HomeMy WebLinkAbout2016-188-E Solid Waste - SCS Engineers, PC for preparation of Solid Waste Financial Plan DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
[Departmental Use Only]
TITLE
FY
NORTH CAROLINA
SCS CONSULTING SERVICES AGREEMENT
UNDER $90,000
ORANGE COUNTY
This Agreement, made and entered into this 7 day of March, 2016, ("Effective Date") by
and between Orange County, North Carolina a body politic and corporate of the State of North
Carolina(hereinafter, the "County") and SCS Engineers, PC, (hereinafter, the "Consultant").
WITNESSETH:
That the County and Consultant, for the consideration herein named, do hereby agree as
follows:
ARTICLE I SCOPE OF WORK
1.1 Scope of Work
1.1.1 This Services Agreement ("Agreement") is for professional consulting services to
be rendered by Consultant to County with respect to (insert type of project)Preparation of a Solid
Waste Financial Plan for Orange County's Solid Waste Enterprise Fund.
1.1.2 By executing this Agreement, the Consultant represents and agrees that Consultant
is qualified to perform and fully capable of performing and providing the services required or
necessary under this Agreement in a fully competent,professional and timely manner.
1.1.3 Time is of the essence with respect to this Agreement.
1.1.4 The services to be performed under this Agreement consist of Basic Services, as
described and designated in Article 3 hereof. Compensation to the Consultant for Basic Services
under this Agreement shall be as set forth herein.
ARTICLE 2 RESPONSIBILITIES OF THE CONSULTANT
2.1 Services to be Provided. The Consultant shall provide the County with all services
required in Article 3 to satisfactorily complete the Project within the time limitations set forth
herein and in accordance with the highest professional standards.
2.2. Standard of Care
2.2.1 The Consultant shall exercise reasonable care and diligence in performing services
under this Agreement in accordance with the generally accepted standards of this type of
Consultant practice throughout the United States and in accordance with applicable federal, state
and local laws and regulations applicable to the performance of these services. Consultant is
solely responsible for the professional quality, accuracy and timely completion and submission
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of all reports, drawings, specifications, plans, documents and services (hereinafter
"Deliverables")related to the Basic Services.
2.2.2 The Consultant shall be responsible for all errors or omissions, in the deliverables
prepared by the Consultant.
2.2.3 The Consultant shall correct at no additional cost to the County any and all errors,
omissions, discrepancies, ambiguities, mistakes or conflicts in any Deliverables prepared by the
Consultant.
2.2.4 The Consultant shall assure that all Deliverables prepared by it hereunder are in
accordance with applicable laws, statutes, and that any necessary or appropriate applications for
approvals are submitted to federal, state and local governments or agencies in a timely manner so
as not to delay the Project.
2.2.5 The Consultant shall not, except as otherwise provided for in this Agreement,
subcontract the performance of any work under this Agreement without prior written permission
of the County. No permission for subcontracting shall create, between the County and the
subcontractor, any contract or any other relationship.
2.2.6 Any and all employees of the Consultant engaged by the Consultant in the
performance of any work or services required of the Consultant under this Agreement, shall be
considered employees or agents of the Consultant only and not of the County, and any and all
claims that may or might arise under any workers compensation or other law or contract on
behalf of said employees while so engaged shall be the sole obligation and responsibility of the
Consultant.
2.2.7 Consultant agrees that Consultant and its subcontractors, if any, shall be required
to comply with all federal, state and local antidiscrimination laws, regulations and policies that
relate to the performance of Consultant's services under this Agreement.
2.2.8 If activities related to the performance of this agreement require specific licenses,
certifications, or related credentials Consultant represents that it and/or its employees, agents and
subcontractors engaged in such activities possess such licenses, certifications, or credentials and
that such licenses certifications, or credentials are current, active, and not in a state of suspension
or revocation.
ARTICLE 3 BASIC SERVICES
3.1 Basic Services
3.1.1 The Consultant shall perform as Basic Services the work and services described
herein and as described in Exhibit A (Proposal) as Tasks 1, 2 and 3. Tasks 4, 5 and 6 shall only
be performed and compensable upon Consultant receiving written notice to perform said tasks
from the County.
ARTICLE 4 DURATION OF SERVICES
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4.1 Scheduling of Services
4.1.1 The Consultant shall schedule and perform its activities in a timely manner.
4.1.2 Should the County determine that the Consultant is behind the agreed upon
schedule, it may require the Consultant to expedite and accelerate his efforts, including providing
additional resources and working overtime, as necessary, to perform his services in accordance
with the approved project schedule at no additional cost to the County.
4.1.3 The Commencement Date for the Consultant's Basic Services shall be March 7,
2016.
ARTICLE 5 COMPENSATION
5.1 Compensation for Basic Services
5.1.1 Compensation for Basic Services shall include all compensation due the
Consultant from the County for all services under this Agreement except for any authorized
Reimbursable Expenses which are defined herein. The maximum amount payable for Basic
Services is Thirty Four Thousand Seven Hundred and fifty Dollars ($34,750). The maximum
amount payable for each individual task shall be as set forth in Appendix C of Attachment A
(Task 1, $4,750; Task 2, $4750; Task 3, $10,250; Task 4, $7,500; Task 5, $5,000; and, Task 6,
$2,500). Payment for Basic Services shall become due and payable in direct proportion to
satisfactory services performed and work accomplished.
ARTICLE 6 RESPONSIBILITIES OF THE COUNTY
6.1 Cooperation and Coordination
6.1.1 The County has designated Gary Donaldson to act as the County's representative
with respect to the Project and shall have the authority to render decisions within guidelines
established by the County Manager and the County Board of Commissioners and shall be
available during working hours as often as may be reasonably required to render decisions and to
furnish information.
6.1.2 The County shall be solely responsible for determining whether Consultant as
satisfactorily completed Tasks. It is agreed that County shall not unreasonably withhold its
determination of satisfactory completion of any Task. In the event the amount of an invoice is
disputed County may withhold payment until the dispute is resolved by the parties. County may
also withhold payment on an invoice until the satisfactory completion of a Task by Consultant.
ARTICLE 7 INSURANCE AND INDEMNITY
7.1 General Requirements
7.1.1 Consultant shall obtain, at its sole expense, Commercial General Liability
Insurance, Automobile Insurance, Workers' Compensation Insurance, Professional Liability
Insurance, and any additional insurance as may be required by Owner's Risk Manager as such
insurance requirements are described in the Orange County Risk Transfer Policy and Orange
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County Minimum Insurance Coverage Requirements (each document is incorporated herein by
reference and may be viewed at
http://www.orangecountync.gov/departments/purchasing division/contracts.php). If Owner's
Risk Manager determines additional insurance coverage is required such additional insurance
shall be designated here (if no additional insurance required mark N/A as being not
applicable). Consultant shall not commence work until such insurance is in effect and
certification thereof has been received by the Owner's Risk Manager.
7.2 Indemnity
7.2.1 The Consultant agrees to indemnify and hold harmless the County from all loss,
liability, claims or expense, including attorney's fees, arising out of or related to the Project and
arising from bodily injury including death or property damage to any person or persons to the
extent caused in whole or in part by the negligence or misconduct of the Consultant except to the
extent same are caused by the County. It is the intent of this provision to require the Consultant
to indemnify the County to the fullest extent permitted under North Carolina law.
ARTICLE 8 AMENDMENTS TO THE AGREEMENT
8.1 Changes in Basic Services
8.1.1 Changes in the Basic Services and entitlement to additional compensation or a
change in duration of this Agreement shall be made by a written Amendment to this Agreement
executed by the County and the Consultant. The Consultant shall proceed to perform the
Services required by the Amendment only after receiving a fully executed Amendment from the
County.
ARTICLE 9 TERMINATION
9.1 Termination for Convenience of the County
9.1.1 This Agreement may be terminated without cause by the County and for its
convenience upon seven (7) days prior written notice to the Consultant.
9.2 Other Termination
9.2.1 The Consultant may terminate this Agreement based upon the County's material
breach of this Agreement; provided the County has not taken all reasonable actions to remedy
the breach. The Consultant shall give the County seven (7) days'prior written notice of its intent
to terminate this Agreement for cause.
9.3 Compensation After Termination
9.3.1 In the event of termination, the Consultant shall be paid that portion of the fees
and expenses that it has earned to the date of termination, less any costs or expenses incurred or
anticipated to be incurred by the County due to errors or omissions of the Consultant.
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9.3.2 Should this Agreement be terminated, the Consultant shall deliver to the County
within seven(7) days, at no additional cost, all Deliverables including any electronic data or files
relating to the Project.
9.4 Waiver
9.4.1 The payment of any sums by the County under this Agreement or the failure of
the County to require compliance by the Consultant with any provisions of this Agreement or the
waiver by the County of any breach of this Agreement shall not constitute a waiver of any claim
for damages by the County for any breach of this Agreement or a waiver of any other required
compliance with this Agreement.
