2001 Business Plan - Waste Management - Peel Region BUSINESS PLAN B-2 1. Mission Statement Public Works Vision “To be recognized as the industry leader in Public Works ” Solid

WASTE MANAGEMENT

2001 Current Budget

2001 Capital Budget& Forecast to 2010

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A. Business Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-21. Mission Statement2. Program Resources Location Map3. a) Program Resources

b) Organization Business Map 4. Business Plan Highlights

a) 2001i) Existing Service Level Baseii) Unmet Needs/Issues/Priorities iii) Strategic Directivesiv) Capital/Reserves

b) 2002 - 2003i) Existing Service Level Baseii) Unmet Needs/Issues/Prioritiesiii) Strategic Directives iv) Capital/Reserves

5. Performance Targetsa) 2000 b) 2001

B. Corporate Performance Measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-121. Program Efficiency2. Community Impact 3. Data 4. Customer Service 5. External Benchmarking

C. Current Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-151. Activity Analysis 2. Account Analysis 3. Budgeted Cost Per Unit/Units of Service 4. Budget Variance Explanation

D. 2001 Capital Budget & 2002 - 2010 Capital Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-191. Ten Year Capital Program Summary - Expenditure and Financing by Year2. 2001 Capital Program Summary3. Ten Year Combined Capital Program 4. 2001 Financing Sources and Funding Status

2001BUSINESS PLAN

WASTE MANAGEMENTTABLE OF CONTENTS

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1. Mission Statement

Public Works Vision

“To be recognized as the industry leader in Public Works ”

Solid Waste Management’s Mission Statement

“To efficiently and effectively plan and provide Solid Waste Management services to our customers, theresidents and businesses of Peel, and the Corporation, meeting their growing needs and expectations”.These services include Customer Service, Waste Program Planning, Waste Collection & Processing,Waste Landfill Operations & Final Disposal.

Inherent in the Mission Statement is our commitment to providing customer focused WasteManagement Services for the Region owned and operated assets, as well as those assets that will beoperated through various contracts. This commitment includes providing cost-effective services,timely capital works and continued research into opportunities for further cost efficiency andeffectiveness.

WASTE MANAGEMENTA. BUSINESS PLAN

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3 a) Program Resources

The Waste Program incorporates the management, operation and maintenance of the following:

• Two active landfill sites• A food/yard organic waste composting facility in Caledon• A private sector leaf/yard waste composting site outside of the Region• A partnership with an organic transfer facility• A partnership with a private sector energy from waste facility• Region owned material recovery facility which prepares recyclable materials for market• A partnership with a recyclables transfer facility in Caledon• Four Household Hazardous Waste Depots and Reuse Centres• Three recycling depots• A reusable goods exchange• Community Recycling Centre• Closed landfill sites remediation• Stabilate – municipal solid waste processing facility.

A portion of the resource commitment for this program is provided by outside contractors andmunicipal partnerships.

From a financial resources perspective, Solid Waste Management is split into five areas thatdirectly correspond to the division’s Corporate Performance Measurements (CPM) and to a recentbenchmarking exercise with other municipalities. Those areas are Collection/Depots; ProgramSupport (Planning & Administration); Disposal-Landfill; Disposal-Incineration; and, Processing.

The five areas of the Waste Program are delivered through three major functional groups:

i) Waste Collection & Processing is divided into four areas:- Customer Service - Waste Collection/Depots- Processing

This section administers several collection contractors used throughout the Region of Peelto collect and process garbage, yard waste, recycling materials, kitchen waste, as well asoverseeing the incinerator partnership.

ii) Waste Program Planning is divided into two areas:- New Program Enhancement- Existing Program Enhancement

This group provides support to the division in accomplishing its mission and reaching thegoals set out in the Long Term Waste Resource Management Strategy.


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iii) Waste Landfill Operations is divided into three areas:- Britannia Sanitary Landfill Site - Caledon Sanitary Landfill Site - Landfill Remediation

This group maintains and operates the Region of Peel’s closed and active landfill sites.

b) Organization Business Map

4. Business Plan Highlights

a) 2001

i) Existing Service Level Base

Review the level of service along with differing methods of collection and makerecommendations, if any, based on the current waste collection contract.

Continue to maintain our current level of service in compliance with the Ministry of theEnvironment’s regulations, and in conformity with Council direction.

2001BUSINESS PLAN


Solid WasteManagement

WKSWSTCP

Solid Waste Management

ProgramSupportPGSUWMCP

WasteDisposal

WSTDISCP

WasteCollection/

DepotsWSTCOLCP

WasteProcessing

WSTPROCP

WasteIncineration

WSTWINCP

WasteLandfillWSTLDOCP

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Waste Management provides collection and processing service to over 959,000 residents inthe Region. This service includes weekly collection of garbage and recycling material (viaa Blue and Grey Box system), bi-weekly collection of organics through the Caledon PeelOrganics Composting Program, and year round collection of white goods by appointment.In addition, yard waste is collected in Brampton and Mississauga weekly from April toNovember. Christmas trees are collected just after the holiday season. Multi-residentialrecycling takes place via a blue bag recycling program.

ii) Unmet Needs/Issues/Priorities

• Changes in the business or legislative environment may impact future needs and will beassessed

