HomeMy WebLinkAboutAgenda - 05-05-2005-3ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: May 5, 2005
Action Agenda
Item No. 3
SUBJECT: Sanitation Division Organizational Assessment
DEPARTMENT: Public Works/Solid Waste/ PUBLIC HEARING: (Y/N) No
Personnel
ATTACHMENT(S): INFORMATION CONTACT:
4/28/05 Staff Memo w/Attachments Wilbert McAdoo, ext 2627
Gayle Wilson, 968-2885
Elaine Holmes, ext 2552
TELEPHONE NUMBERS:
Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To consider endorsing a proposed reorganization that would transfer the
functions and responsibilities of the Orange County Sanitation Division from the Public Works
Department to the Solid Waste Management Department.
BACKGROUND: Over the past few years, County staff have conducted several assessments
of possible enhancements to the organizational structure of several County functions suggested
by the BOCC, including communications, information technology, and recreation and parks,
During the 2004-05 fiscal year, staff have been evaluating the best structure for the delivery of
services at the County's solid waste convenience centers.
Staff have prepared a report with supporting attachments that articulate the reasons for the
staff's recommendation that effective July 1, 2005, the responsibility for planning and
management of Sanitation Division functions be transferred to the Solid Waste Management
Department, Primarily, staff believe that consolidating all County solid waste management
activities within one department, rather than in two departments as those activities are currently
structured, will substantially enhance customer service. Orange County citizens will then have
one central location and one central information center through which they can get answers to
all questions related to solid waste management and recycling services.
Staff will review major elements of the analysis that has been conducted, including some of the
pros, cons, and other implications of the proposed reorganization, Staff will also review with the
Board several proposed personnel actions related to the transition that will clear up some
administrative concerns related to several existing positions. The proposed reorganization
includes the transfer of all current Sanitation Division positions and employees from Public
Works to Solid Waste,
FINANCIAL IMPACT: The anticipated financial impacts are outlined in the staff report and
supporting attachments.. The ongoing, annualized costs of making this transfer of responsibility
are estimated at about $20,000 for the Solid Waste Management Department, Staff also
anticipate one-time costs of approximately $80,000, primarily associated with the physical
relocation of operations from Highway 86 north of Hillsborough to Eubanks Road in Chapel Hill,
Overall FY 2005-06 funding for the Sanitation Division will be included in the Manager's FY
2005-06 Recommended Budget and can be reviewed during Commissioners' budget work
sessions in June 2005.
RECOMMENDATION(S): The Manager recommends that the Board receive the report and
endorse the reorganization of the Sanitation Division to operate under the Solid Waste
Management Department effective July 1, 2005.
MEMORANDUM 3
To: John L,it~k, County Manager
Erom: Wilbert McAdoo, Public Works Director'
Gayle Wilson, Solid Waste Director
Subject: Consolidation of Cowlty Solid Waste Services
Date: April 28, 2005
The purpose of this memorandum is to present the issues relative to consolidating County solid
waste services presently provided by both the Public Works and Solid Waste Management
Deparhnents (Solid Waste). The working assumption is that should a consolidation occur, the
Sanitation Division would merge with Solid Waste rather than Solid Waste merging with the Public
Works Department.
Baclceround
The Sanitation Division of the County Public Wor]<s Department has as its primary mission the
responsibility of managing and maintaining the six public solid waste convenience centers and
collecting solid waste from these centers along with county govenunent buildings and the county
schools and delivering the waste to the Orange County Landfll. It has also provided numerous
other support functions to other divisions within the Public Works Department
Solid Waste manages the Orange County Landfill and various ancillary waste management
functions at the landfill, provides a broad range of recycling and waste reduction programs and
services, and performs assorted waste planning, enforcement, and regulatory/compliance functions.
Solid Waste was organizationally located under the Town of Chapel Hill until 2000, when it was
transferred to Orange County and became a county department.
At that time the Cotmty began maintaining two departments with significant solid waste operational
responsibilities, In the summer of 2004 the Cowrty Manager requested a study that would explore
the feasibility and associated cost of combining the two entities under one department It was
anticipated that such a consolidation would result in a more efficient/effective provision of county
solid waste services and eliminate citizen confusion regarding responsibility for solid waste services
in the county,.
Discussion
It should be noted that Solid Waste is operated as aself=funding enterprise fund and Sanitation is
funded tluough county's general fund and directly supported by county taxes. Any decision to
merge the two organizational units will necessitate budgetary adjustment to the different funding
sources. Additionally, any organizational modification of Solid Waste will require ensuring
conformance with the Interlocal Agreement.