9.5 Suspension
9.5.1 County may suspend the work at any time for County's convenience and
without penalty to County upon three (3) days' notice to Consultant. Upon any suspension by
County, Consultant shall discontinue the work and shall not resume the work until notified to
proceed by County.
ARTICLE 10 ADDITIONAL PROVISIONS
10.1 Relationship of Parties
10.1.1 Consultant is an independent contractor of the County. Neither Consultant nor
any employee of the Consultant shall be deemed an officer, employee or agent of the County.
Consultant's personnel shall not be employees of, or have any contractual relationship with, the
County.
10.2 Limitation and Assignment_
10.2.1 The County and the Consultant each bind themselves, their successors, assigns,
and legal representatives to the terms of this Agreement. Neither the County nor the Consultant
shall assign or transfer its interest in this Agreement without the written consent of the other.
10.3 Governing Law
10.3.1 This Agreement and the duties, responsibilities, obligations and rights of
respective parties hereunder shall be governed by the laws of the State of North Carolina.
Consultant shall at all times remain in compliance with all applicable local, state, and federal
laws, rules, and regulations including but not limited to all anti-discrimination laws. By
executing this Agreement Provider affirms that Provider and any subcontractors of Provider are
and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General
Statutes.
10.4 Dispute Resolution
10.4.1 Any and all suits or actions to enforce, interpret or seek damages with respect to
any provision of, or the performance or non-performance of, this Agreement shall be brought in
the General Court of Justice of North Carolina sitting in Orange County, North Carolina and it is
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agreed by the parties that no other court shall have jurisdiction or venue with respect to such
suits or actions. The Parties may agree to nonbinding mediation of any dispute prior to the
bringing of such suit or action. Under no circumstances shall any dispute be addressed through
binding arbitration.
10.5 Extent of Agreement
10.5.1 This Agreement, together with the Request for Proposals together with
attachments distributed by the County and the Consultant's submitted Proposal, all of which
constitute the Contract Documents, represents the entire and integrated agreement between the
County and the Consultant and supersedes all prior negotiations, representations or agreements,
either written or oral. In the event of a conflict among the terms of the Contract Documents, the
priority of documents shall be This Agreement, the County's Request for Proposals, attachments
to the County's Request for Proposals, the Consultant's Proposal. This Agreement may be
amended only by written instrument signed by both parties. Modifications may be evidenced by
facsimile signatures.
10.6 Severability
10.6.1 If any provision of this Agreement is held as a matter of law to be
unenforceable, the remainder of this Agreement shall be valid and binding upon the Parties.
10.7 Ownership of Deliverables
10.7.1 Upon payment in full for services rendered, all Deliverables, together with all
supporting materials, source documentation, data collected, field notes, and working drafts,
developed in the performance of this Agreement shall become the property of the County and
may be used on any other project without additional compensation to the Consultant. The use of
the Deliverables by the County or by any person or entity for any purpose other than the Project
as set forth in this Agreement shall be at the full risk of the County.
10.8 Non-Appropriation
10.8.1 Consultant acknowledges that County is a governmental entity, and the validity of
this Agreement is based upon the availability of public funding under the authority of its
statutory mandate.
In the event that public funds are unavailable and not appropriated for the performance of
County's obligations under this Agreement, then this Agreement shall automatically expire
without penalty to County immediately upon written notice to Consultant of the unavailability
and non-appropriation of public funds. It is expressly agreed that County shall not activate this
non-appropriation provision for its convenience or to circumvent the requirements of this
Agreement, but only as an emergency fiscal measure during a substantial fiscal crisis.
In the event of a change in the County's statutory authority, mandate and/or mandated functions,
by state and/or federal legislative or regulatory action, which adversely affects County's
authority to continue its obligations under this Agreement, then this Agreement shall
automatically terminate without penalty to County upon written notice to Consultant of such
limitation or change in County's legal authority.
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10.9 Notices and Signatures
10.9.1 This Agreement together with any amendments or modifications may be executed
electronically. All electronic signatures affixed hereto evidence the intent of the Parties to
comply with Article 1 I and Article 40 of North Carolina General Statute Chapter 66.
10.9.2 Any notice required by this Agreement shall be in writing and delivered by
certified or registered mail, return receipt requested to the following:
Orange County Consultant's Name & Address
Attention: Gary Donaldson SCS Engineers, PC
P.O. Box 8181 15521 Midlothian Turnpike
Hillsborough,NC 27278 Suite 305
Midlothian, VA 23113
[SIGNATURE PAGE TO FOLLOW]
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IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have
hereunder set their hands and seal, all as of the day and year first above written.
COUNTY: Orange County CONSULTANT: SCS Engineers, PC
DocuSigned by: DocuSigned by:
!991RnE IVUR, RMKAVS� 3/17/2016 ° ' � 3/14/2016
� sae sae
County Manager Robert E. Dick, Vice President
Printed Name and Title
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Proposal
Preparation of a Solid Waste
Financial Plan for Orange County' s
Solid Waste Enterprise Fund
Presented to:
ORANGE COUNT11Y
H CA]4
Solid Waste Management Department
200 South Cameron Street
Hillsborough, NC 27278
Attn: Gary Donaldson
Presented by:
SCS ENGINEERS, PC
15521 Midlothian Turnpike
Suite 305
Midlothian, VA 23113
(804) 378-7440
Revised March 1, 2016
File No. 02208216
Offices Nationwide
www.scsengineers.com
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Table of Contents
Section Page
1 Firm Description...................................................................................................................................... 1
2 Relevant Experience and Similar Projects......................................................................................... 1
3 Key Personnel Qualifications...............................................................................................................4
4 Scope of Work —Approach................................................................................................................4
Objectives of the Proposed Study.......................................................................................................5
Scopeof Services...................................................................................................................................5
Task 1 — Project Kickoff Meeting and Collect Background Data.......................................b
Deliverablesfor Task 1 ..................................................................................................b
Task 2 — Current System Assessment........................................................................................7
Deliverablesfor Task 2.................................................................................................. 8
Task 3 — Cost for the Department to Provide Services.........................................................8
Deliverablesfor Task 3................................................................................................1 1
Task 4 — Comprehensive Report and Additional Presentations (Optional)................... 12
Task 5 — Alternative Scenario Iterations (Optional)........................................................... 12
Task b — Model Training (Optional)...................................................................................... 12
5 Budgetary Fee Estimate.....................................................................................................................13
bProject Schedule...................................................................................................................................13
7 Sample Work Products.......................................................................................................................13
List of Exhibits
No. Page
Exhibit 1. Selected SCS Solid Waste Financial Projects........................................................................ 2
Exhibit 2. Locations of Selected SCS Solid Waste Financial Analysis and Rate Study Projects....3
Exhibit 3. Typical Data/Information Requests.........................................................................................7
Exhibit 4. Illustrative Pro Forma Model Concept....................................................................................9
Exhibit 5. Examples of Types of Scenario Outputs From SCS Assignments.....................................10
Exhibit b. Orange County Solid Waste Financial Plan Cost Estimate.............................................0-1
Exhibit7. Project Schedule........................................................................................................................14
Appendix
A Resumes
B Project Profiles
C Cost Estimate and Fee Schedule
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
1 FIRM DESCRIPTION
S C S E n g i n e e r s, P C (S C S) is an independent, employee-owned environmental engineering,
planning, construction, and operation and maintenance (O&M) services firm. Founded in 1970,
SCS has focused on all aspects of solid waste management, including facility design,permitting,
engineering, construction and operations. The firm has grown to a staff of nearly 800 engineers,
geologists, scientists, constructors, and technicians with 69 offices located throughout the United
States. We specialize in solid waste consulting services for local government and private
industry clients, and are recognized worldwide for our work. This recognition is the result of
successfully completing thousands of complex and innovative solid waste and materials
management projects. SCS has been consistently ranked by Engineering News Record for the
past 11 years as one of the nation's top solid waste consulting firm.
2 RELEVANT EXPERIENCE AND SIMILAR PROJECTS
SCS has completed thousands of solid waste projects for municipal clients throughout the United
States. More specifically, SCS has performed the full range of consulting services for solid
waste programs, including rate studies, financial assurance cost estimates, financial pro forma
modeling, Pay-As-You-Throw(PAYT)program evaluations, recycling program funding and
market studies, escrow account analyses, and tipping fee analyses. Our staff has the ability to
offer an independent evaluation of solid waste rates and charges that will allow municipal solid
waste departments to meet their financial obligations, capital funding needs for system
expansion, renewal and replacements, and to set aside appropriate reserve fund balances. Our
financial consulting experts have assisted more than 100 clients in the development of solutions
for administering solid waste and recycling programs resulting in financial stability. By crafting
innovative solutions to our client's problems, we have made formal and information
presentations to county commissions, city councils, authority boards, and citizen's advisory
boards to gain acceptance of proposed new or revised rate and financial recommendations.