• Five Community Recycling Centres (CRC) scheduled to be open in 2001-2004• The Long Term Waste Resource Management Strategy continues to be reviewed

annually (20-year plan)• Organics diversion region-wide will be reviewed in 2001• New and emerging technologies will be reviewed through a Request for Proposal (RFP)

iii) Strategic Directives

The Long Term Waste Resource Management Strategy outlines how the Region willhandle residential waste within its own boundaries, while providing a 20-year road map forresidential waste, including capital and operating budget implications. Waste Managementis keeping with the strategic direction as outlined in Goal 4 “to preserve, protect andenhance the Region’s natural environment and resources”. The 2001-2002 highlightsinclude:

3R Program Enhancements• Multilingual Pilot for recycling• Grass ban• New Community Recycling Centres (CRC) throughout the Region opening in 2001 -

2004• Provision of free backyard composters has not been decided; however, a large subsidy

from the Region of Peel will continue• Peel Organics Collection Program expansion into North Brampton• Syringe Disposal Strategy to be piloted• Waste composition studies conducted for research and benchmarking purposes


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New Programs/ Contracts• Review a phased-in Bag Limit Program in Peel • Review a Region-wide Organics Program• 1-800-CleanUp: a Household Hazardous Waste (HHW) information line launched via

partnerships with public and private associations• Greenhouse gas initiatives will be put in place• Alternative diversion actively pursued via a request for proposal

Landfill & Disposal Issues• Completion of remediation of the Caledon Sanitary Landfill• Bottom Ash drying and energy from waste expansion• Evaluate new technology/ mechanisms for utilizing waste management by-products (e.g.

Landfill gas utilization, emission reduction credits from both the landfills and the energyfrom waste facility enhancements)

iv) Capital/Reserves

A review of service levels will be undertaken in conjunction with potential implementationof programs identified in the Long Term Waste Resource Management Strategy (approvedhybrid scenario). Further, any potential changes resulting from the annual review and updateof the strategy will also be incorporated. Lastly, the Waste Reserves review was completedin 1999. It has confirmed that the level of funds available will support various initiativesunder the Long Term Waste Resource Management Strategy. An annual update will bedone jointly with the Finance Department. This will ensure that the level of funding willsupport various initiatives such as the acquisition of land for CRC’s, a Bag Limit Study,Region-wide Organics Program, and remediation of the Region’s landfill sites (active &closed) over the next 10 years.

b) 2002 – 2003

i) Existing Service Level Base

Current service levels may be enhanced or altered pending the possible implementation ofan organics processing facility and potential implementation of an alternative disposalfacility.

ii) Unmet Needs/Issues/Priorities

A number of alternatives are being examined to re-direct waste which is currently landfilled:• Increased diversion to recycling programs & an expanded kitchen organics program

Region-wide• The initiatives within the Long Term Waste Resource Management Strategy will be

reviewed annually

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iii) Strategic Directives

Continue to meet objectives and strategic directions as outlined in Beyond 2000: Directionsfor Peel’s Future particularly:

Goal 1: Contribute to a vibrant and diverse regional economyGoal 4: Preserve, protect and enhance the Region’s natural environment and resourcesGoal 5: Be a strong effective regional government

Continue to explore alternatives in service delivery, public education programs, contractpricing and technology to minimize the increased operating costs related to higher diversionrates and maximize public participation. Internal initiatives such as managed competition,cross-training, internal support systems and public-private sector partnerships will help usachieve this goal.

iv) Capital/Reserves

A review of service levels will be undertaken in conjunction with potential implementationof programs identified in the Long Term Waste Management Resource Strategy (approvedhybrid scenario). Further, any potential changes resulting from the annual review and updateof the strategy will also be incorporated. Lastly, a Waste Reserves review will be completedin 2000. An annual update will be done jointly with the Finance Department. This willensure that the level of funding will support various initiatives under the Long Term WasteResource Management Strategy and the remediation of the Region’s landfill sites (active &closed) over the next 10 years.

5. Performance Targets

a) 2000

2000 Target Current Year Progress


1. Continue the implementation of the Long TermWaste Resource Management Strategy asfollows:• Ash drying to commence with the

commissioning of the 5th burner at KMSPeel Inc. (mid-2000)

• Development of a marketing plan andpossible joint venture options for theproduction and sale of Stabilate (a refusederived fuel) to be continued

• Present options for a Bag Limit Program forCouncil’s consideration

• Ash drying is in preliminary stages of design &construction. Delay to 2001 is expected.

• Stabilate plant is operational once again.Exploring market options.

• Bag Limit/User Pay options presented in late 1999.Staff will present a recommended program,implementation strategy & communication plan inJanuary 2001.

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2000 Target Current Year Progress

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• Plan for five new CRCs scheduled to be openin 2000-2004

2. Plan a Phase II expansion for the BritanniaSanitary Landfill Golf Course to include achampionship course and driving range

3. Pursue opportunities for private-public sectorpartnerships and funding such as the WasteDiversion Organization’s support for municipalrecycling programs and the Federation ofCanadian Municipalities (FCM) through theGreen Municipal Enabling Fund

4. Issue document for the new Waste Collectioncontract currently scheduled for May 2001 or,confirm extension of existing collectioncontracts including:

• MRF • Region-wide Organics• Second recycling container• New waste processing contract

5. Effectively manage the operating cost impacts ofwaste management programs

6. Update and review the 20-year Long Term WasteResource Management Strategy term andanalyze the financial impact on the WasteManagement Reserve funds

7. Implement remediation programs for active andclosed landfill sites

8. Prepare a Customer Service Manual

9. Greenhouse Gas Emissions

• Brampton CRC design complete. Constructionto commence in late 2000. Other CRC’s arescheduled in capital budget forecast.

