Document 170407
Table of Contents Commitment of the Board of Directors ....................................................................3 Mission, Vision, Values ...........................................................................................5 Key Result Areas ....................................................................................................6 Environmental Policy ...............................................................................................7 Environmental Management System.......................................................................8 Situation Analysis – Strengths, Weaknesses, Opportunities and Threats ...............9 Goals and Objectives – 2014-2015 .........................................................................12 Environmental Integrity .................................................................................12 Internal Operations .......................................................................................14 External Services and Programs ..................................................................17 Employees ....................................................................................................20 Communications ...........................................................................................22 Environmental Management System Objectives by Focus Area .............................24 Accomplishments – 2013 ........................................................................................27 Environmental Integrity .................................................................................27 Internal Operations .......................................................................................27 External Services and Programs ..................................................................29 Employees ....................................................................................................30 Communications ...........................................................................................31 Appendix .................................................................................................................32 MWA Background.........................................................................................32 Frequently Used Terms and Acronyms ........................................................35 Tonnage and Tipping Fee Histories for MWA Programs and Services.........39 2014-2015 Strategic Business Plan Page 2 of 40 Commitment of the Board of Directors The 2014-2015 Strategic Business Plan strongly aligns with the mission, vision and core values of the organization while ensuring we are on track with industry trends, the needs of our communities, and our own strengths and weaknesses. It allows us to continually focus on strategic issues while positively managing the programs and services MWA provides. This year’s plan also responds to our directives. We challenged MWA staff to: Leverage the Environmental Management System (EMS) to make continual improvements in recycling, greenhouse gas reduction, household hazardous waste collection, yard waste management, water quality improvement and environmental education. EMS provides the framework for regulatory compliance and operational efficiencies and instills a culture of continuous improvement. It reflects our organizational vision, focusing on resource management and environmental protection. Through EMS, MWA should continue to reduce its impact on the environment, provide cost-effective and convenient programs and services to “reduce, reuse and recycle,” and encourage behavior changes that makes a difference. Develop a foundation to integrate additional recycling and effective conversion technologies (e.g., waste-to-energy) into our region. While landfilling is recognized as the most cost-effective way to dispose of waste in our service area, conversion technologies, such as waste-to-energy, may become economically feasible for the future. In anticipation of such technologies, we expect MWA to identify potential organizations that have the ability to use the energy, and also review zoning laws and ordinances to determine where this type of facility might be allowed. Emerging technologies and applications also create and grow recycling markets. MWA should continue to explore these markets and leverage those that are proven and show sustainability for our region. The use of recycled shingles in asphalt pavement is one of the most recent examples of a new market leveraged by MWA, which diverts construction and demolition material from the landfill and provides an additional source of revenue. Remain cost-effective by providing regional programs and services that are sustainable. Growth in our service area and changes in customer demands necessitate that we examine our services to ensure they are appropriate and sufficient. At the same time, these services need to be cost-effective and sustainable. Most recently, MWA has experienced increased demand for transfer station capacity. MWA should expand capacity by developing its property in Grimes. While plans are for a transfer station in the initial build-out, the Board has challenged staff to develop the site 2014-2015 Strategic Business Plan Page 3 of 40 Mission, Vision, Values Mission Metro Waste Authority provides answers for safe and smart waste disposal and recycling. Vision Metro Waste Authority’s vision statement is “No Wasted Resources.” This means we work to fulfill our mission without wasting environmental, financial or people resources. Establishing partnerships and maintaining sustainability are a primary way we can fulfill our vision. Values The following values explain the core nature of Metro Waste Authority. They describe how we behave and how we interact with each other and our customers. Leadership Metro Waste Authority is committed to demonstrating its leadership in the solid waste industry and overall environmental stewardship through the use of proven state-of-the-art technology, and by establishing public-private partnerships and working cooperatively with our member communities. Excellence Employees are focused on continuous improvement, on maintaining the highest standards for customer service, and on making every effort to improve the quality of the programs, services and facilities we manage. Integrity Metro Waste Authority has high ethical standards, and employees go about their work in a manner that is open, honest, accountable, and transparent. Passion Our employees are passionate about many things: Metro Waste Authority, serving our customers, improving the environment and the quality of life in Central Iowa, and providing top notch, cost-effective programs for all our customers. 2014-2015 Strategic Business Plan Page 5 of 40 Key Result Areas Metro Waste Authority focuses its strategic efforts to achieve results in the following areas: Environmental Integrity Internal Operations External Services and Programs Employees Communication Environmental Integrity encompasses internal compliance with regulations, consistency across the state, legislative initiatives, enforcement, environmental improvement and protection – both internally and externally – and rules and regulations. Improving the environment is at the core of what MWA does. Internal Operations incorporates MWA’s core business operations, its facilities, properties and administrative and operational processes and systems. Technology, research, operational efficiencies, continuous improvement and revenue generation are also included in this Key Result Area. MWA’s hazardous waste and recycling programs, as well as its relationships with its customers, contractors, businesses, and residents are incorporated into the Key Result Area for External Services and Programs. Partnerships and MWA’s school programs, consulting services, and continuous monitoring of programs are also considered here. MWA is committed to its employees, both union and administrative, and understands that MWA’s success is directly connected to their passion and excellence – they are valued assets. Their growth and development, knowledge retention for the agency, and effective recruitment and retention are covered in this Employee Key Result Area. It includes full- and part-time staff, as well as interns and temporary workers. Communication crosses all facility and departmental boundaries, and supports operations, programs, and services provided by MWA. This Key Result Area recognizes the need to provide ongoing education and awareness for all of MWA’s internal and external stakeholders, including board members, employees, news media, regulators, neighbors, cities and counties, and residents. Environmental stewardship and awareness are emphasized in our outreach. 