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Home My WebLink About03-28-1995 r e 1 i CITY COUNCIL AGENDA PACKET 3-28-95 E .......-....-..._--w..~C'- ~ • +rw wwr.WY.ASU:'.',. r .t..._ ~ 'r i. { a. ~ • A AGENDA Ag$Ad2~tet2_ CITY OF DENTON CITY COUNCIL ante :dP_: March 28, 1995 Closed Meeting of the City of Denton City Council. on Tuesday, March 28, 1995 at 5:15 p.m, in the Civil Defense Room of City Hall, 215 E. McKinney, Denton, Texas, at which the following items will be considered: NOTE: THE CITY COUNCIL RESERVES THE RIGHT TO ADJOURN INTO CLOSED MEETING AT ANY TIME REGARDING ANY ITEM FOR WHICH IT IS LEGALLY PERMISSIBLE. 5:15 p.m. 1. Closed Meeting: A. Legal Matters Under TEX. GOVT CODE Sec. 551.071 consider retention of lawfirm to represent the City in negotiations or litigation with GTE over its failure to produce records required by a city audit and failure to remit delinquent franchise fees. Ei. Real Estate Under TEX. GOVT CODE Sec. 551.072 C. Personnel/Board Appointments Under TEX. GOVT CODE Sec. 551.074 1. Discuss city Attorney applicants and selection process. Work Session of the City of Denton City Council on Tuesday, at 6:00 p.m, in the City Council Chambers of. City Hall, 215 E. McKinney, Denton, Texas at which the following items will be considered: NOTE: A Work Session is used to explore matters of interest to one or more City Council Members or the City Manager for the purpose of giving staff direction into whether or not such matters should be placed on a future regular or special meeting of the Council for citizen input, city Council deliberation and formal City action. At a work session, the city Council generally receives informal and preliminary reports and information from city staff, officials, members of city committees, and the individual or organization proposing council action, if invited by city council or City Manager to participate in the session. Participation by • individuals and members of organizations invited to speak ceases when the Mayor announces the session is being closed to public input. Although Work Sessions are public meetings, and citizens have n legal right to attend, they are not public hearings, so citizens are not allowed to participate in the session unless invited to do so by the Mayor. Any citizen may supply to the City Council, prior to the beginning of the session, a written report. • • A regarding the citizen's opinion on the matter being explored. Should the Council direct the matter be placed on a regular meeting agenda, the staff will generally prepare a final report defining the proposed action, which will be made available to all citizens prior to the regular meeting at which citizen input is sought, The • 0 • • rr ~I City of Denton City Council Agenda Agenda ND-C~ {_-GLU - March 28, 1995 Page 2 k~en~alt~,. purpose of this procedure is to allow citizens attending the regular meeting the opportunity to hear the views of their fellow citizens without having to attend two meetings. 6:00 p.m. 1. Receive a report and hold a discussion regarding the Solid Waste Master Plan Advisory Committee recommendations. 2. Receive a report and hold a discussion regarding the power supply study. 3. Receive a report, hold a discussion and give staff direction regarding a proposed ordinance granting exception to the noise ordinance (for use of amplified sound) for annual events. 4. Update on Denton Together. 5. Possible Continuation of Closed Meeting: A. Legal Matters Under TEX. GOVT CODE Sec. 551.071 B. Personnel/Board Appointments Under TEX. GOVT CODE Sec. 551.074 C E R T I F I C A T E 1 certify that the above notice of meeting was posted on the bulletin board at the City Hall of the City of Denton, Texas, on them') -day of 1995 at o'clock (a.m.) CITY SECRETARY - NOTE: THE CITY OF DENTON CITY COUNCIL CHAMBERS IS ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE SIGN LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRED IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT 566-8309 OR USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TOD) BY CALLING 1.-800-RELAY-TX SO THAT A SIGN LANGUAGE INTERPRETER CAN BE SCHEDULED THROUGH • THE CITY SECRETARY'S OFFICE. ACC0025E • • ~drWo 9 5''A /L AWdsl*L,/4 MaNA 28, 1995 DENTON CITY COUNCIL AGENDA ITEM z fir, y TO: MAYOR AND MEMBERS OF THE CITY COUNCIL J FROM: R.E. Nelson, Executive Director of Utilities SUBJECT: RECEIVE THE SOLID WASTE MASTER PLAN ADVISORY COMMITTEE REPORT RECOMMENDATION: No recommendation required. SUMMARY: In January, 1994, the Denton City Council formed a twenty one (21) member advisory committee to develop a long range solid waste management plan for the City of Denton. The committee began the process of developing a plan on February 3, 1994 and met twice per month for approximately one year. The committee evaluated a number of options ranging from a landfill only with minimal recycling approach to a full scalo waste to energy facility. The guiding principles that were utilized in evaluating the various management alternative were costa, flexibility, risk, educational and economic j opportunities and environmental stewardship. The Plan recommended by the Committee includes program strategies for public education, source reduction, composting, recycling and landfilling. Rey components of the Plan include the successful expansion of the landfill, the development of an Intermediate processing center (*PC) by the year 1998 and the expansion of the IPC to a material recovery facility (MRF) by the year 2005. Closely associated with the development of the IPC, the MRF and the landfill expansion is the opportunity to encourage the development of recycle material manufacturing facilities and other economic development interests. Research +I) and educational program cooperatives as well as regionalization opportunities were explri-ed by the committee. • Because the plan is structured to identify solid waste management strategies over a period of twenty years, the committee strongly recommends that the Plan be reviewed and reanalyzed every three to five years. This review should consider changes in waste management technologies as well as changes in the community's needs. It is recommended by the ' p committee that the plan and the associated financial impact be • 0 reviewed prior to implementation of any major facility development. • e The committee believes that the Plan offers an integrated Lf approach providing a comprehensive, yet flexible, long-range 7 G ~L{ plan for the management of our solid waste. The plan incorporates a solid waste management system which facilitates recovery of recycled materials, minimizes the environmental impacts of solid waste disposal, addresses the state, regional and local goals of 508 waste reduction, develops opportunities for economic and educational development and extends the life of the Denton landfill by approximately 10 yeas if fully implemented. PROGRAM/DEPARTMENT OR GROUPS AFFECTED: City of Denton Solid Waste Customers, Solid Waste Department FISCAL IMPACT: The costs of implementing the recommended activities in the plan from 1995 to 2004, including the IPC development, result in an increase in residential solid waste disposal rates from $12.00 per month in 1995 to $14.00 per month in 1997 and to $16.40 per month by the year 2004, The average commercial rate is projected to increase from $133.45 in 1995 to $160.53 in 1997, and to $235.41 by the year 2004. Construction of a MRF In 2005 will require a projected increase in residential rates from $16.40 per month in 2004 to $17.95 per month in 2005 and to $25.70 by the year 2015. The average commercial rate is projected to increase from $235.41 per month in 2004 to $244.71 per month in 2005 and increase to $264,88 per month by the year 2015. It is the consensus of the committee that the actual rate increases may be less than those presented in the report because expected improvements in technology should reduce the cost of recycling plus the revenue estimates used for recycled materials was fairly modest, Respectfully bmitted, • leer 611_lrj~ R.E. Nelson, Executive Director Department of Utilities Pr pared by, rr U' oward Martin, Director • of Environmental operations • • Exhibit Ii Muncipal Solid Waste Master Plan For Denton, Texas (Provided Under Separate Cover) C:\WP51\PUBAaEND\6WNP395 7 i • o e 0 DENTON o~ooooooooaooo 00 o E oO/Jp C G ~ a o °o 0 0 OOO r ~ ~ Op0 0000 ~ N ~ ~ oo~° Qao0000 ° I CITY COUNCIL e e . • n • ~endaNo.~ 4gend aIto DATE; f.'gl8rch ,28, 1995 CITY COUNCIL AGENDA ITEM TOt MAYOR AND MEMBE?S OE' THE CITY COUNCIL FROMt Lloyd V. Harrell, City Manager SUBJECTt RECEIVE A PRESENTATION FROM RESOURCE MANAGEMENT INTERNATIONAL REGARDING A REPORT FOR LONG-RANGE POWER SUPPLY STUDY RECOMMENDATIONt None at this time. Receive the report. SUMMARY/BACKGROUNDS The City of Denton contracted with the firm of Resource Management International (RMI) to prepare a Long Range Power Supply Study. As part of the Long Range Power Supply Study, the consultant prepared an interim report to summarize the City's gas-fired generation facilities, power supply contracts, demand-side management program, and load forecast. The interim report was used as a basis for identifying options available to serve the City's projected loads and to report on concerns associated with Denton's present power supply, The RMI Power Supply report summarizes alternative power supply options in the region. RMI analyzed alternative power options by preparing spreadsheet models. They also reviewed what Denton would have experienced in wholesale power costs if Dent;nn had developed its own power supply arrangement (Retrospective Assessment) over the past 20 years vs contracting with TMPA. The final aspect of the etudy is a 15 year forecast comparing wholesale power costs that could be available to Denton via wholesale purchase options and repowering the Spencer Plant with TMPA's Powder River Basin (PRB) fuel supply option now under review at TMPA. The analysis of the wholesale options assumed continuation of the present terms of the TMPA Power Supply Contract which • prohibits the individual cities from expanding their own native resources, Since it now appears that the TMPA contract will be modified to allow the cities to expand their own native generation, RMI will discuss in their oral presentation the possible best options for the City of Denton to pursue using the findings from the Power Supply Options Assessment. ® PROGRAMS, DEPARTMENTS OR GROUPS AFFECTEDt • Public Utilities Board, City Council, Citizens of Denton and Utility Staff. • • 'gB+rdeNo. FISCAL IMPACT t 4~AOd8118 Present Power Purchase and Denton Generation costs approximate $44,000,000 annually. ( Respectfully submitted, y6fit Lloy V. Harrell, Ci Manager Prepared By: - 4 J' Hai*e6A Director of Electric Utilities Approved By: R. E. Nelson Executive Director, Utilities RMI.PUB • I a i I • • 4; d ~ y1 i f ~~1Yi:~i` ire! T '.;f9 ~1 ~E.1! • ,a O 'f s v. { f DENTON i ~~aDafl ~Qpp000 00~~ OF D fi N X00 00 ~o~OD o~ o a ~ ~ o o °o c:o o d OOO r o ~ X000 000 N , 'C Qp~O aaaDO N CITY COUNCIL ° a I L, v DENTON 5 e; ~V oac oo 000 00 ~ o0 O~ op G ~ o d E 0 0 ~pp~'r o is DOS opp~ N , opo aaoa c o00 © CITY COUNCIL 0 0 • • ~gendaNo 5'_01 - Agenda1te elate._, - 9 CITY of DENTON, TEXAS MUNWIPAi BUitDING +OENTON, TEXAS 76201 # TELEPHONE(8171_566.8307 Office of the City Manager CITY COUNCIL REPORT t TO: Mayor and Members of the City Council FROM: Lloyd V. Harrell, City Manager DATEt March 28, 1995 SUBJECT: Proposed Ordinance Granting Exception To The Noise Ordinance (For Use Of Amplified Sound) For Annual Events BACKGROUND: f I The City of Denton Code of Ordinances Section 20-1 (2) prohibits the use of any stationary loudspeaker, amplifier or musical instrument with such volume as to annoy or disturb persons in the immediate vicinity. Such use is prohibited particularly between the hours of 10100 p.m. and 7:00 a,m. or at any time on Sunday. However, the ordinance also provides that the Council may make exceptions when the public interest is served. Since April 1992, twenty-six requests for such exception have been presented to the Council. A number of those were presented to the Council each year around the same time and have consistently served tha public interest, Due to the success of those organizations, Staff was asked to develop an ordinance that would no longer require those annual events consistently serving the public interest to come before the Council each year to request the exception, The information contained in this report addresses this issue. A draft ordinance is also attached for your review, • SUMMARY: i Several cities throughout the metroplex as well as the Innovations Group (a Research Inquiry Service) were contacted to see if they were aware of an ordinance of this nature but none existed. Onr • Legal Staff advises that a number of issues arise when drafting an • ordinance making exception to select organizations or annual events, First, the council would need to outline the qualifications to determine what is an 'annual, event'. Even when applying logical "nedicaled to Quali{v Sem,ice" • w e AgondaItorn_I~ Annual Events Ordinance kph March 28, 1995 Page 2 oIUI and objective criteria, these types of distinctions have been held unconstitutional in some cities, often on First AmendmAnt grounds. Thus, the Legal Staff advises that it would be dangerous to differentiate between qualifying and non-qualifying annual events in a general ordinance. In order to keep those organizations that have proven to consistently serve the public interest from having to appear before the council each year, two options are presented for your review. Option 1: Amend the existing ordinance to provide a permitting process for use of amplified sound. This option could be accom fished b initial! r ~ p by y granting the permit based on the applicant or organizations ak;surance to comply with a set of adopted conditions. The request for an exception would not require Council approval unless the request for such permit was denied and the organization appealed the decision to the Council. If the permit was granted and the applicant violates the permit conditions, the applicant could be ticketed and the permit revoked. Option 2: Adopt an uncodified 'exception granting' ordinance witi; a duration longer than one year. Such an ordinance would indicate that a particular organization hr consistently demonstrated responsible operation of loudspeakers j. connection with the event over the past X number of years. Th: ordinance could be withdrawn by a superseding ordinance if problems were to arise or if a subsequent council deems the extended exception to be inappropriate. The ordinance could also contain a clause such that the exception would automatically expire after a specified number of years unless renewed by ordinance. Legal Staff suggests that it would even be possible to integrate all of the annual events of interest Into one ordinance, with the understanding that permission could be revoked for any one event/organization without affecting the others. Staff and the Legal Department feel that Option 2 most appropriately addresses council's request without unnecessarily • exposing the City to undue risks. The attached ordinance has been prepared with the guidelines of Option 2 in mind. With this option, Council has more flexibility to approve requests for exceptions to the existing ordinance, and the discretion to revoke an ongoing exception. This option could also prove very motivating to sponsors of annual events by encouraging them to act responsibly and may encourage those who have not yet earned a good 'credit e rating' to demonstrate that they deserve such a privilege. • w • I I ~ ©odahb Annual Events Ordinance aend~l(gm March 28, 1995 _ Page 3 PROG;4MS DEPARTMENTS AFFECTED: 3 ~ i If Council agrees with Staff's recommendation, Option 2, no programs will be affected. however, Council may prefer Option 1 or may even suggest another alternative. In such case, the Department responsible for issuing the permit will be affected. I FISCAL IMPACT: None Please advise if I can provide additional informat!.on. RESPE LLX SUBMITTED, ~I Llo V. Harrell - City Manager Prepared By: I i Veronica S. Rolen Administrative Assistant II Approved By: • Joseph ortugal C ssistant to the City anager ' ATTACHMENT: 1. Draft Ordinance ~ 0 ~ • • a nnueven.ord AgaiidaNo_.. ORDINANCE NO. AN ORDINANCE OF THE CITY OF DENTON, TEXAS, GRANTING, PURSUANT TO SECTION 20-1(c)(2) OF THE CODE OF ORDINANCES OF THE CITY OF DENTON, TEXAS, AN EXCEPTION TO THE LIMITATIONS IMPOSED BY THAT SECTION WITH RESPECT TO HOURS OF OPERATION OF AN AMPLIFIED LOUDSPEAKER SYSTEM; AND SETTING AN EFFECTIVE DATE. WHEREAS, pursuant to §20-1(c)(2) of the Code of ordinances of the City of Denton, Texas, _(name of oers or entity responsible) has made application to the City Council for an exception to the provision of that same section restricting the operation of ampli- fied loudspeakers after 10:00 p.m., in connection with the (name of annual event) annual event held at _~Jgcation of event) and in connection with said request, has requested the exception to be granted on an ongoing basis for said annual event at said location (eta te time of event e a on the third weekend- of each October) ; and WHEREAS, upon prior application and approval by the City Council of the City of Denton, Texas, (name of Person or entity resyonai le) has consistently demonstrated over the past _j# of years) years an ability to responsibly operate amplified loud- speakers in connection with the (name of annual event) annual event held at __L~9cation of _qyent), at times past the hours defined in §20.-1 (c) (2) of the code of Ordinances of the City of Denton, Texas, within the public interest and without materially disturbing persons of ordinary sensibilities in the immediate vicinity thereof; and WHEREAS, based upon this past history, the City Council of the City of Denton, Texas finds that granting an exception for this annual event on an ongoing basis, subject to the restrictions contained herein, would serve the public interest; NOW, THEREFORE, THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION I, 'That, pursuant to §20-1(c)(2) of the Code of ordinances, (name of person orentity responsible). is hereby granted an exception said section's 10:00 p.m. limitat:ion upon the operation of amplified loudspeakers, subject to the conditions listed below: [List conditions here, which could include, among other • things, the following:] 1. This exception is granted only in connection with the operation of the (name of annual event annual event at (location of event) , on (state time of eynt, e.g, on the third weekend of each October)-. • Q e • g"nee No S G~ MCP 2. (name of person or entity responsible) agrees to take full responsibility for ensuring that the conditions of this exception are met, and to take all reasonable measures necessary to avoid disturbing persons of ordinary sensibili- ties in the immediate vicinity of the event. 3. Under no circumstances shall the annual event employ the use of amplified loudspeakers between the hours of 12:00 mid- night and 7:00 a.m. 4. This ordinance confers no personal or property rights, and may be amended, modified, superseded or revoked in whole or in part at the will of the City Council of the City of Denton, Texas, without any advance warning, hearing or compen- sation, for any reason at all, or for no reason. 