinel serves as a senior technical adviser and QA/QC lead for cost of services and rate studies. I BURNS *�M'DONNELL 0 Experience � 8years of experience Education � EiS.'|ntegrated Engineehng, Arts and Sciences Project Related Qualifications � Financial Feasibility Studies � Cost ofService and Rate Design Studies � Privatization Studies p Recycling Markets Analysis � Procurement Management Eric Weiss has served both public and private sector clients by working on solid waste technology review and analysis, strategic and business planning projects, project due diligence and financing, greenhouse gas emission ana|ysis, procurements for waste coUec1ion, processing and disposal systems and waste characterization studies. Heprovides technical and subject matter expertise insupporting the planning, development, implementation, operation and optimization ofsolid waste management systems and all integrated components. Eric has supported recent solid waste projects in Montana for the City mf Bozeman tmanalyze the cost nfservice for solid waste collection and processing services. Additionally, heevaluated the technical and financial feasibility of implementing a city-wide recycling and source separated organics collection program. Leveraging the cost of service ena|ysis. Eric supported the development ofrate scenarios and recommendations that vvmu|d support the nnininnunn revenue requirements to meet the solid waste collection needs of the current system and potential new programs under consideration. Eric has led a range of program evaluations for municipal clients that focus oncollection and analyzing data related tmthe solid waste system including coUec1ionandprocessingopena1ions.educa1ionandmu1reachprograrns.Pay- as-you-Thr*vv(P/\YT)pnograrns.organioso*Uec1imnend*therhey considerations of solid waste management. Additionally, he has conducted program evaluations aspart mfseveral Solid Waste Management Plans (SWMP) including evaluation of the benefits of leasing vehicles as compared tnpurchasing and maintaining a municipally -owned fleet. Representative SVVMPprojects include the cities ofDallas, TX; Denton, TX; McKinney, TX; Enid, OK; Frisco, TX; and Marion County, TX Eric develops financial analysis 10help clients understand the full cost of services that are provided to both residential and cmrnnnencia| customers. This includes municipalities that provide collection and processing service in- house and those that contract with private haulers. Heworks with clients to allocate costs among various cost centers and customer classes to provide a detailed technical and financial understanding of the solid waste system and the revenue requirements necessary to meet those needs. Representative clients include the Cities of Bozeman, MT; Fort Worth, TX; Frisco, TX; Town of Queen Creek, AZ; Garland, TX; Lawrence, KSand Weatherford, TX Eric has led and supported operational and financial evaluations to help clients to compare the impacts of changing the operator of their solid waste hauler from a municipal operator to a private sector hauler. Aspart ofthese efforts, hehas collected and analyzed data tocompare the operational, financial and environmental benefits and drawbacks of making changes 10the collection, processing or disposal facilities within the solid waste system. Key considerations for these evaluations include the impact of planned growth of a municipality and how that changes the economics mfproviding service in-house versus privatizing service. Representative clients have included the City ofFayetteville, NCand the Town ofQueen Creek, AZ. Solid Waste Refuse and Recycling Management Procurement Eric leads the development of procurement documents for solid waste collection services and evaluation of responses to solicitations for services including residential and commercial coUection, processing and disposal of solid waste. He provides detailed technical analysis of the responses to support evaluation committees review and helps clients to develop a clear understanding of the responsiveness of each submittal and comparative value. Additionally, Eric supports procurement efforts through outreach and market research. Representative clients include the Cities of Corpus Christi, TX; Georgetown, TX; Cedar Park, TX; Baton Rouge, LA; Queen Creek, AZ and Fort Worth, TX Experience lv� 5years of experience Education � BA, Economics, English Project Related Qualifications � Cost of Service and Rate Design Studies � Solid Waste Jonathan Ghysels has served municipal clients by working on solid waste cost of service and strategic planning studies. He is experienced in supporting the financial optimization of solid waste management systems and all integrated components. He specializes in solid waste rate design' cost of service, service benchrnerking'financial analyses and technical writing. Jonathan has contributed