Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
1999-06-24 Study Session
.............. CITY OF P11Lffl DESERT IO FRED WARING DRIVE 73-5 PALM DESERT, CALIFORNIA 9226o-2578 TEL: 760 346-061 1 FAX: 76o 340-0574 info@palm-desert.org NOTICE OF JOINT STUDY SESSION OF THE PALM DESERT CITY COUNCIL AND PALM DESERT REDEVELOPMENT AGENCY NOTICE IS HEREBY GIVEN that the Palm Desert City Council and Palm Desert Redevelopment Agency will meet in a Joint Study Session at 12:00 p.m. on Thursday, June 24, 1999, for the following purposes: • Requests for reclassifications and additional positions for the Fiscal Year 1999/2000 Budget • Transfer station presentations • Review of uses for the 40 acres at Merle Drive and 42nd Avenue Said Study Session will be held at the Palm Desert Civic Center, Administrative Services Conference Room, 73-510 Fred Waring Drive, Palm Desert, CA 92260. 1/ /jet/::9‘ SH1LlA'R. GILLI AN, C.M.C. DIRECTOR OF COMMU AFFAIRS/CITY CLERK CITY OF PALM DESERT June 11, 1999 � aixito ax etauto vlPu STUDY SESSION AGENDA OPTIONS FOR LONG-RANGE RECYCLING AND DISPOSAL OF MUNICIPAL SOLID WASTE JUNE 24, 1999 The focus of this study session is a general review on what facilities are being proposed to address the issue of long-range recycling and disposal of municipal solid waste (MSW). In addition, the County of Riverside's Waste Management Department will present a status report on landfilling in the county-wide system. 2:00 - 2:20 p.m. Presentation by: Mr. Robert Nelson, General Manager County of Riverside, Waste Management Department Status on: • Closure and post-closure fees associated with Riverside County's landfill system; IN Franchise Agreements for the unincorporated areas of Riverside County; ■ Outlets for greenwaste; ■ 1998 tonnages for Coachella Valley-Increases; and • Position on siting a transfer station(s) in the Coachella Valley. 2:20 - 2:40 p.m. A presentation will be made on behalf of the Coachella/Indio Transfer Station Joint Powers Authority by: Mr. Byron Woosley, City Manager for the City of Coachella Mr. Harold Schilling, City Manager for the City of Indio Status on: • Joint Powers Agreement between the City of Coachella and the City of Indio; • Proposed transfer station at the closed Coachella Landfill site; and • Lease agreement with the County of Riverside to site a transfer station at the now closed Coachella Landfill. 2:40 - 3:00 p.m. Presentation by: Mr. Bernard Huberman, President of BLT Enterprises, Inc. Mr. Shawn Guttersen, Vice President of BLT Enterprises, Inc. Mr. Thomas Noble, President c;Noble and Company BLT Enterprises, Inc. is proposing to site a recycling and transfer facility in the City of Palm Desert. Company officials will make a presentation on their proposed project. 11 4 .4 t ,14 w y• •O=9. 3 CITY OF PALM DESERT MEMORANDUM DATE: JUNE 24, 1999 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: LISA V. CONSTANDE, ENVIRONMENTAL CONSERVATION MANAGER RE: OPTIONS FOR LONG-RANGE RECYCLING AND DISPOSAL OF MUNICIPAL SOLID WASTE HISTORICAL BACKGROUND: The City of Palm Desert has for the past several years studied the long-range recycling and disposal of municipal solid waste needs of its residents and businesses. Since 1996, the City Council has provided a forum to review potential projects providing solutions for the recycling and disposal of municipal solid waste (MSW). The following report is an overview of the City's efforts to date. 1 9 9 6 In 1996, the City Council formally requested that staff research alternatives to the proposed Coachella Valley Association of Governments' mid-valley transfer station for the long-range recycling and disposal of MSW. Staff coordinated a study session on Thursday, November 21, 1996, to learn the status of potential projects. The agenda was comprised of a presentation by the County of Riverside on the state of the landfills located in the Coachella Valley. Information was presented on the current issue of unfunded liabilities associated with closure and post-closure costs for the Riverside County landfill system. Along with the County, the following proposers outlined their potential solutions for long-range recycling and disposal of MSW: • City of Indio. City officials outlined a private public partnership with BLT Enterprises, Inc. (BLT) for a recycling and transfer station in the eastern portion of the Coachella Valley located on a 12-acre site, bounded by Avenue 45 on the north, Auto Center Drive on the east, the Southern Pacific Railroad right-of-way and rail spur to the south and the City of Indio's maintenance yard on the west (Interstate 10 to the north and Highway 111 to the south). Note: At the time, both the City of Indio and the City of Coachella were pursuing separate projects. However, they both were also considering a partnership to develop a single project that would best serve their respective jurisdictions. • City of Coachella. City officials presented a private public partnership with Burrtec Waste Industries for a transfer station to be sited at the closed Coachella Valley Landfill. At the time, a 20-year lease agreement with the County of Riverside was approved by the County Board of Supervisors for the siting of a transfer station. ■ City of Palm Springs. City officials presented a project with a scope to include the City of Desert Hot Springs. The project offered a natural process of converting two regulated waste streams, municipal solid waste (MSW) and sludge, into an unregulated commodity--compost. At the time, negotiations were held with Bedminister, a bioconversion corporation with headquarters in Marietta, Georgia. The size of the facility was limited due to technology and would require some daily tonnage from both cities to be landfilled. ■ Waste Management of the Desert. Company officials outlined a collection system entitled WMS (Waste Management Systems). A video was viewed exhibiting the unique collection operation combined with the ability for traveling long distances (pods). Three cities were identified in the video using the collection system: Oceanside, El Cajon, and Ft. Bragg. 1 9 9 8 In 1998, the City Council formally requested that staff present an update on potential projects for long-range recycling and disposal of MSW. A study session was conducted on Wednesday, February 18, 1998, to learn the status of potential projects. The agenda consisted of a presentation by the County of Riverside on the state of the Edom Hill Landfill, along with a status report on the issue of unfunded liabilities associated with closure and post-closure costs for the landfill system county-wide. In addition, the following proposers outlined their potential solutions for long-range recycling and disposal of MSW: ■ City of Coachella. City officials outlined a private public partnership with Burrtec Waste Industries for a transfer station to be sited at the closed Coachella Valley 2 • Landfill (filled to capacity). An extension to the 20-year lease agreement with the County of Riverside was granted by the County Board of Supervisors. ■ Cabazon Band of Mission Indians. Tribe officials outlined a transfer station with material recovery capabilities. The proposed site was on Dillon Road between Highway 111 and State Highway 86. At the time, negotiations were being held with BLT as a partner to develop a recycling and transfer facility utilizing Colmac and a composting operation in the area as alternatives to landfilling greenwaste. In addition to staff contacting the above jurisdictions, they also contacted the following two cities that did not make presentations to the Council. However, written reports were submitted to Council as updates with the following information: • City of Indio. City officials reported that they had ended their pursuit to construct a transfer station in their jurisdiction, and staff was researching for their council all options for long-range recycling and disposal of MSW. • City of Palm Springs. City officials reported that negotiations with Bedminister were terminated in May 1997. The two cities (Desert Hot Springs and Palm Springs) were working with their hauler, Palm Springs Disposal, on a private/public partnership utilizing the "Herhof Composting" method. The process uses a wet and dry collection operation from businesses and households with a composting operation. The composting operation processes wet material collected in an initial seven day period within biocells (40' concrete boxes). After the first week, contaminates are removed and the clean material continues to be composted (which requires several additional weeks of processing beyond the initial week when the material is in the biocells). 