2014-2015 Strategic Business Plan Page 6 of 40 Environmental Policy Metro Waste Authority’s vision of “No Wasted Resources” elevates environmental protection to one of fundamental importance. Because our employees impact this vision in their daily activities, all are dedicated to carrying out responsibilities for environmental stewardship through: Pollution Prevention – We will identify and prevent or minimize pollution in all areas of our operations wherever feasible. Regulatory Compliance – We will comply with all relevant environmental, legislative, regulatory, permit and other requirements associated with our industry. Continual Improvement – We will constantly look for ways to improve our environmental performance using this policy as the basis upon which we set our goals. Training – We will provide the tools to create awareness of Metro Waste Authority’s environmental impacts, protect health and safety, comply with rules and regulations, and support our environmental objectives. IMPACT: MWA’s easy-to-remember acronym for its Environmental Policy. Metro Waste Authority is dedicated to carrying out our environmental responsibilities in a manner that demonstrates true leadership in integrated solid waste management while continuing to provide the highest level of service. We will work collaboratively with our customers, suppliers and our communities on environmental issues. We will measure and review our progress annually and periodically report the results to our stakeholders. Adopted by the MWA Board of Directors in November 2003 Reviewed and approved without revision by the MWA Board of Directors in December 2009 2014-2015 Strategic Business Plan Page 7 of 40 Environmental Management System MWA is one of 11 solid waste agencies in the state of Iowa that has implemented an environmental management system (EMS) for solid waste management. Defined by 2008 Iowa state legislation, the EMS helps solid waste agencies cost-effectively address environmental issues and concerns in their operations. Through the EMS adaptive management (plan, do, check act) cycle, MWA evaluates environmental impacts that are specific to our programs and operations, prioritizes them, and then designs custom-fit objectives and actions that specifically address them. MWA’s environmental policy serves as an overall guide. Of the more than 350 activities undertaken by MWA on a regular basis, MWA found 13 to have a significant impact on the environment. MWA’s EMS objectives are geared at reducing the impact of these particular activities. EMS objectives are identified in our plan. Each EMS objective appears twice. The first time, it is listed in the goals and objectives by the MWA Key Result areas. It is then repeated as part of the EMS objectives but this time it’s grouped into one or more of the six EMS focus areas that they address. EMS focus areas are defined by legislation as yard waste management, household hazardous waste collection, water quality improvement, greenhouse gas reduction, recycling services, and environmental education. EMS Objective MWA is audited each year by the Iowa Department of Natural Resources (DNR) to assess our progress and performance on the EMS. MWA’s EMS annual report and the DNR audit are the two reports that are used by the state government to evaluate MWA’s performance as a solid waste agency. MWA’s Annual Report is published each year on its website at www.WhereItShouldGo.com. 2014-2015 Strategic Business Plan Page 8 of 40 Situation Analysis – Strengths, Weaknesses, Opportunities, Threats The situation analysis is a regular part of the MWA strategic planning process. This information, commonly referred to as a SWOT analysis, informs the goals and objectives developed for the strategic business plan. The following is a summary of the SWOT analysis performed by MWA’s Board of Directors and staff that identifies the strengths and weaknesses within our organization and the opportunities and threats within the solid waste industry. Strengths in the Organization Knowledgeable, professional and efficient workforce with strong customer service focus. Forward-thinking leadership focused on continuous improvement and providing fiscally sound and efficient services to member communities. Successful identification and implementation of innovative, yet cost-effective programs and technologies, has established MWA as a role model solid waste management agency. Targeted education programs spur increased environmental practices. Fiscally sound organization encompasses responsible, long-term planning and cost controls. Committed and involved MWA Board members provide well-rounded advisory support and program vision. Responsible actions conducted at facilities, including continually exceeding environmental regulations, contribute to positive community relations. Proactive involvement in legislative process positively reinforces agency’s mission to improve the environment. Strong relationships with communities allow for collaboration and improved customer service for residents and businesses alike. MWA property in Grimes provides a site for MWA to offer additional waste and resource management services. Strong relationships with other planning areas through hazardous waste collection allow for collaboration and mentoring. 2014-2015 Strategic Business Plan Page 9 of 40 Adequate landfill space to meet the disposal needs of the communities for the next 40 or more years. Reputation as a great place to work allows MWA to recruit and retain high quality, talented staff. Weaknesses in the Organization The management structure inherent to government agencies sometimes restricts efforts to “act like a business” to maximize efficiency. Resource constraints, high expectations, and the development of new programs while maintaining existing commitments may lead to a reduction in the level of service. MWA name and logo is similar to those of haulers in the area. This often confuses residents on the differences in services. Aging facilities and equipment can lead to increased downtime, maintenance costs or rising replacement costs. Operating capacity at the Metro Transfer Station is no longer sufficient to meet customer demands. IT and HR are not fully optimized to meet the changing needs of the organization. Opportunities in the Industry Technology advances in the solid waste industry and the alternative fuel industry present potential opportunities to cost-effectively, continually improve operations and MWA’s environmental footprint. The “zero waste” movement provides MWA opportunities to demonstrate how its services help meet this goal through hazardous waste collection, recycling programs and information on how to best reduce and reuse. As a regional environmental leader, MWA may facilitate a cooperative approach to further environmental initiatives in Central Iowa by engaging various organizations and sharing lessons learned. MWA will have the opportunity to be a greater resource to residents for solid waste, recycling and yard waste collection now that it manages all three of these 2014-2015 Strategic Business Plan Page 10 of 40 contracts in many of the member communities. Changing markets open up opportunities for MWA to identify and build programs around niche solid waste disposal and recycling needs. Environmental Management System allows MWA to gain operational efficiencies and advance environmental stewardship efforts while gaining regulatory “credit” for them. Threats to the Industry Continued difficulty in program funding due to revenue being tied to waste generation, whereas programs and services of MWA are geared toward waste reduction or diversion. This is further exacerbated by the current economic conditions and programs competing with MWA held to a lesser environmental and regulatory standard. Recycling is optional for commercial businesses, making diversion from these sources difficult when economics for recycling are not favorable. Regulatory agencies have limited resources for enforcing environmental regulations in the solid waste industry. Volatile political and economic environment leads to uncertainty and resource constraints in business operations, budgeting and planning. “Greenwashing” – developing a green public image rather than actually becoming green – damages the business operations and reputation of legitimately green industries. Upon learning of Greenwashing, the public becomes jaded and less likely to participate in local programs, such as curbside recycling, because they believe it is not being recycled anyway. 