Waste Services 2014 Business Plan & Budget

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2014 Business Plan & Budget Waste Services Prior Year Accomplishments Economic Renewal & Prosperity Material Recovery Facility • Through its response to a Request for Expression of Interest from the City of Kawartha Lakes (CKL), the Waste Services Division was successful in securing a long-term contract to process CKLs Bluebox recyclable materials at our MRF. Sustainable Infrastructure & Services Budget • Successfully managed the 2013 budget Material Recovery Facility • Maintained the processing rates of materials and residual levels, through continued education of residential and IC&I establishments • Submitted a successful funding application to the Continuous Improvement Fund (CIF) for upgrades to the Container Processing Line. Funding of $318,500 was allotted towards the overall anticipated $950,000 cost of the project • Maintained Equipment and Building Structure • Replaced the year 2005 Loader • Investigated ways to improve capture efficiencies of recyclable materials through modification to sorting screens • Replacement of the Main In-feed Conveyor Belt Landfills and Transfer Stations • Completed the construction of a new engineered and fully lined waste cell at the Brighton Landfill • Continued with the development of the Remediation Plan for the former Eagleson Landfill to mitigate current environmental impacts • Continued work on the Environmental Assessment of the Brighton Landfill; the purpose of which is to determine the best option(s) for remediating and managing the service life of the landfill. In September of 2013 the Environmental Assessment Study Report was submitted to the Ministry of the Environment for review. Staff anticipate a decision from the Minister of the Environment on the EA in the spring of 2014.

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• • • • • • • • •

Completed the development of a Closure Plan for the Seymour Landfill, which became strictly a Waste Transfer Station on April 1, 2013 Received approval from the MOE to undertake Transfer Station operations at the Seymour site Implemented harmonized tipping fees for garbage disposal at each site Received approval from Council to: eliminate the tipping fee charged at the sites for disposal of scrap metal; and waive the tipping fee charged for the first 100 kg of each load of leaf and yard waste – change to come into effect in January of 2014 Renewed host fee agreements with respective area municipalities for the operation of the MRF, Brighton Landfill and Seymour Transfer Station Developed new host fee agreements with respective area municipalities for the operation of the Bewdley Transfer Station and the Hope Transfer Station Purchased new pick-up truck to replace 1999 pick-up truck in operation at the Brighton Landfill Upgraded the computer hardware and software at the Landfills, Transfer Station and MRF Continued to review and update the management and monitoring strategies for the County’s closed landfills

Household Special Waste (HSW) Programs • Managed HHW and E-waste from 7,104 visitors to the seasonal depots (down 227 from 2012) • Diverted:  2,358 drums of HHW from landfill (up 321from 2012)  10,667 fluorescent light tubes from landfill (down 662 from 2012)  26 skids of automotive batteries from landfill (same number as 2012); and  1,220 propane tanks from landfill (down 76 from 2012). • Diverted 264 skids of E-waste from landfill (down 119 skids from 2012). • Continued participation in the Ontario Electronic Stewardship Program • Continued participation in Stewardship Ontario’s and the Recycling Council of Ontario’s Municipal Hazardous and Special (MHSW) waste programs Planning and Education • Continued the development of the Long-Term Waste Management Master Plan (LTWMMP). Progress in 2013 included:  Second series of Public Information Centres were held in Brighton, Roseneath and Cobourg  Three (3) meeting of the Advisory Committee were held  Development and review of the draft LTWMMP

Supportive Communities Planning and Education • Held the 5th annual Mayors’ Keep the County Clean Challenge, which resulted in more than 1,540 volunteers from all 7 area municipalities collecting over 9,230 kg of litter from roadsides, parks, nature areas and other public spaces from within the County. • In partnership with the City of Kawartha Lakes, City of Peterborough, and County of Peterborough, continued with the in-school educational program which interactively educates primary school students about the importance of environmental stewardship and recycling.