1 9 9 9 On November 18, 1999, BLT met with staff regarding the possibility of their company siting a transfer station in the City of Palm Desert. Within a few weeks of this meeting, BLT extended an invitation to tour their Del Norte Regional Recycling and Transfer Station that they designed, permitted, and operate (located in southwestern Ventura County within the City of Oxnard [to date staff has not toured the facility]). On February 24, 1999, staff met again with BLT based upon their request for a meeting to be scheduled. At this meeting, discussion occurred regarding siting a facility on approximately 169 acres located at the southeast corner of Monterey Avenue and Tamarisk Row. In addition to siting a recycling and transfer facility, BLT discussed the development of an industrial park at the site with a transfer station as the key component to the development. Without encouragement from staff, the City of Palm Desert received an unsolicited proposal on March 23, 1999, from BLT to develop a recycling and transfer station within its jurisdiction. In addition, company officials requested the appropriate steps to present their project to the City Council. They were informed that approximately every year, the City Council is updated on proposed projects for long-term recycling and disposal of MSW. In addition, it was relayed that a study session regarding the topic was due to be scheduled for the first part of 1999. BLT officials agreed to wait to present their project to the City of Palm Desert until information was 3 gathered on other projects and a study session was scheduled for the City Council. ATTACHMENT A to this report represents BLT's proposal to the City of Palm Desert. On February 26, 1999, the City Council met for the first time with staff regarding budget items to address for Fiscal Year 1999/2000. At this meeting, staff reported to the City Council that a study session would be scheduled to update them on projects proposed in the Coachella Valley to address long-term recycling and disposal of MSW. On April 26, 1999, staff met with the City of Coachella and the City of Indio regarding their proposed joint project to develop a transfer station at the closed Coachella Landfill. On the date of our meeting, the Coachella/Indio Transfer Station Joint Powers Authority had just been formed and details of the project were premature. However, staff learned: IN Both cities were committed to siting a transfer station at the now closed Coachella Landfill; ■ A lease agreement to site the project at the Coachella Landfill was still the intention of the County of Riverside; and • Burrtec Waste Industries was still the proposed contractor to design and operate their facility. At the conclusion of the meeting, staff informed both jurisdictions that Palm Desert had received an unsolicited proposal from BLT. Staff extended an invitation to both organizations to attend a Palm Desert study session on June 24, 1999, to present their project to the City Council. They understood that BLT would present their project along with an update from the County of Riverside. Both the City of Coachella and the City of Indio welcomed the invitation to present their project. In addition to meeting with the City of Indio and the City of Coachella, staff met with the County of Riverside on May 27, 1999, to request their presence at the June 24 study session. Staff reviewed with the County the issues of the most concern to Palm Desert. The following topics were agreed upon for presentation: ■ Landfill system's closure and post-closure costs; ■ Franchise agreements in the unincorporated areas of Riverside County; IN Overview of landfill tonnages (increases); • Greenwaste outlets; and • Position on siting a transfer(s) station in the Coachella Valley. CONCLUSION: The City of Palm Desert has been consistent in offering a forum for potential projects to be presented and considered for long-range recycling and disposal of MSW. Many projects have 4 • been offered; however, at this time, there are only two projects to be presented to the City Council for consideration at the study session on June 24, 1999: 1. Coachella/Indio Transfer Station Joint Powers Authority Project location: Coachella Landfill 2. BLT Enterprises, Inc. Project location: Palm Desert Both of the above organizations will present to the City Council along with the County of Riverside. An agenda for the study session is included with this report. If additional information is required, staff awaits further direction. Respectfully submitted, ISA V. CONSTANDE RAMON A. DIAZ Environmental Conservation Manager City Manager LVC/dcb Attachment: One 5 NOBLE & COMPANY, LLC 8 Hillcrest Drive Palm Desert, California 92260 Tel(760)836-9073 Fax(760) 836-9074 ATTACHMENT A RECEIVED MAR 2 6 1999 CITY OF 13 March 26, 1999 crrY MA AGE ERT Mr. Ramon A. Diaz City Manager City of Palm Desert HAND DELIVERED RE: Potential Materials Recovery Facility/ Transfer Station Dear Ray: Thank you for taking time to meet with us on Wednesday. As we discussed in that meeting, we would appreciate the opportunity to present our ideas for the referenced facility to appropriate city officials at a study session. Our client, BLT Enterprises, Inc., is a highly regarded developer and operator of Materials Recovery Facilities/Transfer Stations. BLT sold all of its trash collection business a number of years ago and now concentrates solely on the design, construction and operation of facilities such as that proposed for Palm Desert. Feeling that there is an inherent potential conflict of interest in combining collection with recycling and transfer functions, BLT has no plans to re-enter the collection field. The overall advantages of the BLT facility over that proposed at the Coachella Landfill are numerous and clear cut. Briefly,they are as follows: Recycling BLT's facility will offer a state of the art Materials Recovery Facility/Transfer Station which will divert an anticipated 15 -20 percent or more of the incoming waste stream to recycling. The advantages of this are that fewer natural resources are used to produce new goods,revenue is generated from the sale of recyclables and less waste is sent to landfills. For example, assuming incoming waste of 600 tons per day and a 15 percent diversion rate, 90 tons less waste per day would go to landfills. Mr.Ramon A. Diaz March 26, 1999 Page 2 By way of comparison, the proposed Coachella Landfill facility will offer only "floor sorting" of recyclables. The proponents of that facility have stated that they "hope" to achieve 5 percent diversion. Cost of/Pollution Caused by Collector Vehicle Operation The remoteness of the Coachella Landfill site would probably result in about one hour additional travel time for each collector truckload. Operating expenses for a collector truck total about $65 per hour and each carries a maximum of eight tons. This extra distance would therefore result in an added cost of about $8 per ton ($65 / 8 tons= $8.125 per ton). Additionally, the extra fuel used would increase air pollution. Rail Access To our knowledge,the Coachella Valley is not currently served by an intermodal rail facility. The proposed BLT site would be an excellent location to include that use and we feel that this would be a tremendous inducement to light industrial firms to move to our area. Rail access would also allow greater flexibility as to which landfills could be utilized for disposal of residential waste from the facility. However,the landfill(s)to be used will be at the discretion of the City so the waste and attendant fees can stay within the Riverside County system if that is desired. Additional Development The BLT facility will occupy about 15 acres of Tentative Parcel Map No. 24255 which covers about 169 total acres. This property is divided into 82.1 acres zoned P.C. -3 and 87.3 acres of S. I. Zone. BLT has a strong history of developing other industrial and commercial projects in the vicinity of its waste facilities. We look forward to bringing other light industrial users to the property as well as to working with the City to develop commercial uses in keeping with the "scenic entry" designation of the subject commercial property. We would be happy to host a tour of the Del Norte facility in Oxnard for any interested city representatives. We can provide air transportation for up to five passengers at a time if that would be helpful. Mr. Ramon A. Diaz March 26, 1999 Page 3 Thank you very much for your attention to this matter. Please feel free to contact us with Any questions that you may have and/or to set a date for a presentation. Very Truly Yours, Noble & Company,LLC By //C.` .. ��, 6" • Thomas S. Noble `. le _ — W r. r rI N. Ao•.• r.**freV 44 9 ••• 0: %is in., yff II . • .