The organizational assessment focuses primarily on Sanitation Division personnel, equipment and
budget, with limited focus on azialyzing operational matters (hours of operation, collection
methodology, site lease terms, policies, etc.) other than those operations matters necessary to
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perform the assessment such as services Sanitation performs for other Public Worlts division or
services performed by the other Public Works divisions for Sanitation that will be affected by a
merger with Solid Waste. If the transfer to Solid Waste oocurs, then Solid Waste over the coming
year will firrther assess operations and service delivery.
Reorganization Impacts
The key impacts resulting from this reorganization include:
1. Provides a single source of infornratior>/contact (one stop shopping) for county citizens with
respect to solid waste management.
2. Provides awell-defined line of responsibility and accountability for the BOCC, Manager and
citizens regarding solid waste matters.
3. Eliminates the confusion of the existing organizational structure whereby citizens often contact
Solid Waste with inquiries/complaints about convenience centers, where Public Works is
contacted regarding recycling matters.
4. Allows full integration and coordination of educational, operational, planning, and management
issues related to solid waste in Orange County that will result in even more efficient, effective
programs and services, and improve the overall quality of'services provided.
5. Provides consistency and standardization of all ordinances, policies, regulations, and procedures
related to Solid Waste operations and would allows more effective and consistent enforcement
of County policies and ordinances..
6. Provides opportunities for equipment standardization..
7, Permits a more clear understanding of the actual cost of'solid waste services and programs.
8. Allows Public Works to focus ou its more core responsibilities.
9. Provides opportunity for Sanitation Division to focus on its core responsibilities rather than
ongoing responsibilities for a number of unrelated fiurctions that often distract from those core
tasks of providing efficient and effective convenience center operations and maintenance.
10. Sanitation would be able to begin using biodiesel because ofproximity to biodiesel fire] pumps.
I1. Public Works would gain storage, vehicle/equipment parking and office space due to the
relocation of Sanitation, avoiding likely fimue costs Co Public Works. This also includes the
personal employee vehicle parking space.
12. Reduces administrative/management support obligations for Public Works..
1.3. Reduces vehicle and equipment maintenance obligations of Public Works.
14. Results in some additional costs as explained in detail below. Most of the cost increase is for
one-time transition expenses.
15. Requires additional support by Solid Waste administrative, management, and maintenance staff.
16. Will provide for Sanitation to continue inclement weather assistance to Public Works as
necessary.
Sanitation Division
Staffin
In 1993, the Public Works -Sanitation Division implemented the operation of six staffed Solid
Waste Convenience Centers. hr 1999, Public Works extended the Centers' hours for Saturdays
from 7 am to 2 PM, to provide for closing at 5 PM and extended the Centers' hours for Sunday from
1 PM to 4 PM to provide for closing at 5 PM. This added 1,248 total anmral additional operational
hours for the six centers. The expanded hours equated to .6 FTE.
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During recent years, Sanitation has greatly expanded recycling programs at Convenience Centers,
which include separation of various recyclable materials, such as metal, metal wire, clean wood,
yard waste, white goods, tires, and batteries. Mandatory recycling and sepazation policies have
further increased and expanded attendant responsibilities.
Over the years the number of Convenience Center users has steadily increased, For exaznple,
Highway 57 is the most frequented center with an average of 2,500 users during a 10-hour time-
period on a Saturday. This equates to 250 users per hour and over four users per minute. In
comparison, the Highway 57 Center averaged 1,200 users on Saturdays in 1993 over an 8-hour
rather than a 10-hour period or 150 users per hour.
The remaining order of highest users is Eubanks Road, Ferguson Road and High Rock; that is, the
larger centers. As a result of these high vohnnes on the weekend, typically at least three of the four
highest volume centers must be double staffed provide necessary customer service and enforcement
of separation requirements.
When established in 1993, the Centers were staffed with 16 permanent positions. Of these positions,
seven Convenience Center Operator positions were established as permanent time limited with
continuation determined on a year-to-year basis -pending final County decision as to the use of the
Centers. Iwo of these Center Operator positions were established as permanent part time 20 hours..
Since the Centers were implemented in 1993, no permanent employee staffing has been added to
accommodate the expanded hours or increase in users. To meet the on-going work needs, Public
Works has used additional hours by the permanent part time (20 hour) staff, additional temporary
staffing and overtime.