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2014 Service Objectives & Initiatives Sustainable Infrastructure & Services Material Recovery Facility (MRF) • Undertake upgrades to the Container Processing Line • Maximize diversion rates at the MRF through continuous improvement of processes, improve the employee working environment while operating in a cost-effective manner • Maintain processing rates of materials and reduce residual levels, through continued education of residential and IC&I establishments • Maintain Equipment and Building Structure • Replace existing 2009 Skidsteer – Cost $45,000 Landfills and Transfer Stations • To ensure Landfills are environmentally sustainable and economically viable • Continue to review and update the management and monitoring strategies for the County’s closed landfills • Construct the remedial solution for the Eagleson Landfill to mitigate current environmental impacts – Cost $3.2 million. • Investigate other diversion opportunities (e.g. asphalt shingle recycling, construction and demolition wood waste recycling), in order to conserve landfill space • Complete the Environmental Assessment of the Brighton Landfill • The capital replacement of a 1993 excavator at the Brighton Landfill – Cost $250,000 • Apply final cover material to the Seymour Landfill – Cost $375,000 • Undertake upgrades to the Foundation Venting System at the Jack Burger Sports Complex – Cost $40,000 Education • Inform the public about the Long-Term Waste Management Plan • Develop and enhance the County education and communication techniques and strategies • Continue to offer tours of our MRF to schools, service clubs and the general public • Continue to offer “guest speaker” services to service clubs and the general public, in an effort to further promote the County’s waste diversion programs Long Term Waste Management Plan • Initiate the implementation of short-term goals / objectives from the LTWMMP • Continue contributing to a waste management reserve fund in order to finance the replacement of existing waste management facilities/equipment and for the implementation of any new waste management initiatives. Proposed 2014 contribution of $400,000 Household Special Waste (HSW) • Continue to implement a plan to serve the needs of County residents in the proper management of HSW. • Continue the successful operation of the County’s 4 HSW depots.

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Employer/Workplace of Choice Overall Waste Services Division • Continue to improve the working environment and Health and Safety initiatives to the betterment of employees in the Division Material Recovery Facility (MRF) • To maximize diversion rates at the MRF through continuous improvement of processes, improve the employee working environment while operating in a cost-effective manner

Long Term Plan & Strategic Objectives Sustainable Infrastructure & Services Overall Budget 2015: • Attempt to develop our 2015 budget with a 0% increase over the 2014 budget (or less), given the elevated increase in levy contribution being requested as part of the 2014 budget. Material Recovery Facility (MRF) 2015: • Maximize diversion rates at the MRF through continuous improvement of processes, improve the employee working environment while operating in a cost-effective manner • The capital replacement of a 2007 Forklift – Cost $45,000 • Continue to increase diversion rates and reduce residual levels through enhancing the education of residents and IC&I establishments • Continue to maintain equipment and building structure through a proactive maintenance program • Negotiate a new collective agreement with unionized staff 5-10 Years: • Transition to a two-stream recycling sorting process, from the current single-stream sorting process • Look for opportunities to add new items to the list of materials that can be recycled in the County’s Recycle Clean Program • Continue to increase diversion rates and reduce residual levels through enhancing the education of residential and IC&I establishments • Continue to maintain Equipment and Building Structure through a proactive maintenance program Landfills, Transfer Stations and Curbside Collection 2015: • Implement a seasonal collection program for Leaf and Yard Waste • Ensure the continued environmentally sensitive and economical operation of the Brighton Landfill • The capital replacement of a 2001 Backhoe – Cost $120,000 • Monitor the success of the Remedial Plan for the former Eagleson Landfill • Initiate the development of a remediation plan for the Highland Drive Landfill to mitigate the effects the residential component of the waste at this site is having or could have on the 5

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environment. This plan will need to be implemented in conjunction with or immediately following the remediation efforts undertaken by Atomic Energy of Canada Limited (AECL) to remove the low level radioactive waste at the site. Enhance the safety of the Public Drop Off Areas at the Landfills and Transfer Station by installing railings and concrete walkways above the waste bins – Cost $50,000

