DEPARTMENT OF ENVIRONMENTAL PROTECTION, DIVISION OF SOLID WASTE SERVICES, FY 2012 COUNTY EXECUTIVE RECOMMENDED OPERATING BUDGET PRESENTATION,
MARCH 22, 2011. Prepared for the Solid Waste Advisory Committee
From Private to Public - Dayton's Journey into the Biosolids Processing BusinessCity of Dayton
This article from Water Environment and Technology (WET) magazine's December 2013 issue explores how the City of Dayton's Water Department processes biosolids for profit while treating the city's water with lime.
Day 2 IUCN The case for using ecosystem service valuation and economic instru...elodieperrat
Workshop on Alignment & implementation of National Action programmes with the UNCCD 10-year Strategy in the Arab Region
League of Arab States (18- 20 June 2014), Dubai - UAE
IUCN Vanja Westerberg
From Private to Public - Dayton's Journey into the Biosolids Processing BusinessCity of Dayton
This article from Water Environment and Technology (WET) magazine's December 2013 issue explores how the City of Dayton's Water Department processes biosolids for profit while treating the city's water with lime.
Day 2 IUCN The case for using ecosystem service valuation and economic instru...elodieperrat
Workshop on Alignment & implementation of National Action programmes with the UNCCD 10-year Strategy in the Arab Region
League of Arab States (18- 20 June 2014), Dubai - UAE
IUCN Vanja Westerberg
Experiences in Nutrient Pollution Control Planning, Implementation and Evalua...Iwl Pcu
Thomas Simpson, University of Maryland and The World Bank Group
Presented at the Black Sea – Danube Regional Conference on Nutrient Pollution Control in Chisinau, Moldova – October 2006
Green Infrastructure / Low Impact Development LID Design Tool and Lifecycle C...Robert Muir
National Water and Wastewater Benchmarking Initiative Stormwater Task Force Fall Workshop, Richmond Hill, Ontario, Canada
by Robert J. Muir, M.A.Sc., P.Eng.
Manager, Stormwater, City of Markham
Presentation reviews the history of low impact development best management practices in Ontario, York Region and the City of Markham. Application of Analytical Probabilistic Models to assess LID performance and capacity for cost-effective design is reviewed. Lifecycle costs of distributed and centralized green infrastructure LID features are compared with conventional grey infrastructure stormwater management approaches. Normalized unit costs of various LID technologies are compared including annualized capital depreciation and operation and maintenance costs. Recent Ontario green infrastructure LID BMP implementation costs for bioswales, infiltration trenches, rain gardens and permeable pavement are summarized. City of Markham North Markham's LID servicing strategy is reviewed including impact of new development LID servicing on tax rates or stormwater utility fees.
WASTEWATER COLLECTION SYSTEM PERFORMANCE UNDER CLIMATE CHANGE – SAFETY FACTOR...Robert Muir
Water Environment Association of Ontario
Annual Conference 2018
Lijing Xu, M.A.Sc., P.Eng., LEED AP, Robert J Muir, M.A.Sc., P.Eng.
City of Markham
April 17, 2018
This is the presentation of the paper findings: https://drive.google.com/open?id=15pc52qgbwOasSP5O1YU2GgEQLfqkjwbW
Introducing the Decentralized Approach to Waste Water Treatment in Vietnam's ...Oswar Mungkasa
prepared by Dipl.-Ing. Frank Pogade*, GFA Consulting Group GmbH * Ministry of Construction, 37, Le Dai Hanh, Hanoi, Vietnam (E-mail: frank.pogade@wwm-gfa.org) for Decentralized Wastewater Treatment Systems (DEWATS) for Urban Environments in Asia, 25-28 May 2011, Manila, Philippines. organized by International Water Association (IWA).
Sustainable Management Criteria BMP December 2017Val King
Presentation from Department of Water Resources review of criteria to support on-going development of groundwater sustainability plans. Important concepts around sustainability indicators.
Storm intensity not increasing - factual review of engineering data - Canada ...Robert Muir
Storm Intensity Not Increasing. Review of Weather Event Statement in Insurance Bureau of Canada’s “Telling the Weather Story” prepared by Institute for Catastrophic Loss Reduction. Environment Canada analysis and engineering dataset review for Canada and Ontario, July, 2015. "Old extremes are the new normal".
As illustrated through these slides, Telling the Weather Story makes a statement on the increased frequency of storms and weather events, indicating that in parts of Canada, events that occurred every 40 years are occurring every 6 years, due to climate change.
