HomeMy WebLinkAbout2026-02-24; City Council; 02; Award a Professional Services Agreement with WIH Resource Group for the Palomar Transfer Station Consultant Services to Renew Planning, Regulatory Compliance and OperatorCA Review TL
Meeting Date: Feb. 24, 2026
To: Mayor and City Council
From: Geoff Patnoe, City Manager
Staff Contact: James Wood, Environmental Sustainability Director
james.wood@carlsbadca.gov, 442-339-2584
Avecita Jones, Senior Program Manager
avecita.jones@carlsbadca.gov, 442-339-2542
Subject: Award a Professional Services Agreement with WIH Resource Group for
the Palomar Transfer Station Consultant Services to Renew Planning,
Regulatory Compliance and Operator Agreement Development
Districts: All
Recommended Action
Adopt a resolution awarding a professional services agreement with WIH Resource Group for
Palomar Transfer Station consultant services to renew planning, regulatory compliance and
operator agreement development and authorizing appropriation of funds from the Solid Waste
Enterprise Fund in an amount not to exceed $464,520.
Executive Summary
The operators of the Palomar Transfer Station receive various solid waste materials from
residential, business and community customers, sort that material and then transport it to
regional landfill and recycling centers. The City of Carlsbad manages the lease for the transfer
station, which expires in June 2027.
In anticipation of the contract’s expiration and to ensure continuity of service, regulatory
compliance and alignment with the city’s long-term sustainability goals, staff initiated a request
for proposals, seeking a qualified consultant with expertise in solid waste operations, financial
modeling and sustainable materials management to support the city through the process of
developing a new agreement to operate the transfer station.
Following a competitive selection, staff recommend that the City Council award a professional
services agreement to WIH Resource Group for these services. The consultant is to guide the
city from regulatory compliance assessment and strategic planning through development of the
new agreement, ensuring that the transfer station continues to meet evolving regulatory
requirements while better positioning the facility as a model for innovation and sustainability.
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The total agreement cost is not to exceed $464,520 for the two-year term ending Jan. 31, 2028.
This City Council’s approval is required under Carlsbad Municipal Code Sections 3.28.040(D)(1)
and 3.28.070(D) because the agreement will cost more than $100,000 per agreement year.
Explanation & Analysis
Background
The City of Carlsbad leases the transfer station property – at 5960 El Camino Real, as shown in
Exhibit 2 – from the County of San Diego under a long-term lease agreement. This agreement
commenced on June 1, 2002, with an initial 25-year prepaid term through May 31, 2027, and
up to 14 five-year extension options.
The lease was originally executed by Allied Waste Systems, Inc., which is now Republic Services.
Later in 2002, the city assumed the lease from Allied Waste Systems to secure long-term local
control over solid waste services. At that time, the city also entered into a sublease and an
agreement to operate the station with Palomar Transfer Station, Inc., a subsidiary of Republic
Services.
In 2021, the City Council amended the agreement with Republic Services to extend the term
through May 31, 2027, aligning it with the county’s lease term. The amendment also
incorporated new waste diversion programs and compliance measures required by state law.
The city has asked the county to combine two five-year lease extension options into a single
10-year extension covering the period from 2027 through 2037. The county is considering the
city's request.
County staff indicated that the appraisal of the premises will not be completed until mid-2026,
and that proposed lease terms will be provided to the city for review after that step. The
10-year option is subject to further internal county review and requires the approval by of the
San Diego County Board of Supervisors.
Consultant support
The upcoming expiration of both the city's operating agreement and the county lease in 2027
necessitates a coordinated and proactive planning to ensure continuity of service, compliance
with evolving solid waste regulations, development of long-term operational and financial goals
and alignment with the city's sustainability goals.
This effort will include a comprehensive evaluation of current operations to ensure compliance
with current and future regulations, and establish a forward-looking, sustainable materials
management framework.
•On Sept. 25, 2025, staff issued a request for proposals seeking a qualified consultant to
assist with the development of a site-specific plan for the transfer station and to support
the procurement, negotiating and implementation of a new operating agreement.
•Two firms submitted proposals in response.
•Following a best-value evaluation process in accordance with the city’s request and
Carlsbad Municipal Code Section 3.28.060, the evaluation panel selected WIH Resource
Group as the top-ranked firm.
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WIH Resource Group is a nationally recognized solid-waste and environmental consulting firm
specializing in transfer station operations and design, solid-waste system optimization,
transportation logistics, financial modeling and procurement support for municipal clients. The
firm has completed over 1,100 projects nationwide for cities, counties and regional agencies,
including the cities of Los Angeles, Santa Barbara and Glendale, Monterey County in California
and King County in Washington.
WIH Resource Group will be supported by MSW Consultants as a subcontractor. MSW
Consultants is a California-based firm specializing in municipal solid waste financial modeling,
rate studies, procurement support and performance auditing. MSW Consultants has assisted
numerous California jurisdictions in developing compliant and cost-effective solid waste
systems.
Under the proposed agreement, WIH Resource Group will assist city staff with the following
objectives:
• Aligning the development of the Palomar Transfer Station operator contract with
anticipated county lease requirements and appraisal-based rent adjustments
• Assessing current Palomar Transfer Station operations, financial performance and
regulatory compliance
• Developing a transfer station sustainable materials management and compliance plan,
which would identify opportunities to increase waste diversion, modernize the facility
and improve customer service
• Developing and assisting with evaluation of proposals for a competitive bidding process
for the operator for the Palomar Transfer Station
• Supporting negotiations and development of a new operator agreement that ensures
regulatory compliance, financial optimization and community benefit
• Helping the city and the transfer station operator in supporting environmental
responsibility and service excellence for the next decade and beyond.
Staff recommend awarding a professional services agreement with WIH Resource Group in an
amount not to exceed $464,520 and a two-year term, with the option of two additional one-
year extensions.
Fiscal Analysis
Staff recommend an appropriation of $464,520 from the Solid Waste Enterprise Fund for the
professional services agreement with WIH Resource Group. Sufficient funds are available for
this request. Following the selection of the Palomar Transfer Station operator, the selected
operator will reimburse the city for procurement-related expenses, as is standard practice.
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Next Steps
The following timeline is estimated to ensure a timely transition:
• Begin working with WIH Resource Group to assess the Palomar Transfer Station facility
and programs – early 2026
• Complete assessment and phased planning deliverables – summer 2026
• Return to the City Council with consultant findings and recommendations, including a
potential request for proposals for a Palomar Transfer Station operator, contingent on
City Council direction – early 2027
Environmental Evaluation
The proposed action is not a “project” as defined by California Environmental Quality Act, or
CEQA, Section 21065 and CEQA Guidelines Section 15378(a) and does not require
environmental review under CEQA Guidelines Section 15060(c)(2) because the action is limited
to awarding a professional services agreement for the Palomar Transfer Station consultant
services to renew planning, regulatory compliance and operator agreement development. The
action has no potential to cause either a direct physical change in the environment or a
reasonably foreseeable indirect physical change in the environment.
Exhibits
1. City Council resolution
2. Location map
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Exhibit 1 RESOLUTION NO. 2026-042
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, AWARDING A PROFESSIONAL SERVICES AGREEMENT WITH
WIH RESOURCE GROUP FOR PALOMAR TRANSFER STATION CONSULTANT
SERVICES TO RENEW PLANNING, REGULATORY COMPLIANCE AND
OPERATOR AGREEMENT DEVELOPMENT AND AUTHORIZING
APPROPRIATION OF FUNDS FROM THE SOLID WASTE ENTERPRISE FUND IN
AN AMOUNT NOT TO EXCEED $464,520
WHEREAS, the City Council of the City of Carlsbad, California, has determined that it is necessary
to retain specialized professional services to assist with planning, regulatory compliance and
development of a new operator agreement for the Palomar Transfer Station; and
WHEREAS, the City of Carlsbad currently leases the Palomar Transfer Station property from the
County of San Diego, and the city’s existing operating agreement with the Palomar Transfer Station
Operator will expire in June 2027; and
WHEREAS, in anticipation of the 2027 expiration and to ensure continuity of service, regulatory
compliance, financial sustainability and alignment with the city’s long-term sustainability goals, city
staff issued a request for proposals to retain a qualified consultant to support the procurement,
negotiation and implementation of a new operating agreement for the Palomar Transfer Station; and
WHEREAS, following a competitive evaluation process conducted in accordance with the
request for proposals and Carlsbad Municipal Code Section 3.28.060, WIH Resource Group was
selected as the top-ranked firm based on its qualifications, experience, approach and cost; and
WHEREAS, WIH Resource Group is a nationally recognized solid waste and environmental
consulting firm specializing in transfer station operations and design, solid-waste system optimization,
transportation logistics, financial modeling and procurement support for municipal clients; and
WHEREAS, staff recommend that the City of Carlsbad enter into an agreement with WIH
Resource Group for a term of two (2) years with the option of two (2) additional one-year extensions,
in an amount not to exceed $464,520, to assist the city in securing a long-term operator for the Palomar
Transfer Station; and
WHEREAS, staff recommend an appropriation of $464,520 from the Solid Waste Enterprise
Fund for the professional services agreement with WIH Resource Group; and
WHEREAS, sufficient funds are available for this request; and
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WHEREAS, the selected proposer will reimburse the city for procurement-related expenses
following the selection of the Palomar Transfer Station Operator as is standard practice.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by California Environmental Quality
Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(a) and does not require
environmental review under CEQA Guidelines Section 15060(c)(2) because the action is
limited to awarding a professional services agreement for the Palomar Transfer Station
consultant services to renew planning, regulatory compliance and operator agreement
development. The action has no potential to cause either a direct physical change in the
environment or a reasonably foreseeable indirect physical change in the environment.
3.The City Council hereby approves and awards a professional services agreement to WIH
Resource Group, substantially in the form attached hereto as Attachment A, in an
amount not to exceed $464,520, for professional services to support Palomar Transfer
Station consultant services to renew planning, regulatory compliance and operator
agreement development, and authorizes the Mayor to execute this agreement.
4.That the City Manager, or designee, is authorized and directed to appropriate funds
from the Solid Waste Enterprise Fund, in an amount of $464,520 to fund the
professional services agreement with WIH Resource Group.
5.That the City Manager or designee is hereby authorized to amend the Agreement to
extend the term for up to two (2) additional one (1) year periods or parts thereof.
6.That the City Manager, or designee, is authorized to take all actions necessary to carry
out the intent of this resolution.
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PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City
of Carlsbad on the 24th day of February, 2026, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
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AGREEMENT FOR PHASED CONSULTING SERVICES FOR THE PALOMAR TRANSFER STATION OPERATOR
SELECTION AND COMPLIANCE SERVICES
WIH RESOURCE GROUP, LLC.
THIS AGREEMENT (“Agreement”) is made and entered into as of the ______________ day of
_________________________, 2026, by and between the City of Carlsbad, California, a municipal
corporation (“City”) and WIH Resource Group, LLC., an Arizona limited liability company (“Contractor”).
RECITALS
A. City requires the professional services of a consultant that is experienced in phased
consulting services for the Palomar Transfer Station operator selection and compliance.
B. Contractor has the necessary experience in providing professional services and advice
related to phased consulting services for the Palomar Transfer Station operators selection and
compliance.
C. Contractor has submitted a proposal to City under RFP26-3942ENV and has affirmed its
willingness and ability to perform such work.
NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained in this
Agreement, City and Contractor agree as follows:
1.SCOPE OF WORK
City retains Contractor to perform, and Contractor agrees to render, those services (“Services”) that are
defined in attached Exhibit “A,” which is incorporated by this reference in accordance with this
Agreement’s terms and conditions.
2.STANDARD OF PERFORMANCE
While performing the Services, Contractor will exercise the reasonable professional care and skill
customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan
Southern California area, and will use reasonable diligence and best judgment while exercising its
professional skill and expertise.
3.TERM
The term of this Agreement will be effective for a period of two (2) year(s) from the date first above
written. The City Manager may amend the Agreement to extend it for two (2) additional one (1) year
periods or parts of a year. Extensions will be based upon a satisfactory review of Contractor's
performance, City needs, and appropriation of funds by the City Council. The parties will prepare a written
amendment indicating the effective date and length of the extended Agreement.
4.TIME IS OF THE ESSENCE
Time is of the essence for each and every provision of this Agreement.
5.COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term shall not exceed
Four hundred sixty-four thousand five hundred twenty ($464,520). No other compensation for the
Services will be allowed except for items covered by subsequent amendments to this Agreement.