5. This ordinance shall be strictly construed as an excep- tion granted pursuant to §20-1(c) (2) of the Code of Ordinances of the City of Denton, Texas. The City of Denton, Texas expressly reserves unto itself and all other persons an)e and all legal remedies, civil or criminal, relating to excessive noise in connection with this annual event, and hereby dis- claims any promissory or equitable estoppel which might in any way impede the pursuit of such remedies by any person, (add other provisions as desired, e.g „ not within 300, of a church, school or hospital; not within 100, of residentially zoned property; volume not more than 80 dB measured either within 100 feet of any amplified loudspeaker or at any prop- erty line, between 10:00 p.m, and 12:00 midnight, etc.] SECT192III That this ordinance shall become effective immediately upon its passage and approval, PASSED AND APPROVED this the day of 1995. { • li l J ~ I U~ BOB CASTLEBERRY, MAYOR ATTEST: JENNIFER WALTERS, CITY SECRETARY BY . PACE 2 • ca • I~NBANe~ ~ _ ;ihb~~ItAfR, APPROVED AS TO LEGAL FORM: 0)7& MICHAEL A. BUCEK, ACTING CITY ATTORNEY BY; 0n R i I • J' 1 i 1 PAGE 3 d.r' c0 r i DENTON y o~~oo~~aodop~ ppo 4p Qp0 o ~D Q ~ Q a c:3 CZ] 00 Oo~~ro ppp 0000 N o~oo oaaoaaoo 1 CITY COUNCIL r • ca • Age* No,. 2 I - VD Agendaltem, _.&..A~. L Date -3-012 -9S l U ~8 CITY of DEMN, TEx4S MUNICIPAL BUILDING OENTON, TEXAS 76201 - TELEPHONE(817) 566.8307 0160e Of the City Manager CITY COUNCIL REPORT TO: Mayor and Members of the City Council FROM: Lloyd V. Harrell, City Manager DATE: March 24, 1995 SUBJECT: Denton 'fogetherl - Community Service Project BACKGROIND: On April 7, 1992, the City Council approved a resolution supporting the efforts of the student governments of Texas Woman's University and the University of North Texas to form a joint committee. The purpose of the committee was to promote civic duty among university students and serve as a liaison between the City and the university student population. Since that time, Staff has, with marginal success, attempted to involve the students in various service projects and programs to foster good public relations. As an example, last year a group of students from the University of North Texas helped paint the railroad bridge at Dallas Drive. This effort represented an important step in the history of the committee, one of the ideas that had been suggested was to organize and implement a "Big Event" project, This event is annually sponsored by the students at Texas A & M University and benefits the cities of Bryan and college Station. Essentially, Cis students participate in a large clean-up/fix-up campaign designed to make a positive contribution and say "Thank You" for all the community support of the university. The "Big Event" is now 12 years old and • getting bigger and better every year. One of the goals of the Staff has been to continue to pursue the development of an event of this type to depict the important role that the students serve in this community, After extensive deliberations and negotiations, Staff has organized Denton 0 't'ogether! ~ • • I SUMMARY: Denton Togetherl represents a joint effort by students at TWU and UNT to make a positive contribution to the Denton community, "Dedirafed to Vita !v Servkr" • v~ • 4gendaNo , Oale .___.~-:_.c1 During the week of April 1-8 students will volunteer their time and energy to participate in local civic projects, a Denton Togetherl is being coordinated by the TWU Office of Student Development and the UNT Student Activitles Center. Staff representatives at both universities have been very involved in rallying the student organizations to help make this a truly annual event in Denton. Campus leaders expect at least 500 students to participate in the week long event. The following is a description of the activities that have been planned. clean Up/Fix Up On Saturday, April 1, the kick-off for Denton Togetherl will be held at the intersection of Bell and Administration Drive on the TWU campus at 9:00 a.m. Students will then depart for a series of clean-up/fix-up activities in and around Denton. These include yet are not limited to painting over graffiti, providing assistance to senior citizens with general repair and lawn maintenance, and, landscape projects that have been identified by the office of Community Development, Keep Denton Beautiful Sunday, April 2, students will participate in a number of initiativeH to support Keep Denton Beautiful, This includes some landscaping, adopt-a-spot clean up, and other service projects. one of the opportunities is for landscaping in the business area along Fry Street and Avenue A. senior service Projects On Monday, April 3, students will visit the following facilities: Fairhaven, Heritage Oaks, Cottonwood Manor, and Denton Nursing Center. Both TWU (Fairhaven, Heritage Oaks) and UNT (Cottonwood Manor, Denton Nursing center) will provide an assortment of musical entertainment for the benefit of area residents. this expression of talent is a wonderful opportunity for senior citizens, especially, to make positive contact with the univeroity students. • clothing Drive I Tuesday, April 4, has been set aside for a community-wide clothing drive. Usable clothing items collected on-campus by TWU and UNT will be donated to Friends of the Family and Cumberland Presbyterian Children's Home, e Civic Leadership Day • On Wednesday, April 5, students will participate in a civic leadership day. This effort is to encourage student leaders at both TWU and UNT to gain a better understanding of local government 1 ...-..w..,...,, , , mow.. ar.ra.:. • o • a i *Rda NO as well as the benefits of becoming good civic leaders Staff will provide speakers for both universities at locations to bed USe{ designated on campus. That evening beginning at 6:30 p.m., the Mayor will read a proclamation designating Civic Leadership Day, followed by the first ever joint meeting of the student government associations from both TWU and UNT in the Council Chambers here at the Municipal Building. Canned Food Drive Thursday, April 6, has been reserved for the community-wide canned food drive. While this effort will be conducted over the course of the week of April 1-8, students will really focus their efforts to collect food on this day in particular. The goal is to collect 5,000 canned food and non-perishable items. As a special incentive, area grocers including Albertsons, Food Lion, Kroger, Niggly Wiggly, Sac N Save, and Winn Dixie, have been asked to participate in this effort by making a bulk contribution of a food item of their choice. Grocery carts with Dentor Together3 posters will be displayed in each store to encour, is participation. Donations will benefit the Community Food CentbL in Denton. Campus Tours On Friday, April 7, campus tours of both TWU and UNT will be held. University representatives will greet students from around Denton to acquaint them with the universities and encourage them to consider the benefits of a college education. Each campus will J plan some special activities as well. Field Day Saturday, April 8, UNT will host the conclusion of Denton Together! Week by sponsoring a "Just For Kids" field day. TWU students will also participate in helping students enjoy a leisurely day filled with games and activities. Participants from Big Brothers and Dig Sisters of Denton County and Cumberland Presbyterian Children's Home are! planning to attend. Staff and representatives from both universities have worked tirelessly in planning this project to benefit the community. For the most part, early reports are very positive and students are expressing excitement at the prospects of participating in this first ever event in Denton. The groups have adopted the following motto: Denton Togetherl is working together for Denton) Truly this is a unique opportunity to encourage the university students to become good citizens and active volunteers in the community. ?R_QARAMS DEPARTMENTS OR SUPS AFFECTED- 0 Students at TWU, UNT, and area residents. ~ O • a FISCAL IMPACTS A$911da~IDRL.-~-~' jj".~ None, Please advise if I can provide additional information. Y RESPECTFULLY SUBMITTED: 4001 Lloyd V. Harre City Manager Prepared bys osep Portugath1 l Assistant to City Manager • i 1 i • I ~ • sic gendaNo. _ u}endal len DENTON TOGETIMI )ale r .F7 ~'50F61' Denton Togetherl is a joint effort by students at Texas woman's University and the University of North Texas to make a difference in the Denton community, Denton Togetherl is a week of activities in which university students are volunteering their time and energy to participate in community projects, Denton Togetherl is an opportunity for local university students to give something back to the people of Denton and to nuke positive contributions to the lives of Denton citizens, Denton Togetherl will begin with a kick-off celebration at the intersection of Bell Avenue and University Drive, on the TWU campus, at 9:00&.m, on Saturday, April 1st, Throughout the week university students will participate in clean-up/fix-up projects, assist the Keep Denton Beautiful program, sponsor senior citizen service projects, conduct community- wide food and clothing drives, give tours of the university campuses, hold a civic leadership day, and provide activities for children, Denton Togetherl is looking for volunteers, donations, and sponsors. If you would like to help us help the Denton community, please contact: Monica Mendez - Grant Patrick Vasquez TWU Office of Student Development, 898-3626 or Zach Tucker Richard Gudmundsen UNT Student Activities Center, 365-3807 Denton Together! is working together for Denton, • WOW i I 4, t SJ~.r i 1~ d.~ f 4 e DENTON TEXAS WOMAN'S UNIVERSITY TOGETHER! UNIVEWTYOlla 1 friTEX'AS CITY OF DENTON APRIL 1st It's not just for April Foolsl it's for all TWU and UNIT students, It's your chance to soy it BIG "Thank you" to the citizens of Denson. It's your chance to make a difference In someone's life. ft's your chance to participate In a series of week-long service projects. It's your chance tv participate In the First Annual DENTON TOGETHERI Beginning on Saturday, April 1, 1995, TWU on, UNT students will volunteer their time and energy iv, romplete community projects In the Denton area. They will participate in a number of activities, Including; cleanup/fix up projects, food and clothing drives, adopt-a•spot areas, beautification campaigns, and other community service projects, Special activities Include a "Just for Kids" field day, campus tours at TWU and UNT, visitations to senior centers, end a civic leadership day for students, proclaimed by the Mayor. Most Importantly, they will make someone amlle and share in this new community spirit. We urge you to reserve April 1 at on your calendar and Join us In DENTON TOGETHERI The event will begin with a short kickoff to celebrate DENTON TOGETHER! before going to the work sites. The klci will be held on the TWU campus, at the Intersectlon of Bell Avenue and Administration Drive, at 8;00 a.m. We would love to come and speak to your group and help energize them for this event. Not only do we want everyone to know what DENTON TOGETHERI Is, but we also want you to share the nrcitement and know how beneficial it is, Someone will be contacting you soon, Included In this packet Is a participation form and T-shirt order form. The participation form must be completed and returned to the TWU Office of Student Development or UNT Student Activities Center by 5;00 p.m. on Friday, Liamh 10. A representative from your group must attend a mandatory Organizational Meeting on Thursday, March 30 at 7:00 p.m, at TWUIUNT. At this time you will receive your project asslgrmsnts• This form is not an official commitment, so have everyone who oj= Ihhkslt they might participate sign it. We appreciate your cooperation with this, 0 If you have any questions about DENTON TOGETHERI or how to get Involved, feel free to con;dct: Monica Mendez-Grant, TWU Patrick Vasquez, TWU TWU Office of Student Development, 898.3828 6 a • Zach Tucker, UNIT Richard Gudmundsen, UNT UNT Student Activities Center, 665.3807 Thank you for helping us help others! The DENTON TOGETHER! Committee AAAMP67 of . ~ 1 ar DENTOIV Agenda ~ TEXAS WOMAN'S UNIVERSITY TOGETHERI UNIVERWTV ilt~ Y CITY OF DENTON '~77 a f' QEdTOl4 T0f3ETHERI T•SliIRT ORDER FOAM Everyone who does or does not participate will want to show his or her support by wearing a 1996 DENTON TOGETHERI T•shirtl The shirts will not be available until March, at which time a table will be set up in the TWU Student Center or UNT Student Union for you to purchase a shirt individually. It, however, your group wants to order their shirts through the DENTON TOGETHERI Committee, please fill out the order form below and return to the TWV Office of Student Development or UNT Student Activities Center by March 10. Shine are $10 each, and advance payment Is required. Shirts may be picked up in the TWU Student Center or UNT University Union, once they come in or at the Organizational Meeting on March 30. These shirts will not be available at kick-off and orders cannot be taken after the day of the event, so please act promptly! Please call if you have any questions: Monica Mender-Grant, TWU Patrick Vasquez, TWU TWU Office of Student Development, 8983626 Zsch Tucker, UNT Richard Gudmundson, UNT UNT Student Activities Center, 886.3807 Please return to: Student Government Office (loom 20e TWU Office of Student Development Room 422 UNT Student Activities Center OrganizationlIndividual: _ Representative: Phone: Number and sizes needed: Amount paid: Date ordered: O _ , F~ ra AAAOIF6? ti. ' • w • DENTON TEXAS WOMAN'S UNIVERSITY TOGETHERI UNIVER*IEY_.QFb9_ AS CITY OF DENTON' PARTICIPATION FORM INDIVIDUAL ORGANIZATION (if Applicable) Name: Name: Phone Number Contact Person: Phone Number, Number Participating: Please indicate the projects you would prefer to work on: April 1 Clean Up1Fix Up April 6 Civic Leadership Day April 2 Keep Denton Beautiful April 6 Community Wide Canned Food Drive April 3 Senior Citizen Service Projects April 7 Campus Tours • TWUIUNT April 4 Community Wide Clothing Drive April 8 "Just For Kids" Field Day Can you provide any speclai contributions (skills, supplies, equipment, donationslfunds) that would be helpful for DENTON TOGETl Yes No if so, what and/or how much? • If you have tools/materials IENERGY AND ENTHUSIASMII that would be helpful please list type and quantity. ~v If you have any ' Y y questions please call; • • Monica Mendez-Grant, TWU Patrick Vasquez, TWU TWU Office of Student Development, 898.3626 Zach Tucker, UNT Richard Gudmundsen, UNT UNT Student Activities Center, 666.3807 PART/CIPArION FORM DUEArTWU/UNT MARCH to, 19961 AAamre7 ♦ 0 u a~ PHOTOCOPY STRATEGIC POWER SUPPLE' ASSESSMENT N POrM.D FOR CITY OF DENTO ELECTRIC UlnL1TY a APRIL 1995 RMI A • w • • I ,n PURPOSE OF ASSESSMENT ❖ Complete Focused Evaluation Considering ♦ Existing TMPA Contract Alternatives Not Currently Available Within Terms of TMPA Contract Establish a Perspective of Denton's Power Costs Within Today's Competitive Electric Utility Market 1 e • RM/ • a a CHANGING ELECTRIC MARKETPLACE ❖ Restructuring Is Creating New Power Supply Opportunities ❖ Market-Based Pricing vs. Cost-Based Pricing i Access to Wider Range of Power Supplies ❖ Places Considerable Pressure on Utilities with Long=Term High Fixed-Cost Resources a 1 RM I . . • f COMPONENTS OF ASSESSMENT Retrospective Review ) ♦ Compare "Current" Costs Under TMPA Contract with Arrangements Excluding a TMPA Relationship 15-Year Power Supply Option Assessment ♦ Compare Forecasts of 15--Year Costs of TMPA Supply • with Other Regional Power Supply Arrangements RM1 i 0 ssa • • OPTIONS OTHER THAN TMPA •o Native Generation Only Brazos Purchase Only 6 :•TU Wholesale Rate Purchase Only N(,Mve Plus Brazos Purchase E ❖ Native Plus TU Purchase •3 Native Plus Local NUG Purchase ❖ Native Plus Gulf Coast NUG Purchase J KMI • c5 • • r' t Retrospective Assessment 1994 Cost Comparison ? Total Annual Una. '%ost I Case Desorl on MM Oft 11 Options Without TMPA Supply- Native Generation Only ;27.9 $0.033 Brazos Purchase Only $36,7 $0.042 TU Purchase Only 0 Wholesale Rate $44.4 $0.062 Native with Brazos Purchase $29.3 $0.036 Native with TU Purchase 0 Wholesale Rate $31,3 $0,037 Native with NUG - Denton Area Purchase $26.8 $0,030 Native with NUG - Gulf Coast Purchase $27,0 $0.032 • Native with Existing NUQ - Gulf Coast Purchase $27.6 $0,032 TMPA SupWY Mon Ea Case $39.3 $0,00 a • KMI • • _ ra • • j1 V FINDINGS FROM RETRosPECTwE RmEw + Almost All "Options" Are Lower Cost Than TMPA Supply ❖ Cost Differences Range Up to 25-30% ❖ Combinations Involving Native Generation Offered Lowest Costs RMI • • • 15-YEAR POWER SUPPLY OPTION ASSESSMENT ❖ Same Options As In Retrospective Plus ♦ TU Competitive Rate Gibbons Creek With Western Coal ❖ Varying Levels of TMPA Debt from Sale of Gibbons Creek Plant Varying Levels of Proceeds from Sale of Denton's Spencer Plant KMI • c~ • • COMPARISON OF POWER SUPPLY OPTIONS (1995-2009) I 15-Year Cost of Supply - Current $MM With 10096 TMPA Debt With 65•A TMPA Debt Without TMPA 22% of 1.44 billion= 17 milllon 224/e of 940 mllllon = 07 million Dent With Sale of Whh Sale of With Sale of with Bak of Case Description Without Sale of Spencer Units Spencer Unite Without Sale o1 Spencer Unite Spencer Units Without Sale of Spencer Units at 15 MM at $40 MM S ar Unhe at 18 MM at M Spencer Units O Nona Without TMPA Su Native Generation $1,014 $896 $678 On Brazos Purchase $1,144 $1,120 $1,082 $1,026 $1,003 $964 $808 Only TU Purchase Only $1,314 $1,291 $1,263 $1,197 $1,174 $1,135 $979 a Wholesale Rau TU Purchase Only $938 $916 $876 $821 $798 $769 $603 ® Competitive Rate Native with Brazos $1,034 $916 $698 Purchase _ Native with TU Purchase $1,D77 $960 $742 0 Wholesale Rate _ Native with TU Purchase $900 $787 $678 • 0 Competitive Rate _ Native with NUG - $1,009 $892 $674 Denton Area Purchase Native with NUG - $1,048 $931 $713 Gulf Coast Purchase Native with Existing NUR • $1,133 $1,010 $798 Gulf Coast Purchase ® TMPA SuDoN Options Bess Case $968 Western Coal $877 0 Low Fuel ' RMI e • >l COMPARISON OF POWER SUPPLY OrnoNS { 1995-2009} 16-Year Average Unit Cost - Current ftft 5 With 100% TMPA Debt with 85% TMPA Debt 3Wftho#A8ale 22% of 1.44 billion ■ 17 million 22% of minion ■ million with Saba With Sale of with sale of With Sale of t Case Dsecription Without sob of Spenwr Units Spenw Unite Wittaut Sale of Speom Units Spencer Units so"m Units st 0 MM !ts M of .0oncer W at $10 Options Vftotd TMPA Su i Native Generation $0.086 0.058 ;0.044 on K, Brazos Purchase $0,074 $0,072 $0,070 $0.08e $0,086 $0.082 $0.052 only TU Purchase Only $0.085 $0,083 $0.081 $0.077 $0.078 $0.073 $0.083 f 0 Wholesale PA" TU Purchase only $0,060 $0.050 $0.066 $0.063 $0.0A1 $0.049 $0.039 e FW" Native with Brazos $0.068 .089 $0.046 Native with TU Purchase $01u89 $0.082 $0.048 ® I 1 Native with TU Purchase $0.058 $0.051 $0.037 • om e PAft Native with NUG • $0.086 $0.057 $0,043 Denton Area Purchase Native with NUG • $0,067 $0.060 $0.046 Guff Coast Native with 9x1sting NUG - $0.073 $01085 Gulf Coa I Purohase $0,051 i O TfdPA Su o Ions ~ Base Case $0.062 Western Coal $0.068 a L .o RMI • A • r FINDINGS FROM 1 S-~YEAR AssUSMENT i ❖ Assuming Continuation of Gibbons Creek/Native Ownership, j 'TMPA with Western Coal" Low Cost Option ❖ Only 'TU with Competitive Rate" Offered Lower Cost Projections ♦ Assumes Longer Than 5-Year Term * "Native with TU Purchase" Equivalent to 'TU Purchase • Only" with Sale of Spencer Plant ® ❖'TMPA with Western Coal" Option Typically 20-30% Higher Than Options Assuming No TMPA Participation RMI • ca e • STRATEGIC ASSESSMENT CONCLUSIONS f i ❖ TMPA Power Cost Places Denton at Disadvantage in Competitive Market 1 Future Competitive Problem Could Worsen with Increased Introduction of Market-B&3ed Prlcing ❖ Value of Spencer Plant ♦ Under TMPA Contract; Is Power Cost Liability ♦ Without TMPA Contrad: Provisions; Value Is Greater As Generating Resource Than Value of Sale Proceeds • •3 Future Competitive Problems Could Contribute to TMPA Debt Repayment Problems • ❖ All Actions Should Be Taken to Reduce Future Power Cost • Within TMPA Arrangement RMI - o • ra e • 9 TMPA STRATEGIC INITIATIVES i ❖ Modify TMPA Contract to Allow Greater Flexibility with Native Generation ❖ Take Immediate Steps to Reduce TMPA O&M and Administrative Costs Explore Options for Gibbons Creek • ♦ Conversion to Western Coal ♦ Contract Plant Operations I ® ♦ Sale Opportunities • New Relationships with Power Suppliers RMI • o • G] • • r DENTON STRATEGIC INITIATIVES ❖ Actively Contribute to TMPA Contract Revisions i ♦ Participate in Actions Being Considered • Evaluate Impact of Proposed Actions Actively Participate in Assessment of Gibbons Creek Options • Insist on Consideration of Wide Range of Options • fuel Supply Conversion • Contract O&M Services f • Sale of Generation Assets • ♦ Evaluate Impact of Proposed Actions t • RMl I i . • 4 . • ca • • DENTON STRATEGIC 1NITIATIM (ConrrMM) Continue Assessment of Alternatives to Improve Spencer Plant Performance and Increase Capability ♦ Au'ditional Detail Repowering Reviews ♦ Investigate Developer Participation in Repowerin g I ❖ Continue Evaluation of Potential Purchase Power • Opportunities Developing in Competitive Marketplace ❖ Consider Demand-Side Options within Revised TMPA . Framework RMI • a _w • • RECOMMENDED APPROACH DENTON POWER SUPPLY PLANNING ❖ Assuming Greater Flexibility In TMPA Contract, Develop Power Supply Plan Considering ♦ Revised Plan for Gibbons Creek Unit ♦ Additional Evaluation of Spencer Unit Repowering and Upgrades • ♦ Revised Opportunities with TMPA Members 4 Power Purchases Opportunities • RM1 - • c, • 15-Year Expansion Plan a FlacaI Year 1996 - 1999 2006-~"2008 _ ' rRoserNye -V - - 204,947 228,852 284,471 - 27i,329 margin at i - - - - - 30,742 34,028 - 39,671 40,898 Requirement 235,68260,880 _ 3,12 312,029 city 248600 287800 297850j--- 338,850 k Capacity Ratlna ----26 000 26,000 Unit2 ---iLO _ Unit59,000 59,000 59,0 00 61,000 61,000 81,000 Repowered Unit 1 60,300 50,50,300 -Repowred Unlt 2 5Q,300 50,300 50,3 New Simple Cycle Unit 41,000 5 00 Combined Cycle Upgrade 1 250 , t j New Simple Cyea 41 000 • ® - TotalAdditlonal0en'eratlor 77800 118,600 128,850 189,850 KM! HIM ! O 0 ,t CITY or, sA"N" oN . 