2014-2015 Strategic Business Plan Page 11 of 40 Goals and Objectives – 2014-2015 The 2014-2015 goals and objectives are aligned with or address – challenges from the MWA Board environmental management system vision, mission and values strengths, weaknesses, opportunities and threats key result areas Key Result Area: Environmental Integrity Environmental Integrity encompasses internal compliance with regulations, consistency across the state, legislative initiatives, enforcement, environmental improvement and protection – both internally and externally – and rules and regulations. Improving the environment is at the core of what MWA does. Goal A1: Influence and develop new legislation and regulations on solid waste management and product stewardship that promote increased protection of the environment Objective a. Monitor upcoming legislation, rules and regulations related to solid waste management (air quality, beneficial use, recycling, burn bans, plastic bags, bottle bill, enforcement) and environmental stewardship and assess the impact that each might have on MWA. Advocate for change where needed. Lead Employees: Executive Director, Director of Operations, Public Affairs Director Objective b. By 4/30/14, advocate for state legislation that would allow storm debris from state disaster events and trees infested by the emerald ash borer to be landfilled. Lead Employees: Executive Director, Public Affairs Director Objective c. By 4/30/14, advocate for state legislation that requires recycling facilities to carry financial assurance in an amount sufficient to cleanup material stored, handled and/or processed on site. Lead Employees: Executive Director, Public Affairs Director Objective d. By 12/31/15, develop best practices for post post-closure care of landfills through participation in the Solid Waste Association of North America (SWANA) subcommittee on the issue, and working with the Iowa Department of Natural Resources (IDNR). Lead Employee: Director of Operations 2014-2015 Strategic Business Plan Page 12 of 40 Objective e. By 6/1/15, provide input on the INDR revisions to the rules on Regional Collection Center permitting under Chapter 123 of the Iowa Code. Lead Employee: Director of Operations Goal A2: Ensure MWA’s compliance with all applicable laws and regulations Objective a. By 3/1/14, submit an updated sanitary disposal permit for Metro Park East Landfill. Lead Employee: Operations Program Manager 2014-2015 Strategic Business Plan Page 13 of 40 Key Result Area: Internal Operations Internal Operations incorporates MWA’s core business operations, its facilities, properties and administrative and operational processes and systems. Technology, research, operational efficiencies, continuous improvement and revenue generation are also included in this Key Result Area. Goal B1: Explore more effective, innovative technologies and approaches. Objective a. Systematically evaluate new/evolving technologies for waste conversion and recycling, lay the foundation to be able to implement such technologies, and work to implement those which seem feasible. Lead Employee: Executive Director Objective b. By 7/1/15, implement recommendations from the Comprehensive Operations Review Evaluation (CORE) at Metro Park East landfill. Lead Employee: Director of Operations Objective c. By 1/31/14, determine an alternative use for the lined wetland cells at Metro Park East landfill. Lead Employee: Director of Operations Objective d. By 7/1/14, reduce the amount of leachate at Metro Park East landfill that is hauled off site by 30 percent. Lead Employee: Operations Manager Objective e. By 7/1/14, reduce the amount of leachate at Metro Park West landfill that is hauled off site by 30 percent. Lead Employee: Operations Manager Objective f. By 6/30/14, determine the feasibility of accepting new waste streams at Metro Park East landfill. Lead Employees: Special Waste Coordinator and Business Waste Management Representative Goal B2: Maintain stable rate structure through continuous improvement of operational efficiencies and cost-effectiveness. Objective a. By 12/31/14, evaluate rate structure to determine whether to continue with a levelized tipping fee or move to a self-funded approach. Lead Employee: Executive Director 2014-2015 Strategic Business Plan Page 14 of 40 Objective b. By 12/31/14, develop a 10-year soil balance plan (i.e., soil hauling) for cell development at Metro Park East landfill. Lead Employee: Director of Operations Objective c. By 2/28/14, evaluate closure of wetlands cells at Metro Park East landfill. Lead Employee: Director of Operations Objective d. By 3/31/14, assess leachate storage capacity for Metro Park West landfill. Lead Employee: Director of Operations Objective e. By 3/31/14, develop and implement an operations plan for Metro Compost Center. Lead Employee: Director of Operations Goal B3: Ensure operational capacity and functionality of facilities are sufficient to meet current and future service demands of customers. Objective a. By 10/1/15, construct and open for business a new transfer station on the Metro Waste Authority property in Grimes. Lead Employee: Director of Operations. Objective b. By 11/1/14, develop staffing and equipment allocation plan for operating two transfer stations. Lead Employee: Director of Operations Objective c. By 12/31/14, develop bid specifications for the construction of Cell C South at Metro Park East landfill. Lead Employee: Director of Operations Objective d. By 4/1/14, develop bid specifications for construction of Cell C at Metro Park West landfill. Lead Employee: Director of Operations Objective e. By 12/31/14, perform a capacity analysis of facilities to project needs through 2020. Lead Employee: Director of Operations Objective f. By 11/1/14, develop a master plan for a phased approach to invest in the capital infrastructure required to operate Metro Compost Center in accordance with regulations and MWA standards. Lead Employee: Director of Operations 2014-2015 Strategic Business Plan Page 15 of 40 Objective g. By 8/31/15, install consistent wayfinding signs at Metro Compost Center, Metro Transfer Station and Metro Park West landfill to improve the customer experience at the facilities. Lead Employee: Program Manager Goal B4: Maintain and continually reduce our impact on the environment. Objective a. By 6/30/14, implement the assessment groundwater monitoring plan at Metro Park East landfill, once approved by the Iowa Department of Natural Resources. Lead Employee: Director of Operations EMS Objective Objective b. By 5/30/14, facilitate the installation of an additional Landfill Gas-to-Energy facility at Metro Park East landfill to reduce the need for gas flaring and to provide additional renewable energy to the power grid. Lead Employee: Executive Director EMS Objective Objective c. By 6/30/15, finalize assessment groundwater monitoring at Metro Park West