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HomeMy WebLinkAboutAgenda - 06-16-2008-1dAttachment 1D IU I \/ :: \ ') STU From: Roger L. Stancil, Town Manager, Town of Chapel Hill Steve Stewart, Town Manager, Town of Carrboro To: Orange County Solid Waste Management Department Subject: Future Orange County Solid Waste Transfer Station Date: May 30, 2008 The Towns of Chapel Hill and Carrboro have significant interests in the selection of a site for a future solid waste transfer station within Orange County. Although each town's operations may be impacted differently depending on the ultimate location of the site, the towns do share some common interests. These interests include controlling costs, maintaining service levels, and minimizing environmental impacts. With these common. interests in mind, the towns have collaborated to provide information to Orange County, outlining potential effects that each town may experience. More detailed information is contained in the attached memoranda from the Chapel Hill and Carrboro public works directors to their respective town managers. Time, distance and road types in the routes to the disposal site are important factors in the design of solid waste systems and affect the common interests of the towns cited above. Increasing (or decreasing) the time and distance travelled, or changing the types of roads used to drive to the new site as compared to the current site; could potentially affect the amount of labor needed, number of trucks required, required truck modifications, and/or fuel consumption in order to maintain levels of service. Both towns used similar methodology in determining effects at various distances from the center of their town, and determined a "break point" where time and distance would have significant effect on operations. Basic assumptions were made for such items as truck gas mileage and the price per gallon of fuel. It should be noted that costs are based on today's dollars. Of great concern is the rising price of fuel and how it has already affected local government budgets. Limiting fuel consumption, and controlling emissions, is of great importance to Chapel Hill and Carrboro, who work to control costs and support the environmental sustainability of our communities. The Town's of Chapel Hill and Carrboro kindly request that this information be duly considered. The information provided is simply an analysis of potential impacts on the towns' cost and operations and should not be misconstrued as suggesting or recommending a particular transfer station site. Cc: Mayor, Town of Chapel Hill Mayor, Town of Carrboro Robert Sallach, Olver Inc. (consultant) 10 _ UL of 1 TO: Roger Stancil, Town Manager FROM: Lance Norris, Public Works Director SUBJECT: Orange County Transfer Siting Process DATE: May 6, 2008 Background and Discussion The Town of Chapel Hill currently collects and hauls its municipal solid waste (MSW) to the Orange County Regional Landfill. That landfill is scheduled for closure in 2011. Currently, the Orange County Board of Commissioners is conducting a site search to construct a Transfer Station. The selected location could impact the Town of Chapel Hill negatively and/or financially. The Town of Chapel Hill's interest is, "To sport the environmental sustainability of our community by actively pursuinz the goal of 61 % waste reduction and by reducing our carbon f ootprint by 50% by 2020. Criteria that could impact our operation are: • An increase in non - productive route time, driving to and from the route to the disposal site is a major consideration. We have conducted time and distance, studies from the geographic center of Chapel Hill to distances of 10, 12, 15 and 20 miles away. These study included Highway 54 West, I -40 West and Highway 86 North. Beyond the 12 mile point, which adds 38 to 40 minutes round trip drive time depending on location, we would need to add another crew with equipment to continue the same level of service we currently provide. • An equipment change to a dual axle residential fleet. Currently, only two trucks are dual axle. Three more will be delivered to the Town due to the normal fleet replacement cycle this fall. That will leave five rear loaders to be changed out at cost of approximately $700,000. • Fuel cost will increase if the site is other than the current site. The amount of increase would vary depending on the distance and time of travel. As an example of the impact of changing to a more remote hauling site, a time and distance study was conducted from various Chapel Hill locations to the Durham Transfer Station (DTS). Southern Village center to DTS. Miles: 20.3 Meadowmont center to DTS. Miles: 17.6 Parkside Neighborhood to DTS. Miles: 17.4 Downtown ChapelHill to DTS. Miles: 17.1 DTS to Town Operations Center. Miles: 20.6 Time: 28 minutes Time: 26 minutes Time: 22 minutes Time: 27 minutes Time: 27 minutes This would increase our travel time during the day to 1 hour. Transfer station wait time could approach 15 minutes. The additional time per route would compromise our ability to complete routes within a work day with additional resources. We would need to add 1 crew, with equipment to sustain our current task system. 