Some of SCS' recent projects in the field of solid waste program financial planning are presented
in Exhibit 1. A map showing the locations of recent projects within the last 5 years is presented
in E xh i b it 2. Project profiles for the most similar project assignments pertaining to solid waste
financial plans, which highlight our firm and team's experience with providing these types of
services, are provided on the following pages. These projects demonstrate that SCS has the
capabilities and personnel to provide a wide range of services relative to complex pro forma
modeling, financial analysis and development of financial plans.
We have substantial experience working on solid waste planning and facility projects for
numerous clients throughout North Carolina including Orange County(County) and Town of
Chapel Hill.
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Exhibit 1 . Selected SCS Solid Waste Financial Projects
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Escambia County, FL Solid Waste Rate Conducted cost of service study which Pro Forma Model to calculate
Study included development of long-term plan user rate impacts to City,
for system operations and potential cost Authority and countywide
savings residents
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Hardee County,FL Infrastructure Comparison of landfilling and out of Comprehensive evaluation of
Management Plan county disposal; Review of cost savings CIP; Pro Forma Model for
options to county operations and estimating impacts to
evaluation of privatization opportunities countywide assessments
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City of Springfield, Solid Waste Plan Comprehensive assessment of long-term Economic analysis of PAYT
MA collection and disposal alternatives program and development of
variable cost structure for City
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Rockingham County, Solid Waste Financial assessment of required tip fee Comprehensive Pro Forma
VA Management to support County's collection,transfer, Model to evaluate proposed
Alternatives Study recycling, and disposal system costs modifications to integrated solid
waste program
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Island County,WA Operational Detailed assessment of the County's Evaluated County rate model;
Assessment and existing operations; Prepared review of CIP and
Benchmarking Study recommendations for costs savings and recommendations on reserve
benchmarking requirements
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Exhibit 2. Locations of Selected SCS Solid Waste Financial Analysis and Rate Study Projects
Wastech,Vancouver,BC#
Island County!
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#Cumberlond County
City of Pleasanton #
improvement Authority
City of Oakland a# P ## egham County
Santa Clara County
Hampton Roads
City of Santa Maria! Planning Commission
City of Santa Barbara #
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City of Newport Beach•
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# City of Brooksville # Lake County
City of Madeira Beach# Palk County
City of Dunedin # City of Riviera Beach
Charlotte Count y# # City of Lighthouse Point
#Red River
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Borough Marshall Islands #
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inset map detail not to scale
3
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
3 KEY PERSONNEL QUALIFICATIONS
The key personnel for SCS' project team for this assignment will consist of Ms. Stacey Demers,
Mr. Bob Dick, PE (Project Manager), Mr. Bob Gardner, PE (Principal Reviewer/Senior
Financial Analyst), and Mr. Marc Rogoff, PhD (Project Director). Other SCS solid waste
program planning experts who may provide technical support, if warranted, include Ryan
Duckett and Josh DeGayner. Brief resumes for the key personnel are presented in Appendix A.
SCS can readily provide full professional resumes for each of the professionals that may support
the project to the County upon request. We believe these fully demonstrate that our team
credentials are outstanding and fully capable of meeting any particular challenges for this
assignment.
4 SCOPE OF WORK - APPROACH
The Orange County Solid Waste Management Department(Department) is responsible for
operating the Orange County Landfill, Orange County Solid Waste Convenience Centers and
Orange Community Recycling Programs. The Orange County Solid Waste Department consists
of the following four divisions:
• Landfill Services Division
• Recycling Services Division
Sanitation Services Division
• Environmental Support Services Division
The County's Solid Waste Enterprise Fund (Fund) accounts for revenues and expenses related to
the provision of solid waste disposal and recycling activities for the residents of Orange County.
The mission statement of the Solid Waste Enterprise Fund is as follows:
Mission: To operate public facilities and services receiving and processing various types
of inaterials including Municipal Solid Waste, Construction and Demolition Waste,
vegetative debris, hazardous waste and recyclable materials in a high quality, reliable,
regulatory compliant, cost-effective manner while ensuring the protection of the
environment and the health and safety of all County residents.
The Fund was previously funded by various fees, such as the basic fee, convenience center fee,
urban and rural curbside fees, and multifamily fee, as well as other revenue streams. During the
last fiscal year(FY 14-15), the Fund's expenditures exceeded revenues by approximately $4.7
million. Beginning in the tax year 2015, each improved property in Orange County was assessed
an annual Solid Waste Programs Fee (SWPF) to fund recycling, waste management, and waste
reduction services offered by the County. The fee is included on the annual property tax bill, and
is levied by the Orange County Tax Office. This annual single fee for FY 15-16 is $107. SCS
understands the fee is levied on each habitable residence, apartment, business or non-profit and
funds all the County operated recycling programs as well as about one-third of convenience
center costs. This fee is charged to all improved properties in all jurisdictions, including that part
of the Town of Chapel Hill within Durham County. SCS understands that this fee is billed to
approximately 61,000 parcels within the County.
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
The County anticipates that the SWPF, along with additional sources of revenues from the
Department's operations and facilities, will not be adequate to cover the expenditures during the
current fiscal year(FY 15-16). The amount of the SWPF would need to be escalated in order to
fully cover the direct and indirect costs of recycling programs (including curbside, multifamily,
commercial recycling, drop-off sites, electronics recycling), household hazardous waste
collections,yard waste processing, clean wood waste processing, large appliance and scrap tire
management, cardboard and scrap metal recycling. An increase in the fee would be necessary to
support approximately 35 percent of the costs of operating Solid Waste Convenience Centers.
OBJECTIVES OF THE PROPOSED STUDY
The County seeks to retain an experienced solid waste consulting firm to complete a fee study to
ensure an appropriate pricing policy to recover operating and capital costs, depreciation, and debt
service consistent with generally accepted accounting principles (GAAP) for municipal solid
waste enterprise funds. To enable the County to answer specific questions on the SWPF, a
Financial Plan(Plan)needs to be developed to further identify, evaluate, and assess the
appropriate annual fee amount which is sufficient to manage the County's existing programs
over a I0-year planning horizon or so.
In essence, the County desires to develop a Pro Forma Financial Model (Model), which will
look at operating revenues and costs, as well as any potential debt/loans (as applicable) for the
Department's long-term capital improvement plan. It is our understanding that the Model will
need to address all programs and facilities included in the Enterprise Fund, and track waste
disposal quantities at the Orange County Landfill and provide estimates of revenues back to the
County. Furthermore, the County's Chief Financial Officer has developed a financial model for
the Enterprise Fund that is used in the roll-up into the Comprehensive Annual Financial Report.
At the outset of this assignment, SCS will validate this existing Model and see if it can be
modified or adapted, or used as input model for the larger Model constructed by SCS.
The objective is that the Model should be designed to be flexible enough to enable the
Department to evaluate "what if' scenarios and financial analysis of the various options relative
to potential operating efficiencies, changes in the assessment of the SWPF upon different user
groups (municipal and unincorporated residents), changes in population growth, waste
characteristics, Solid Waste Ordinance modifications,potential changes in State regulations,
future solid waste disposal options, and future Department programs. The output of the Model
will enable the Department to help quantify potential risks of these possible changes to its overall
financial plan.
SCOPE OF SERVICES
The scope of services will require a well-planned and detailed approach in order to establish
current system costs and expected future costs. Based on our extensive experience in
conducting cost evaluations of similar solid waste systems, SCS has developed a standard
process, which has been successfully applied on more than 50 solid waste cost evaluations and
rate studies nationwide. A proposed scope of services is described in the following paragraphs.
5
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Task 1 — Project Kickoff Meeting and Collect Background Data
The objective of this "Kickoff Meeting" is to position both SCS and the Department's project
team on the "same page." Several deliverables from this meeting include the following:
• Meet with Department staff at the start of the project to review the project scope,
schedule,project team, and project management approach. SCS will prepare a
summary memorandum of the discussion from the kickoff meeting.
• Establish a project website using Central Desktop, which is a secure, collaborative
workspace that can be accessed by SCS and County personnel from any internet-
connected computer or mobile device. Central Desktop is a web-based project file
sharing/collaboration site that allows for the storage and dissemination of project
information such as background information,project reports, and other deliverables,
and project management such as invoices,progress reports, and schedule updates.
• Obtain from the Department and review key background financial documents
associated with the history of solid waste management in the County and a copy of
the County's Schedule of Revenues and Expenditures for the Solid Waste Enterprise
Fund.