5-10 Years: • Transition to a two-stream collection program for blue-box recyclables • Develop a curbside collection program for Source Separated Organics • Provide for curbside collection of recyclables from multi-residential properties • Ensure the continued environmentally sensitive and economical operation of the Brighton Landfill • Implementation of remedial efforts to address impacts of residential component of the waste at the Highland Drive Landfill and continue to work with Atomic Energy of Canada Limited (AECL) as they remove the low level radioactive waste from the site Education 2015: • Develop and enhance the County education and communication techniques and strategies • Continue to provide accurate, informative and educational communications to all users of the County’s waste management system 5-10 Years: • Continue to develop and enhance the County education and communication techniques and strategies • Continue to provide accurate, informative and educational communications to all users of the County’s waste management Long Term Waste Management Plan 2015: • Continued implementation of short-term goals / objectives of the Long-Term Waste Management Master Plan • Continue contributing to a waste management reserve fund in order to finance the replacement of existing waste management facilities/equipment and for the implementation of any new waste management initiatives 5-10 Years: • Continue to implement recommendations from the Long-Term Waste Management Master Plan • Review the Long-Term Waste Management Master Plan to ensure that it is up-to-date and relevant Household Special Waste (HSW) 2015: • Continue to implement a plan to serve the needs of County residents in the proper management of HSW • Continue the successful operation of the County’s 4 HSW depots

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5-10 Years: • Continue to implement a plan to serve the needs of County residents in the proper management of HSW

Employer/Workplace of Choice Material Recovery Facility (MRF) 5-10 Years: • To maximize diversion rates at the MRF through continuous improvement of processes, improve the employee working environment while operating in a cost-effective manner

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2014 Issue Papers Issue Paper #1 – Equipment Replacement Strategy Purpose The County’s Waste Services Division has developed a sustainable equipment replacement strategy, which includes the annual contribution of $400,000 to a reserve account, to allow for timely and affordable replacement of the equipment and facilities necessary to operate its landfills, transfer station and Material Recovery Facility (MRF).

Background Northumberland County uses a fleet of 27 pieces of mobile equipment for the operation of the landfills, the Bewdley Transfer Station and the MRF, ranging from a ½ ton truck for the collection of illegally dumped waste on municipal roadsides, to heavy equipment for work in the landfills and transfer station. There is also a significant amount of processing equipment at the MRF, bringing the replacement value of the equipment for waste management to approximately $8 million. The 2 items recommended for purchase and / or replacement as part of the Waste Services Division’s 10 Year Equipment Purchase and Replacement Strategy are: • Replacement of a 1993 Excavator; and • Replacement of a 2009 Skidsteer at the MRF

Justification for replacement of 1993 Excavator The Waste Services Division is currently using a 1993 excavator to undertake several tasks at the Brighton Landfill. The Certificate of Approval for the Brighton Landfill requires that a six inch layer of cover material (soil) be placed over the active landfill area at the site, on a daily basis. The cover soil material is excavated on site using the excavator. In addition to excavating cover material, the excavator is also used to construct site roads, perform waste mound shaping and clean / maintain onsite ditches and swales. In 2012, the excavator was used to excavate over 100,000 m3 of historic waste at the site, so that the waste could be relocated to the new lined waste cells at the site, prior to the construction of the new waste cell in 2012/2013. The excavator was also used in 2013 to demolish derelict barns on the buffer land adjacent to the Brighton Landfill and a derelict shed at the former Eagleson Landfill. In the spring of 2014, the County should know whether or not its Environmental Assessment to expand the Brighton Landfill has been approved. If approved, the capacity of the Brighton Landfill will be expanded from the year 2016 until approximately 2023. If approved, the County will need to decide if it wants to continue to undertake waste excavation activities associated with the construction of the new cells, or if it should simply include this work as part of the contract to construct the new waste cells. If it is determined 8

that County forces should continue to perform the waste excavation activities, then staff recommend that the 1993 excavator be retained to serve as a spare machine, for use during periods of downtime with the new machine (routine maintenance and breakdowns). The excavator is an integral piece of equipment required for landfilling operations. The 1993 excavator is currently in use is over 20 years old, and has over 23,000 machine hours. Because of its age and hours of operations, staff feel that this machine can no longer be relied on to meet the daily excavation needs at the Brighton landfill, and as such needs to be replaced. Given the success the Division has had in purchasing a used Landfill Compactor in 2010 and a used Bull Dozer in 2011, staff are recommending that a tender be developed and issued for a quality used Excavator, and if no satisfactory bids are received through this tender, that a tender be developed and issued for a new Excavator. It is anticipated that a quality used Excavator will cost approximately $200,000 and a new Excavator will cost approximately $250,000.