Payment terms are Net 30 unless otherwise provided in Exhibit “A” or agreed to in writing by the parties.
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Attachment A
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City reserves the right to withhold a ten percent (10%) retention until City has accepted the work and/or
Services specified in Exhibit “A.”
Incremental payments, if applicable, should be made as outlined in attached Exhibit “A.”
6. CONSTRUCTION MANAGEMENT SOFTWARE
Procore Project Management and Collaboration System. This project may utilize the City’s Procore
(www.procore.com) online project management and document control platform. The intent of utilizing
Procore is to reduce cost and schedule risk, improve quality and safety, and maintain a healthy team
dynamic by improving information flow, reducing non-productive activities, reducing rework and
decreasing turnaround times. Contractor is required to create a free web-based Procore user account(s)
and utilize web-based training / tutorials (as needed) to become familiar with the system. Unless the City
Engineer approves otherwise, Contractor shall process all project documents through Procore because
this platform will be used to submit, track, distribute and collaborate on project. If unfamiliar or not
otherwise trained with Procore, Contractor and applicable team members shall complete a free training
certification course located at http://learn.procore.com/procore-certification-subcontractor. Contractor
is responsible for obtaining Contractor’s own Procore support, as needed, either through the online
training or reaching out to the Procore support team. It will be the responsibility of Contractor to regularly
check Procore and review updated documents as they are added. There will be no cost to Contractor for
use of Procore.
It is recommended that Contractor provide mobile access for Windows, iOS located at
https://apps.apple.com/us/app/procore-construction-management/id374930542 or Android devices
located at https://play.google.com/store/apps/details?id=com.procore.activities with the Procore App
installed to at least one on-site individual to provide real-time access to current posted drawings,
specifications, requests for information, submittals, schedules, change orders, project documents, as well
as any deficient observations or punch list items. Providing mobile access will improve communication,
efficiency, and productivity for all parties. The use of Procore for project management does not relieve
Contractor of any other requirements as may be specified in this Agreement.
7. STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit
of Contractor's independent calling, and not as an employee of City. Contractor will be under the control
of City only as to the result to be accomplished, but will consult with City as necessary. The persons used
by Contractor to provide services under this Agreement will not be considered employees of City for any
purposes.
The payment made to Contractor pursuant to this Agreement will be the full and complete compensation
to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of
Contractor or its agents, employees or subcontractors. City will not be required to pay any workers'
compensation insurance or unemployment contributions on behalf of Contractor or its employees or
subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement
contribution, social security, overtime payment, unemployment payment or workers' compensation
payment which City may be required to make on behalf of Contractor or any agent, employee, or
subcontractor of Contractor for work done under this Agreement. At City’s election, City may deduct the
indemnification amount from any balance owing to Contractor.
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8. SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval of City. If
Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and
omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the
subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor.
Nothing contained in this Agreement will create any contractual relationship between any subcontractor
of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind
every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement
applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved
in writing by City.
9. OTHER CONTRACTORS
City reserves the right to employ other Contractors in connection with the Services.
10. INDEMNIFICATION
Contractor agrees to defend (with counsel approved by City), indemnify, and hold harmless the City and
its officers, elected and appointed officials, employees and volunteers from and against all claims,
damages, losses and expenses including attorneys fees arising out of the performance of the work
described in this Agreement caused by any negligence, recklessness, or willful misconduct of Contractor,
any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any
of them may be liable.
If Contractor’s obligation to defend, indemnify, and/or hold harmless arises out of Contractor’s
performance as a “design professional” (as that term is defined under California Civil Code Section
2782.8), then, and only to the extent required by California Civil Code Section 2782.8, which is fully
incorporated in this Agreement, Contractor’s indemnification obligation shall be limited to claims that
arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor, and,
upon Contractor obtaining a final adjudication by a court of competent jurisdiction. Contractor’s liability
for such claim, including the cost to defend, shall not exceed Contractor’s proportionate percentage of
fault.
The parties expressly agree that any payment, attorneys fee, costs or expense City incurs or makes to or
on behalf of an injured employee under City’s self-administered workers’ compensation program is
included as a loss, expense or cost for the purposes of this section, and that this section will survive the
expiration or early termination of this Agreement.
11. INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all amendments,
insurance against claims for injuries to persons or damage to property which may arise out of or in
connection with performance of the services by Contractor or Contractor’s agents, representatives,
employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and
authorized to do business in the State of California. The insurance carrier is required to have a current
Best's Key Rating of not less than “A-:VII”; OR with a surplus line insurer on the State of California’s List of
Approved Surplus Line Insurers (LASLI) with a rating in the latest Best’s Key Rating Guide of at least “A:X”;
OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC)
latest quarterly listings report.
11.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits
indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum
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amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations
under this Agreement. City, its officers, agents and employees make no representation that the limits of
the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect
Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will
obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense.
The full limits available to the named insured shall also be available and applicable to City as an additional
insured.
11.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an “occurrence” basis,
including personal and advertising injury, with limits no less than $2,000,000 per occurrence. If a general
aggregate limit applies, either the general aggregate limit shall apply separately to this project/location
or the general aggregate limit shall be twice the required occurrence limit.
11.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for
City). $2,000,000 combined single-limit per accident for bodily injury and property damage.
11.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as
required by the California Labor Code. Workers' Compensation will not be required if Contractor has no
employees and provides, to City's satisfaction, a declaration stating this.
11.1.4 Professional Liability. Errors and omissions liability appropriate to Contractor’s profession
with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years
following the date of completion of the work.
11.2 Additional Provisions. Contractor will ensure that the policies of insurance required under this
Agreement contain, or are endorsed to contain, the following provisions:
11.2.1 City will be named as an additional insured on Commercial General Liability which shall
provide primary coverage to City.
11.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be
written as claims-made coverage.
11.2.3 If Contractor maintains higher limits than the minimums shown above, City requires and
will be entitled to coverage for the higher limits maintained by Contractor. Any available insurance
proceeds in excess of the specified minimum limits of insurance and coverage will be available to City.
11.2.4 This insurance will be in force during the life of the Agreement and any extensions of it
and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant
to the Notice provisions of this Agreement.
11.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement,
Contractor will furnish certificates of insurance and endorsements to City.
11.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages,
then City will have the option to declare Contractor in breach, or may purchase replacement insurance or
pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor
is responsible for any payments made by City to obtain or maintain insurance and City may collect these
payments from Contractor or deduct the amount paid from any sums due Contractor under this
Agreement.
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11.5 Submission of Insurance Policies. City reserves the right to require, at any time, complete and
certified copies of any or all required insurance policies and endorsements.
12. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as
may be amended from time-to-time.
13. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred under this
Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during
normal business hours to examine, audit, and make transcripts or copies of records and any other
documents created pursuant to this Agreement. Contractor will allow inspection of all work, data,
documents, proceedings, and activities related to the Agreement for a period of four (4) years from the
date of final payment under this Agreement.
14. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this
Agreement is the property of City. In the event this Agreement is terminated, all work product produced
by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered
at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor’s
records.
15. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor
relinquishes all claims to the copyrights in favor of City.
16. NOTICES
The name of the persons who are authorized to give written notice or to receive written notice on behalf
of City and on behalf of Contractor under this Agreement are:
For City For Contractor
Name Avecita Jones Name Bob Wallace
Title Senior Program Manager Title Project Manager
Department Public Works Address 28528 N 11th Way
City of Carlsbad Scottsdale, AZ 85262
Address 1635 Faraday Ave Phone No. 480-241-9994
Carlsbad, CA 92008 Email bwallace@wihresourcegroup.com
Phone No. (442) 339-2542
Each party will notify the other immediately of any changes of address that would require any notice or
delivery to be directed to another address.
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17. CONFLICT OF INTEREST
Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the
requirements of the City of Carlsbad Conflict of Interest Code. Contractor shall report investments or
interests as required in the City of Carlsbad Conflict of Interest Code.
Yes ☐ No ☒
If yes, list the contact information below for all individuals required to file:
Name Email Phone Number
18. SEVERABILITY
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court
of competent jurisdiction, the remaining provisions of this agreement shall continue in full force and
effect.
19. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which
in any manner affect those employed by Contractor, or in any way affect the performance of the Services
by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and
regulations and will be responsible for the compliance of Contractor's services with all applicable laws,
ordinances and regulations.
Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will
comply with those requirements, including, but not limited to, verifying the eligibility for employment of
all agents, employees, subcontractors and consultants whose services are required by this Agreement.
20. CALIFORNIA AIR RESOURCES BOARD (CARB) ADVANCED CLEAN FLEETS REGULATIONS
Contractor’s vehicles with a gross vehicle weight rating greater than 8,500 lbs. and light-duty package
delivery vehicles operated in California may be subject to the California Air Resources Board (CARB)
Advanced Clean Fleets regulations. Such vehicles may therefore be subject to requirements to reduce
emissions of air pollutants. For more information, please visit the CARB Advanced Clean Fleets webpage
at https://ww2.arb.ca.gov/our-work/programs/advanced-clean-fleets.
21. DISCRIMINATION, HARASSMENT, AND RETALIATION PROHIBITED
Contractor will comply with all applicable local, state and federal laws and regulations prohibiting
discrimination, harassment, and retaliation.
22. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following procedure will be used
to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties.
Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A
copy of such documented dispute will be forwarded to both parties involved along with recommended
methods of resolution, which would be of benefit to both parties. The representative receiving the letter
will reply to the letter along with a recommended method of resolution within ten (10) business days. If
the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will
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be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended
by each party and may then opt to direct a solution to the problem. In such cases, the action of the City
Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the
parties from seeking remedies available to them at law.
23. TERMINATION
In the event of Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this
Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides
to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may
terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor
has five (5) business days to deliver any documents owned by City and all work in progress to City address
contained in this Agreement. City will make a determination of fact based upon the work product
delivered to City and of the percentage of work that Contractor has performed which is usable and of
worth to City in having the Agreement completed. Based upon that finding City will determine the final
payment of the Agreement.
City may terminate this Agreement by tendering thirty (30) days written notice to Contractor. Contractor
may terminate this Agreement by tendering thirty (30) days written notice to City. In the event of
termination of this Agreement by either party and upon request of City, Contractor will assemble the work
product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for
work performed to the termination date; however, the total will not exceed the lump sum fee payable
under this Agreement. City will make the final determination as to the portions of tasks completed and
the compensation to be made.
24. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or person, other than a
bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has
not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission,
percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award
or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this
Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or
otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent
fee.
25. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be
asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of
litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to
City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor
acknowledges that California Government Code Sections 12650 et seq., the False Claims Act applies to
this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public
entity. These provisions include false claims made with deliberate ignorance of the false information or in
reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the
False Claims Act, it is entitled to recover its litigation costs, including attorneys fees. Contractor
acknowledges that the filing of a false claim may subject Contractor to an administrative debarment
proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work
or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another
jurisdiction is grounds for City to terminate this Agreement.
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26. JURISDICTION AND VENUE
This Agreement shall be interpreted in accordance with the laws of the State of California without regard
to, or application of, choice of law rules or principles. Any action at law or in equity brought by either of
the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a
court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all
provisions of law providing for a change of venue in these proceedings to any other county.
27. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and
their respective successors. Neither this Agreement nor any part of it nor any monies due or to become
due under it may be assigned by Contractor without the prior consent of City, which shall not be
unreasonably withheld.
28. THIRD PARTY RIGHTS
Nothing in this Agreement should be construed to give any rights or benefits to any party other than City
and Contractor.
29. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated by it, along with
the purchase order for this Agreement and its provisions, embody the entire Agreement and
understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the
Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be
amended, modified, waived or discharged except in a writing signed by both parties. This Agreement may
be executed in counterparts.
30. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor
each represent and warrant that they have the legal power, right and actual authority to bind Contractor
to the terms and conditions of this Agreement.
[signatures on following page]
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CONTRACTOR CITY OF CARLSBAD, a municipal corporation of
the State of California WIH RESOURCE GROUP, LLC., an Arizona
limited liability company
By: By:
(sign here) KEITH BLACKBURN, Mayor
Bob Wallace, President
(print name/title)
ATTEST:
By: SHERRY FREISINGER, City Clerk
(sign here) By:
Deputy / Assistant City Clerk
(print name/title)
If required by City, proper notarial acknowledgment of execution by contractor must be attached. If a
corporation, Agreement must be signed by one corporate officer from each of the following two groups.