landfill. Lead Employee: Director of Operations Objective d. By 6/30/14, increase the size (by 400 percent) and quality of the compost pad at Metro Park West landfill to meet the demand for yard waste composting from communities such as Perry, which recently closed their yard waste drop-off. Lead Employee: Operations Manager EMS Objective Objective e. By 6/30/14, implement an active landfill gas extraction system EMS at Metro Park West landfill to capture and flare methane Objective before it is released into the atmosphere. Flare will reduce greenhouse gas emissions and other hazardous air pollutants by 90 percent. Lead Employee: Director of Operations 2014-2015 Strategic Business Plan Page 16 of 40 Key Result Area: External Services and Programs MWA’s hazardous waste and recycling programs, as well as its relationships with its customers, contractors, businesses, and residents are incorporated into the Key Result Area for External Services and Programs. Partnerships and MWA’s school programs, consulting services, and continuous monitoring of programs are also considered here. Goal C1: Develop and maintain effective programs and services that support a regional approach Objective a. By 2/30/14, internalize 24-hour OSHA Training for satellite partners. Lead Employee: Mobile Unit Coordinator Objective b. By 7/1/14, increase fly ash revenue by 10 percent over prior year. Lead Employee: Special Waste Coordinator Objective c. By 12/31/14, evaluate the feasibility of accepting waste from small vehicles at the proposed transfer station in Grimes. Lead Employee: Executive Director Objective d. By 12/31/14, explore options for recyclables processing services for the service area following the expiration of current contracts. Lead Employee: Public Affairs Director Objective h. By 8/15/15, establish a household hazardous waste collection program at the new transfer station in Grimes to provide more convenient disposal for residents in the western suburbs. Increase west side participation by 10 percent. Lead Employee: Hazardous Waste Drop-Off Facility Manager EMS Objective Objective i. By 3/1/15, assist City of Des Moines with developing household hazardous waste drop-off options and contract for disposal services. Lead Employee: Hazardous Waste Drop-Off Facility Manager Objective j. By 6/30/14, research and determine final disposal options for vegetative debris resulting from the Emerald Ash Borer infestation and other debris related to natural disasters. Lead Employee: Program Manager 2014-2015 Strategic Business Plan Page 17 of 40 Goal C2: Expand participation in environmentally responsible, cost-effective programs Objective a. By 6/30/14, recruit volunteers to adopt and cleanup streams in five additional MWA member communities through the Adopt A Stream program. Lead Employee: Program Manager Objective b. By 3/31/14, work with Bondurant and Grimes to offer Compost It! cart service to their residents. Lead Employee: Program Coordinator EMS Objective EMS Objective Objective c. By 12/31/14, expand houseside collection for household hazardous waste to residents in Urbandale and Clive. Lead Employee: Business Waste Management Representative EMS Objective Objective d. By 12/31/14, increase mercury thermostats recycled through partnerships with local HVAC businesses by 10 percent. Lead Employee: Business Waste Management Representative EMS Objective Goal C3. Serve as a resource for environmental solutions and the green movement within Central Iowa. Objective a. By 6/30/14, develop and teach “how to” programs to offer through community parks and recreation and/or library programming in communities. Present programs in 12 different communities. Lead Employee: Program Coordinator EMS Objective Objective b. By 6/30/14, establish a governing body to develop and implement a land use management plan for the property adjacent to the landfill that includes the Environmental Learning Center, conservation easements, wetland banking, farming, etc. Lead Employee: Executive Director Objective c. By 3/31/14, pilot and evaluate for future use “Love Where You Live,” a month-long program, designed to help elementary students learn how they can take action to improve their environment through a variety of activities. Lead Employee: Education Specialist EMS Objective 2014-2015 Strategic Business Plan Page 18 of 40 Objective d. By 6/30/14, expand and promote online education and tools (e.g., calculators, signs, etc.) to help offices establish and improve recycling. Partner with the Greater Des Moines Partnership in the promotion efforts. Lead Employee: Program Manager EMS Objective Objective e. By 12/31/14, expand public education to focus on reducing or reusing materials, which are upstream from recycling. Identify and promote upstream resources (i.e., Habitat Re-Store, Bicycle Collective) for reuse. Lead Employee: Public Affairs Director 2014-2015 Strategic Business Plan Page 19 of 40 Key Result Area: Employees MWA is committed to its employees, both union and administrative, and understands that MWA’s success is directly connected to their passion and excellence – they are valued assets. Their growth and development, knowledge retention for the agency, and effective recruitment and retention are covered in this Employee Key Result Area. It includes full- and part-time staff, as well as interns and temporary workers. Goal D1: Hire, develop, retain and recognize quality employees Objective a. By 9/30/14, implement a safety observer reward program that recognizes those that participate. Lead Employee: MPE Executive Administrative Assistant Objective b. By 9/30/14, coordinate a committee to identify options for an MWA wellness program. Lead Employee: MPE Executive Administrative Assistant Objective c. By 4/30/14, complete SharePoint end-user training for key stakeholders using the applications developed in the first phase of implementation. Lead Employee: Communications Coordinator Objective d. By 12/31/14, complete SharePoint end-user training for key stakeholders using the applications developed in the second phase of implementation. Lead Employee: Communications Coordinator Goal D2: Maintain a high-performance workplace Objective a. By 12/31/14, improve internal communication through the implementation of Microsoft SharePoint to provide a staff and Board intranet site, streamline HR processes and improve organization of department files. Lead Employee: Chief Financial Officer Objective b. By 12/31/14, transition to paperless processing of accounts payable through the implementation of software and new processes. Lead Employee: Chief Financial Officer Objective c. By 7/31/14, upgrade Microsoft Office software and provide training to employees on the new features. Lead Employee: Chief Financial Officer 2014-2015 Strategic Business Plan Page 20 of 40 Objective d. By 9/1/14, implement best practices recommended by the Iowa Municipalities Workers’ Compensation Association (IMWCA) for underwriting, claims and loss control. Lead Employee: MPE Executive Administrative Assistant Objective e. By 3/31/14, evaluate the noise levels for the liquid solidification program to ensure that appropriate hearing protection is in place. Provide report to operations management on findings. Lead Employee: MPE Executive Administrative Assistant EMS Objective 2014-2015 Strategic Business Plan Page 21 of 40 Key Result Area: Communication Communication crosses all facility and departmental boundaries, and supports operations, programs, and services provided by MWA. This Key Result Area recognizes the need to provide ongoing education and awareness for all of MWA’s internal and external stakeholders, including board members, employees, news media, regulators, neighbors, cities and counties, and residents. Environmental stewardship and awareness are emphasized in our outreach. Goal E1: Increase awareness of MWA programs and services among key stakeholders Objective a. By 6/30/14, develop 10 “how to” videos for key programs and services (e.g., recycling, yard waste, household hazardous waste, shingles recycling) and air on YouTube and