solid waste management coordinating board meeting · pdf filejennifer volkman, mpca doug...

Solid Waste Management Coordinating Board

Meeting Agenda

Wednesday

July 25, 2012

Meeting: 10:30 – 11:00 a.m. Tour: 11:30 – 12:15 p.m.

Carver County Justice Center

(Attached to Govt. Ctr.)

600 East 4th Street Chaska, MN 55318

Page # Action

I. Call to Order ----- - - - - -

II. Meeting Agenda ----- Approval

III.

Consent Items

SWMCB May 30, 2012

Draft Meeting Minutes

May and June Checks and Claims

3-6

7-8

Approval

IV.

V.

VI.

VII.

Administrative Actions

Long-Term Contract Procurement: Requests for Qualifications

Samantha Werre, SWMCB Jeff Harthun, Dakota County Zack Hansen, Ramsey County

Lobbying Services Contract

Extension Ryan O’Connor, SWMCB

Staff Reports Research & Planning for the Future

Cost and Billing Study Workplan Progress Report

Regional Policy and Programs §473.848 Enforcement Report

Recycling at Transit Facilities Location of September Board Meeting

Proposal: MN Landscape Arboretum

Adjourn

9-20

21-22

23-58

59-60

Approval

Updates

Approval

NOTE: The tour of By The Yard (16775 Greystone Lane, Jordan, MN

55352) will start approximately 20 minutes after the conclusion of the Board meeting.

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To: Board MembersFrom: StaffDate: July 19, 2012RE: Draft May 30, 2012 Meeting Minutes

Action Requested: Approval of Draft Meeting Minutes

Meeting Location: Metropolitan Counties Government Center

Members PresentCommissioner Victoria Reinhardt, Ramsey Co.Commissioner Jan Callison, Hennepin Co.Commissioner Joseph Harris, Dakota Co.Commissioner Jim Kordiak, Anoka Co.Commissioner Matt Look, Anoka Co.Commissioner Tom Workman, Carver Co.

Commissioner Liz Workman, Dakota Co.Commissioner Peter McLaughlin, Hennepin Co.Commissioner Gary Kriesel, Washington Co.Commissioner Autumn Lehrke, Washington Co.David Benke, MPCA

Others PresentBrad Fields, Anoka Co.Jeff Harthun, Dakota Co.Carl Michaud, Hennepin Co.Judy Hunter, Washington Co.Amy Roering, Hennepin Co.Angie Timmons, Hennepin Co.Norm Schiferl, Ramsey Co.John Springman, Ramsey Co.Jeff Travis, Washington Co.Tina Patton, MPCA

Wayne Gjerde, MPCAJennifer Volkman, MPCADoug Carnival, McGrann Shea CarnivalTim Steinbeck, GREDon Chapdelaine, SKBRyan O’Gara, SKBSam Walseth, SWMCBTrudy Richter, RRARyan O’Connor, RRASamantha Werre, RRA

Agenda Item #1. Call to OrderCommissioner Callison called the meeting to order at 10:33 a.m. on May 30, 2012.

Agenda Item #2. Approval of Meeting AgendaCommissioner Kordiak moved to approve the agenda as presented. Commissioner LizWorkman seconded and the motion passed by voice vote.

Agenda Item #3. Consent Items SWMCB March 28, 2012 Draft Meeting Minutes March and April Checks and Claims

Commissioner Callison noted that a revised version of the March and AprilChecks and Claims had been provided to SWMCB members for consideration andaction. Commissioner Kordiak moved to approve both the minutes of the March28, 2012 meeting and the March and April checks and claims as presented.Commissioner Tom Workman seconded and the motion passed by voice vote.

Agenda Item #4. Regional Policy & Programs 2012 Legislative Session Review

Sam Walseth gave an overview of the 2012 legislative session. A summaryreport was distributed to members at the meeting.

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Plastics Recycling ChangesWayne Gjerde, MPCA, gave a presentation regarding recent changes to plasticsrecycling in Minnesota. It was noted that Mr. Gjerde’s presentation andsupporting information would be made available on swmcb.org following themeeting.

Angie Timmons, Hennepin County, gave a presentation on SWMCBcommunications activities, including updated recycling communicationsresources, in response to the recent changes in plastics recycling.

Pharmaceutical Collection ProgramsAmy Roering, Hennepin County, and Jennifer Volkman, MPCA, gave apresentation on county pharmaceutical collection programs and ongoing MPCAefforts regarding pharmaceuticals.

Ryan O’Connor noted the draft resolution, “Key Elements of PharmaceuticalCollection and Disposal Programs: A Vision for the Great Lakes Region” includedin the board packet for SWMCB consideration. It was noted that the resolvingclauses included in the resolution were as follows:

NOW THEREFORE BE IT RESOLVED that the Solid Waste ManagementCoordinating Board endorses the Key Elements of Pharmaceutical Collection andDisposal Programs: A Vision for the Great Lakes Region which advocates thatcollection programs be ongoing, convenient, comprehensive, secure, free at thepoint of delivery for disposal, and widely promoted, and

BE IT FURTHER RESOLVED that the Solid Waste Management CoordinatingBoard recommends that member county boards adopt a similar resolution ofsupport, and

BE IT FURTHER RESOLVED that pharmaceutical collection programs shouldminimize the impact on the environment by destroying drugs throughincineration or the best available technology, and they should be sustainably andadequately funded by those who benefit from the manufacture, sale and use ofpharmaceuticals.

Commissioner Callison moved to adopt the resolution as presented.Commissioner Kriesel seconded and the motion passed by a voice vote.

Agenda Item #5. Staff ReportsCommissioner Callison gave an update on a SWMCB meeting with MPCA leadership andstaff.

Commissioner Lehrke shared a summary of information from the recent NationalAssociation of Counties (NaCO) forum on solid waste.

Ryan O’Connor presented information on the SWMCB summer meeting schedule andBy The Yard, the proposed location for the July SWMCB tour. Commissioner Harrismoved to approve By The Yard as the July tour location. Commissioner Lehrkeseconded and the motion passed by voice vote.

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Agenda Item #6. AdjournThere being no further business, the meeting adjourned at 12:13 p.m.

Minutes respectfully submitted by Samantha Werre, RRA

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To: Board Members

From: Staff

Date: July 19, 2012

RE: Checks and Claims: Ratification of Invoices

Action Requested: Ratification of the invoices listed below

Background:

The Fiscal Management and Reporting Procedures adopted eleven years ago by the Boardin January 2001 set forth the procedure for payment of invoices submitted to the SWMCB.The procedure states that “No payment on any professional services contract invoice, orany invoice for services performed by a consultant or any other person or organizationproviding professional services, shall be made unless approved by the Chair, Vice-Chairand fiscal agent, so long as the payment is within the overall contract amount approvedby the Board or Chair. In the absence of the Chair or Vice-Chair, the Secretary/Treasurermay also approve such payment with the Chair or Vice-Chair. The Chair shall report tothe Board, and the Board shall ratify, any such payments for professional services at itsnext meeting.”

The Chair and Vice-Chair approved for payment the following:

Payment of $5,317.90 to Hennepin County Public Works for February-April 2012 VSQGmanifest data entry services (Contract #2012-03).

Payment of $4,002.00 to LG Consulting for May 2012 Round 12 Community POWER grantmanagement services (Contract #2012-04).

Payment of $1,380.00 to LG Consulting for May 2012 Round 11 Community POWER grantmanagement services (Contract #2011-09).

Payment of $1,450.00 to Gorton Studios for May 2012 web development services(Contracts #2012-02 and #2012-10).

Payment of $772.75 to Risdall Marketing Group, LLC for May 2012 public relations andadvertising services (Contract #2012-06).

Payment of $28,845.00 to Richardson Richter for May project management services(Contract #2012-05).

Payment of $25,207.25 to Richardson Richter for June 2012 project management services(Contract #2012-05).

Payment of $3,820.25 to Emerge Knowledge for 3rd Quarter Re-TRAC subscription servicesand VSQG database hosting services (Contract #2012-01).

Payment of $3,050.00 to Risdall Marketing Group, LLC for June 2012 public relations andadvertising services (Contract #2012-06).