• SCS will gather additional current information on the Department's solid waste
facilities and operations as required to supplement the information maintained in
SCS' existing project files. The additional information will be provided by both
public agencies and private sector service providers (refer to Exhibit 3). This
information and data will be gathered during onsite interviews of facility operators
and agency managers and supplemented by email surveys and research of published
sources of information. The objective of Task 1 is to provide a baseline of
information for Tasks 2 and 3.
Deliverables for Task 1
Based on our extensive solid waste industry experience, we will evaluate current collection,
landfill, and recycling operations and other non-landfill programs in light of trends and proposed
changes. We will use pertinent demographic data, solid waste generation statistics, and financial
data in order to create an Orange County Pro Forma Financial Model, which can serve as the
basis of the cost impact analysis of alternative waste management scenarios under Optional Task
5. Notes from the meeting, as well as an overview of the Pro Forma Model approach, will be
summarized in a Task 1 Interim Report and distributed for review and approval.
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Exhibit 3. Typical Data/Information Requests
IMEMEMEN
1 //,
r/"
FY Monthly Expenses and Year End Projections
Underlying Budget Assumptions that Reflect Agency's Policies
Refuse Rate History
Account Totals and Comparisons
Organizational Chart and Staff Allocations
Trial Balance Reports
Capital Improvements and Fleet Management Plans
Prior Rate Audit Reports
Task 2 — Current System Assessment
This task is designed to clearly summarize the Department's recent financial operating
performance. Therefore, an important step in the process is to gather and analyze financial and
operational information(refer to Exhibit 3).
The financial information needed will include:
• The general ledger trail balance for the most recently completed two fiscal years. The
general ledger trail balance includes detailed line item revenues and expenditures for
the Department, as well as the beginning and ending reserve balances.
• Fiscal year-to-date revenues and expenditures. Year-to-date amounts will be
annualized to project the operating results for the current year.
• Debt and loan service schedules, if any.
• Operating and capital improvement project budgets.
• Countywide financial policies and procedures (fund balance requirements, coverage
to meet operating costs, emergency reserve funds (Acts of God), etc.
7
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
The operational information needed will include:
• Quantities of solid waste, recyclable materials, white good, HHW and other similar
materials collected at the various Department solid waste facilities. We will use data
supplied by the Department in its fiscal year budgets, but work with the Department
to estimate the number of customers and tonnages delivered by customers.
• Estimated costs for non-routine operational expenses for active and closed landfill
units (e.g., emergency repairs to the cap, groundwater remediation, etc. for the
Orange County Landfill.
• County population and demographic data that would impact potential waste and
recyclables flows to Department facilities.
• Estimates of other State "landfill bans" as well as organic diversion initiatives and
their impact on waste deliveries to Department facilities.
Once this historical information has been gathered, SCS will analyze it to evaluate its
reasonableness. This will be done by calculating operating and cost statistics for each respective
service operations and measure it against benchmarking data collected by SCS in other similar
solid waste system assignments. These data and information will be summarized in a series of
diagrams and graphs.
Deliverables for Task 2
A Task 2 Interim Report will be issued summarizing the results of the current system assessment,
which will include:
• A list of all landfill and non-landfill related services provided by the Department;
• The approximate labor devoted to the services provided;
• Evaluation of"indirect costs"which are paid by the Department to the County;
• The extent to which Department personnel deliver other services not enumerated;
• The total cost of providing landfill and non-landfill related services;
• A review of the existing Solid Waste Program Fee ($107 per year); and,
• A comparison of the best management practices related to optimizing revenue and
expenses of peer jurisdictions.
Task 3 — Cost for the Department to Provide Services
Based on the current system assessment, SCS will estimate the costs for the Department to
provide solid waste and recycling program services, administer non-landfill programs, and fund
the other expenditures that the Enterprise Fund serves. The cost estimate will consider a 10-year
term and will include labor and equipment that is necessary to provide the current service. The
Pro Forma Model(refer to Exhibit 4)will provide a means to evaluate these costs.
The cost-benefit analysis will include an estimate of the "revenue requirement"required to be
paid by the assessment of the annual SWPF. It is the total amount of money the Department
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
must collect to pay expenditures needed to provide its targeted levels of service while meeting its
financial requirements (e.g., funding debt service obligations, maintaining coverage ratios, and
maintaining fund balance requirements). The revenue requirement also will include capital
expenditures that are paid out of current SWPF Assessments and not paid by cash or loan
proceeds.
The revenue requirement for the current year will be established by annualizing the fiscal year-
to-date cash expenditures. Additionally, adjustments will be made by SCS for any significant
non-recurring expenditure (e.g., one-time payments at the end of the fiscal year). Revenue
requirements for future years would then be projected by applying anticipated changes in the
Department's expenditures to the current revenue requirement. These changes may include such
items as: inflation, increases in worker' wages, fuel adjustments, and tipping fee adjustments.
They may also include expected costs for new projects and new programs. In addition to
projected cash expenditures, any adjustments will be made to account for required increases, if
any, in the Fund balance or debt service ratios.
Exhibit 4. Illustrative Pro Forma Model Concept
GIP
COLLECTION UNRESTRICTED CASH
SYSTEM TRANSFER/DISPOSAL RESERVES
REQUIREMENTS RECYCLING
ANNUAL Revenues
FINANCIAL Less: O&M Expanses
SYSTEM MANAGEMENT Less' Existing Debt Service
REQUIREMENTS PROGRAM Less: New Debt Service
=ANNUAL NET CASH
COST OF SERVICE
&RATE STUDY
PROGRAM
REQUIREMENTS
RATE STRUCTURE
REVENUE/RATE PLAN
RECOMMEND RATE
STRUCTURE
COST OF SERVICE !PROGRAM AN
FULLY ALLOCATED COST
OF SERVICE STUDY
RATESTRUCTURE
ALTERNATIVES
RATES&CHARGES CUSTOMER IMPACT '
SPECIFIC RATES, IMPACT ON CUSTOMERS'
CHARGES&FEES MONTHLY BILL
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
The process of allocating the revenue requirement is simply a matter of seeking to identify the
cause and effect relationship between various types of cost, and the activities and use of
resources that cause those costs to be incurred. Those activities and use of resources that cause
cost to be incurred are cost drivers. For example, the waste quantities collected is the cost driver
for disposal expense.
Direct costs are those types of cost which can be obviously and directly associated with a
particular type of service. Facility wages and disposal expenses are examples of direct costs
because they can often be attributable to a particular type of service. For example, the wages
paid to operators of these facilities can be readily assigned to those customers. The disposal
expense incurred when those waste quantities are sent to their ultimate disposal point can also be
readily assigned to customers.
However, this cause and effect relationship is not always obvious for all types of cost. Indirect
costs are those types of costs that are shared among different types of operations and are not
readily linked to a particular type of service. Examples of indirect costs include overhead such
as building rents, utilities, management salaries, and allocation of cost from other departments.
The process of allocating the revenue requirements by SCS is typically a two-step process. First,
we assign direct costs to each customer sector based on the appropriate cost driver for each type
of cost. Second, the remaining indirect costs are assigned to each customer sector based on each
sector's proportionate amount of direct costs. For each customer sector, the combination of
direct and indirect costs comprises the revenue requirement.
Once the preceding steps are completed, SCS will finalize the Pro Forma Model. SCS will then
work with the Department to utilize the Pro Forma Model,which will be constructed
specifically for this project, to construct a series of sensitivity analyses to evaluate the fund
balance implications of various critical parameters such as changes to the consumer price index
(CPI), fuel costs, changes in State laws, changes in population, cash versus debt financing, and
alternative levels of services at the Department facilities, etc. Exhibit 5 presents examples of
alternative scenario outputs from completed SCS assignments.
Exhibit 5. Examples of Types of Scenario Outputs From SCS
Assignments
COMPARISON OF ENDING FUND BALANCES WITH RATE SCENARIOS
W $6,000,000
Z $4,000,000 No Rate change
Q $2,000,000 CPI Adjustment
Z $0
_ 10.4%Annual Adjustment+Cash Vehicle
U_ FY2T" w° X12009 f Y2010 FY2011 Financing
Z
-10.4%Annual Adjustment+Loan Vehicle
G ($4,000,000) Financing
Z
W ($6,000,000)
FISCAL YEAR
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
30-year Net Pre5erit Value,$ at 5% Discount Factor
$120
$71- - - -
mn
a20
mui ............ ..........
XI
4P
Deliverables for Task 3
A Task 3 Preliminary Report will be issued summarizing the input parameters and results of the
financial modeling performed under this task. The Report will include the following:
• Recommendations for a methodology for determining the appropriate Solid Waste
Program Fee;
• Projections of Program Fee to cover anticipated costs over the next 5-year period;
• Additional potential solid waste and recycling program markets and revenue streams;
• Recommendations for recovering full program costs using the user fee or addressing the
deficit within the County tax rate.