Group A Group B
Chairman, Secretary,
President, or Assistant Secretary,
Vice-President CFO or Assistant Treasurer
Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under
corporate seal empowering the officer(s) signing to bind the corporation.
APPROVED AS TO FORM:
CINDIE K. McMAHON, City Attorney
By: _____________________________
Assistant City Attorney
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December 16, 2025
Avecita Jones, MBA, M.Ed.
Senior Program Manager
City of Carlsbad Environmental Sustainability – Sustainable Materials Management (SMM)
1635 Faraday Avenue
Carlsbad, CA 92008-1949
Subject: RFP26-3942ENV - Phased Consulting Services for the Palomar Transfer Station Operator Selection and
Compliance - Responses to Phase 1 and Phase 2 Clarification Questions
Dear Ms. Jones:
On behalf of WIH Resource Group, Inc. (WRG), in partnership with MSW Consultants, we appreciate the
opportunity to provide the following written clarificatfons in response to the City’s questfons regarding Phases 1
and 2 of the Palomar Transfer Statfon Operator Selectfon and Compliance project. These responses are intended to
align precisely with the City’s Request for Proposals, Exhibit A Scope of Services, the WRG-MSW submitted
proposal, and the WRG-MSW interview materials provided to the City during our interview.
Consistent with the City’s RFP scope (Exhibit A), the following clarificatfons confirm our proposed scope,
deliverables, and included expenses based on WRG–MSW’s submitted cost estfmate and assumptfons. WRG–MSW
proposed a tfme-and-materials structure with an estfmated level of effort by phase and antfcipated direct expenses
as presented in our proposal.
PHASE 1 RESPONSES
The following responses address the City’s clarificatfon questfons related to Phase 1. They are intended to confirm
the scope, level of effort, deliverables, and approach for the Palomar Renew Plan: Compliance, Operatfonal, and
Financial Assessment, consistent with Exhibit A of the City’s RFP and the WRG–MSW proposed approach.
Benchmarking
1. California-Based Benchmarking
Yes. All regulatory and financial benchmarking conducted under Phase 1 will be based exclusively on California
transfer statfons, ensuring direct applicability to CalRecycle permitting, enforcement, SB 1383 compliance, and
California-specific financial and rate structures, consistent with Exhibit A, Task 3. Final benchmark facility selectfon
will be reviewed with City staff prior to completfon of the analysis.
2. Use of Out-of-State Comparisons
Yes. Any out-of-state benchmarking, if used, will be limited solely to operatfonal best practfces, including facility
layout, traffic flow, queuing management, throughput efficiency, safety design, and customer interface design. No
out-of-state financial, regulatory, or rate data will be used for comparatfve conclusions affectfng City decision-
making unless the City specifically requests it.
3. Number of Facilities and Depth of Comparison
Benchmarking is antfcipated to include 8-12 California transfer statfons, selected based on facility scale, customer
mix (public/self-haul and franchised), regulatory profile, and operatfonal complexity comparable to Palomar. The
benchmarking analysis will address, as applicable:
•Regulatory compliance posture (CalRecycle inspectfon history, enforcement trends)
•Operatfonal throughput and workflow
•Customer access and queuing
•Financial structure (tfpping fees, ancillary revenues, cost drivers)
PSA26-4002ENV
Exhibit "A"
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• Facility layout and capital configuratfon
Site Visits, Stakeholders, and Travel
4. On-Site Days at Palomar Transfer Station
Phase 1 includes a minimum of two (2) full on-site days, consistfng of an initfal comprehensive assessment visit and
one follow-up or validatfon visit. Phase 1 includes multfple on-site days, antfcipated to consist of:
• Initfal comprehensive assessment visit
• Follow-up or validatfon visit(s) as needed for operatfonal, safety, or financial clarificatfon
5. Staff Participating in Site Visits
On-site partfcipatfon will include:
• Bob Wallace, MBA & Chris Bell, CPA, WIH Resource Group – Transfer statfon operatfons, compliance,
procurement, and Financial Analysis
• Dave Davis, MSW Consultants – California regulatory, SB 1383, and financial components.
Additfonal specialists would partfcipate only if required by specific scope elements and coordinated with the City.
6. Definition of a “Site Visit”
A site visit is defined as one (1) to two (2) full days of on-site engagement, typically involving the senior staff
identffied in Questfon 5. The site visit will include a comprehensive facility walk-through and observatfon of
operatfonal, safety, and regulatory compliance conditfons, including solid waste permitting and stormwater
compliance requirements.
The inspectfon will be conducted using WIH Resource Group’s proprietary transfer statfon inspectfon checklist. It
will reference CalRecycle’s Inspection Guidance for Transfer Stations, Materials Recovery Facilities, and Waste-to-
Energy Facilities, as applicable. Site visit actfvitfes will include operatfonal observatfons, staff interviews,
documentatfon review, and photographic documentatfon. An initfal data request list will be provided to the City in
advance of the site visit to support efficient and focused fieldwork.
Separately, as a foundatfonal component of Phase 1, the WRG-MSW Project Team will conduct a comprehensive
Palomar Transfer Statfon Regulatory, Operatfonal, and Financial Assessment, in direct alignment with Exhibit A,
Phase 1 – Compliance, Operatfonal, and Financial Assessment. This effort addresses Exhibit A, Tasks 1 through 5,
and provides the analytfcal foundatfon for both the Phase 1 deliverables and the subsequent Phase 2 RFP
development.
As detailed in the table on page 6 of this document, the Phase 1 assessment framework is organized by regulatory
agency and permit program and serves as a task-by-task implementatfon roadmap identffying:
(1) Applicable regulatory and permitting requirements;
(2) Required compliance artffacts and documentatfon;
(3) Evaluatfon methods, benchmarking inputs, and data sources; and
(4) Coordinatfon points relevant to both assessment and procurement.
Importantly, this structured assessment framework is designed not only to support preparatfon of the Palomar
Renew Plan: A Forward Plan for Sustainable Materials Management and Compliance (Exhibit A, Phase 1, Task 6),
but also to establish the technical, financial, and regulatory foundatfon for drafting a clear, defensible, and market-
responsive Operator RFP in Phase 2.
PSA26-4002ENV
Exhibit "A" (cont.)
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Consistent with Exhibit A of the City’s RFP, the Phase 1 assessment and the accompanying table are intended to
serve as a bridge between the City’s compliance, operatfonal, and financial analysis tasks and the Phase 2 RFP
development and operator procurement process. Phase 1 findings will be explicitly carried forward into Phase 2 to
inform RFP scope, evaluatfon criteria, performance metrics, compliance requirements, and contractual provisions,
ensuring contfnuity, defensibility, and alignment across both phases of work.
7. Stakeholder Engagement
Phase 1 antfcipates approximately eight to twelve (8–12) stakeholder interviews and meetfngs with:
• City Environmental Sustainability / SMM staff
• Public Works and operatfonal oversight staff
• Palomar Transfer Statfon operator management
• Selected haulers and internal City stakeholders, as directed by the City
The number and format will be coordinated with City staff to ensure efficiency and relevance.
8. Travel Costs
Yes. Travel and related direct expenses associated with Phase 1 on-site work (including airfare, lodging, mileage,
and per diem, if required) are addressed within WRG–MSW’s submitted cost estfmate assumptfons. Any travel
outside the scope contemplated in our submission would be performed only with the City’s prior written
authorizatfon.
Deliverables
9. Palomar Renew Plan Drafts
Phase 1 includes:
• Initfal Draft
• Revised Draft (following City review)
• Final Palomar Renew Plan
10. Presentation Support
Yes. Phase 1 includes support for internal and external presentatfons, including City management briefings and
materials suitable for Council or committee use, as requested in the Scope of Services.
11. Phase 1 Timeline
Primary Phase 1 milestones align with the City’s published schedule, culminatfng in delivery of the Palomar Renew
Plan by June 30, 2026, subject to City review cycles and coordinatfon. Interim draft review milestones will be
coordinated with City staff to align with internal review and decision tfmelines.
Contfngency
12. Contingency Authorization
Yes. Any use of additfonal hours beyond the scope and level of effort contemplated in WRG–MSW’s submitted cost
estfmate (including any City-directed scope adjustments) would occur only with the City’s prior written approval.
PSA26-4002ENV
Exhibit "A" (cont.)
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PHASE 2 RESPONSES
The following responses address the City’s clarificatfon questfons related to Phase 2. They are intended to confirm
the scope, level of effort, and support to be provided for Operator RFP development, solicitatfon, evaluatfon,
contract negotfatfon, and transitfon assistance, consistent with Exhibit A of the City’s RFP and the WRG-MSW
proposed approach. Consistent with Exhibit A, WRG–MSW’s Phase 2 support includes development of the RFP and
Operator Agreement and transitfon support deliverables (including contract monitoring protocols and transitfon
support materials)
RFP Development
12. Draft RFP Versions
Phase 2 will include one (1) draft RFP, one (1) revised draft incorporatfng City consolidated comments, and one (1)
final RFP package for City issuance, consistent with Exhibit A deliverables. (This directly mirrors the City’s “one
draft / one revised / one final” summary and avoids “2–3 rounds” ambiguity.)
13. Internal Review Rounds
The City review structure for the RFP will therefore consist of two (2) City review cycles (Draft → Revised Draft →
Final), with City comments consolidated per cycle to support efficient turnaround and schedule alignment. (This
directly mirrors the City’s “one draft / one revised / one final” summary and avoids “2–3 rounds” ambiguity.)
14. City Attorney Coordination
Yes. WRG-MSW will support integratfon of City Attorney comments and revisions into the draft and final Operator
Agreement.
Operator Solicitatfon
15. Bidder Meetings
Yes. WRG-MSW will partfcipate in pre-proposal conferences, bidder meetfngs, and written Q&A support, consistent
with Exhibit A, Phase 2.
Proposal Evaluatfon and Selectfon
16. Evaluation Meetings
Phase 2 includes up to three (3) formal evaluatfon meetfngs, aligned with proposal review stages and finalist
selectfon.
17. Scoring Tools
Yes. WRG-MSW will develop scoring matrices, evaluatfon tools, and comparatfve analysis frameworks consistent
with City procurement policies.
Contract Negotfatfon and Travel
18. Contract Negotiation Rounds
Support is provided for two to three (2–3) primary negotfatfon cycles, with additfonal negotfatfon support provided
as needed and subject to City directfon and approval.
19. Rate and Cost Modeling
Yes. WRG-MSW will support rate structure review and cost-model analysis, consistent with Phase 2 negotfatfon
tasks.
PSA26-4002ENV
Exhibit "A" (cont.)
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20. Presentations
Phase 2 includes up to two (2) in-person presentatfons to City management and City Council, as requested.
21. Travel Costs
Yes. Travel and related direct expenses associated with Phase 2 meetfngs/presentatfons (if requested by the City)
are addressed within WRG–MSW’s submitted cost estfmate assumptfons. Any additfonal travel beyond the
contemplated scope would be performed only with the City’s prior written authorizatfon.
Transitfon and Implementatfon Support
22. Nature of Transition Support
Transitfon support includes:
• Contract Monitoring Protocol development
• Staff tools, dashboards, and reportfng templates
• Operator start-up coordinatfon guidance
• Communicatfon support strategies
These transitfon actfvitfes are consistent with Exhibit A’s requirement to support City staff during the transitfon
period and to develop contract monitoring tools/protocols and capacity-building measures.
23. Support Hours
To establish a clear baseline for implementatfon support, WRG–MSW estfmates fifty (50) to sixty (60) hours of
transitfon and implementatfon support following the Operator Agreement award. This baseline allocatfon includes
regular coordinatfon meetfngs, Q&A availability, and practfcal troubleshootfng support during the first 30/60/90
days post-award, as needed by the City to support a smooth implementatfon consistent with Exhibit A transitfon
support expectatfons. Any additfonal support beyond this baseline would be provided only with the City’s prior
written authorizatfon.
24. Post-Launch Support Period
WRG–MSW’s baseline transitfon support (described above) is structured to cover the first 30/60/90 days following
Operator Agreement award, recognizing that support intensity typically peaks early and then tapers as systems
stabilize.
25. Availability and Response Time
WRG-MSW will provide responsive, senior-level availability throughout the transitfon and implementatfon, and will
respond promptly and diligently to City inquiries. I will serve as the Project Manager for the WRG-MSW Project
Team and will be directly engaged and readily available to support the City as needed. I will lead and coordinate our
Project Team to ensure contfnuity, accountability, and tfmely response and prompt coordinatfon in support of the
City’s objectfves. The WRG-MSW Project Team’s availability and response expectatfons can be formalized in the
final contract between the City and WRG, consistent with City requirements.