community broadcast stations where possible. Lead Employee: Communicators Coordinator EMS Objective Objective b. By 5/30/14, provide a more user friendly recycling and EMS disposal guide through the Metro Waste Authority website. Objective Increase visits by 25 percent over prior year. The guide will provide reuse and recycling options, as well as best disposal options for central Iowa. Lead Employee: Program Manager Objective a. By 6/30/14, survey residents to assess knowledge of curbside programs, satisfaction with service, and needs for future services. Lead Employee: Public Affairs Director Objective b. By 6/30/14, visit all member communities to answer questions about MWA programs and services, and to gain feedback on how the programs and services might be improved. Lead Employees: Public Affairs Director/Program Coordinator Objective c. By 12/31/15, research and implement social media and search engine optimization strategies to drive traffic to MWA’s website. Lead Employee: Program Manager Goal E2: Formalize internal communication strategies Objective a. By 12/31/14, in partnership with McGladrey, assess whether a database to manage customer relationships or other contacts should be implemented at MWA. Provide recommendation to Management. Lead Employee: Chief Financial Officer 2014-2015 Strategic Business Plan Page 22 of 40 Objective b. By 6/30/14, update internal graphics standards manual, and train employees on standards as they apply. Lead Employee: Communications Coordinator Objective c. By 12/31/14, assess effectiveness of internal meetings, emails and newsletters for communicating key organizational information and direction. Lead Employees: Executive Director/Public Affairs Director 2014-2015 Strategic Business Plan Page 23 of 40 MWA EMS Objectives by Focus Area The following are the MWA’s EMS Objectives. They can be found in the Goals and Objectives by Key Result. Here they are listed under the six legislated EMS focus areas that they address. As an organization, we are doing more than just the items listed below to make improvements in the six focus areas. These objectives directly address our 13 activities that most significantly impact the environment. EMS Focus Area: Yard Waste Management By 3/31/14, work with Bondurant and Grimes to offer Compost It! cart service to their residents, thereby making it more convenient for residents to comply with state law banning yard waste from the landfill. Lead Employee: Program Coordinator EMS Focus Area: Household Hazardous Waste By 8/15/15, establish a household hazardous waste collection program at the new transfer station in Grimes to provide more convenient disposal for residents in the western suburbs. Increase west side participation by 10 percent. Lead Employee: Hazardous Waste Drop-Off Facility Manager By 12/31/14, expand houseside collection for household hazardous waste to residents in Urbandale and Clive. Lead Employee: Business Waste Management Representative By 12/31/14, increase mercury thermostats recycled through partnerships with local HVAC businesses by 10 percent. Lead Employee: Business Waste Management Representative EMS Focus Area: Water Quality Improvement By 6/30/14, implement the assessment groundwater monitoring plan at Metro Park East landfill, once approved by the Iowa Department of Natural Resources. Lead Employee: Director of Operations By 6/30/14, recruit volunteers to adopt and cleanup streams in five additional MWA member communities through the Adopt A Stream program. Lead Employee: Program Manager By 6/30/14, increase the size (by 400 percent) and quality of the compost pad at Metro Park West landfill to meet the demand for yard waste composting from communities such as Perry, which recently closed their yard waste drop-off. Lead Employee: Operations Manager 2014-2015 Strategic Business Plan Page 24 of 40 EMS Focus Area: Greenhouse Gas Reduction By 6/30/14, implement an active landfill gas extraction system at Metro Park West landfill to capture and flare methane before it is released into the atmosphere. Flare will reduce greenhouse gas emissions and other hazardous air pollutants by 90 percent. Lead Employee: Director of Operations By 5/30/14, facilitate the installation of an additional Landfill Gas-to-Energy facility at Metro Park East landfill to reduce the need for gas flaring and to provide additional renewable energy to the power grid. Lead Employee: Executive Director EMS Focus Area: Recycling By 6/30/14, develop “how to” programs and present in 12 different communities through community parks and recreation and/or library programming. Lead Employee: Program Coordinator By 6/30/14, expand and promote online education and tools (e.g., calculators, signs, etc.) to help offices establish and improve recycling. Partner with the Greater Des Moines Partnership in the promotion efforts. Lead Employee: Program Manager EMS Focus Area: Environmental Education By 6/30/14, develop 10 “how to” videos for key programs and services (e.g., recycling, yard waste, household hazardous waste, shingles recycling) and air on YouTube and community broadcast stations where possible. Lead Employee: Communication Coordinator By 3/31/14, pilot and evaluate for future use “Love Where You Live,” a month-long program, designed to help elementary students learn how they can take action to improve their environment through a variety of activities. Lead Employee: Education Specialist By 5/30/14, provide a more user friendly recycling and disposal guide through the Metro Waste Authority website. Increase visits by 25 percent over prior year. The guide will provide reuse and recycling options, as well as best disposal options for central Iowa. Lead Employee: Program Manager EMS Focus Area: Other – Environmental Compliance By 3/31/14, evaluate the noise levels for the liquid solidification program to ensure that appropriate hearing protection is in place. Provide report to operations management on findings. Lead Employee: MPE Executive Administrative Assistant 2014-2015 Strategic Business Plan Page 25 of 40 2013 Accomplishments The following are outcomes achieved by MWA staff in 2013. They are grouped by Key Result Area. Environmental Integrity Guided further improvements in the Environmental Management System through leadership of the EMS Solid Waste Alternatives Advisory Committee. Attained positive audit results from the Iowa Department of Natural Resources as a Tier II (top-level) participant in the Iowa Environmental Management System. Completed FY12/13 without any Notice of Violations (NOVs) from Iowa regulatory agencies at any MWA facility. Secured operating permit from the Iowa Department of Natural Resources for Metro Transfer Station. Updated OSHA regulatory documentation at the Metro Hazardous Waste DropOff to reflect recent facility improvements. Made stormwater improvements and installed 30 acres of native vegetation at the upland berm on the northeast section of Metro Park East property. Installed an elevated berm and trees to mitigate perceived noise impact of second renewable energy facility in response to neighbor feedback. Expanded soil loss benchmark study to Metro Park East landfill. Used a stormwater cover liner of the leachate collection layer to eliminate stormwater introduction into the leachate collection zone. Designed and installed an active landfill gas collection system at Metro Park West landfill. Installed active gas collection in the Phase 2 disposal area at Metro Park East landfill to sufficiently fuel the new Renewable Energy Facility. Reduced particulate emissions by 98 percent with the installation of a flyash silo. Continued to work with Iowa Department of Natural Resources on reviewing the regulations in work sessions such as land application of leachate (via the evaporator technique), groundwater monitoring and point of compliance. 