The statement on increased frequency is unfounded as (based on ICLR's IPCC source and material and IBC's presentation to the Empire Club of Canada) it is based on a theoretical shift in temperature frequency from a global climate change report, and is contrary to Environment Canada’s actual analysis and data on local rainfall intensity trends.
The Telling the Weather Story statement on increased storm intensity, based on temperature theory has been i) embraced as rainfall facts and research by many organizations, ii) embellished to apply to extreme rainfall, and iii) considered in policy and economic reports. Organizations promoting the misinformation in the statement include TD Economics, The Toronto Star / thestar.com, CBC News, Canadian Chamber of Commerce, Columbia Institute Centre for Civic Governance, Civic Action, CBC Doc Zone, The Calgary Sun, CanadianUnderwriter.ca, Aviva Canada, Insurance Bureau of Canada.
Due to the unfounded Telling the Weather Story Weather Story statement, policies and efforts toward mitigating increasing urban flood damages may be misdirected to climate change mitigation, as opposed to more effective risk identification/management efforts, urban planning / stormwater management policies and infrastructure remediation / capital investment efforts that address the root causes of increased damages, not related to theoretical storm frequency shifts.
It is an inconvenient truth that increases in temperature, and in theory water vapour, have not translated into increased rainfall intensities. Research at MIT and Columbia in fact states the contrary, that rainfall intensities can decrease at higher temperatures and that intensities are governed by CAPE and not temperature.
Environment Canada has been correcting false reporting by the insurance industry on this topic of increasing rainfall frequency, for example correcting CBC reporting:
http://www.cbc.ca/news/canada/windsor/more-than-half-of-homeowners-insurance-claims-stem-from-water-damage-broker-says-1.3291111
Or recent reporting in Canadian Underwriter, specifically on the Weather Story:
http://www.canadianunderwriter.ca/insurance/new-ibc-flood-model-shows-1-8-million-canadian-households-at-very-high-risk-1004006457/
CBC/Radio-Canada Ombudsman Guy Gendron's ruling highlights media issues with accurate extreme rain reporting here as well: https://bit.ly/2RPx7p9
Streamline the traditional approach to make BCP development manageable and repeatable.
Your Challenge
Ineffective business continuity planning (BCP) leads to:
Regulators and customers demanding a functional BCP.
Progress is limited or stalled – no effective approach to make this a manageable project that can actually be completed.
No clear sense of appropriate recovery objectives or how to get there.
Do-It-Yourself Implementation
The slides in this our Best Practice Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.
Project Accelerator Workshop
You can also use this Best Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.
Let us help you plan your project
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops.
Onsite Expert Advice
Our expert analysts will come onsite to help you work through our project methodology in a 2-5 day workshop. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even help you to complete the project while we are onsite!
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
BPO Transition Framework diagrams.
Business Process Outsourcing method schema and workflows with icons visuals, editable in PowerPoint
Transition Framework service and Process transfer to new location schema.
Key areas of Transition framework, Phased approach
4 phases, milestones, results: Initiate, Plan, Change, Operate Phase flowcharts with symbols of People, Process, System and infrastructure, Risk, Finance, Project
Experiences in Nutrient Pollution Control Planning, Implementation and Evalua...Iwl Pcu
Thomas Simpson, University of Maryland and The World Bank Group
Presented at the Black Sea – Danube Regional Conference on Nutrient Pollution Control in Chisinau, Moldova – October 2006
Green Infrastructure / Low Impact Development LID Design Tool and Lifecycle C...Robert Muir
National Water and Wastewater Benchmarking Initiative Stormwater Task Force Fall Workshop, Richmond Hill, Ontario, Canada
by Robert J. Muir, M.A.Sc., P.Eng.
Manager, Stormwater, City of Markham
Presentation reviews the history of low impact development best management practices in Ontario, York Region and the City of Markham. Application of Analytical Probabilistic Models to assess LID performance and capacity for cost-effective design is reviewed. Lifecycle costs of distributed and centralized green infrastructure LID features are compared with conventional grey infrastructure stormwater management approaches. Normalized unit costs of various LID technologies are compared including annualized capital depreciation and operation and maintenance costs. Recent Ontario green infrastructure LID BMP implementation costs for bioswales, infiltration trenches, rain gardens and permeable pavement are summarized. City of Markham North Markham's LID servicing strategy is reviewed including impact of new development LID servicing on tax rates or stormwater utility fees.
WASTEWATER COLLECTION SYSTEM PERFORMANCE UNDER CLIMATE CHANGE – SAFETY FACTOR...Robert Muir
Water Environment Association of Ontario
Annual Conference 2018
Lijing Xu, M.A.Sc., P.Eng., LEED AP, Robert J Muir, M.A.Sc., P.Eng.