• II /qv. •% ' ..4 •i `j ;= Ni :• pill • ow ••,,•••.,i,�© i I 14:1...., t Pre i• 4 Cis OUsr NTRY: ' / /co •` BOCA CHICA TRAIL G vl l L1 i 1 N. /N. CLU B•e VAC `N OWAH SHORE DR ! TAMARISK ROW DR 1 o-g oiTr to r^-:4,::::. k �: 2 � F q J . C V A D E R . . - �173-a _ O } U DE S ERT •:ti= : w i::.:i:::::::i: ::::::ii.::.1.:.:.:.::.*::.:i:i::.::i...-i: ::e:i::.*:.:.::if::-. -i:.:•i :i*ii::-::.:*-::E.::::::::::-:*i,-:::.:., DE SERT S ER T m DESERT ;iciti W DESERT { 0 1§ I .. U I • ict (( :pALM DESERT CITY LIMITS i T MIMEOLOCATION MAP CZ 5017 / CPM 24255 LAND USE Ex . 1 -- • " •- •i► Assessors :::::::::::::... ................ Sec. 29 7.4 S.,R.6 E. Bk..pg. 653-25 r _ Zone. CATHEDRAL CITY Sup. 4 r 1 Dist. / PALM DESERT Dist- Drawn ::. - _ j•err r.i:'Y Thomas�93/C-4 �1e Drawn 1� DESAimERT . Bros. Drawn By. ` /�GI. •: r .:O.�. DESERT......., 1" = 800' RIVERSIDE COtlNT1' PLANNING DEPARTMENT No CAGE•: . ........'...r, Mine DINAH SHORE DR. I! 1 1Np ., 1 , lop S \\ Sp ,Q �'9T 1 'Q,Q 70 1 1 1 Li • Q� 1EL AVE.' �' -- - i 1 _. . I r- 1 1 . . 1 _ _____ _ ,-- _i__ , - ._- _ • .1- -• ... i 0 4.• 4. 1 LI ... w.w eYrr •a.xk *„Y.. Aso 1cks . T----- r -- ___T___ qii 'kr i • N r �J I I -,lClii 1 1 1 )1(''..'. .1 (11111(... r. JI L1 C\.----. \ d L -- ---6ERALB-FORD-DR.-CIRCULATION STUDY 1' 1 I. '1 , 1' ❑ I T .. , f 1 I I I n I I N I % -dab, Smith, Peroni & Fox1.:400. PLANNING CONSULTANTS ,/�/DZ . , BLT ..,,, . ENTERPRISES " Nictste ',11g(,) 1?,e.,`1,..iciitit,,,,(), Operations and Services •i(1411:______, mmg „,,,',,,,''', 1,,-,,,,,,, V ',t''',, ' Eip1.1....10 • poll , . , = ,, . 1 +11 .5 1 t*I• ,,,:.,,, , , , .., „. Zil „• ,., , . „.„. E .,. 41) . *Ile s, 5(:)I ill'9±1.-firdL', 1:Cl'IIII-rilli'DC_:_ri'll' l il L")`.5'(JD D : . Z '' 1Pri'll-lizp- 1-1 '( ( D ) 27j- 2 D 1.) )'2,-/ - -_?,1.)- , . - BLT ENTERPRISES SOLID WASTE RECYCLING AND TRANSFER STATEMENT OF QUALIFICATIONS Company: BLT Enterprises, Inc. 511 Spectrum Circle Oxnard, CA 93030 Telephone: (805) 278 8220 Fax: (805) 278 8221 Corporate Officers: Bernard Huberman, President Dan Rosenthal, Executive Vice President Corporation Nmnber: A462556 1998 BLT ENTERPRISES SOLID WASTE RECYCLING AND TRANSFER STATEMENT OF QUALIFICATIONS QUALIFICATIONS AND EXPERIENCE BLT Enterprises Company Overview BLT Enterprises is a privately owned, Southern California-based company which specializes in the development and operations of recyclable material recovery facilities and transfer stations. Led by the company's principals, Mr. Bernard Huberman and Mr. Daniel Rosenthal, BLT Enterprises has been engaged in the solid waste industry for more than 20 years; specializing in the development and operations of large-volume material recovery and waste transfer for the last 10 years. BLT Enterprises opened their latest solid waste facility, the Del Norte Regional Recycling and Transfer Station, in August 1996. The Del Norte Facility is located in Oxnard, California and was recently featured in MSW Management (September/October 1997). In 1988, BLT Enterprises developed, financed, and permitted a 4,025 ton per day transfer station and material recovery facility in Downtown Los Angeles. A third facility, with a capacity of 1,500 tons per day, is currently being developed by BLT Enterprises in the City of Sacramento. BLT Enterprises was recently designated by the Cabazon Band of Mission Indians to jointly develop a 1,200 ton per day MRF/TS on Tribal property near Indio on Dillon Road. BLT Enterprises is pursuing similar projects in the Cities of Fremont, Lancaster and Palm Springs. BI,T Corporate Team Overview The BLT Enterprises Corporate Team is comprised of solid waste professionals with direct and relevant experience in the municipal solid waste transfer and recycling industry. The BLT Enterprises Team has over 60 years of combined, hands-on experience including: • Solid Waste Management Planning, • Facility Design, Siting, Development, And Construction • Land Use Permitting • Environmental Permitting • Facility Operations • Waste Transfer by Truck And Train • Material Recovery and Diversion • Material Procurement/Material Marketing BLT Enterprises' in-house talent gives them a unique advantage with unparalleled insight to all components of municipal solid waste transfer and BLT ENTERPRISES . )flt, ISTE ltl-c'i ('Lr;A'(; ,IA'I) Tl{.IA'SI'FR Sill Illi;Yr (ii. OI,.1Lll.'l('.-I'r'Ir7,l's recycling facility development and operations. A summary of BLT Enterprises' key corporate personnel is provided on page 6. Company Vision BLT Enterprises was founded as a solid waste diversion and transfer company. Mr. Huberman's and Mr. Rosenthal's vision of recycling for value and avoiding the costs of disposal (landfill tipping fees and transportation to the landfill) are the foundations of BLT Enterprises' solid waste business philosophy. BLT Enterprises' talented and entrepreneurial-spirited managers assist municipalities and commercial customers develop flexible and effective alternatives to landfill disposal while assisting them to exceed their diversion objectives. BLT Enterprises designs their material recovery and waste transfer facilities to maximize the opportunities to recover materials that would typically go to landfills. Because BLT Enterprises does not own landfills, they are constantly looking for ways to minimize their disposal. Subsequently, communities can take advantage of BLT Enterprises' diversion conviction. BLT Enterprises' facilities are designed to process a variety of materials. A typical BLT Enterprises facility accepts all non-hazardous municipal solid waste and recyclables. Each BLT Enterprises facility is capable of recovering a variety of recyclable materials, including plastic containers (PET and HDPE), aluminum, steel, glass (flint, amber, green and three-color mix), and paper (cardboard, newsprint, computer printout, white ledger, colored ledger, coated book, supermixed paper, telephone books and magazines). In addition, BLT Enterprises works with local jurisdictions and their haulers to identify and process materials not targeted in most curbside programs (plastic bags, aseptic containers, etc.). BLT Enterprises constantly seeks out new markets to improve its pricing and reliability. BLT Enterprises makes it a priority to identify local markets and end-users which in turn benefit the local economy through job creation and income. BLT Enterprises assists in developing new or enhancing existing business in the recycling industries by offering technical assistance and sometimes monetary assistance. BLT Enterprises currently works with various recycling market development zones (RMDZ) to identify existing and/or new recycling business that can locate to the area. A BLT Enterprises designed and operated material recovery and waste transfer facility provides a cost effective method to maximize material recovery and yet allow the residual materials to be safely and efficiently disposed. 3 1998 BLT ENTERPRISES .S U L/i) l4 L ! li lz!C I'i c"LING .•1 A! it?.l.A'S F! i? SI.1 7 11 111.A 1 ri F O i;.i 1.l! l i .I'i f)% Recovered Material Marketing BLT Enterprises has extensive local, domestic, and international experience marketing recyclable materials. BLT Enterprises has long-term contracts with major facilities and end users of recovered materials. For example, as the operators of the Del Norte Facility, BLT Enterprises processes and markets all the curbside materials for the Cities of Oxnard, Port Hueneme, Santa Barbara and Santa Paula. BLT Enterprises processes and markets the residential recyclable materials from portions of the Cities of Moorpark, Simi Valley, Thousand Oaks, South Santa Barbara County and the unincorporated County of Ventura. BLT Enterprises also collects, processes and markets recyclable materials collected from commercial businesses throughout Southern California. BLT Enterprises utilizes their experience and existing relationships with the facilities and end-users to implement a successful marketing plan for each municipality's recyclable materials. Each city's recyclable materials are integrated into the corporate marketing efforts in order to give each municipality the full benefit of these long-term relationships. BLT Enterprises continues its marketing strategy to secure long-term contracts, which are price index structured, to take full advantage of rising commodity prices, and at the same time use built-in floor prices to protect against low prices during down markets. BLT Enterprises also maintains a price protection strategy by balancing their domestic and export markets. The basic elements of BLT Enterprises' marketing and price protection strategy are as follows: • Use existing relationships with domestic& international purchasers BLT Enterprises takes advantage of existing relationships with all of its domestic and export