SCS will prepare a Microsoft PowerPoint presentation of the findings and recommendations and
conduct formal presentations at two meetings:
• The SCS Project Manager and/or other Project Team members will make a presentation
to the Solid Waste Advisory Group and County leaders (i.e., County Manager, Chief
Financial Officer, etc.);
• SCS will deliver a presentation during a scheduled workshop or agenda meeting with the
Board of County Commissioners.
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
Task 4 — Comprehensive Report and Additional Presentations
(Optional )
If desired by the County, at the conclusion of Task 3, SCS can combine the interim and
preliminary reports from Tasks 1 through 3 into a Draft Comprehensive Report for review and
comment by the Department and County staff. After receipt of final comments, SCS will issue a
Final Report. This task will cover additional PowerPoint presentations of any alternative
scenario iterations and any additional meetings with County leaders to make additional
presentations, if requested by the County. Finally, three (3) copies of the Final Comprehensive
Report will be transmitted to the Department for its use along with an electronic copy.
Task 5 — Alternative Scenario Iterations (Optional)
The process of developing a Solid Waste Financial Plan will likely yield recommendations for
alternative funding scenarios, which involve additional iterations that vary the input parameters
of the Pro Forma Financial Model. As part of our analysis under this Task, SCS will perform
subsequent iterations of the Model as directed by the County, such as estimating how much of
the revenue required should come from each customer sector(e.g., municipal residents,
unincorporated residents). The purpose of allocating the revenue requirements among customer
classes is two-fold. First, it enables the Department to compare the revenue requirement for each
customer class with the revenue generated by that customer sector. This comparison enables
SCS to help determine the extent to which the Department is achieving the goal of rate equity
among its customer classes. Second, it provides a target revenue amount for use in
implementing adjustments to the annual SWPF or establishing new rates, if any.
Task 6 — Model Training (Optional )
At the conclusion of Task 3 (or Task 5, if authorized), SCS can also provide detailed training for
Department and County staff on the use of the Model, including full documentation of the
Model. We have found on past projects that the training has been well-received and enables
client staff to fully utilize the Models we have developed for future budgeting purposes and to
answer questions from County decision-makers in a timely manner without our assistance. This
training has been given in a number of different ways, either face-to-face in a workshop or
conducted using Webinar software like WebEx, Lync, GoToMeeting, or similar software. This
varies from client to client based on available IT resources and desires for additional training.
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Proposal for Preparation of a Solid Waste Financial Plan
5 BUDGETARY FEE ESTIMATE
SCS proposes to perform the tasks associated with development of the Solid Waste Financial
Plan on a time-and-materials basis in accordance with SCS' standard rates in effect at the time of
performance (refer to Appendix Q. A budgetary fee estimate presenting a breakdown of costs
by task is presented in Exhibit 6 (refer to Appendix C) and a summary of the subtotals for Tasks
1 through 3, as well as Optional Tasks 4 through 6, is presented below. SCS proposes to invoice
the County on a monthly basis.
• Tasks 1 —3 $19,750
• Optional Tasks 4— 6 $15,000
Total Fee $34,750
6 PROJECT SCHEDULE
SCS is available to commence work on the project upon receiving the County's authorization to
proceed. We anticipate conducting the Kick-Off teleconference under Task 1 on 3/2/16. The
proposed project schedule is presented on Exhibit 7.
7 SAMPLE WORK PRODUCTS
SCS can provide the following project deliverable documents that are illustrative of our
experience on similar financial assessment projects, as well as highlighting similarities to the
financial plan assignment proposed by the County:
• Comprehensive Review of Solid Waste Collection and Disposal Options, Town of
Chapel Hill,NC, October 2012.
• Update to Solid Waste Management for Southside Hampton Roads Planning Horizon
2011-2047, Hampton Roads Planning District Commission, VA, October 2011.
• Solid Waste Rate Study, Matanuska-Susitna Borough, AK, May 2010.
• Solid Waste Rate Study, Perdido Landfill, Escambia County, FL, September 2007.
Solid Waste Rate Setting and Financing Guide, APWA, August 2007 (Marc Rogoff, PhD of SCS
Engineers served as lead author).
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Solid Waste Financial Plan for County's Solid Waste Enterprise Fund
Orange County, North Carolina
ID Task Name Duration Start Finish March 2016 April 2016 May 2016 June 20
2/28- 3/6 3/13.3/20 3/27-4/3 -4/10 4/17-4/24 5/1 _ 5/815/15 5/22.5/29 6/5 -6/12_
1 Project Kick-Off 0 days', Wed 3/2/16', Wed 3/2/16: 3/2
2 Task 1 -Collect Background Data 10 days', Wed 3/2/16', Tue 3/15/16
3 Develop Pro Forma Financial Model 1 wk Wed 3/2/16 Tue 3/8/16
4 Develop Task 1 Interim Report 1 wk Wed 3/9/16' Tue 3/15/16
5 Task 2-Current Solid Waste System Assessment 10 days', Wed 3/16/16', Tue 3/29/16
6 Analyze Finanical and Operational Information 1 wk'' Wed 3/16/16', Tue 3/22/16:
7 Develop Task 2 Interim Report 1 wk' Wed 3/23/16' Tue 3/29/16
8 Task 3-Cost of Service Evaluation 50 days', Wed 3/30/16', Tue 6/7/16
9 Develop Cost-Benefit Analysis 1 wk' Wed 3/30/16', Tue 4/5/16
10 Finalize Pro Forma Model 2 wks' Wed 4/6/16' Tue 4/19/16:
11 SCS Develops Draft Report 8 days' Wed 4/20/16' Fri 4/29/16
12 Submit Draft Report to County 0 days', Fri 4/29/16', Fri 4/29/16
13 County Review&Comment of Draft Report 2 wks'' Mon 5/2/16'' Fri 5/13/16_
14 Incorporate County Comments 1 wk', Mon 5/16/16', Fri 5/20/16
15 Submit Final Task 3 Report 0 days Fri 5/20/16 Fri 5/20/16 ♦�
16 Presentation to Solid Waste Advisory Group 0 days Fri 5/27/16 Fri 5/27/16
17 Presentation to Board of County Commissioners 0 days' Tue 6/7/16' Tue 6/7/16
Task Project Summary Manual Summary Rollup
Milestone ♦ Group By Summary Manual Summary
Summary Inactive Task Start-only
Project:02216201.00 Rolled Up Task Inactive Milestone Finish-only
Date:Tue 3/1/16 Rolled Up Milestone O Inactive Milestone External Tasks
Rolled Up Progress Inactive Summary „ „ External Milestone
Split Manual Task Progress
External Tasks Duration-only
���� ,���� - Deadline
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Proposal for Preparation of a Solid Waste Financial Plan
Appendix A
Resumes
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
ROBERT E. DICK, PE
Education
B.S.— Civil Engineering, Virginia Polytechnic Institute and State University, 1989
Professional Licenses
Professional Engineer-Virginia and North Carolina
Professional Affiliations
American Society of Civil Engineers
National Society of Professional Engineers
Virginia Waste Industries Association, Past Chapter Chair
Solid Waste Association of North America
Southwest Virginia Solid Waste Management Association
International Solid Waste Association
Virginia State Advisory Board on Air Pollution
Professional Experience
Mr. Dick joined SCS in 1990 and works on civil and environmental engineering projects related
to solid and hazardous waste management and is a Vice President responsible for SCS'
operations in the Richmond, Virginia office. He has performed landfill and landfill gas (LFG)
engineering projects (design,permitting, and construction) in more than 15 states and several
foreign countries. He has worked on over 25 major landfill multi-task assignments involving
new landfill cell construction, vertical and lateral expansion, closure,post-closure care,
groundwater monitoring, phasing operations, and financial assurance, and has performed over
150 landfill gas projects involving landfill gas migration control, odor control, emissions control
and Clean Air Act compliance, energy recovery/utilization, and carbon credit monetization.
Other project assignments have involved work related to material recovery facility permitting
and operations, solid waste management planning, air permitting at industrial facilities,
stormwater management, storage tanks, brownfields projects, and wetlands. Examples of his
project experience include:
Solid Waste Collections and Disposal Options Study 2012
Town of Chapel Hill, NC Department of Public Works
Project Director for a conduct a comprehensive review of the Town's solid waste collections and
disposal systems, and to evaluate and identify options for enhancing and improving these
systems to assist the Town's solid waste management planning efforts considering immediate
and future regional solid waste management challenges. Project tasks involved review of
existing solid waste collections and costs for residential and commercial programs (MSW,yard
waste, and recycling), evaluate solid waste collection efficiency improvement options
(collections routing and scheduling, automated collection, single-stream recycling, Pay-As-You-
Throw, privatization/franchising), evaluate waste disposal options (transfer stations, MRFs,
landfills), evaluate Waste-to-Energy/Waste Conversion Technologies, and financial analysis.