1 Equipment Operator H Salary and Benefits. $43,800 2 Collectors Salary and Benefits. $74,000 Total personnel costs. $117,800 Additional rear - loader, fuel and maintenance. $200,000 Total. $317,800 Fuel Projections. Estimated data on increased annual fuel cost from the DTS to the TOC for residential trucks only would increase $28,900 dollars(Rounded). 14,996 miles(14 routes x 52 weeks x 20.6 miles) divided by 1.6 miles per gallon average rear loader multiplied by $3.08 which was the average 3rd quarter fuel cost for this FY. Estimated data on increased annual fuel cost only by all routes to DTS would increase $76,100 dollars(Rounded). 14 routes x 52 weeks x 1.5 trips per day x 36.2 miles round trip average all routes divided by 116 miles per gallon x $3.08 which was the average 3rd quarter fuel cost for this FY. Commercial fuel cost estimated at $48,000(Rounded). Total fuel estimate: $153,000. The residential fleet is currently being converted to rear dual axles to bring us into compliance with DOT weight guidelines. We currently have two rear loaders that are dual axle. Three more are being order this year. That will leave five rear loaders to be converted. Conversion of equipment. $700,000. PJ- The actual impact of other sites would vary depending on their location. For example, sites north of Hillsborough would require travel through the town, so even relatively short hauling distances would result in longer hauling times. Likewise, sites adjacent to Interstate 40 could require shorter hauling time for longer distances. 3 Town of Carrboro y° �= Public Works Department memorandum To: Steve Stewart, Town Manager From: George Seiz, Public Works Director Cc: Re: Future Transfer Station Site - Impact on Town Date: May 21, 2008 of Carrboro Solid Waste Services I. Introduction This memo provides a brief summary on how various Town solid waste services may be impacted depending on the future site chosen for a solid waste transfer station. The information contained herein is simply an analysis of potential impacts and should not be misconstrued as suggesting or recommending a particular transfer station site. The impacts discussed are based on time and distance travelled from the center of Town (determined to be a roughly the intersection of Sudbury Lane and Pathway Drive). The services that will be directly impacted are the multi - family /commercial dumpster service, single family residential waste collection, and bulky item pick -up. Yard Waste and recycling materials will continue to go to the current disposal site at Eubanks Rd. The time and distance travelled to a disposal site is an important factor in the design. of solid waste systems. Services provided by the Town of Carrboro have been designed around the time and distance to travel to the current disposal site at Eubanks Rd. which is approximately 5.9 miles from the center of Town, and takes on average 11 minutes to drive one way in a large solid waste vehicle. II. Impact on Multi- family /Commercial Dumpster Service: See attached Table 1.0 for dumpster service information and assumptions. The Town has provided dumpster service to Multi - family housing units and commercial businesses for many years. This service is supported by the General Fund and fees charged to commercial customers. The number of commercial businesses utilizing the service was cut roughly in half when the Town started charging for this service in 2003/2004 (about 35 accounts remaining). The number of commercial accounts has been relatively stable for the last couple of years. In an effort to increase efficiency and reduce cost, the Public Works Department combined the multifamily and commercial routes in 2006/2007 and was able to reduce the number of trucks for this operation from 3 to 2. The oldest truck (which was up for replacement) was auctioned off in October of 2007 based on