Wasatch Front Waste & Recycling District Public Hearing - - PowerPoint PPT Presentation

Wasatch Front Waste & Recycling District Public Hearing – December 9, 2013

20 14 Budget Report Pam Roberts, Executive Director

The Integrated Collection System

*Curbside recycle: 22,000 tons, revenue @ $25 per ton =$550,000 & Saved $572,000 * Special Services: 2,504 refuse tons, Disposal cost = $65,104; Recycling tons, 870 revenue @ $25 = $21,750 (saved $122,620) Glass collection: 420 tons to date; cost per ton = $0

• Savings from not

landfilling = $10,920

Trailers: 500 bulk tons, disposal cost @ $26 per ton = $13,000; green 1,260 tons, cost @ $16 per ton = $20,160 Christm as Trees: 101 tons, disposal cost @ $0 per ton = $2,626 saved Leaves: 1,250 tons, Disposal cost @ $3 per ton = $3,750 (saved $32,500) Curbside refuse: 106,350 tons, disposal cost @ $26 per ton = $2,765,100 Area Cleanup: 10,524 refuse tons , disposal cost $273,624; green 877 tons @ $16 per ton = $14,032

• Savings from not going

to landfill = $8,770

Emergency/ Disaster Tonnage varies pending situation

Wasatch Front Waste and Recycling District Mission to Fulfill Mandates Provide sustainable integrated waste and recycling collection services for the health and safety

• f our community...because not everything fits in the can. There is approx. 147,000 tons of

waste generated annually by 81,000 homes.

Tonnages and Associated costs for processing

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2014 Increased Costs Broken Out

Per Home Per Month ($2.80 Per Month Total)

Returned 2nd Garbage Cans = $880,000 Landfill Garbage Fees = $616,520 Depreciation & Lease Rate = $612,443 Shop Rate / Maintenance = $238,675 Market / Salary Adjustments = $168,000 Retirement / Health Ins. = $101,442 Billing = $99,700

Shop Rate Increase for Truck Maint. $5 per hour $.26

Returned 2nd Garbage Cans $.90 Landfill Garbage Fees $.64 Depreciation & Lease Rate for Hook Lift Trucks $.63

Market/ Salary Adjustments $.17 Mandates for Retirement & Health Ins. $.10 Billing $.10

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History of Increasing Costs by Type

Fuel Maintenance Dum ping Fees

$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000

2011 2012 2013 2014

$5/ hour labor increase $5 per ton increase ($31 per ton) $2 per ton increase ($26 per ton)

Total decrease

• f $244,300 due

to CNG. Price decrease & mileage increase. $.37 increase per home/ per month if we don’t convert to CNG.

$5/ hour labor increase

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Improved Efficiencies to Keep Costs Low

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• Re-routed residential routes reducing miles traveled to absorb growth.

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• Area Cleanup 4/ 10 schedule. Included parks and other facilities on residential

routes where appropriate. Reduced mileage 85,000=$234,000.

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• Implemented a 4/ 10 work schedule for equipment operators. Savings= $489,223 in

2012 and $200,000 ongoing. Increase recycling services for $1,000,000 less than 5/ 8 schedule.

• Extended our fleet replacement schedule on 36% of our trucks going from three year

to a four year replacement. Saving $3,400,000 over a ten year period in capital purchases.

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• Extend PMs on trucks: $54,000 in savings annually
• Researching “Eco Driving” behavior modification to save fuel. Some companies show

15% decrease in fuel costs. Potential $279,000 savings for the District.

• Using alternative fuels such as bio-diesel. Exploring other options
• Researching fuel additives to increase MPGs

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Improved Efficiencies (continued)

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• Implemented Eco-Driving principles to reduce idling. Saved $54,000
• Created specifications for CNG trucks to be purchased in 2013.
• Developed partnership with Blu Stations and Questar Gas for CNG fueling options.
• Created partnership with Biozyme for green waste disposal that reduced disposal

costs by $990.

• Refined “go-back” procedure to reduce miles.

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• Diverted 650 tons of green waste from Landfill saving $5,800 in disposal fees.
• Awarded a $79,000 grant from Utah Division of Environmental Quality to help fund

CNG truck purchases.

• Purchased 11 CNG trucks and realized $45,859 YTD Oct. savings in fuel costs.
• Tested a new route collection structure that showed potential for maximizing

capacity and illuminating partial loads at the end of the day.

• Conducted route audits to determine efficiency and productivity and match to

industry standards.

• Reinstated Residential Bulk Trailer Rental program with higher fee that increased

revenue by $22,250.

• Worked with Landfill to eliminate need to rent a loader for leaf program and saved

$7,600.

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Improved Efficiencies (continued)

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• Restructure routes and working groups to maximize capacity and meet increasing workload

for an anticipated $225,000 savings in mileage costs.

• Deferred the need to increase workforce by 1 FTE @ $53,000 PLUS deferred $282,000

capital cost by not expanding fleet by 1 truck.

• Continue CNG purchases to increase fleet to a total of 25 CNG trucks by the end of 2014 for

a savings of $292,000 in fuel at current projections.

• Coordinating with SLCo Fleet for an onsite CNG fueling infrastructure to eliminate all offsite

fueling by Nov. 1 2014 for an estimated savings of $31,780.

• Evaluate Annual Area Cleanup program to find better, more cost-effective ways to serve

isolated areas, such as Emigration Canyon, for an estimated savings of $24,000.

• Pilot RFID program to determine potential cost savings for fuel, inventory-control, go-

backs; and to target recycle education for increased revenue.

Future

• Full-fleet conversion to CNG for an anticipated fuel cost savings of $532,000 in 2015 and

$660,000 by the end of 2016 at current projections.

• Implement RFID program to maximize routing efficiencies, improve inventory-control,

capture missed rental cart revenue, and increase recycling tonnage and revenue.

• Expand curbside green waste to increase diversion rate and reduce disposal costs.

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