Hanes Mill Road Landfill —Winston-Salem, NC 1997 — Present
City of Winston-Salem / Forsyth County Utilities Commission
Project Director for economic analysis of landfill gas-to-energy (LFGE) facility involving
development of pro forma financial model to assist City's negotiations to modify Landfill Gas
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Rights Agreement with LFGE developer. Evaluation included assessment of historical and future
expenditures and revenue associated with LFGE project including sales rate, royalty payments,
tax credits, and license fees.
North Wake, East Wake, Feltonsville, and South Wake Landfills: 1999 - Present
Wake County, NC Solid Waste Management Division
Wake County, NC Facilities Design & Construction
Project Director for multi-task projects involving landfill redevelopment and end use planning,
landfill post-closure planning, LFG remediation and migration control, LFGE, air quality
permitting and compliance, GHG emission reductions, erosion and sediment control plans, and
implementation of environmental management programs at the closed North Wake, East Wake,
and Feltonsville landfills, and the active South Wake Landfill. Specific assignments include:
• Responsible for air quality permitting and compliance, including development of air
permit applications,participation in NCDEQ inspections, compliance reporting,NSPS
Design Plan. Prepared the Facility's annual emissions statement and supporting
calculations for submittal to NCDEQ in accordance with the air permit requirements.
Developed the Startup, Shutdown, and Malfunction Plan for the LFGE project.
• Directed design of proposed LFG collection and control system for the closed and active
landfills involving construction drawings and specifications, developed construction cost
estimates,provided bid assistance services, and construction administration. Project
activities included permit documentation for wastewater industrial discharge permit,
solid waste permits, air modeling and permitting, and erosion/sedimentation control plan.
• Directed multiple efforts related to existing and proposed LFGE projects, including
feasibility studies, economic analyses, communications with third-party developers and
industrial end users, assistance during RFP solicitations and contract negotiations.
Due Diligence for LFGE Project Financing
Project Manager for multiple independent engineering assessments and financial analyses in
support of due diligence activities for financing of landfill gas-to-energy facilities throughout the
US. Clients for these assignments have been financial institutions (John Hancock, Paribus) as
well as LFGE developers (Gas Recovery Services, ZAPCO) and the LFG utilization projects
have been located in MA,NH,New Jersey,New York, Pennsylvania, VT, and VA. Specific
tasks included review of the project cash flows and underlying revenues attributed to energy
sales and tax credits as well as capital and operational expenses.
Financial Assurance Project Assignments
Project Director for assignments at multiple landfills, MRFs, and other solid waste management
facilities to develop closure and post-closure cost estimates for purposes of negotiating financial
assurance mechanism amounts with regulatory agencies and compliance with financial assurance
regulations. Specific facilities involving financial assurance task assignments include:
• NRRA Cloyd's Mountain Landfill, Dublin, VA 2006—Present
• Shoosmith Sanitary Landfill, Chester, VA 2004—Present
• AMRF Materials Recovery Facility, Culpeper, VA, 2011
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DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
Proposal for Preparation of a Solid Waste Financial Plan
ROBERT B. GARDNER, PE, BCEE
Education
ME— Civil Engineering (Environmental), University of Virginia, 1980
BS—Civil Engineering, University of Virginia, 1979
Professional Licenses
Professional Engineer—Alabama, Arkansas, Florida, Georgia, Louisiana, Maine,
Mississippi,New Jersey,New York, South Carolina, South Dakota, Virginia,
Washington, Puerto Rico
Specialty Certifications
Board Certified Environmental Engineer (BCEE), Solid Waste Management
Professional Affiliations
American Academy of Environmental Engineers
American Society of Civil Engineers
Solid Waste Association of North America
National Society of Professional Engineers
National Solid Waste Management Association
Professional Experience
As a Senior Vice President, Mr. Gardner is responsible for overseeing SCS's nationwide solid
waste management practice, which includes landfill engineering, landfill gas management, solid
waste studies, landfill environmental systems, operation and maintenance, and construction. Mr.
Gardner works closely with SCS's national and regional clients. Since joining SCS in 1980, he
has completed solid waste, hazardous waste, environmental assessment, facility design,
compliance audit, and other environmental study projects. Several relevant rate study and
financial analysis projects are summarized below:
Page County, VA, Pro Forma Cost Model for County's Landfill and Other Solid Waste
Operations, Luray, Virginia. Project Director responsible for development of a pro forma cost
model for the County's Battle Creek Landfill and other solid waste operations. The cost model
included projections for remaining service life as a function of incoming solid waste quantities,
and operational expenses such as labor and associated overhead, equipment, materials,
miscellaneous items, capital expenses for cell expansion, equipment, and closure construction,
and post-closure care expenses. The pro forma model was developed to provide a tool for the
County to track and project future expenses and establish appropriate tip fees to fund its solid
waste program.
Rockingham County, VA, Pro Forma Analysis of Solid Waste Management Alternatives.
Project Director responsible for preparing a pro forma analysis of the County's existing landfill
operations and proposed modifications to its collection, transfer, recycling, and disposal systems,
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Proposal for Preparation of a Solid Waste Financial Plan
including alternative strategies for maximizing the service life of the Rockingham County
Sanitary Landfill, out-of-county hauling and disposal, and construction of a transfer station and
material recovery facility in conjunction with the with the City of Harrisonburg's Waste-to-
Energy facility. The pro forma model projects labor, equipment, capital construction, closure,
post-closure care, and other miscellaneous operational costs through the active life of the landfill;
estimates the remaining service life of the landfill under various disposal scenarios, and provides
a tool for assessing the required tip fee to support the estimated County solid waste collection,
recycling and disposal costs.
Sistemas Ambientales del Noreste, LLC (SANO), Pro Forma Evaluation of Landfill
Development and Operations. Project Director responsible for development of a pro forma
model to evaluate the projected capital, operation, and maintenance costs for new landfill located
in a rural area in the Mexican state of Tamaulipas to serve customers in Mexico and southeast
Texas. The pro forma cost and revenue model also provided projections of waste flows, cell
depletion, closure and post-closure costs, capital sequencing for new cell development, closure,
and equipment, and pricing strategies to assist SANO in financial planning for the continued
development of the SANO Landfill. The model allows for estimating the financial performance
of the landfill and remaining service life under various disposal and market rate scenarios.
Hampton Roads Planning District Commission, VA, Development of a Solid Waste
Management System for 2010 and Beyond (Update of the 2018 and Beyond Initial Study).
Project Director responsible for the update of the evaluation of alternatives and recommendations
for managing solid waste in the south Hampton Roads Region after 2018, when the current
agreements between Chesapeake, Franklin, Isle of Wight County,Norfolk, Portsmouth,
Southampton County, Suffolk, Virginia Beach, and the Southeastern Public Service Authority
(SPSA) expire. This updated study builds off the work study completed in November 2008 and
accounts for the significant changes in the solid waste system that occurred between 2008 and
2010 (e.g., sale of RDF WTE Facilities to Wheelabrator, significantly reducing landfill
operations, and terminating recycling services to the Region). A major task was the
development of pro forma models to evaluate alternatives, facilitation with the Chief
Administrative Officers from each City and County involved in the process, and preparation of
final recommendations and report. The pro forma modeling task including detailed cost and
revenue projections for the entire solid waste system. The system costs included capital and
operating expenses for the solid waste system, including equipment purchases for the transfer
station, transfer fleet, and landfill, new cell and closure construction, transfer station upgrades,
and operating expenses for the landfill, transfer station, and transfer fleet. Year by year system
tip fees, debt service, depreciation and amortization expenses, accruals, and other expenses were
estimated.
Town of Chapel Hill, NC, Town of Chapel Hill, Comprehensive Review of Solid Waste
Collections, Transportation, and Disposal Options. Reviewing Principal responsible for
development of the pro forma financial model to evaluate various solid waste scenarios for the
Town, which were evaluated as a part of planning efforts in anticipation of the closure of
regional solid waste disposal facility, Orange Co. Landfill, in June 2013. A major task of the
project was developing a detailed pro forma cost and revenue model for the entire solid waste
system and projecting system costs and revenues for various alternative system configurations.
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MARC J . ROGOFF, PH . D.