the fact that there was no foreseeable growth in this service area, and the anticipation that the transfer station was going to be at the current Eubanks Rd. site. The combined service reduced the labor hours from 1.15 fte to 1.0 fte, and the expense of a third truck was eliminated. F °��� "e "" �� Town of Carrboro Public Works Department memorandum 8 CAn�v� With the increased route efficiency, there is virtually no excess labor or equipment capacity within the current system. One truck is needed daily for the collection operation leaving one spare truck. The one person operating the truck currently finishes all routes each day with only about 20 —30 minutes left at the end of the 8 -hour day. This remaining time is used for maintaining the equipment and paper work. With two trips per day to the landfill, an additional 10 — 15 minutes round trip will completely fill the day and more realistically probably require some overtime. If the routes are split, and two trucks are used at one time, there will be no spare truck in the event of a breakdown. Therefore, as noted in Table 1.0 should the driving distance increase approximately 5.4 miles farther one -way (20 minutes round trip increase) for a total one -way distance of about 11.3 miles from the center of Town (total round trip of 42 minutes), the operation will be impacted to where one person can no longer finish the routes in an 8 hour day. The option of sending out two trucks with no spare is not a viable solution. Paying overtime is one option depending on exactly how far away the new site is. Getting out of the commercial side of the business is another option, however, from a budget standpoint there would be a several thousand dollar net lose to the General Fund if the service was dropped. The Town would also likely anger the faithful commercial customers who have stayed with the Town's service. Another response is the need to go back to a three -truck system requiring the purchase of an additional truck. Additional labor would be needed to offset the increase in driving time not only for the commercial service, but the single - family residential collection as well. III. Impact on Single Family Residential Collection/bulky waste pick -up: See attached Table 1.0 for Single Family refuse collection service information and assumptions. As with the multi- family /commercial service, any increase in driving distance impacts the labor and fuel cost for this system as well. There is little or no excess equipment capacity with the current system of one truck 5 days /week (sometimes two trucks, but less efficient), however, excess equipment capacity can be created by revamping the current system to two trucks 3 days /week. Public Works has anticipated that this change would eventually need to take place as population increased and daily routes filled up. There are other potential advantages to going to a two- truck/3 day system in terms of scheduling for yard waste and around holidays. Should the driving distance increase significantly (5.4 miles farther one -way increase, 20 minutes round trip or greater increase) Public Works would most likely recommend that the system be revamped at that time. The downside of revamping the system will be some initial inconvenience with the collection day changing for many of the residents. ** It should be noted that if the one -way distance increase from the center of town starts approaching 15 miles (total one way distance of about 21 miles), it may be necessary to consider an additional truck to the residential collection service. K og �Akgg (F .° �� Town of Carrboro ��.,. a= Public Works Department memorandum ncnno IV. Summary of overall impact to Solid Waste Services: Should the travel distance increase approximately 5.4 miles one -way (total one -way distance of about 11.3 miles from center of Town) or greater (up to about a 15 mile increase one -way), the following would be recommended: 1. Add a new front loader for the multi - family /commercial dumpster operation. 2. Hire one new person (full time w /CDL) to make up for lost labor hours. 