Justification for the replacement of a 2009 Skidsteer at the MRF The Skidsteer Loader at the Material Recovery Facility is used to move recyclables within the facility. This piece of equipment is vital for continuous operations. The Skidsteer is unique as it has solid rubber tires, enclosed cab, and a waste debris package. In the event of a breakdown of this equipment, the MRF has a lead time of approximately 1-2 hours to get the equipment repaired or a replacement loader must be rented before difficulties arise from lack of storage space on the tipping floor. The current 2009 Skidsteer has over 5,500 hours on it and is showing increased fatigue on structural and mechanical components.

Financial Impact The table outlines the ten-year Equipment Purchase and Replacement Plan for the major pieces of waste management vehicles and equipment. In 2014, the Waste Services Division is proposing that $295,000 be spent on the replacement of a 1993 excavator and a 2009 skidsteer. The replacement of these two pieces of equipment would be covered by the Waste Services Division’s capital budget.

Recommendation The following table outlines the ten-year Equipment Purchase and Replacement Plan for major waste management vehicles and equipment. The proposed 2014 budget for equipment purchases / replacements allows for the replacement of the following pieces of equipment: • Replacement of a 1993 Excavator ($250,000) at the Brighton Landfill; and • Replacement of a 2009 Skidsteer ($45,000) at the MRF. It is recommended that $295,000 from the 2014 proposed Waste Services Divisions capital budget be allocated to replace the above-noted pieces of equipment.

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WASTE MANAGEMENT 10 YEAR EQUIPMENT REPLACEMENT PLAN 2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

LANDFILL EQUIPMENT 1988 Ford Tandem (WM02) 1996 Volvo Rock Truck (WM11) Second Rock Truck 2004 Sterling Roll-off Truck (WM05) 2007 W Star Roll-off Truck (WM14) 2012 Roll-off Truck 2007 Roll-off Trailer (WM19) 1990 CAT 518 Compactor (WM09) 2000 CAT 816 Compactor (WM23) 1993 CAT Excavator (WM03) 1993 Case 580 Backhoe (WM06) 2003 CAT D4 Bulldozer (WM04)

$

175,000 $

200,000 $

$

200,000 $

200,000

$

45,000

250,000

1996 JCB Loader (WM12) 2007 580 Case Backhoe (WM18)

$

1985 944 John Deere Loader (WM15) 2010 Case Backhoe (WM22) 2001 Backhoe 2008 D6N Bull Dozer (WM24)

$

120,000 $

120,000

$

35,000

120,000 $

250,000

MISC VEHICLES 2004 Chev ½ Ton (WM07) 2013 Pick-up Truck 2008 Dodge ¾ Ton (WM17) Small Trailer (WM13)

$

35,000

2011 Pick-up Truck

$

35,000

MRF EQUIPMENT 2009 CAT 236B Skidsteer

$

45,000

2011 Bobcat S630 Skidsteer 2012Toyota Forklift 2007 Toyota Forklift 2013 Loader

$ $

$ $

45,000

$

50,000

$

215,000

45,000

45,000 45,000

$

45,000

2011 Fiber Baler 2010 Container Baler MISC EQUIPMENT Roll-off Bins TOTAL

$

295,000

$

220,000

$

245,000

$

50,000

$

240,000

$

245,000

$

250,000

$

200,000

$

245,000

$

50,000

$

50,000

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2014 Issue Papers Issue Paper #2 – Brighton Landfill Development Purpose Develop a revised Design and Operations Plan, develop detailed engineering design and submit an application for an amendment to the Certificate of Approval for the Brighton Landfill, in anticipation of receiving approval of the Environmental Assessment to expand the landfill in the spring of 2014.