City of Markham
April 17, 2018
This is the presentation of the paper findings: https://drive.google.com/open?id=15pc52qgbwOasSP5O1YU2GgEQLfqkjwbW
Introducing the Decentralized Approach to Waste Water Treatment in Vietnam's ...Oswar Mungkasa
prepared by Dipl.-Ing. Frank Pogade*, GFA Consulting Group GmbH * Ministry of Construction, 37, Le Dai Hanh, Hanoi, Vietnam (E-mail: frank.pogade@wwm-gfa.org) for Decentralized Wastewater Treatment Systems (DEWATS) for Urban Environments in Asia, 25-28 May 2011, Manila, Philippines. organized by International Water Association (IWA).
Sustainable Management Criteria BMP December 2017Val King
Presentation from Department of Water Resources review of criteria to support on-going development of groundwater sustainability plans. Important concepts around sustainability indicators.
Storm intensity not increasing - factual review of engineering data - Canada ...Robert Muir
Storm Intensity Not Increasing. Review of Weather Event Statement in Insurance Bureau of Canada’s “Telling the Weather Story” prepared by Institute for Catastrophic Loss Reduction. Environment Canada analysis and engineering dataset review for Canada and Ontario, July, 2015. "Old extremes are the new normal".
As illustrated through these slides, Telling the Weather Story makes a statement on the increased frequency of storms and weather events, indicating that in parts of Canada, events that occurred every 40 years are occurring every 6 years, due to climate change.
The statement on increased frequency is unfounded as (based on ICLR's IPCC source and material and IBC's presentation to the Empire Club of Canada) it is based on a theoretical shift in temperature frequency from a global climate change report, and is contrary to Environment Canada’s actual analysis and data on local rainfall intensity trends.
The Telling the Weather Story statement on increased storm intensity, based on temperature theory has been i) embraced as rainfall facts and research by many organizations, ii) embellished to apply to extreme rainfall, and iii) considered in policy and economic reports. Organizations promoting the misinformation in the statement include TD Economics, The Toronto Star / thestar.com, CBC News, Canadian Chamber of Commerce, Columbia Institute Centre for Civic Governance, Civic Action, CBC Doc Zone, The Calgary Sun, CanadianUnderwriter.ca, Aviva Canada, Insurance Bureau of Canada.
Due to the unfounded Telling the Weather Story Weather Story statement, policies and efforts toward mitigating increasing urban flood damages may be misdirected to climate change mitigation, as opposed to more effective risk identification/management efforts, urban planning / stormwater management policies and infrastructure remediation / capital investment efforts that address the root causes of increased damages, not related to theoretical storm frequency shifts.
It is an inconvenient truth that increases in temperature, and in theory water vapour, have not translated into increased rainfall intensities. Research at MIT and Columbia in fact states the contrary, that rainfall intensities can decrease at higher temperatures and that intensities are governed by CAPE and not temperature.
Environment Canada has been correcting false reporting by the insurance industry on this topic of increasing rainfall frequency, for example correcting CBC reporting:
http://www.cbc.ca/news/canada/windsor/more-than-half-of-homeowners-insurance-claims-stem-from-water-damage-broker-says-1.3291111
Or recent reporting in Canadian Underwriter, specifically on the Weather Story:
http://www.canadianunderwriter.ca/insurance/new-ibc-flood-model-shows-1-8-million-canadian-households-at-very-high-risk-1004006457/
CBC/Radio-Canada Ombudsman Guy Gendron's ruling highlights media issues with accurate extreme rain reporting here as well: https://bit.ly/2RPx7p9
Streamline the traditional approach to make BCP development manageable and repeatable.
Your Challenge
Ineffective business continuity planning (BCP) leads to:
Regulators and customers demanding a functional BCP.
Progress is limited or stalled – no effective approach to make this a manageable project that can actually be completed.
No clear sense of appropriate recovery objectives or how to get there.
Do-It-Yourself Implementation
The slides in this our Best Practice Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.
Project Accelerator Workshop
You can also use this Best Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.
Let us help you plan your project
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops.
Onsite Expert Advice
Our expert analysts will come onsite to help you work through our project methodology in a 2-5 day workshop. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even help you to complete the project while we are onsite!
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
BPO Transition Framework diagrams.
Business Process Outsourcing method schema and workflows with icons visuals, editable in PowerPoint
Transition Framework service and Process transfer to new location schema.