3. Revamp current single - family residential system to a two -truck 3 day /week system. Fiscal Impact: Costs shown represent today's dollars and prices. *Fuel prices will likely increase significantly in the coming months /year and will greatly impact annual fuel costs. Start -up Costs: $215,000 - for new front loader if truck were purchased today. Annual Costs: $38,000 per year for one person $5,000 per year increase for equipment maintenance $11,514 for every 5 miles farther (one -way) than current driving distance of 5.9 miles from center of Town Should the one -way travel distance start approaching an increase of 15 miles (a total one -way distance of about 21 miles from the center of town), a more thorough analysis should be completed to determine if an additional truck will be needed for the residential collection service. See attached Table 2.0 for Labor Loss and Fuel Cost increase for every 5 miles farther (one -way) than current driving distance of 5.9 miles from center of Town. With increased fuel consumption there will also be increased emissions. Tom nf.Carrbo (a ro Public 8r[kc Department memorandum Table 1.0 Solid Waste Services Analysis ~ Future Transfer Station G. Geiz 5/22/2OO8 5.9 miles Distance from center of Town ho scale house at existing landfill. 11 minutes Time to drive from center of Town to scale house - large GVVtruck. 32 mph Average rate of speed from center of Town to scale house. 22 minutes Round trip time to drive from center ofTown 3.2 mpg Gas mileage for front loader truck #5O used ondumpaterroute. 2.4 mpg Gas mileage for fully automated truck #54 used on regular refuse route. Assumptions 2.8 mpg Average gas mileage for large 8VVtrucks $3.1O per gal price from recent purchases. **Prices are very unstable and will most likely increase significantly in the coming months/years. Multifamily/Commercial DumpstenService Staffing - 1.0 fte Eouipment- There are two front loaders for this operation. 1-on route, 1-spare Routing- Multifamily and commercial stops are integrated on each route. Trips - The driver averages 2 trips per day hu the landfill which io1U trips per week. Capecity' There io virtually no excess staffing capacity. Driver finishes with 2O-3O minutes left at end ofday No excess equipment capacity. Without any additional capacity and the potential for more customers, it would be necessary boadd one additional truck unless the new sight is less than 5 min (2.7miles) farther (one way) than the current site. Single Family Regular Refuse Collection Given: Stops- About 3700 per week. About 850 Mon, Tues.Thurs, Friday &300 on Wednesday. Staffing - 1.4fte Equ|pnlent- Two trucks for partial day, sometimes one truck for full day. 4 fully automated trucks. Trips - 8 per week plus 1 for bulky waste for a total of1O trips per week. Capacity - Little excess capacity if1truck/5 day system. Additional capacity if two trucks are used and went ho2 truoh/3 day system, but would need additional labor to make things work. No excess staffing capacity. Could create excess equipment capacity bv revamping ayetamfnom one truck 5 days/week to two trucks 3 days/week. ImpaotbxovesaXlSokidWaoteServices:Breakmmimt - |mcreasemf approx. 5'4 miles M0 minutes) one-way for e total one-way distance of about i1.3 miles from center of town /42 minutes round trip). "Costs shown represent today's dollars and prices. Fuel prices will likely increase significantly. Start-up Costs: $215,000 New front loader truck for multifamily/commercial dumpster service. Annual Costs Labor $38.000 Hire one new person ho make up for lost hours. Equip. yNe|nt $5.000 Fuel $11`514 for every 5 miles farther (one-wuay) than current site. (2Utripe/wk) FC Town of Carrboro Public Works Department memorandum q CARD Table 2.0 G. Seiz 5/21/2008 Labor Hours Lost - Town Of Carrboro Labor loss calculated for every 5 miles farther one-way (9.3 mintes) than current driving distance of 5.9 miles from center of Town (1 person on truck) miles round trip I hrs I round trip T number trips/wk I wk/yr labor hrs I - lost/yr fte Equiv. 101 0.311 201 521 3221 0.16 miles one-way I miles round Trip labor hrs lost/ ear fte� Equiv. I Labor Impact cost/Yr 5 10 306 0.16 Hire (1) staff $38,000 10 20 612 0.31 Hire (1) staff $38,000 15 30 918 0.47 Hire (1) staff $38,000 20 40 1224 0.62 Hire (1) staff $38,000 Additional Fuel Cost - Town of Carrboro, Fuel cost increase for every 5 miles farther one-way than current driving di.-,t;;nrp of 5.9 miles from center of Town. miles trip gallons per mile gallons per trip I number trips/wk i wk/,r unit I price/ al cost I per / r _round .101 2.81 3.61 201 521 $3.101 $11,514 miles one -way miles round Trip number I trips/wek additional miles / 1 additional 1 -g al/yr i cost pertyr 5 10 20 10,400 3,714 $11,514 10 20 20 20,800 7,429 $23,029 1 15 30 20 31,200 11,143 $34,543 1 20 40 20 41,600 14,857, $46,057 **Average price from recent purchases. Prices are very unstable and will most likely increase signficantly in the coming months/year.