9QLIU'M, AS TB MASTBR PLAN ADVISORY COMWITEE Cs:',,1 i!j MUNICIPAL SOLID WASTE NMSTER PLAN 1t 1 14-OR DENTON, TEXAS c 1 t;r yi$ v x { E;March b?" ' • O 1 °DWIc.t«t to QuWlty %Mc4" • • 1 MUNICIPAL SOLID WASTE MASTER PLAN REPORT t Prepared For Denton City Council Prepared By Solid Waste Master Plan Advisory Committee I • 1 Maeh,1995 ......r..re......... ' . ~........rr:dai~ilfil Pi.:-ihP•,.... gfu , VSN s~} I }I: t s r~ e MUNICIPAL SOLID WASTE PLAN FOR DENTON, TEXAS 1995 Table of Contents Page Preface . . . . . . . . . . . . . . . . . . . . . . . . i Executive Summary . . . . . . . . . . . . . . . . . . . . 1 . I Background . . . . . . . . . . . . . . . . . . . . . . . 5 State Planning initiative . . . . . . . . . . . . . . . 6 Regional Planning initiative . . . . . . . . . . . . . . S r Solid Waste Generation Rates . . . . . . . . . . . . . . 10 1. Fy 94 Municipal solid Waste Management Activities 14 Solid Waste N.pste.C Plan Development. . . . . . . . . . . 17 Recommandations . . . . . . . . . . . . . . . . . . . . . 72 Financial Impact 28 b Conclusion . . . . . . . . . . . . . . . . . . . . . . . 33 Glossary of Terms . . . . . . . . . . . . . . . . . . . . 34 Table of Appendices . . . . . . . . . . . . . . . . . . . 40 b ~ e e 'II I v • • 'S PREFACE The Denton City Council and the Public Utility Board have long recognized the urgency and the need for community supported solid waste management programs. Through Council directed efforts in 1988, the Solid Waste Advisory Committee (SWAG) was established to evaluate various aspects of the City's solid waste operation. in 1992, the Denton Area Solid Waste Technical Committee (PASWTC) studied solid waste issues and made recommendations based on immediate need as well as future alternatives. The recommendations from these initiatives have, to a large degree, influenced and shaped the City's current solid waste programs. The key ingredient that is needed to facilitate a more integrated approach in the management of our solid waste is the I development of a long range plan or road map. Solid waste planning has been initiated at both the state and regional levels of government.. Existing Texas Natural Resource Conservation Commission (TNRCC) regulations (Subchapter 0) indicate that a local planning initiative may be required in the near future. Public participation in the local plans must be an integral part of the process for the plan to be approved by the TNRCC. In an effort to facilitate the development of a comprehensive solid waste management plan, the City Council and the Public Utilities Board have committed to providing the leadership and resources necessary to identify and develop short and long-term solid waste management strategies for the Denton community. The City Council anticipates the benefits of a comprehensive planning process will result in cost-effective management of the community's solid waste, provide for the conservation of natural resources and energy, improvements in air and crater quality and compliance with • state and federal regulations. i ~ i • c,t 0 E ,no. Denton City Council, with assistance from the Public Utilities Board (PUB), directed the City staff to initiate a community developed and supported Solid Waste Management Plan (SWMP). Phe SWMP was developed utilizing a community advisory i committee, chaired by City staff, with reporting responsibilities to the Public Utilities Board and City Council. The Solid Waste Master Plan Advisory Committee (Committee) consisted of 21 members representing a cross section of the Denton community,, TABLE 1 SOLID WASTE MASTER PLAN ADVISORY COMMITTEE EBERTATtG~--~ COMINIENTS CITY OF DOM t. Rblic LMkb s Bowd Bob Coplen PUB 2.RWicUt1WaBowd U1114 cuk* PUS 3. StW HvAard i CHAIRMAN 4. Slats Chwile Weft" 6, Redder" Aeon Se" Msk Chow S. Rerdstal Joys Pods DASWfC Mow Smith 7. Resoff"lal Leortsd Hweng Flsold Pwry S. Reeldwttlal Doug Ebersole in" Col! AND 11 FRAIL 9. Buetrtees Alan MoMWst B*w amck ' 10.8USInsee Dale Brwelrn DASWTC Jack M11w 111kniness Al Stertzd SWAG Bob CesidxM 12L wuereity d North Teens Ken Dickson DASWfC CO-CHAIWAAN 13.Tatos Woman's tkkNs ty Hsry Meeuwasn DASWfC 14,Dweon ISO Mike Eubwik 15.Dwnon ISO Dean k thay 10,Den High Sdiod Student Enka Rwge 17.Dwftn County Govemmwtt Dan Hill County Camtr"Orlw 1 B.Uppw Trinity RWD Tan Taylor Ger wal Mwrpw - i 19.Chwnbw of C:ommerty Anne Fay F j. 20.Denton Pxteneion AWt John Cooper DASWfC A 91 Denton Record Chronicle KrleCower l___. _ 1 1__~___.t_ • • DASWFC- Derrmn aea golld Waste fiechnt--committee { "SWAG - Solid waste Aclowy! Comm ttee - P ru CW,W MI"WM)AC,WW L 1. t- w • In general, the Denton Solid Waste Management Plan (Plan) examines the municipal solid waste (MSW) stream; evaluates existing waste management practices; assesses community needs; identifies short and long-range management alternatives; coordinates the local solid waste activities with regional and state initiatives; and recommends a plan of action to encourage and ' achieve a greater degree of waste minimization, recycling and resource recovery management strategies. The Plan is structured to identify solid waste management activities over a period of 20 years. Specific details and implementation activities are identified and presented in a short- range planning ppriod, (1-5 yrs), with less detailed information for the intermediate planning period (6.10 yrs) and general information or conceptual planning for the long range (11-20 yrs) planning period. It is anticipated that this plan would require updating approximately every three to five years. The Committee identified siveral guiding principals that ware utilized in evaluating the various solid waste management alternatives. These principals included the following: o costs Every aspect of the recommended Plan should he evaluated with a goal of minimizing costs to Denton residents and businesses. ) 1 o Flexibility • The recommended Plan while charting a course for solid waste management should maintain flexibility to capitalize on emerging opportunities and technologies. i t: ..._.a......~...««+....-r.... , ~ «r.w.rr+-.r ctrl. r..n ,0 o • • o Economic Development opportunities The Plan should include elements which turn solid waetes into resources of value and provide economic development opportunities. ~f o Risk The Plan should strive to minimize financial, human, and environmental risk to the community. o Educational Opportunities Solid waste management in Denton should provide educational [E opportunities to students (public, private, college and [ university). o Environmental Stewardship The Plan should minimize the impact of Denton's solid waste on the environment and public health. I{ ' The Committee began the process of Plan development. on {1 February 3, 1994, and met twice per month for approximately one year. The recommendations presented in this report are the result II of many hours of work on the Committee's behalf, The Committee has ~ • been successful in taking a very complex issue and developing a i solid waste management plan that addresses the Denton CityI ? Council's goals in a conservative, cost effective and environment.aliy sound manner.. 1 IV ~C - f )FffJl di- I ;111 • h- m • EXECUTIVE SUMMARY In January 1999, the Denton City Council and the Public Utilities Board directed the City ntaff to initiate a community- developed and supported Solid Waste Management Plan (Plan). To this end, the Solid Waste Master Plan Advisory Committee !Committee), ■ composed of citizens representing a cross section of the Denton f community, began deliberations in February 1999 to develop such a Plan. The recommendations developed by the Committee and contained in the Plan attempt to take a very complex issue and enable the Denton community to conservatively address waste reduction goals and objectives in a cost-effective and environmentally sound manner. The Plan examines the municipal sola.d waste stream, evaluates existing waste management practices, assesses community needs, identifies short and long-range management alternatives, coordinates the local solid waste activities with regional and state initiatives, and recommends a plan of action to encourage and achieve a greater degree of waste minimization, recycling and resource recovery. 1 The Plan was developed based on a goal of 50% solid waste diversion from the landfill by the year 2005. This goal is compatible with both the State and Regional waste reduction objectives. The recommended Plan achieves a 50% waste diversion on an incremental basis, designed to minimize costs and associated risk, maximize environmental stewardship and encourage economic • develo;ment and educational opportunities. By utilizing an incremental approach, the Plan also permits flexibility and control, The Plan accomplishes this by phasing in new programs that target the most profitable recycling components of the waste stream with the greatest diversion potential.. This phasing ® approach results in a gradual increase in customer rates that • 1 • w • allows the community to adjust from the current costs associated with landfilling to the higher costs of recycling. The Plan recommended by the Committee to the Public Utilities Hoard and the City Council includes program strategies for public education, source re-uction, composting, recycl.inO, and landfilling. The Committee's recommendations expand on the existing programs that promote public awareness of solid waste issues but also include new initiatives such as the development of educational and research cooperatives. Source reduction recommendations support changes in customer purchases, product use , and waste management practices. the Plan continues to support the 1 separate collection of residential yard wastes and the development of a composting facility for the beneficial reuse of wastewater biosolids. The proposed residential recycling programs include a combination of the recycling drop•ofE centers and a curbside collection of newspaper, with possible expansion into other recyclable products as favorable markets develop. The recommendations include commercial recycling programs that target I the high profit portions of the waste stream, primarily cardboard and paper, for processing and marketing. The plan recommends the fl development of an Intermediate Processing Center (IPC) by 1998, I99 which adds the ability to separate and process a variety of recyclable materials collected by the residential and commercial programs. The Plan considers expansion of the IPC to a more )t complete Material Recovery Facility (MRF) by the year 2005. At this time, the separate collection of recyclable materials would be discontinued and a?l solid waste could be commingled for i4 0 collection, except those products with high market value. The Plan also recognizes that the cost effective implementation of these various waste management strategies are based on the successful completion of the landfill expansion by early 1997. • A variety of associated opportunities are recommended in the R • • Plan. Closely associated with the development of the IPC, the MRF 2 • r f and the landfill expansion is the opportunity to encourage the development of recycle material manufacturing fa^ilities and other economic development interests. other opportunities identified in the Plan include research and educational facility cooperatives, Regionalization opportunities and the possible benefit were also explored by the Committee and are reflected in the Plan. In an effort to clearly identify the impact of the various management alternatives on the Denton solid waste customer, the Committee devoted a great deal of time developing program costs and studying the financial impact of the various management alternatives before proposing their recommendations. The Information which formed the basis of the Plan was collected from t a variety of sources, including an engineering study commissioned by the Committee to develop costs of specific recycling program + options. The various management alternatives considered by the Committee were evaluated and the financial. impact was summarized ('."able 4 page 21,. Based on this evaluation, the Committee sclerted a management alternative and then began to "fine tune" the various program elements, resulting in program costs that were then programmed by City staff into corresponding rates required to support the selected management alternative and recommended strategies. f The costs of implementing the recommended activities in the Plan from 1995 to 2004 result in an increase in residential solid waste disposal rates from $12.00 per month in 1995 to $14.00 per month in 1997 and to $16.40 per month by the year 2004 The average • commercial rate is projected to increase from $7.33.45 in 1995 to $160,53 in 1997, and to $235,41 by the year 2004. Coa„truction of a MRF in 2005 will require a projected increase in residential rates from $16.40 per month in 2004 to ' j e $17.95 per month in 2005 and to $25.70 by the Y year 2015. The average commercial rate is projected to increase from $235.41 per 3 i r- - • f- ~ • r t month in 2004 to $244.71 per month in 2005 and increase to $264.88 E~ per month by the year 2015. Because of the complexity of the II financial evaluation, a more detailed explanation of the cost is +i provided in the Pinancial Impact Section 28 of the report. It is Ii the consensus of the Committee that the actual rate increases may I~ be less than those presented in the report because expected improvements in technology should reduce the cost of recycling plus the revenue estimates used for recycled materials was fairly modest. Because the Plan is structured to identify solid waste management strategies over a period of twenty years, the Committee strongly recommends that the Plan be reviewed and reanalyzed every three to five years. This review should consider changes in waste# management technologies as well as changes in the community's needs. The Plan could be appropriately revised prior to major program commitments based upon the economic conditions of the times. The Committee specifically recommends that the Plan and associated financial analysis be reviewed prior to implementation of a MRF. The Committee believes that the Plan offers an integrated approach providing a comprehensive, yet flexible, long-range plan for the management: of our solid waste. The Plan incorporates a solid waste management system which facilitates recovery of recycled materials, minimizes the environmental impacts of solid waste disposal, achieves the state, regional and lc;.al goals of 50% waste reduction, develops opportunities for economic development and education and extends the life of the Denton landfill by approximately 10 years if fully implemented. The Committee commends the Denton City Council and the Public Utilities Board for recognizing the urgency and need for a comprehensive, community- support.ed solid waste management program, The Committee believes • the Plan addresses that need and, therefore, recommends its 14 • • adopLion. f 4 iii ~ W • t SOLID WASTE MANAGEMENT PLANNING FOR THE DENTON COMMUNITY BACRGROrIND 1 In 1991, Texas reported disposing of almost 20 million tons of j solid waste in 632 municipal solid waste landfills. By the end of r 1991, 100 of these landfills had closed and 136 were reported as t inactive, leaving about 400 active site, Because of the rising cost for disposal as a result of Subtitle D regulations, only 228 landfills are projected to be in operation by 1995. Per capita generation of municipal solid waste has increased from 2.7 pounds per person per day in 1960 to 6.3 pounds per person per day in 1994. Par Capita Disposal •ais ter MNW LamM im Tarr PWOM Togo Tort/ Porn Owt Year iboi"d PopiWw Ponawyaw po"M l ay Lmss 1991 19,677,796 17,349,000 1.14 625 1992 21,673,661 17,655,650 1.23 6.74 7.8 1993 021,879,147 17,958,512 1.22 6.68 6.9 I 1994 '20,808,634 18,286,827 1.14 6.24 0 lover. ~r Qrr - Twir tern D.e. cwr. Df*arl ar • TNRCC Arrel >*rWly lte~om wd Vewab, ~ het TWIM gewwdy fw r". earl h dkY ""M fW 1M7 we as rt *ON*" rWar fw IM wN M wwrrd by wrly 1995. ww.ra slew 1991 dAly pr ogie dupers me. It is evident that the increase In generation ra~.es and • conventional disposal methods of mi :,Apal solid waste cannot be sustained using currant management practices. Clearly, a more integrated, comprehensive approach to solid waste management must be implemented to address these issues. State, regional and local entities involved in the solid waste industry have initiated or • completed long range, comprehensive solid waste management plans to • r begin to address these concerns. 