Key areas of Transition framework, Phased approach
4 phases, milestones, results: Initiate, Plan, Change, Operate Phase flowcharts with symbols of People, Process, System and infrastructure, Risk, Finance, Project
Green Programs Reduce GHG Green House Gas, Green Impact Throughout ICT and IT Service Management
IT solutions aim towards improving the efficient use of computing resources while enabling business services. Green IT simply adds a dimension that reduces the environmental impact of these same solutions while addressing the Triple Bottom Line. EnterpriseGRC Solutions uses Facilitated Compliance Management FCM to enable a successful Green Office Plan and to implement Control Objectives for Sustainable Business, COSB
This is a slidecast of our August lunch training session titled "The State of Sustainability in Southern California" which took place on August 25, 2011.
Chandra Krout, Principal of Krout and Associates, delivered an update on the current status of environmental planning occurring within Southern California, with a particular emphasis on climate change and adaptation.
This presentation prepared by Yarra Valley Water provides an introduction to the Trade waste system, how trade waste prices are determined and changes to parameters and pricing.
Matt Boyle, Environment and Sustainability Manager from Midfield Meats Inc., Warrnambool presented to VCE Environmental Science students at Hawkesdale p12 College
An Economic Analysis of Green v. Grey InfrastructureRobert Muir
Water Environment Association of Ontario 2019 Annual Conference, Toronto, Ontario, April 16, 2019
by Robert J. Muir, M.A.Sc., P.Eng., Fabian Papa, MBA, P.Eng.
Presentation reviews policies and regulations in Ontario promoting cost-effective infrastructure servicing. Summarizes the assessment of cost effectiveness of grey, green and blended green and grey flood damage reduction strategies on a system-wide basis. Identifies triple-bottom-line benefits of erosion mitigation reduction and water quality improvements due to green infrastructure implementation. Details of the analysis are presented in the proceedings paper also included here: https://www.cityfloodmap.com/2019/03/an-economic-analysis-of-green-v-grey.html
The analysis indicates benefit cost ratios for flood control and other benefits and assesses funding impacts on stormwater utility fees in a case study in the City of Markham. Markham's current Flood Control Program consisting largely of grey infrastructure is shown to be cost-effective with benefits exceeding costs by 2 to 1 based on insured loss deferral (and a higher ratio considering higher total losses). Green infrastructure is shown to be less cost-effective at delivering flood control and the cost for achieving water quality benefits exceeds the estimated willingness to pay 'value' of those benefits. The analysis suggests that a critical, strategic evaluation of green infrastructure implementation targets is required prior to system-wide implementation, given cost concerns.
Clean Air Partnership Green Infrastructure CAC Meeting - Don Mills Channel Fl...Robert Muir
Presentation on the application of Cost Benefit Analysis to water resources engineering projects, including for municipal flood control as part of Municipal Class Environmental Assessment infrastructure projects and city-wide programs. Evaluation of green infrastructure (Low Impact Development (LID)) capital costs and grey infrastructure costs.
Annual Recycling Report due every February 1
-Property and contact information
–Volumes and weights of all materials collected for recycling and for solid waste disposal
–Description of efforts to educate residents and staff
–Description of waste reduction activities
–Signature of responsible party
–Each report section is mandatory
Montgomery County Department of Environmental Protection Division of Solid Waste Services - Gude Landfill Remediation Project Corrective Measures Implementation - June 2017
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Fiscal Year 2012 County Executive Recommended Operating Budget Presentation
1. DEPARTMENT OF ENVIRONMENTAL PROTECTION
DIVISION OF SOLID WASTE SERVICES
FY 2012 COUNTY EXECUTIVE
RECOMMENDED OPERATING BUDGET
PRESENTATION
MARCH 22, 2011
Prepared for the Solid Waste Advisory Committee
1
2. BUDGET OVERVIEW
$106.9 Million
Personnel Costs: 9.3% or $9.9 million
Operating Expenses: 90.1% or $96.3 million
Capital Outlay: .6% or $663k
2
3. EXPENDITURES
In Millions
$120
$108.1 $106.9
$100
$80
$60
$40
$20
$0
FY11 CC Appr FY12 CE Rec
3
5. PROGRAM CONSOLIDATION
For FY12 six programs have been consolidated into
other existing programs
This change was implemented at the request of the
Office of Management and Budget (OMB)
Streamlining of existing programs into related functional
areas which will more accurately reflect actual work
activities
Automation => Administration
Revenue Management & System Evaluation =>
Administration
Mixed Paper Recycling => Recycling Center
Regulation of Refuse and Recycling Transportation =>
Solid Waste Transfer Station
Waste Detoxification = > Household and Small Quantity
Household Hazardous Material
Refuse Collection => Residential Collection
5
6. ADMINISTRATION & SUPPORT
Increased 12% to $3.33 million (including consolidation)
For FY12 the Administration program now includes
Automation and Revenue Management & System
Evaluation programs
Increase in Retiree Pre-funding requirements (in excess
of $300k)
Provides automation, budget management, management
analysis, human resource management, contract and
procurement management support, administrative
program support, and revenue management & system
evaluation.