Payment of $1,091.25 to Gorton Studios for June 2012 web development services (Contract#2012-02 & #2012-10).

Payment of $2,070.00 to LG Consulting, LLC for June 2012 Round 11 Community POWERgrant management services (Contract #2011-09).

Payment of $4,002.00 to LG Consulting, LLC for June 2012 Round 12 Community POWERgrant management services (Contract #2012-04).

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To: Board MembersFrom: Executive CommitteeDate: July 19, 2012RE: Long-Term Contract Procurement: Requests for Qualifications

Action Requested: Approval to release Requests for Qualifications for

procurement of ongoing professional services and to postpone solicitation

of long-term agreements for select services as recommended by staff.

BackgroundSection IX subsection I of the SWMCB’s Fiscal Management and Reporting

Procedures states, “For formal contracts for ongoing services (e.g. SWMCB

administrative services and legal services contracts), the Board may enter into

contracts after going through a procurement process using a request for

qualifications, request for proposals, or both, every five years. The Board may

choose to go through a procurement process more frequently if appropriate.”

Due to uncertainty in SWMCB funding in 2010 and development of the Regional

Solid Waste Master Plan in 2011, the SWMCB previously acted to postpone

competitive solicitation for services that would have otherwise been required to go

through a procurement process per the Board’s Fiscal Management and Reporting

Procedures above. As such, the 2012 SWMCB Workplan includes conducting a

competitive solicitation process for the ongoing professional services of the Board.

A complete list of the SWMCB’s ongoing professional services is provided in

Attachment #1. The list includes the year in which a competitive solicitation was

last conducted, the current contractor and contract term dates, and

recommendations for 2012.

Services Recommended for Procurement in 2012

The Executive Committee recommends that a Request for Qualifications (RFQ) be

issued for the following services in 2012 in accordance with the Board’s Fiscal

Management and Reporting Procedures, as well as to provide consistent timelines

for future procurement.

Advertising, Public Relations and Graphic Design

Website Services

Communications Assistance

Community POWER Program Management

SWMCB Policy and Management Services

Scopes of service for each RFQ are provided as Attachment #2.

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Other Ongoing Services

The Executive Committee recommendations for other ongoing services of the Board

are as follows:

Data Management Services

Due to continuing data management and measurement discussions with the

Minnesota Pollution Control Agency, the Executive Committee recommends

postponing solicitation for data management services until the SWMCB’s

future data management needs are more clearly defined. In the interim, the

Executive Committee recommends a contract extension with the SWMCB’s

current vendor, Emerge Knowledge Design, through January 2014.

Legal Services

In the past, SWMCB legal needs have been varied and highly specialized

(e.g. trademark and copyright law). As such, the Executive Committee

recommends including a contingency in future SWMCB annual budgets for

procuring legal services on an as needed basis.

Lobbying Services

A competitive solicitation for lobbying services was conducted in 2011 and as

such the Executive Committee is not recommending procurement for

lobbying services in 2012. Information on recommendations for the lobbying

services contract is provided under Agenda Item #4-2.

Timeline and Next Steps

The timeline and next steps for the procurement of ongoing services is as follows:

July- 7/25: SWMCB approval- Final preparations for RFQ release

August- 8/6: Release RFQs- 8/24: Questions Due- 8/26: Responses to questions posted

September- 9/7: Proposals due- Review proposals- Conduct interviews as needed

October- Final recommendations by staff- 10/11: Executive Committee review and recommendations- 10/24: SWMCB final selection and approval

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Attachment #1

SWMCB Procurement Tracker: Ongoing Services to the BoardUpdated: July 16, 2012

Service LastProcured

CurrentContractor

ContractedSince

ContractExpires

Recommendations/Notes

Advertising, PublicRelations andGraphic Design

2007 Risdall MarketingGroup

1/1/2008 12/31/2012 Issue RFQ in 2012

Website Services 2005 Gorton Studios 1/1/2006 12/31/2012 Issue RFQ in 2012

CommunicationsAssistance

2008 TypeCommunications(ColleenHillesheim)

2/1/2009 12/31/2012 Issue RFQ in 2012

Community POWERProgramManagement

2009 LG Consulting(Laurie Gustafson)

1/1/2010 12/31/2012 Issue RFQ in 2012

SWMCB Policy andManagementServices

2006 Richardson,Richter &Associates, Inc.

1/1/2007 12/31/2012 Issue RFQ in 2012

Data ManagementServices

2004 Emerge KnowledgeDesign

1/1/2005 1/31/2013 Extend contract through Jan. 2014to evaluate future SWMCB datamanagement needs – see boardmemo for additional detail.

Legal Services 2006 Stoel Rives 7/1/2007 12/31/2012 Discuss specific legal needs asthey arise - see board memo foradditional detail.

Lobbying 2011 Rob Vanasek withCapitol HillConsultants

1/1/2012 12/31/2012 See board memo for detailedrecommendation.

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Attachment #2

SWMCB 2012 Competitive Solicitation – RFQ Scopes of Service

Advertising, Public Relations and Graphic Design ServicesOverall Project GoalsThe goal of this project is to contract with a vendor that can provideadvertising, public relations and graphic design services to the SWMCB toincrease the reach and effectiveness of its public education campaign. Thisincludes an increase in traffic to RethinkRecycling.com, as well as an increasein total consumer impressions received from public relations and advertisingefforts.

It is expected that the selected contractor will have:

Experience working with government or small non-profit clients and anunderstanding of related issues.

Established contacts with Twin Cities news media and advertisingoutlets.

Experience targeting a diverse range of audience groups, includingmulti-cultural and multi-generational groups.

Experience with and understanding of web-based campaigns.

Specific Project TasksThe selected contractor will perform the following tasks for this project:

Implement the Rethink Recycling strategic marketing plan.

Provide overall communications strategy advice and identifyopportunities for expanding the reach of the Rethink Recyclingcampaign as requested.

Provide guidance and strategy recommendations on reaching differentaudience groups as requested (e.g. millenials, multicultural groups).

Develop and manage public relations efforts to communicate theSWMCB’s environmental messages and the availability ofRethinkRecycling.com.

Develop and manage advertising efforts to communicate the SWMCB’senvironmental messages and the availability of RethinkRecycling.com.Tasks may include, but are not limited to:

o Art directiono Copy writingo Productiono Media buyingo General project management

Provide recommendations on enhancing SWMCB social media effortsas requested.

Provide graphic design and production services to support the RethinkRecycling campaign, including toolkit updates and development ofpromotional materials. This may include, but is not limited to:

o Production of original photos for toolkits and advertising efforts

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o Development of videos for educational and/or promotionalpurposes.

o Development of advertisement and collateral templates forcustomization by regional solid waste partners.

Participate in monthly communications team meetings, staff planningmeetings and presentations to Board as requested.

Participate in communications training events for SWMCB staff andregional solid waste partners as requested.

Provide data on campaign activities that allows SWMCB to assess thecampaign outcomes and reach.

Grant Manager Services for the Community POWER ProjectOverall Project GoalsThe intent of the Community POWER grant program is to partner withcommunity groups such as neighborhood organizations, schools, churches,senior citizen groups, youth organizations, and civic groups to reachindividuals who are not currently aware of waste reduction practices.

Grant applicants must be schools or non-profit organizations. Organizationswhose primary mission is NOT environmental education or environmentaladvocacy are strongly encouraged to apply. Environmental organizations areencouraged to partner with other organizations.

Grant applicants must serve communities in Anoka, Carver, Dakota,Hennepin, Ramsey and Washington Counties. Past grantees include schools,churches, arts organizations, block nurse programs and neighborhoodassociations.

Specific Project TasksThe selected contractor will generally perform the tasks in the list below.The SWMCB will negotiate specific project tasks and a 2013 work plan andbudget with the selected contractor prior to the execution of the contract.The project will be undertaken in cooperation with a team of countycommunication and technical staff.

Note to all applicants: Templates for all grant application solicitations andreports have been developed and used in previous grant rounds. Allpreviously developed materials, such as evaluation forms, grant materials,resource sheets, and other materials, will be available to the selectedcontractor and the contractor is expected to use, build upon or revise asappropriate.