• Central Peel (Central Mississauga) CRC is onschedule

• Siting issues of Central Mississauga CRC need tobe determined prior to any golf course expansion.Discussions underway with City of Mississauga.

• Received Waste Diversion Organization (WDO)and the Liquor Control Board of Ontario(LCBO) funding in 2000. Submittedapplications for FCM funding.

• Legal agreements are underway to cement theextended collection contract with CanadianWaste Services Inc. (CWS) in conjunction withthe sale of the Fewster Material RecoveryFacility (MRF)

• Processing contract for recyclables has beenseparated from the collection contract.Implemented changes to existing blue box andlaunched new grey box program.

• The Caledon area’s collection contract withSandhill has been executed.

• Region-wide Organics is being examined. PhaseII of the RFP closed Dec 13, 2000. Backyardcomposters will continue to be subsidized.

• Alternate weekly recycling collection introduced• Renegotiated collection and processing contracts

providing cost avoidance from prevailing marketprices

• 2000 update provided to Waste ManagementSubcommittee in February 2000

• Impact on reserve funds reported to Council inOctober 1999 to be updated annually

• Phase I is now completed. The landfill siteprofiles are registered with the Ministry of theEnvironment. Phase II will be dealt with in theupcoming year.

• Completed and in place

• Policy will be developed through the Air QualityCommittee and forwarded to Council forapproval

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b) 2001

The upcoming budget year 2001 reflects the cost impacts of several initiatives adopted byCouncil, forming part of the Long Term Waste Resource Management Strategy.

• Contractual pricing changes under the negotiated collection contracts and extension yearpricing resulted in a net increase of $2,494,668 but a cost avoidance of $5 million plus over 5years. In addition, a buoyant economy and the introduction of the grey box, increasing tonnagegrowth, have a combined cost increase of $2,003,364.

• Weekly Grey and Blue Box collection, effective June 2001, has resulted in a $700,000 costincrease.

• The division’s purchase of a MRF on Fewster Drive has resulted in a new operating coststructure. The Region will now begin to receive revenues from recyclable commodity sales andin turn, will commence paying processing fees to the operator of the MRF. The expectedincrease in commodity sales revenues results in a net budget reduction of $1,122,263.

• Activities at the energy from waste facility, KMS, have also contributed to a higher coststructure. These include: the processing of additional tonnage as part of the expansion to a 5thburner, an increase of $922,500; the balance of the full year impact of bottom ash drying, anincrease of $99,989; contractual increases in the disposal of fly ash and air pollution control(APC) residue and sorting costs of unacceptable/bulky items, an increase of $ 751,174.

i) Continue the implementation of the Long Term Waste Resource Management Strategy asfollows:

• Fly Ash Disposal Technology for the treatment of fly ash to qualify for disposal atlandfills will be reviewed and possibly implemented at the KMS Peel, energy from wastefacility

• Development of a marketing plan and possible joint venture options for the productionand sale of Stabilate (a refuse derived fuel) to be continued

• Present an implementation plan for a Bag Limit Program for Council’s consideration• Plan for five new CRCs scheduled to be open in 2000-2004:

- Central East Peel (Brampton) 2001- Central Peel (Mississauga) 2001- South West Peel (Clarkson) 2001- South East Peel (Lakeview) 2003- Central West Peel (Brampton) 2004

ii) Plan a Phase II expansion for the Britannia Hills Golf Course to include a championshipcourse and driving range

iii) Pursue opportunities for private-public sector partnerships and funding such as the LCBO’sand the Waste Diversion Organization’s support for municipal recycling programs

iv) Issue a RFP for a transfer station and new/emerging technologies in early 2001


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v) Finalize the current RFP for Region-wide Organics in early 2001

vi) Finalize the details for final disposal

vii) Continue with diversion initiatives such as:• Grass Ban• Bag Limit

viii) Effectively manage the operating cost impacts of waste management programs

ix) Update and review the 20-year Long Term Waste Resource Management Strategy andanalyze the financial impact on the Waste Management Reserve funds

x) Continue to implement remediation programs for active and closed landfill sites

xi) Research all waste disposal options for Peel in anticipation of the closure of BritanniaSanitary Landfill Site in early 2003

xii) Implement one-stop customer service on behalf of the entire department

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WASTE MANAGEMENTB. CORPORATE PERFORMANCE MEASUREMENT

1. Program Efficiency

2. Community Impact

Residential Waste Diversion increases 14%in Year 2001 with the implementation ofseveral Long Term Waste ResourceManagement Strategy initiatives. Theprincipal impact in 2001 is the full yearimpact of the 2nd recycling container,bottom ash drying at the energy from wastefacility, along with the increased metalsrecovery which is integrated with the ashprocessing and the expanded capacity at thefacility. Other beneficial initiatives includeupgraded air pollution control systems at theenergy from waste facility, extension ofcertain holes at the Britannia Hills GolfCourse, and expanded service levels atBrampton and Mississauga CRCs.

For 2001, the introduction of new programs, recently negotiated collection and processing contract pricing,full year impacts of expanded programs & tonnage growth have contributed to a higher cost per tonnemanaged of $111.63 (gross), $87.86 (net). Higher revenue sources from marketing recyclables have enabledthe division to minimize the cost of service delivery without taking on undue risk. The major cost impactsresulted from: processing costs/ revenues/ reserve contributions related to the new material recycling facility,full year impacts of the KMS expansion/ bottom ash drying, tonnage growth attributable to the 2nd recyclingcontainer, the contract cost increases for collection/ air pollution control & fly ash residue disposal &transportation, expanded service at Brampton CRC, resumption of stabilate operations and yard wastetransfer facility set-up at Fewster MRF.