Transition
With the transition, the Public Worlcs -Sanitation Division staff would move organizationally to
become a part of the Solid Waste Management Department. Because this is simply a reassignment
of positions and employees from one County deparhnent to another, there are no other personnel
actions associated with the transition..
However, there are a number of existing personnel issues that staff r-econunends be addressed
effective with or shortly following the transition, The issues and recommended actions are outlined
below:
Per-~nanent Time Lii~sited Solid Waste Corrvenie»ce Center Operator Positions
When these seven positions first were established in 199.3, they were set up on a permanent time
limited one year basis. the original time limited stahis arose from the need to provide time to
assess how solid waste services would be provided.
Recommendation: Effective with the transition to Solid Waste, make the positions regular
permanent positions and end the time-limited status.
Estimated Cost: No additional cost.
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Permmrerrt Part Tinze Positions
Presently there are two Permanent Part Time 20-hour (0.5 FTE) Convenience Center Operator
positions. Because of the workload increases, both positions are required to regularly work more
that 20 hours per workweek.
Recommendation: Staff recommends the Board authorize an increase in the position's hours
and FTE from part time to full time. This reconmrendation is made regazdless of the
reorgazrization.
Estimated Cost: The estimated budgeted cost to increase the two positions from part time to full
time is $28,531, This is made up of $25,265 in salary and $.3,265 in benefits cost.
Lwrg-term Use of Ten¢por°ar~~ employees hr Liear of Permanent ensploa~ees
To meet the increased work needs, Public Works has used several temporary positions for periods
extended beyond one year.. The effect is these temporary positions are being used as permanent
positions but without the employee pay, benefits, and job rights associated with permanent
employment.
Recommendation: During the first year following the transition, Solid Waste plans to evaluate the
workloads, staffing levels and impacts of efficiencies that maybe realized by implementation of roll
off container use. With the evaluation, Solid Waste will assess the possible need and opportunity
for realignnent of existing staff resotnces to address the work needs. It this assessment it will
consider whether these work needs now being addressed by temporary staff could be addressed by
realignment of existing permanent staff or whether it is necessary to propose permanent positions to
cover the work being done now by these on-going temporary employees,
Estimated Cost: To be detemlined. If the result after this evaluation is completed is that
additional permanent positions are needed, at least part of this cost could be defrayed by
applying the existing temporary wages positions.
Attachment A is an organization chart indicating how Sanitation would be incorporated into Solid
Waste. Attachment B is a list of authorized permanent positions. Both of these attaclunents
include the two permanent part-time positions as changing to full time status.
Other Assigned Duties: Sanitation currently is involved with a number of unrelated functions that
would likely no longer be provided should a transition occur. Many of these special projects are not
directly related to Sanitation's primary mission and often detract from that primary mission. Many
of these projects require overtime for the Sanitation employees to complete.
Some of the current responsibilities presently performed by Sanitation that seem to fall outside
primary Sanitation duties include:
• Inclement Weather Operations -Sanitation works with Buildings & Grounds Division to
perform inclement weather operations. Sanitation is primarily responsible for the
removal of snow and ice from govenunent parking lots, roadways, sidewalks, steps, and
the spreading of sand. Sanitation also clears snow from the convenience centers. The
Solid Waste Manager functions as FEMA coordinator for all Public Works operations
when events occur. Sanitation will maintain responsibilities for assisting Public Worlcs
in response to inclement weather situations as necessary.
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• Par]<ing Lot Maintenance -Sanitation performs parking lot maintenance at non-paved
lots, including EMS, Animal Shelter, ?,nimal Control, Homestead Center, Richard E.
Whitted Complex (4 lots), Plamring & Agriculture, Northern Human Services Center (2
lots), Northside Complex, Public Works, Efland Pump Station, and Orange Enterprises.
This includes grading, hauling, and leveling of these areas.
• Tree Trimming and Removal -Sanitation currently performs some of the tree trimming
and removal for the Buildings & Grounds Division around government buildings and
those fallen during inclement weather
Sanitation Division Vehicles: Sanitation has a total of 11 velucles, This includes four front-end
loading garbage trucks, four dump trucks of different sizes, two pickups, and one trailer. There are
also three pieces of off-road equipment currently in the Sanitation fleet. These are Uni-loaders of
which two are currently used on a daily basis. One of these Uni-loaders is being transfen~ed to
Public Works to assist in performing snow removal, grading and other work previously performed
by Sanitation.. Anew roll-off truck is being purchased current year to service the bulk item roll-off
containers at the convenience centers.