2014-2015 Strategic Business Plan Page 26 of 40 Internal Operations Evaluated multiple waste conversion technologies to determine feasibility and costs for implementation. While some technologies might be operationally feasible, they are not cost-effective at this time. Adjusted operations to handle an unexpected and immediate 30 percent increase in waste tonnage delivered to Metro Transfer Station. Completed construction of Cell C North at Metro Park East landfill, providing 2.2 million cubic yards of airspace with an expected remaining life of 34 months. Implemented leachate recirculation at Metro Park West landfill. Recirculated 100 percent (849,000 gallons), saving $42,500 in hauling and treating expenses. Installed a taller maintenance shop addition at Metro Park West landfill to allow indoor large equipment maintenance. Replaced tunnel doors at Metro Transfer Station. Improved safety and operational efficiencies through the expansion of the Metro Hazardous Waste Drop-Off. Installed more effective heating unit in the Metro Hazardous Waste Drop-Off warehouse, reducing maintenance and propane costs. Secured Department of Natural Resources grant to purchase an electric pallet jack to increase efficiencies in loading and unloading trucks and trailers. Reduced garbage pulls by 50 percent at Metro Hazardous Waste Drop-Off through the recycling of plastic oil and antifreeze containers. Achieved 100 percent participation in safety training through a 12-month safety training schedule. Upgraded HVAC at 300 E. Locust building to a more efficient system. Reduced annual energy consumption by 36 percent, saving nearly $15,000. Secured new yard bag storage and distribution services, reducing costs by 42 percent ($28,500) over prior year. Increased billing efficiencies and reduced paper consumption by moving to electronic billing. 2014-2015 Strategic Business Plan Page 27 of 40 External Services and Programs Increased customers using liquid disposal program by 58 percent with an 8.3 percent increase in revenue year-over-year. Increased flyash disposal volumes, resulting in a 194 percent increase year-over-year. Expanded shingles recycling program to accept and recycle shingles from Poweshiek County Transfer Station and the City of Newton Landfill. Liquids/Flyash Revenue $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $‐ 2011 2012 Flyash 2013 Liquids Hired new contractor to recycle appliances at Metro Park East landfill, including the ability to recycle televisions. Negotiated and executed three-year household hazardous waste agreements for 13 satellite partners, solidifying over $390,000 in annual revenue. Serviced 341 Conditionally Exempt Small Quantity Generators (CESQG; i.e., businesses) with hazardous waste disposal, earning $111,470 (a 5 percent increase over FY2011/2012). Installed new facility signs at the Metro Hazardous Waste Drop-Off, making it easier for customers to navigate. Implemented ink and toner cartridge recycling program, “recycle4cash.” Provided Newton satellite site with the 8x10 flammable building that was removed from the Metro Hazardous Waste Drop-Off inventory, thereby reusing the building and strengthening the working relationship with satellite partner. Implemented new solid waste collection services contract in Bondurant, Norwalk and Windsor Heights. Implemented a houseside hazardous waste collection program in West Des Moines and Windsor Heights. Collected approximately 1,000 pounds of materials for proper disposal. Educated nearly 26,000 school-age kids through programs on recycling and water conservation taught by MWA and Des Moines Water Works staff through the Urban Environmental Partnership. 2014-2015 Strategic Business Plan Page 28 of 40 Successfully recycled the following items currently banned from Iowa landfills: o 192 tons of appliances o 15,762 tires o 58,635 pounds of electronics waste o 6,375 gallons of motor oil o 32,612 tons of yard waste Successfully recycled the following items through newly established recycling programs: o 1,900 batteries with Call 2 Recycle o 2,500 pounds of cooking oil, recycled into biodiesel through partnership with Mid-Iowa Renewables o 4,400 pounds of oil and antifreeze containers, recycled into plastic pallets in partnership with Waste Management Recycling o 11,000 tons of asphalt shingles, recycled into asphalt pavement Launched Adopt A Stream to engage local volunteers in cleaning up area streams. Nine groups adopted and cleaned up streams in 2013. Staffed Stream Team that cleaned up 20 miles of stream in eastern Polk County, collecting over 750 tires, 42,520 lbs. of materials, three cars (in partnership with Polk County Conservation) and 135 lbs of oil in a used oil tank. Continued MWA Grant Program, providing $50,000 in reimbursements towards nearly 40 community projects on recycling, cleanups and watershed protection. Employees Provided employees the opportunity to participate through MWA payroll to the giving campaign with United Way and Iowa Shares. Raised over $1,300 from Central Office employees to support local charities through voluntary “jeans charity” program (i.e., donate to charity to wear jeans). Trained employees on the importance of customer service and customer service expectations. 2014-2015 Strategic Business Plan Page 29 of 40 Communications Launched new website with content management system that allows staff to make updates internally to nearly all content. Change reduced content management costs by 46 percent while increasing responsiveness to resident and customer needs. Revamped online recycling guide, providing options for donating, reusing and recycling materials, as well as other relevant tips. Made guide searchable for ease of use. Earned the Best Recycling/Waste Management Company by the Business Record’s Best of Des Moines. Grew social media outlets – Facebook, Twitter, YouTube – to educate residents about MWA programs and services and environmental stewardship. Increased Facebook likes by 60 percent, Twitter followings by 50 percent and YouTube watches by more than 2,500 views. Produced five YouTube videos to better help residents recycle and dispose of materials properly. Kept Board of Directors apprised of MWA programs and initiatives through featured presentations at Board meetings. On a weekly basis, provided content on MWA programs and services to communities for use in each publication of their community newsletter and on their websites or social media outlets. Partnered with the Center on Sustainable Communities (COSC), the Greater Des Moines Partnership, Des Moines Water Works and MidAmerican Energy to recognize Central Iowa businesses, communities, non-profits, builders, and individuals with an Environmental Impact Award. Fostered relationship with Drake University to offer environmental education and outdoor field experience at the Environmental Learning Center directed at high school, college students and teachers. Gained insights to improve education and increased interest in recycling through Family Recycling Challenge in Altoona. 2014-2015 Strategic Business Plan Page 30 of 40 Appendix MWA Background As a regional government agency, MWA has served 23 Central Iowa communities and Polk County for more than 40 years with environmental programs and services that are innovative, cost-effective, award winning and technologically-advanced. The agency was formed pursuant to provisions of Chapter 28E, Code of Iowa. These communities constitute the service area of MWA— Full Member Communities Ankeny Grimes Altoona Johnston Bondurant Mitchellville Clive Norwalk Des Moines Pleasant Hill Elkhart Polk City Planning Member Communities Alleman Carlisle Mingo Prairie City Polk County (unincorporated) Runnells Urbandale West Des Moines Windsor Heights Hartford Sheldahl MWA was established in 1969 and is managed by an executive director and governed by a board of directors, comprised of one elected official from each of its member communities. MWA has an annual budget of approximately $28 million. While it is a public agency, it receives no tax dollars. Instead, it funds its programs and services through the fees paid by the customers who use its facilities and services. SPECIAL NOTES: In June 2009, MWA entered into a contractual arrangement to take solid waste at Metro Park West from Adair County service