6
7. ADMINISTRATION & SUPPORT (cont.)
Provides for the overall operation and maintenance of
existing computer equipment and the purchase of any new
automation equipment, technology, and software:
The division uses databases and computer mapping
as management tools, the data is used to provide
other internal and external services such as
collection route maintenance
Update the Paradigm Real time truck scale house
application at the Transfer Station Campus; There
are 7 truck scales which connect to point of sale
computers
Develop and support the Oracle database In order to
collect, maintain, and report on the data collected
from all the businesses and properties in
Montgomery County 7
8. ADMINISTRATION & SUPPORT (cont.)
Provides ongoing support in implementing the ERP E-
Oracle Business Solutions: AR, AP, Procurement, GL,
PnG, & Financial Reporting
Provides for managing the enterprise fund business
processes and supports solid waste policy issues through
overall system evaluation
Provides fiscal management over rate setting process and
fund balance analysis
System-wide tonnage, revenue tracking, and forecasting
8
9. COMMERCIAL RECYCLING &
WASTE REDUCTION
Decreased 1% to $1.72 million ($664k for
outreach/education)
Decrease due to personnel reallocation
Provides for mandatory commercial sector recycling and
waste reduction
Maintain proactive enforcement-related actions
Maintain aggressive program of site visits
Maintain educational efforts
Continue regulation-related activities
Continue efforts to translate educational materials into
other languages 9
10. DEBT SERVICE –
DISPOSAL FUND
Decrease near 0% to $4.01 million
Pays principal and interest payments for general
obligation bonds and revenue bonds used to fund
construction of County-owned solid waste management
facilities (i.e. Recycling Center and Compost Facility, but
not the Resource Recovery Facility)
These payment amounts are scheduled
10
11. DICKERSON
COMPOST FACILITY
Decrease of 34% to $2.82 million
Due almost entirely to a reduction of
$1.42 million in capital equipment
replacement
Will replace only the scales at
Brookville
Decrease of $10K in Operating Costs
Continued zero budget allowance for
backup composting
This program provides for: processing all
yard trim received at TS, transportation of
leaves and grass to Dickerson, and
composting and marketing.
Finished products:
Leafgro in bulk and bags
ComPRO in bags
11
12. DICKERSON MASTER PLAN
Decrease 38% to $90K
Reduced ground water monitoring by $49K (change from 4x to 2x per year)
Reduced other items by $5K
This program implements the Dickerson Area Facilities Master Plan
The Plan and identified environmental, community, and operational effects of
the Dickerson area solid waste facilities (i.e. RRF, Compost Facility and Site 2
Landfill) and sets related policies.
The “Dickerson Facilities Master Plan Implementation Schedule” includes
routine Environmental monitoring by the Department of Environmental
Protection (DEP), and also included periodic special studies (e.g. ambient air
monitoring) which cause the annual budget to fluctuate.
Items scheduled per the Master Plan for FY12 include:
Annual DAFIG support ($3K)
Update Historic Displays ($4K)
Annual forest maintenance plan implementation ($2K)
Master Plan Update ($5K for outside consultant)
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13. GUDE LANDFILL
Operating budget increased 32% to $503k due to advance work necessary for
planning remediation of the site
A Nature and Extent Study to assess widespread low level groundwater
contamination and plan remediation for the site was submitted to the Maryland
Department of the Environment (MDE) on November 19, 2010 in FY11. MDE
has requested some further site investigation and analyses. In late FY11 or
early FY12 a formal assessment of corrective measures (i.e. remediation plan)
will be submitted to MDE for approval. Costs for remediation at Gude will be
difficult to determine until the corrective measures are evaluated and a
remediation approach is approved.