% Residential Waste Diversion

10%15%20%25%30%35%

40%45%50%55%60%

1997 1998 1999 2000 2001 2002 2003

Gross Cost per Tonne Managed Net Cost per Tonne Managed

$50$60$70$80$90

$100$110$120$130$140

1997 1998 1999 2000 2001 2002 2003

$50

$60

$70

$80

$90

$100

$110

$120

$130

1997 1998 1999 2000 2001 2002 2003

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3. Data Actual Budget Target1997 1998 1999 2000 2001 2002 2003

Gross cost per tonne managed 91.76$ 89.61$ 95.83$ 92.75$ 111.63$ 126.71$ 135.07$ Gross cost per household served 129.93$ 130.67$ 139.51$ 137.77$ 172.99$ 177.66$ 183.75$ Net cost per tonne managed 83.60$ 80.75$ 86.44$ 85.79$ 87.86$ 102.92$ 110.34$ Net cost per household served 118.39$ 117.75$ 125.85$ 127.44$ 136.15$ 144.30$ 150.10$

% Households served 102% 100% 100% 100% 100% 100% 100%% Residential waste diversion 28% 27% 27% 38% 41% 46% 51%

Total cost 36,354$ 37,033$ 40,682$ 41,303$ 53,281$ 56,070$ 59,389$ Net Cost 33,125$ 33,370$ 36,699$ 38,205$ 41,934$ 45,543$ 48,514$ Total residential waste (tonnage) 346,671 355,965 373,353 388,280 419,515 382,870 373,975 Tot. res. waste (tonn.) diverted 96,366 94,903 99,751 149,387 170,927 177,956 189,865 Total waste managed (tonnage) 396,206 413,255 424,541 445,327 477,287 442,516 439,690 Households served 279,801 283,400 291,600 299,800 308,000 315,600 323,200

4. Customer Service

Promote Research and Development in Waste programs and/or technologies that adhere to the 3R’s hierarchy

Provide a cost-effective and efficient recycling program to Region of Peel residents

Provide a high level of customer service to internal and external clients

Continue to update and review our Long Term Waste Resource Management Strategy

Corporate initiative of one-stop shopping concept for Public Works

Inquiries – general (garbage, recycling, yard waste) Acceptable Items White Goods pick-up bookings Landfill & Depots Blue Box – new & replacement Grey Box Holiday Schedule

year 2001 (see year 2000 experience below)

Waste Management is committed to being a leader in the industry and to provide the highest level ofcustomer service to our clients. In 2001, the division will continue the process of establishing a system ofbalanced performance measurements. Some of the key areas where Waste Management demonstrates itscustomer service commitment are:

1.3

Percentage69.78.07.5

Project over 100,000 Waste Management-related inquiries to be received through customer service

Call Type – 2000

3.93.82.0

Miscellaneous/ Other (combined) Total

3.8100

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5. External Benchmarking

The initial CAO benchmarking exercise in Waste highlighted the need to re-evaluate data performancestandards, guidelines for data collection, and results interpretation. Benchmarking data for 1998 wassubmitted for Solid Waste Management – Curbside Recycling Collection and Processing as part of Phase 2Aof a three-phase benchmarking initiative. The results of Phase 2A serve only as a starting point for moredetailed review and identification of the practices behind the preliminary results.

The goal of the current CAO Benchmarking initiative was to identify municipal best practices. A Municipal CAO’s Benchmarking Initiative Project Charter was issued July 10, 2000 which outlines the new directionthat this initiative will take in the future.

Public Works staff is committed to benchmarking and recognizes it as a useful management tool thatintegrates financial and performance data to assist in the decision-making process.

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WASTE MANAGEMENTC. CURRENT BUDGET

1. Activity Analysis 3.Change Change

2001 from 2000 2001 from 2000

Waste Disposal 18,542,694 1,953,166 38.85 1.60 Waste Collection/Depots 28,893,827 5,801,866 60.53 8.68 Waste Processsing 5,844,617 4,220,815 12.25 8.60 Program Support - 1,950 - 0.00

Total Program Cost 53,281,138$ 11,977,797$ 111.63$ 18.88$

2. Account AnalysisChange Change

2001 from 2000 2001 from 2000

Goods & Services 47,717,747 11,176,313 Salaries & Wages 4,733,596 219,089 477,287 31,960

Reserve Contributions 576,145 576,145

Grant Payments 253,650 6,250

Total Program Cost 53,281,138 11,977,797

Fees, Charges & Other 7,846,694 4,748,535 Contribution from Reserves 3,500,000 3,500,000 Subsidies - -

Net Program Cost 41,934,444$ 3,729,262$

Budgeted Total Cost

Budgeted Total & Net Cost

Budgeted Total Cost/Unit

Budgeted Units of ServiceTotal Managed Waste (tonnes)

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4. Budget Variance Explanation Net Program CostsChange from

2000

Contractual Price Changes1) Collection (Canadian Waste negotiated pricing, Consumer Price Index (CPI))

2,494,668

2) Disposal (EFW - KMS Peel incl. Expansion, Bottom Ash) 751,174

Processing (Organics and Blue Box excl. Fewster MRF) - 3) Haulage, Recycling Depots & HHW Processing 1,243 3,247,085