Background and Rationale In 2010, the County retained an environmental consultant to lead it through the Environmental Assessment process, in order to obtain the necessary approval to expand the existing footprint of the landfill and increase the sites capacity until around the year 2023. If the County does not expand the site, it will be without landfill capacity in 2016. In the late spring of 2014, the County will receive the decision of the Minister of the Environment on its Environmental Assessment (EA) to expand the Brighton Landfill. If the EA is approved, the County will then need to develop a revised Design and Operations plan for the site, develop a detailed design for the proposed expansion, based on the preliminary design from the EA, and submit an application to amend the Certificate of Approval for the site to allot for the approved expansion. The County will need to retain the services of an Environmental Consultant Engineering firm to develop the detailed design, revised Design and Operations Plan and Certificate of Approval amendment application. The Brighton Landfill currently has capacity to meet the County’s needs until sometime in the year 2016. Staff anticipate that it will take approximately 6 months for the revised D&O Plan, detailed design and CofA amendment application to be prepared and submitted. It would take a further 6 months for the MOE to review and approve the CofA amendment application. Assuming that the above-noted work starts in February of 2014, the County could receive all necessary approvals in February of 2014. Once approval is received, the County would issue a tender for the construction on the new waste cells in the spring of 2015, with construction occurring in the summer / fall of 2015. With the new cells constructed by the end of 2015, the County would have the necessary capacity to manage waste at the site beyond the year 2016.

Financial Impact It is anticipated that the cost to have a qualified Environmental Consultant develop a revised D&O Plan, develop the detailed design for the landfill expansion and prepare the CofA Amendment application would be approximately $230,000.

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Recommendation It is recommended that $230,000 be allotted in the 2014 Waste Services Division’s operating budget for the retention of an Environmental Consultant to develop a revised D&O Plan, develop the detailed design for the landfill expansion and prepare the CofA Amendment application.

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2014 Issue Papers Issue Paper #3 – Operational Changes – County Landfill, Transfer Stations and Roll-Off Services Purpose Decrease days of operation for the Seymour Transfer Station, effective January of 2015 and revise Organizational Chart for Landfill, Transfer Station and Roll-off operations to reflect current and future needs.

Background and Rationale The County operates one Landfill (Brighton) and two Transfer Stations (Bewdley and Seymour), and utilizes a fleet of Roll-off trucks to transport waste and recyclables between these facilities and our Material Recovery Facility. Bewdley Transfer Station In 2006, just prior to the County taking over operations of the Bewdley Transfer Station, the Organizational Chart was updated to allow for 3 Full Time and 4 Part Time Scale Operators to operate the Brighton and Seymour Landfills and the Bewdley Transfer Station. A total of 9,984 Scale Attendant Hours were approved as part of the Organizational Chart update (6,240 hrs for the 3 Full Time positions and 3,744 hours for the 4 Part Time positions). When the County took over operations of the Bewdley Transfer Station in 2007, it installed a second set of scales at the site and had 2 Scale Attendants at the site every day the facility was open. In 2012, Waste Staff became aware of a discrepancy between what was approved in the current Organization Chart for Part Time Scale Attendants, and what was actually occurring from an operations standpoint at the Bewdley Transfer Station. The currently approved Organizational Chart for Waste Services (Schedule D3), allows for 3 Full Time Scale Attendants and 3 Part Time Scale Attendants to staff the 1 landfill and 2 transfer stations. The total allotment of hours for all six of these positions is 9,048 (6,240 hrs for the 3 Full Time positions and 2,808 hrs for the 3 Part Time positions). This allotment of hours was insufficient to cover the staffing of Bewdley with 2 Scale Attendants on every day the facility was open.