markets. Domestically, BLT Enterprises continues to supply its major end-users such as Willamette Industries, Newark Group, Inland Container, Fort James, Container Recycling Alliance, PRCC, Proler International, Commonwealth Aluminum and Liston Aluminum. Internationally, BLT Enterprises continues its relationships with its many brokers and agents representing Pacific Rim and Latin American paper mills. In addition, BLT Enterprises constantly researches new market opportunities and a diversity of buyers. • Negotiate new contracts and flexible contract prices BLT Enterprises continues to expand their existing contracts and negotiates new contracts to market material coming from the 1011 1998 BLT ENTERPRISES SOLID WASTE RECYCLING rAND TRANSFER STATEMENT OF QUALIFICATIONS jurisdictions. Long-term contracts of five years and more will be sought. BLT Enterprises has often secured floor prices for down markets in combination with a fluid market price mechanism to take advantage of up markets. Market prices are tied to a index or formula which is accepted in the industry. • Identify and/or create new markets BLT Enterprises constantly seeks out new markets to improve its pricing and reliability. BLT Enterprises makes it a priority to identify local markets and end users which in turn benefit the local economy through job creation and income. • Develop new enterprises which utilize recyclable materials through investment and/or assistance. BLT Enterprises helps develop new enterprises in the recycling industries by offering technical assistance and possibly monetary assistance. BLT Enterprises works with the RMDZ to identify existing and new recycling business that can locate to the area. 1111 19,98 BLT ENTERPRISES So Li U !sTE 21rrrcr.1nr(; AA!) TRJ,VSF1:1? .SI 11E /EN% (If O(.IL./fIC.11IONS KEY CORPORATE RESUMES • Bernard Haberman I'resnlelll Mr. Huberman is one of the partners of BLT Enterprises. Mr. Huberman has worked in the refuse collection and recycling business for 18 years, the last 12 running BLT Enterprises. Starting in the waste industry in 1979 with a single truck, he eventually began BLT Enterprises in 1985 using a fleet of 22 trucks to service over 1,100 commercial and industrial accounts within 16 cities. While BLT Enterprises no longer performs mixed waste collection services, it does provide mixed waste transfer and recyclable material recovery capabilities in excess of 6,800 tons per day at its two Southern California facilities. Mr. Huberman, with his partner Daniel Rosenthal, conceived, sited, permitted, constructed and operated the Central LA Recycling and Transfer Station. The record time taken to complete the Central project (22 months to complete all phases of the project including permitting and construction) is testament to Mr. Huberman's experience and ability to "get the job done." Mr. Huberman also spearheaded the effort in the City of Oxnard for the Del Norte Recycling and Transfer Station. Daniel Rosenthal 1',.vecilive Vice President Mr. Rosenthal is one of the partners of BLT Enterprises. Mr. Rosenthal is an attorney, who spent a number of years in the corporate and entertainment law practice. Mr. Rosenthal joined BLT Enterprises in 1986, and acts as its Chief Administrative Officer and Executive Vice President. In addition to managing overall corporate operations, Mr. Rosenthal manages the legal aspects of the business, is expert in waste recycling and diversion techniques, and handles the municipal contracts negotiations. Mr. Rosenthal, together with his partner Mr. Huberman, conceived, and developed, permitted, and subsequently operated the Central Los Angeles Recycling and Transfer Station. Mr. Rosenthal and Mr. Huberman are also responsible for development, permitting and operation of the Del Norte Regional Recycling and Transfer Station in Oxnard, California. Lou Torres ('hief Financial Officer Mr. Torres is responsible for overall accounting and financial reporting of BLT Enterprises and its affiliates. Mr. Tones is the direct supervisor of the individual plant controller positions. Among the duties of Mr. Tones are the design and monitoring of financial reporting policies and procedures, design and monitoring 6 1998. BLT ENTERPRISES SOLID WASTE 1?ECYCLING AND TRANSFER STATEMENT OF QUALIFICATIONS of internal control systems, coordination of annual audits conducted by outside accountants, assessment and monitoring of federal and state income tax issues affecting BLT Enterprises and its affiliates. Mr. Torres is a Certified Public Account with more than 25 years of public and private accounting experience. Prior to joining BLT Enterprises, Mr. Torres conducted a private accounting practice specializing in accounting, auditing and income tax services to individuals and companies of varying size. For the eight- year period prior to establishing his private accounting practice Mr. Torres was the chief financial officer for a group of three corporations and over 25 partnerships and joint ventures. Shawn Guttersen Vice President, Business Development Mr. Guttersen is responsible for BLT Enterprises' business development. As Vice President of Business Development, Mr. Guttersen is responsible for financial analyses, contract development and operational structuring of BLT Enterprises' waste transfer operations. Additionally, Mr. Guttersen is responsible for developing BLT Enterprises' rail-transfer system. Prior to joining BLT Enterprises, Mr. Guttersen was a Vice President for Rabanco Regional Disposal Company (Rabanco). He was responsible for business development in California, as well as the overall operations at Rabanco's Napa Transfer and Recycling Station. As part of his responsibilities at the Napa Transfer Station, Mr. Guttersen oversaw the rail and intermodal operations associated with their California customers, as well as land use and environmental permitting for the Napa Facility. Mr. Guttersen worked as a Senior Marketing Manager for the Southern Pacific Railroad prior to joining Rabanco. Mr. Guttersen's responsibilities included managing and coordinating all major solid and hazardous waste train movements. Christopher Murray Vice President, Project Development Mr. Murray is responsible for BLT Enterprises' waste transfer and recycling project implementation. As Vice President of Project Development, Mr. Murray is responsible for the planning, coordination and execution of land use issues, environmental permitting and project development for BLT Enterprises' operations. In addition, Mr. Murray is responsible for the proposal management of BLT Enterprises'waste transfer and recycling opportunities. Mr. Murray's background includes over seven years of experience in integrated solid waste management, facility permitting, waste composition analysis, policy development, planning, implementation, and program monitoring. Prior to 149& ENTERPRISES so > 1. ASri? 1? CIC1ING AND TRANSFER Sr,9TEIIENT OF Qi1a1.IF1C.4TION'S joining BLT Enterprises, Mr. Murray worked for Roy F. Weston, Inc. as a Project Manager/Environmental Scientist He was responsible for the preparation of solid waste management plans and the implementation of solid waste programs for clients in the public and private sector throughout California and nationally. At Weston, he participated in numerous projects involving resource recovery, waste reduction, waste processing and composting. Prior to joining BLT Enterprises, Mr. Murray worked closely with County of Santa Barbara during their assessments of collection and delivery alternatives, and residential and commercial solid waste practices. Additionally, he prepared the County's Integrated Waste Management Summary Plan. As a result of this ongoing relationship, he was able to assist BLT Enterprises' Del Norte Recycling Facility obtain a contract to process the City and County of Santa Barbara's curbside recyclable materials. Geoff Folsom Vice President, Materials Recovery &Marketing Mr. Folsom is responsible for BLT Enterprises' waste transfer and recycling facility material recovery and marketing. As Vice President of Materials Recovery and Marketing, Mr. Folsom is responsible for the recyclable material recovery at BLT Enterprises' facilities as well as marketing the materials to domestic and overseas end-users. Additionally, Mr. Folsom maintains close contacts with the suppliers and end-users of the materials and ensures that BLT Enterprises maintains mutually beneficial contracts with them. Mr. Folsom has over eight years of diversified experience in the integrated waste management industry, including management experience at four Southern California facilities ranging in size from 2,000 tons per month to 17,000 tons per month. His areas of expertise include: plant operations, material