Education
M.B.A.,University of Tampa, Finance, 1986
Ph.D., Michigan State University, Resource Development, 1979
M.S., Cornell University, Soil Science, 1975
B.S., Cornell University, Environmental Science, 1973
Professional Licenses
Certified Environmental Professional, CEP No. 322
Qualified Environmental Professional, QEP,No. 4970062
Professional Affiliations
American Public Works Association(APWA)
International Solid Waste Association(ISWA)
Recycle Florida Today
Solid Waste Association of North America (SWANA)
Professional Experience
Dr. Rogoff is an expert in the evaluation of solid waste rates, cost allocation studies, system
valuations, and the development of master and financial plans for solid waste enterprises. His efforts
have included the development of detailed spreadsheet rate models establishing the financial
feasibility of each project, long-term economic forecasts, and projected rate impact upon project
users and customers. During the course of his governmental and consulting career, Dr. Rogoff has
directed or conducted more than two dozen solid waste rate analyses as well as engineer's feasibility
reports resulting in$1.2 billion in solid waste financings. Some of his most recent financial analysis
projects include the following:
Town of Chapel Hill, NC, Town of Chapel Hill, Comprehensive Review of Solid Waste Collections,
Transportation, and Disposal Options. Task Manager for development of the Pro Forma Financial
Model to evaluate various solid waste scenarios for the Town,which were evaluated as a part of
planning efforts in anticipation of the closure of regional solid waste disposal facility, Orange Co.
Landfill, in June 2013. A major task of the project was developing a detailed pro forma cost and
revenue model for the entire solid waste system and projecting system costs and revenues for various
alternative system configurations.
Charlotte County, FL, Tipping Fee and Assessment Study, Project Manager for conducting a
detailed cost of service study for the county's solid waste system, including an evaluation of the CIP,
labor, O&M, and energy costs for a five year planning period. Developed a cost allocation model for
municipal, commercial and unincorporated customers for use of system assets. A Pro Forma Model
was constructed to project various kinds of"what if' analysis for county decision makers.
Hardee County, FL, Feasibility Study of Solid Waste Infrastructure Needs, Project Manager for
development of a strategic business plan to address the County's solid waste infrastructure needs.
The study determined the technical and economic feasibility of several major alternatives such as:
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Proposal for Preparation of a Solid Waste Financial Plan
developing a new landfill infrastructure,transfer solid waste out of county, and expand the existing
landfill footprint. A Pro Forma model was constructed to analyze the feasibility of these three
options.
Center for Clean Air Policy, D.C., Task Manager for assessment of greenhouse gas reductions with
recycling of municipal solid waste into fuel (RDF) for use by major cement manufacturers in
Colombia. Constructed a detailed Pro Forma Model which allowed the clients to evaluate six
different sized RDF, in-vessel composting, and windrow composting alternatives.
City of Springfield, MA, Solid Waste Collection Master Plan, Task Manager for assessment of long-
term solid waste collection and disposal system improvements. Crafted a detailed rate model to
assist the clients in analyzing the impacts of various plan alternatives on customer rates. The model
incorporated the potential application of PAYT or variable rate options for use in their automated
collection program.
City of Lawton, OK, Recycling Feasibility Study. Project Manager for analysis of City options for
solid waste collection and recycling, including operation of the City citizens drop-off centers. The
project will entail development of a Pro Forma Model to help the City evaluate private vendor
proposals for design, construct, and operation of a mixed-waste MRF.
Escambia County, FL, Solid Waste Rate Study and Landfill Valuation Study. Project Manager for
performing a solid waste rate and cost of service study for the County's solid waste system. This
study required a detailed evaluation of the long-term revenue requirements of the system, including
an analysis of the CIP, changes in State law, economic conditions, and solid waste flow. As an
outgrowth of the rate study, conducted an economic valuation study calculating the income stream of
the facility as well as the replacement value of fixed assets (land,buildings, and facilities).
Island County, WA. Operational Assessment and Benchmarking Study. Project Manager of an
assessment of County's solid waste transfer system. Study involved benchmarking of staffing and
financial areas (operations costs,required reserves)with similar facilities nationally.
City of Lakeland Collection Study, FL, Project Manager for a comprehensive evaluation of the City's
solid waste collection system. Helped develop a Pro Forma Model to analyze customer fee impacts
with the proposed transition to automated collection and single-stream recycling and away from alley
collection.
Hampton Roads Planning District Commission, VA, Development of a Solid Waste Management
System for 2010 and Beyond (Update of the 2018 and Beyond Initial Study). Task Manager for
the development of pro forma models to evaluate alternatives, facilitation with the Chief
Administrative Officers from each City and County involved in the process, and preparation of final
recommendations and report. The pro forma modeling task including detailed cost and revenue
projections for the entire solid waste system. The system costs included capital and operating
expenses for the solid waste system, including equipment purchases for the transfer station,transfer
fleet, and landfill,new cell and closure construction,transfer station upgrades, and operating
expenses for the landfill,transfer station, and transfer fleet. Year by year system tip fees, debt
service, depreciation and amortization expenses, accruals, and other expenses were estimated.
Cumberland County Improvement Authority, NJ, Engineer's Feasibility Report for Bond Issue,
Project Manager for conducting an engineer's feasibility report for expansion of the Authority's solid
waste system. This report resulted in the issuance of$25 million of development bonds for several
major capital projects.
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Appendix B
Project Profiles
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Tipping Fee and Sanitation Assessment Study
Charlotte County, Florida
Client Charlotte County,Florida(County)retained SCS Engineers (SCS)to
Charlotte County conduct a tipping fee and sanitation district assessment study for the
Public Works—Solid Waste County's solid waste system. Based on data and information
Division provided by County staff, a Pro Forma rate model(Model)was
25550 Harbor view Road, Unit 2 developed,which enabled SCS to make projections of financial
Port Charlotte,FL 33982 performance of solid waste collection and disposal for the upcoming
Contact planning period(FY 2014-2018) and model different possible rate
Richard Allen structures.
941 764-4393
Richard.Allen @charlottefl.com The over objective of the rate study was to determine the solid waste
Contract Amount fees and assessments required to adequately recover the costs of
$31,000 providing those services to the customers. In the this case, SCS first
evaluated the costs of the various Department cost centers (landfill,
convenience center station operations,management of illegal
Dates dumping and household hazardous waste programs,recycling
2012- education and outreach, and environmental monitoring). We then
Key Personnel analyzed programmed and projected capital outlays for equipment
Marc Rogoff, Ph.D. replacement and capital projects and the use of the existing solid
waste fund balance or reserves. A test year was then developed to
project annual revenue requirements. We then worked with County
staff to project changes in anticipated costs due to inflation, labor
Highlights increases, facility and vehicle maintenance,waste flows,planning
• Development of Pro Forma costs, and projected changes in State regulations. Lastly,we
Model projected these costs for the countywide non-ad valorem solid waste
• Complete Analysis of Existing assessment for residential units in the unincorporated areas.
and Proposed Economic Drivers
✓ Detailed Financial Plan SCS' final financial plan and report provides a discussion of the
methodology used to conduct the analysis, the revenue requirements
of the Program as determined by the analysis, and proposed three
Pp options of tipping fees and non ad valorem assessments to be
considered by the Charlotte County Board of County Commissioners
(BOCC):
irr' u� • Option I was a"no change" option assuming that estimated
deficits in tipping fees would be met by using available funds
in the Department's reserves.
Mid-County Convenience Center • Option 2 was a"full recovery"option assuming a full
recovery of estimated landfill revenue needs.
0 Option 3 was a"CPI adjustment" option that assumes an
annual estimated 2 percent CPI adjustment would be made in
the landfill tipping fee for a partial recovery of the estimated
landfill revenue needs.
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Proposal for Preparation of a Solid Waste Financial Plan
Comprehensive Review of
Solid Waste Collection and Disposal Options
Town of Chapel Hill , North Carolina
Client The Town of Chapel Hill (the Town) contracted SCS Engineers
Town of Chapel Hill, NC (SCS) to provide professional engineering services for this
Contact Comprehensive Review of Solid Waste Collection and Disposal
Ms.Wendy Simmons Options (the Study). The purpose of the Study was to examine
SW Superintendent the Town's current solid waste collections and disposal
91 9.969.5123 programs to identify opportunities to enhance these services,
wsimmons@townofchapelhill.org
improve efficiencies, and evaluate the applicability of
Contract Amount innovative technological developments in the solid waste
$1 35,000 industry, including: recycling, automated collection, re-use,
Dates organics diversion, waste conversion, and waste-to-energy
2012 (WTE). The results of this evaluation was used by Town
Council, Solid Waste Services Division(SWSD) staff and other
Key Personnel
Robert Gardner, PE Town staff to guide decision making when considering current
Robert Dick, PE and future solid waste management issues. This study also
Stacey Demers reviewed opportunities for collaborative partnership to assist in
Marc Rogoff enhancing the solid waste management system. Lastly, when
Highlights (optional) evaluating identified options, the Study considered the Town's
• Solid waste planning organizational values, and commitment to sustainability social
• Recycling analysis equity, economic vitality and environmental stewardship.
✓ collections SCS evaluated a series of issues and alternatives relative to the
✓ Automated/Manual Town's solid waste collection (automated versus manual),
✓ Transfer station analysis disposal, and recycling functions. A major task of the project
✓ Disposal analysis was developing a detailed pro forma cost and revenue model
✓ Pay as you throw(PAYT) for the entire solid waste system and projecting system costs
✓ Pro forma analysis and revenues for various alternative system configurations.