Tonnage or Volume Changes4) Collection (incl. Grey box, growth) 2,003,364 5) Disposal (EFW - KMS Peel incl. Expansion, Bottom Ash) 477,747 6) Processing (Organics and Blue Box excl. Fewster MRF) 17,031 7) Haulage, Recycling Depots & HHW Processing 49,384 2,547,526

Other8) Other Net Increases (Fuel, CRC staffing, Equipment

rental, Internal Charges, Communications, Other) 834,425

Total Increase - Base Program 6,629,036

Material Recycling Facility Processing (Fewster) (1,122,263)KMS Expansion - full year impact 922,500 KMS Bottom Ash Drying - full year impact 99,989

700,0009) Weekly Grey and Blue Box collection - June 200110) Contribution from Waste Stabilization Reserve (3,500,000)

Net Program Cost Variance 3,729,262$

The recently negotiated collection contract enabled the Region to avoid experiencing the full market cost impact of the tender process. In addition, the contract offers fixed pricing for the period May 1, 2002 to April 30, 2005. The KMS Expansion, bottom ash processing & drying achieves lower processing costs and higher diversion from landfill. By extending the landfill closure date, the Region gains time and flexibility to explore various alternative disposal options.

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NOTES TO NUMBERED BUDGET VARIANCE ITEMS:

1) 2)

. 3) 4) 5)

6) 7) 8)

9)

10)

Reflects negotiated contract pricing, CPI, extension year pricing commencing May 1, 2002 Variance results from huge market price increases in fly ash and APC disposal as well as higher sorting costs ofunacceptable/bulky items at KMS Inc. Impact of CPI on recycling and HHW disposal at depots and CRC's. Tonnage growth of various waste streams: approx. 5% growth in garbage, 19% increase in blue and grey boxcollection and approx. 6% increase in yard waste collection Weighted average price per tonne difference on expansion tonnage, extra fly ash and APC transportation anddisposal costs on higher tonnage Yard waste processing costs increasing due to higher budgeted tonnage Higher HHW budgeted tonnage contributes to the net increase Other increases include communications/printing costs of recycling calendars/fridge magnets, haulagepremiums for relocation of yard waste transfer facility, impact of basic salary and wage cost pressures for 2001,higher rolloff container costs due to expansion at Brampton CRC, equipment rentals for landfill water and trucksweepers daily operation, gas and diesel fuel cost increases. Weekly Grey and Blue box collection, effective June 2001 was approved by Council February 22, 2001(Resolution No. 2001-145) A contribution from the Waste Stabilization Reserve was deemed necessary to mitigate the impact of thecollection extension year pricing and the higher cost structure of diversion initiatives. Stabilization for thesereasons has been part of the Long Term Waste Resource Management Strategy since its inception.

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WASTE MANAGEMENTD. 2001 CAPITAL BUDGET & FORECAST TO 2010

TOTALExpenditures

Ten Year Capital Program Summary - Expenditure and Financing by Year ($'000)

Yrs6-1020052004200320022001

738 5,9022,0481,976 12,3961,031 701Collection5,167 23,9964,6644,765 52,2375,549 8,096Disposal1,971 20,3501,770771 61,56213,200 23,500Processing

200 1,000200200 2,000200 200Program Support5,406 63100 38,63317,802 14,794Depots and Transfer Stations

$166,828$37,782 $47,291 $13,482 $7,712 $51,879$8,682Total Expenditures

Proposed Financing

13,482 51,8798,6827,712 166,82847,291Internal 37,782

$166,828$37,782 $47,291 $13,482 $7,712 $51,879$8,682Total Financing

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2001 Capital Program Summary ('$000)

Description Expense

FundingTotalExternal Internal DCA

The main highlights over the 2001 planning period are as follows:

2001

01,03101,031Collection

Projects dealing with waste collection programs such as: garbage,recycling, organics, yard waste and white goods collection. MajorProjects include a User Pay/Bag Limit Implementation and purchases ofWaste Management Containers.

05,54905,549Disposal

Projects dealing with landfill sites, the energy from waste facility,and abatement of old landfill sites. Major projects include abatementprograms and remediation activity at old landfill sites in the Region,and annual stack testing at the Energy from Waste Facility.

013,200013,200Processing

Projects dealing with the processing of waste such as: garbage,recycling, organics, yard waste, and white goods processing. One majorproject included is the review and development of a Region-wideOrganics Program as integrated with a Backyard Composter program.

02000200Program Support

Projects dealing with all Waste Management programs, environmentalstudies & capital planning.

017,802017,802Depots and Transfer Stations

Projects dealing with depots, community recycling centres and transferstation(s). Over the ten-year period, five community recycling centreshave been scheduled to be constructed. Transfer Station funding hasbeen included for waste export as per the 20-yr. LTWRMS.

Totals for 2001 Capital Plan: 37,782 0 037,782

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GrossDescriptionSub Type

Ten Year Combined Capital Program($'000)

Yrs6-1020052004200320022001

CollectionProjects dealing with garbage, recycling, organics, yard waste, andwhite goods collection. Major Projects include a User Pay/Bag LimitImplementation and purchases of Waste Management Containers.

8,3715,277773676588501556WASTE MANAGEMENT CONTAINERS99-6100TO PURCHASE WASTE MANAGEMENTCONTAINERS.

1,5506257520075200375BAG LIMIT/USER PAY IMPLEMENTATION99-6120A STUDY TO DETERMINE THE MOSTAPPROPRIATE METHOD OF BAGLIMIT/USER PAY FOR WASTECOLLECTION IN THE REGION OF PEEL.