sourcing, collection mechanisms, OSHA safety training, injury illness prevention, waste reduction services, and domestic and export sales programs. As the previous General Manager for the Smurfit Recycling Company in Burbank, Mr. Folsom directed sales and operations, business planning, service quality, and training and organizational development. Under his management, the facility received the 1994 National Recycling Coalition's award for number one urban curbside growth rate in the county, and was recognized by Waste Age Magazine as the recycling center of the month Steven Perry Vice President, Operations Mr. Perry is responsible for BLT Enterprises' waste transfer and recycling facility operations. As Vice President of Operations, Mr. Perry is responsible for all facets of facility operations, including coordination of training, health and ,1 998 BLT ENTERPRISES SOLID WASTE RECYCLING AND TRANSFER STATEMENT OF QUALIFICATIONS safety, staffing, production, transportation, maintenance, operational efficiencies and scheduling. In addition, Mr. Perry is responsible for oversight and • management during construction and start-up of BLT Enterprises' projects. Mr. Perry has over 8 years of hands-on experience in the integrated waste management industry, including operational management experience at the 4,025 ton per day Central Los Angeles Transfer Station and for the 2,779 ton per day Del Norte Regional Recycling and Transfer Station in Oxnard, California. Mr. Perry began at the Central Los Angeles Transfer Station as a loader operator. He quickly learned the solid waste transfer business and subsequently assumed responsibilities for running the facility. In addition to operation and construction oversight responsibilities, Mr. Perry assists in the design of BLT Enterprises' waste transfer facilities. BLT ENTERPRISES SOLID «'ASTE RECYCLING AND TRANSFER STATEAIF.WT OF QUALIFICATIONS REFERENCES City of Oxnard Ruben Mesa 1060 Pacific Avenue (805) 385-8060 Superintendent of Oxnard, CA 93030 Sanitation County of Santa Barbara Heidi Whitman 109 East Victona Street (805) 882-3617 Solid Waste Manager Santa Barbara,CA 93101 Sanitation City of Santa Barbara John C. Schoof 630 Garden Street (805) 564-5412 Principal Civil Engineer Santa Barbara, CA 93102 City of Los Angeles Drew Sones 200 North Main, Suite 1400 (213)485-5112 Solid Waste Resources Los Angeles, CA 90012 Management, Bureau of Sanitation City of Sacramento Reina Schwartz 921 10th Street (916)264-7043 Solid Waste Manager Sacramento, California 95814 BLT ENTERPRISES SOLID WASTE R CFCLING AND TRANSFER STAT1!i1NT oF' 0UA7.7rlcATIONS REPRESENTATIVE PROJECTS DEL NORTE REGIONAL RECYCLING AND TRANSFER STATION 111 South Del Norte Blvd. Oxnard,California 93030 i,, e t -1; t' r ,-" '�, 1 ' .�= ,1 �, , ,- BLT Enterprises ;.;i:� �r �;,nr, . .t. ,` l i "; I i ; �' designed, permitted and �i. � k.Y.l,,�, �.K.1��j�all4{d 3�1���� � E.1 1' g � �! ii I, hl i r t '�^7 is t o,: E rj operates this large-volume, F¢ t,� 400.iY 2 779 TPD transfer station i ' : l and material recovery facility ti .��k ar ,i under a long-term contract • a..,,.1;;I In!, '• i ..' ;�f`•l' '' „� "r . with the City of Oxnard. The `, , a iti�,• "`;� { "',' " facility opened in August t�,,tk r �r x i 1996 for transfer and material .,, rf • recovery. > ,....„"" H F.r 4 The Del Norte Facility is located in southwestern u_. ._v «.. W... Ventura County within the City of Oxnard's Northeast Industrial Assessment District (NIAD). The facility is an industrially-zoned(Light Manufacturing Planned Development) parcel and is part of the Recycling Market Development Zone(RMDZ)for Ventura County. The Del Norte Facility is designed to accept and process a variety of waste types from a variety of sources. Solid waste and recyclable collection vehicles deliver materials for processing, which includes sorting recyclable materials and consolidating the remaining residual into larger capacity long-haul transfer vehicles. BLT purposely designed the recyclable materials processing to be simple and flexible. Conveyors move material up and across elevated sorting platforms where screens are used for size separation, magnets are used to remove ferrous metals and manual labor is used to separate the remaining materials by type. Materials are sorted into bunkers, baled or otherwise prepared for shipment, and transported to secondary material markets. The Del Norte Facility processes a variety of recyclable materials, including: PET containers, HDPE Containers (Natural and Colored), Aluminum, Steel, Glass (Flint, Amber, Green and Three-color mix), and Paper (Cardboard, Newsprint, . Computer printout, White ledger, Colored ledger, Coated book, Supermixed Paper, Telephone books, and magazines). IIIII t 95t 8 BLT ENTERPRISES SOLID t{',-1STE RECFCLIEC 4,VD I R.t.VSFFR S'LITL'lll:'A`1" of O( .u.irzc.1710.Vs CENTRAL LOS ANGELES RECYCLING AND TRANSFER STATION 2201 Washington Blvd. Los Angeles,California BLT Enterprises developed, financed, -.v,,. �af!h 4f �C2at^ gka0 a,$�'{Y s 4 �„>V -I 5A SJ'fr�3r v 3 4� q til A Biqa yx y nq�x yF cw r ti aJ �" k �oL°ye permitted, and � °" opened the Central *ATM Los Angeles 41 , Transfer Station in +'r 1989. Located in ' � A ;� --- Downtown Los �'' wo �, � 'x � � ; Angeles, the Central Los Angeles Transfer Station is permitted to process up to 4,025 tons per day (TPD), with an average capacity of 3,000 TPD, or 720,000 tons per year. In 1995, the facility received 719,302 tons of solid waste for processing. Of this tonnage, 118,809 tons, (approximately 16.5 percent), was salvaged and marketed as recycled materials. The facility functions as a large-volume solid waste transfer station. A below- grade transfer tunnel allows top-loading of two transfer trailers simultaneously. Trailers can be filled to a capacity of 22-23 tons each and can be loaded in approximately 6-8 minutes. Maximum transfer capacity is 460 tons per hour. The facility has MRF capability to process approximately 300 TPD of commingled and commercial waste. BLT currently leases the operation of the facility to Browning-Ferris Industries pursuant to an agreement with the City of Los Angeles. .1Q9$ LT ENTERPRISES SOLID WASTE RI clCLING AND TRANSFER STATEMENT OF OCALIFICATIONS EAST LOS ANGELES RECYCLING AND TRANSFER STATION 1512 North Bonnie Beach Place Los Angeles, California BLT Enterprises, in partnership with Perdomo and Sons (PSI), is redeveloping the existing PSI Recycling and Transfer Station. To increase the facility's processing capabilities, Perdomo/BLT L.L.C. is performing extensive improvements on the property, including demolition of existing structures, re-grading the site, building a 18,500 square foot building and paving the entire property. The facility, located east of downtown Los Angeles in an area known as City Terrace, will serve numerous communities in Los Angeles County. The proposed design allows the facility to accept and process a variety of waste types from numerous sources. Loads will be delivered to specific sorting areas v t dependent on material type, and �, : will be sorted to recover • ,,e; *� iwgi valuable material such as paper, glass, plastics, metals, C&D 1'4 ` ' ,. debris and wood. Non- f, , j ;,! recoverable waste will be • .:.., transported to landfills for A. ,ars0Y Foomme4 disposal. The new facility, renamed the East Los Angeles Recycling and Transfer Station (ELARTS), has recently received a Conditional Use Permit from the County of Los Angeles Regional Planning Department. The previous facility was permitted to process up to 120 tons per day of mixed municipal solid waste (MSW), including recyclables. The permit is currently undergoing revision to allow the facility to receive up to 350 tons of mixed waste and recyclables each day. The permitting and construction are expected to be completed mid-1998. 111 1998 BLT ENTERPRISES SOLID 11.4STE RL'CFCF.INC; -•1:N'D TR. .VSF'ER ST.4TF 111..FT OF OGA1.IF'IC.4TIO,V'S SACRAMENTO RECYCLING AND TRANSFER STATION Sacramento,California BLT Enterprises was recently awarded the contract to design, build and operate a 1,500 ton per day material recovery and waste transfer station in the City of Sacramento. BLT Enterprises recently submitted an application for a Special Use Permit to build the Sacramento Recycling and Transfer Station. The project is currently being reviewed under CEQA v 1 • t r<, r x cZ6 The proposed Sacramento Recycling and Transfer Station will function as a recycling and "'' transfer facility. Trash � ��.,1AY..�32�J��-� 11 S•V � f G.