area, which closed its landfill as a result of the revised solid waste regulations. MWA charges Adair County the actual airspace cost of the waste, and is not responsible for transportation. MWA also does not provide Adair County with any other services or programs that are currently offered to its member communities. In April 2009, MWA purchased North Dallas Landfill. The landfill was renamed Metro Park West. MWA has a contractual agreement with North Dallas Planning Commission, now known as the Metro Park West Commission, to provide landfill services through Metro Park West for the city of Jefferson in Green County; and the cities of Dawson, Linden, Minburn, Perry, Redfield, and Waukee and the unincorporated area in Dallas County. In April 2007, MWA entered into a contractual arrangement to take solid waste at Metro Park East from Prairie Solid Waste Agency (PSWA) service area, which 2014-2015 Strategic Business Plan Page 31 of 40 closed its landfill as a result of the implementation of federal landfill liner rules in October 2007. MWA charges PSWA the actual airspace cost of the waste, and is not responsible for transportation. MWA also does not provide PSWA any other services or programs that are currently offered to its member communities. MWA has maintained a contractual agreement with South Dallas County Landfill and Metro Park West Commission to include them in MWA’s comprehensive planning area. This means that MWA will submit one comprehensive plan on behalf of the entire area to DNR. The contract also outlines the guidelines for accepting waste from one another’s service areas and the associated costs. MWA Services and Programs Landfilling Transfer Hauling Residential Curbside Recycling Drop-off Recycling Sites Shingle Recycling Technical Assistance for recycling and waste reduction Environmental Education Yard Waste Composting Select Organic Waste Composting Special Waste Disposal Non-Hazardous Liquids Solidification and Disposal Scrap Tire Collection Household Hazardous Waste (HHW) Drop Off Household Hazardous Waste Mobile Unit Collection (includes service to several surrounding counties through a financial partnership) Hazardous Waste Management for Small Businesses As state and federal laws were enacted over the years, MWA’s responsibilities evolved from solely managing the landfill to offering its member communities a wide variety of integrated solid waste management services. MWA Benefits for Member Communities The development of the 28E agreement relieves the member communities of the responsibility of filing their own comprehensive plan with the State of Iowa. MWA files one comprehensive plan for its entire service area. MWA manages liability for all solid waste generated in its planning area through proper planning and supervision of landfill construction, operation and management. MWA assists member communities in establishing their solid waste collection and disposal programs, specifically in the areas of Request for Proposals, contract preparation and comparisons to other programs nationwide. 2014-2015 Strategic Business Plan Page 32 of 40 MWA facilitates strong private sector competition in waste collection by having equal disposal access and charges. MWA optimizes the potential of the Metro Park East Landfill by extending the life of the current facility, which is a valuable asset to the Metro area. MWA negotiates contracts for best prices and provides access to an integrated solid waste management system including recycling, yard waste management, and HHW disposal – assisting member communities in complying with State recycling mandates. MWA develops information about the solid waste industry that can be distributed to member community residents through community newsletters, garbage/recycling haulers and the media. MWA serves as a leader in the solid waste industry nationwide, gaining recognition for our member communities. 2014-2015 Strategic Business Plan Page 33 of 40 Frequently Used Terms and Acronyms Below is a list of terms referenced in MWA’s Business Plan and an explanation. 28E – Iowa Code Section 28E governs the establishment of regional government agencies such as Metro Waste Authority. C&D – Construction and demolition waste is commonly referred to as C&D. This is material generated in the process of either constructing or demolishing homes, businesses, or infrastructure such as roads or highways. The material can include shingles, bricks, wood, and drywall. CESQG – Conditionally Exempt Small Quantity Generator. A CESQG is a business that produces 220 pounds per month, or less, of hazardous waste. Metro Waste Authority’s Metro Hazardous Waste Drop-Off can assist and disposal of waste from businesses meeting this criteria. Closure and Post-Closure Costs – Once a landfill stops accepting waste in an area, that area is closed; a landfill can close off some areas while still continuing to accept waste and landfilling in other areas. Once an entire landfill stops accepting waste, it is responsible for a number of environmental protection “closure” measures, including capping the cells and methane and leachate extraction. Post-closure care usually lasts for 30 years after the closure of a landfill. Municipal solid waste landfills like MWA’s are required to accumulate funds toward their closure and post-closure costs throughout their operations. Compost It! – MWA’s yard waste recycling program. In 1989, the State Legislature banned yard waste from disposal in landfills. Until 2001, there was a number of yard waste bag and sticker programs in the metro area. At that time, MWA introduced Compost It! to end the confusion for residents and to better manage the flow of yard waste within its service area. There are 13 communities that participate in the program. Residents pay for the cost of collection by purchasing Compost It! brand bags or stickers, or by subscribing to the annual cart collection service. The material collected through Compost It! is brought to MWA’s Metro Compost Center, where it is processed and turned into compost, which is sold. The revenue from compost sales helps offset MWA’s increasing processing costs. Comprehensive Plan – Each community in the state is required to file, every five years, a solid waste comprehensive plan with the Iowa Department of Natural Resources. One of the benefits of membership in MWA is that the agency files these required plans on behalf of its communities, relieving the obligation on them. MWA’s last plan was submitted in 2009. Curb It! – The curbside residential recycling program managed by Metro Waste Authority. Over 145,000 homes in the metro area are eligible to participate. Metro Waste Authority manages the collection of the materials through a contract with a 2014-2015 Strategic Business Plan Page 34 of 40 private waste hauler, and the processing with another contractor. Residents recycle around 26,000 tons per year through Curb It! DNR – The Iowa Department of Natural Resources, the primary regulatory agency that oversees solid waste issues throughout the state. EMS – An Environmental Management System (EMS) consists of a set of management processes and procedures that allows an organization to analyze, control and reduce the environmental impact of its activities, products and services. It is a continuous improvement cycle. EPA – U.S. Environmental Protection Agency, the federal regulatory agency that oversees solid waste issues throughout the nation. Financial Assurance – These are the methods by which landfills demonstrate they have the funds available to them to cover closure and post-closure care. They can include bonds, loan guarantees, or cash. GPS – Global Positioning System Growing Green Communities (GGC) – GGC is a 501c(3) started by Metro Waste Authority in 2004. Since it began, the organization has focused on creating awareness about watershed planning and protection - specifically in growing urban areas in Central Iowa. GGC, in partnership with Metro Waste Authority, launched an adopt-a-stream program in 2013 aimed at cleaning up streams. Host Fees – Voluntary payments made