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In order to determine if in fact the Bewdley Transfer Station could be operated with just one Scale Attendant on certain days of the week, Waste staff took several steps to investigate if and how to successfully operate the site with fewer Scale Attendant hours. In early 2013, Waste staff undertook steps to reconfigure the Scale House Building at the site, to enable the inbound and outbound scales to be operated by one Scale Attendant at one location within the building. The reconfiguration and upgrades to the facility included the installation of an intercom system and hands free head sets, installation of signal lights and cameras to control and view in-bound traffic, and the installation of controls at the out-bound location of the scale building for the operation of the in-bound scale control arm. Once the set-up for 1 Scale Attendant operations were completed, we commenced a trial to see if 1 Scale Attendant could effectively operate the site, based on overall usage volumes and peak volumes. In reviewing the site usage during the trial and receiving feedback from Scale Attendants, Waste Staff are confident that the site can be effectively run with just one Scale Attendant on Tuesdays, Wednesdays and Thursdays during the summer operational period (Apr. 1st to Nov. 30th) and on all days, excluding Saturdays, during the winter operational period (Dec. 1st to Mar. 31st). Because the greater number of patrons making use of the Bewdley Transfer Station on Mondays, Fridays and on Saturdays in the summer period and Saturdays during the winter period, Staff feel that 2 Scale Attendants are required to meet the higher demand on these days. Seymour Transfer Station In April of 2013, the Seymour Landfill ceased operation as a landfill and commenced operations strictly as a Waste Transfer Station. As a Transfer Station, patrons are now required to dispose of all waste materials into the on-site roll-off bins, by hand. The requirement to unload waste loads by hand into waste bins has resulted in some Commercial customers taking their waste loads directly to the Brighton Landfill for ultimate disposal. The County’s collection contractor is no longer able to take loads to the Seymour facility, and the County itself no longer brings waste loads from the Bewdley Transfer Station, the MRF or the Hope Transfer to this facility. As a result, the usage of the site has reduced since it became a Transfer Station. Even prior to its transition to a Transfer Station, the Seymour facility had the lowest usage, in comparison to the Brighton Landfill and the Bewdley Transfer Station. Because of its historically lower usage and its recent decrease is usage resulting in the change of operations on April 1st of this year, staff are recommending that, in January of 2015, the Seymour Transfer Station go from operating 6 days per week (Mon. to Sat.), to operating no more than 4 days per week, with one of those operational days being a Saturday. The hours of operation (8:30 a.m. to 5:00 p.m.) would likely remain unchanged. Staff would undertake a detailed review of the sites usage in 2014 and make recommendations to Council in late summer of 2014 regarding the exact days of operation for Seymour Transfer Station in 2015. 14

Roll-Off Truck Operations The County currently has three Roll-Off Trucks and employs two full time Roll-Off Truck Drivers. These Roll-Off trucks are utilized primarily to transport waste and recyclable materials between our landfills, transfer stations, and the MRF. In April of 2013, the Seymour Landfill ceased operations as a landfill and became strictly a waste transfer station. As a result of this operational change, all of the waste received at the site requiring disposal is now hauled to the Brighton landfill for ultimate disposal, using the County’s roll-off fleet. On an annual basis, the Seymour Landfill received approximately 11,000 tonnes of garbage that was disposed of through landfilling. Now that the site is a transfer station, only loads of garbage which can be unloaded by hand are accepted at the Seymour site. As a result of this load restriction, much of the garbage previously received at the site, when it was a landfill is being taken directly to the Brighton Landfill, or other disposal locations, by private haulers and contractors. Because of the need to ship the waste that is still received at the Seymour Transfer Station to the Brighton Landfill for ultimate disposal, County Council approved increasing the hours allotted to Roll-Off Operations by 1,040 hours (50% of a Full Time Equivalent), on a trial basis in 2013, with the understanding that Waste Staff would review the actual usage of the Seymour Transfer Station and the actual need for additional roll-off operational support in 2013, and make recommendations on the permanent need for additional Roll-Off operational support. Based on a review of the quantities of waste materials still being received at the Seymour Transfer Station, Waste Staff are recommending 1,040 hours be added permanently to Roll-Off Truck Operations. It is also recommended by Waste Staff that these additional hours be filled using the existing complement of 3 Part Time Landfill Operators. The Part Time Landfill Operators’ job duties do currently include back-up Roll-Off Truck operations. Brighton Landfill Currently the Brighton Landfill is staffed with 2 Landfill Operators, Monday through Friday, and 1 Landfill Operator on Saturdays, year round. When other tasks need to be completed at this site, away from standard landfilling operations (e.g. spreading and compacting garbage and applying cover materials), such as closing out a waste cell and capping it, constructing new on-site roads, landscaping and lawn maintenance, excavating cover material, etc., a third Landfill Operator is brought in to assist. Prior to April 1st of this year, the Brighton Landfill received approximately 22,000 tonnes per year of waste requiring landfill disposal. The Seymour Landfill, by comparison, received approximately 11,000 tonnes per year of waste requiring landfill disposal. With Seymour becoming a Transfer Station this year, the Brighton Landfill will be receiving approximately 33,000 tonnes of waste per year requiring landfilling, which represents a 50% increase over historic tonnages. With this increase in usage there is now a need to have 3 Landfill Operators at the site, on a much more frequent basis. 15