�L� collection vehicles will deliver v- -"���►' _ lry refuse for separation, recycling, and consolidation '73'r t into larger capacity long-haul "' "°' ' transfer vehicles, or rail-haul 1'" '41•144, "'' it 9 containers, for conveyance to { disposal sites. Without the facility,the City of Sacramento and other local communities may be forced to haul waste directly from the point of collection to the closest available landfill. The proposed facility includes administrative offices, a visitors center, a material recovery facility (MRF) and transfer station, scalehouse and scales, vehicle and equipment maintenance buildings, and a public drop-off center for anti-freeze, batteries, oil, and paint. The proposed facility will have the capacity to handle 1,500 tons per day (TPD), and will average approximately 1,100 to 1,200 TPD over the next five years. The facility will accept and process a variety of waste types from numerous sources. Loads will be delivered to specific sorting lines dependent on material type, and will be sorted to recover valuable material such as paper, glass, plastics, metals, C&D debris and wood. Non-recoverable waste will be transported to landfills for disposal. The proposed Sacramento facility includes an approximate 50,000 square foot material recovery facility (MRF) with sorting and baling capabilities, similar to the system at BLT's Del Norte Regional Recycling and Transfer Station. The sorting operations will be partially separated from the Main Tipping Floor by a stacking wall. Sorting equipment can be expanded or reduced to accommodate recyclable material processing needs. 14 /998 , . The Del Norte Facility: - Aar tsh Even when both parties agree that the chemistry is right, it takes hard work, unwavering commitment, and a little blind faith to pull off a successful public/private partnership. turned off the Ventura Freeway at the vately owned and operated facility,but fol- transfer vehicles—or rail-haul containers— eastern edge of Oxnard,CA's industri- lowing lengthy discussions with the City of for conveyance to appropriate disposal sites. al area enroute to the Del Norte Region- Oxnard,the nexus for a public/private part- The objectives of the City of Oxnard in al Recycling and Transfer Station, and nership emerged in which the city would own developing the recycling and transfer sta- sailed past a manicured business corn- the property and improvements and BLT tion were to: (1)increase the city's ability plex without so much as a sideways would handle the operations. Because of to achieve state-mandated diversion goals; glance.In fact it wasn't until a quarter-mile delays in Bailard Landfill's down the road that I realized the street num- closure, groundbreaking bersweregoingthewrongway.""Old-timers' did not take place until Table 1.Anticipated Average Annual Loadings* disease,"I chided myself as I hooked a U- 1995.In the interim,BLT TPY turn."It must be hidden behind one of these operated a mini-MRF to Year TPD 197,600 offices."But search as I might,I could see gather experience and data 1996 760 1997 1,000 97,600 nothing faintly resembling a MRF.Indeed, in the marketplace. Del 1998 1,200 312,000 id it not been for the pair of packer trucks Norte officially opened for 1999 1,400 364,000 .Wing in, I—as many others before and business on August 26, 2000 1,500 390,000 since—would have missed the facility on my 1996, two days after 5-Yr.Avg. 1,172 304,720 second pass.The defense industry,I decid- Bailard Landfill closed. *From July 1997 activity report ed,has no patent on stealth technology. Coincident with the open- Initially the brainchild of then Los Ange- ing, Oxnard began curb- les-based BLT Enterprises (recently relo- side collections in its mid-city area. (2)facilitate the closure access cl os a-in Ballard cated to Oxnard),the basic concepts for Del Del Norte serves Ventura County's west- Landfill;(3)provide s Norte began to take shape in late 1989 in ern wasteshed, where collection vehicles for long-distance hauling of refuse,such as recognition of the immanent closure of near- deliver refuse for separation,recycling,and rail- and long-haul truck transfer; and (4) by Bailard Landfill.BLT envisioned a pri- consolidation into larger capacity long haul reduce SW management costs by providing a central location for transfer and material recovery operations """� within the western wasteshed. Del Norte has the cap- acity to handle 2,779 tons per day,and expects to average approximately 1,200 tpd over the next five dilliniMilia.* years under current conditions.The facility is designed to accept and process a variety ,F; of waste types from numerous sources.Loads ?` are delivered to specific sorting lines depen- " dent on material type,then sorted to recov- er valuable material such as paper, glass, plastics, metals, construction/demolition �� '''' ° ` �:Olir debris, and wood. Nonrecoverable wastes ire e are transported to nearby Toland Landfill. $? �'" � �.-•�L-�_-._ . .-``� The facilityreceives agricultural Arun- i , ;et.:4- ' iF ings,clippings,and branches;C&D debris from construction sites; industrial wastes �'�' originating from manufacturing facilities and factories such as cardboard,inert solids, wood, and metal; mixed municipal, resi- dential, and commercial wastes; curbside recyclables(commingled and source-Sepa- ti PIplO$,Leslie Holtzman SEPTEMBER/OCTOBER 1997 MSW Management s . tract,you lose a lot of flexibilit cu- Itreally comes down tohow they view the", lady when it comes to taking adge of selves in business,"Mesa believes. cost-saving opportunities that arise in the "Every day is different in the recyclables middle of the project." market,"Huberman remarks."No one can "Lawyers from all over the place—the control his own destiny in the waste busi- City Attorney's office, BLT, and a half- ness.We're in it to make a profit,but we dozen other places—went round-and- split revenues from the sale of materials round for a whole day trying to figure out with the city." how best to approach the situation,"Mesa For the City of Oxnard,the issue is more recalls of the session that brought every- than just the income. "Face it," Mesa thing to a head. explains."The more money BLT makes, "Construction was one of our biggest the better off the city is...not only in terms concerns,"Rosenthal reflects."We knew of shared revenues, but avoided landfill it was a crapshoot because,as a publicly costs and its ability to meet its mandated bid process,the contract had to go to the diversion goals." To maximize its own lowest bidder, and if the wrong person benefits,Mesa says,"We were careful to won, the whole project could be in big keep the contract flexible in ways that big trouble." would encourage BLT to be responsive to "As it turned out we couldn't have come our needs."Rosenthal balances the equa- up with a better team member than we did tion by pointing out that"Our ability to sort with John Severson[of Millie Severson at materials and make a profit depends on Los Alamitos, California]," Huberman Ruben's collection practices and efficien- adds."Here's a guy who was as commit- cy in handling more than 26,000 homes." ted to the project as we were." "I think we all saw this as a model for Commitment takes many forms at Del how to put together a regional recycling Norte,but among the most noteworthy is and transfer facility,"Rosenthal says.Yet the mutual agreement on the part of every- for all the things going for it,success was one involved in the necessity for regular- not a slam-dunk affair."We went into this ly scheduled and frequent face-to-face without any prior commitments, but on meetings to air all the project concerns."We the very first day we processed over 1,000 began this way back at the beginning," tons. Today we're averaging 1,200 tons says Mesa."and we're still at it today." per day."What would he change?Prob- Responsible for overall project super- ably not much. You can always make vision,BLT insisted on weekly meetings. improvements,but"to this day I've never "For a project of this size you need to main- had anyone say, `I wish we had done so- tain maximum flexibility...and that means and-so.'" MSW sitting down and discussing every last detail,"Rosenthal insists.It's a philosophy John Trotti is editor ofMSW Management. that is hard-wired into the process even now. So now that the facility is up and operat- ing,what do the partners feel is important? "To be successful,you have to pick the right players,"says Rosenthal. "The parties to a public/private part- nership have very different needs,"Mesa goes onto explain."It can work like a good marriage or a bad marriage...but forget the notion of romance.Just as in marriage,the participants better come to the altar com- mitted to compromise.Once that's under- stood the rewards can be substantial." "We're in business to make a profit," Huberman affirms,"but unlike stockhold- er companies that are driven by earnings, our success depends on