Encompasses all routine operational functions necessary to maintain the
Gude Landfill, which closed in 1982
Provides for the post-closure operation and maintenance of the landfill gas
collection system, gas-to-energy facility and flare station
Site maintenance of the cover, storm water, and erosion/sedimentation control
systems
Monitoring (performed by DEP) and maintenance of the landfill gas and
groundwater monitoring wells
Infrastructure and equipment maintenance
13
14. HOUSEHOLD & SMALL QUANTITY
HOUSEHOLD HAZARDOUS WASTE
Decreased 11% to $1.05 million ($142k for outreach and
education) due to reduced personnel costs
For FY12 the Household and Small Quantity Household
Hazardous Waste program includes Waste
Detoxification
Provides for the collection and disposal of hazardous
household waste and produces public education ads/
publications concerning the potential dangers of, and
alternatives to, these products. The drop-off has been
open all hours that the Transfer station is open since
March 1, 2010
Includes the contractor-operated drop-off at the Transfer
Station and scheduled satellite events; contractor packs
and ships HHW to U.S. Environmental Protection
Agency (EPA) approved disposal sites
14
15. HOUSEHOLD & SMALL QUANTITY
HOUSEHOLD HAZARDOUS WASTE
(cont.)
Waste Detoxification provides assistance to
businesses that qualify as small-quantity generators
(SQG) of hazardous waste by providing them an
economical and environmentally safe disposal option
County just pays an administrative cost. Businesses
pay their own disposal costs at a reduced bulk rate
The County’s hazardous waste contractor accepts
SQG waste, and packs and ships material to EPA
approved disposal sites
15
16. HOUSING & ENVIRONMENTAL
PERMIT ENFORCEMENT
Budget projections prepared by DEP and Department of
Housing and Community Affairs (DHCA)
Slight decrease less than 1% to $1.09 million
Decrease due to slightly lower operating costs
Provides funds to DHCA to handle:
Illegal solid waste dumping activities (DEP)
Storage and removal of solid waste
Stored inoperable and unregistered vehicles on private
property
Improper screening of dumpsters
Removal of dangerous or unsightly trash, perimeter
grass, and weeds
16
17. OAKS LANDFILL
Increased 3.0% to $1.50 million due to increases in contractual costs
Encompasses all operational functions necessary to maintain the Oaks
Landfill, which closed in 2001, in an environmentally sound and cost-
effective manner
Provides for the post-closure operation and maintenance of the landfill
gas collection system, gas-to-energy facility and flare station
Site maintenance of the capping, storm water, and
erosion/sedimentation control systems
Monitoring (performed by DEP) and maintenance of the landfill gas and
groundwater monitoring wells
Operation of the Leachate Pretreatment Plant and leachate hauling
Operation of the Oil/Grit Management Facility
Infrastructure and equipment maintenance
17
18. OUT-OF-COUNTY
REFUSE DISPOSAL
Increased 1% to $10.8 million
The small increase despite increasing tonnages is directly related to efficiencies and
cost savings achieved through the ash residue recycling program where ash residue
is used as alternative daily cover and road base at Old Dominion and other Republic
Services landfills
Provides for the rail shipment of ash residue that is designated for recycling from the
Resource Recovery Facility to the CSX Collier rail yard in Petersburg, VA. Ash is
transported by truck from that location to Old Dominion Landfill in Henrico County, VA
for processing for metals removal and recycling.
Provides for the shipment of nonprocessible waste, such as construction material
and, if necessary, bypass waste, from the Transfer Station to either recycling facilities
or the contracted landfill, which is still available in Brunswick County, VA.
Recycling of asphalt, concrete, and dirt, cardboard, metal and lumber. Increase in
Construction and Demolition recycling achieved due to expanded recycling
operations at the Republic site Honeygo Run Reclamation.
In fiscal year 2010, approximately 154k tons of ash and 22k tons of non-processible
waste were transported to the Brunswick Landfill site. 36k tons of rubble were sent to
Honeygo Run Reclamation for recycle processing.
18
19. RECYCLING & WASTE REDUCTION
MULTI-FAMILY DWELLINGS
Decreased 1% to $798k ($351k for outreach/education)