Avecita, we appreciate the City’s thoughtiul review and engagement, and we trust the foregoing responses provide
clear and complete clarificatfon to support confirmatfon of shared expectatfons as the project moves toward final
scope definitfon and contract executfon.
The WRG–MSW Project Team is genuinely enthusiastfc about the opportunity to work closely with you and the City
of Carlsbad on this critfcal initfatfve. We are aligned with the City’s objectfves and encouraged by the shared focus
on delivering a compliant, modern, financially sound, and forward-looking future for the Palomar Transfer Statfon.
We value the collaboratfve approach reflected throughout this process and look forward to contfnuing discussions
as the engagement advances.
PSA26-4002ENV
Exhibit "A" (cont.)
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WRG and MSW Consultants are fully committed to partnering with the City and its staff throughout Phases 1 and 2
and to providing responsive, senior-level support to ensure the project’s success.
Please do not hesitate to contact me at (480) 241-9994 or via email at bwallace@wihresourcegroup.com should
you have any questfons or wish to discuss next steps.
Sincerely,
Bob Wallace, MBA
President, WIH Resource Group, Inc.
PSA26-4002ENV
Exhibit "A" (cont.)
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Table 1: Palomar Transfer Station – Phase 1 Regulatory & Permitting Review Checklist
Palomar Renew Plan: Compliance, Operational & Financial Assessment
SECTION
AGENCIES
PERMIT / PROGRAM
TYPE
TYPICAL COMPLIANCE ARTIFACTS TO REVIEW
PRIMARY
COORDINATION
CONTACTS
A. SOLID WASTE
PERMITTING &
ENFORCEMENT
CalRecycle
San Diego
County Local
Enforcement
Agency (LEA)
• Solid Waste Facility
Permit (SWFP)
• Transfer/Processing
Facility regulatory
compliance
• CIWMB/CalRecycle
Title 14 & Title 27
compliance
• AB 939 / AB 341 /
AB 1826 / SB 1383
interface (as
applicable)
• Current Solid Waste Facility Permit (SWFP)
and permit conditfons
• Facility Report of Informatfon (ROI)
• LEA inspectfon reports (routfne and special)
• Notfces of Violatfon (NOVs), enforcement
actfons, or correctfve actfon letters
• Approved site plan, operatfons plan, and
emergency actfon plan
• Tonnage reports and materials acceptance
logs
• Operatfng hours, throughput limits, and
authorized waste types
• Training records for certffied operators (as
applicable)
• San Diego County
LEA (Solid Waste
Enforcement)
• CalRecycle
Permitting &
Enforcement Branch
• City of Carlsbad
Environmental
Sustainability / SMM
staff
B. STORMWATER &
WATER QUALITY
COMPLIANCE
California
State Water
Resources
Control Board
San Diego
Regional
Water Quality
Control Board
(Region 9)
• Industrial
Stormwater General
Permit (IGP)
• NPDES stormwater
discharge compliance
• SMARTS reportfng
system
• Notfce of Intent (NOI) and IGP coverage
documentatfon
• Storm Water Pollutfon Preventfon Plan
(SWPPP)
• Annual reports and SMARTS submittals
• Sampling data, exceedances, and correctfve
actfon reports
• Visual inspectfon logs and BMP
maintenance records
• Qualified Industrial Stormwater Practftfoner
(QISP) documentatfon
• Non-Stormwater Discharge certfficatfons
• City of Carlsbad
Stormwater / Public
Works staff
• RWQCB Region 9
compliance staff
• Operator
environmental
compliance lead or
consultant
C. AIR QUALITY &
EMISSIONS
San Diego
County Air
Pollutfon
Control
District
(SDAPCD)
• Authority to
Construct / Permit to
Operate (if
applicable)
• Statfonary source
permits (generators,
fuel systems,
equipment)
• Dust, odor, and
nuisance compliance
• SDAPCD permits (if issued)
• Equipment inventory subject to air
permitting
• Generator permits and testfng logs
• Odor complaint logs and response
documentatfon
• Dust control plans and mitfgatfon measures
• Fuel storage and dispensing approvals (if
applicable)
• SDAPCD
Engineering &
Compliance Division
• City of Carlsbad
Environmental
Sustainability staff
• Facility operator
maintenance /
environmental staff
D. HAZARDOUS
MATERIALS & HHW
(IF APPLICABLE)
San Diego
County
Certffied
Unified
Program
Agency
(CUPA)
California
Department
of Toxic
• Hazardous
Materials Business
Plan (HMBP)
• Hazardous Waste
Generator
requirements
• HHW collectfon and
storage
authorizatfons (if
applicable)
• HMBP filings and CUPA approvals
• Chemical inventory and Safety Data Sheets
(SDS)
• Hazardous waste manifests and disposal
records
• Training certfficatfons for hazardous
materials handling
• HHW operatfng procedures (if HHW is
present or proposed)
• County of San
Diego CUPA /
Environmental
Health
• DTSC regional office
(as applicable)
• City Environmental
Sustainability / SMM
staff
PSA26-4002ENV
Exhibit "A" (cont.)
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Substances
Control
(DTSC)
• Emergency response and spill preventfon
plans
E. OCCUPATIONAL
SAFETY & WORKER
PROTECTION
Cal/OSHA –
Division of
Occupatfonal
Safety and
Health
• Workplace safety
compliance
• Injury and Illness
Preventfon Program
(IIPP)
• Equipment and
traffic safety
standards
• Injury and Illness Preventfon Program (IIPP)
• Job hazard analyses (JHAs)
• Equipment inspectfon and maintenance logs
• Traffic control and site safety plans
• Training records (forklifts, loaders, spotters,
etc.)
• OSHA logs (300/300A) and incident reports
• Facility operator
safety manager
• City risk
management or
safety liaison
• Cal/OSHA
consultatfon services
(if engaged)
F. LAND USE,
BUILDING, AND
ENVIRONMENTAL
REVIEW
City of
Carlsbad
(Planning,
Building,
Public Works)
CEQA Lead
Agency (City
of Carlsbad)
• Zoning and land
use approvals
• Building and
grading permits
• CEQA
environmental
review (as applicable
to modificatfons)
• Conditfonal Use Permits (CUPs)
• Building permits and certfficates of
occupancy
• Approved site circulatfon and traffic plans
• CEQA documents (ND/MND/EIR,
exemptfons, addenda)
• Conditfons of approval tfed to facility
operatfons
• Capital improvement and modernizatfon
approvals
• City of Carlsbad
Planning & Building
Department
• Public Works /
Engineering
• City Attorney (for
CEQA and land use
interpretatfon, as
needed)
G. INTEGRATION
INTO OPERATOR
RFP &
CONTRACTING
(PHASE 2
READINESS)
— Phase 1 inspectfon
findings should
explicitly identffy:
• Which permits and approvals are operator
obligatfons vs. City responsibilitfes
• Permit conditfons requiring contractual
KPIs, reportfng, or penaltfes
• Compliance risks that must be priced,
scheduled, or capitalized in the RFP
• Data transparency and audit requirements
tfed to regulatory compliance
—
PSA26-4002ENV
Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 24 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 1
October 30, 2025
Janean Hawney
City of Carlsbad
Contract Administrator, Public Works Department
1635 Faraday Avenue
Carlsbad, CA 92008
Subject: Proposal Submittal – RFP No. 26-3942ENV – Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – Introduction and Letter of Interest
Dear Ms. Hawney:
WIH Resource Group (WRG) is pleased to submit this proposal to partner with the City of Carlsbad on the Palomar
Transfer Station Operator Selection and Compliance Project. In collaboration with MSW Consultants (MSW), our
Project Team will guide the City through the two-phase process outlined in Exhibit A – Scope of Services, ensuring
full regulatory compliance, operational excellence, and financial sustainability for the Palomar Transfer Station
(PTS).
Our team’s approach directly addresses each component of the City’s required scope:
•Regulatory Compliance Review: Assess current and emerging federal, state, and local mandates (SB 1383,
AB 341, AB 939, and CalRecycle requirements) and develop a ten-year Compliance Roadmap for the
Palomar Renew Plan.
•Operational Efficiency & Facility Evaluation: Analyze throughput, traffic flow, safety standards, customer
experience, and capital needs to identify modernization and resiliency opportunities.
•Financial Optimization & Revenue Model Development: Benchmark against leading California transfer
stations and recommend pricing and rate structures that enhance City revenues while advancing diversion
goals.
•Sustainability & Circular Economy Assessment: Integrate Sustainable Materials Management (SMM)
principles through organics processing, reuse, recycling, and HHW expansion.
•Diversion, Reporting & Penalty Framework: Design metrics and digital dashboards for real-time tracking
of diversion, GHG reduction, and resource conservation performance.
Phase 2 will build upon these findings by preparing the Palomar Transfer Station Operator RFP, facilitating proposal
evaluation, leading contract negotiations, and developing a Contract Monitoring Protocol and Transition Support
Package to ensure a smooth implementation of the new operator agreement.
The WRG–MSW Project Team is dedicated to delivering the City’s vision for a modernized, compliant, and
financially resilient Palomar Transfer Station that serves as a regional model of innovation and environmental
leadership. Our collective California experience ensures a proven, results-oriented path to implementing the City’s
Palomar Renew Plan and executing a new operator agreement by June 2027.
We appreciate the City’s consideration and the opportunity to partner on this important initiative. Please contact
me at (480) 241-9994 or bwallace@wihresourcegroup.com with any questions regarding this proposal.
Sincerely,
Bob Wallace, MBA
President, WIH Resource Group, Inc.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 25 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 3
EXECUTIVE SUMMARY
The City of Carlsbad is preparing for the next generation of operations at its Palomar Transfer Station (PTS)—a
critical hub in the City’s solid waste, recycling, and sustainability framework. In alignment with Carlsbad’s
Environmental Guiding Principles and Climate Action Plan, the City seeks a consulting partner capable not only of
ensuring regulatory compliance but also of advancing a forward-looking operator structure that embodies
innovation, fiscal transparency, and environmental leadership.
WIH Resource Group (WRG), in partnership with MSW Consultants (MSW), offers the City a team with unmatched
California-specific expertise, institutional knowledge, and hands-on experience guiding public agencies through
complex transfer station and franchise modernization initiatives. This integrated team provides the City of Carlsbad
with a single, accountable partner that blends technical, operational, and financial depth—ensuring seamless
delivery with zero learning curve.
Our Approach & Methodology
Phase 1 – Compliance, Operational & Financial Assessment
WRG and MSW will establish a comprehensive baseline for facility performance and regulatory compliance,
culminating in the Palomar Renew Plan – A Forward Plan for Sustainable Materials Management and Compliance.
Key elements include:
• A Regulatory Compliance Review and 10-year roadmap addressing SB 1383, OSHA, FMCSA, and MUTCD
standards;
• A detailed Operational Efficiency Assessment covering throughput, staffing, safety, and customer service;
• Financial Optimization Modeling benchmarked against peer facilities statewide;
• A Sustainability and Circular Economy Plan identifying feasible expansions for organics, reuse, and HHW
programs; and
• Digital Performance Dashboards with diversion, GHG reduction, and energy-efficiency metrics to support
data-driven decision-making.
Phase 2 – RFP Development, Evaluation, Negotiation & Transition
Building upon Phase 1 findings, the team will guide the City through a transparent, performance-based
procurement process that includes:
• Drafting a comprehensive Operator RFP integrating compliance, safety, and sustainability criteria;
• Creating a Proposal Evaluation Framework with defensible scoring metrics;
• Providing Negotiation Support to secure a fair, enforceable, and financially sound operator agreement;
and
• Delivering a Contract Monitoring Protocol and Transition Support Package with staff training, dashboards,
and compliance tools for long-term oversight.
Project Management, Schedule & Value
Our project management approach emphasizes structure, accountability, and open communication:
• A formal Kick-Off Meeting, bi-weekly coordination calls, and monthly progress reports ensure alignment
and transparency throughout the project.