long-term rela- tionships.Our bottom line is totally depen- dent on our ability to integrate our needs into those of the city.To do this,we have to sit back and think about what we can do to help the city meet its goals." "From my standpoint,the`right players' on the private side have to be service-ori- ented rather than driven by stockholders and their focus on the quarterly financial report. SEPTENBER/OCTOBER 1997 MSW Management . , The Del Norte Facility: _' A West Coast Showplace Even when both parties agree that the chemistry is right, it takes hard work, unwavering commitment, and a little blind faith to pull off a successful public/private partnership. turned off the Ventura Freeway at the vately owned and operated facility,but fol- transfer vehicles—or rail-haul containers— eastern edge of Oxnard,CA's industri- lowing lengthy discussions with the City of for conveyance to appropriate disposal sites. al area enroute to the Del Norte Region- Oxnard,the nexus for a public/private part- The objectives of the City of Oxnard in al Recycling and Transfer Station, and nership emerged in which the city would own developing the recycling and transfer sta- sailed past a manicured business corn- the property and improvements and BLT tion were to: (1)increase the city's ability plex without so much as a sideways would handle the operations. Because of to achieve state-mandated diversion goals; glance.In fact it wasn't until a quarter-mile delaysinBailardLandfill's down the road that I realized the street num- closure, groundbreaking bers were going the wrong way.""Old-timers' did not take place until Table 1.Anticipated Average Annual Loadings* disease," I chided myself as I hooked a U- 1995.In the interim,BLT turn."It must be hidden behind one of these operated a mini-MRF to Year TPD TPY offices."But search as I might,I could see gather experience and data 1996 760 197,600 nothing faintly resembling a MRF. Indeed, in the marketplace. Del 1997 1,000 260,000 ' 'd it not been for the pair of packer trucks Norte officially opened for 1998 1,200 312,000 .ping in, I—as many others before and business on August 26, 1999 1,400 364,000 since—would have missed the facility on my 1996, two days after 2000 1,500 390,000 second pass.The defense industry,I decid- Bailard Landfill closed. 5-Yr.Avg. 1,172 304,720 ed,has no patent on stealth technology. Coincident with the open- from July 1997 activity report Initially the brainchild of then Los Ange- ing, Oxnard began curb- les-based BLT Enterprises (recently relo- side collections in its mid-city area. (2)facilitate the closure of close-in Bailard cated to Oxnard),the basic concepts for Del Del Norte serves Ventura County's west- Landfill;(3)provide access to alternatives Norte began to take shape in late 1989 in ern wasteshed, where collection vehicles for long-distance hauling of refuse,such as recognition of the immanent closure of near- deliver refuse for separation,recycling,and rail- and long-haul truck transfer; and (4) by Bailard Landfill.BLT envisioned a pri- consolidation into larger capacity long-haul reduce countywide MSW management costs by providing a central location for "'..r aillge transfer and material recovery operations within the western wasteshed. J Del Norte has the cap- acity to handle 47. -t- 2,779 tons per day,and expects to average '—� approximately 1,200 tpd over the next five arsaftrsw years under current conditions.The facility 1 is designed to accept and process a variety r of waste types from numerous sources.Loads are delivered to specific sorting lines depen- +\ .y dent on material type,then sorted to recov- - er valuable material such as paper, glass, ��' ,, plastics, metals, construction/demolition t s sf 1.0 w debris, and wood. Nonrecoverable wastes ' .0. .L- are transported to nearby Toland Landfill. . ` The facility receives agricultural prun ` llIP ings,clippings,and branches;C&D debris . 1/4+. • '"w' from construction sites; industrial wastes ..ti 1 originating from manufacturing facilities and factories such as cardboard,inert solids, wood, and metal; mixed municipal, resi- ' dential, and commercial wastes; curbside i _ recyclables(commingled and source-sepa- 'Leslie Holtzman MSW Management SEPTEMBER/OCCOBER 1997 ,41 . ii 4 le • • • M 1 John Trotti ..- ` w Air rated); buy-back recyclables; and "' A - source-separated wood and yard wastes.In addition,recyclable house- -" hold hazardous waste—motor oil,oils filters,water-based paint,anti-freeze, 4 .-... . and car batteries—are accepted in . limited quantities from residents and Conditionally Exempt Small Quanti- ty Generators at the facility's Antifreeze, Batteries, Oil, and Paint (ABOP) drop. Table 1 shows the # anticipated average annual loadings. ` _ !!g Del Norte receives waste from commercial haulers and noncom- mercial users Monday through Sat- F L ' urday from 5:30 a.m. to 5:00 p.m., . .. + 'while processing and transfer activ _ { ities take place 24 hours a day,seven days per week. The buy-back cen- ter and ABOP drop are open from 7:00 a.m. to 4:00 p.m., Monday through Saturday. Set on 16.5 ac.of land,buildings take up the better part of 5 ac.(120,000 --. r' sq. ft.), including administrative offices,waste tipping and processing w . areas,storage areas,and dispatch mez- zanine.Present plans call for expan- , sion of maintenance facilities to " handle Oxnard's collection fleet.Res- Hol idential haulers rip their loads in prox Photos,` lietzma" imity to the load-out ports,while commercial trucks can be loaded with waste residue year 2000—already the facility diverts over loads containing recyclable materials go to simultaneously.At roughly six minutes per 20%—by sorting loads of commercial waste the commercial tipping area.Curbside recy- vehicle, the facility can handle up to 20 and curbside recyclables baling source-sepa- clables—either commingled or source-sep- trucks per hour,or approximately 460 tph. rated loads of cardboard and high-grade arated—are routed to the commingled Given a combined cycle time(on-and off- paper,sorting recyclables from C&D debris, tipping area.Self-haulers are sent to the des- site time)of approximately 120 minutes to transferring source-separated yardwaste to ignated self-haul area. Toland Landfill, each transfer truck could offsite recycling or composting operations, Baled recyclable materials are stored make five trips to the landfill each day. At and floor-sorting recyclables from loads inside the MRF in a 7,200 ft.2 storage area 23 tons each,each truck can transfer 115 tpd. headed directly for transfer. holding up to 1,440 bales(60-in.L x 42-in. Additional transfer trucks will be added to Collection vehicles enter the facility and W x 30-in H). Sorted glass is collected in serve rail haul needs or to reach more dis- weigh-in on one of the two 70-ft.elects roll-off bins located adjacent to the curbside tant landfill sites. is scales located in the southern portiori,.— sorting line.Salvaged materials from main the facility.If the truck is carrying waste with tipping and self-haul areas are temporarily Waste Processing Operations very low recyclable content,the scalehouse stored in roll-off bins in those areas. Del Norte proposes to achieve a maximum of operator directs it to tip near the load-out Using the transfer tunnel, two transfer 40% diversion of all waste received by the ports in the main tipping area.Trucks with SEPTEMBER/OCTOBER I997 MSW Management thin the confined refuse tipping and pro- ssing areas.However,this is an area of 1 _ ,s, constant monitoring. ill . ' , Future Operations 1 In the future, a rail loading facility will ,4iltrIall. "` probably be added to rail haul waste ' ."' r.'