5 w • r STATE PLANNING INITIATIVES The Texas Natural Resource Conservation Commission (TNRCC) has recently published a draft of `.he first comprehensive state plan for the management of municipal solid waste (MSW)(October, 1994). All elements of the plan are supportive of the hierarchies of preferred management methods for MSW and municipal sludge, established by the Texas Solid Waste Disposal Act (TSWDA), as 1 outlined below. For municipal solid waste, riot including sludge, the following are preferred, in the order .listed: o Source reduction and waste minimization o Reuse or recycling of waste o Treatment to destroy or process waste to recover energy or other beneficial resources, if the treatment does not threaten public health, safety, or the environment o Land disposal For municipal sludge, the following methods are preferred, in I the order listed- 0 Source reduction and minimization of sludge production and concentrations of heavy metals and other toxins in { sludge o Treatment of sludge to reduce pathogens and recover energy, produce beneficial byproducts, or reduce the • quantity of sludge Marketing and distribution of sludge and sludge products, if the marketing and distribution do not threaten public health, safety, or the environment • o Applying sludge to land for beneficial use o [,and treatment I ` o Landfilling 6 i rf f - a • The plan includes ten major goals and a number of specific objectives pertaining to each goal. These goals and objectives j were deve"oped to assist the Legislature, TNRCC and other state agencies, local governments and other entities in managing MSW in Texas. The major goals identified in the Municipal Solid Waste Plan For Texas are outlined below. MUNICIPAL SOLID WASTE GOALS FOR TEXAS o Reduce the amount of waste disposed in MSW landfilla by 40% by the year 2000, using 1992 landfill disposal tonnages as a base, and accounting for changes in pupulation, import and export of solid waste, and other factors. o Maintain 15 to 20 years of disposal capacity for the state, considering the effects of waste reductions and other factors on disposal. o Ensure that adequate collection and transportation services are provided to all residents of the state. 1 o Decrease by at least SO% the Illegal dumping and littering of WSW in Tea. by 1 the year 2000. o Identify and document, by the year 2000, all remaining major old NSW landfills, rank those landfills according to risk and begin corrective action at those posing a substantial risk to public health and the environment. E o Ensure that solid waste management activities in the state are conducted in the most efficient manner, through regional planning and coordination. o Ensure the provision of convenient, economical, and efficient solid waste management services in the border area, along with reducing or eliminating the illegal or improper disposal of solid waste along the border, o Achieve equity and Jvitics in the Biting, regulation, enforcement, and • operation of MSW facilities ind activicies in the state. o Adequately manage wastes needing special treatment and consideration in an environmentally-sound manner. i o Ensure appropriate funding for a comprehensive MSW program. 7 0 , I} Y' • s REGIONAL PLANNING INITIATIVES The Regional. Solid Waste Management Plan For North Central. Texas was adopted by the North Central Texas Council of Governments Executive Board in October 1992. This plan is the first document in this region which addresses the complex common solid waste management issues facing the NCTCOG region, and its many members. The Plan offers: o a descriptive basis of information to help local governments deal with specific needs through local plans o a set of strategies for addressing common regional problems in solid waste management and for promoting coordinated approaches f o a framework for a continuing regional approach in evaluating solid waste management issues in upcoming years This plan is organized into six strategies, each addressing a key objective for integrated solid waste management. I o Minimizing Household Trash o Minimizing Apartment and Commercial Trash o Expanding Recycling Markets o Assuring Treatment and Disposal Capacity o Stopping Illegal Dumping • o Coordinating State, Regional, and Local Solid waste • • Management 9 yy, r f While the regional solid waste plan effectively outline goals for the coordination of local solid waste management activities in this region, it does not restrict or dictate a particular planning approach for the local entities. The plan is written with enough flexibility to accommodate a wide range of options available to the City of Denton with regard to solid waste management. MAJOR GOALS AND RECOMEMATIONS OF THE REGION 0 Establish waste reduction and recycling programs aimed at major solid waste generators and the most voluminous items typically found in the waste stream. e Ensure adepuate treatment and dlspvsal capacity in the region. o Encourage innovative solid waste management technologies. o Expand recycling markets in the region, particularly through promotion of cooperative recycling markets. o Enhance public awareness and educational efforts. 0 Develop public/private partnerships in solid waste management. o Improve coord.tnation between state, regional, and local solid waste management entities. 0 Control illegal dumping and litteeing. o Provide more aggressive environmental enforcement measures. o Encourage subregional and local solid waste management planning efforts. 9 • • SOLID WASTE GENERATION RATES Population and economic conditions are primary factors in the volume of MSW generated. The population in the Denton area is expected to grow from 69,871 to 116,837 during the 20 year solid waste master planning period (1995 • 2015). This represents a 67 + percent increase in the population over the planning period and II equates to an average 2.6 percent increase per year. I 1994 UTILITY FORECAST YEAR FORECAST % ANNUAL 10 YEAR POPULATION aROWtH RATE OROWrH RATE 1960 26844 2.32 1970 80874 4.04 4.04 1960 48083 1.89 1.69 I 1990 66270 3.26 3.26 i 1~1 66470 0.30 1992 66000 0.65 1993 87350 0.78 1998 69871 2,05 1996 71631 2.52 1997 13480 2.68 I 1096 75397 2.61 f 1899 77385 2,81 2000 70384 2,61 1.02 200t 81456 2.01 2002 83582 2.81 J1 2003 85785 2.81 2004 68002 2.61 2M 90239 2,61 2008 9205e 2.61 2007 95074 2.61 2008 97655 2.61 2009 100102 2.61 2010 102714 2.81 2.01 2011 105395 2.81 2012 108146 2.61 2013 110088 2,81 • f 1 2014 113M 2.61 i 2015 116837 2.81 1 2016 11088e 2.e1 2017 123018 2.61 J 12016 128220 2.61 ` 2010 129520 2.61 -132901 2.61 2.61 J 10 1 _ itr • .f g, l~ r li r Economic conditions have direct effects on solid waste management systems, because they may affect the population and because of the solid waste variables associated with economic ij activity. According to the May 1994 "Texas Regional outlook", issued by the Texas Comptroller of Public Accounts, the economic outlook for Texas indicates continued increases in economic growth ` in the state through the 19901s. f Based on anticipated population growth and economic cycles, projected solid waste disposal. rates are expected to increase from 529,000 cubic yards per year (gate yards) in 1995 to 84:,000 cubic yards per year (gate yards) by the year 2015. With fifteen (15) percent of the landfill waste coming from outside of the Denton community, Denton's per capita solid waste generation equates to approximately 6.7 lbs. of solid waste per day (1 cubic yard equals approximately 375 lbs, of solid waste), PROJECTED SOLID WASTE DISPOSAL VOLUME I 1.~ 600 -41 1_:.f-~`~r Pa ia > 400 _ P.... .P..~.-4..,.4 ? 4. ..4 P • ~ p 200 1991 1993 1805 1887 IWW9 2061 2003 2005 2007 2006 2011 2013 2016 (((yyy~ • - - - - --------Year • ~ ~ Residenllat r Commxclal i. Contrecl * Cash ~ Tote) 1.1 ,1Pi 4 r • u, In analyzing MSW stream, the following factors were considcuedt o the total quantity and MSW landfill disposal trends, characterization of MSW by source and wastes stream component o and the net effect of MSW importation (contract and cash customers), i However, detailed information on the MSW characterization and generation amounts is limited, and projected recycling rates still remain difficult to forecast at this time, The majority of the available data pertains to disposal. The majority of MSW generated in the City of Denton comes from commercial sources. In fiscal year 1994, the commercial solid waste represented 53,365 tons or 49,95 percent of the total. For the same period of time, residential solid waste represented 17,342 tons or 16.2% percent, cash and other customers 18,662 tons or. f 17,5% percent and contract customers represented 13,752 cubic yards or 12.9% percent and recycling at 30815 tone or 3.6% percent of the total waste landfilled (See Figure 1). Figure 1 represents an estimate of tha MSW composition in Denton. The largest single component entering the MSW stream is paper products at 56%, followed by plastics at 7.0% and glass at 5.0%, ferrous meta], at 4.0%, and aluminum and yard waste both at • 3%, Household hazardous waste and other special wastes, although having significant potential to adversely affect ;,zivironmental quality, comprises less than 1,0 percent of the total, 12 OWN& t~ FIGURE 2 . ~+.,..,,r -,...,r.,+f.v»rsrrewxn .a: ~:.:,.,i.,..rie .al,~v. rren.. m:•!~+~~+wn;.a~.ar, w1=»...: <y,..,.~..., F 'Y 1994 l'(7.A111l RI I:V. EJ30 i i c': 11 ~ I'Ir':IUf~AI~I 11 I'.,ll: ~ 1 Y! I n I 111 I I 1 9,rdr? 7 1 UIIiF.lt1SI1'411 ,ki_5}g } Iutlltr\Rlr 11.,v.1; tp.:ISS S.S{U 1 1 ;It \S;tS i7. 25,2! Ir O F PRII0[ t \.A 1.11 L2" ` _V UI}I} / 1.1 .11'111. III r9 V ' ,ILL AIlM. ill .1,,10.4 . ..rv.., ♦ .•.r..iur.cnawrau4t`+NWM.+Mti!bNR M/NN~R1!!{MMWkT111f111A101{4LiYMf1Y f • L a. • _ n FISCAL YEAR 1994 MSW MANAGEMENT ACTIVITIES 'The City of Denton Solid Waste Department provides service in four basic areas; Residential, Collection, Commercial Collection, Disposal and Recycling, The Residential Collections Division of the Solid Waste Department providea for manual removal of all trash and rubbish placed at the curb in plastic ' 1gs from the City's 15,499 residential customers. The Division operates seven routes throughout the city. f Residential collections are made in the north section of the City on Mondays and Thursdays while collections in the south section of the City take place on Tuesdays and Fridays. The Division also provides for the collection of residential yard waste on Wednesdays and for the collection of appliances and other large household items within 72 hours of a customer request. During a typical ye- , the Division will make over 1,6 million collections, f The Commercial Collections Division provides for the collection of trash and rubbish from all of the City's 1,600+ commercial, multi family, industrial, and institutional customers. The Division provides front load, side load, and roll-off dumpster, open top, and compactor collections city wide around the clock each and every day. Currently, the Division is servicing over 2,100 dumpsters, 90 permanent open tops and compactors, and 30 temporary open tops. Two of the maintenance workers are employed as a city f wide litter crew primarily to clean up litter that accumulates along roadways, and around commercial refuse containers. I The Disposal Division provides for the operation of the City's • landfill which accepts waste from the City's Residential and Commercial Division collection operations as well as private solid O i waste haulers and the general public. The landfill operates six 14 ~ tre W r days per wer,k irom 7 A.M. to 4 P.M. and from 7 A.M. to 3 P.M. on I Saturdays. The landfill uperatea in compliance with all federal and State environmental regulations under a permit issued by the Texas Natural Resource Conservation Commission (TNRCC). The City of Denton solid waste Landfill has been in operation' since 1985. For the fiscal year 1992-93, the landfill operation disposed of over 450,000 uncompacted cubic yards of solid waste (255,000 compacted cubic yards). At this rate of fill, current estimates indicate that the remaining landfill space (500,000 cubic! yards) will be fully utilized by mid 1997. Because the permitting I and construction activities for the new landfill expansion may require up to three years to complete, the city is moving ahead with plans to expand the existing landfill site. The Recycling Division provides for the implementation and enhancement of the City's recycling program. Currently, the Division provides two multi-materials drop off sites in the north and south sections of the City which accept tin, aluminum, glass, i newspaper, and used oil and oil filters. The Division also I provides 12 newspaper drop off sites, and an office paper collection route which includes all municipal facilities, School District facilities, and Texas Health Enterprises, Recently, the Division has begun to market its ceirdboard recycling program. In addition to providing for the collection and disposal of MSW, the City must also provide disposal of wast.as not normally considered as part of the MSW stream, but which affect MSW 1 • management. Municipal wastewater residuals and spenial wastes are 1 handled in part by the solid waste department, 4 j The process of wastewater treatment produces several solid E, waste products requiring further treatment at,d/or disposal, ® Wastewater screening and grit disposal are currently handled by the j solid waste ~Iepar.tment at the landfill operation, Wastewater 15 1 r ~ _ ep r sludge or biosolida are being processed by the wastewater Treatment Division and are riot landfilled as permitted by the TNRCC. P. portion of the biosr "ds that were initially permitted to be disposed of in the landflL.. are now being further treated to remove pathogens and reduce pollutants. This is currently being accomplished by mixing the materials from our yard waste program with the wastewater biosolida (sludge) and composting the mixture. This continues to be a successful pilot project with substantial public interest in the product. i Other types of waste currently handled on a case by case basis (.hat are routinely encountered In management of solid waste activities include used oil, household hazardous waste, lead-acid batteries and other special wastes (asbestos, medical waste, I petroleum contaminated soil and incinerator ash). Additional information concerning the Solid Waste Department's operating and maintenance costs, capital expenditures, personnel staffing and utility forecast data for fiscal year 1994 may be found in the fallowing documents: City of Denton Annual Program of Services City of Denton Capital improvement Plan City of Denton Comprehensive Annual ainancial. Report Denton Municipal Utilities 1994 Forecast These do(.,uments are revised each year during the budgeting • process and are approved by the Denton City Council prior to the beginning of each fiscal year. These documents may be reviewed by the general public upon request. 16 1 • • . SOLID WASTE MASTEn PLAN DEVELOPMENT After extensive review of the current solid waste operation, operating budget expenditures, capital, improvement plan projections and projected rate and revenue requirements, the Soiid Waste Master Plan Advisory Committee (Committee) established waste diversion goa1z; to guide staff through the development of various program alternatives. Each management alternative was reviewed by the committee, looking closely at waste diversion rates, capital and operating costs, recycle market availability, affect on landfill utilization and the rage and revenue increase required to support the programs. Table 2 Identifies the various alternatives and the programs that. the committee evaluated. I High and low waste diversion ranges were developed for each alternative based on the various program components (See Table 3). Disposal volumes were eutablished based on the projected diversion ! rates of each option, The impact on landfill space utilization and corresponding capital, and operation and maintenance costs were based on the projected disposal rates, in addition, material sales revenues for each alternative were developed based on a two (2) and a five (5) percent per year increase In recyclable material product. I sales over the planning period. The committee develooed program costs for each management option by conLract ng with an engineering firm with experience in design and ronstruction of solid waste recycling facilities. • Program costs were then programmed into a long range financial proforma and the various program costs were projected over the 20 Year master plannlrg period. Un•util.ized landfill space was identified in each alternative and a per acre value was developed f based on projected land prices, landfill design and permitting • ! costs and closure/post closure expenditures. The cost per acre was • • ,r 17 0 0 e w e TABLE 2 SOLID WASTE PROGRAM ALTERNATIVES , YEAR OF PROGRAM OPTIONS IMPLEMENTATION ALTERNATIVE 1 Compostinq 1995 Public Information/source Reduction 1996 Landfill. 1997 Tntermediate Procenning center 1998 81oe daq collori.ion 1998 Materials Recovery Facility 2005 ALTERNATIVE 2 Composting 1995 Public Information/Source Reduction 1996 Landfill 1997 Household Hazardous Waste Collection 1998 Refuse Derived Fuel Facility 1998 s ALTERNATIVE 3 } Composting 1995 Public Information/Source Reduction 1996 Landfill 19911 Materials Recovery Facility 1998 ALTERNATIVE 4 cumposting 1995 ( Public Information/source Reduction 1996 t Landfill 1997 Materials Recovery Facility 2000 ALTERNATIVE 5 (NO nk.W PROORUesl Recycle Centers 1994 Composting 1995 Landfill 1997 ALTERNATIVE 6 !i Composting 1995 Public Information/Source Reduction 1996 Hlus Rag Collection 1998 fff FW PILkup Ix weak Racyclo PICKUP Ix weak araee/Rruah PlckuP Ik weak Intermediate Procenaino Center 1998 j{ ALTERNATIVE 7 Composting 1995 Public Information/Sov ce Reduction 1996 Somi.Autnmated Recyalatil.n Collection 1996 FW Pickup 2x wank Rw:ycla Pickup 2x month araee/Hrvah Pickup Ix weak Landfill 1997 Intermediato Processing Center 2000 e RECOMMENDED ALrTRRNATIVE 8 Composting 1995 Public Information/Source Reduction 1996 .Direct Haul Newspaper/Corrugated/Office Paper 1996 NW Pickup 2x wank, oxenpl. only Ix weak nn 44cycla Pickup Nook R4aycln Plrkup Ix eyory ) veoke (40154/atUoh Plnkul) 1x weak Landfill 1997 Intermediate Processing Center 1998 e RW plckVl', ix wank , ".ecycok Pickup lx weak e e araee/Ilruo, Pickup Ix ~rnek r. Materials Recovery Facility 2005 7fi 18 i • o • hand, TABLE 3 WAM DIVEM M RATE RANWS a Wftb Mwslon Rd$* py LOW EMImM: 1.0% HIS, EGO 8.0% ! woo* DA rake Rdss N Law EMInwY► 2.0% i IOgr,E.pmw 60% i V MM OA MIon Rdn 1!y LOW Eaftda 8.0% High "hwie 1010% Low Es*roWo 6.0% HVi EMhob 16.0% i WsM~ DAwWon Rdu (!y ~ _....u LOW E.M4ndr 30.0% High DO 50.0% wew. DAaslal Rdn by i. LvvFO"W 6010% i 1 ))I 19 •9'^!".. ! ~ r ~r~.rM1~.-~L~IY i '1y :IF• i S 1 ' ' i rZ {1 F,t ~i: lt'J{,~~~1h;r~~, • w • applied to the un-utilizod landfill acreage for each alternative in order to determine the net value of the remaining site. By Identifying the revenues and expenses and the remaining landfill val.u c -t the end of the planning period for each alternative, the net program expenses were calculated and summarized in Table 4, I Column F. The Solid Waste Scenario Summary table identifies the net li program expense of each alternative. Column "All is the protected total expense for the planning period. Column "B" estimatos the anticipated program revenue from material sales. Column "C" identifies the amount of landfill space required for each l alternative. Columns "D" and "E" identify the amount of landfill space remaining and the value of the unutil.ized landfill area, respectively. The net expenses, Column "F", were developed by taking total accrual expenses (Column A), and subtracting the program .revenues (Column B) and the remaining landfill value, (Column "E"). i~ During the course of the mester planning activities, a number of entities met with the committee to discuss developing plans for recycling opportunities in the Dallas/Ft Worth metroplex area. Most of the recycling entities addressing the committee werci If targeting the Dallas/Ft Worth 635/135E corridor for their facility IJ locations, Denton's participation in these regional facilitlus is adversely affected by transportation costs. The committee also evaluated regional participation possibilities in the Denton area and north up the 135 corridor and addressed the financial impacts • of regional disposal at the Denton landfill on internal customer rates. 