by MWA as part of its good neighbor policy. In 2011-2012, MWA paid $493,791 in voluntary host fees to the City of Des Moines, City of Bondurant, the Camp Township Fire Department, Southeast Polk School District, and the Prairie City-Monroe School District. Since 1995, MWA has voluntarily contributed nearly $4.7 million in host fees. Household hazardous waste – Leftover household products that contain corrosive, toxic, ignitable, or reactive ingredients are considered to be "household hazardous waste" or "HHW." Products such as oil-based paints, cleaners, oils, batteries, and pesticides contain potentially hazardous ingredients and require special disposal. These items should not be poured down the drain or driveway, nor should they be disposed of in regular garbage. MWA’s Metro Hazardous Waste Drop-Off in Bondurant focuses on the proper management and disposal of HHW. 2014-2015 Strategic Business Plan Page 35 of 40 IMPACT – Metro Waste Authority’s acronym for the short form of its environmental policy. Member communities – Those 16 communities and 1 county that sit on MWA’s Board of Directors and have voting rights. (Ankeny, Altoona, Bondurant, Clive, Des Moines, Elkhart, Grimes, Johnston, Mitchellville, Norwalk, Pleasant Hill, Polk City, Runnells, Urbandale, West Des Moines, Windsor Heights, and unincorporated Polk County). There are also six Planning Member communities that reside within our planning area that do not sit on MWA’s Board. MCC – Metro Waste Authority’s Metro Compost Center MHWD – Metro Waste Authority’s Metro Hazardous Waste Drop-Off located in Bondurant. The facility provides disposal options to residents, businesses and schools with such items as varnishes, paints, cleaning supplies, electronics, compact fluorescent lamps (CFL) and yard/garden chemicals. The facility opened in 1994 and was the first of its kind in the state. In 1999, it was recognized by the Solid Waste Association of North America with Excellence in Special Waste Management. MPE – Metro Waste Authority’s Metro Park East Landfill MPW – Metro Waste Authority’s Metro Park West Landfill MTS – Metro Waste Authority’s Metro Transfer Station. The facility is not open to the public but is offered as a service to MWA’s residential waste haulers in the metro area. MWA – Metro Waste Authority Per capita – Charges by a solid waste agency to member communities to help offset the costs of providing programs and services (such as landfilling and recycling). Not every landfill charges these, but the fees across the state range from $1.25 to $44.60 per capita. MWA has never had, nor does it plan to have, per capita fees for its member communities. Phase 1 – The 212 acre disposal area encompassing the initial landfill area developed in the early 1970s when the Metro Park East Landfill first opened. The base liner varies as technological improvements in disposal systems advanced over the years. For example, unlined soil was an accepted standard at one time, replaced with a recompacted clay liner, and now an HDPE (type of plastic) composite liner is the standard. The HDPE liner is consistent with EPA Subtitle D (regulatory) standards. The Phase 1 disposal area closed in 2007. Phase 2 – The current 268 acre disposal area that incorporates the latest in liner technology (HDPE composite liner) which will provide MWA's member communities an environmentally safe disposal option through 2048. This area will be developed in stages of approximately 10 acres each. 2014-2015 Strategic Business Plan Page 36 of 40 Planning Member communities – Communities that are included in MWA’s comprehensive plan but that do not have a voting member on MWA’s Board of Directors. These are Alleman, Carlisle, Hartford, Mingo, Prairie City, and Sheldahl. RFP – Request for Proposals. Stewardship – Actively protecting and conserving environmental resources under our control. Subtitle D – Federal regulation requiring how landfills must be lined in order to protect groundwater; the law was passed in 1994 at the federal level. Iowa landfills had until October 1, 2007, to comply with the requirements. Sustainability – The ability for financial, environmental, and social resources to endure now and for future generations. SWAP – The Solid Waste Alternatives Program, administered by the DNR. This program is funded by landfill tipping fees and aims to support projects that reduce the amount of waste being landfilled in Iowa. * Tipping fee – The disposal fee charged to customers at a landfill. This can be a flat fee ($8 per car, for example) or a per-ton fee ($35 per ton). Tonnage fee – Per-ton fee paid to the DNR from each solid waste agency in Iowa. How much is paid is dependent on one of two criteria: (1) whether the agency meets the DNR’s requirements for an Environmental Management System or (2) how successful the agency has been in meeting the DNR’s established waste diversion goals. With the largest public landfill in Iowa, MWA pays close to $1 million each year. The fees are used by the state to cover such things as administrative costs, help support the hazardous waste drop-offs, and encourage waste diversion through lowinterest loans. Waste Delivery Contract – Agreements started in 1998 as a way for MWA to secure waste that was leaving its service area. For customers that deliver 2,500 tons to MWA facilities, they are eligible to receive a $5 per ton discount for waste brought to the Metro Park East Landfill. Having such contracts in place allows MWA to be more accurate in its financial forecasting. At $30 per ton for waste delivered to the landfill, rates for these customers are actually the same as they were in 1995. MWA has returned nearly $1.2 million per year in landfill rebates to its loyal customers. Waste diversion goal – Established by DNR as part of the Groundwater Protection Act in 1989. A goal was set to reduce the amount of waste reaching landfills by 50 percent as compared to a 1988 baseline – and the goal set at 25 percent and ultimately 50 percent by 2000. If an agency is not part of the DNR’s Environmental Management System, then tonnage fees are paid based on a solid waste agency’s official calculation of waste diversion. 2014-2015 Strategic Business Plan Page 37 of 40 Tonnage and Tipping Fee Histories for MWA Programs and Services MWA Tons vs. Tipping Fee 600,000 $40.00 $35.00 500,000 $30.00 400,000 $20.00 300,000 $15.00 200,000 $10.00 100,000 $5.00 $0.00 0 90- 91- 92- 93- 94- 95- 96- 97- 98- 99- 00- 01- 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1291 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 Tons Year 90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 Tipping Fee $16.50 $17.75 $20.00 $20.00 $25.00 $29.00 $30.00 $30.00 $30.00 $30.00 $30.00 $31.00 $31.00 $31.00 $31.00 $32.00 $32.00 $32.00 $32.00 $32.00 $33.00 $34.00 $35.00 Tipping Fee Contracted Fee $16.50 $17.75 $20.00 $20.00 $25.00 $29.00 $30.00 $30.00 $25.00 $25.00 $25.00 $26.00 $26.00 $26.00 $26.00 $27.00 $27.00 $27.00 $27.00 $27.00 $28.00 $29.00 $30.00 Contracted Fee Tons 371,663 376,437 386,836 413,158 393,650 363,485 341,852 342,980 424,532 424,582 425,826 471,732 518,392 513,567 479,094 490,598 495,203 552,349 560,468 521,252 527,927 517,837 539,196 2014-2015 Strategic Business Plan Page 38 of 40 Total Tons Tipping Fee $25.00 Hazardous Waste Collected under CESQG 500000 450000 400000 350000 300000 250000 200000 150000 100000 50000 0 01‐02 02‐03 03‐04 04‐05 05‐06 06‐07 07‐08 08‐09 09‐10 10‐11 11‐12 12‐13 Business Hazardous Waste Collected in Pounds Special Waste Collection in Tons 70000 60000 50000 40000 30000 20000 10000 0 97‐98 98‐99 99‐00 00‐01 01‐02 02‐03 03‐04 04‐05 05‐06 06‐07 07‐08 08‐09 09‐10 10‐11 11‐12 12‐13 Special Waste Collection in Tons 2014-2015 Strategic Business Plan Page 39 of 40 Curb It! Tonnages 30,000 25,000 20,000 15,000 10,000 5,000 0 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 Curb It! Tonnages Yard Waste Tonnages 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Yard Waste Collected in Tons 2014-2015 Strategic Business Plan Page 40 of 40
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