1. Pre-proposal, planning, request for proposals and marketingDeliverable: In partnership with county staff, solicit qualityapplications to move through the review process and ensuresuccessful projects. Manage process with county staff to produce the Request for Proposals.

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Market grant round using the website and Community POWER database,and plan informational meetings for interested applicants.

Act as primary contact for interested applicants. Initial planning for future grant rounds.

2. Grant procurementDeliverable: Efficient and fair review process, work plans and budgetthat meet Community POWER criteria. Work with potential applicants. Update review procedures including meeting facilitation, instructions for

county staff and process as needed. Plan and facilitate review meetings with county staff. Negotiate work plans and budget for contracts and assist SWMCB with

grantee contract execution.

3. Grantee orientation, support and trainingDeliverable: Each grantee understands reporting, budgeting andevaluation expectations, and knows of all RethinkRecycling.com andcounty resources available. Support regional and special project grantees. Coordinate and facilitate grantee orientation, training and celebration

meetings including evaluation. Prepare welcome packet for all grantees. Be the point of contact for grantees throughout the grant year and contact

county staff regarding grantee project concerns. Send updates and announcements to all past and present grantees as

needed. Assist grantees with reporting requirements.

4. Evaluation, measurement and reportingDeliverable: County staff and commissioners understand granteeresults. Facilitate communication among key stakeholders: SWMCB, county staff,

SWMCB staff, applicants and grantees. Co-manage Community POWERstaff team.

Update guidelines for progress and final reports. Report and promote project results. Develop a one-year follow-up report on past grantees projects from the

previous round and incorporate those results into Community POWERinformation on RethinkRecycling.com.

Update website with grantee descriptions and resources. Identify opportunities for program efficiency, improvements, and best

practices and make recommendations. Assist with the management of any Community POWER program

improvement projects as needed. Update the Community POWER contact database.

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Communications Assistant ServicesOverall Project GoalsThe goal of this project is to contract with a vendor that can provide generalcommunications assistance to the SWMCB. It is expected that the selectedcontractor will:

Have strong written communications skills and experience producingmaterials such as articles, newsletter items and website copy.

Have a strong understanding of and experience with implementingsocial media programs.

Respond to SWMCB staff and vendor requests in a timely manner. Work collaboratively with SWMCB staff and vendors to develop

communications resources that are reflective of SWMCB countypriorities and feedback.


Draft and edit content for integrated Rethink Recyclingcommunications efforts, including monthly articles, social media posts,e-newsletters, website content, fact sheets, brochures and other printand electronic campaign materials. Assist in dissemination ofmaterials.

Assist SWMCB staff and the SWMCB Public Relations vendor withdrafting press releases and other needed resources for media relationsas requested.

Write, edit and post website content and materials toRethinkRecycling.com and swmcb.org using the sites’ contentmanagement system.

Assist SWMCB staff and the SWMCB web vendor with updates orexpansions of RethinkRecycling.com and the toolkits section ofswmcb.org.

Assist with the management of Rethink Recycling social marketingefforts including Facebook, Twitter and the Rethink Recycling blog.

Provide writing and research support for updates to educationaltoolkits.

Assist SWMCB staff and other vendors with the development ofmulticultural outreach materials as requested.

Monitor, record, and create reports on web traffic, social marketingefforts and regional solid waste partner use of SWMCBcommunications resources.

Identify, coordinate and staff community and regional events at whichthe SWMCB may have a presence as requested.

Attend monthly Communications Team meetings and regularmeetings/phone consultations with the SWMCB staff.

Provide miscellaneous campaign implementation assistance to theSWMCB Communications Team and SWMCB staff as requested.

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Website ServicesOverall Project GoalsTo contract with a vendor that can update and maintain two separatewebsites: SWMCB.org and RethinkRecycling.com

1. SWMCB.org Goals To cost-effectively maintain and update SWMCB.org in a manner that

is consistent with SWMCB administrative and communicationspriorities.

To organize the website in a manner that makes finding administrativeinformation and communications resources as easy as possible.

2. RethinkRecycling.com Goals To cost-effectively maintain and update RethinkRecycling.com in a

manner that is consistent with SWMCB communications strategies. To utilize creative techniques to attract and retain visitors to

RethinkRecycling.com. To identify and implement techniques that increase website usability

and accessibility.


1. SWMCB.org Tasks Provide web management and technical services necessary to maintain

and update SWMCB.org using the Drupal content managementplatform. Specific tasks may include but are not limited to:

o Implement changes to navigation and content organization asrequested.

o Run broken link reports and repair broken links.o Identify and implement security updates.o Manage content management system user settings and

permission levels. Recommend and implement organizational changes to increase

website usability. Provide support and training to SWMCB staff as needed on using the

content management system. Host the website.

2. RethinkRecycling.com Tasks Provide web management and technical services necessary to maintain

and update RethinkRecycling.com using the Drupal contentmanagement platform. Specific tasks may include but are not limitedto:

o Implement changes to navigation and content organization asrequested.

o Develop banner and thumbnail images.

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o Run broken link reports and repair broken links.o Identify and implement security updates.o Manage content management system user settings and

permission levels. Recommend and implement organizational changes to increase

website usability and accessibility. Work in consultation with SWMCB staff to identify ways that

RethinkRecycling.com can support and enhance SWMCBcommunications campaigns.

Design and implement a mobile website strategy. Maintain the Green Tips electronic newsletter subscriber list and send

bi-monthly Green Tips electronic newsletters to subscribers. Provide support to SWMCB staff on website measurement using

Google Analytics. Provide support and training to SWMCB staff as requested on using the

content management system. Advise SWMCB on the technical issues related to federal

communications legislation as requested (e.g. CIPA) Host the website.

Policy and Management ServicesBackgroundThe Solid Waste Management Coordinating Board (SWMCB) is the issuingagency for the Request for Qualifications (RFQ) for Policy and ManagementServices. The SWMCB, formed in 1990, is a joint powers board of six of theTwin Cities Metropolitan Area counties, and whose membership includes twocounty commissioners from each of the member counties of Anoka, Carver,Dakota, Hennepin, Ramsey and Washington. To enhance intergovernmentalcoordination, the SWMCB also includes a representative from the MinnesotaPollution Control Agency (MPCA) as an ex-officio member. The mission of theSWMCB is to increase the efficiency and environmental effectiveness of theregion’s solid waste management system. More information about theSWMCB, including the joint powers agreement creating the SWMCB, can befound at www.SWMCB.org

The SWMCB is the policy-making body for the joint powers agreement. Anumber of committees of staff from member counties carry out the work ofthe SWMCB, The SWMCB also retains private contractors to perform specificactivities, such as website development, public relations, legal services andintergovernmental relations. A Policy Staff committee consisting ofmanagement staff from the member counties guides SWMCB activities.Administration and management of SWMCB activities, and certainprofessional services, are provided by a private vendor.

It is standard practice for the SWMCB to go through a procurement processfor professional services on a regular basis. This RFQ is soliciting responses

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from qualified firms that may be interested in providing those administrativeand professional services. The Policy and Management Services being soughtthrough this RFQ are the same as those provided by the SWMCB’s currentvendor.

Project TasksThe type of Policy and Management services being sought are the same asthose provided to the SWMCB under contract with the current firm andinclude at a minimum the following tasks:

1. Facilitate collaboration among counties and others involved in solidwaste, drawing together entities with diverse and sometimes conflictinginterests.

2. Manage the work of the SWMCB to reflect the policy direction of theBoard and the Regional/County Solid Waste Master Plan; activelyparticipate in the technical aspects of some work elements, prepare andpresent work products, and prepare work plans, agendas, and meetingnotes.

3. Work with elected officials to frame policy issues. , identify issues for theBoard, provide recommendations, and manage the regularly scheduledExecutive Committee and Board meetings.

4. Prepare reports and memoranda that address policy issues fordeliberation by staff and the Board.

5. Coordinate public relations and communications, including routinemaintenance of the SWMCB websites.

6. Coordinate the support required to further the SWMCB legislativeobjectives.

7. Negotiate complex issues and contracts with public and private entities.

8. Identify legal issues; manage grants and contracts, and annually carryout SWMCB projects.

9. Manage the SWMCB budget, including managing procurement andcontract development, processing invoices, managing vendor contracts,and assisting in preparation of the annual budget and work plan.