To accommodate the increased workload at the Brighton Landfill, Waste Staff are recommending that the hours for Landfill Operations be increased to allow 3 Landfill Operators to be at the site at least 2 days per week. The site would operate with the current 2 Landfill Operators 3 days per week and 1 Landfill Operator on Saturdays. Summary The below table summarizes the recommended changes in operational hours for Scale Attendants, Landfill Operators and Roll-Off Truck Operations in 2014 as well as 2015 and beyond. Position

Currently Approved Hours

Year 2014 Hours

Year 2015 & Beyond Hours

11,492

11,706 1

10,822 2

Scale Attendant

9,048

10,369 3

9,433 4

Roll-Off

4,160

5,200 5

5,200

TOTALS

24,700

27,275

25,455

Landfill Operator

Notes: 1 – Additional hours required for additional Landfill Operations at Brighton Landfill. 2 – Decrease in hours, resulting from reduction in operating days at Seymour Transfer Station. 3 – Additional hours required for 2 Scale Attendants at Bewdley Transfer Station on Mondays and Fridays during Summer Operations. 4 – Decrease in hours, resulting from reduction in operating days at Seymour Transfer Station. 5 – Additional hours to transfer waste from Seymour Transfer Station to Brighton Landfill.

Financial Impact It is anticipated that the cost associated with the proposed increase to operating hours for Landfill Operators, Scale Attendants and Roll-Off Truck Operations will amount to an increase of approximately $82,000 in the 2014 budget, compared to the 2013 budget. With the proposed reduction in hours projected in 2015, resulting from reduced days of operation at Seymour Transfer Station which commence in 2015, the net increase to the 2015 budget, compared to 2013 budget, would amount to approximately $24,000.

Recommendation It is recommended that for 2014, the allotment of hours in the Organizational Chart for Waste Management Operations be revised to the following: 11,706 Hours for Landfill Operators 10,369 Hours for Scale Attendants; and 5,200 Hours for Roll- Off Operations

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It is further recommended that for 2015, the allotment of hours in the Organizational Chart for Waste Management Operations be revised to the following: 10,822 Hours for Landfill Operators 9,443 Hours for Scale Attendants; and 5,200 Hours for Roll- Off Operations The cost increases to accommodate the proposed addition to staff hours at the County’s Landfill and Transfer Stations be funded through the Waste Services Division’s operating budget.

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2014 Issue Papers Issue Paper #4 – Material Recovery Facility – Container Line PET Optical Processing Equipment Purpose The purpose of this project is to replace components of the Container Processing Line in order to improve the recycling rate and efficiency of the Material Recovery Facility (MRF). This project will accomplish the following: • Install PET optical processing equipment • Increase capture of container type materials • Reduce processing expenses • Reduce employee injuries and WSIB costs • Reduce downtime and processing bottlenecks

Background and Rationale The County has been continuously improving and updating processing equipment at the MRF over the past 5 years. Some major projects completed to date include: • • • •

Fibre processing equipment retro fit (2008); Installation of a new Dual Ram Container Baler system (2010); Conducted an Energy Audit and installed energy efficient lighting (2011); and Installation of a new Fiber Baler (2012)