• Phase 1 Completion: June 2026 – Delivery of the Palomar Renew Plan
• Phase 2 Completion: June 2027 – Execution of the new Operator Agreement
The WRG-MSW Project Team will deliver exceptional value by providing the comprehensive technical, financial,
and procurement expertise that meets all City objectives within the established schedule.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 26 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 4
Why the WRG-MSW Project Team
The City of Carlsbad will benefit from a partnership that offers:
• California-specific experience in transfer station operations, RFP development, and SB 1383
implementation;
• Technical depth in operational efficiency, cost-of-service modeling, and performance-based contracting;
• Collaborative project management ensuring transparency, schedule adherence, and responsiveness; and
• Proven innovation, including digital dashboards, lifecycle cost analysis, and performance-tracking tools
that enhance accountability and sustainability.
This combination of regulatory knowledge, operational expertise, and financial acumen ensures that the City
receives not just compliance but a long-term strategic framework for operational excellence and climate resiliency.
WIH Resource Group and MSW Consultants are committed to delivering a comprehensive, defensible, and future-
focused modernization plan that positions the Palomar Transfer Station as a model of sustainability, efficiency, and
innovation. Through rigorous analysis, transparent procurement, and actionable implementation, the Palomar
Renew Plan will enable Carlsbad to meet all regulatory mandates, strengthen operational performance, and
advance its leadership in California’s circular economy.
1 CONSULTANTS’ EXPERIENCE
WIH Resource Group (WRG) and MSW Consultants bring together more than ten decades of combined expertise in
solid-waste system planning, transfer-station operations, financial modeling, and sustainability program
implementation for public agencies throughout California and across the United States. Our team’s integrated
capabilities align precisely with the City of Carlsbad’s RFP #26-3942ENV requirements and are structured to
successfully deliver both project phases outlined in Exhibit A – Scope of Services.
For Phase 1, WRG & MSW have proven experience conducting comprehensive Compliance, Operational, Financial,
and Sustainability Assessments—including regulatory reviews under SB 1383, AB 341, and AB 939; facility
throughput and customer-service evaluations; financial benchmarking and revenue-model design; and the
integration of Sustainable Materials Management and Circular Economy strategies.
For Phase 2, our team brings direct experience developing, managing, and implementing operator RFPs,
supporting municipal clients through proposal evaluation, contract negotiation, performance metric development,
and post-award transition. This includes preparing detailed procurement documents, evaluation frameworks, and
Contract Monitoring Protocols to ensure compliance, transparency, and long-term performance accountability.
Together, WRG and MSW provide the City of Carlsbad with a complete, turnkey team uniquely qualified to prepare
the Palomar Renew Plan, author and manage the Palomar Transfer Operator RFP, and guide the City through
contract execution and successful implementation, on schedule, within budget, and in complete alignment with
Carlsbad’s sustainability and operational goals.
1.1 PRIME CONSULTANT
WIH Resource Group, Inc.
An Arizona S-Corporation
28528 N 111th Way
Scottsdale, AZ 85262
Phone: (480) 241-9994
Website: www.wihrg.com
1.2 SUBCONSULTANT
MSW Consultants, Inc.
A California Corporation
41831 McAlby Court, Suite C
Murrieta, CA 92562
Phone: (951) 461-3234
Website: www.msw-consultants.com
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 27 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 5
1.3 FIRMS’ BACKGROUND AND QUALIFICATIONS
WIH Resource Group – Prime Consultant
Founded in 2005, WIH Resource Group is a nationally recognized solid-waste and environmental consulting firm
specializing in transfer-station operations and design, solid-waste system optimization, transportation logistics,
financial modeling, and procurement support for municipal clients. WRG has completed over 1,100 projects
nationwide for cities, counties, and regional agencies, including Los Angeles, King County (WA), Santa Barbara,
Glendale, and Monterey County.
WRG-MSW Project Team’s Core Capabilities Aligned to City’s RFP Exhibit A:
• Regulatory Compliance Review and 10-Year Compliance Roadmap Development
• Operational and Safety Audits for Transfer Stations (including ANSI Z245 and SWANA best practices)
• Financial Optimization and Revenue Model Development
• Sustainability & Diversion Program Design and Metrics Frameworks
• RFP Preparation, Proposal Evaluation, and Operator Contract Negotiation Support
MSW Consultants – Subconsultant
Established in 2000, MSW Consultants is a California-based municipal financial and operational consulting firm
serving over 60 cities statewide. MSW provides financial modeling, rate studies, procurement support, and
performance auditing for municipal solid-waste and transfer-station programs. The firm’s work has helped
numerous California jurisdictions develop modern, cost-effective, and compliant systems aligned with SB 1383 and
circular economy principles.
SB 1383 and Regulatory Compliance Expertise
MSW Consultants has been at the forefront of helping California jurisdictions achieve full compliance with the
State’s landmark SB 1383 organics recycling mandates and related laws (AB 341, AB 1826, and AB 939). The firm
has prepared both formal and informal compliance action plans for CalRecycle, updated solid-waste ordinances
and franchise agreements, and provided technical and enforcement support to cities and counties statewide.
Through its proprietary Minerva™ cloud-based compliance platform, MSW assists jurisdictions in monitoring
commercial recycling performance and generator outreach, helping clients achieve near-100 percent compliance
among the commercial sector. These projects directly advance greenhouse gas (GHG) reduction and sustainable
materials management outcomes consistent with Carlsbad’s Climate Action Plan and the Palomar Renew Plan
objectives.
1.4 REPRESENTATIVE MUNICIPAL AND TRANSFER-STATION PROJECTS
The WIH-MSW Project Team has successfully completed a wide range of municipal solid-waste and transfer-station
consulting projects across California and the western United States, closely mirroring the scope of services
requested by the City of Carlsbad. These engagements demonstrate our proven ability to conduct regulatory
compliance assessments, operational audits, financial modeling, and competitive operator procurements that align
with both state mandates and local sustainability goals.
Table 2.1 representative projects illustrate our team’s depth of experience delivering complex, multi-phase
initiatives, from strategic assessments and rate studies to RFP development, contract negotiation, and transition
implementation. Each is directly relevant to the Palomar Renew Plan and the City’s objectives for the Palomar
Transfer Station Operator Selection and Compliance Project.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 28 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 6
Table 2.1: WRG and MSW Representative Projects
Project Client /
Location
Scope & Relevance (Exhibit A
Alignment)
Key Staff Client Contact
City of Los
Angeles recycLA
2.0 RFP
Development
and Studies
Project
City of Los
Angeles
(LASAN), CA
Developed comprehensive operator
RFP for waste collection zones;
included regulatory compliance
alignment, financial modeling,
diversion metrics, and operator
negotiations.
Bob Wallace
(WRG) &
Chris Bell
(WRG)
Daniel Meyers, Division
Manager, 213-485-3774
daniel.meyers@lacity.org
King County
WEBR (Early
Waste Export by
Rail) Program
Planning
King County
Solid Waste
Division, WA
Long-term infrastructure strategy for
transfer and export system; modeled
throughput, financial scenarios, and
contract transition plans
Bob Wallace
(Project
Lead), Chris
Bell (Financial
Analysis)
Patty Liu, Project Manager
206-477-7678
pliu@kingcounty.gov
City of Santa
Barbara Transfer
Station
Operations &
Rate Review
City of Santa
Barbara, CA
Performed operational audit,
throughput analysis, and rate study;
assessed facility capital needs and
financial viability aligned with SB
1383 mandates and SMM principles.
David Davis
(MSW
Principal),
Chris Bell
(WRG)
Jennifer Hernandez,
Environmental Services
Manager 805-564-5460
City of Glendale
Solid Waste
Franchise RFP
and Rate Audit
City of
Glendale, CA
Developed RFP, evaluation matrix,
and negotiation support for waste
services franchise; integrated
performance metrics and customer
service standards.
David Davis
(MSW
Principal in
Charge)
Ed McKenna, Public Works
Director 818-548-3200
Metro Transfer
Station
Operations
Assessment &
Procurement
Metro
(Oregon
Metro),
Portland, OR
Conducted facility workflow and
safety evaluation; developed
operator procurement documents,
scoring framework, and negotiation
support. .
Bob Wallace
(WRG) &
Chris Bell
(WRG)
Kevin Six, Sr. Solid Waste Ops
Planner 503-797-1672
kevin.six@oregonmetro.gov
City of Eureka &
Humboldt
County SB 1383
System Review
Eureka &
Humboldt
County, CA
Evaluated collection and transfer
systems for SB 1383 compliance;
developed financial baseline,
reporting metrics, and penalty
framework.
Chris Bell
(WRG)
Robin Praszker, Env. Project
Mgr 707-441-4206
rpraszker@eurekaca.gov
Chelan County
Transfer Station
Operations &
Rate Review
Chelan
County
Public
Works, WA
Performed financial and operational
analysis of transfer stations and
recommended rate adjustments and
efficiency improvements.
Bob Wallace
(WRG) &
Chris Bell
(WRG)
Brenda Blanchfield, Solid
Waste Coordinator 509-667-
6415
brenda.blanchfield@co.chela
n.wa.us
City of Coolidge
Transfer &
Collection
System
Evaluation
City of
Coolidge, AZ
Comprehensive system review and
procurement support for new
transfer station operator, including
customer service assessment and
financial modeling.
Bob Wallace
(Project Lead)
& Chris Bell
(Financial
Analysis)
Donald Peters, P.E., Public
Works Director 520-723-4882
California
Municipal Rate
Studies &
Transfer Station
Audits
Glendale,
Santa
Barbara,
Lompoc,
Palm
Springs, CA
Conducted transfer station audits,
financial modeling, and RFP support
for multiple jurisdictions
implementing SB 1383 compliance
programs.
David Davis
(MSW
Principal in
Charge)
References available upon
request
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 29 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 7
2 PROJECT TEAM
The WIH Resource Group and MSW Consultants team combines over 100 years of hands-on experience in transfer-
station operations, franchise contracting, financial modeling, and SB 1383 compliance. Our senior experts have led
similar California and western U.S. projects, delivering proven results in safety, efficiency, and performance-based
operator procurements. Below is our Project Team’s Organizaitonal Structure for this project.
Bob Wallace, MBA – Project Manager (WIH Resource Group, Inc.)
Role: Overall project leadership, City liaison, technical oversight, compliance evaluation, and
procurement strategy. Responsible for coordinating all deliverables and quality control across
Phases 1 and 2.
Experience: 40 years in solid-waste management, transfer-station operations, and franchise
procurement. Former Director of Transportation & Logistics for Waste Management’s Western
Group.
Phase 1 Expertise: Regulatory and operational compliance reviews; safety and throughput
audits; facility modernization and resiliency planning.
Phase 2 Expertise: RFP development, proposal evaluation, contract negotiation, and transition support.
Representative Projects:
• City of Los Angeles recycLA 2.0 Program – Two Projects (2014 and 2024 to present) – Project Lead under
Jacobs Engineering; designed multi-zone commercial and multi-family waste collection franchise RFP
framework and performance metrics. Contact: Daniel Meyers, LASAN (213) 485-3774.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 30 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 8
• King County Waste Export by Rail (WEBR) Program – Two projects (2019 – 2023) – Rail logistics and cost
modeling for long-term export strategy. Contact: Emmy McConnell (206) 263-9738.
• Metro Regional Government Transfer Station Procurement (2016 – 2018) – Facility assessment and
operator selection support. Contact: Will Elder (503) 797-1581.
Chris Bell, CPA – Senior Financial Analyst (WIH Resource Group, Inc.)
Role: Leads all financial modeling, cost-of-service analysis, and economic evaluations for operator
alternatives and City revenue optimization.
Experience: Certified Public Accountant with 20 years in solid-waste finance and rate design; 500+
projects nationwide. Former Assistant Divisional Controller for Waste Management of Oregon.
Phase 1 Expertise: Development of financial optimization strategies and alternative pricing
models to enhance diversion and revenue.
Phase 2 Expertise: Proposal evaluation scoring methods, operator financial reviews, and contract
compliance auditing.
Representative Projects:
• City of Eureka & Humboldt County SB 1383 System Review (2023) – Developed financial baseline and rate
integration for organics implementation. Contact: Robin Praszker (707) 441-4206.
• City of Los Angeles Commercial Franchise Program – Two projects (2014 & 2024) – Cost-of-service rate
model design and financial framework development. Contact: Daniel Meyers (213) 485-3774.
• Clackamas County (OR) Annual Rate Review (2001 – present) – Ongoing financial and operational audits of
11 haulers. Contact: Rick Winterhalter (503) 742-4466.
David L. Davis, CMA – Principal Financial Advisor (MSW Consultants, Inc.)
Role: Provides oversight of financial strategy, rate design, and policy compliance under
California mandates (SB 1383 / AB 939).