� residue and recyclables to distant loca- F �.,. +;�f - tions. The schedule for developing this : facility will depend on local landfill avail- ,t ability and the economics of rail-haul ver- jr+ , t 2,� sus long-haul trucking.A wood-shredding ilk'�""� operation may be added to the facility in the future to shred woodwaste.In the future, a bale storage/equipment enclosure may be added to the facility on the west end of the self-haul area to increase the total storage Altit capacity of the facility. The enclosure, planned to be approximately 2,700 ft.2, will have the capacity to store about 550 Photos,Leslie Holtzman additional bales. commercial waste with recyclable content limited to: aluminum cans, glass bottles, are directed to the commercial tipping area. plastic containers, newspaper, cardboard, The Glue that Holds It All Together Spotters guide trucks to the proper unload- magazines,tin cans,phone books,white and The fact that Del Norte is a public/private ing area. Most truck tare weights will be colored ledger,and scrap metals.Materials partnership is not earthshaking news in the coded into the scalehouse computer system purchased at the buy-back center are tern- solid waste field.Nor is the route by which so that repeat customers will not have to porarily stored there in bins and taken to the it got there or the premises on which its sol- weigh-out when they exit. MRF for processing at the end of the day. idarity rest apt to push waste managers over After unloading, floor sorters may sal- the brink with excitement.In fact,the salient vage bulky items from the floor and load Beauty Is More Than Skin Deep points are so obvious,they're worth bang- them into roll-off boxes stationed on the tip- Daily cleaning,prompt removal of waste ing home lest they become overshadowed ;ng floor.The remaining material is then material, and policing outside and sur- by the magnificence of the physical plant. fished by loader into the infeed conveyors rounding areas ensure that the facility "We saw a business opportunity in the that feed the elevated sorting platforms. poses no nuisance to the surrounding com- closure of Bailard Landfill," says Bernard Material conveyed down the sorting plat- munity.Fugitive dust is controlled through a Huberman, president of BLT Industries. forms is sorted by material type and dropped variety of mechanical, operational, and "We came to Oxnard prepared to do the through the platform into bunkers below.The housekeeping methods,beginning with the whole project ourselves," he says, reflect- walking floors or loaders convey material restriction of dumping, sorting, and pro- ing on all the factors that brought them into from beneath the sorting platforms to the cessing operations to the MRF/transfer sta- partnership with the City of Oxnard. baler conveyor line.Selected loads of clean tion building.Dust control features include "Almost all the elements you see here— cardboard,newspaper,and other recyclable a misting system, a continuous ridge vent the ABOP,the Education Center,and view- materials may be sent directly to the baler. along the top of the building,and mechan- ing gallery,for instance—were in the plans Recovered material is baled and stored in ical fresh air supply above the sorting plat- from the beginning," explains BLT Vice the bale storage area adjacent to the baler. forms.In addition,the MRF is substantially President Daniel Rosenthal.Owner/opera- Waste residue from the sorting operations separated from the tipping area by a divider tors of transfer and processing facilities in is conveyed back to the Main Tipping Floor wall,and completely separated from load- Los Angeles,the pair brought with them the via a conveyor belt running perpendicular ing operations by a structural wall.The sep- background and vision that made the City to the end of the sorting belts. Residue is aration of loading and tipping functions from of Oxnard—particularly its Solid Waste then top-loaded into transfer trailers and sorting and processing areas significantly Superintendent Ruben Mesa—sit up and hauled to permitted disposal facilities. reduces the worker exposure to dust.At the take notice. Waste materials are pushed by loader end of each work day,an automated sweep- "We knew we had to do something soon, through the transfer ports into transfer trail- er is used to clean the tipping floors to remove but BLT's idea really clicked,"Mesa remem- ers stationed on axle scales in the below-grade dust and litter. bers.Oxnard wanted to be directly involved transfer tunnel. An electronic scoreboard With unloading and processing activi- in the project,but the issue of how was the suspended above each loading port will ties confined to the interior of the building, sticking point. inform the loader operators when a trailer and a 12 ft.-high screen wall and an earth- "From a financial standpoint it could has reached its legal road weight limit.A dis- en landscaped berm providing an addition- have been cheaper and better had we han- patcher located in an office overlooking the al barrier, noise impacts to the surrounding died construction ourselves as a private pro- floor and transfer tunnel then radios the trans- area are effectively eliminated.Employees ject,"explains Rosenthal."For starters,we r trailer driver to exit the tunnel. are required to wear hearing protection could have saved thousands of dollars on devices,and subjected to periodic training the contract alone just by avoiding the pub- Buy-Back Center and examination. lic bidding process." The buy-back center accepts recyclable Odor problems have not proved to be "Not only that," Huberman chimes in, material from the public,including,but not significant since all activities take place "but once you're involved in a public con- MSW Management SEPTEMBER/OCTOBER 1997 tract,you lose a lot of flexibilit3 icu- It really comes down to how they view the ' larly when it comes to taking ad ;e of selves in business,"Mesa believes. cost-saving opportunities that arise in the "Every day is different in the recyclables middle of the project." market,"Huberman remarks."No one can "Lawyers from all over the place—the control his own destiny in the waste busi- City Attorney's office, BLT, and a half- ness.We're in it to make a profit,but we dozen other places—went round-and- split revenues from the sale of materials round for a whole day trying to figure out with the city." how best to approach the situation,"Mesa For the City of Oxnard,the issue is more recalls of the session that brought every- than just the income. "Face it," Mesa thing to a head. explains. "The more money BLT makes, "Construction was one of our biggest the better off the city is...not only in terms concerns,"Rosenthal reflects."We knew of shared revenues, but avoided landfill it was a crapshoot because,as a publicly costs and its ability to meet its mandated bid process,the contract had to go to the diversion goals." To maximize its own lowest bidder, and if the wrong person benefits,Mesa says,"We were careful to won, the whole project could be in big keep the contract flexible in ways that big trouble." would encourage BLT to be responsive to "As it turned out we couldn't have come our needs."Rosenthal balances the equa- up with a better team member than we did tion by pointing out that"Our ability to sort with John Severson[of Millie Severson at materials and make a profit depends on Los Alamitos, California]," Huberman Ruben's collection practices and efficien- adds."Here's a guy who was as commit- cy in handling more than 26,000 homes." ted to the project as we were." "I think we all saw this as a model for Commitment takes many forms at Del how to put together a regional recycling Norte,but among the most noteworthy is and transfer facility,"Rosenthal says.Yet the mutual agreement on the part of every- for all the things going for it,success was one involved in the necessity for regular- not a slam-dunk affair."We went into this ly scheduled and frequent face-to-face without any prior commitments, but on meetings to air all the project concerns."We the very first day we processed over 1,000 began this way back at the beginning," tons. Today we're averaging 1,200 tons says Mesa."and we're still at it today." per day."What would he change?Prob- Responsible for overall project super- ably not much. You can always make vision,BLT insisted on weekly meetings. improvements,but"to this day I've never "For a project of this size you need to main- had anyone say, `I wish we had done so- tain maximum flexibility...and that means and-so.'" MSW sitting down and discussing every last detail,"Rosenthal insists.It's a philosophy John Trotti is editor of MSW Management. that is hard-wired into the process even now. So now that the facility is up and operat- ing,what do the partners feel is important? "To be successful,you have to pick the right players,"says Rosenthal. "The parties to a public/private part- nership have very different needs,"Mesa goes on to explain."It can work like a good marriage or a bad marriage...but forget the notion of romance.Just as in marriage,the participants better come to the altar com- mitted to compromise.Once that's under- stood the rewards can be substantial." "We're in business to make a profit," Huberman affirms,"but unlike stockhold- er companies that are driven by earnings, our success depends on long-term rela- tionships.Our bottom line is totally depen- dent on our ability to integrate our needs into those of the city.To do this,we have to sit back and think about what we can do to help the city meet its goals." "From my standpoint,the`right players' on the private side have to be service-ori- ented rather than driven by stockholders and their focus on the quarterly financial report. SEPTEMBER/OCTOBER 1997 MSW Management