2,37501,2001,1007500IMPLEMENTATION STRATEGY NEWCOLLECTION CONTRACT

00-6630

WASTE COLLECTION AND PROCESSINGTENDER PROCESS AND CONTRACT(S)ROLL OUT STRATEGY AS IT PERTAINSTO THE NEW WASTE COLLECTIONCONTRACT.

10000000100ONE-STOP CALL SERVICE01-6105TO INITIATE/DEVELOP ANDIMPLEMENTION OF ONE-STOP CALLCENTRE FOR PUBLIC WORKS.

10 YearTotals For: WMCOLL 1,031 701 738 1,976 2,048 5,902 12,396

DisposalProjects dealing with landfill sites, the energy from waste facility,and abatement of old landfill sites. Major projects include abatementprograms and remediation activity at old landfill sites in the Region,and annual stack testing at the Energy from Waste Facility.

4,5002,5005005005005000WASTE MANAGEMENT ABATEMENTPROGRAMS

99-6210

TO ADDRESS VARIOUS WASTEMANAGEMENT PROBLEMS THAT ARISE ATTHE OLD (CLOSED) LANDFILL SITESIN PEEL.

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Yrs6-1020052004200320022001

25210050051051BI-ANNUAL ENVIRONMENTALMONITORING

99-6211

FOR CONSULTING REVIEW OF THEBI-ANNUAL GROUND AND SURFACEWATER MONITORING, THE LANDFILLGAS SYSTEMS AND AMBIENT AIRSTUDIES. FOR BRITANNIA, CALEDON.CHINGUACOUSY,MAVIS, PROFESSOR'SLAKE, CENTRE STREET, ALBION ANDNORTH SHERIDAN LANDFILL.

1,750875175175175175175ENERGY FROM WASTE (EFW) STACKTESTING

99-6220

TO COVER CONSULTING ANDCONTRACTOR FEES TO CARRY OUT THEANNUAL STACK TESTING PROGRAMCOMPLETED IN THE FALL OF EACHYEAR.

1,0020000331671BRITANNIA CAPPING AND ROUGHGRADING

99-6230

TO FUND EARTH MOVING ACTIVITIESAND LANDSCAPING OF FINAL CONTOURSAT THE BRITANNIA SANITARYLANDFILL SITE.

25210050051051LANDFILL SITES-STRUCTURAL REPAIRS99-6250THIS PROJECT IS FOR UNPLANNEDREPAIRS INCURRED AT THE CLOSEDAND ACTIVE LANDFILL SITES. THESEREPAIRS ARE FOR ITEMS SUCH ASROOF REPAIR, ELECTRICAL FAULTS,AND REPLACEMENT OF LOAD CELLS INTHE WEIGHSCALES.

17,0005,0002,0002,0003,0003,0002,000PROPERTY ACQUISITIONS99-6270PURCHASE OF VARIOUS PROPERTIESFOR CLOSED AND OPERATING LANDFILLSITE PURPOSES SUCH AS; LANDFILLBUFFER AND MAINTENANCE.

B-23

2001BUSINESS PLAN




Yrs6-1020052004200320022001

3,4501,725345345345345345PERPETUAL CARE ADMINISTRATION ANDPROGRAM MGMT

99-6280

TO FUND ALL ADMINISTRATIONRELATED AND ENVIRONMENTALMONITORING EXPENDITURES AT ALLACTIVE AND CLOSED LANDFILL SITES. IDENTIFIED PROJECT REQUIREMENTSRESULTING FROM THE MASTER PLANDEVELOPMENT WILL BE CARRIEDFORWARD IN THE 99-6280 SERIES OFPROJECTS.

5,1625,12198888PERPETUAL CARE CHINGUACOUSYLANDFILL SITE

99-6281

TO IMPLEMENT A REMEDIATIONPROGRAM FOR THE CHINGUACOUSYLANDFILL SITE.

5042505051515151PERPETUAL CARE CALEDON LANDFILL99-6283TO IMPLEMENT A REMEDIATIONPROGRAM FOR CALEDON LANDFILLSITE.

90040080808080180PERPETUAL CARE FOR NORTH SHERIDANLANDFILL SITE

99-6284

TO IMPLEMENT A REMEDIATIONPROGRAM FOR NORTH SHERIDANLANDFILL SITE.

5502755555555555PERPETUAL CARE FOR THE BRITANNIALANDFILL SITE

99-6286

TO IMPLEMENT A REMEDIATIONPROGRAM FOR BRITANNIA LANDFILLSITE.

2521500510510PERPETUAL CARE FOR MAVIS YARDLANDFILL

99-6287

TO IMPLEMENT A REMEDIATIONPROGRAM FOR MAVIS ROAD LANDFILLSITE.

510000051PERPETUAL CARE FOR ERINDALELANDFILL SITE

99-6288

TO IMPLEMENT A REMEDIATIONPROGRAM FOR ERINDALE LANDFILLSITE.

2001BUSINESS PLAN

B-24




Yrs6-1020052004200320022001

2,05100002,00051PERPETUAL CARE FOR CENTRE STREET99-6289TO IMPLEMENT A REMEDIATIONPROGRAM FOR CENTRE STREETLANDFILL SITE.

600000060PERPETUAL CARE FOR PROFESSOR'SLAKE LANDFILL SITE

99-6290

TO IMPLEMENT A REMEDIATIONPROGRAM FOR PROFESSOR'S LAKELANDFILL SITE.

