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13 <br /> 1 • Non-Permanent Personnel is reduced by $56,262 due to the closing of the MSW <br /> 2 Landfill. <br /> 3 • Capital Outlay of$3,292,149 for FY 2013-14 includes the costs for the Landfill closure <br /> 4 • Transfer recycling programs previously funded through the MSW landfill to Recycling <br /> 5 Division. <br /> 6 0 Initiate a mattress recycling program on current landfill property, funded through a <br /> 7 special waste tipping fee of$10.00 per piece. Anticipated revenue from this new fee is <br /> 8 $25,500 in FY 2013-14. <br /> 9 <br /> 10 Landfill: <br /> 11 Budget Highlights: <br /> 12 • The increase in Personnel Services in FY 2013-14 includes the transfer of 2.0 FTE <br /> 13 Landfill Equipment Operator positions from the Landfill division to Recycling, and an <br /> 14 increase of$20,245 in Non-Permanent Personnel that was previously funded in the <br /> 15 Landfill division. <br /> 16 • The increase in Operations in FY 2013-14 within this division includes increases in <br /> 17 Equipment and Vehicle Supplies and Repairs due to equipment transferred from Landfill <br /> 18 to Recycling. <br /> 19 • Capital Outlay funds of$76,246 include the replacement of a trailer of hauling <br /> 20 recyclables. <br /> 21 • The decrease in Revenues in FY 2013-14 is mostly attributed to the elimination of the <br /> 22 3R Fee tiers (Urban, Rural, and Multi-family) <br /> 23 • The FY 2013-14 Manager Recommended Budget includes an increase in the 3R Basic <br /> 24 Fee from $37.00 to $47.00, effective July 1, 2013. This is anticipated to generate <br /> 25 $591,757 in additional revenue in FY 2013-14. <br /> 26 • Saved an estimated $112,000 in urban curbside recycling contract costs by transitioning <br /> 27 the program to single stream collection in FY 12-13. <br /> 28 • Worked with UNC to have them take over the funding of their food waste programs on <br /> 29 campus saving the County an estimated $44,000 in food waste/compost contract costs <br /> 30 in FY 12-13. <br /> 31 • Started to sell used oil to market with estimated revenue of$18,000 in FY 12-13. <br /> 32 • Entered a new Household Hazardous Waste disposal and recycling contract in FY 12-13 <br /> 33 saving an estimated $20,000 in contract expenditures. <br /> 34 <br /> 35 Sanitation Division: <br /> 36 Budget Highlights: <br /> 37 The FY 2013-14 Manager Recommended Budget includes two new .625 FTE <br /> 38 Convenience Center Operator positions to cover additional hours for two district Solid <br /> 39 Waste Convenience Centers (Eubanks Road and Walnut Grove Church Road SWCCs. <br /> 40 It also includes the increase of a total of .750 FTEs for four current Convenience Center <br /> 41 Operators to handle these increased hours of operation. <br /> 42 The increase in Operations in FY 2013-14 in Sanitation is mostly attributed to an <br /> 43 increase in debt service payments for the SWCC improvement projects, and due to <br /> 44 additional vehicle maintenance and supplies costs associated with hauling solid waste to <br /> 45 the Durham Transfer Station. <br /> 46 Continuation of the SWCC Improvements Project by implementing Phase II of the Solid <br /> 47 Waste Convenience Center Improvements at the Eubanks Road Center. <br /> 48 The Capital Outlay in FY 2013-14 includes the replacement of one Skid Steer of <br /> 49 $36,363 and Design work costs of$150,000 related to the Eubanks Road Solid Waste <br />