20 • cv TABLE 4 - 9bl:lb VJliBYt 66EkAFf16AUNIAIARV hl CaWmn lraaf A 9 C C F r I rOk~ funnW 165 - 0 1106.00 r b A (e ♦ F) {Planning Period 1906 - 2016'1 Accrual Program Landfill Landfill Landfli Nat Expense Revenue Required Remalning Value Expense MIIAon)---- Mllllonj Acres MlRlon) Mllllon~... Ahera614Ya ♦1 ,__•,blue_MagPC.(SW tat euR) lr 1996, 14AN In 2003 Low (2% Revenue) $324.94 $,,:.Ot 46 109 $11.88 {287.29 High (3% Revenue) {206.28 7'.9 27 128 $19.88 $223.82 Low (2% Revenue) $362.73 43a.70 20 129 $13.79 $330,24 Nigh (6% Revenue) $360.78 $55.76 8 147 $15.7t $309.1111 AlletnplYe I3 MAP la 199! I.ow (2% Revenue) $332.09 $34.84 44 111 $11.67 $286.88 Nigh (6% Revenue) $313.49 $70.80 21 134 $14.32 $226,48 Allenath+e /4 MAP it 2000 Low (2% Revenue) $333.70 $31.06 46 110 411.78 $200.09 High (6% Revenue) $313.67 $86.29 23 132 $14.11 $233117 W!!(Ne._~.h'1V!a!!!~.._.-_.__._ Status Quo (2% Revenue) $180.73 $0.50 BD of $10.20 $169.97 Regional Approach $t03.68 $10.92 87 88 $9.41 $167.28 Allerutirs, f6 9fw Vii,{9W 1s reo1~111'C Ir 199l. _ , Low (2% Revenue) $247.61 $27.68 47 106 $11,64 $206.60 Regional Approach 4260.63 $44.14 86 100 $10.89 $206.60 ~ AIler6rltive /7 . _ Seal Arlo Reerale Colleotba ~t19Y ?t 16eet), il'C l~ 1A00 Low (2% Revenue) $244.72 $27.27 46 107 $11.44 $200.01 ReglonalApproach $267.89 $43166 88 100 $10.60 $203.34 • Itewafwded AlterrldRec3ela [Nreul t4a1,1PC Ia t992f,.Milp_la 2UD3 _ _ { E Low (2% Revenue) $324.13 $48,49 37 118 $12.81 $263.02 Regional Approach $366.13 $94.59 40 100 $11.33 $280.21 land Yalw INA04 Dwokpmrnl Coob 011.00 MW CoarAma COSA" c"WO • IM'"o Port cwo . "SAW e • • IR.Rt4111eUW11NMBM 21 _ ..aa..~wr'r. 1 ~ w. YiY MYIY. DIY":• Wir n._. • ca • RECOMMENDATIONS k The Committee recommends the following goals and objectives to the Denton Public Util.itJes Hoard and the Denton City Council, # These recommendations are intended to provide general guidance to i the City of Denton in the development of an Integrated Solid Waste Management Plan for the Denton community, M The primary component that is key to the development of a cost effective solid waste management system, is the completion of the landfill expansion project. The following are all based on the i successful completion of the solid waste landfill expansion by early 1997, in addition to the successful expansion of the existing landfill site, the major facility components of the recommended plan include the construction of an Intermediate Processing center (IPC) followed by the expansion of the IPC to a Materials Recovery Facility (MRF). The facility design of an IPC is recommended for fiscal year 1996, followed by construction in fiscal year 1997, with facility operation beginning early in FY 1999. The IPC process lines and equipment would target commercial cardboard, office paper products, and recyclable products collected from the residential curbside program. Materials processed through this facility would be collected separately from regular municipal solid waste (recyclable products not mixed with regular solid waste or "clean"), • The IPC would be expanded in the year 2005 to a Material Recovery Facility (MRF), The MRF facility would be designed to handle co-mingled waste (recyclable products plus regular solid waste mixed together or "dirty") from both commercial and ) residential collections, The residential curbside and associated • recycling center programs would be discontinued and all residential • and commercial co-mingled waste would be diverted to this facility, 22 f ~.a~.-...T.., ..1~ 1 • 7,IY.NWN.InM11lYW.. Y:Y. • • At. this time, only commercial recycle products of high quality and associated value would be collected and processed separately. Based on the proposed technology, Denton's waste diversion rates would be expected: Year % Diversion , 1995 10% 2000 254 2005 454 2010 504 2015 554 For the overall solid waste program to be successful, other associated program components are recommended to compliment the major facility development. These include a variety of public education programs, waste reduction activities, educational and institutional cooperatives and product marketing and distribution initiatives, The following recommendations address a number of important activities that should be incorporated into a successful integrated solid waste management plan. I& 23 ..«u...w.....w~...1.M. 1 ~ w~ww4... Ib k'WYw.. '111 ,~r ti~~ 1 P~a411~ ,p • , f! ! t x.41 Ct~t}1~4,~~M Ic~) ~N t~" a ~1~~y~1 ~~S ` . ~~~~1~ 1~`~ • • YEAR OF IxPLENENTATION DESCRIPTION Educational and Institutional Recommendations 1996 Develop and implement n-,olic education programs that promote solid waste master plan awareness, residential and commercial. recycling awareness, and proper solid waste disposal education. 1997 Develop and distribute educational materials to elementary and secondary classroom, develop and provide presentation programs on recycling and waste reduction activities, I 1998 Develop education and research cooperatives with the universities. Waste Reduction Recommendations 1995 Support and encourage Clean Texas 2000 Program by providing a broad range of activities including) provide information and promote workshops in backyard composting, yard mulching technics and other residential waste minimization programs) provide technical guidance on proper disposal of hazardous household waste, motor oil, tires, and medical wastes. i • 1995 Continue financial support for programs such as, Recycle Denton, Keep Denton Beautiful, Don't Bag It, Adopt A Spot, and Spread the word.., Not the Waste. i 24 • - or • Y YEAR OF ' f IMPLEMENTATION DESCRIPTION Residential Program Recommendations 1995 Continue the current program for the collection of used f oil at the recycling centers, 1996 Consider the implementation of a curbside collection program for newspaper once every two weeks with expansion r into other residential recyclable materials as collection and material marketing capabilities develop, 1996 Maintain the current recycling centers for the collection of all recyclable materials not collected in the curbside program. 1996 Consider the reduction of regular solid waste collection from two times per week to one time per week on the weeks that recyclable products are collected, 1996 Continue the separate collection of yard waste utilizing a flat monthly charge for all waste except yard waste in excess of 6 cubic yards. Commercial Program Recommendations 1996 Target paper products from the commercial and industrial sources for the Intermediate Processing Center (IPC) development, concentrating on those products that provide the largest waste volume reduction and the highest market profit, 1996-2010 Encourage the development of recyclable material • • manufacturing facilities on landfill property, 25 I s r ! t YE" OF IMPLEMENTATION DESCRIPTION Special Waste Recommendations 1995 Develop a cable swap program for the community's recyclable materials. 1996 Provide technical information on the proper handling, f storage, and disposal of special waste (paint, pesticides, herbicides, oil tires, etc,) 1997 Develop the ability to receive, store and charge for proper disposal of special waste from the community on a request basis, Composting Program Recommendations 1995 Proceed with the development of a composting facility utilizing yard waste and wastewater biosolids. 1996 Target available markets for the sale of compost to off set the treatment and processing cost. i Regional Issue Recommendations 1 1995-2010 Evaluate developing regional recycling activities and explore all possibilities that may result in a more cost O e-fective approach to solid waste, disposal compost management, and recycling opportunities. f 1995.2010 Maintain an active staff participation role in all areas 1 of state and regional solid waste management activities. A 26 j r ! s YEAR OF I BPLEMENTATI ON D EOCR I PT I ON Master Plan Process Recommendations 1998 Re-evaluate the master plan issues and directions no lose f than every 5 years, more frequently given any significant changes in the solid waste industry and/or federal and state regulations. Re-evaluate recycling, addressing the potential impact on the community. L~ . 2001 Re-evaluate the master plan issues and direction, Re• I~ evaluate recycling technology. 4 2004 Evaluate the development of a Material Recovery Facility E} prior to construction. f Benefits of the proposed Plan include development of a solid waste management system which facilitates recovery of recycled I'! materials, minimizes the environmental impacts of solid waste disposal, achieves the state, regional and local goals of 50% waste I1 reduction, develops the opportunities for economic development and education and extends the life of the Denton landfill. II 1 4 II II Ii I~ I I~ 27 I1 / 'i xe'~~I tt t r,~w5'~P 1 , ~1 r'~ 1• • f q • t FINANgIAL IMPACT The state and regional planning efforts have done an excellent job at identifyinn the solid waste management problems, addressing environmental equity issues, evaluating the potential environmental risks and proposing various technological solutions, These plans address the waste reduction and recycling issues from a standpoint of what is achievable, Very little consideration has been given to the potential cost of these programs, The financial impact of these state and regional planning goals and objectives are unknown at this time. The Committee spent, a great deal of time developing program costs and studying the financial impact of the various management alternatives before proposing their recommendations, in general, the Committee's financial evaluation of the various management alternatives concluded that landfilliny, even with the more costly federal and state regulations, remains the most economical disposal option for the Denton community. In an effort to clearly identify I the long term costs of the recominanded solid waste management alternative, Alternative #8 has been summarized below utilizing the current landfilling management option (Alternative #5, Status Quo) as a baseline. In addition, the impact of regionalization on the recommended management alternative has been evaluated and included r I in the financial summary as Alternative #8R (R indicating "regionalization"), Details of program costs and operating e assumptions are found in the Appendices D page 52, E page 65, and N page 78 of this report, I 28 ] ~ i~114 ~4 c o9e ° ~;~r•'~fr ~8 d'S~^~y~ii ~u t. 1=S. lJ~f t~~J ~.'Y~KC~~(~~Yt f4~, . 7' ° • m • w 98L[S WA~7~ ~E`fTxAfd-~IIlif6(JCRY ^q ,f C;ok~ QOM A B a n E F caween rarTw Ise - a ale aae. n A - le . rt ~ Plsnninp Period 1 D98 - 2016 ~ Accrual Program Landfill Landfill Landfill Not Expense Revenue Required Remaining Value Expense (1_MiiltoniMfllbn~__ 1166 Aore~ MillionL_(1 Mllllor~_ _suueg_e0 NO Newlratimml-__.~ Alternative 5 $206,42 $0.60 69 96 $0,26 0197-Se - - - ilerorareeded .Uterrure M _.Ilectcle_Uhecl rta~lzll!C!~ 1996 i[ItN In 2U05 _ I _ Alternative 6 $269.49 $47.64 3a 117 $12.61 $203.44 Alternative 6R $302.t7 $92.67 50 105 $11,22 1198.30 ~Oak" Left A a a o 6 1" Cdrw, UO R I" - a 0100AN e 0 A - (a ♦ r) Planning Period 1996 - 2016 ~f Aoarwl Program Landfill L.andNll Landfill Nut Expense Revenue Required Remaining Value Expense Ni tr.mZ_ Alternative 5 10.00 $0.00 59 96 $0.00 10,00 I Reoeraterded Alrarsadve Reeyok >]kem wW It C la 19Se1 MRP Is ~o0d Alternative 6 $55.07 147,04 36 117 $2.24 $5.76 Alternative aR 199 7s $22,07 60 106 $0.96 $0,72 a• i • [n an effort: to effectively communicate the solid waste rate impact of the recommended alternative in relation to the landfilling management option or "baseline", Tab Les 5, 6, & 7 were developed. Table 5 identifies the anticipated average coat per • cubic yard for each alternative. Tables 6 & 7 reflect the projected rate impact on residential and commercial customers • respectively. 29 • w • r The recoii,c:i( «ded alternati.,: YiLhout regioi:: .ration (#8) identifies an average cubic yard costs of $10.74 in 1995 then increase to $13.97 in 1997 and to $16.07 by 2004 as a result of the development of an intermediate processing center. (IPC). With the expansion of the IPC to a materials Recovery Facility (MRF), an increase in the average cubic yard costs from $22.59 in 2005 to $23.46 by the year 2015 is projected. With regional solid waste contributions (BR) of 154,936 cubic yards in 1998 and increasing to 216,948 cubic yards by the end of the planning period (See l Appendix B page 46), and assuming a $2.00 per cubic yard net profit on all regional waste, the average cubic yard cost increases from f $14.09 in 1997 to $16.07 by 2004, then jumps to $19.84 in 2005 and f remain relatively stable for the rest of the planning period. The projected residential and commercial rate impact of the recommended solid waste alternative (8) is included in Table 6 and Table 7 respectively. The financial impact of the IPC development on the residential revenue requirement is based on an increase in the amount of recycled residential materials from 22,652 cubic yards per year in 1995 to 47,624 cubic yards per year in 2015, The residential expense allocation is based on the facility processing capabilities and residential's recycled materials percentage of the total facility throughput (See Appendix B page 45), The residential allocation percentage decreases (over the life of the facility (year 1998-2004)) from 57% to approximately 23%, The (,hmmercial allocation percentage increases over the life of the facility, from 43% in 1998 to 77% in 2004 based on the same methodology. Utilizing these allocations of expense and revenue, • residential rates for the recommended alternative (8) would be expected to increase from $12,00 per month in 1995 to $14.00 per month in 1997 and to $16.40 by the year 2004. The average commercial rate is projected to increase from $133.45 in 1995 to $160,53 in 1997 and to $235.41 by 2004. The projected commercial • rates are based on an increase in commeccial waste diversion of • • ' ' 453 cubic yards per year in 1995 to 119,652 cubic yards per year in 2004. 30 i 4 SOON • I ~ • Table 6 Bdld Wal Cal Par Cubic Yard 1 R% MatVal Sol" Rwanua I woo l I I $24 120 J Ste . J fie t7 $ f10 B6 F 97. 90 48-_ 00 01 02 03.~, 04 .-Q6 OB 07 08 09 10 11 42 13 1a 16 5+f2491361~1485 1470;1473{14.99.11 1883811507(1523 1527 f813118,4.9`1872 1690 iG42 18.14 x897 11.30 1724 1093 B 1284 197 x501 1~,76,1586j15.87 24 16.72 10.07 22582305 23,21 2308 22,18 21,12 22,12 1298 23.42 2380 23.48 - - ORaa+1284 14u09 14 17 14.19 14 3011400 14 81 14.47 14.77 15) 8412024120,56 2u.d0 20,07119.15 20.24 21.08 21,50 218324.02 I t it "fable 6 Solid Waste Rosidontlel (2% MaleAel Sales Revenue Increase) 390 - $25 $15 $to A8 1 97 i 98 99 QO 01 02 03 04 05 SOB 07 01 109 1 10 1 11~ 12 13 14 ` '6_ - 5 X12 80 13 40,13 00 13 90 14 15 14,80 15 05{16 30 15,76 162B 16 8617,40 18 0018.80 1 B 26 20.00 20 8121 80 22 40 23 2Q 8 13 09 14 0016 001160015.0011o yv 16 19115 5) 16,46117 96 10,20 20.35 21 0021.40 21.96 22 65 23.48 24 2b 28 05 26.70 a 8R~13 00,14.0014 85!14,85J14 8614.85,1485116.00 1686 17.35 18.85 19.80 20 36 20.78,2L35 21.86 22.70 23.6b 24.40 26.10 II F~ Table 7 Solid Waste Ummordal (2% Mal Shea Revenre rncrease) 32&1 $250 • 3240 - _ . . 3220 32!7U 3150 . . . --l-, 3140 _ $120 F 37 _O6 08 07 08 09 10 11 12 13 14 55 ' • • • 00 9753,1178 , 00 ~01 02 0 83191 240 04 240 07240 11 44.90 252 21254 75 254 78 258.61 .33 206,63 6683 B3 gyp` X142 101154 r 91 10009 217B8 . . _ f { { 228 87 8 aw144 18 180 B6 IBB 6502t187 192 01 201 50;209 55'21181~228 43 235 4f~M,77520725898~86147841B2B/,18!284.18 B8 88 64.88 .08 "i 81twIA4,78160,53,174.64,188. u81199l9i2077e213,90210.192248231.9323824 46.36248.03 4907249.07 249 07 261.67.5161 61,02 61.62 Allumallva 6 F)0tun with No Nov Plogrerne ' i Altwnallvn @ Reiwnmended Solld Waste Mesler Plan ASemallva 3110186 Ailemntive BR r4wummanakd SOM Waste Mader Plan AltemalNa wih Regionailzallon 31 r f } 1 The financial impact on residential and commercial rates as a result of the development of a 600 tons per day Material Recovery Facility (MRF) in the year 2005 is much greater. Residential rates are projected to increase from $16.40 in 2004 to $17.95 in 2005 and increase to $25.70 by the end of the planning period. The average commercial rate is expected to increase from $235.41 in 2004 to I $244.77 in 2005 and increase to $264.88 by the end of the planning period, This amounts to a twelve and a half (12.5) percent increase in the average commercial rate from the year 2004 to 2015. Utilizing the MRP, the total waste diversion race is projected to increase from 280,350 cubic yards per year in 1995 to 466,950 cubic yards per year in 2015 or approximately 55% of the total solid waste generated. I. As indicated in Tables 5, 6, and 7, the regionalization approach reduces rates to the Denton customer, The regionalization alternative #8R assumes a $2.00 per cubic yard net disposal profit on all waste from outside the Denton community. The primary disadvantage of regionalization is the faster utilization of our landfill apace, Regionalization results in approximately 12 l additional acres being used in the landfill through the planning period, which equates to a reduced site life by 5.6 years. I 1 • l 32 nv f 1YY9' 4. a , `b~ZT d~J V' 00 l~ 4 5 • ss~ • F CONCLUSION r The municipal solid waste Plan for Texas (1999) establishes a revised goal of 90 percent solid waste disposal reduction (by weight) by the year 2000. This goal is to be accomplished by a variety of waste minimization and recycling programs, in conjunction with programs such as Clean Texas 2000, a much greater emphasis has been placed on waste reduction and recycling In Texas. At this time, waste reduction activities In Texas are based on goals and objectives and not legislated mandates. There is a possibility that waste reduction and recycling programs may be mandated in the future if goals and objective are not obtained. I Landfilling has been and continues to be the predominant C method of solid waste disposal. Even with more costly federal and 1 state regulations, landfil.ling remains and probably will remain for J some time the most economical disposal option available in this area. The development of any type of recycling program will increase disposal costs short term. However, over the long term, recycling and reuse have benefits beyond our ability to define in a financial analysis. In addition, waste minimization, public education, recycling and reuse are management strategies that can be utilized to prolong the life of the community's expanded i landfill site. " The recommendations developed by the Committee attempt to take a very complex issue and position the Denton community in such a way as to conservatively move into the recycling activities, • address the Ktate's waste reduction goals and objectives, develop and maximize our landfill asset, maintain flexibility to 1 incorporate industry and technological advances, promote I educational and economic development opportunities, minimize the risk of large capital investments and develop a solid waste ' management strategy at a price that the community could reasonably • afford. 