torecent solid waste projects inMontana for the cities of Billings and Bozeman. For the City of Billings, he completed a five- year financial plan for the City, which provides residential and cornnnenoia| solid waste collection services and operates a landfill. Healso completed a henchrnarkingeffort for the dty'ssolid waste services. For the City of Bozeman, Jonathan has provided ongoing solid waste consulting services for four years, including 20l9and 2U22financial planning and rate design studies' an operational study to determine the feasibility of the City developing a forthcoming automated organics collection pilot, and federal grant application assistance. Planning Jonathan has supported numerous solid waste cost of service and rate design study projects asafinancial analyst covering arange ofcollection, landfill, transfer station, recycling facility and other solid waste services. Representative clients include the cities mfBillings, MT; Bozeman, Ml; Corpus Christi, T>; Dallas, T>; Denver, CO; Fort Worth, TX; Lawrence, KS; Little Rock, AR; Town of Queen Creek, AZ; Siloam Springs, AR; Sugar Land, TX; and Weatherford, TX. Jonathan played a key role in recommending operational and rate changes for these communities and has worked directly with all levels of city staff to identify revenue enhancements and opportunities for cost reduction. IPI a in ini in g IE x 1p e ri e in c e Jonathan has experience working with municipalities and councils of government on solid waste planning studies. This experience includes developing 20-year waste generation projections, identifying barriers and incentives related torecycling and waste minimization, and presenting analysis of recycling and disposal capacity for various materials in a community's respective region. Experience � lyear of experience Education � BS' Civil Engineering Registrations � Engineer in Training (CO) Giretchein Mathiasoin Gretchen Ma1hiason is a civil engineer -in -training specializing in solid waste management planning and engineering. She provides solid waste master planning and collection system evaluations. Gretchen played akey role onthe for the City mfHelena's Integrated Solid Waste Master Plan (|SWMP).Gretchen led the technical writing onthe communication plan tobeimplemented bythe client toproduce public engagement with the project. She has also created detailed notes onthe functionality of the current solid waste system within the City and County to be used in the assessment for potential alternative solutions. She will be assisting in the development ofthese alternatives and remaining in close contact with the client tuensure their needs have been incorporated into the solutions. eo^*41� ,"OoGreatWest 11 111 G 1 14 11 11 R I III G Stephanie Beckert, PE I ocal industiry I ead Stephanie has 16 years of engineering experience, ranging In many disciplines, 17yeors with Great WeSII. including solid waste, water, wastewater, 17years ofexperience site development, and trails. While with Education >> Carroll College, 113A, Civii1l 11.:.:ngiineeiriing, 2006 Professional Registrations >s Prof(ss'ioinal 1Einilineer, MI, K) Professional Affiliations >> 11:�oaii-,do-Fll')ii'ii-'ec-t.oirs Alf'WAIf-RoclkyMouintaiinClhalpter., 2014 Present >> Idalho Sohd Waste Association (ISWA) >> 1Board of I'Nrectoirs l lelena Area Charnbeir of Commerce 2013 2019 Professional Certifications >> SaiI 11 andfill IDesiign >> Nuclear IDensiity Gauge User "T"raming FEATURED EXPERIENCE Great West Engineering, Stephanie's responsibilities have included project management, design, construction, construction inspection, operations and maintenance plans, stormwater pollution prevention plans, landfill licensing, landfill expansions and closures, and environmental assessments. Stephanie is a licensed professional engineer in Montana and Idaho. Gallatin Solid Waste Management District Regional Transfer Station Feasibility Study, Gallatin County, Montana Project manager workinp, on a feasibility study of a regional transfer station in the area. The study involved doing a preliminary design of the transfer station, roads, stormwater controls, maintenance building, office building, scales, access roads and z-wall. RELATED EXPERIENCE Gallatin Solid Waste Management District Landfill License Expansion, Gallatin County, Montana Project Manager on the landfill license expansion application. The license expansion includes hydrogeologic and soils investigation, master plan, groundwater and methane sampling plans, closure plan, cultural survey, and Operations Plan. City -County of Butte -Silver Bow Phase 4 Landfill Expansion, Liner and Leachate Collection and Leachate on, Design and Construction, City -County of Butte -Silver Bow, Montana Project manager working on design and construction for a 13-acre landfill expansion. The new landfill cell included an alternative liner