The four front-end loaders are year models 1990, 1991,199.3, and 1999. They aze all in poor
condition and only the 1999-year model is a reliably serviceable truck (In most governmental and
municipal fleets, sanitation vehicles are on a five or six year replacement schedule..) The 1990
front-end loader is proposed to be replaced cunerrt year. The 1991 front-end loader is proposed to
be replaced FY 2005/06.
The dump trucks are year model 1988, 1991, and 1992. There is also a small 1999 Chrysler RAM
3500 with a dump bed on it. There is one tandem dump and all the other dump vehicles are single
axle. Other than the RAM 3500 the current value of the vehicles would be minimal due to
condition. The 1988 dump truck is proposed to be replaced current year. The 1991 dump truck is
proposed to be replaced FY 2005/06.
The two pickups are 1994 and 2001 models. The 2001 is the supervisor's vehicle and both pickups
are presently charged a mileage cost by the County's maintenance division for their operation. The
trailer is a 2001 model and is used to pull aUni-loader from site to site for clean up of material at
the OCCC
Another dump truck is currently being used daily by Sanitation for operations. The Buildings and
Grounds Division owns this vehicle, although it is presently used by Sanitation four days per week.
This vehicle will not transfer if the merger occurs. This vehicle is used daily and is proposed to be
replaced in FY 2005/06 for Sanitation to continue its present operations.
The Sanitation Manager does not have a vehicle and one will be proposed in the FY 2005/06
budget.
The poor condition of the current Sanitation vehicles (until replacements are acquired) is such that
significant attention will be needed to insure that the vehicles are operational It is projected that
mechanic needs from Solid Waste are anticipated to be almost one-half FTE. Existing Solid Waste
maintenance staff will provide this extra maintenance. This requirement is derived from current
Public Works estimates of needed repairs and fiom past history of the vehicles. These extra duties
were not considered within the Solid Waste perfommel plan and will strain the current staff and
facilities to its maximum, although we believe it manageable given that the County appeazs to be
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committed to significant upgrading of existing vehicles. The cturent shop rate for Solid Waste that
will be charged to the Sanitation budget is $35..50 per hour.
Attachment C is the current velricle list for the Sanitation Division.
Public Works Department Operational Impacts Due to Transition
The Buildings & Grounds Division of the Public Works Department would be impacted in the
following ways:
• Parking L,ot Maintenance -The Buildings & Grounds Division has presently assumed a small
percentage of this work since it now has an employee with a commercial driver's license.
Primarily, the stone hauling and associated costs would be contracted at an estimated annual
cost of $ 6,625..
• Tree trimming and Removal -Building & Grounds would contract for large tree trimming and
removal at estimated amoral cost of $ 2,000.
• Safety Coordinator -Presently the Solid Waste Manager serves as the safety coordinator. Tlils
service would be contracted for an amoral cost of $ 5,000..
Bud eg taryIssues:
The following expenses would transfer to the Sanitation Division and the budget office has already
worked with the Public Works Deparhnent to correct accomlting issues.
• The costs associated with communication devices (two celhilar telephones, 7 two-way
radios and the pagers) are now being expended from the Buildings & Grounds Division
budget for amiual savings to Buildings & Grounds of approximately $4,620.
• The rental of two storage trailers by the Motor Pool Division for sanitation tires would be
eliminated, at net savings of $ 1,800 It is prroposed that a trailer be purchased at a cost of $
3,000 if transitioned.
• The costs associated with housekeeping supplies are now being expended from the
Buildings & Grounds Division budget for annual savings to Buildings & Grounds of
approximately $4,000.
Vehicles and Eq~meat
One Uni-loader assigned to the Sanitation Division would transition to the Buildings & Grounds
Division. The remaining eleven vehicles and two off-road pieces of equipment would hansition to
the Solid Waste Management Department. This is anticipated to assist the Motor Pool staff to more
frequently and more time efficiently perform preventative maintenance to its growing fleet of
vehicles maintained, especially Sheriff Department and EMS Department vehicles.
Beginning with 2004 model year Sheriff Department vehicles (14 total) put into service beginning
approximately .July 1, 2004, 7 vehicles have been placed on the manufacturer's recommended
3,000-mile service interval. The other 7 vehicles were placed on flee historical 5,000-mile service
interval. In addition, all new vehicles other than passenger cars put in service during this same time
period, have been placed n the .3,000-mile manufacturer recommended service schedule (3 Parks &
Rec., 1 Public, Works, 1 Sheriff). In addition, 4 new EMS ambulances will be serviced more
frequently (every 300 hours versus 5,000 miles previously). Public Works/NJotor Pool is
monitoring, the impact (cost and improved fuel efficiency) of these changes. Although it is too
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early to identify long-term impact/results at this time, improvements in both areas are anticipated.