✓ Alternatives analysis The costs included capital and operating expenses for the solid
waste system, including solid waste collection, transfer and
✓ conversion technologies disposal, siting and developing a new landfill, siting and
✓ waste-to-energy developing a new transfer station, contracting for transfer
✓ organics diversion operations, and optimizing the residential and commercial
collection fleet. Year by year system tip fees, debt service,
depreciation and amortization expenses, accruals, and other
expenses were estimated to estimate residential and commercial
rates for solid waste services. The major findings, conclusions,
and recommendations resulting from these evaluations were
summarized in the final report. Background information on the
Town's demographics, solid waste generation, current solid
waste system and budget, and operational practices was
presented. SCS made several presentations to the Town
Council.
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Proposal for Preparation of a Solid Waste Financial Plan
Rate Modeling for Solid Waste Management System
Southside Hampton Roads , Virginia
Client SCS assisted the Hampton Roads Planning District Commission
(HRPDC) and its member local governments (Chesapeake, Franklin,
Hampton Roads Planning District Norfolk, Portsmouth, Suffolk, and Virginia Beach and the Counties
Commission 723 Woodlake Drive g Southampton)and of Isle of Wi ht develop and evaluate a solid
Chesapeake,VA 23320 waste management system for the Southside of Hampton Roads.
SCS was specifically tasked with evaluating and recommending the
Contact most cost-effective,technically and institutionally feasible,
sustainable, and environmentally responsible approach to solid
John Carlock waste management for the 30-year period beyond 2018,when
(757)(757) 420-8300
420-8 dcva.gov contracts between SPSA and the eight participating communities
expire.
Contract Amount The Southeastern Public Service Authority of Virginia(SPSA)
$383,000 currently manages the integrated regional solid waste management
system,which includes a regional landfill,waste-to-energy plant,
Dates transfer stations, composting facilities,recycling operations, and
other specialized facilities.
2007-2008 (Initial Report)
2010-201 1 (Updated Report) The project included a review of existing solid waste facilities and
systems, evaluation of future needs and facilities, consideration of
Key Personnel institutional models, and coordination with the regional
Robert Gardner, PE, BCEE communities. SCS completed the initial study in November 2008.
Keith Matteson, PE At that time the Chief Administrative Officers (CAOs) of the
Michelle Leonard region elected to defer action on the report until it could resolve
Marc Rogoff, Ph.D. other financial issues associated with the Southeastern Public
Bruce Clark, PE, BCEE Service Authority, which was accomplished in 2009-2010. The
Lisa McDaniel
CAOs then asked SCS to re-evaluate the its previous study in
light of the changes in the solid waste system and provide
information and recommendations that could be used to guide
their decisions regarding the management of solid waste after
2018. The revised analysis was presented in September 2011.
P $ SCS conducted to following tasks:
Flnul Info rlm Repo-rlQ
Solid we:e nnnnnge"'en fe.✓
s 'i.9 H gn. 2 a°2047 A major task of the project was developing a detailed pro forma
Planning Nerizen 2018-2061¶
cost and revenue model for the entire solid waste system and
projecting system costs and revenues. The system costs included
,Paoa.µ9
capital and operating expenses for the solid waste system,
including equipment purchases for the transfer station, transfer
fleet, and landfill, new cell and closure construction, transfer
station upgrades, and operating expenses for the landfill, transfer
station, and transfer fleet. Year by year system tip fees, debt
service, depreciation and amortization expenses, accruals, and
other expenses were estimated.
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Appendix C
Cost Estimate and Fee Schedule
DocuSign Envelope ID:8A735669-3D2F-468A-BF99-3DF97688146A
KESUMMEEM
EXHIBIT 6.ORANGE COUNTY SOLID WASTE FINANCIAL PLAN COST ESTIMATE
Opti_i Optional Optional
TASK 1 TASK 2 TASK 3 TASK 4 TASK 5 TASK 6
Kick-Off Meeting& Current Programs Cost-of-Service Analysis SUBTOTAL _ Final Report& Alternative Model TOTAL
SCS ENGINEERS,PC Rate Review Background Assessment &SWPF Modeling TASKS 1-3 _ Additional Presentations Scenario Iterations Training TASKS 1-6
LABOR CATEGORY $/hr Hours Cost Hours Cost Hours Cost Hours Cost - Hours Cost Hours Cost Hours Cost Hours Cost
Principal Reviewer $ 215 $ - $ - 4 $ 860 4 $ 860- $ - 2 $ 430 $ - 6 $ 1,290
Project Director $ 195 12 $ 2,340 12 $ 2,340 36 $ 7,020 60 $ 11,700- 24 $ 4,680 16 $ 3,120 10 $ 1,950 110 $ 21,450
Project Manager $ 170 $ - $ - $ - 0 $ $ - $ - $ - 0 $ -
Project Advisor $ 145 $ - $ - $ - 0 $ - _ $ - $ - $ - 0 $ -
Senior Project Professional $ 120 $ - $ - $ - 0 $ - - $ - $ - $ - 0 $ -
Project Coordinator $ 110 3 $ 330 3 $ 330 4 $ 440 10 $ 1,100_ 2 $ 220 2 $ 220 2 $ 220 16 $ 1,760
Project Professional $ 105 $ - $ - $ - 0 $ - - $ - $ - $ - 0 $ -
Staff Professional $ 95 12 $ 1,140 20 $ 1,900 16 $ 1,520 48 $ 4,560- 16 $ 1,520 12 $ 1,140 2 $ 190 78 $ 7,410
Assoc.Staff Professional $ 80 $ - $ - $ - 0 $ - - $ - $ - $ - 0 $ -
TOTAL LABOR 27 $ 3,810 35 $ 4,570 60 $ 9,840 122 $ 18,220- 42 $ 6,420 32 $ 4,910 14 $ 2,360 210 $ 31,910
OTHER DIRECT COSTS
Travel Expenses $ 500 $ $ $ 500_ $ 500 $ $ $ 1,000
Per Diem $ 200 $ $ $ 200_ $ 200 $ $ $ 400
Telephone/Facsimile $ 10 $ 10 $ 25 $ 46- $ - $ - $ 22 $ 68
Postage/Freight $ - $ - $ - $ - _ $ - $ - $ - $ -
Reproduction/Printing $ 15 $ 26 $ 100 $ 142- $ 100 $ - $ - $ 242
Computer $ 90 $ 120 $ 230 $ 441 _ $ 140 $ 78 $ 100 $ 759
TOTAL ESTIMATED CDCs BY TASK $ 817 $ 157 $ 356 $ 1,330_ $ 940 $ 78 $ 122 $ 2,470
Administrative(15%) $ 123 $ 24 $ 53 $ 200- $ 141 $ 12 $ 18 $ 370
TOTAL 4,750 4,750 10,250 $ 19,750 7,500 5,000 2,500 $ 34,750
2/11/16
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Proposal for Preparation of a Solid Waste Financial Plan
FEE SCHEDULE
January 1, 2016 Rate Hour
ProjectDirector....................................................................................................................$195
SeniorProject Advisor.........................................................................................................$175
ProjectManager...................................................................................................................$170
ProjectAdvisor....................................................................................................................$145
ProjectSuperintendent ........................................................................................................$125
Senior Project Professional..................................................................................................$120
ProjectCoordinator..............................................................................................................$110
ProjectProfessional ............................................................................................................$105
StaffProfessional...................................................................................................................$95
Designer.................................................................................................................................$90
SeniorTechnician..................................................................................................................$85
Associate Staff Professional ..................................................................................................$80
Technician..............................................................................................................................$65
Administrative........................................................................................................................$60
General Terms:
1. The hourly rates are effective through December 31, 2016. Work performed thereafter is
subject to a new Fee Schedule.
2. The above rates include salary, overhead, administration, and profit. Costs for outside
consultants, laboratory and subcontractors and for job related travel (current automobile
mileage rate is $0.54 per mile, or current IRS rate) and subsistence, computer and
administration fee ($4.00 per billable hour for non-field work), equipment, supplies, etc.,
are billed at actual cost plus 15 percent.
3. Charges for equipment usage will be invoiced in accordance with SCS' Equipment Rates
schedule,plus 15 percent.
4. Invoices will be prepared monthly for work in progress, unless otherwise agreed.
Invoices are due and payable upon receipt. Invoices not paid within 30 days are subject
to a service charge of 1.5 percent per month on the unpaid balance.
5. Payment of SCS invoices for services performed will not be contingent upon the client's
receipt of payment from other parties, unless otherwise agreed to in writing. Client
agrees to pay legal costs, including attorney's fees incurred by SCS in collecting any
amounts past due and owing on client's account.
6. Rates for Senior Executives and Principals of the firm and special situations, such as
litigation support and expert testimony, are negotiated on a project-specific basis.
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