3,500001,50001,0001,000BRITANNIA LANDFILL SITE GOLF COURSE(PHASE 2)

00-6240

CONSTRUCTION OF THE SECOND PHASEOF THE BRITANNIA GOLF COURSEINCLUDING A CLUBHOUSE MAINFACILITY AND THE REMAINING 9HOLES.

3,2015001,35008515000EQUIPMENT WASTE MANAGEMENTOPERATIONS

00-6251

REPLACEMENT OF FACILITYEQUIPMENT FOR ACTIVE AND CLOSEDLANDFILL, AS PER REPLACEMENTPLAN, FUNDED FROM THE EQUIPMENTREPLACEMENT RESERVE.

40000000400KMS FLY ASH DIVERSION PROJECT01-6001FUNDING FOR THE PILOTS, MISC.EXPENSES AND CONSULTANT FEE.PROJECT TO COMMENCE APRIL-JUNE2001. APEX AND WES-PHIX WILL BOTHUNDERGO THE NEW TECHNOLOGIESPROTOCOL PROCESS BEFORE THEPROJECT IS AWARDED.

40000000400NEW EQUIPMENT FOR KMS PEEL01-6293TO PURCHASE AND INSTALLSHREDDER/GRINDER FOR KMS PEEL FORUNACCEPTABLE MATERIAL.

5,0005,00000000ENERGY FROM WASTE (EFW) FACILITYIMPROVEMENT

02-6290

TO MEET POTENTIAL CHANGES TOMINISTRY OF ENVIRONMENT (MOE)REQUIREMENTS.

B-25

2001BUSINESS PLAN




Yrs6-1020052004200320022001

2,0002,00000000PERPETUAL CARE ALBION LANDFILL08-6282TO IMPLEMENT A REMEDIATIONPROGRAM FOR ALBION LANDFILL SITE

10 YearTotals For: WMDISP 5,549 8,096 5,167 4,765 4,664 23,996 52,237

ProcessingProjects dealing with the processing of waste such as: garbage,recycling, organics, yard waste, and white goods processing. One majorproject included is the review and development of a Region-wideOrganics Program as integrated with a Backyard Composter program.

2,7001,000200200400400500BACKYARD AND VERMI COMPOSTER99-6110PURCHASE AND DISTRIBUTION OFBACKYARD COMPOSTERS OR MULCHINGEQUIPMENT AS PER THE LONG TERMWASTE RESOURCE MANAGEMENTSTRATEGY AND GRASSCYCLINGSTRATEGY. PURCHASE SUPPLIES FORVERMICOMPOSTER PROGRAM. SCHOOLBYC PILOT PROGRAM. GRASS BANPROGRAM.

1,20000001,100100WASTE MGMT MULTI PURPOSE FACILITY99-6275TO OBTAIN APPROVALS AND CONDUCTAN ENVIRONMENTAL ASSESSMENT , IFREQUIRED AND CONSTRUCT A ROADACCESSWAY INTO THE SITE. INADDITION, PROVIDE FUNDING FORSCALEHOUSE, GEOWARE ANDUTILITIES/SERVICES.

41,1624,85057057157122,00012,600REGION WIDE ORGANICS PROGRAM99-6300TO ESTABLISH A REGION WIDEORGANICS PROGRAM, DESIGN ANDCONSTRUCTION OF FULLY EQUIPPEDFACILITY.

2,00001,00001,00000MATERIAL RECOVERY FACILITY (MRF)99-6510FOR REDESIGN, RETROFIT OF MRF,EQUIPMENT & REPAIRS.

14,50014,50000000MATERIAL RECOVERY FACILITY(REPLACEMENT OF MRF)

07-6510

TO REPLACE EXISTING MATERIALRECOVERY FACILITY.

2001BUSINESS PLAN

B-26




Yrs6-1020052004200320022001

10 YearTotals For: WMPROC 13,200 23,500 1,971 771 1,770 20,350 61,562

Program SupportProjects dealing with all Waste Management programs, environmentalstudies & capital planning.

2,0001,000200200200200200WASTE MANAGEMENT POLICIES &ENVIRONMENTAL STUDIES

00-6400

TO COVER COSTS RELATED TOCONSULTANT STUDIES, ENGINEERINGSERVICES & CAPITAL PLANNING FORWASTE MANAGEMENT POLICY,TECHNOLOGIES, R & D.,ENVIRONMENTAL ISSUES AND OTHERISSUES THAT MAY ARISE..

10 YearTotals For: WMPS 200 200 200 200 200 1,000 2,000

Depots and Transfer StationsProjects dealing with depots, community recycling centres and transferstation(s). Over the ten-year period, five community recycling centreshave been scheduled to be constructed. Transfer Station funding hasbeen included for waste export as per the 20-yr. LTWRMS.

5,18600004,935251SOUTH EAST(MISS. SOUTH EAST) PEEL C.R.C.

99-6505

TO DESIGN BUILDINGS AND OBTAINAPPROVALS FOR A COMMUNITYRECYCLING CENTRE IN SOUTH EASTPEEL FOR 2003.

4,410000004,410CENTRAL EAST (BRAMPTON ) PEEL C.R.C.99-6506TO DESIGN BUILDING & OBTAINAPPROVALS FOR A COMMUNITYRECYCLING CENTRE IN CENTRAL EASTPEEL AT THE BRAMPTON DEPOT FOR2001.

5,260000005,260CENTRAL PEEL (CENTRAL MISS.) C. R.C.99-6507TO DESIGN BUILDING & OBTAINAPPROVALS FOR A COMMUNITYRECYCLING CENTRE IN MISSISSAUGAPEEL (MISSISSAUGA ) FOR 2001.