Public Works/Motor Pool proposes increasing the frequency of preventive maintenance service for
all vehicles in the County fleet to 3,000 miles, including both newly acquired vehicles and those
already in the fleet.
Financial/Budgetary Issues
Budgetary Implications Due to Transition:
• The Sanitation Division is eurently funded through the general fund within dre Public Works
Department budget. hi practice the Sanitation Division budget is intertwined/commingled with
the other divisions within the Public Worlcs Department that is reflective of the partial
integration of departmental operations/functions. Appropriations within these divisions are
frequently shared and overlapped among and between divisions, requiring much effort in
clazifying and de-aggregating these costs so that a thorough financial analysis could be
conducted. When the Sanitation functions are separated for the transition, this results in some
additional costs to Sanitation and Public Worlcs.
• The additional cost to Public Works for the transfer of Sanitation to Solid Waste
is:
• Approximately $13,625 increase in budget for contractual services and supplies
• Approximately $10,420 decrease in budget, which does not include the indirect costs related
to Motor Pool for the elimination of eleven vehicles and two pieces of equipment.
• Net Increase = $ 3,205
• Currently the assumption is that Sanitation is to be incorporated into the enterprise fund and
fully integrated in a financial/budgetary mamrer with the General Fund making an annual
contribution to the enterprise fiord equal to the Sanitation budget. Alternatively Sanitation could
be maintained as a general fund division with parallel accoturting conducted to maintain
separate financing. Pursuant to the Interlocal Agreement enterprise funds (3-R Fee, Tipping
Fees, etc.) may not be used to fiord non-system activities. In other words, Sanitation must bring
its own funding and that accounting must be practiced which demonstrates that Sanitation has
its own fiurding source and doesn't improperly utilize landfill and recycling fees/revenues for its
operations.
Reasonable effort will be made to account for' Sanitation Division fiords separate from other
enterprise funds. This will require some additional staff attention, at least initially, in
developing management systems that maintain some level of financial separation wifliout
becoming overly preoccupied.. Staff believes this is easily manageable.
• Attachment D represents a summary of the proposed FY 2005/06 Sanitation budget as
compared to the Original FY 2004/05 and the FY 2004/05 estimated year-end projections.
Attachment E sununarizes the basis for proposed budget increases, explained by illustrating
budget increases delineated by anticipated one-time start up transition costs, recurring costs due
to the transition, as well as some budget increases that would be incun-ed ttmelated tc transition.
The proposed FY 05/06 budget is compared with FY 04/05 to determine the most accurate
estimate of budgetary impact on Sanitation. Most of the anticipated Sanitation budget increases
are unrelated to the transition such as increased fuel and Yipping fees.
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Implementation Issues
• If the BOCC endorses the proposed reorganization it is proposed that it become effective .Tiny 1,
2005..
• A reorganization cozmnunication plan has been prepared to ensure that employees and the
public are adequately informed azrd that the transition is seamless in every regard, A
cozmnunication plan outline is provided as Attachment F.
• Sanitation employees (except Solid Waste Center Operators) and equipment will relocate to
Eubanks Road as soon as practicable following July 1. Temporary supervisor and crew quarters
will be established until the new Operations Center is conshucted,
Conclusion
The result of this organizational assessment is that:
1. Solid Waste is prepared and capable ofmanaging the Sanitation Division.
2. There will be additional one-time start-up costs of approximately $80,000 related to the
transition, with another $2Q000 in recurring costs.
3. There will be estimated additional costs to Public Works of about $.3,200 associated with the
transition.
4. There are numerous advantages ofthe reorganization that make it ultimately, in our opinion,
inevitable. If not now, at least at some point in the future..