10. Manage major initiatives undertaken by the SWMCB, such as the MasterPlan revision 2010-2011.

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To: Board MembersFrom: Executive CommitteeDate: July 19, 2012RE: Legislative Services Contract

Action Requested: Designate Vanasek Consulting and Capitol HillAssociates as the preferred SWMCB vendor for the next four years;

approve a $45,000 funding level for 2013 lobbying services.

Budget History of the SWMCB Legislative Contract

2009Barry Tilley

$50,000.00

2010Barry Tilley

$48,000.00

2011Barry Tilley

$40,000.00

2012Rob Vanasek & Sam Walseth

$30,000.00

Four Year Average $42,000.00

Recommended for 2013Rob Vanasek & Sam Walseth

$45,000.00

Issue Summary

Vanasek Consulting and Capitol Hill Associates, the entity selected to lobby on

behalf of the SWMCB during 2012, is seeking a renewal of its contract now so that

it can work with legislative candidates throughout the summer with the knowledge

that it will be representing the SWMCB during the 2013-14 legislative biennium.

Recommendation

The Executive Committee recommends extending the lobbying contract by the

maximum four year period, thus securing Vanasek/Capitol Hill as the SWMCB’s

lobbying vendor for the next two legislative biennia. Additionally, since the SWMCB

sets funding amounts on an annual basis for its contracts, staff recommends that

SWMCB staff approve a $45,000.00 funding level for Vanasek/Capitol Hill for the

2013 legislative session.

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Rationale for Recommendation

Vanasek/Capitol Hill managed a large advocacy workload for the SWMCB during the

2012 legislative session. Due to the unexpected attention to issues regarding

inverse condemnation and enforcement of §473.848, work for the SWMCB lobbyists

was significantly increased from preceding years.

As the SWMCB seeks to maintain fiscal discipline while also securing the ongoing

work of its hard-working, respected and successful lobbying team for what

promises to be an active session at the Capitol in 2013, it must consider increasing

the compensation amount from 2012. By extending the contract and adding

security over the long-term by designating Vanasek/Capitol Hill as the preferred

SWMCB vendor for four years, the SWMCB can again negotiate a rate that is below

the market level for similar regional entities that procure state lobbying services

(example: the Counties Transit Improvement Board spent $62,000 on state

lobbying services in 2012).

The $45,000.00 recommended funding level for 2013 comes one year after saving

25% ($30,000.00 instead of $40,000.00) from the expected funding level.

Moreover, the $45,000 recommended funding level for 2013 would result in the

SWMCB spending $75,000.00 during its first two years with Vanasek/Capitol Hill, an

amount that is 8.5% below two-year SWMCB lobbying average ($84,000.00) during

the previous four year period. It is anticipated that this contract will comprise

approximately 5% of the overall 2013 SWMCB budget.

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To: Board MembersFrom: StaffDate: July 19, 2012RE: Staff Report of Ongoing Activity

No Action Requested (Updates)

BackgroundPer the request of Executive Committee members, the following updates regarding

summer SWMCB developments are being highlighted for Board attention:

Research and Planning for the Future

Cost and Billing Study Request for Proposals (RFP) to be released in July

The Executive Committee approved the scope for a cost and billing research

study at its July 11 meeting. The RFP will be released during July so

substantive work can begin this fall. The Board will likely receive from the

Executive Committee a vendor recommendation and request to authorize a

contract at the September 26 SWMCB meeting. For additional information

about the scope of the cost and billing study and its integration with the 2012

workplan, please consult Attachments 3 and 4.

Workplan Progress Report

The Executive Committee reviewed a report of the SWMCB’s workplan

progress (as assessed on June 5, 2012) at its July 11 meeting. The workplan

progress report, included as Attachment 5, analyzes progress toward all

outcomes in the 2012 workplan. The workplan assessment identified that the

SWMCB has made or is making substantive progress on 50 (87.7%) of its 57

outcomes in the 2012 workplan. Focusing on the seven outcomes

(highlighted within Attachment 5 for emphasis) for which no progress has yet

occurred, additional information is provided below:

o Four outcomes were identified as being unable to be assessed for

progress until later in 2012;

o Two outcomes were identified as having made no progress to date due

to factors outside of SWMCB control; and

o One outcome was identified as having made no progress due to an

oversight during workplan implementation planning. This issue (review

of fiscal procedures) has since been added to the task list for the

second half of 2012 and is expected to be accomplished by the end of

the year.

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Regional Policy and Programs

Legislatively-Required Enforcement Report Regarding §473.848

The MPCA is expected to release a report regarding how it intends to enforce

§473.848 on August 1. Statute §473.848 requires that no waste be

landfilled in the metropolitan area until the region’s processing facilities have

first been filled to permitted capacity, thus ensuring that waste is managed

at the highest level possible on the hierarchy and that the economics of

recycling and source reduction can be appropriately reflected across the

Region. SWMCB member counties, having made significant investments in

resource recovery facilities and with a desire to meet ambitious state

objectives for recycling by 2015, are closely monitoring developments

associated with this report (reminder: this effort was identified on page 12 of

the 2012 workplan as a top policy and programmatic priority).

Following the release of the report, staff will reassess opportunities to lead

efforts and coordinate communication in ways that support the MPCA in this

important enforcement process. Depending upon that staff assessment and

discussions with the Executive Committee in August, Board members may

receive during the September 26 meeting a request to utilize a portion of the

contingency policy and programs fund that was included in the 2012

workplan.

Recycling at Transit Facilities throughout the Region

As the metropolitan area continues to build out its transit infrastructure (with

a significant portion of the funding for transit development coming from

counties), the issue of increasing recycling at transit facilities throughout the

Region has gained attention as an opportunity to enhance the Region’s

recycling performance. To that end, the Executive Committee has initiated

dialogues with the Metropolitan Council to assist in developing a program to

offer recycling at their public facilities – specifically at transit stations

(including LRT, commuter rail, BRT and bus facilities). While issues

regarding cost and implementation remain under discussion, collaborative

dialogue continues and progress is being made. SWMCB leadership hopes to

be able to invite Metropolitan Council leadership to a future SWMCB meeting

during which time Members will be able to learn about a new recycling plan

at transit facilities the Region.

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Attachment #3

*The following Cost and Finance excerpt is found on page 34 of The 2012SWMCB Workplan and Budget.

Cost and FinanceEvaluate contract and billing practices in the Region

IssuesAddressed

Cost and Finance - Strategy #3 in “Cost and Finance” section of theRegional Master Plan

Stakeholders SWMCB, Member Counties, Waste Haulers & Recycling Haulers

Tasks

Commission research to evaluate contract and billing with non-residential waste and recycling collection in the Region so as toassess how incentives can be leveraged to increase recycling andorganics recovery

Identify recommendations for next steps following a final SWMCBstaff analysis of the completed research

2012Outcomes

The SWMCB will more fully understand current contract and billingpractices in the Region and how those practices impact efforts tomake progress toward the state’s solid waste managementobjectives

SWMCB staff will develop recommendations for SWMCB membersregarding what, if any, actions can be taken in 2012 or 2013 toimprove billing and/or other waste information provided to non-residential waste generators in the Region

Budget Detail for Program

Cost and Finance Research Firm (to be selected in 2012) $50,000

SWMCB will procure the services of a firm to research cost and finance issues toachieve the outcomes listed above. This funding will require approval from the SWMCBExecutive Committee prior to disbursement.

25

SWMCB Cost & Billing Research Project Outline(Note: The Executive Committee approved release of an RFP on July 11, 2012)

Project Leader:SWMCB Cost & Billing Oversight Team

Norm Schiferl Joel AndersonDale Stoerzinger Amy UlbrichtBrad Hanzel

Project Cost:$50,000.00

(note: the SWMCB allocated up to $50,000 for thisinitiative on pg. 34 of the 2012 workplan & budget)

Project Purpose:1. Commission research to evaluate contract and billing with non-residential waste and recycling collection in the

Region so as to assess how incentives can be leveraged to increase recycling and organics recovery and identifyexisting and future opportunities for policy consistency; and

2. Identify recommendations for next steps following a final SWMCB staff analysis of the completed research

Background:See Attachment #1

Project Description:The SWMCB will procure the services of a research firm to gather relevant national and local information that enablescounties to increase recycling and organics recovery rates. SWMCB member counties will achieve increased theseincreased recycling and organics recovery rates by using the information obtained through the research project toprovide information and implement policies that support improved non-residential waste and recycling collectionpractices. Once the research is compiled, the SWMCB will determine what, if any, actions should be taken to translatethose research findings into regional or local waste management policies.