33 M a~ • GLOSSARY OF TERMS a f Biosolids Solid matter that settles to the bottom of septic tanks or wastewater treatment plant sedimentation tanks must be processed by bacterial digestion or other methods, or pumped out for land disposal, incineration, or composting, Blue Bag Collection The collection of household recyclables at the curb in special bags identified by a different color bag than is used in the collection of household waste. Commercial Waste Waste materials originating in wholesale, retail, institutional, or service establishments such as office buildings, stores, markets, theaters, hotels, and warehouses. Comporting The controlled biological decomposition of organic solid I waste under aerobic conditions. organic waste materials are transformed into soil amendments such as humus or mulch. Commingled Waste Garbage or refuse that is in a fully commingled state at the point of generation. Commingled Reeyelables A mixture of several recyclable materials into one container, Diversion Rate The amount of material recovered divided by the amount of material recovered and material disposed. A measure of the amount of wasto maLeri.al being diverted for recycling compared I with the total amount that was previously thrown away. It describes quantities diverted from land filling, incineration, or by exporting to another disposal site, • ' • Drop-Off Center A method of collecting recyclable or compostable • materials in which the materials are taken by individuals to 34 0 o • collection sites, or centers, and deposited into designated f containers. I~ Hazardous Materials Chemical or product that poses a significant threat to human health and/or the environment while being i' transported. Industrial Waste materials discarded from industrial operations or f dorived from industrial operations or manufacturing processes, all nonhazardous solid wastes other than residential, commercial, and I1 institutional. May also include small quantities of waste generated from cafeterias, offices, or retail sales departments or. same premises. Industrial waste includes all wastes generated by 1 activities such as demolition and constr:ction, manufacturing, agricultural operations, wholesale trade, and mining. l integrated Solid Waste Management A practice of using several alternative waste management techniques to manage and dispose of specific components of the municipal solid waste stream. Waste management alternatives include source reduction, recycling, composting, energy recovery, and landfilling, R~ intermediate Processing Center (IPC) Usually refers to a facility that processes residentially collected mixed recyclable,, into new products for market; often used interchangeably with materials recovery facility (MRF). A facility where recyclables which have I~ been separated from the rest of the waste are brought to be separated and prepared for market (crushed, baled, etc.). An IPC • can be designed to handle commingled or separated recyclables or both. Materials Recovery Facility (MRF) A permitted solid wasta facility II where solid wastes or recyclable materials are sorted or separated, • by hand or by use of machinery, for the purposes of recycling or • compacting. Same as an IP(:. Sometimes, the term "MRF" is used to 35 w+ • r refer to a mixed•wasta processing facility; in which case, it is sometimes called a "dirty" or "full MRF". (Also see WRF, Waste Recovery Facility) when MRF is used synonymously with :PC, it is sometimes called a "clean MRF." Municipal Solid Waste (NSW) Includes nonhazardous waste generated in households and commercial and business establishments and institutions; excludes industrial process wastes, demolition wastes, agricultural wastes, mining wastes, abandoned automobiles, ashes, street sweepings, and sewage sludge. Operational Costs 'those direct costs incurred ir; maintaining the ongoing operation of a program or facility. Operational costs do not include capi+;al costs. Pathogen An organism capable of causing disease. Putrescible Waste Solid wastes which are capable of being decomposed by microor.ganism.r+ with sufficient rapidity to cause nuisances from odors or gases and capable of providing food for, or attracting, birds and disease vectors. Recyo).ablee Materials that still have useful physical or chemical properties after serving their original purpose and that can, therefore, be reused or r.emanufactured into additional products. waste materials that aria collected, separated, and used as raw I material, • Recycling The act of extracting materials from the waste stream and reusing them. Recycling generally includes collection, separelAon, processing, marketing, and the creation of a new product or material from used products or materials, in gen4ra.l usage, • recycling refers to the separation of recyclable materials such as newspaper, aluminum, other metals or glass from the waste. This • Includes recycling of materials from municipal waste, often done 1 36 j . • • l through separation t, individuals or specially designed materials I' recovery facilities; industrial in-plant recycling; and recycling by commercial. establishments. i~ Residential Solid Waste Solid waste originating from private E~ single-family multiple-family dwellings. Reuse The use of a product more than once in its same form for the same purpose; e.g., a soft-drink bottle is reused when it is refined to the bottling company for refilling; finding new I~ k functl ns for objects and materials which have outgrown their original use; to use again. Sanitary Landfill A method of disposing of refuse on land without creating nuisances or hazards to public health or safety. Careful preparation of the fill area and control of water drainage are required to assure proper landfilling. To confine the refuse to ~ the smallest practical area and reduce it to the smallest practical volume, heavy tractor-like equipment is used to spread, compact, I~ and usually cover the waste daily with at least six inches of compacted soil. Modern, properly engineered sanitary landfills are li lined with compacted clay or an artificial, (plastic) liner; have I t leachate collection systems to remove the leachate for treatment II and disposal; and have systems to collect and remove methane gas generated in the landfill, f~ Source Separation The segregation of various specific materials from the waste strea,,, at the point of generation. For example, • households separating paper, metals, and glass from the rest of their wastes. Source separation makes recycling simpler and !I easier. Residences source-separate recyclables as part of a I curbside recycling program. 37 I~ • e i Special Wastes Refers to items that require special, separate handling, such as furniture, mattresses, tree trunks, white goods, concrete, and asphalt, tires, hazardous wastes, bulky wastes, and used oil. Stewardship Taking responsibility; caring fro and protecting an entity such as resources and the planet. Subtitle D The solid, nonhazardous waste section of the Resource Conservation and Recovery Act (RCRA). Ton A unit of weight in the u, S. Customary System of Measurement, an avoirdupois unit equal to 2000 pounds, Also called short ton or net ton; equals 0,907 metric tons. Used 011 Oil that has been utilized for a purpose and is ready to be discarded or recycled. Volume Based Rates A system of charging for garbage pickup that charges the waste generator rates based on the volume of waste collected, so that the greater the volume of waste collected, the higher the charge. "Pay-by-the-bag" systems and variable can rates I are types of volume-based rates. Q Waste Diversion To divert solid waste, in accordance with all applicable federal, state, and local requirements, from disposal at solid waste landfills or transformation facilities through source reduction, recycling, or composting, • Yard Waste Leaves, grass clippings, prunings, and other natural organic matter discarded from yards and gardens. Yard wastes may r also include stumps and brush but I.hese materials are not normally ! handled at composting facilities, • . • 3A f: w a Waste to Energy A solid fuel obtained from municipal solid waste as a result of mechanical process or sequence of operations, which improves the physical, mechanical, or combustion characteristics compared to the original unsegregated feed product or unprocessed solid waste. Usually, noncombustibles and recyclable materials are removed. The fuel may be sized for the specific requirements of the furnace where it will be burned, producing a "fluff" or shredded RDF, in some processes, RDF may be compressed into pellets or cubes, producing a densified RAF (d-RDF). FI LH, I, IXWTV_DAT\MA\MSN?;AN{ I j S r 39 • ,!a s r'' r N.; l' . ~A 11', ; (+i, R , {.~,L ryt, 3/AId ra'~°y~ y[v ,i{ , IaYt4.~tPyia '14 TABLE OF APPENDICES APPENDIX A • solid waste Forecast By Customer Class. . . . . . 41 r APPENDIX B - Waste Diversion/Disposal Rates. . . . . . . . 43 1. APPENDIX C - Proforma Summary For Alternative #5 i #8. . . . . 47 APPENDIX D • Proforma Detail For Alternative #5. . . . . . . . 57 APPENDIX E • Proforma Detail For Recommended Alternative #8. . 65 APPENDIX F • Protorma Detail For Alternative OR (Regional) . . 78 f APPENDIX{ 0 - solid Waste Alternatives Delta Summary. . . . . . 92 l_ APPENDIX H 1995 Rate Comparison With other Cities. . . . . . 94 • 1 i 90 i f♦ . 4 1. .i 1 in L . 1 L u • p r? ' ;gip ' . , ~ ~~a ~A}~ ~ , ~~~E."~~~''~ , 1 APPENDIX A Solid Waste Forecast By Customer Class f I I. • ! 41 ...r.w~.:..t.+.,. ~ ~ w .M.rrrtL'riiq~fp~r:Nia rrs,•.. ~6 . ~ f ¢i ~~C ~ FFF e , e SOLID WASTE GENERATION FORECAST f Gross Resldentlel Commercial Contract Cash Other Year Cublc Yards Yardage Yardage Yardage Yardage Yardage 1991 364,172 78,115 193,298 66,695 23,828 2,236 1992 378,151 72,661 241,695 33,001 28,788 2,106 1993 455,598 68,693 310,723 30,002 44,014 2,166 r 1994 519,646 65,474 340,145 48,821 63,271 1,935 1995 529,000 71,266 367,885 35,420 61,962 2,467 1996 52.4,000 73,404 358,366 36,376 63,365 2,499 1997 519,000 75,606 348,700 37,359 54,806 2,630 1998 534,000 77,874 358,912 38,367 66,286 2,561 1999 554,000 80,211 373,988 39,403 67,805 2,693 I, 2000 669,000 82,617 383,926 40,467 59,366 2,625 2001 589,000 85,095 398,717 41,560 60,969 2,659 2002 604,000 87,648 408,363 42,682 62,615 2,692 2003 314,000 90,278 412,857 43,&44 64,306 2,726 2004 619,000 92,986 412,194 45,018 66,042 2,760 ( 2006 623,000 95,776 410,372 46,233 67,628 2,794 1 2006 629,000 98,649 410,384 47,481 69,66E 2,829 2007 654,000 101,608 429,226 48,763 71,637 2,865 f 2008 684,000 104,657 452,894 50,080 73,469 2,901 l 2009 734,000 107,796 496,382 51,432 75,452 2,937 2010 774,000 111,030 629,686 82,821 77,489 21976 1. 2011 784,000 114,364 632,799 54,247 79,682 3,011 2012 789,000 117,792 630,717 65,712 81,730 3,049 2013 799,000 121,326 633,434 67,216 83,937 3,087 2014 819,000 124,966 646,944 58,761 88,203 3,127 2016 849,000 128,714 568,241 60,347 88,531 3,167 e I 1 i I 1 42 ik h ....n.r...e..-....o..a.-.rr..,..... , . ...:._......r[ . r.tiv::_ ' '.:4 1 , 7 d4~~'1 • w • ■ I 1 i t I APPENDIX B Waste Diversion/Disposal Flates 1 i I i e i 43 1 - -.^""w'^^'P.M_ ~ r +.w~a.ir.JiEYWiir' Y.:i yJIY~rv. .I 1 ' JS yr J}r ~i. ~ \M~ ~J\ \~~l In ,t ~ d~ ` lyY ?IL'li t Y' Nt ~tl 1 • tF ti ~ ~ i ~n~t, ~ k ~'t~' ~ ~~F~, i i~. • . ~ i : .r ,i~tsJ t~ T, k, J t • h AAernalTve ~xieting 13olfd_.w* vini_ oqt -rograma= Y Year (.1eM Vend To C.WoY o SN ad. Ce6bVrM O elan ot~w YYdr A % 6eri no 4tld Qbw Y ed CLcerardstl T"Pw ed j 6entgn dub;nP Y e,ar Yew ds C,CwVMd q,,,cYwd to G1bMYVdGo~ CW Oss J °jK'bd °pcNC Ton Pa Vcd , CWw I idepnM III -1991 384,172 66,325 76,115 193,298 68,695 23,828 2,238 0.0% 0 011 19921 378,151 70,948 72,661 241,595 33,001 28,788 2,108 0.0% 0 0'. 19931 455,598 85,476. 68,693 310,723 30002 44,014 2,166 4.0% 18,224 3,419v 19941 519,848 103,020 85,474 340,145 48,821 63,271 1,935 4.2% 21,991 4,3961111 19951 529,000 105,800 71;2,66 367,885 35,420 51,962 2,487 4.3% 22,652 4,530 I 1996{ 524,000 104,800 73,404 358,358 36,316 53,385 2,499 4.3% 22,700 4,540 1j 19971 519,000 103,800 75,608 348,700 37,359 54.0% 2,530 4.4% 22,743 4,549 1996 534,000 106,800 77,874 358,912 38,367 58,286 2,581 4.4% 23,667 4,733 1'I 1999 554,000 110,800 80,211 373,986 39,403 57,605 2,593 4.5% 24,830 4,966, 2000 569,000 113,810 62,617 383,925 40,487 59,368 2,625 45% 25,787 5,157 20011 589,000 117,800 85,095 398,717 41,660 60,969 2,659 4.6% 26,988 5,398 2002 604,000 120,800 67,648 406,363 42,682 62,615 2,692 4.6% 27,977 5,595 ppplp 2003 614,000 122,800 90,278 412,857 43,834 64,306 2,726 4,7% 28,747 5,749p 2004 619,000 123,800 92,986 412,194 45,018 66,042 2,760 4.7% 29,291 5,858, t 200511 823,000 124,600 95,776 410,372 46,233 87,825 2,794 4.8% 29,702 5058 2006 629,000 125,800 96,849 410,364 47,481 69,856 2,829 4.8% 30,393 6,079 2007 654,000 130,600 101,608 429,226 48,763 71,537 2,865 4.9% 31,928 8,386 f 2006 684,000 138,600 104,657 452,694 50,080 73,469 2,901 4.9% 33,735 8,747 2009 734,000 546,600 107,798 496,382 51,432 76,452 2,9:'7 5.0% 38,588 7,314 2010 774,000 154,800 111,030 529,685 52,621 77,489 2,975 5.0% 38,948 7,790 2051 784,000 188,800 114,361 532.799 64,247 79,582 3,011 5.1% 39,843 7,969 008 630717 55,712 81,730 3,049 6.1% 40,491 '769000 157,600 117,792 2012 III 2013 i 799,000 159,800 121,328 933,434 57,218 83,937 3,087 6.2% 41,404 8,281 20141 819,000 163.8M 124.905 545,044 68,761 88,203 3,127 5.2% 42,850 8,570 __44y844 __.8_969 44,000 189,800 128,7 14 _ 58824 1 `C?,347 ._68,631 _3,187 _ 63% 2015] r - arndh[•e K Exi tanggBoA3 Wesle ana~emat Frognu"ss 1 _ ~ecyoledbTBterlal 11669lkri ~~~oeaf` u6foYrde Year CWbYW Taro P„Yw C,LICYwd Tar Pep Yw CWbY" T" Pry" Tar PM Dy RrrNN^x+ noo,%Aw C--oW C--- W Pm" _ tgiaw__IT" 3 1991 0 0 0 0 361,172 68,325 220 1 1992) 0 0 0 0 378,151 70,946 229 1993 17,859 3,351 364 68 437,374 82,059 265 19941 21,552 4,310 440 88 497,655 99,631 321 19951 22,199 4,440 453 91 606,348 101,270 327 1998 21,792 4,358 908 182 1101,300 100,260 323 1997 21,833 4,367 910 182 496,257 99,261 320 1998 22,720 4,544 947 169 510,333 102,067 329 I 1999 23,837 4,767 993 199 529,170 105,834 341 • 2000 24,766 4,951 1,031 206 643,213 106,843 350 Ili 2001 25,389 5,074 1,619 324 682,012 112,402 363 I 2002 26,299 5,260 1,679 338 518,023 116,205 372 2003 27,023 6,405 1,725 345 585,253 117,051 378 2004 27,534 5,507 1,757 351 589,709 117,942 380 20051 28,004 5,601 1,768 358 593,208 116,642 363 20061! 27,962 5,592, 2,431 488 598,807 119,721 386 I 200711 7.9374 5,875 2854 6f 1 822,072 124,414 401 1 20001 31,036 8,207 2,899 640 850,265 130,053 420 ® 2009j 33,842 8,128 2,026 585 897,432 139,486 450 e 2010 35,832 7,166 3,116 623 735,052 147,010 474 1r 20111 35.859 7,172 3,984 797 744,157 148,831 480 2012' 36,442 7,288 4,049 810 748,809 149,702 483 201311 $7,204 7,453 4 110 828 757,596 151.519 489 I 20144111 38,565 7.713 4,285 857 776,150 165,230 501 2015] 40,360 8,072 1 4,484 897 604,158 _ 160,631 519 44 A • y_ ANsrneNw b Reoo_mmMed `Wfcl Weati A! anetfvi Oenlo -Cubic Verde 6:enton Zxoie:~uSic Yerdeg4 Alfoceddn Denton_ ~ub10 Yelds IEeaycled i w ' I E Year V cwc d 1 nalcW rtwk., C..w_._ CcmUr fN ce 1 G M r W~ Two le rw im,l~a„ 19918 364.172 68,325 78,1 6 193,298 66.695 23,828 2,236 0.0% 0 O 1992' 378,151 70,948; 72.601 241.685 33,001 28,788 2.100 0.0% 0 0 0 1993 455.598 85,478` 88,693 310,723 30,002 44.014 2,166 4.0% 18,224 3,045 121, 1994 519,646 103,020 85.474 340,145 48,821 63.271 1,935 4.2% 21,991 4,398 14 1995..8$` 629,000 105,600 11,266 367,685 35,420 51,962 2,487 5.0% 26,450 5,290 17, I 1996 g' 624,000 104,800 73,404 350,35C 36,376 53,365 2.499 6.7% 29866 6,974 1941 1997 kgkgkq 519,000 103,600 75,606 348,700 37,359 64,806 2,630 6.5% 33,735 6,747 221, 19961 534,000 106,800 77,674 358,912 38,367 66,268 2,601 e.e% 46,932 0,358 30+ J 1999 554,000 110800 80,211 373,986 39,403 57,805 2,593 12.6% 69,250 13,850 45' 1 I 20001 569,000 11,1,800 82,617 383,925 40,467 59,366 2,626 15.3% 81,057 17,411 56~ 2001 589:00 117,800 85.095 398,717 41,560 60,969 2,659 M15% 108,965 21,793 701 2002 604,000 120,800 87,648 408,363 42,682 62,615 2,692 20.6% 123,620 24,764 80 1 2003 614:00 122,000 90.278 412,857 43,834 64,300 2,726 23.5% 144,290 28.058 93~ f B 2004 B19,SDD 123,800 92,986 412,194 45,018 66,042 2,760 25.0% 154,652 30,910 100 2005 623,000 124.600 95,776 410,372 40,233 67,826 2,794 45.0% 280,350 58,070 181 2006 620,000 125,800 98,649 410,384 47,481 69,656 2,029 46.0% 289,340 57,868 187 p~ 2007 664,000 131,400 101,606 429,226 48,763 71,537 2.865 41.0% 307,380 61,476 1984 2008 684,000 136,800 104,657 452,694 60,080 73,489 2,901 48.0% 326,320 68,664 212 2009 734,000 140800 107,796 498,382 61,432 75,452 2,937 49.0% 359,600 71,932 232 J 2010 774,000 154,800 111,030 529,685 62,821 77,489 2,976 50.0% 387,000 77,400 260 pp 2011 784,000 156,600 114,361 632,799 64,247 79,582 3,011 61.0% 390,840 79,968 258 20 1 2 789,000 f I 89,000 157,800 117,702 530,717 55,712 B 1 730 3,049 52.0% 410,280 82,056 265 1 2013 70fl,000 159,8001 121,326 633,434 67 2f 6 93,937 3,0871 63.0% 423.470 84,694 273V 14 2014 1119,000 163,1100 124,965 645,944 68781 88203 3,127 54.0% 442,260 86452 286 2015 849,000 169,600 128,714 568.241 60 34.7 88 631 3.187 _ 56 036 _ _468980_ _ 93390 I_ ' 1 Jllaerneliw f Reeommerlded t3olld Wa~►=l~ffaneiF~ _s Haoycfed'JialerfieTColur»el T~MAflocedon VlepoeefMI 4a1de l0ef ~ GAtY.df kiaN CY Imo P. Yw ian. {W Dy CWtYVdr %10Yt CY 1enI 1M Yw i.q PM Oy Cueb Y.N ion. Pw VW tano MOy ` fIMM.`W a.suniW pwtlrMY 11ee10NYM riMmdRW _.C.Hr,MJY CenmomW CanMkW V4ejtM1_ fYO,Ytbd P1f1,[IM 1991 0 0.0% 0 0 0 0.0% 0 0 304,185 72,633 235 I f 19021 0 0.0% 0 0 0 0.0% 0 0 377,805 75,561 244 1993 17,859 98.0% 3,572 12 364 2.0% 73 0 437,373 07.475 262 1994 21,652 98:% 4,310 t4 440 2:% 86 0 497,774 99,555 321 i, 1995 22.652 85.6% 4,530 15 453 14,4% 9t 0 602,650 100,510 324 1996 25,260 8446% 6.062 18 4,608 164% 922 3 404,132 98,828 319 1997r 25,303 78,0% 5,001 16 8,432 25.0% 11686 6 466,265 97,053 313 19961 26,855 67.2% 5,371 17 20,077 42.8% 4,015 13 467,066 97,414 314 ' I' 1999Q 28,849 41.7% 5,770 19 40,401 68.3% 8,060 20 484,760 90,950 313 20001y, 30,300 34.8% 6.061 20 66,751 65,2% 11,350 37 481,043 917,369 3111 2001 32,182 29.5% 6,436 21 76,783 70.5% 16:57 50 400,035 96,007 310 E 2002 33,554 27.1% 6,711 221 90,268 72.9% 18,053 68 400,$80 98,038 310 2003 34,454 23.9% 6,891 22 109,838 70.1% 21,981 71 489,710 93,942 303 20041 34,900 22.6% 6,980 23 119,862 77.4% 23,931 77 484,446 92,600 300 • 20051 35,196 1246% 7,040 23 245,152 07.4% 49,0311 160 342,650 88,630 221 2006 36,500 12.6% 7,300 24 262,040 87.4% 60660 183 339,660 67,932 219 2007 37,595 12.2% 7,6}9 24 269,785 87.8% 63.957 174 340,020 69,324 224 2008, 38,723 11.8% 7,745 25 289,697 88.2% 67,019 107 366,600 71,136 229 2009, 39,885 11.1% 7,977 28 319,775 81.91 63,055 206 374,340 74,068 242 201041,001 $0.6% 8,216 27 345,919 80.4% 69,184 223 381,000 77,400 250 2011 42.314 Me% 6,463 27 367,526 89.4% 71,505 231 384,100 78.632 246 F I 2012! 43,583 10.6% 8,717 28 368,697 89.4% 73,339 237 378,720 7!5,744 244 2013 4489D 106% 8,978 29 370,660 89.4% 76,7$8 244 376 830 75,108 242 ' • 2014 46.237 105% 0.247 30 $96,023 895% 79,205 255 376,740 16,348 243 • A 2015 47,624 1029G 9,528_ 3f.,. 419,028 89 8% 83 865 271 082050 7a4 10 248,1 I EE 45 ~f i • O r • s+ • 1 ~%40 i:u67a~14 rwT i C b. 4cye 1.1~irlBl~d'unww j.--gFF 11firy'cGa lAahrlel`Wfoulw~ _:..V YW CWrr1 I.mwrw r,Y Cwvr. t.r ry Oy HWm [u v a. r wYw rrr MOry cr.vr.r kl.M Cr ,.rwrw ..r Orr w ze".9L°1 rw +.w rw n.wNw n.