B-27

2001BUSINESS PLAN




Yrs6-1020052004200320022001

5,260000005,260SOUTH WEST (MISS. WEST) PEEL C.R.C.99-6508TO DESIGN BUILDING & OBTAINAPPROVALS FOR A COMMUNITYRECYCLING CENTRE IN SOUTH WEST(MISS. WEST) PEEL FOR 2002 AT THECLARKSON WATER TREATMENT PLANT.

6,9370005,3752511,311CENTRAL WEST(BRAMPTON WEST) PEELC.R.C.

99-6509

TO DESIGN BUILDING & OBTAINAPPROVALS FOR A COMMUNITYRECYCLING CENTRE IN CENTRAL WEST(BRAMPTON WEST) FOR 2004.

10,5755000009,600475TRANSFER STATION/NEW TECHNOLOGY00-6530TO CONSTRUCT A TRANSFERSTATION(S) AND POTENTIAL NEWTECHNOLOGIES.

50000000500YARD WASTE GRINDER01-6292GRINDER TO DENSIFY YARD WASTE FORSHIPMENT TO COMPOSTING CONTRACTOR.

50513100318335EQUIPMENT & MAINT. FOR C.R.C.'S. ANDFACILITIES

01-6501

EQUIPMENT AND MAINTENANCE FOR ALLRECYCLING CENTRES.

10 YearTotals For: WMTRST 17,802 14,794 5,406 0 0 631 38,633

Totals for 10 Year Capital Plan: 37,782 47,291 13,482 7,712 8,682 51,879 166,828

2001BUSINESS PLAN

B-28


2001 Financing Sources and Funding Status ('$000)

Project # Expense

FundingTotalProject Name

Approved or Pending

External Internal DCA

2001 Funding Status:

2001(A/P)

Ward

CollectionP 01-6105 ONE-STOP CALL SERVICE 0 100 0100

A 99-6100 WASTE MANAGEMENTCONTAINERS

0 556 0556

A 99-6120 BAG LIMIT/USER PAYIMPLEMENTATION

0 375 0375

DisposalA 00-6240 BRITANNIA LANDFILL SITE GOLF

COURSE (PHASE 2)0 1,000 01,000

P 01-6001 KMS FLY ASH DIVERSIONPROJECT

0 400 0400

P 01-6293 NEW EQUIPMENT FOR KMS PEEL 0 400 0400

A 99-6211 BI-ANNUAL ENVIRONMENTALMONITORING

0 51 051

A 99-6220 ENERGY FROM WASTE (EFW)STACK TESTING

0 175 0175

A 99-6230 BRITANNIA CAPPING AND ROUGHGRADING

0 671 0671

A 99-6250 LANDFILL SITES-STRUCTURALREPAIRS

0 51 051

P 99-6270 PROPERTY ACQUISITIONS 0 2,000 02,000

B-29

2001BUSINESS PLAN



Project # Expense


Approved or Pending



2001(A/P)

Ward

A 99-6280 PERPETUAL CAREADMINISTRATION ANDPROGRAM MGMT

0 345 0345

P 99-6281 PERPETUAL CARECHINGUACOUSY LANDFILL SITE

0 8 08

A 99-6283 PERPETUAL CARE CALEDONLANDFILL

0 51 051

A 99-6284 PERPETUAL CARE FOR NORTHSHERIDAN LANDFILL SITE

0 180 0180

A 99-6286 PERPETUAL CARE FOR THEBRITANNIA LANDFILL SITE

0 55 055

A 99-6288 PERPETUAL CARE FORERINDALE LANDFILL SITE

0 51 051

P 99-6289 PERPETUAL CARE FOR CENTRESTREET

0 51 051

A 99-6290 PERPETUAL CARE FORPROFESSOR'S LAKE LANDFILLSITE

0 60 060

ProcessingP 99-6110 BACKYARD AND VERMI

COMPOSTER0 500 0500

P 99-6275 WASTE MGMT MULTI PURPOSEFACILITY

0 100 0100

P 99-6300 REGION WIDE ORGANICSPROGRAM

0 12,600 012,600

Program Support

2001BUSINESS PLAN

B-30



Project # Expense


Approved or Pending



2001(A/P)

Ward

A 00-6400 WASTE MANAGEMENT POLICIES& ENVIRONMENTAL STUDIES

0 200 0200

Depots and Transfer StationsP 00-6530 TRANSFER STATION/NEW

TECHNOLOGY0 475 0475

P 01-6292 YARD WASTE GRINDER 0 500 0500

P 01-6501 EQUIPMENT & MAINT. FORC.R.C.'s. AND FACILITIES

0 335 0335

P 99-6505 SOUTH EAST(MISS. SOUTH EAST)PEEL C. R.C.

0 251 0251

A 99-6506 CENTRAL EAST (BRAMPTON )PEEL C.R.C.

0 4,410 04,410

A 99-6507 CENTRAL PEEL (Central Miss.) C.R.C.

0 5,260 05,260

P 99-6508 SOUTH WEST (Miss. West) PEELC.R.C.

0 5,260 05,260

P 99-6509 CENTRAL WEST(Brampton West)PEEL C.R.C.

0 1,311 01,311

2001Totals for Budget Year: 0 37,782 037,782

Documents

2001 Business Plan - Waste Management - Peel Region BUSINESS PLAN B-2 1. Mission Statement Public Works Vision “To be recognized as the industry leader in Public Works ” Solid