Deliverables:1. The research firm will identify national examples of public entities that are similar to the SWMCB that have

leveraged improved cost and billing information to improve waste management outcomes;2. The research firm will conduct individual interviews with organizations that comprise a representative sample of

non-residential entities (based on classification and size) from throughout the Region to identify the mostsignificant contract and invoice issues impeding improved waste management outcomes; and

3. The research firm will communicate with local and national haulers to assess how they communicate importantinformation and service options to non-residential customers and to better understand what is included in astandard non-residential service contract for waste and recycling services.

4. The research firm will make recommends about how SWMCB member counties can improve their policies and/orpractices based on the findings from the cost and billing analysis.

Measures of Success:1. The SWMCB will more fully understand non-residential contract and billing practices in the Region and how those

practices impact efforts to make progress toward the state’s solid waste management objectives; and2. SWMCB staff will be able to develop recommendations for SWMCB members regarding what actions, if any, can

be taken in 2012 or 2013 to improve billing and/or other waste information provided to non-residential wastegenerators

Schedule/Milestones:June: Evaluate the scope of the research project; seek Executive Committee approval to draft and publish RFP forresearch servicesJuly: Issue RFP and accept proposalsAugust: Review proposals and recommend preferred proposal to Executive Committee for final recommendationSeptember: Board approves Executive Committee-recommended research firm. Project starts.December: Firm completes research; SWMCB receives presentation on findings and discusses what actions, if any,should be taken in 2013 to build upon the research findings

Attachment #4

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Attachment #1:

BACKGROUND INFORMATION AVAILABLE FROM RECENT STUDIES AND INTERVIEWS WITH THOSE FAMILIAR

WITH COMMERCIAL WASTE AND RECYCLING HAULING CONTRACTS

The following summary information related to commercial waste and recycling hauling contracts was derived from the sources listed

below. While the research cited for this background description has a Ramsey and Washington County focus, the important issues

are relevant to all SWMCB members.

1. Consultants to Ramsey County on recycling, organics management, and other waste management issues, along with countystaff familiar with these issues

2. Ramsey County 2011 Business Recycling and Solid Waste Management Practices Survey (ISG, July 2011)3. Residents’ and business representatives’ views and recycling and solid waste management, A report for Saint Paul-Ramsey

County Public Health (Wilder Research, August 2011)4. Washington County Waste Master Plan Stakeholder Outreach Initiative (October, 2011)

http://www.co.washington.mn.us/_asset/dhl6bg/SHW-WMPStakeholder.pdf

For these purposes the terms “commercial generator,” “generator,” and “customer” all refer to any type of non-residential waste

generator. Based on specific information, reference is made at times to subsets of non-residential waste generators, including

businesses in general, large businesses (20+ employees), small businesses (5-19 employees), institutions in general, and public

entities. The terms “trash” and “waste” are used interchangeably, as are the terms “invoice” and “bill.”

Motivation for Recycling and Waste Management Decisions Price/cost is the driving factor for businesses, although some other factors may be considered as well. An exception is that for small businesses (5-19 employees) that are tenants in leased space and do not have control of

waste and recycling contracts, recycling may be pursued more “to do the right thing.” Two general motivations affecting recycling and waste reduction activities in the business sector are economic motivations

and resource conservation motivations. Businesses were less likely to cite economic motivations as their reason to recyclingor reduce waste. Businesses did city economic motivations when identifying barriers to action. However, resourceconservation ( i.e. being green, sustainability)appeared to be relatively strong reason for taking action or changing behavior,but primarily when the change did not violate cost sensitivity

Business leases generally are structured in a way that prevents improvements in recycling and waste reduction economicopportunities

Small businesses are isolated from the price signal of the County Environmental Charge (CEC) and economic opportunitiesto recycling and reduce waste

o Large number of businesses lease their spaceo Common property assessment clauses isolate both lessee and lesser from price signalso Lessees have limited control over structure of space to accommodate setting up recycling systemso Developing new lease structures requires substantial work with property managers

Some institutions, such as public entities and educational organizations, may balance price/cost with other factors. Many public entities do not know about requirements in State law regarding provision of recycling services and use of

disposal facilities designated in the county solid waste plan. Some property management firms have expressed interest in free technical assistance for waste and recycling contracting.

Potential Barriers to Increasing Recycling and Organics Management Related to Contracts and Invoices for

Waste Hauling and Recycling Services Most businesses had no or limited awareness of CEC

Even businesses that knew of CEC had limited knowledge recyclables are exempt

Business waste streams vary greatly depending on the type of business, but almost all types do not take full advantage of

existing recycling opportunities

Many businesses have not evaluated their own waste stream for opportunities

Most are unaware of opportunities to divert organics

Businesses need help setting up organic recycling programs

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Priorities and time

Garbage and recycling services are not a high priority for many businesses from a financial viewpoint because they do notconstitute a large percentage of the bottom line.

For many smaller businesses there is little available time to pursue additional recycling or to try to procure more cost-effective services.

Many businesses feel they are already recycling as much as they can. Many businesses do not look on a regular basis at potentially changing waste haulers, for several reasons, including that

service agreements are commonly for multiple years, service agreements often have automatic renewal clauses, andtrash/recycling is a low priority—so unless there is a “problem” with the hauler, brand loyalty prevails.

Businesses that do contract directly for trash and recycling services may only review those contracts annually or less often,if at all.

Relationship

There are varying degrees of directness of relationship and influence between the customer and both waste hauling/recycling

contract(s) and paying invoice(s). Customer contracts directly with hauler(s) and pays invoice

Customer contracts with hauler(s) but another department or corporate office pays invoice; Customer is a tenant but sees specific line item for trash/recycling on lease/rental invoice. Customer is a tenant, trash/recycling is part of monthly expense and not delineated. If there is not a direct connection between the contract and invoice, the customer may see no direct financial benefit from

potential increases in recycling/organics management or changes in waste/recycling contracts.

Regional or national corporate decision-making

Contracts dictated from afar might not reflect local issues, such is knowledge of the exemption of recycling charges fromthe State Solid Waste Management Tax and county hauler-collected service charges in Hennepin, Ramsey, and Washingtoncounties (County Environmental Charge or CEC in Ramsey and Washington counties).

However, larger businesses may use waste brokers to leverage more control over waste and recycling contracts anddecisions; these brokers may or may not be familiar with local issues such as the knowledge of the SWMT and CEC.

Lack of integration of recycling and organics management with trash collection service levels and pricing

Even when trash and recycling services are provided by the same hauling firm, increased recycling diversion may notnecessarily entail a reduction in trash service and cost. This could be due to a lack of sufficient diversion to warrant areduction in trash service, the trash service already being at the lowest level, or the lack of incentive for the hauler to offerreduced service and the generator to monitor the service closely.

Some generators hire different firms for trash service and recycling and or organics management services, and thus theremay not be an incentive for the trash hauler to assist the generator in right-sizing of trash services.

Lack of complete, transparent cost information

As discussed in more detail under Contracts and Invoices below, how services are actually being charged for may not bebroken out with sufficient detail such that a generator knows exactly what they are paying for. For example, the bill mayshow only a lump fee for the State Solid Waste Management Tax and for the CEC, without showing which items thesecharges apply to or their rates.

As a result, while a business is typically seeking a “least cost fit” for each of its cost components, which can include wasteand recycling services, the business may not have sufficiently complete cost information upon which to make decisions. Forexample, if a trash hauler receives a county hauler rebate or processing credit for using a resource recovery facility, thatrebate will not necessarily be passed on to the customer in the form of a price reduction.

Automatic renewal

For example, for a 36-month contract, which is not uncommon, there may be a provision specifying automatic renewal unless the

business/customer notifies the hauler by certified mail no more than 180 days and no less than 90 days before the end of the term.