consisting of a geosynthetic clay liner and an HDPE liner with leachate collection system and new leachate pond. MIII III UMME 111M. Project manager working developing a GCCS master plan for the Bonneville County Landfill. This included determining the gas phases of the landfill and sizing the infrastructure of the gas system. The GCCS master plan also involved doing a preliminary design of all landfill gas components, which consists of headers, collectors, subheaders, condensate collection, and flare station. Gallatin County Phase 4 Landfill Expansion, Liner and Leachate Collection and Pumping System, Design and Construction, Gallatin County, Montana Project manager working on design and construction for an 9-acre landfill expansion. The new landfill cell included an alternative liner consisting of a geosynthetic clay liner and an HDPE liner with leachate collection system. Construction uFthis project iscomplete; however, currently working with the District onseveral other projects including: Corrective Measures Assessment,evaluating long term alternatives fvr landfillexpansion un �k e properties adjacent to the landfill, and conducting groundwater and gas monitoring on the site. Bonneville County Landfill Master Plan, Bonneville County, Idaho Project manager working developing a master plan for the Bonneville County Landfill. This included determining the future phases of the landfill, fill sequencing, life of the landfill expansion area, and evaluating sequencing of the |an65U expansion. The master plan also involved doing a preliminary design of all landfill components, which consists of storm water ponds, |eac6ate ponds, and roads. T,i County Disposal Valley View Landfill Phase 4 Expansion, Liner and Leac6ate Collection, Design and Construction Management, Helena, Montana Project J� 6 6 construction for 14 landfill The landfill Uincluded rr�e mana8�rwo working design con ru /on ra -ace an expanuon� e an cell seismic stability analysis, an alternative liner consisting of an HDPE liner with leachate collection system,^n6 drainage ts /mprovemen Centennial Park Master Plan, Development of City Park Over Closed Landfill Area, Design and Construction, Helena, Montana (Su6cmnau|tant) Project engineer working on the closure cap design and obtaining Montana DE[) approval. The Centennial Pork project consists of the design and construction ofa City Park on reUsofa closedmunicipal landfill. The park includes features such asathletic fields, 6o8 parks, new road, new parking areas, trails, free -style bicycle course, utormwater6etention pond, day use buildings and water and sanitary sewer services, The project was constructed with all trails 4D4compliant. City wfBillings Landfill Solid Waste Landfill Expansion Master Plan, BiUinga Montana Project �� developing te | fo t6 landfill T�determining rr�ec en�meerwn workinga master r e new an expansion. /o included life of the fume |an66U expansion area, and evaluating sequencing of the landfill expansion. The master plan also involved doing a preliminary design of all |an65U components, which consists of storm water ponds, |ear6ate ponds, and roads. Lake County Solid Waste District Container Safety Improvements Analysis, Lake County Montana Projectworking t� | t6 �i for t for � n�eo manaB�rnn e evaluation /on an reporting recommendations r/mpmvemen s r vecontainer sites located throughout the County. Lincoln Solid Waste District Container Site Expansion° Unmm|n'Mpntana Project kt� evaluation, design 6 t tadministration fo t 6 tt� �ec mana�crwur working on eevaua mn'an contract ranewc�n container bay e existing container site. The project consisted of one bay for a container, wing wall, and top of wall fencing for safety of the 6| pu /c City of Billings Landfill Phase 5 Expansion, Liner and Leac6ate Collection, Design and Construction, Billings, Montana Project �� 6 6 construction for 14 landfill T6 landfill Uincluded rr�e engmeerwo working design con� ru mn ra -acre an exponoon� e an re an alternative linerconsisting of anHDPEliner w/��|eaohatecollection system, drainage improvements, and an access road. The City has completed construction of this project. Lake County Solid Waste District Solid Waste System Eva|uauiom,Container Site Upgrades Design and Cmvstruc6on'Pn»cto4h6onumnm Project design 6 � 6 for three containerbays consisting f �� k t �ec engmearworkingonan construction on r nsenewcon amero earthwork, 'cvncre m walls, concrete slabs, and concrete valley gutter. The County has completed construction onthis project. This project was designed tomeet MAC{)building code standards for safety. The fencing along the top ofthe concrete walls provided a 42-inch fall protection barrier. Gates were installed along the front edge of the container walls to U the � staff 6 k f h 6 |6 k k 6 fence, allow e County to pus waste into the / the resident nott throw ewa,teovert e