«a«w n.w«..i r w.w 1901 564,172 68,325 0 364,172 256 0.076 0 0 0 0 0.0% 0 0 1002 376,151 70,04 0 316,151 244 0.0% 0 0 0 0 0.0% 0 0 Im 45a.6a $5.476 0 486,606 29.1 4.0% 16,224 3,645 12 17.650 06,0% 3,572 12 1 1094 610,646 103,020 0 elo,64 355 42% 2t,991 ON 14 21,62 04.0% 4,310 14 1096 620,000 105,800 0 629,000 341 6.0% 26.660 6,290 t7 22.82 We% 4,610 I6 1006 624,000 104,800 0 624,000 338 5.7% 29,666 S,074 19 26,260 84.8% 6,062 16 1007 619,000 103,500 0 619,000 359 0.5% 35,735 0,747 22 28,303 78,0% 5,061 le 1996 534,000 100,000 164,955 668,056 44 08% 48,032 0,366 30 28.668 67.2% 5,311 17 1000 664,000 110,600 166,025 712,035 460 12.6% 60,250 13,880 45 28.849 41.7% 8,770 10 2000 860,000 MAW 1e1,104 130,196 471 16,% $7,067 17,411 64 30,306 34,9% 0,061 20 2001 580,000 117,00 164.420 763,420 496 16.6% 105.906 21,703 70 32,162 205% 0.456 21 2002 004,000 120,600 167,708 771,708 400 20.5% 123,20 24,764 60 53,654 27.1% 0,711 22 2005 514,000 12200 171,062 78x,062 we 23.6% 144,290 26,838 93 34,464 219% 6,891 22 2004 61001 125,000 174,484 703,464 612 26,0% 164,652 30,010 100 34,900 22,6% am 23 200.7 623,000 124,500 177,973 600,973 817 45.0% 260,350 64,070 101 35,199 124% 7,040 23 2000 629,000 125,800 191,S53 810553 623 46,0% 240,340 67,856 187 34,600 12.0% 7,300 24 2007 054,000 130,600 186,165 630,165 all 47.0% 307,560 61,470 196 37,508 12.2% ?Am 24 2008 664.000 1361800 168,6x7, 672Ae7 1165 48,0% 321,320 66,064 212 38,725 11,6% 7,746 26 J 2000 734,000 144AW 102,644 926,64 598 49.0% W.W 71,052 232 We" 11.1% 7,077 20 If 2010 774,000 1MAW IN,407 070,407 620 50.0% 367,000 77,400 250 41,081 10.0% 8.21e .7 2011 )84,000 130,600 ?00,427 084,4?7 0.16 61.0% 509,540 70,008 251 42,514 10.046 8,463 27 2012 759,000 167,900 204,438 043,435 641 62.0% 410,240 62,OS6 258 43,685 10.6% $,711 26 2013 199,000 I69,600 206624 1,007,624 650 53.0% 423,470 64,004 273 44,000 10,6% 4,976 29 2014 610000 10.1.600 212,804 1.031104 040 640% 42,200 $8,462 248 4,237 10.9% 0247 50 2016 64 9,01 1e9,aoo ~169u 1004 564 6e.o% 464050 w59o 30l 4r~4 loz9s 962 31 YW cw.rrr. erwl cv rrr rwrw rwsrr o.r nqw cr n.pewa ..r.b Cr rrrwvw rxrwrr.r crr.rMr trn wrnr r.r.w Crr is r.r oq !rr.1!6byn 1991 0 D 0% 0 O 0 0 D or% 0 0 364,172 72.634 236 0 1902 0 0.0% 0 0 0 0 O.D% 0 0 376,161 78,0.8 24 0 19113 3,A 0.0% 75 0 0 0 0.0% 0 0 437,374 91,476 282 0 19W 440 0.0% 64 0 0 0 0.0% 0 0 407'97 90,531 521 0 1006 463 0.011 01 0 0 0 0.0% 0 0 602,650 100,610 324 0 1000 4,808 16.4% 922 3 0 0 0.0% 0 0 404,132 08,020 310 0 1001 6,432 26.0% 1,964 a 0 0 0.0% 0 0 495,248 07,063 313 0 1901 20,077 42.8% 41016 13 0 O 0.0% 0 0 042,004 128,401 414 30 1000 44,401 664% 1,010 20 0 0 0.0% 0 0 642,768 124,601 415 4 2000 64,761 66.2% 11,560 37 0 0 0.0% 0 0 645,164 124.629 416 64 J 2001 76,763 70.5% 16,551 50 0 0 0.0% 0 0 04,460 12SA01 410 70 Ir 2002 00Z6e 724% 11.063 W 0 0 0.0% 0 0 647,6u 129,478 411 10 2003 MAW 701% 21,001 71 0 0 0.0% 0 0 040,772 124,164 413 93 2004 184.642 77,4% 93,1150 77 0 0 0.0% 0 0 058,032 1271780 412 100 214 240,112 87.4% 40,0,10 169 1n,013 62291 33.09: 19,466 40 461,553 01,407 295 all 2006 252,440 074% 5o,5e1 163 1$1,653 !90,362 AO% 13,070 42 466,641 91,106 284 523 fl 2001 200,763 076% $3.07 174 486.163 00610 37.0% 13,102 4 461273 92,6!16 200 541 2008 269,697 05.2% 67,019 167 181.001 11.7(99 $8.0% 14,364 40 472,7n 04,666 303 563 2000 510,776 01.9% 45,065 204 102,64 76,131 39.0% 16,020 4 401,163 06,371 317 aw 2010 343.919 600% 60,154 223 166.000 02,400 31.6% 12,480 40 021,007 104119 356 530 2011 367.628 09.4% 11.604 231 146,000 50,840 984% 11,072 39 624,727 104,05 350 eo0 II 2012 360,007 604% 73,330 237 141,01 80220 20.0% 1144 36 623,906 104,711 350 500 2013 376.00 804% 76716 24 131.01 64,350 27.0% 1t,266 36 527,724 105.549 540 000 • 2014 300.023 69.6% 79,20 266 111,000 4,140 23.0% 9,761 39 640,604 105,119 340 600 n1a .4,Ioug, 50,5x_,: +?,?Q4_ _.__g11 _ __.a?s4 ~ . + 1 36 4 I I 4G 1 i k~ n . • r~'1 X11 `litvl ~rrlit1. Ir~tiMY1f'n;rrjff1~~1~ir~)# r1 YpI ~ •j`. f r APPENDIX C Protorma Summary For Alternative #5 & #B i 1 1 I i 47 I i. _ ~ V r4 J ~iH n rl~r~ °i "fie " = yM i 4 ~ r t • l Solid Waste Prolorme Summaries x 1,000) e 1998 - 2015 PW"ng Period 8ummeAve 1996 - 201b Recommended 1898 - 2015 Allrrnativ_e #5 Nterne6w_i8 Ope9eting_. f4v_erl m Residential 672,640 679,965 Commerew 6108,100 6110,066 Largmi 529.614 623,619 Adminishe8en 60 647,066 Recycling 61.848 61,744 Total Opera" iiwwwse 62N,486 6[62,350 F"-Id" 61,976 61,976 I Commercial W 60 LWXMI 50 60 Adminlstratlwn 6205 6205 RecyclIng 60 $0 I Othw 60 $0 Total Operating 6 Othw Revenues 6206,665 6264,530 opeednaEVeneae payroll 688,699 688,539 Supplies 69,954 69,954 Maintenance 6211255 621,265 eervfces 635,727 695,727 Ineura" 5732 6770 Sundry 64,777 64,777 $0 $0 Other 6o 6o Other / Recycling $434 s64t10f Bad Debt $1,050 $1,429 '>Ihw 60 6o DeprecMm 639, 44 628 974 'rotal Oporwkq Experam 6168,877 6221,424 t1?rnpp!1iKI.9tyirn+e4.LPxv.«i*is~ Opera6rp Interest 6296 6296 Non-Opera fng Interest $127 6816 TiaroNre fn 61,091 61,091 Debt Ssw%ice Interest (610,670) (612,164) Other 60 $0 Debt Issuance Exp./Othw Trans(w (5888) (6866) ConL Motor P001 ($t.200 tm,dflrl ClosuisMebt P16*emeot (67,734) ) Total Nonopmating Revenues (Expenses) (619,ti56) (617,838) Opsrati'ng_ Trxutwo-(Ovtt) Pdministratlw Tranefere (616,499) ($17,807) Franchise Transfer to General Fund (66,148) (66,406) Extraordinary Lose 60 60 Net Income 614 61038 Tote) Operating 8 Other Revenus 620806 6264,630 Nonoperating Revenues (Expenses) (1;19,168) (;;17,856) • Opsiang Expenses - OeprecMon $140,468 6194,661 J Fixed Assets 61,276 $1,641 Debt principal 622,759 $23,827 Operating Pension; Out 622,667 $24,214 Repay LT Debt Electric $100 6400 Repay LT Debt Lend 6,5pp On Cash Nei Income 48 • r a AecommendM AKematlw a Eatwlea: 011M said Debt Senloa 333 Operefolr A MelOtenrpa Egemue: 1O6 199j 1096, 1D.40 009 2901 2443 2Q9= s'.401 2005 Altem,6w 08 RKommandalon. DIIKt He, , IF0 I0061AIRF tVS 2% RwMUe Escalation (P704ucl 8Me41 I General PuNb Inlormallon Program 21 22 24 26 20 21 22 30 32 33 Door 0@2 11 Pw9um/KD0 10 it II 12 12 13 14 14 16 1d Business Inlormarlon Program 12 12 13 14 14 16 16 1? 11 111 1 Schools Pr1914m 10 11 11 12 12 13 I/ 14 16 to Houeehdld He7,ldpua West, N 21 22 23 24 26 U a 20, 04A Polal 6ourdr 144duclon 73 71 61 65 be P4 a0 163 100 lid 2 Compoaiing McMlmenca (Onnding) 13 13 14 14 Is 111 17 16 16 10 3 Commercial "Mu4ng costs Compacldra/Dump4lare 22 22 Compo'Ulp 0on+lNduan 9 9 r cvM96144 Pape, Hwl Cal 67 t04 Rwlden0el Hauling C"N: Lebo, 32 03 supplfae 7 7 C5mpa6ng Bite Cdnat A MMnt"Woo 5 5 S,Mcr,/Naorenor a a Moo Olhav 14 14 M/P Replacement 7 Conlelneu 1 Equlpm Yll I CIO, 15 7¢ ToW Dlreol H,ulery 226 263 4 Inlalm,d1410 Plooes,ing Centel AdminH/141bn/Overh"d N AO 12 41 16 46 fit Mb6N1ag MMerlal / Pubk N1o 0 0 0 0 0 0 0 IPC Manager Labor 40 40 49 51 53 60 !b 6oNag Pmonnal Labor 63 B6 as 69 03 91 101 Equipment Operator, Labor 4D 42 43 46 47 40 at f 84,10 AUwdald Labor 0 0 0 0 0 0 0 t Bpare Pen, a Equlpmeol CpnaOmabl" 10 36 48 14 64 96 105 6114 a Bu2ding MMn1,n,rw, d0 72 76 70 93 ai 92 M1Ka6anea++ 6o 63 66 N 01 04 07 UlaOn 21 31 00 40 66 66 70 Mob3e Equipment / Fuel / MWHenance T 16 20 21 22 23 24 RraminOM MIK D A M (11004/ato,) DO 71 74 77 60 03 b A,d04UOn (or Drop BOA" (¢D~ (w m m Im 6pg) 351 409 477 633 666 all 643 S Malenels AKevvy F"Ift Labor 2,046 Mtlenal, 371 Maintenance Other 414 U144101 200 Cdnbng,ney 211. Foul MetOnils RKaeq Facigy 3426 Gland Tolel bAM 3KOmm,ndallon ID 312 373 4104 606 661 0442 663 732 770 3.656 • Annual 0061 Ppmanq' (M'C 6 MBF) Inlamudls14 Procwulg CM lei pq 0 0 230 224 217 211 204 166 101 166 f Melerlal, Rnovary I'doily (MPF) 0 0 0 3 0 0 0 0 0 1,206 Imai Annual babl 1'eym Mb (IPC A MXf) 0 0 230 224 21i to 201 196 199 1,392 Annual 0 a M end Drbt Paym,nl 2.L~ gLl aLg 1~ jp1 m 4.960 49 ._-..ray r.. r • 4~4d,.,raraav.. , r , ~ 1 m • RacaauRandad AINm4dlw 6 Egneee; O 6 M end Debi 6ee,ba Oleaasona • MWMneega Espamia: NO 4107 9444 M 2010 2011 2417, 4414 2414 pals Tory ARemedve 09 kwommendetw 01'"1 Haul/1PC Wp6IMRF 2003 2% Revenue EeoyeOon (Product 8el,lq I O4n Bel Pubic Irfomsln program 35 31 36 40 42 44 41 40 62 S4 70' Don't Rep It Proplem I SOB V7 17 16 10 20 21 22 23 24 26 336 Bualn", NlonnHJon Proof" to 20 21 22 23 24 26 21 pe 30 350 School, Plopum 11 17 16 10 20 21 22 2$ 24 76 330 Hpu2elteld HaNdwe WaM 41 H x aT 4p_ 4r. 4i 49. 46 4_R 454 I 7mal Own, RWuoion lip 126 172 136 115 152 Sao 160 116 165 2.424 2 ComPo,tmp MalnlMnee (OMdmg) 24 21 22 24 26 20 27 29 SO 32 413 S Commercial Hwlmo CmI, C ompaclou / OumP,M 44 Composling ConelNovon 16 Campeled PepN Hwl Cal 154 R"Id"Nol Hwang Coe1„ LOW ea 6uPP9a 14 Com0oeting BRS, Can't A Mwerie oe 10 WooM I In1VIMea 12 MW Other 26 MIS, Replacem,nl 13 Conlalnan I Equvmant I E10 . 1.N ToIN DOW Healing 609 1 4 InlNmad1e14 Preoge019 OWIN 1f AdminHt>aton/OvMh Md 301 Malkelklp MMMM/Pub05 Inb 0 IPO M6nMN Labol 361 BorlNp PO WAIST labor 674 Equipment OperetWo Labor 310 Scale AR441d Lnl Labor 0 opera part, 6 ERulpmnt Ccowmebbe 451 SRS, A 110dlno Ma1n(MFnce 656 MbdMMawl 407 URI6a 301 MobN EQu'6mwi I Fuel 7 Makrlennce 133 AaldW9W Min 0AM (1.000410.) 636 , Aeduo6c for 0100 4100" 00 3.602 5 Material, nWowry F=014Y Label 21130 2,266 2.304 2,390 2,402 2,601 2.00 0,900 2,015 0,631 21.619 MeleRele 300 409 430 461 474 4% 6a 640 170 005 6,276 MelnlMNroo ONa 434 458 470 603 S24 654 602 all 642 674 1,671 U*H" 240 301 326 360 397 400 410 423 442 467 4.06 CMenpenoy 164 Lip M 71 244 444 621 444 440. 114 01W Total MabR61, Recovery FAC4Ry 3.688 3,721 3.605 1,061 4,200 4.447 414.37 4,626 61032 6,216 47,152 Ound Total OaM Recommend4500 08 3,707 J.47J 414 4.212 4,436 4.626 4.616 6,021 5,230 5.412 64,091 i MnYel DOW Payreanta; IIPO 6 IMF) • ImNm,diale Prncasing C40161 (PC) 114 172 105 ISO 182 148 130 133 IM 120 $4 I MaloUs Recovery FeoNe 1MRF) 1,113 1,130 1,105 1,071 1,037 1,003 No 036 000 860 032 Toty Annual 061,1 Peymnle fwC 8 MRFf I,JlI 1411 1,210 1230 I,I60 1.116 LIW 106) 1,020 0b II SS1 Annual 06M and OW PeYmnt 2544 LM 6.319 5.172 UU U4, LW PWA U U MU 46442 50 I ~St" I h 1~t/f 4y1gg r i` ~ r+ r1 > t It .r • • A r Solid Waste Proforms Cash Expenses U . +.aoo1 1996 - 2016 IE I ! ' 1996 - 2016 Recommended Ahorrat" Operaft Expenses minty Dpreolation 140,406 194,651 ToW Nonopera*V EVwaas 20,072 19,069 Fixed Aueb 1,276 1.641 ` Debt Prkwlpal 22,769 23,021 Opereft TraroMe Out 22,067 24,214 Flap" LT Debt Electric 400 400 Repay LT Debt Land 60S 22 I.~ Told Cah Expsrxee 11206.662 $266,023 LandNl Acres Rquired Be 36 Total Cash Expem" Per Acre Required $3,637 $6,974 II Acreepe Saved from 01$ to M6 21 t Increaw In T(W Cash Experm" from M6 to #8 $66,361 ToW AddigofW Cmh Epeme Per Acre Saved , r i IJ f I! I I it I! A , r A. 51 1;I 1 t r ~ ~rS~ ~ (a ~ ✓~7 ~rl. , r ,4 ~cr rti A A 1 e • w • I i APPENDIX D Profotma Detall For ARemative #6 (Landfiiling w/ Minimal Recycling) 1 J 52 .~-w.-....+t.•-....~r+...rr..,. ~ ' ~ rrrrr.WtiYn'i 11.,y-N...,.. ~ Y 1 ~~Y 1~ S 1 1fP • w • ♦.\.+i. .-ii :vie.,...rM.!'a1:Ji\v•Me.f-s:nlyaik-ey4i1'!ir}qZY'A~(^r1I4iYlrfY Hi .l ht}VN.1x•1A. YXJ'Ifai r.r..,, ~...Y.. i-..y ■,....rA~... w, Al w e. ~.i ~•...1{. !F'-.AU X72 KV I M7 M M . ■ ■ f Alternative 5 SOLID WASTE UTILITY is No new programs. , 1996 1997 1998 1999 2000 2001 2002 F' Total Operating & Other Revs $6,179 $6,739 $7,195 $7,688 $8,217 $8,830 $9,295 i Total Operating Expenses (4,656) (5,327) (6,028) (6,245) (6,472) (6,708) (7,021) Total Nonoperating Revenues (793) (974) (888) (832) (1,008) (1,176) (1,345) Operating Transfers (Out) (678) j720) j760) ,~i02) L840) J89§) (94_0) (6,127) (71022) (7,677) (7,879) (81325) (8,779) (91307) Net Income L52 M) ( ) M O-9) M- 4,11) Cash Income A2%1)) AM I) M3fft) ($jM) X85 $~3 t • Rate Adjustments; Residential Percent 6.70% 4.70% 1.50% 2.15% 1.8011/0 3.20% 3.10% Residentlal Rate $12.80 $13.40 $13.60 $13.90 $14.15 $14.60 $15.05 ® Commercial Percent 10.00% 10.!10;; 10.00% 10.00% 10.00% 10.00% 6.000/0 • Commercial Rate $142.20 $154.85 $168.65 $181.91 $199.99 $217.88 $228.63 { Landfill Percent 16.70% 17.10% 4.90% 2.36% 2.80% 2.75% 2.70/0 Landfill Rate $7.00 $8.20 $8.60 $8.80 $9.05 $9.30 $9.55 f.1v S1t %,i' i i r t'i fhh • c~ • f • i i Altern0ve 5 SOLID WASTE UTILITY No new programs, 2003 2004 2005 2006 2007 2008 2009 Total Operating & Other Revs $9,689 $9,976 $10,229 $10,515 $10,918 $11,398 $11,789 I Total Operating Expenses (7,345) (7,611) (7,888) (8,177) (8,699) (9,234) (9,564) Total Nonoperating Revenues (869) (737) (689) (893) (1,176) (1,018) (870) Operating Transfers (Out) (985) J 029) (t 073) Lt_,120) f1 172) (1 229) (1 285) (9,199) (99576) (9,549) (10,189) (11,047) (11,481) (11,719) Net Income ) 0 Cash Income 3 M 789 W 208 Rate Adjustments: Residential Percent 1,65% 2.95% 3.15% 3,70% 3.30% 3,40% 135% Residential Rate $15.30 $15,75 $16.25 $16.85 $17.40 $18.00 $18.60 • Commercial Percent 5.00% 2.00% 1.00% 1,00% 3.00% 4,00% 2,00% Commercial Rate $237.67 $240,04 $240.07 $240.11 $244.90 $252.21 $264.75 • Landfill Percent 2,60% 2.55% 3.00% 3,40% 3.70% 3,60% 4,40% Landfill Rate $9.80 $10.05 $10.35 $10.70 $11,10 $11.50 $12.00 • o • A i .:,..:...,........w..,.o-....,.uxnv.xe.aaanA-✓aRa :i' Alternative 5 SOLID WASTE UTILITY No new programs, iM - 2016 20f O 2011 2012 2013 2014 2015 Totals Tota; Operating & Other Revs $12,136 $12,605 $13,192 $13,606 $14,022 $14,447 $208,665 Total Operating Expenses (9,908) (100267) (10,722) (11,193) (11,602) (12,011) (166,677) Total Nonoperating Revenues (736) (11038) (11327) (1,141) (960) (790) (19,168) Operating Transfers (Out) L11342) L406) j1,474) .(1641) (1,61p) .(1.882) (221567) (11,985) (12,709) (131623) (13,875) (14,171) (14,483) (208,422) Net Income $11, _ _105) 31) ,(t2f9) X149) L$ 6) X43 Cash Income X284 X29 { 10) L$133) 4) 1, 17 • Rate Adjustments: Residential Percent 3,50% 3,90% 4,00% 3,85% 3,70% 3.65% Residential Rate $19.25 $20,00 $20,80 $21,80 $22.40 $23,20 • Commercial Percent 1,00% 2,50% 4.00% 1.10% 0,000/0 0,00% • Commercial Rate $254,78 $258.61 $266.33 $266.63 $266.63 $266,63 Landfill Percent 4.15% 4,00% 3,86% 3,70% 3,60% 3,40% Landfill Rate $12.50 $13.00 $13.60 $14.00 $14,60 $16.00 1 a a A,e A tG r i °1 7~f +•rV`~ 4 l+i ~S~'y P'Y~JSi'Y ?1j/! 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IPC 1998 / MNF 2068 2% Revs 2003 2004 2005 2006 2007 2008 2009 Total Operating & Other Revs $10,831 $11,472 $13,224 $13,947 $14,744 $15,439 $16,082 Total Operating Expenses (7,873) (8,448) (11,784) (129224) (12,763) (13,325) (13,849) Total Nonoperating Revenues (660) (380) (1,136) (11050) (1,190) (1,103) (1,019) Operating Transfers (Out) (1 020) ji __080) j1 165) (1 232) (1,294) (11355} 01J.41 3) (91553) (91908) (14,076) (140506) (16,248) (16,783) (16,281) J Net Income 1 2 C.1=5M 559} X503) W4~) X199) Cash Income _1 2Ei0 818 66) j$4L1) j 347) Ste) §IL11) Rate Adjustments: Residential Percent 3.00% 5.45% 9.45% 6,95% 6,04% 3.20% 1.90% Residential Rate $15.55 $16.40 $17.95 $19.20 $20.:15 $21.00 $21.40 Commercial Percent 5.00% 5.00% 5.00% 4,00% 3.75% 3.00% 1.00% • Commercial Rate $226.43 $235.41 $244.77 $252.07 $258.98 $264.14 $264,18 Landfill Percent, 2.60% 2.55% 3.00% 3.40% 3.70% 3.60% 4.40% Landfill Rate $9.80 $10,05 $10.35 $10.70 $11.10 $11.50 $12.00 re 1 r i !'q 1 • ® i, r r, ,i'irr per{i:?>; • _ w • • Recommended Alternative 6 SOLID WASTE UTILITY Dkwt Haul / In 19961 MRF 2006 2% Revs 2002 1996 1997 1998 1989 2000 2001 Total Operating & Other Revs $5,334 $7,068 $8,085 $8,742 $9,199 $9,711 $10,199 Total Operating Expenses (4,957) (5,710) (6)506) (6,786) (7,086) (7,384) (7,619) Total Nonoperating Revenues (595) (756) (847) (824) (11035) (963) (1,379) Operating Transfers (Out) (681) 1727) j7"79) @26) 179) L810) W§) (6,234) (7,193) (81133) (8,436) (8,990) (9,262) (9,663) Net Income L101 125))306 X448 X536 Cash Income ~ ) ) J282) L90 98 9 L2 • Rate Adjustments: Residential Percent 8.35% 7,70% 7.15% 0,00% 0.00% 0.00% 0.65% Residential Rate $13,00 $14.00 $15.00 $15.00 $15.00 $15.00 $15.10 Commercial Percent ~~78 $160 63 $17802 $ 92001 $2060 $20955 $217081 Commercial Rate $ • Landfill Percent 16,70% 01 $8 0 % $860 $880 $9 05 $9030 $90 Landfill Rate 55 i r r r r r i r r r r,~ a r~ r r a rl n~ a • If f ff ~l fl APPENDIX E f Proforma Detail For Recommended Mtemative •8 ff f~ fl ~I 65 • • r Solid Waste Proforma Assumptions tor: Alternative 6: No New Solid Waste Programs 1 Solid waste pickup Is twlco per week, with a once par week brush/grass pickup, 2 The Composting capital costs and O&M costs associated with blosollda are Included in the wastewater budget. Yard waste processing costs are Included in the Solid Waste budget. 3 Drop Box recycle costs remain in the budget. 4 16% of composting revenue Is allocated to solld waste, with 86% allocated to wastewater. 6 Capital asset debt service Is calculated at 6.6% Interest for 20 years. Principal is repaid 5% annually. 6 LandAN development debt service Is calculated at 6.6%, over a Ave year term, with ' 20% of the principal repaid annualty. 7 No bond Interest revenue was calculated frrorn new program debt sold. 8 Said Waste cubic yardage represents our most recent forecast snalysia. 9 Deprecation fife of all capital assots Is estimated at 20 years, U 1. f I 1 • 1 O , • I 64 C.UMwPOUNPrdortnl~^wu~'P.~Nd f0-fMf-05 a.- ~ ~ w. wrrrwrdllfYiY:: r...~r r~-- • 1- ~ .kV l~ `~{1 ~},{3~~11~, ~u~~t~t? tlJ t I SOLID W1",STE LANDFILL REQUIREMENTS Alternative 5 Cubic Yards In-place Acres/Year Acres/Year Capital Site Size Year Per Year Volume Consumed Required Cost M) (Acres) 1991 364,165 145,666 1.65 1992 377,805 161,122 1.72 1993 437,373 174,949 1.99 1994 497,769 199,107 2.26 1995 506,348 202,539 2.30 1996 501,300 200,520 2.28 $3,6 3 1997 496,257 198,503 2.26 15 y 1998 5101333 204,133 2.32 4.57 1999 529,170 211,668 2.40 6.97 2000 543,213 217,285 2.47 9.44 J 2001 562,012 224,805 2.55 11.99 $4.2 2002 576,023 230,409 2.62 14,61 14 2003 585,253 234,101 2.66 17.27 2004 589,709 :35,884 2.68 19.94 2005 593,208 237,283 2,69 22.64 2006 598,607 239,443 2.72 25.36 $6.4 2007 622,072 248,829 2.82 28.18 16 2008 650,265 260,106 2.95 31.13 2009 697,432 278,973 3.17 34.30 2010 735,052 294,021 3.34 37.64 2011 744,157 297,663 3.38 41.02 $7.2 2012 748,509 44:9,403 3.40 44.42 14 i 2013 757,596 303,038 3.44 47,86 2014 776,150 310,460 3.52 51.38 2015 804,156 321.662 3.65 55.03 IKON pa ae('1613'ewydepA*soRO'1) Total $21.3 59 {11 i I . i~ 63 ! fir, , r fS y11 Jj Y,. ;~0);,Stt~ 41t+ - • I- - rp • ® ■ a a. R 9 f.,, 171 V S"_h ICS pf:-z I-V nrz WE me Recommended Alternative 8 SOLID WASTE UTILITY Noel Haul/IPC IMIMRF 2005 2% Revs 1998 - 2015 2010 2011 2012 2013 2014 2015 Totals Total Operating & Other Revs $16,736 $17,292 $17,878 $18,487 $19,168 $19,892 $264,530 Total Operating Expenses (14,390) (14,938) (15,516) (16,122) (16,750) (17,392) (221,424) Total Nonoperating Revenues (950) (856) (981)) (895) (801) (729) (17,856) Operating Transfers (Out) Ll 475) X1_,540) ~1 H-, J) (1,682) L1,,758) (1_LB36) (24L214) (16,815) (17,334) (18,115) (18,699) (19,309) (19,957) (263,494) a Net Income ) ) ktU3 jt ) 1 _1) ((-0) VAN Cash Income $11 C$ } L (83) X75 - 0 • Rate Adjustments: Residential Percent 2.60% 3.15% 3.55%a 3,40% 3,30% 2.60% Residential Rate $21.95 $22.65 $23.45 $24.25 $25.05 $25,70 Commercial Percent 0.00% 0.00% 1.25% 0100% 0.00% 0,00% 0 Commercial Rate $264.18 $264.18 $264.88 $264.88 $264.88 $264.88 • Landfill Percent 4.15% 4,00% 3.85% 3.70% 3,60% 3,40% Landfill Rate $12.50 $13.00 $13,50 $14.00 $14.50 $16.00 • m • • I~ Io.w..N IttA w14n Iypa w.10 Mw[ I I II I l eoq o..N W110t 11011 9001 IGNK IV0 p11 IV IN !Y IT !V IN MY N IV VY VY FY /I IN PY IY IN IV IY it Unf LM it" , lm IIN IM INI 1Mt fill IM NN IM ON am IM NN M WI M no tag M1 K71 NU NU NU OILIn1~!pl!!f 1 M.I/.W III sia saw it Ali 02410 $.w IIII N}$ N.IH y'm YAN ".In u IoM o0N111 4.w 1.10 ow 0.W oM N1.$1 ~ V NI,w 1 GN..fW III Asia r14 r,Hl 1w oM LM 1}11 1M I,M LW AIM 1,M 1 \IM/ IN 2,9 4$ Ill W on IN N) m W OVD w W 1,w USA I'm I}M 1,w I,M I.N1 I.M I'll 103 1.M I M. 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YIN Il .1 of I.m I bflM INM 'M Lp S, Y Sim IYI bI* SAOY M OYIM W YIW SYlY 41,1041 SAM " WS% SISSON N rYn n..In l1T 1s.T Im 1, M 11104 ,13T rO4 "M NM M pWW 41,111, Y N'p4 NOT LM IIOT HIM bO4 r.,t !'.ac r,.,,y„i✓ar.I rNlb 4Sm NSg1 NSne IHNI III SOIY III YS.Y YINI DOW NIW Vim 1nN0 X1410 MIN 1pn1 Mix Iplq Slaw it 4 r : • • { L , 1.1 L , r ..Ij11 (V 11 l~ 1I, It "11~n Nimbi INS • • r SOLID WASTE LANDFILL REQUIREMENTS Alternative 8 Cublc Yards In-place Acres/Year Acres/Year Capital Site Size Year Per Year Volume Consumed Required Cost M) (Acres) 1991 364,165 145,666 1.65 1992 377,805 151,122 1.72 1993 437,373 174,949 1.99 1994 497,774 199,109 2.26 1995 502,550 201,020 2.28 1996 494,132 197,653 2.24 $3.2 1997 485,265 194,106 2.20 13 1998 487,068 194,827 2.21 4.42 1999 484,750 193,900 2.20 6.62 2000 481,943 192.777 2.19 8.80 2001 480,035 192,014 2.18 10.98 $2.7 2002 480,180 192,072 2.18 13.17 9 2003 469,710 187,884 213 15.30 2004 464,448 185,779 2.11 17.41 I 2005 342,650 137,060 1.56 18.96 2006 339,660 135,664 1.54 20.61 $3.4 2007 346,620 138,M 1,57 2208 9 2008 355,680 142,272 1.62 23.69 2009 374,340 149,736 1.70 26.39 2010 387,000 154,800 1.76 27.16 2011 384,160 163,664 1.74 28.90 $3.6 2012 378,720 151,488 1.72 30.62 7 2013 375,530 150,212 1.71 32.32 2014 376,740 160,698 1.71 34.03 2016 382,050 162,820 1.73 35.77 KOM P.WO(I 5',Mvraepm.r50wW) Total $12.7 38 • i 76 • ~ , rt 2 irk rlah'~'b;"' • e Solid Waste Proforma Assumptions for: I Recommended AHemative 8: Direct Haut / IPC In 1998 / MRF in 2005 f I, I 1 Source Reduction begins In 1996. 