For the many businesses that review their hauling contracts annually or less often, this could result in unintended automatic

renewals.

29

Right of first refusal/right to compete

Connected to contracts with automatic renewal provisions, should a business seek to cancel a contract during the stated period

(e.g., >/= 90 days/</= 180 days), the hauler would get the first right of refusal to match any new hauling offer obtained by the

business.

Liquidated damages

For example, a business/customer who seeks different and/or less expensive service may either have to wait to terminate the

contract or may have to pay the hauler liquidated damages in the form of lost payment for services for the remaining contract term

to buy its way out of the contract.

Lack of flexibility for appropriate right-sizing of service levels

For example, the service level in terms of container size(s) and pickup frequency may be fixed in the contract, making it more

difficult for the business to adjust its trash service levels to accommodate changes related to the business. An example would be a

business that produces food waste and seeks to divert it from the trash by beginning a food-to-livestock or source-separated

composting program.

Lack of price controls

For example, provisions that allow the hauler to increase rates at their discretion and to add additional fees, such as for fuel

surcharges, administration, late payments, overflow charges, or recycling processing.

Uncontrolled fuel surcharges

Haulers use a variety of approaches for calculating fuel surcharges, and some approaches can result in higher charges than the

incremental increase of actual fuel costs over a base amount (if even specified).

Unspecified services

For example, trash collection services that do not specifically cite by location both the size of waste receptacles (“Dumpster” or cart)

and collection frequency, and that lack definition of what is defined as an overweight receptacle and when overflow charges would

be incurred.

Exclusivity

A provision that the hauler has exclusive right to haul all waste and recycling services at that generator location, which could inhibit

the ability of a business to engage in diversion programs not offered by the hauler.

Waste disclosure information

While haulers are required to inform customers annually about where waste is disposed, those disclosures often are not specific to

the customer’s waste and may include multiple facilities. A customer may want to know if its trash is going to landfill vs. going to a

waste-to-energy/resource recovery facility. For one thing, if the latter, it may be missing out on a county hauler rebate or

processing credit.

Lack of specificity and transparency for invoices

This is both an issue for what requirements are included in the hauling contract regarding specificity for invoices, and how the actual

invoice is presented to the customer. The following are examples of items for which specificity and transparency may be lacking in

hauler bills:

Unspecified services: for example, “4-yd front-loader trash, $450/month” that does not specify how many times thereceptacle was picked up.

No distinction made between taxable trash services, such as trash service and a trash collection fuel surcharge, and non-taxable recycling and organics management services.

Lack of the rate charged for the State Solid Waste Management Tax and for any county hauler-collected service charges Lack of tonnages for compactor service.

30

Last Updated 02/23/12

Attachment #5

31


This Page Intentionally Left Blank

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------------------------------------------------------------

The remainder of this workplan and budget (pages 11-41)details by category the specific tasks and outcomes that

the SWMCB will seek to achieve during 2012

------------------------------------------------------------

I. Regional Policy and Programmatic Efforts

The SWMCB will identify and act upon opportunities to deliver consistent andcoordinated regional approaches regarding solid waste policy and programmaticinitiatives.

The Regional Policy and Programmatic Efforts section is divided into two sub-sections in order to recognize that a successful waste management systemrequires leadership at the state and/or regional level, depending upon thenature of each specific initiative.

Regional Policy and Programs 2012 Budget:$91,500

MPCA-Led, SWMCB Supported Efforts $25,000

SWMCB-Led Efforts $66,500

Regional Policy and Programs Budget Analysis

SWMCB Contractor Support (as needed) $25,000

Richardson, Richter and Associates $20,000

Hennepin County Program Support $17,400

Stoel Rives $15,000

Hazwoper Training Event $6,500

Emerge Database Management $5,000

Regional Hauler Licensing Program $2,600

33


---------- MPCA-Led, SWMCB-Supported Efforts ----------

Note: Specific SWMCB tasks that support each of the four state-led initiativeslisted below will develop as 2012 progresses.

ProcessingSupport full enforcement and utilization of the state’s existing processing andrecycling tools

IssuesAddressed

Processing - Strategies #2, 4, 5, 6, 7 & 8 in Processing section ofthe Regional Master Plan

Stakeholders SWMCB, Member Counties & MPCA

2012Outcomes

The MPCA will enforce Minn. Stat. §473.848 beginning in 2012

The SWMCB and SWMCB member counties will identify new solidwaste management opportunities at higher levels of the solid wastehierarchy due to MPCA’s full enforcement of Minn. Stat. §473.848

The MPCA will fully enforce public entities law within the Region in2012

Progressto Date

Per legislation passed during the 2012 session, the MPCA is draftingplans to enforce §473.848 that will be available to the public in latesummer to early fall. The SWMCB has been invited to participate inthat process and has identified staff that will serve as liaisons withthe Agency. Enforcement of the law is expected to begin in early2013, and the SWMCB should be prepared to defend the need forenforcement during the 2013 legislative session.

Staff from the MPCA and SWMCB have met to discuss enforcement ofpublic entities law. The Agency asks that counties assist inidentifying non-compliant entities within the Region, with the Agencyultimately tasked with then responding to that information andensuring compliance.

AdditionalComments

The SWMCB and SWMCB member counties have not yet identifiedopportunities after the start of §473.848 enforcement; this workplanoutcome should be carried into 2013 as enforcement is not expectedto begin until early next year.

34


Measurement & AccountabilitySupport and implement improved regional solid waste performance measures

IssuesAddressed

Organics Recovery, Recycling, Source Reduction and other solidwaste topics – Strategies #1, 2 & 3 in Measurement andAccountability section of the Regional Master Plan


2012Outcomes

The MPCA will create and disseminate information regardingimproved regional performance measures that will be used bySWMCB and its member counties to advance the outcomes set forthin the state’s 2010-2030 Metropolitan Solid Waste Policy Plan

The MPCA will incorporate yard waste into performance measuresfor organics recovery by the end of 2012

Progressto Date

Staff and leadership from the MPCA and SWMCB have met todiscuss improved performance measurement to monitor Regionalprogress; the MPCA has committed to advancing improvedperformance measurement as an extension of SCORE Revampefforts, and additional meetings to further advance this effort andbegin planning what (if any) legislative initiatives are required willoccur in early July.

AdditionalComments

Staff from the SWMCB continually advocate for incorporating yardwaste into organics performance measurement, but there has beenno indication to date from the MPCA that changes are beingconsidered for the near future.

Source Reduction and ReuseParticipate in state-led organizations that advance source reduction and reuse

IssuesAddressed

Source Reduction and Reuse – Strategies #2, 4, 5, 6, 7 & 8 in SourceReduction and Reuse section of the Regional Master Plan

Stakeholders SWMCB, Member Counties, MPCA & Other Waste Stakeholders

2012Outcomes

SWMCB will strengthen relationships with source reduction and reusestakeholders that will be enable additional progress toward thestate’s source reduction and reuse objectives in 2013

Progressto Date

Staff from the MPCA and SWMCB are convening a Source Reductionforum on June 25, 2012 to discuss how to make progress on theoutcome listed above.

AdditionalComments

None

35


Recycling and Non-MSW ManagementEncourage and support the development of new recycling markets

IssuesAddressed

Recycling and Non-MSW Management - Strategy #11 in Recyclingsection; Strategy #7 in Non-MSW section of the Regional MasterPlan

Stakeholders SWMCB, Member Counties, MPCA & Other Waste Stakeholders

2012Outcomes

The SWMCB will monitor the MPCA’s new market developmentefforts and identify opportunities to advance solid wastemanagement objectives within those new markets, as appropriate

Progressto Date

Staff from the MPCA and SWMCB are convening a MarketDevelopment forum on July 12 or 24, 2012 (date not finalized whenthis progress report was created) to discuss how to make progresson the outcome listed above.