Decrease due to personnel reallocation
Provides for mandatory recycling and waste reduction for multi-family
properties
Maintain proactive enforcement-related actions
Maintain aggressive program of site visits
Continue education of property owners, managers and residents
Continue efforts to increase opportunities for on-site recycling in various
areas at multi-family properties
Continue to provide recycling bins for distribution and replacement
19
20. RECYCLING CENTER
Total program costs decreased 2.0% to $5.8 million
For FY12 the Recycling Center program now includes the Mixed
Paper program
Capital costs decreased from 296k to 14k, since only some roll-off
boxes are planned for replacement in FY12
Overall decrease due to reduced schedule for capital outlay
replacements in FY12
Provides for the separation, processing, and marketing of
recyclable materials
Maintains four 10-hour-per-day shifts which began FY09
Inbound material in FY11 through February 2011 has averaged
approximately 106 tons per day and our processing rate has also
been approximately 106 tons per day
20
21. RECYCLING CENTER (cont.)
Mixed Paper Recycling Contract costs increased
slightly in accordance with our contractual agreement
with Office Paper Systems (OPS) which allows for an
increase of 75% of the Employment Cost Index for
Goods Producing Industries in the Baltimore-
Washington Metropolitan Area
Provides for the management, processing, and
marketing of the County’s residential mixed paper
recycling
21
22. RECYCLING OUTREACH
& EDUCATION
Decreased 2% to $295k ($177k outreach/education)
Decrease due to personnel reallocation
Provides for comprehensive education about recycling, buying
recycled products, reuse, composting, and waste reduction across all
sectors
Quarterly newsletter to civic and community leaders
Conduct Earth Day and America Recycles Day events
Education on most recent expansion of recycling program and items
acceptable for recycling
Continue efforts to increase recycling opportunities during community
events
22
23. RESIDENTIAL COLLECTION
Decreased 3% to $24.79 million
For FY12 the Residential Collection program now includes both Residential
Recycling and Refuse Collection
Decrease due to new contracts with lower fees charged by collection
contractors. All new CNG trucks.
Provides for procuring, administering, and enforcing contracts with private
haulers for residential recycling collection in Subdistricts A & B, and respond
to service needs of citizens
Contractual obligations:
– Cost of living increases to contractors
– New homes
– Fuel costs assumed to be less than last year
Number of Households Served:
FY11 Estimate: 210,378 (Recycling)
FY12 Estimate: 210,798 (Recycling
FY11 Estimate: 91,102 (Refuse)
FY12 Estimate: 91,284 (Refuse)
23
24. RESOURCE RECOVERY FACILITY
& RELATED WASTE TRANSFER
Increase 3% to $43.1 million
Almost entirely due to electricity market
Falling market
Prices for FY12 locked in January 22, 2011
Indexed contract operating costs
Scheduled debt service of the Northeast
Maryland Waste Disposal Authority
Provides for the operation of the RRF and
related costs at the Transfer Station and
transportation between the facilities
Conduct extensive environmental and
operational monitoring
No change in projection for tonnage of
waste processed; budget assumption
remains at 575,000 tons of processible
waste
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25. SATELLITE DROP-OFF SITES
Decreased 1% to 224k
Slight decrease in chargeback personnel costs
Hauling costs are part of the Transfer Station budget
Provides for disposal of non-putrescible bulky waste
(up to 499 lbs.) by County residents at Poolesville
Highway Services Depot; weekend hours only
Damascus site was closed October 1, 2009
25
26. SITE 2 LANDFILL
Decreased 2% to $159k
Ongoing pond work uses
previous appropriation
Rental property maintenance is
through the Department of
General Services (DGS) and
charged back as needed
Site and barn maintenance by
MES
Deer Management Program –
No Cost
26
27. SOLID WASTE
TRANSFER STATION
Total program costs decreased 14% to $3.91million due to
anticipated reorganization of contracts to gain efficiencies
For FY12 the Transfer Station program now includes the Regulation
of Refuse and Recycling Transportation
Capital equipment costs increase 3% from 542k to 558k
Provides a receiving, processing, and shipping facility for municipal
solid waste generated within the County
Yard waste is also received, processed, and shipped to the compost
facility, mulch preserves, or other outlets
Also handles other recyclable materials such as tires, textiles,
construction materials, oil, antifreeze, scrap metal, car batteries,
computers, building materials, paper, and commingled materials
27
28. TRANSFER STATION (cont.)
Provides for the enforcement of license requirements
and regulates private residential and commercial waste
haulers, including those that collect and transport refuse
or recyclables
28
29. SUPPORT FOR
RECYCLING VOLUNTEERS
Decreased 19% to $176k ($126k for outreach/education)
Decrease due to personnel reallocation
Provides for the ongoing efforts to interweave and maximize efforts of
volunteers and staff to improve participation in recycling and waste
reduction
Continue efforts to increase volunteer recruitment
Provide specialized training opportunities and support volunteers
Specially train “lead volunteers”
Update and provide recruitment materials and volunteer
handbook/information manual
Produce quarterly The Recycletter newsletter
Purchase compost bins for distribution to residents
29
30. WASTE REDUCTION
Increased 23% to $245k
Increase due to personnel reallocation
Provides for the development of activities to reduce solid waste
before it enters the waste stream
Provides contractual support to A Wider Circle for the furniture reuse
program
Education relative to recovery of computers, televisions, other
electronics, textiles, bicycles, and construction materials for reuse or
recycling
Translation of materials into other languages
Other education and outreach efforts to encourage waste reduction
activities at home, work and school
Conduct outreach for reuse of non-hazardous water-based (latex)
paints
30
31. WASTE SYSTEM PLANNING
Increase 5% to $299K
(Includes a 0.35 work-year increase due to re-
allocation)
This program houses planning staff and special studies.