Experience: 30 years of California-specific consulting in solid-waste finance and transfer-station
planning. Principal of MSW Consultants and former Board Member, Southern California Waste
Management Forum.
Phase 1 Expertise: Benchmarking financial performance against leading California transfer
stations and developing long-term financial plans.
Phase 2 Expertise: Assists with the financial terms of operator agreements, rate structures, and
negotiation support.
Representative Projects:
• City of Glendale Transfer Station Financial Audit (2022) – Comprehensive rate review and performance
benchmarking. Contact: Jessica Manuel (818) 548-3900.
• City of Santa Barbara Solid Waste Contract Support (2021) – Rate and compliance advisory under SB 1383.
Contact: Sarah Knecht (805) 564-5318.
• County of Santa Maria Waste Franchise Review (2020) – Financial modeling and contract update. Contact:
Kevin Hennessey (805) 925-0951.
Girard Mobley – Project Manager (MSW Consultants, Inc.)
Role: Supports field data collection, franchise compliance auditing, SB 1383 gap analyses, and
tonnage reporting validation. Provides direct analytical and operational support to the financial
modeling and compliance review team.
Experience: 25 years in finance and solid waste operations, including five years with MSW
Consultants performing financial and compliance audits for more than 20 municipalities
throughout California. Former U.S. Marine Corps veteran with demonstrated leadership in
multi-jurisdictional audit coordination and outreach programs.
Phase 1 Expertise: Waste hauler audits, tonnage reconciliation, and SB 1383 commercial
recycling compliance verification.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 31 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 9
Phase 2 Expertise: Data validation and due diligence support for operator proposal evaluations and cost
reasonableness reviews.
Representative Projects:
• City of Rancho Palos Verdes – SB 1383 Gap Analysis and Food Recovery Program Implementation
• City of Vernon – Commercial Generator Recycling Compliance Program
• City of Corona – Franchise Agreement Audit and Rate Review
Arisha Ashraf, Ph.D. – Project Manager for (MSW Consultants, Inc.)
Role: Leads technical rate modeling, cost-of-service analyses, and policy impact evaluations;
supports Phase 1 financial optimization and Phase 2 RFP development tasks.
Experience: 15 years in environmental economics and public-sector utility finance, including prior
tenure with Raftelis Financial Consultants. Holds a Ph.D. in Environmental Economics and Policy
from UC Riverside and advanced degrees from Brown University and Boston University.
Phase 1 Expertise: Economic forecasting, rate model design, and financial feasibility analyses
integrating sustainability and compliance criteria.
Phase 2 Expertise: Drafting RFP cost evaluation criteria, scoring frameworks, and assisting in
policy alignment with SB 1383 and local Climate Action Plan goals.
Representative Projects:
• County of Sacramento – Solid Waste Rate Study and Financial Plan (2024)
• City of Santa Maria – Landfill Pricing Strategy and Financial Model Update (2021)
• City of Pasadena – Solid Waste Enterprise Fund Rate Study (2024)
Greg Fletcher – Financial Analyst (MSW Consultants, Inc.)
Role: Performs detailed financial analyses, forecast modeling, and cost allocation under the
direction of senior staff; supports financial documentation and QA/QC for modeling outputs.
Experience: 12 years of private-sector financial management, including experience as a financial
controller for national firms. Holds a Master’s degree in Accounting and a strong foundation in
cost accounting, forecasting, and model-based financial validation.
Phase 1 Expertise: Cost-of-service model construction and data normalization for transfer station
and collection operations.
Phase 2 Expertise: Proposal evaluation support and rate model integration for operator
negotiations.
Representative Projects:
• County of Riverside – Landfill Fee Study (2023)
• City of Prescott, AZ – Solid Waste Rate Model Development (2022)
• City of Santa Barbara – Solid Waste Financial Plan and Rate Study (2023)
Kayla Friederich – Project Analyst (MSW Consultants, Inc.)
Role: Provides analytical and research support for rate modeling, SB 1383 compliance
documentation, and data synthesis for performance dashboards.
Experience: 3 years of experience in environmental systems and municipal solid waste
compliance analysis. Holds a B.S. in Environmental Systems from the University of California, San
Diego.
Phase 1 Expertise: SB 1383 compliance support, waiver tracking, and data gathering for diversion
reporting.
Phase 2 Expertise: Financial and technical data compilation for RFP evaluation and reporting
deliverables.
Representative Projects:
• City of Temecula – SB 1383 Compliance and Program Implementation (2023)
• City of Rancho Palos Verdes – Organics Program Rollout and Waiver Management (2023)
• City of Riverside County – Franchise Agreement Development (2024)
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 32 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 10
2.1 WRG-MSW PROJECT TEAM AVAILABILITY AND CONTINUITY
All key personnel are immediately available upon contract award (anticipated January 2026) and will remain
dedicated through project completion in 2027. Both WRG and MSW maintain cross-trained backups to ensure
uninterrupted coverage. Monthly coordination meetings and task-tracking dashboards will maintain schedule
accountability and transparency for City staff.
2.2 HOURLY RATE SCHEDULE
The WRG–MSW Project Team offers a competitive, transparent rate structure that reflects the senior-level
expertise and technical specialization required for this engagement. Each team member brings decades of
experience in solid waste operations, financial analysis, compliance, and regulatory policy—ensuring exceptional
value and efficiency for the City of Carlsbad. The following table presents fully burdened hourly rates for all key
personnel assigned to this project.
Table 3.1: WRG-MSW Project Team Rate Schedule
Title / Position Firm Hourly Rate ($)
Bob Wallace, MBA – President / Project Manager WIH Resource Group 325
Chris Bell, CPA – Senior Financial Analyst WIH Resource Group 295
David L. Davis, CMA – Principal Financial Advisor MSW Consultants 276
Girard Mobly - Compliance Review MSW Consultants 242
Arisha Ashraf, Ph.D. – Policy Impact evaluations WIH Resource Group 225
Greg Fletcher – Financial Analyst MSW Consultants 215
Kayla Friederich – Project Analyst WIH Resource Group 215
Administrative Support Staff WIH Resource Group 125
Notes:
1. Rates are fully burdened and include labor, overhead, and profit.
2. Travel and reimbursables (lodging, mileage, printing) will be billed at cost, as incurred.
3. These rates will remain in effect through December 2027.
3 PROJECT APPROACH & WORK PLAN
WIH Resource Group (WRG) and MSW Consultants (MSW) bring a proven, methodical approach to delivering
complex solid waste and transfer-station projects that balance regulatory compliance, operational excellence,
financial transparency, and sustainability performance. Our project approach is structured to meet every element
of the City of Carlsbad’s RFP #26-3942ENV, guiding the Palomar Transfer Station (PTS) through a two-phase
process - assessment, planning, procurement, and transition - to establish a modern, performance-based operator
agreement aligned with the City’s long-term environmental and fiscal goals.
3.1 PROJECT UNDERSTANDING
The WRG-MSW Project Team understands that this effort extends beyond compliance. It is a strategic
modernization initiative designed to ensure that PTS remains a safe, efficient, and environmentally progressive
cornerstone of Carlsbad’s solid-waste system. Our team recognizes that success requires integration across four
key pillars:
• Regulatory Compliance: Full alignment with SB 1383, AB 341, AB 939, OSHA, FMCSA, MUTCD, and
applicable City ordinances.
• Operational Efficiency: Optimized material flow, staffing, queuing, and customer service under modern
safety and sustainability standards.
• Financial Optimization: Transparent cost-of-service modeling and rate structures that support fiscal
stability and performance-based incentives.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 33 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 11
• Sustainability Leadership: Advancement of the City’s Climate Action Plan through circular-economy
strategies, diversion targets, and measurable greenhouse-gas (GHG) reductions.
WRG & MSW have guided dozens of California jurisdictions, including the city of Los Angeles, Santa Barbara,
Glendale, and Palm Springs, through similar transitions and will leverage that experience to deliver a modern,
defensible operator framework for Carlsbad.
3.2 PROJECT OBJECTIVES
The WRG–MSW team’s objectives for the Palomar Transfer Station Operator Selection and Compliance Project are
to deliver a seamless, data-driven process that moves the City of Carlsbad from comprehensive assessment to
successful contract execution and transition. The following key objectives guide our approach:
1. Establish a Complete Baseline: Conduct a comprehensive assessment of the Palomar Transfer Station’s
operational, regulatory, financial, and sustainability performance to identify gaps, risks, and
modernization opportunities.
2. Ensure Full Regulatory Compliance: Review and align City operations with all applicable mandates—
including SB 1383, AB 341, AB 939, and local ordinances—developing a 10-year Compliance Roadmap that
anticipates future regulatory shifts.
3. Modernize and Optimize Operations: Evaluate facility throughput, logistics, safety, staffing, and customer
experience to recommend operational improvements, infrastructure investments, and technology
upgrades that enhance efficiency and resiliency.
4. Advance Sustainability and Circular Economy Goals: Integrate Sustainable Materials Management (SMM)
principles by expanding diversion, organics, reuse, and HHW programs; quantify greenhouse-gas and
resource-recovery benefits consistent with the City’s Climate Action Plan.
5. Deliver the Palomar Renew Plan: Prepare a single, actionable roadmap synthesizing compliance,
operational, financial, and sustainability strategies to guide the City’s next decade of transfer-station
management.
6. Develop and Administer a Transparent Operator RFP: Design a competitive procurement process—
including RFP documents, evaluation criteria, and scoring matrix—that ensures selection of a qualified,
innovative operator committed to performance and accountability.
7. Negotiate and Finalize a Performance-Based Operator Agreement: Support the City in developing and
executing a fair, enforceable contract that establishes clear performance metrics, pricing structures, and
sustainability targets aligned with City objectives.
8. Facilitate Transition and Implementation: Provide staff training, monitoring tools, and digital dashboards
to ensure a smooth handoff to the new operator, effective performance tracking, and sustained
compliance post-award.
3.3 PROJECT MANAGEMENT AND COORDINATION
Project management will emphasize accountability, communication, and data integrity throughout the project
lifecycle. Key management components include:
• Kick-Off & Mobilization: Immediately following contract execution (January 2026), WRG will host a
project kick-off meeting to confirm scope, milestones, deliverables, and communication protocols.
• Task Control: A shared milestone tracker and cloud-based document system will maintain transparency
and version control.
• City Coordination: Bi-weekly coordination calls and monthly progress summaries will keep City staff fully
informed.
• Single Point of Contact: Bob Wallace, MBA (WRG President), will serve as Project Manager and City liaison
throughout all project phases.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 34 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 12
This framework ensures efficient workflow, proactive issue resolution, and complete alignment with the City’s
schedule and deliverables.
3.4 PHASE 1 – COMPLIANCE, OPERATIONAL & FINANCIAL ASSESSMENT
The objective of Phase 1 is to establish a complete technical, regulatory, operational, and financial baseline for the
Palomar Transfer Station, culminating in the Palomar Renew Plan – A Forward Plan for Sustainable Materials
Management and Compliance.
Task 1 – Regulatory Compliance Review
The WRG-MSW Project Team shall assess compliance with all current relevant local, state, and federal regulations;
identify upcoming regulatory changes; and recommend proactive measures to ensure ongoing compliance.
WRG Approach
The WRG-MSW Project Team will conduct a detailed review of applicable statutes and mandates, including SB
1383, AB 341, AB 939, OSHA, FMCSA, and MUTCD standards. We will evaluate existing permits, documentation,
and record-keeping practices to identify any compliance gaps or policy deficiencies. Building upon these findings,
WRG will develop a 10-Year Compliance Roadmap outlining corrective and forward-looking measures.
To enhance data transparency and defensibility, WRG will integrate MSW Consultants’ Minerva™ compliance-
tracking platform, enabling real-time visualization of generator participation, violation tracking, and automated
CalRecycle-compatible reporting. Leveraging this technology within the Palomar Renew Plan will provide Carlsbad
with a measurable, data-driven compliance framework aligned with both state mandates and local sustainability
objectives.
Task 2 – Operational Efficiency & Facility Evaluation
Evaluate existing transfer station operations, including throughput, workflow, and logistics; identify opportunities
for operational improvements and efficiencies; assess capital investment needs to improve and modernize the
facility; evaluate customer service experience for haulers, residents, and businesses (site access, wait times, traffic
flow, communications); review safety standards and protocols to ensure alignment with industry best practices
and regulatory requirements; and recommend strategies for operational resiliency, including emergency response,
redundancy, and climate preparedness.