AdditionalComments

None

36


-------------------- SWMCB-Led Efforts --------------------

RegulatoryCoordinate the Regional Hauler Licensing Program and identify opportunities forfuture program development

IssuesAddressed

Regulations – Strategy #2 in Regulation section of the RegionalMaster Plan

Stakeholders SWMCB, Member Counties, MPCA, Waste Haulers & Waste Facilities

Tasks

Explore the expansion of including non-MSW, recycling and organicscollection services and facilities in the Regional Hauler LicensingProgram in 2013 or 2014, which may include:

Leading a discussion among SWMCB member counties andthe MPCA to outline regional licensing provisions;

Coordinating SWMCB member county conversations with non-MSW, recycling and organics industry haulers to garnerfeedback on potential proposals;

Developing licensing provisions for recommendationto SWMCB member counties;

Taking public testimony on proposed licensing; and Amending the SWMCB JPA to include new regional license

provisions, as necessary

Issue base and operating licenses for the Regional Hauler LicensingProgram and procure the necessary decals for licensed trucks. Trackdata on number of licensed haulers and trucks in the region

2012Outcomes

SWMCB staff will develop recommendations for SWMCB membersregarding the inclusion of non-MSW, recycling and organicscollection services in the Regional Hauler Licensing Program in 2013

Operating and base hauler licenses issued

Progressto Date

The Regional Hauler Licensing Program, an original activity under theJoint Powers Agreement, continues to operate as described in thetasks and outcomes boxes above.

AdditionalComments

Developments on the performance measurement initiatives(discussed under the “MPCA-Led, SWMCB-Supported Initiatives”have implications for the progress of this effort, so no action has yetbeen taken to explore Regional Hauler Licensing Expansion. It isexpected that initial exploratory efforts will begin in late summer2012.

37


Manage the VSQG database, a regional tool that enhances member counties'ability to track manifests of very small quantity generators

IssuesAddressed

Regulations – Strategy #1 in Regulation section of the RegionalMaster Plan

Stakeholders SWMCB, Member Counties, MPCA & Hazardous Waste Generators

Tasks

Enter hazardous waste manifest information into the VSQG database

Maintain VSQG database system and generate reports, as needed

Monitor changes to the Uniform Manifest Rules to determine itsimpact on VSQGs and any changes in responsibilities or requirementsfor the tracking of VSQG manifests

2012Outcomes

SWMCB will update and continually improve the VSQG database

Progressto Date

The Very Small Quantity Generator Program, a traditional SWMCBactivity, continues to operate as described in the tasks and outcomesboxes above.

AdditionalComments

None

Coordinate hazardous waste operator (Hazwoper) training sessions forhazardous waste regulatory staff

IssuesAddressed

Regional Regulatory Coordination


TasksPlan and host a 2012 Hazwoper training session for staff of SWMCBmember counties

2012Outcomes

Hazardous waste regulatory staff in SWMCB member counties will betrained

Progressto Date

The Hazwoper training program, a traditional SWMCB activity,continues to operate as described in the tasks and outcomes boxesabove.

AdditionalComments

None

38


Source Reduction and ReuseParticipate in multi-stakeholder efforts to increase source reduction and reuse inthe Region

IssuesAddressed

Source Reduction and Reuse – Strategies #1 & 2 in SourceReduction and Reuse section of the Regional Master Plan

Stakeholders SWMCB, Member Counties & Other Waste Stakeholders

TasksExplore opportunities to support and participate in productstewardship organizations such as the Minnesota ProductStewardship Council

2012Outcomes

SWMCB will be recognized as a key participant in advancing productstewardship initiatives in Minnesota

SWMCB will strengthen relationships with source reductionstakeholders that will then be needed to make additional progresstoward the state’s source reduction and reuse objectives in 2013

Progressto Date

The Minnesota Product Stewardship Council presented to staff fromthe SWMCB and MPCA in May 2012 and will return with a moresubstantive request for involvement during the fall.

Staff from the MPCA and SWMCB have been in frequentcommunication to plan for 2013 product stewardship legislativeinitiatives.

Staff from the MPCA and SWMCB successfully coordinated aresponse to incorrect pharmaceutical information disseminatedthroughout the state by SMARxT.

Pharmaceutical product stewardship was a topic of focus during theMay SWMCB meeting, and the Board passed a resolution of supportfor the Great Lakes Vision for pharmaceutical management.

AdditionalComments

State-Region product stewardship legislative initiatives will likely bea focus of future 2012 SWMCB meetings; this workplan outcomeshould be carried into 2013 as any product stewardship proposalswill require legislative action next year.

39


Measurement & AccountabilityReview county-specific solid waste strategies and progress from county MasterPlans

IssuesAddressed

All Regional Master Plan Waste Topics

Stakeholders SWMCB & Member Counties

Tasks

In accordance with the SWMCB Joint Powers Agreement, annuallymonitor the progress of SWMCB member counties and their plans forfuture solid waste management efforts

Create an annual summary of key regional performance measures

2012Outcomes

The SWMCB will create a chart of key 2011 performance that will beused to inform SWMCB planning for the second half of 2012 and2013

All SWMCB member counties will present their solid wastemanagement progress during 2012 and initial plans for 2013

Progressto Date

The SWMCB is currently preparing a summary report on behalf of allSWMCB member counties that will be sent to the MPCA by the end ofJune 2012.

SWMCB member counties continually provide updates about localprogress at SWMCB Policy Staff meetings and have already begundiscussing preliminary plans for 2013.

AdditionalComments

None

40


Regional Consistency and CoordinationCreate county-led SWMCB subcommittees to evaluate opportunities andemerging issues for regional consistency and coordination. Examples ofpotential issue areas include recycling, organics recovery, toxicity reduction andnon-MSW management.

IssuesAddressed



Tasks

Identify solid waste management issues requiring subcommitteeefforts during 2012

Convene SWMCB subcommittees to enhance regional consistencyand/or coordination by sharing current county best practices anddiscussing opportunities for the future

2012Outcomes

SWMCB subcommittees will provide information andrecommendations that support SWMCB workplan efforts and theefforts of SWMCB member counties during 2012

Staff from SWMCB member counties will organize and lead theSWMCB subcommittees and ensure that subcommittee efforts arealigned with all other ongoing SWMCB policy, programmatic,communications and legislative activities

Progressto Date

The SWMCB has convened (or already has specific plans in place toconvene) subcommittees in the following areas during 2012:

- Cost & Billing- Source Reduction- Market Development- E-Waste- Processing Enforcement

AdditionalComments

Additional subcommittee efforts may be required as 2012progresses.

Coordinating communication among SWMCB subcommittees andother SWMCB entities (i.e. Policy Team, Executive Committee,Board) has worked well, but it has been challenging to identify astaff lead on many of the subcommittees that have been convened(an issue which, if left unaddressed, could result in coordinationchallenges)

41


II. Communications and Outreach

The SWMCB will advance partnerships and awareness of solid wastemanagement initiatives through regionally coordinated communications andoutreach efforts.

Communications and Outreach 2012 Budget:

Communications and Outreach Budget Analysis

Community POWER Regional Program Grant Recipients $93,750


Risdall Marketing Group $69,000

Gorton’s Studios $36,000

LG Consulting $31,250

Type Communications $26,200

SWMCB General Overhead Expenses $16,750

Community POWER Technology Upgrades $8,500 (New Addition)

Community POWER County Special Projects $118,617

Community POWER County Special Projects Budget Analysis

Community POWER Special Projects Grant Recipients $88,962

LG Consulting $29,655

$372,819

42


Maintain Website Information and ResourcesContinue using RethinkRecycling.com as a primary communications tool for theSWMCB and all regionally coordinated waste management activities. Continueusing SWMCB.org to provide information about the SWMCB activities andprovide toolkit resources to our partners.

IssuesAddressed

Communications – Strategies #2, 3, 4, 6 & 7 in Communicationssection of the Regional Master Plan

StakeholdersSWMCB, Member Counties, Residential & Non-Residential WasteGenerators

Tasks

Maintain RethinkRecycling.com web pages, updating the residentialsection and creating an Education and Resources section

Send consumer Green Tips electronic newsletters to residentialsubscribers throughout the Region

Maintain the SWMCB.org website

Track usage of websites

Manage website domain registrations and website hosting services

2012Outcomes

RethinkRecycling.com and swmcb.org will contain up-to-date wasteinformation

The SWMCB will advance its policy and programmatic initiatives byusing its websites to disseminate information to waste stakeholders

SWMCB will increase the average number of site visits toRethinkRecycling.com as compared to 2011

Progressto Date

RethinkRecycling.com has been updated with new residentialrecycling and county medicine collection program information. A fullreview and update of RethinkRecycling.com/residents is in progressand is scheduled to be complete this fall. The new Education andResources section has been created and additional content will beadded by August.