No special consultant studies planned in FY12.
31
32. WASTE REDUCTION OF
YARD TRIM
Maintain level of funding at $152k (100% for outreach/education)
Program efforts focus on management of yard trim at the source
through grasscycling and backyard/on-site composting
Develop instructional video on proper techniques of grasscycling for
residents and lawn care professionals
One-time mailing of grasscycling and composting information to
residents
Continue to conduct training (workshop) sessions on grasscycling and
composting
Continue working with landscape professionals and lawn care service
providers
Translation of educational materials into other languages
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33. FY12 APPROVED SOLID WASTE SERVICE CHARGES TO BE COLLECTED VIA REAL PROPERTY ACCOUNT BILLING
Base Incremental
Base Billing Systems Systems Refuse Leaf
Charge Rate Disposal Benefit Benefit Collection Vacuuming Total FY11 Rates Variance % change
($/ton) x (tons/HH)= Charge + Charge + Charge + Charge + Charge = Bill
Code Reference 48-32(a)(1) 48-32(c)(2) 48-8A(b)(2)(A) 48-8A(b)(2)(B) 48-29 48-47
SUBDISTRICT A (Refuse Collection District)*
Inside Leaf Vacuuming District $ 56.00 0.870 $ 48.71 $51.75 $113.30 $70.00 $88.91 $372.67 $372.76 ($0.09) -0.02%
Outside Leaf Vacuuming District $ 56.00 0.870 $ 48.71 $51.75 $113.30 $70.00 $283.76 $283.85 ($0.09) -0.03%
Incorporated $51.75 $51.75 $41.43 $10.32 24.91%
SUBDISTRICT B SINGLE-FAMILY**
Incorporated $51.75 $51.75 $41.43 $10.32 24.91%
Inside Leaf Vacuuming District
Unincorporated $ 56.00 0.870 $ 48.71 $51.75 $113.30 $88.91 $302.67 $298.76 $3.91 1.31%
Outside Leaf Vacuuming District
Unincorporated $ 56.00 0.870 $ 48.71 $51.75 $113.30 $213.76 $209.85 $3.91 1.86%
MULTI-FAMILY RESIDENTIAL**
Incorporated $13.82 $2.91 $16.73 $16.42 $0.31 1.89%
Unincorporated
Outside Leaf Vacuuming District $13.82 $2.91 $16.73 $16.42 $0.31 1.89%
Inside Leaf Vacuuming District $13.82 $2.91 $3.83 $20.56 $20.25 $0.31 1.53%
NONRESIDENTIAL - $/2,000 SQ. FT. ***
Code Reference
Waste Generation Categories
Low $124.39 ($12.68) $111.71 $105.04 $6.67 6.35%
Medium Low $373.17 ($38.04) $335.13 $315.12 $20.01 6.35%
Medium $621.95 ($63.41) $558.54 $525.18 $33.36 6.35%
Medium High $870.73 ($88.77) $781.96 $735.26 $46.70 6.35%
High $1,119.51 ($114.13) $1,005.38 $945.34 $60.04 6.35%
OTHER APPROVED FY 12 SOLID WASTE FEES
Base Solid Waste Charge under Section 48-32(a)(1):
(This is known as the "Tipping Fee") $56.00 /disposal ton
Waste delivered for disposal <500 lb loads in privately owned and operated vehicles Recyclable Materials Acceptance Fees (Section 48-32(a)(2)):
or trailers <1,000 capacity per Section 48-32(c)(2): Paper and Commingled Containers $0.00 /ton
$0.00 /disposal ton Yard Trim $46.00 /ton $40.00 $6.00 15.00%
Waste delivered in open-top roll-off box $66.00 /disposal ton Miscellaneous (48-31(f)): Compost Bins $0.00 each $60.00 $6.00 10.00%
* Note: Base Sysem Benefit Charges are set to cover County Base System Costs net of Disposal Charges.
** With respect to Base and Incremental System Benefit Charges, this category includes dwellings in buildings of six or fewer households.
*** The Nonresidential rate multiplied by the total number of 2,000 square foot units of enclosed area equals the nonresidential charge.
33