2 The Residential Collection program for newspaper begins In 1996. Bulk newspaper will be direct hauled to the point of sale. 3 Newspaper pickups are planned once every two weeks. During the week that newspaper is picked up, regular solid waste pickup will occur only one time. Yard Waste will continue to he picked up once per week. 4 Intensified Commercial Corregated Paper collection begins in 1996. Corregated paper will also be direct hauled to the point of sale. 5 The Intermediate Processing Center begins operation In 1998. One pickup per week will be made for recyclable products. Regular solid waste pickup will reduce to once per week, and yard waste pickup will remain at once per week, The IPC customers purchase the containers which hold their recyclable product from the City of Denton. 6 The IPC capital asset expenses are based on a 100 Ion per day facility. 0 & M expenses escalate as recyclable material Increases. 7 Drop Box recycling costs were removed from 0 & M expenses beginning In 1998. 8 IPC and MRF Capital Asset costs escalate 2% annually for inflation. 9 IPC diversion percentges grow from 9% in 1998 to 251/6 in 2004. 10 WC revenue is calculated at an avarage of $42 ton beginning ;,1 1998, and escalates 2% annually. MkF product revenue also escalates 2% anually per ton. 11 The Materials Recovery Facility begins operation in 2005, The IPC facility Is retabricated and expanded as necessary for development into the MRF. 12 MRF capital asset expenses are for it 600 ton per day facility, 0 & M expenses are ba-:ed on a per ion basis of throughput for the facility, 13 All solid waste for the MRF is picked up twice per week, with yard waste pickup remsining at once per week, 14 All of Denton's solid waste, except yard waste, is processed through the MRF, 15 Denton's MRF diversion percentages grow from 45% in 2005 to 550/'j in 2016, 16 The [PC and MRF revenues and costs were allocated between residential and commercial based on their recoverable recyclable product percentages. 17 The Composting capital costs and 0 & M costs associated with biosolids are included In the wastewater budget. Yard waste processing costs are included in the Solid Waste budget. 18 Source Reduction costs currently In the existing 0 & M expense budget were removed from the HDR analysis totals, and not counted twice. ' 19 15% of composting revenue Is allocated to solid waste, with 85% allocated to wastewater. 20 Capital asset and land acquisition debt service Is calculated at 6.5% Interest for ii 20 years, with principal repaid 5% annually. • 21 Landfill development debt service is calculated at 0.5%, over a five year term, with 20% of the principal repaid annually. Landfill development costs are repaid over the same term as the acreage is utilized, 22 No bond interest revenue was canulated from new program debt sold. 23 Solid Waste cubs yardage represents our most recent forecast analysis. 24 Depreciation life of all program capital assets Is estimated at 20 years. 25 Depreciation Ida of developed landfill acreage is estimated at 5 years.'. ~E 77 t o I L w l l I APPENDIX F Profoima Detall For Altemathre 8R (Reglonal) f i I f I itv • w 0 • I 1 2-9 IT Mrs Recommended Alternative 8 R SOLID WASTE UTILITY MF l Heu! (IPC 19&11 MRF 2005 (R"10MI) 2% Revs 1996 1997 1998 1999 2000 2001 2002 Total Operating & Other Revs $6,334 $7,068 $9,319 $10,027 $10,589 $11,169 $11,661 Total Operating Expenses (4,967) (51800) (7,717) (8,049) (81411) (8,772) (91084) Total Nonoperating Revenues (595) (814) (960) (927) (1,127) (1,047) (1,218) Operating Transfers (Out) X681) .(727) 781) {834) (W (939) (996) (61234) (71341) (91466) (9,610) (10,423) (10,759) (11,297) J Net Income 101 _273) M39) 217 1166 $410 X6_4 Cash Income 272) 13) L.373) if $1615 X4011{ • Rate Adjustments; Residential Percent 8.35% 7.70% 6.05% 0.00% 0.00% 0.00% 0.00% Residential Rate $13.00 $14.00 $14.85 $14.85 $14.86 $14.85 $14.85 Commercial Percent 12.00% 12.00% 10.00% 10.00% 6.00% 5.00% 4.00% • Commercial Rate $144.78 $160.63 $174.84 $188.68 $199.79 $207.76 $213.90 Landfill Percent 16.70% 17.10% 4.90% 2.35% 2.80% 2.75% 2.70% Landfill Rate $7.00 $8.20 $8.60 $8.80 $9.05 $9.30 $9.55 • I- ~ I Recommended Alternative 8 R SOLID WASTE UTILITY Mod Haul / IPC I M I MRF 2005 (Pagl"I) 2% Revs 2003 2004 2005 2006 2007 2008 2009 Total Operating & Other Revs $12,228 $12,862 $15,223 $16,085 $17,037 $17,831 $16,656 Total Operating Expenses (9,416) (10,062) (13,480) (14,014) (14,668 (15,350) (16,007) Total Nonop(rating Revenues (790) (499) (1,215) (1,118) (11316) (1,217) (11119) Operating Transfers (Out) ~1 0, 54) _(1,122) _(1_,199) 1 280) .(I X4) (1j407 } (1.,468) (11,260) (11,683) (15,895) (16,412) (17,331) (17,973) (18,595) U) V Net Income P968 1U80 671) 4-327? 15 4) _ Cash Income $950 $1.433, j_ 142) $fii 1586) A g38) 128} X69) X49 Rate Adjustments: Residential Percent 1.00% 5.70% 9.45% 7,50% 6,15% 2.80% 1.95% Residential Rate $15.00 $15,65 $17.35 $18.65 $119.80 $20.35 $20.75 Commercial Percent 3.50% 3.60% 4.00% 4.00% 4,00% 2.60% 1100% Commercial Rate $219.19 $224.62 $231,33 $238,24 $246.36 $249.03 $249,07 i Landfill Percent 2.60% 2.55% 3,00% 3.40% 3.70% 3.60% 4.40% Landfill Rate $9.80 $10.05 $10,35 $10.70 $11.10 $11.50 $12.00 l it s i r t i ► i , N, i -a IA V-a I'll c> • s Recommended Alternative 8 R SOLID WASTE UTILITY DL6et Heuf/IPC IM/KIHF 200ti (Fw4ww) 2% Revs 1998 - 2016 2010 2011 2012 2013 2014 2015 Totals Total Operating & Other Revs $19,339 $19,981 $20,776 $21,630 $22,295 $23,061 $303,072 Total Operating Expenses (16,685) (17,374) (18,140) (180937) (19,722) (20,526) (257,171) Total Nonoperating Revenues (1,046) (942) (1,162) (1,062) (947) (866) (19,970) Operating Transfers (Out) (1,534) (1,601) (1,677) (1_,763) 11833) {1_1916} (261033) (19,286) (19,918) (20,978) (21,743) (22,502) (231297) (302,174) m Net Income $743 202)3) X207} X36) $098 Cash Income $164 A160 17) ($130) ( 9) (96) $1,621 • Rate Adjustments: Residential Percent 2.90% 2.35% 3.90% 3.75% 3.60% 2.85% Residential Rate $21.35 $21.86 $22.70 $23.55 $24.40 $25.10 Commercial Percent 0,00% 0.00% 2.00% 1.00% 0.75% 0.00% ® Commercial Rate $249.07 $249.07 $261.57 $251.61 $251.02 $261.02 Landfill Percent 4.15% 4.00% 3.85% 3.70% 3.60% 3.A0% Landfill Rate $12.60 $13.00 $13.50 $14.00 $14.50 $15.00 • • • Ia,MV-N ILYM wAin Nv.~1n N, IIIyvMa ID. 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WNI Nnw 01{{1 Nr,w 1I MM Mw MNI won 111nr Ntw iFpD p41H Ulm NtI.1 01W Iel,t1 1 1 I I I I I ! i ! ~ f ~ i I t i t i t i f f ! ..,.E R, . 1 R" ! ..is tiI' Y r l SOLID WASTE LANDFILL. REQUIREMENTS Alternative SR - Regional Cubic Yards In-place Acres/Year Acres/Year Capital Site Size Year Per Year Volume Consumed Required Cost M) (Acres) r 1991 364,172 145,669 1,65 1992 378,151 151,260 1.72 1993 437,374 174,950 1.99 1994 497,655 199,062 2.26 1995 502,550 201,020 2.28 1996 494,132 197,653 2.24 $4.1 1997 485,265 194,106 2.20 17 1998 642,004 256,802 2.92 5.12 1999 642,785 267,114 2.92 8.04 2000 643,139 257,266 2.92 10.96 2001 644,455 257,782 2.93 13.88 $3.7 2002 647,888 269,155 2.94 16.83 12 2003 640,772 256,309 2.91 19,74 2004 638,932 255,573 2,90 22,64 1 2005 458,333 183,333 2.08 24.72 2006 455,641 182,336 2.07 26.79 $4.5 2007 463,273 185,309 2.10 28,89 12 2008 472,777 189,111 2.16 31.04 2009 491,853 196,741 2.23 33.27 2010 621,097 208,439 2.37 35.64 2011 524,727 209,891 2,38 38,02 $6.0 2012 523,935 209,574 2,38 40.40 10 2013 627,724 211,090 2.40 42.80 2014 540,694 216,238 2.45 45.25 2015 562,648 225,019 2.55 47,81 Total $17.3 60 • 89 1 I i ti I u'' L I ]r.Y i aAt(J/~7~1+1 ~1,yil )y J C~', ! r ) S 1 • • ~N . f 1 q~iA{Z' tf]~ +j~ A~~~,; N~; ~f1Y~A~S~ ✓1M Y. • a~ • Solid Waste Proforms Assumptions for: Alternative SR: Direct Haul J IPC In 1998 1 MRF in 2005 / Regionalization 1 Source Reduction begins In 1996. I 2 The Residential Collection program for newspaper begins In 1996, Bulk newspaper I will be direct hauled to the point of sale. 3 Newspaper pickups are planned once every two weeks. During the week that newspaper is picked up, regular solid waste pickup will occur only one time. Yard Waste will continue to be picked up once per week. 4 Intensified Commercial Corregated Paper collection begins in 1996. Corregated paper will also be direct hauled to the point of sale. 5 The Intermediate Processing Center begins operation in 1998. One pickup per week will be made for recyclable products. Regular solid waste pickup will reduce to once per week, and yard waste pickup will remain at once per week. The IPC customers purchase the containers which hold their recyclable product from the City of Denton, 6 The IPC capital asset expenses are for a 100 ton per day facility. 0 & M expenses I escalate as recyclable material received Increases. 7 Drop Box recycling costs were removed from O & M expenses beginning In 1998. f e IPC and MRF Capita Asset coats escalate 2% annually for Inflation. 9 IPC diversion percentges grow from 9% In 1998 to 25% In 2004. j 10 IPC revenue is calculated at $42 ton beginning in 1998, and escalates 2% annually. MRF product revenue also escalates 2% anually per ton. 11 The Materials Recovery Facility begins operation In 2005. The iPC facility Is j refabricated and expanded as necessary for development into the MRF. 1 12 MRF capital asset expenses are for a 600 ton per day facility. O&M expenses are based on a per ton basis of throughput for the facility. 13 All solid waste for the MRF is picked up twice per wook, with yard waste pickup r remaining at once per week. 14 All of Denton's solid waste Is processed through the MRF. 15 Denton's MRF diversion percentages grow from 45% In 2005 to 65% in 2016. l 16 The IPC and MRF revenues and costs were allocated betwsa,, residential and commercial based on their recoverable recyclable product percentages. 17 The Composting capital costs and 0 & M costs associated with blosolids are Included in the wastewater budget. Yard waste processing costs are In Solid Waste. 18 Source Reduction costs currently In the existing 0 & M expense budget were removed from the HDR analysis totals, and not counted twice, 19 15% of composting revenue Is allocated to solid waste, with 85% allocated to wastewater, 1 20 Capital asset and land acquisition debt service is calculated at 6.5% Interest for 20 years, with principal repaid 6% annually, 21 Landfill development debt service Is calculated at 6.5%, over a five year term, with • 20% of the principal repaid annually. Landfill development costs are repaid over the some term as the acreage Is utilized, 22 No bond Interest revenue was calculated from new program debt sold. I 23 Solid Waste cubic: yardage represents our most recent forecast analysis. I i 24 Depreciation life of all program capital assets Is estimated at 20 years. 25 Depreciation fife of developed landfill acreage Is estimated at 6 years. 26 Regional solid waste collection begins In 1998, with the cubic: yardage escalating I 2% annually. .~~IwrWlprddml~wnx^'V MIr1 10-/Mr-PS • m • l Continued Solid Waste Protorma Assumptions fa; ARematlw BR: Direct Haul / IPC In 1098 / MRF In 2005 / Reglonafization t 27 Regional solid waste Is landfilled through 2004, and beginning in 2005 Is processed through the MRF. The processing of regional solid waste is limited by the maximum processing capacity of the MRF, 800 tone per day. 28 In 2010, when the MRF capacity reaches 800 TPD, all excess regional solid waste that brings the total processing capability of the MRF over 600 TPD will be iandMled. 29 The Recyclable product quantity recovered from regional sold waste Is 10% less than Denton's diversion percentage. 30 Regional solid waste revenue Is calculated at the Denton contract landfill rate. 31 9eglonal solid waste disposal expense Is calculated at $2,00 below the Denton contract landfill rate, 32 The regional solid waste revenues and costs were allocated between residential and commeroiat baser) on their gross oubio yardage percentages, f f f 1 f . f f f 91 i C.UNxMw~pfiWrtt}wyurp. n*7 10-AM4-93 -w+r..~r_ r+... ~ . • r +wr+w+~.nFWiMW.Y'.r 'A 4-.. 4 4 t' ~ 4 v ! r. S . • ~ I t ~V• rt 5"',; 'f~',i~t #`~1`'~3''Yrtj~~,yf,`tli vr~;!,~fFf'ut""` } } • • r r t APPENDIX G f Solid Waste Altemathres Doha summary f f f • f f 9z 1 i • w • i( bLlb SNIP fp 9 NAA DELTA W UNWAV 1 +~7Ck~ telly A B 0 O E f cokwm ram," 156-0 $101,0010 A-(B1 F) f+ Planning Period 1095 - 2013 Accrual Program Landfill Landfill Landfill Net p Expense Revenue Required Remaining Value Expense ! Who Mllliop_ Mllllon~ _ 165 Acres) _ Million $ lleratNa/1 Blae CC SW25a6ek Ia 1998, MAP J&2 00 ( ~Low(2%Revanus) $144,21 $26.51 46 109 $1.39 $117.31 High (5% Revenue) $114.56 $57.19 27 12e $3.42 $53.95 J Aberurtiv_e /2 W _ RDp la 1996 Low (2% Revenue) $201.99 1$38.20 28 120 $3.63 $160,27 High (5% Revenue) $200.05 $ti5,26 8 147 $5,45 $139,34 Low (2% Revenue) $151.36 $34.05 44 111 $1.80 - $115,71 High (5% Revenue) $132.Fe $70.19 21 134 $4.06 $58.51 - - - - Alterarl lea /"4 - 1/RN la 2000 Low (2% Revenue) $153.00 $31.45 45 Ito $1.50 $120,12 I High (5% Revenue) $132.84 $86.79 23 132 $3,65 $83,20 Q!qCNo '--New-lY Status Quo (2% Revenue) $0,00 $0.00 69 96 $0.00 $0 00 Regional Approach $12,66 $16.42 87 86 ($0.86) ($2.71) ut6m.uwf6 BtwBqj 8Wlair6eth IlGL1f96___ Low (2% Revenue) $88.87 $27.06 47 108 $1.26 $38.53 Regions I Approach $79.90 $43.64 55 100 $0.43 $35.83 A_ItersalMe ITT - Se~61-As10 R t6 -►l-e- cttM-a-,--11 we-d - k9-HCo q?: Ir-Cis - ?A00 Low (2% Revenue) $63.98 $26,77 48 107 $1.18 $36.04 Regional Approach WAS $43.35 65 100 $0.43 $3b 37 I~kaow>•eaded Altenrtfre fR K le Dueet ktaral IPC-ia 1996 MRP.I■ 2005 1 Low (2% Revenue) $143.39 $47.99 37 lie $2.36 $93.05 Regional Approach $154.40 $94.09 49 108 $1.07 $89.24 fl o5.wopewll over sla.sm ••row saws.- a+oe,sus- 91J ClpurS. W,500 Yal C'aun . ~p6,00a ' • lae ciuwuuu~l vluw i f i C f I APPENDIX H 1995 Rate Comparison With Other Citles f 1 • t 94 • • L{~ r • • • 1111fifilly-1 Vs mix z COST COMPARISON CHART 2 CUBIC YARD CONTAINERS 5x 1 6 1 mm DENTON (CURRENT)' $23.25 $37.35 $65.75 $71.85 $89.80 $45.76 PROPOSED GARLAND $35.70 $64.05 $91.35 $119.70 $148.05 $176.40 PLANO - $33.30 $50.62 $75.90 _$0.00 _$0.00 $0.00 U GT 2.00 66,00 95.00 118.00 $147.001 $ 194.00 SUMMARY l x MEEK 2 x MEEK 3 K MElik I x MEEK 5 x MR 6 x MEEK * AVG $37.0+" $60.22 $87.42 $79.23 $98.35 $123.47 * MAX $45.02 $86.75 $130.97 $151.53 $218.51 $194.00 • * MIN $33.30 $50,62 $75.90 $118.00 $147.00 $176.40 *f?X(TUDM DSN n)N s I • 1\r '~f • • • i I COST COMPARISON CHART 3 CUBIC YARD CONTAINERS x 0 x wxu 6 X KEK DENTON (CURRENT) $28.35 $50.90 675.00 $97.95 $122.40 $145.05 PROPOSED LEWISVILLE 59.23 $97.841 130.0 165.05 201.79 238.94 GARLAND $39.90 $71.40 $103.95 $135.45 $166.00 $199.50 PLANO 2.97 §78.421 $108.871 N N LA N r FA S * 59.00 92 120.00 159.00 .00 240. • WIT11(ASTERS ADDS10.00 SUMMARY 1 X MEEK 2 X MKEK 3 X MEEK 4 X MEEK 5 X MEEK 6 X MEEK • *AVG $50.28 $84.92 $115.72 $114.88 $142.45 $169.61 *MAX $59.23 $97.84 $130.07 $165.05 $218.51 $260.23 *MIN $39.90 $71.40 $103.95 $135.45 $168.00 $199.50 41?AMUDIS DENTON • • I f I I I I i ! I I ! I ~ ! ~ t I I I I i I! #""1 k 7 A"I • • • 4 COST COMPARISON CHART 4 CUBIC YARD CONTAINERS s was D ENTON (CURRENT) $31.00 $59.20 $06.40 $1 f 2.00 $139.00 $165.60 PROPOSED GARLAND :44.10 079.00 5115.50 515140 6186,90 5222.60 MESQUITE N/A $75.00 $110-00 $150.00 $185.00 $220.00 PIANO $57.62 _ 5104.87 $154.63 N/A Nom- N ARUNGiTON $66.00 $100.00 $138.00 5172.00 5213.OC 5277.00 CARROLLTON $53.50 :93_20 _$132.95 $172.65 s21~2.40 $262.00 RICHARDSON $46.0286.75 :130.67 _$151.53 $21-8.51 x260.23 FARM $ 86.00 $107.00. 147.00 187.00 228.00 281.00 SUMMARY I X WEEK 2 x WEEK 3 x WHEN 4 x WEEx s x WEEx 6 x WENK *AVG $47.46 $92.26 $132.42 $140.63 $177.69 $216.14 • *MAX $66.00 $107.00 $164.83 $187.00 $228.00 $281.00 *MIN $44.10 $75.00 $110.00 $150.00 $185.00 $220.00 *EXCLUDES DENTON RICEARDSON CLAIMS NOT TO HAVE HAD AN AC"AL RATE INCREASE# BUT HAS ADDED A 9.6% LANDIIL CHARGE TO THE TOTAL SOLID WASTE HILL INCLUDING RENTAL AND DELIVERT CHARGES. • u W~FiSa ti •f r r ,r COST COMPARISON CHART 6 CUBIC YARD CONTAINERS x van DENTON (CURRENT)' $44.50 $82.00 $121.00 $160.00 $198.00 $242.00 PROPOSED _ LEWISVILLE X97.84 $154.69 $215.41 $279.25 $338.11 $.996.63 GARLAND 552.50 $95.55 $139.65 $182.70 $225.75 $2_69.85 MESCIUITE N/A 100.00 150.00 $200.00 5250.00 _300.0! FARMERS BRANCH 73.00 $111.00 $160.00 $210.00 $$309.00 CARROLLON $62.05 107.20 $153.10 $198.85 $289.75 PLANO 77.90 141.83 207.73 279.84 3.47 SUMMARY i x WEEK 7 X WssE 3 x WNM 4 X WEEK s X WEEK 6 x WEEK *AVG $57.07 $118.38 $170.98 $225.04 $261.94 $334.78 *MAX $97.84 $173.49 $260.20 $320.00 $434.81 $525.95 *MIN $52.50 $95.55 $139.65 $182.70 $225.75 $269.85 .EXCLUDES DENTON . ~4 T'. • • • COST COMPARISON CHART f 8 CUBIC YARD CONTAINERS DENTON (CURRENT) $56.00 $108.00 $181.00 $208.00 $261.00 $314.00 PROPOSED - - LEVASWLL.E _ 5117.17 $188.82 $285.94 $344.00 $421.20 6498_73 GARE.AND; $60.90 111.30 $160.65 $202.65 ----$280_.40 $310.80 RfCNARDSON -588.76 1173.49 $280.20 $320_'.00 $434.81 5626.95 PLANO $101.71 $179.95 5271.14 $368.38 $439.07 8521.28 ARLINGTON $100.00 $167.00 $206.00 $264.00 $331.00 $422.00 FARMERS BRANCH ` 90.00 1156.00 $206.00 281.00 $317.00 $385.00 CARROLLTON 70.80 121.95 3.30 $224.80 275.95 27.30 SUMMARY l x WINK 2 x Wlsx 3 x WNNx 4 x wnx 5 x WINK 6 x wzxx *AVG $89.69 $156.93 $220.18 $283.52 $354.20 $427.29 • *MAX $117.17 $188.82 $286.94 $344.00 $439.07 $525.95 *MIN $80.90 $111.30 $160.66 $202.65 $260.40 $310.80 *XXCLUDNB DINTO■ • i • • • COST COMPARISON CHART 20 YD OPEN TOP CONTAINERS Na 1 DENTON 635.00 $122.00 $45.00 FARMERS BRANCH $0.00 $158.00 6100.00 50.51 - 109.80 • i i r r r i i i r ~ r N r r r a i~ r r r fi r, r r ,E ~ ..e r..,~ -r-. _ • a► • • rr....r rF4,.1 r. rH1Ar.R')ipye51Y'MY NM1.: _Qr r . r r.. r 1'7 1r U-11 r, 4 COST COMPARISON CHART 30 YD OPEN TOP CONTAINERS DEU L FEE RENTA DENTON $3_5.00. $170.00 $55.00 ti LEVASVILLE $46.72 $205.52 $129.35 MESQUITE $30.00 $105.00 $75._0_0 RICHARDSON $150.41 _$83.05 PLANO* x50.00 --$89.00 PER HR $142.50 $26.79 PER TON GARLAND 650.00 _---$112.50 s60.00 ARLINGTON , $32.00 - $105.00 $109.00 FARMERS BRANCH _ $0.00---- $177.00_ $100.00 ICARROULTON 2$25.00 JU 40.00 50.00 'THIS PEE PERTAINS TO AI.1. OF PLANO's OPEN TOPS AND COWACTORS IN BXCESS OF B CUBIC YARDS • I a s 4' ? • 1- ~ • • I COST COMPARISON CHART 40 YD OPEN TOP CONTAINEHS DE MONTHLY RENTAL DENTON _ $33.00 222.00 _ __$70_.00 LEWISVILLE $46.72 $250.00 _ $129.35 FARMERS BRANCH 50.00 - $186.00 __-000.00 ARLINGTON $32.00 $128.00 _$131.00 GARLAND $60.00 $150.00 $80.00 CARROLLTON $26.Pq $175.00 $50.00 00 §137-25 105.411 • r r r r o r o~ r r r, r r a a a r, a r. r ~ ..r x v lr..r -IY • o{ t t i1fffF14{~~,~aaa. COST COMPARISON CHART 30 CUBIC YD COMPACTORS SW I!, I - TH pE L DENTON $36.00 $170.00 $170.00 LEVVISVILLE $46.72 $222.35 $489.52 CARROLLTON $0.00 $165.00 $200.00 MESQUITE $30.00 $120.75 $75.00 ARLINGTON $32.00 $121.00 OPEN FARMERS BRANCH $0.00 $176.00 $320.00 a1CHA D 0.00 130.67 .81 0 W i - • t I~ COST COMPARISON CHART 42 CUBIC YD COMPACTORS sl1/!C MONT# -l 2 'k FEE -'0 DENTON _ $35.00- $222.00 $215.oa LEWISVILLE X46.72 $224.72 _ $489.52 FARMERS BRANCH --$A.00 $200.00 $320.00 CARROLLTON t o.00 $190.00__ $200.0_0 RI D 0.00 183.37 34.81 i i i r r r r r r r r s a E a i 4 i r i R, i I- I r-A . i i, ! z! ! lT.}T'Sy~MlY aaa3M~j'rt , ~~C+. i ld p O 1 1 ~ j I 1 1 j . I 4 F:7 I 1 t j ' .I I EE . a .1 l I ,