5. The transition nazi be implemented at to be seamless to the general public
6. The transition can be managed in compliance with the hrterlocal Ab Bement.
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Attachment E
Sanitation Division Transition Cost Summary
Est FY 1004/0.5 Projected Difference
Yr. End Exp.. * FY?00.5/OG Budget
Total $1,750,460 $2,023,744 $ 27.3,284
Personnel $ 734,55.3 $ 784,238
One-time Start-Up Costs =
Recurring Transition Related Costs =
Costs Unrelated to Transition =
l Benefit Increases related to
• Medical Insurance
• Dentallnsurance
• Life Insurance
• Retirement
• 401 (k)
• Medicare
• Longevity
2. Permanent salaries increased
• partially as a result of cost living enacted in October 2004
• conversion of two part-time permanent collectors to full time
($28,521 including benefits)
$ 49,685
$ 0
$ 0
$ 49,685
$ 5,549
$ 44,1.36
Operations $ 1,015,907 $ 1,176,514 $ 160,874
One-time Start-Up Costs = $ 43,824
1. Sanitation Administrative Office and Employee Break Room $ 7,850
• These costs will be incurred for approximately 1 5 years until
the Solid Waste Management Office Facility is constructed at
the landfill
• Rental of two trailers, elechical and telephone wiring and
one porta john
2 Grading and stone for trailers and truck/equipment parking, $ 13,624
including electrical hook-ups for front-end loaders
3 Highway 57 fence installation $ 16,900
i~
• Replacement of wood fence for aesthetic and security issues
4 Signage updates, including hanslation
5. Employee vehicle radios and Supervisory 2-way radio/telephones
Recurring Transition Related Costs =
I . Training by Solid Waste Manager to maintain certification
2 Monthly telephone line charges and repair/maintenance to
computers
3. Gasoline and Oil
• If fuel is pumped from the Town of Chapel Hill a surcharge is
applicable
• Biodiesel fuel will be utilized when pumped from the Town of
Chapel Hill; Biodiesel is more expensive than diesel which is
pumped from the Orange County Public Woflcs Department
5. Electricity for trailers and security flood IighC for truck panting area
Costs Unrelated to transfer =
1. Landfill fees
• $1 increase in tip fees for MSW
• increased volumes
Z. Supplies
• Vehicle supplies, repair parts, gasoline, diesel, oil and repairs to
deteriorated equipment and vehicles and rising petroleum prices
• Conversion of Motor Pool designated trucks to actual use/repair
vehicles
• Housekeeping supplies, previously expended from Buildings
and Grounds
Capital $ 000
One-time Start-Up Costs =
$ 5,000
$ 450
$20,466
$ 277
$ 1,600
$ 15,289
$ 3,300
$ 96,584
$ 70,504
$ 26,080
$ 62,725 $ 62,725
l Equipment
• Purchase of a storage trailer in lieu of rental; annual cost
presently expended on rental $1,800
• Communication devices (2-way landfill radios and gate remotes
Z. 1T Equipment
• Printer/eopiedscanner, underground and interior building
wiring and IT labor
3. Furnishings
• Furnishings for' Solid Waste Manager's office
• Furnishings for' Sanitation Supervisor's office
• Furnishings for Employee Break Room
$ 35,800
$ 3,000
$ 1,616
$ 4,0.35
$ 9,599
i7
4 Vehicles $ 17,550
• Solid Waste Manager presently does not have an assigned
vehicle
• When available uses the vehicle assigned to the Director of
Publics Worlcs; this vehicle would not transition
Recurring Transition Related Costs = $ 0
Costs Unrelated to Transition = $ 26,925
Equipment
• Replacement of .30 open top containers whose deteriorated $ 26,400
condition has surpassed repair
• Digital camera; presently using an instamatic camera which $ 325
does not allow electronic use of such for reports and violation
letters
• One lawn mower for use at the six SWCCs $ 200
"` Using estimated cunerrt ,year end e.~penditure projections raDrer than or°lginal budged for
projection of budgetary impact of transition seems more accurate and representative of actzral
impacts.
Attachment F
Activity
Sanitation Division Reorganization (~
Communication Plan
1, Present proposed reorganization to the Board of Commissioners..
2. Board of Coimnissioners'consideration of proposed
reorganization and decision
3. Hold orientation meetings with all Sanitation Division employees
to explain transition and answer questions..
4. Hold information meeting with Solid Waste Management
Depaztment employees to explain transition and answer questions.
Target Date
May 5
May 5 (or subsequent)
luly
.July
Draft and distribute new Convenience Center flyer as new recycling August
bins are distributed from the Orange County Public Worlcs Department
6. Change Convenience Center signage to show new address and
telephone information for Solid Waste Management Department
7. Update business cards, stationery and envelopes for Sanitation
Division administrative staff
8. Update Web sites for:
• Solid Waste Management Depaztment
• Public Worlcs Department
8, Include amiouncement of transition iu Fall Solid Waste
Management Newsletter
August
August
September
September
10. Keep SWAB apprised of progress of transition process. Ongoing