As mentioned above, in late 2008 the MRF underwent a fibre line equipment retrofit. This project focused on replacing aging fibre processing equipment with new processing technologies. At that time, container processing equipment was being developed rapidly in the marketplace and therefore, it was not recommend to proceed with replacing the container line equipment until new and emerging technologies could be fully evaluated. Reliable and proven technologies now exist in the marketplace. The MRF’s container system was designed in 1996. Since then, processing equipment and the types of materials in the Blue Box has changed significantly. Today, we see high volumes of PET beverage bottles and thermoform packaging items (fruit, vegetable and merchandise packaging). 18

Challenges with the existing container line processing equipment include: • • • •

equipment requires manual sorting of all PET in ability to capture all PET materials (15% is not captured and goes to Landfill) glass sorting equipment in the container line has become redundant with the implementation of the LCBO’s deposit return system and our fiber line upgrade employee wellness improvements

As noted above under employee wellness, repetitive stress disorders are a major concern for MRF sorters. Currently, PET bottles are being hand sorted by employees, leading, in some instances, to the onset of repetitive stress disorders for sorters. By installing an optical sorting unit designed to mechanically sort PET, it is believed that the number of repetitive stress injuries sustained by employees will be reduced. The optic sorting equipment would perform all PET sorting and employees would undertake a quality control role. In 2013, the County entered into a processing contract with the City of Kawartha Lakes (CKL) whereby, Northumberland will process recyclable materials from CKL until the year 2018 with a possible extension until the year 2020. This regionalized approach provides Northumberland with economies of scale which adds to the financial rationale for proceeding with this project in 2014. In addition, it is recommended within the draft Long Term Waste Management Master Plan to “upgrade aging equipment at the MRF in 2014/2015”. Through the public consultation events and questionnaire received as part of the Long-Term Waste Management Master Plan process, it is evident that residents would prefer that the County managed its own recyclables within the County, as opposed to shipping the materials outside the County for sorting and processing.

Financial Impact The Waste Services Division has obtained conceptual plans and drawings from a reputable recycling equipment supplier, that illustrate the equipment modifications that, if implemented, would increase the effectiveness and efficiency of our container processing line. It is estimated that this project would cost $950,000. The project would be tendered as per the County’s purchasing bylaw in early 2014. Within the 2012/13 Waste Business Plans staff highlighted an initiative to seek funding sources to assist with this project. An application to Ontario’s Continuous Improvement Fund (CIF) for a 50% grant was submitted in early 2013. CIF is a fund which Ontario municipalities can apply to for funding of projects which implement best practice initiatives as a means to improve the effectiveness and efficiency of blue box recycling programs. In late October, the County was advised that its grant application to CIF, for funding of the container line upgrade was successful. If the County proceeds with the project in 2014, CIF will provide $318,500 towards the proposed upgrades.

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Capital cost of equipment Structural modifications/fabrication Installation, commissioning of equipment Contingency, monitoring study Cost to ship/process materials during installation Total Continuous Improvement Fund (CIF) Grant Total County Expense

$475,000 $110,000 $275,000 $75,000 $15,000 $950,000 ($318,500) $631,500

Return on Investment (ROI) This project will lead to higher diversion rates, increased MRF revenues, and lower operating costs. A savings of approximately $237,500 annually could be realized through the proposed upgrade to the container processing line. The County would see a ROI of 2.6 years when the CIF grant is included into the equation. Staff recommends that a full analysis of the effectiveness of the new processing line be undertaken after the new system has been fully operational for several months. This would allow for a better understanding of actual efficiencies and increased capture rates being achieved. Once this assessment has been completed, MRF management would make recommendations relating to changes in staffing levels and / or re-deployment of existing MRF staff to other areas within the MRF to enhance capture rates and productivity. This project has been reviewed by our Finance team. Funding of the project is proposed as noted below: 2014 Operating Budget $394,000 CIF Grant $318,509 Waste Division Capital Reserves $237,491 TOTAL $950,000

Recommendation It is recommended that the upgrades to the Container Processing Line at the MRF, as outlined in this issue paper be undertaken in 2014. It is also recommended that this project be funded as outlined in the Return on Investment section of this issue paper.

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