WRG Approach
The WRG-MSW Project Team will perform detailed on-site observations of daily operations, customer interactions,
and equipment utilization to assess workflow efficiency and safety. We will benchmark site practices against ANSI
Z245, ANSI Signage Standards (ANSI Z535 Series), SWANA Technical Policy Guidelines, The California Code of
Regulations Title 14, Division 7, Chapter 3, EPA regulations and guidelines, OSHA, and benchmarking with leading
municipal transfer stations. Operational, staffing, and equipment data will be analyzed to identify infrastructure
constraints, modernization needs, and throughput bottlenecks. Customer service quality will be evaluated through
direct observation and stakeholder input to improve user experience and safety. Recommendations will address
short-term improvements and long-term capital investments to enhance operational efficiency, resiliency, and
climate readiness.
Integration of Regulatory Review and Operational Evaluation
For Tasks 1 and 2 in Phase 1, the WRG–MSW Project Team will conduct a comprehensive, field-verified compliance
and operational assessment of the Palomar Transfer Station, utilizing the California Transfer Station Regulatory
Matrix developed by our team in Table 3.1 below. This matrix consolidates all relevant state and federal
requirements, including Public Resources Code §40200, Title 14 CCR Division 7 (Transfer/Processing Operations),
Title 27 CCR, DTSC Universal and Hazardous Waste Rules, SB 1383, and AB 341. They will then be translated into
the operational and contractual requirements explicitly tailored for the City of Carlsbad Palomar Transfer Station
Operator Procurement to ensure compliance by the selected operator.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 35 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 13
During this phase, WRG and MSW will review, reference, and apply each applicable regulation and standard
through a combination of desktop analyses, permit and document review, and on-site inspections of Palomar’s
current operations. The team will examine all key compliance areas, including:
• Facility permitting and classification under CalRecycle definitions.
• Adherence to minimum operational and safety standards under 14 CCR Article 6.
• Implementation of load-checking and hazardous-waste screening protocols consistent with DTSC
guidance.
• Stormwater and runoff management under the State Water Board’s Industrial General Permit and the
Porter-Cologne Water Quality Control Act.
• Integration of SB 1383 organics diversion, AB 341 commercial recycling, and AB 939 source-reduction
obligations.
• Worker and public safety compliance under OSHA, FMCSA, and MUTCD standards.
By pairing this regulatory analysis with direct field observations, WRG will not only document current compliance
conditions but also identify gaps, risks, and modernization needs affecting operational efficiency and regulatory
standing. Findings from this integrated review will form the foundation for:
• The Regulatory Compliance Gap Analysis,
• A 10-Year Compliance and Modernization Roadmap, and
• Specific contractual recommendations ensuring that the forthcoming Operator RFP and Agreement
explicitly reference and enforce all applicable California regulatory standards.
This method ensures that the Palomar Renew Plan and subsequent operator procurement are grounded in a
defensible, regulation-based framework - positioning the City of Carlsbad for long-term operational excellence, risk
mitigation, and sustained compliance leadership within the State of California’s evolving solid-waste and
sustainability landscape.
Table 3.1: California Regulatory Matrix — Transfer Station Operations (Carlsbad PTS)
Topic Authority /
Citation
What it Requires
(Plain English)
Relevance to Transfer
Stations
RFP / Contract
Implications
Facility definition
& permitting
category
Public Resources
Code (PRC) §40200
Defines a “transfer or
processing station”
(receives solid waste,
temporarily stores,
separates/processes,
or transfers to larger
vehicles).
Confirms that Palomar is a
regulated
transfer/processing
facility (vs., e.g., a
recycling center only).
Scope in RFP and
Operator Agreement
should match what’s
allowed/permitted
(activities, materials
handled, throughput).
State minimum
standards—
transfer/processin
g
14 CCR, Div. 7, Ch.
3, Art. 6.0 (e.g.,
§§17400–17405.0)
Establishes minimum
standards (operations,
storage, load-checking,
vector/litter control,
fire safety,
traffic/queuing,
records). §17405.0
clarifies applicability
across
transfer/processing
variants.
Core day-to-day operating
rules for the site; used by
LEA/CalRecycle for
compliance inspections.
Include enforceable
O&M standards,
inspection/readiness,
load-check program,
traffic and safety
provisions,
documentation, and
cure/escalation steps in
the Operator
Agreement.
CalRecycle
permitting
guidance
CalRecycle
guidance:
Permitting
State’s official
overview of permit
types, thresholds, and
resources for
Useful for aligning facility
classification and any
amendments/notification
s.
Require operator to
maintain permits, assist
with amendments, and
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 36 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
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Operator Selection and Compliance – RFP26-3942ENV
Page | 14
Transfer/Processin
g Ops/Facilities
transfer/processing
facilities; points to
current regs and 2022
updates.
notify City of regulatory
changes.
Large vs. limited
volume thresholds
CalRecycle
emergency regs
text (definition
excerpt)
Example definition:
“Large Volume
Transfer/Processing
Facility” ≥100 tons/day
(used within
CalRecycle rule text).
Thresholds influence
the permit tier and the
emphasis on
standards.
Throughput matters for
permit tiering and
compliance emphasis.
Specify reporting of
daily tons, trigger
notices for throughput
changes, and permit-
tier compliance
warranty.
Mandatory
Commercial
Recycling
AB 341; PRC
§42649 et seq.;
CalRecycle MCR
Requires commercial
recycling programs;
jurisdictions must
implement and enforce
programs covering
businesses/MF
dwellings. Transfer
stations support
diversion pathways
and reporting.
Affects inbound load
diversion, education, and
reporting support.
Include data/reporting
duties supporting City
MCR compliance (e.g.,
tonnage by stream,
contamination).
Organics (SLCP) —
SB 1383
14 CCR Ch. 12, Art.
3 et seq. (e.g.,
§18984+);
CalRecycle SLCP
guidance
Requires jurisdictions
to provide organics
collection; imposes
recovery targets,
contamination
monitoring,
recordkeeping, and
enforcement. Facilities
must support
separation, recovery,
and reporting.
The transfer station must
accommodate organics
separation/flow,
verification, and data
capture.
Bake SB 1383
deliverables into
metrics: contamination
checks, organics
capture KPIs, reporting
cadence, audit rights,
and corrective actions.
Hazardous waste
at transfer
facilities
DTSC Fact Sheet &
Title 22
If a site
bulks/packages/handle
s hazardous waste
beyond simple
“transfer of packaged
waste,” DTSC
permitting can be
triggered. Clear limits
and procedures are
required.
Load checks will
occasionally encounter
Haz waste / mishandling
risks enforcement.
Contractual load-check
protocol, training,
manifesting/segregatio
n rules, vendor call-
outs, and incident
reporting; prohibit non-
permitted Haz-waste
activities.
Universal waste
handling
DTSC Universal
Waste guidance
Establishes
requirements for
universal wastes (e.g.,
lamps, batteries)
accepted at solid-
waste sites under
specified conditions.
Common in HHW/special
material streams and C&D
loads.
Clarify acceptable UW
types, set
handling/segregation
areas, and require
documentation/training
.
Industrial
stormwater (IGP)
State Water Board
— Industrial
General Permit
(IGP)
Industrial stormwater
discharges must be
covered by IGP where
applicable; facilities
follow BMPs,
monitoring, reporting;
Paved operations,
outdoor handling, and
traffic can trigger IGP
coverage and SWPPP
obligations.
Require operator to
maintain IGP
coverage/SWPPP,
perform
sampling/annual
reporting, and
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 37 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 15
SIC-based triggers and
Attachment A
categories apply.
implement BMPs; City
audit rights for
stormwater
compliance.
Siting/structural
standards (select)
14 CCR §17406.1
(activities on/near
disposal sites) +
Title 27 cross-refs
Controls for operations
on closed/adjacent
disposal sites; ensure
stability, control of
gas/leachate
pathways; Title 27 may
apply by reference.
Relevant if PTS is co-
located or near closed
units/landfill
infrastructure.
Require operator
coordination with
City/LEA on siting
constraints; inspection
and maintenance
duties.
Inspection
guidance
(CalRecycle)
CalRecycle
Inspection
Guidance for
TS/MRF
Practical interpretation
of Article 6 standards
used by LEAs; details
typical compliance
checkpoints.
Predicts what inspectors
will verify; good checklist
source.
Task 3 – Financial Optimization & Revenue Model Development
Benchmark operations and financial performance against leading transfer stations in California and the U.S.;
recommend financial optimization strategies; and assess the impacts of alternative pricing models on customer
behavior, diversion rates, and overall facility viability.
WRG Approach
The WRG-MSW Project Team will analyze the facility’s cost recovery structure, revenue streams, and expenditure
trends. Peer benchmarking will evaluate key performance indicators, including cost-per-ton, revenue-per-ton,
diversion-related incentives, and capital reinvestment ratios. Alternative rate models—such as tiered or
performance-based pricing—will be modeled to determine fiscal sustainability and alignment with policy
objectives. A transparent, defensible financial model integrating revenue, expense, and performance-based
compensation will be developed to support City decision-making.
Task 4 – Sustainability and Circular Economy Assessment
Evaluate opportunities to integrate Sustainable Materials Management (SMM) principles; recommend strategies
for resource recovery, waste diversion, organics processing, composting, reuse, and recycling; explore partnerships
or technologies that support circular economy practices; and identify feasible expansion of Household Hazardous
Waste (HHW) or specialty-materials programs.
WRG Approach
The WRG-MSW Project Team will identify actionable opportunities to expand Carlsbad’s sustainable materials
management portfolio. We will evaluate potential organics, composting, and specialty-material recovery options
and quantify related GHG reductions, energy savings, and resource recovery metrics. Emerging circular-economy
technologies and regional partnerships will be analyzed for integration feasibility. Recommendations will align with
CalRecycle priorities, regional market conditions, and the City’s Climate Action Plan.
Task 5 – Diversion, Reporting & Penalty Framework
Propose measurable sustainability metrics, including diversion-rate targets, greenhouse-gas reduction goals, and
energy/resource conservation benchmarks; recommend monitoring protocols with metrics, reporting frequency,
and potential incentives or penalties to ensure accountability; and develop recommendations for digital reporting
tools and dashboards that (a) are compatible with existing City systems, (b) provide real-time or near-real-time
performance tracking, (c) enhance transparency and data accessibility, and (d) support compliance, sustainability,
and financial reporting requirements.
WRG Approach
The WRG-MSW Project Team will create a digital performance dashboard compatible with the City’s existing
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 38 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 16
systems to monitor diversion, compliance, and energy-efficiency progress in real time. Our team will develop an
incentive-and-penalty framework that ties operator performance to measurable environmental and financial
outcomes. This approach ensures accountability, transparency, and continuous improvement toward the City’s
sustainability and compliance goals.
Task 6 – Deliverable: Palomar Renew Plan
From the information obtained in Tasks 1 through 5, the consultant shall prepare and deliver Palomar Renew: A
Forward Plan for Sustainable Materials Management and Compliance, including:
• A Compliance Roadmap for the next decade
• Operational Improvement Recommendations
• Capital Investment Plan
• Financial Optimization Strategies
• Sustainability and Circular Economy Initiatives with measurable outcomes
• Recommendations for HHW and other specialty material program expansion
WRG Approach
The Palomar Renew Plan will integrate all analytical findings into a unified, actionable roadmap.
Each section will include prioritized recommendations, responsible parties, cost estimates, and implementation
timelines. This plan will position Carlsbad to meet or exceed all regulatory mandates, achieve operational
excellence, and advance its long-term sustainability and resiliency objectives.
3.5 PHASE 2 – RFP DEVELOPMENT, PROPOSAL EVALUATION & AGREEMENT EXECUTION
The objective of Phase 2 is to translate the findings and recommendations from Phase 1 – Palomar Renew: A
Forward Plan for Sustainable Materials Management and Compliance into a competitively bid, performance-based
Operator Agreement that ensures regulatory compliance, operational excellence, sustainability leadership, and
fiscal accountability for the City of Carlsbad.
Task 1 – RFP Development
The WRG-MSW Project Team shall develop a detailed Request for Proposals (RFP) for the operation of the Palomar
Transfer Station, based on findings and recommendations from Phase 1 – Palomar Renew. The WRG-MSW Project
Team will coordinate with City staff to finalize scope, performance measures, and evaluation criteria, and prepare
a clear schedule and milestones for the procurement process.
WRG Approach
The WRG-MSW Project Team will prepare a comprehensive Operator RFP that integrates all Phase 1 findings and
embeds the Palomar Renew Plan’s compliance, operational, and sustainability framework into a single cohesive
procurement document. The team will define clear, enforceable performance metrics, diversion targets, and
compliance provisions to ensure long-term operator accountability.
The RFP will include transparent evaluation criteria and scoring methodologies, ensuring fairness and
competitiveness while aligning with City procurement policies. Throughout development, the WRG-MSW Project
Team will collaborate closely with City staff to confirm that the RFP reflects City priorities, anticipated operational
outcomes, and milestone timelines for release, review, and award.
Task 2 – Proposal Management & Evaluation
The WRG-MSW Project Team shall support the City in issuing and managing the RFP process, including outreach to
bidders and communications with them.
WRG Approach
The WRG-MSW Project Team will manage the entire proposal evaluation lifecycle, ensuring a transparent,
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 39 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
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Operator Selection and Compliance – RFP26-3942ENV
Page | 17
defensible, and objective selection process. Our team will develop and apply a quantitative evaluation matrix
incorporating technical capability, operational performance, financial soundness, innovation, and community
benefit. Bidder communications, pre-proposal meetings, and clarifications will be managed in coordination with
City procurement staff. WRG will document all evaluations and prepare comprehensive summary reports and
recommendations for City management and the City Council, supporting well-informed and auditable decision-
making.
Task 3 – Negotiation Support, Agreement Execution & Presentations
The WRG-MSW Project Team shall assist the City in drafting a new Operator Agreement that reflects Palomar
Renew's principles and City objectives, and in supporting negotiations with the selected operator.
WRG Approach
The WRG-MSW Project Team will provide complete negotiation and contract development support, helping the
City secure an agreement that ensures performance accountability, financial transparency, and sustainability
integration. Our team will review operator submittals, draft and redline key contract provisions, and guide
negotiations to protect the City’s fiscal and operational interests. The WRG-MSW Project Team will also prepare
and deliver professional presentations to City Management and City Council summarizing findings, compliance
assurances, and projected long-term benefits under the new Operator Agreement.
Task 4 – Transition and Implementation to New PTS Contract
The WRG-MSW Project Team shall provide resources and guidance to support the smooth implementation of the
new transfer station operator agreement.
WRG Approach
The WRG-MSW Project Team will ensure a seamless transition and onboarding process for the new operator. We
will develop a comprehensive Contract Monitoring Protocol defining KPIs, reporting requirements, escalation
procedures, and audit protocols. WRG will prepare a Transition Support Package, including customized staff
training materials, reporting templates, and digital dashboards for ongoing performance oversight. Our team will
remain engaged during the initial implementation phase to provide advisory support, resolve issues promptly, and
ensure uninterrupted service continuity and early compliance success.
Task 5 – Deliverables – Phase 2
The WRG-MSW Project Team shall prepare and deliver:
• Draft and Final RFP Document for the Palomar Transfer Station
• Proposal Evaluation Framework and Scoring Matrix
• Evaluation Report with recommendations for operator selection
• Draft and Final Operator Agreement aligned with Palomar Renew principles
• Negotiation support materials and documentation
• Contract Monitoring Protocol and Staff Support Materials
• Transition Support Package
• Presentation to City Management and City Council (as requested)
WRG Deliverables
At the conclusion of Phase 2, the WRG-MSW Project Team will deliver a complete, professional, and defensible
procurement and implementation package, including all documentation, templates, protocols, and presentation
materials required for successful operator selection, contract execution, and performance oversight.
3.6 QUALITY CONTROL & RISK MANAGEMENT
The WRG–MSW Project Team maintains a disciplined Quality Assurance and Quality Control (QA/QC) framework to
ensure that every analysis, model, and deliverable is accurate, transparent, and defensible. Our multi-layered
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 40 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
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Operator Selection and Compliance – RFP26-3942ENV
Page | 18
review process safeguards data integrity, minimizes risk, and promotes accountability—ensuring that all project
milestones are achieved with precision and confidence.
Three-Tier QA/QC Process
1. Task-Level Review – Each deliverable is reviewed by a senior WRG or MSW subject-matter expert for
technical accuracy and completeness.
2. Cross-Firm Peer Review – Reports and models undergo inter-firm review to confirm data validity,
consistency, and defensibility.
3. Client Review and Feedback – Drafts are shared with City staff for feedback and refinement before
finalization.
3.7 SCHEDULE AND COORDINATION
A detailed schedule will be finalized at project initiation, targeting:
• Phase 1–2 Completion: Q2 2026
• Phase 3 RFP Release: Q3 2026
• Operator Selection & Council Approval: Q1 2027
• Transition & Implementation: Q2 2027
Weekly virtual coordination calls and milestone workshops will ensure adherence to the timeline and budget.
4 SCHEDULE & PROJECT TEAM AVAILABILITY
WIH Resource Group (WRG) and MSW Consultants (MSW) have developed a detailed, achievable project schedule
that directly aligns with the City of Carlsbad’s published milestones for RFP No. 26-3942ENV. Our work plan
mirrors the City’s phased approach—beginning with a comprehensive Phase 1 Compliance, Operational, and
Financial Assessment (January–June 2026) and concluding with the completion of Phase 2 Operator Procurement,
Negotiation, and Transition (June 2027). The schedule includes built-in flexibility to accommodate City review
cycles, stakeholder engagement, and evolving regulatory guidance while maintaining overall project momentum.
Both WRG and MSW will use an integrated milestone tracker to monitor progress, update deliverable status, and
ensure adherence to the City’s target completion dates.
Table 5.1: Proposed Project Schedule
Phase / Milestone Description of Key Tasks Target Completion
Date
Phase 1 – Contract Initiation &
Project Mobilization
Contract execution, kick-off meeting, finalize work plan, data
matrix, and communication protocols.
January 2026
Phase 1 – Regulatory Compliance
Review
Review City operations against SB 1383, AB 341, AB 939;
identify compliance gaps and create a 10-year roadmap.
February 2026
Phase 1 – Operational Efficiency &
Facility Evaluation
Conduct a site visit, evaluate facility throughput, workflow,
safety, and customer experience, and assess modernization
needs.
March 2026
Phase 1 – Financial Optimization &
Revenue Model Development
Benchmark against peer transfer stations; develop pricing and
cost-recovery models.
April 2026
Phase 1 – Sustainability & Circular
Economy Assessment
Identify SMM opportunities, organics and HHW expansions,
and measurable sustainability metrics.
May 2026
Phase 1 Deliverable – Palomar
Renew Plan
Compile all findings into the final Palomar Renew: A Forward
Plan for Sustainable Materials Management and Compliance.
June 30 2026
Phase 2 – Operator RFP
Development
Draft detailed Operator RFP, integrate compliance,
performance, and sustainability criteria; finalize with City staff.
August 2026
Phase 2 – Proposal Management &
Evaluation
Issue RFP, receive and score proposals, facilitate evaluation
meetings, and document findings.
October 2026 –
Winter 2026
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 41 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
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Operator Selection and Compliance – RFP26-3942ENV
Page | 19
Phase 2 – Negotiation Support &
Council Presentation
Lead contract negotiations, finalize Operator Agreement, and
support City Council approval process.
Spring 2027
Phase 2 – Transition &
Implementation Support
Develop Contract Monitoring Protocol, performance
dashboards, and training for City staff; assist through operator
handoff.
June 1, 2027, and
ongoing
This schedule ensures all Phase 1 and Phase 2 deliverables, including the Palomar Renew Plan, Operator RFP,
Evaluation Reports, and Transition Support Package, are completed in accordance with City expectations.
4.1 ABILITY TO PROVIDE REQUIRED SERVICES
The WRG-MSW Project Team possesses the demonstrated capacity, technical expertise, and proven experience
necessary to deliver all services outlined in the City’s RFP.
Our team offers a comprehensive blend of regulatory, operational, financial, and procurement experience gained
from decades of supporting municipalities across California and the western United States. Together, WRG and
MSW have successfully guided jurisdictions through complex, multi-phase initiatives involving SB 1383
implementation, franchise and transfer-station modernization, performance-based contracting, and rate-structure
development.
The WRG–MSW Team is fully equipped to perform each task identified in the City’s scope of services, including:
• Conducting comprehensive compliance reviews addressing SB 1383, AB 341, AB 939, OSHA, FMCSA, and
MUTCD standards.
• Performing operational and facility evaluations of throughput, safety, and customer service to identify
modernization and resiliency opportunities.
• Developing financial optimization and cost-of-service models that ensure transparency, sustainability, and
equitable rate design.
• Creating the Palomar Renew Plan—a forward-looking roadmap for sustainable materials management
and compliance.
• Leading the Phase 2 Operator RFP development, evaluation, negotiation, and transition, culminating in a
defensible, performance-based operating agreement.
4.2 CURRENT WORKLOAD
Both WIH Resource Group (WRG) and MSW Consultants (MSW) maintain balanced municipal and private-sector
project portfolios, ensuring full capacity to dedicate senior-level attention and technical resources to the City of
Carlsbad’s initiative. Both WRG and MSW maintain dedicated staff and cross-trained backups to guarantee timely
delivery, even during overlapping project peaks. Together, the team’s active project portfolio demonstrates broad
capacity, technical depth, and a consistent record of on-time, on-budget delivery for complex municipal solid-
waste and transfer-station engagements.
PSA26-4002ENV; Exhibit "A" (cont.)
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 42 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Proposal for Phased Consulting Services for the Palomar Transfer Station
Operator Selection and Compliance – RFP26-3942ENV
Page | 20
5 COST ESTIMATE
WIH Resource Group proposes a cost-efficient, transparent, and defensible pricing framework designed to deliver
all tasks identified in the City’s Exhibit A – Scope of Services. Our proposed cost estimate covers the complete life
cycle of the engagement, from Phase 1: Compliance, Operational, and Financial Assessment through Phase 2:
Operator RFP Development, Evaluation, Negotiation, and Transition Support, and includes all labor, overhead, and
anticipated direct expenses.
The WRG–MSW Project Team proposes a time-and-materials contract structure that provides the City of Carlsbad
with flexibility, fiscal control, and scalability. Each phase and primary tasks can be refined or adjusted as the
project progresses to align with City priorities, schedule refinements, or evolving operational needs.
Table 5.1 presents our estimated effort and cost by phase, derived from detailed task analyses and experience with
similar projects for other clients.
Table 5.1 – Estimated Level of Effort and Cost by Phase
Phase Description Estimated
Hours
Cost (@
$275/hr)
Phase 1 – Compliance,
Operational & Financial
Assessment
Regulatory review, facility evaluation, financial
modeling, sustainability and diversion framework,
and preparation of the Palomar Renew Plan
deliverable.
844 $232,100
Phase 2 – RFP
Development, Evaluation &
Agreement Execution
RFP preparation, proposal evaluation, negotiation
support, transition assistance, and contract-
monitoring protocol.
564 $155,000
Subtotal (Phases 1 + 2)
1,408 hrs $387,100
Contingency (15%) For unforeseen meetings, data requests, or City
revisions.
— $58,065
Optional On-Call Support
(5%)
For post-award technical or presentation
assistance, if authorized.
— $19,355
Grand Total (with 15%
Contingency + 5% Optional
On-Call)
— $464,520
5.1 SUMMARY OF OUTCOMES BY PHASE
•Phase 1: Deliver the Palomar Renew Plan – a comprehensive roadmap integrating compliance,
operational efficiency, financial optimization, and sustainability strategies.
•Phase 2: Develop and issue the Operator RFP, conduct proposal evaluation and negotiation, prepare a
Council-ready agreement, and support transition implementation and monitoring protocol setup.
5.2 COST ASSUMPTIONS AND BUDGET CONTROL
•The total proposed cost of services of $387,100 includes all direct and indirect costs, overhead, and
reimbursables.
•The contingency (15%) covers potential adjustments in scope or schedule.
•The optional On-Call Support (5%) is included for post-award or public-presentation needs at the City’s
discretion.
•Any reallocation of hours or budget among tasks will be mutually agreed upon by the City of Carlsbad and
the WRG–MSW Project Team prior to implementation.
PSA26-4002ENV
Exhibit "A"
Docusign Envelope ID: EC955928-4577-48AE-95B9-595F04EF9E58
Feb. 24, 2026 Item #2 Page 43 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43
Exhibit 2
Feb. 24, 2026 Item #2 Page 44 of 44
Docusign Envelope ID: 6A9FC015-34B9-431C-9C54-B7C5D913FF43