Swmcb.org has been updated to include a news feed feature thatpromotes the most recent policy and programmatic information.

Two issues of the Green Tips e-newsletters have been sent to date.

Traffic to RethinkRecycling.com from January 1 – June 1 hasincreased approx. 25% over the same time period last year.

AdditionalComments

None

43


Develop and Disseminate Consistent Regional MessagesCreate communications materials and planning tools that encourage andadvance regional consistency

IssuesAddressed

Communications – Strategies #1, 2, 3, 4 & 7 in Communicationssection of the Regional Master Plan

StakeholdersSWMCB, Member Counties, MPCA, Other Public Entities in the Region,Residential and Non-Residential Waste Generators

Tasks

Develop a communications planning matrix for 2012 that supportsthe SWMCB’s high-priority policy initiatives

Develop materials to promote the business-focused ResourcefulWaste Management Guide

Update the residential recycling toolkit to address the addition of newmaterials to many curbside recycling programs throughout theRegion

Develop multicultural materials for existing toolkit resources thatexpand the reach of SWMCB communications

Explore the use of videos for promotions and create a repository forvideos and other SWMCB member county-developed waste resourcesthat could be used by other entities within the Region

Use public relations, advertising, and social media to disseminatemessages to waste generators

2012Outcomes

The SWMCB’s communications and policy staff will cooperativelydevelop a 2012 communications matrix

The SWMCB will develop and execute a monthly communications planbased on its planning matrix

The SWMCB will create, update and disseminate communicationsmaterials that encourage regional consistency

The SWMCB will increase from 2011 its total number of impressionsdue to its communications efforts in 2012

Progressto Date

A 2012 communications matrix has been developed and is currentlybeing executed.

The residential recycling toolkit update is complete. Outreach toregional solid waste partners on the importance of regionalconsistency and updated resources available will be conducted in thecoming weeks.

Development of an advertising and public relations campaign topromote the Resourceful Waste Management Guide is in progress andwill be conducted this fall.

Creation of a multicultural resource and video repository is inprogress and will be complete by August.

44


Social media outreach has been conducted weekly this year. As ofJune 8, Rethink Recycling had 3,600+ “likes” on Facebook and 351followers on Twitter.

AdditionalComments

Total impressions information will not be available until year-end asSWMCB advertising and public relations efforts are focused onbusiness promotions and will take place this fall. Increasing totalimpressions may be challenging given the reduced budget foradvertising and public relations in 2012.

The Communications Team will continue to stay in communicationswith Policy Staff regarding policy priorities and implementation of thecommunications matrix.

Advance Regional PartnershipsCreate resources that advance collaborative relationships for SWMCB membercounties and other entities within the Region that have a role in regulatingand/or managing waste

IssuesAddressed

Communications – Strategies #1, 3, 4 & 7 in Communicationssection of the Regional Master Plan

StakeholdersSWMCB, Member Counties, MPCA, Other Public Entities in theRegion & Non-Residential Waste Generators

Tasks

Continue the creation and dissemination of a SWMCB e-newsletterfor regional, public entity partners

Work with partners to evaluate existing GreenGatherings resourcesand identify additional tools needed for advancing waste reductionand recycling at events in the Region

Host a SWMCB-sponsored workshop for regional public entities toaddress the communications elements of a priority wastemanagement issue within the Region

Participate in ongoing dialogues with public and private wastestakeholders to ensure that communications efforts are effectivelytargeted at appropriate audiences

2012Outcomes

The SWMCB will send out a newsletter to regional, public entitypartners

The SWMCB will develop a list of recommendations for updating anddeveloping GreenGatherings resources for advancing recycling andwaste reduction at events throughout the Region

The SWMCB will host one workshop and dialogues with regionalpartners on an as needed basis during 2012

Progressto Date

Two editions of the SWMCB regional solid waste partner e-newsletter have been distributed to date. Additional editions will be

45


sent on an as needed basis throughout the year.

The GreenGatherings evaluation is in the planning stage and isscheduled to begin the coming weeks. A list of recommendationswill be complete by this fall.

A workshop for regional partners is planned for this fall. Thetentative focus will be communications with businesses and thelaunch of the SWMCB business promotional campaign.

AdditionalComments

Informal dialogues with regional solid waste stakeholders haveoccurred through various communications efforts (e.g. terminologyprocess, ongoing county-city coordination). Additional needs to bedetermined.

Award Grants to Entities Promoting SWMCB InitiativesAdvertise and award Regional Community POWER grants to non-profitorganizations and K-12 schools that advance recycling, source reduction andtoxicity reduction in the region.

IssuesAddressed

Communications – Strategy #5 in Communications section of theRegional Master Plan

StakeholdersSWMCB, Member Counties, Non-Profit Community Organizations, K-12 Schools & Residents

Tasks

Provide direct project assistance to Community POWER Round 12grantees, including meetings and individual conferences with thegrantees, as needed

Provide current and past Community POWER grantees with existingSWMCB communication campaign materials

Provide Round 12 Community POWER funding to non-profitorganizations and schools for projects that further SWMCB objectives

Build upon the 2011 development of the Community POWER toolkitby broadly disseminating the toolkit to interested community groupsduring 2012

2012Outcomes

SWMCB staff will meet regularly to oversee grant round 12, developthe toolkit, and provide overall program oversight

The SWMCB will allocate Round 12 regional Community POWERgrants to applicants in 2012

The SWMCB will enhance its performance measures associated withCommunity POWER grants so as to more clearly delineate programsuccesses and opportunities for future program improvement

Progressto Date

The SWMCB is currently reviewing Round 12 Community PowerApplications; application numbers increased from 2011, likely inrelation to the new online Community POWER application process.

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AdditionalComments

The Community POWER team first focused its efforts on improvingthe application process (moving from a two-stage, paper-basedprocess to a one-step, online application). Improved programevaluation will be a focus during the remainder of 2012, but noinitiatives have been started at this time.

Per grant round timelines, Round 12 of the Community POWERprogram is not scheduled to be completed until the middle of 2013.

County Special Projects Initiative – Community POWER:Create Community POWER county priority grants that advance regional solidwaste management objectives by targeting specific solid waste priorities withinSWMCB member counties

IssuesAddressed

Communications – Strategy #5 in Communications section of theRegional Master Plan

StakeholdersSWMCB, Member Counties & Targeted Waste Stakeholders withinSWMCB Member Counties

Tasks

Develop and implement a grant program that is targeted atindividual county solid waste priorities and advances regional solidwaste management objectives

Manage trademark issues, as necessary

2012Outcomes

SWMCB will make progress toward the Region’s solid wastemanagement objectives through the execution of county-specificgrants

Progressto Date

Ramsey, Dakota and Washington County utilized Special Projectsfunding to target specific initiatives of interest within their particularjurisdiction; commercial recycling (Ramsey) and funding additionalmini-grants (Dakota and Washington) were the focuses of the Round12 Community POWER Special Project funds.

AdditionalComments

Per grant round timelines, Round 12 of the Community POWERprogram is not scheduled to be completed until the middle of 2013.

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III. Legislative Advocacy and Intergovernmental Relations .

The SWMCB will work with the governor, Legislature and state agencies toadvance waste management outcomes for the Region.

Legislative Advocacy & Intergovernmental Relations2012 Budget:

$55,000

Legislative Advocacy & Intergovernmental Relations Budget Analysis

Vanasek Consulting with Capitol Hill Associates $30,000


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Develop and Advance SWMCB Legislative InitiativesCreate opportunities for SWMCB members, Legislators, staff and SWMCBindustry partners to collaborate on solid waste policy initiatives and raiseawareness about improved solid waste management practices

IssuesAddressed


StakeholdersSWMCB, Member Counties, Governor, Legislature, MPCA & OtherWaste Stakeholders

Tasks

Address 2012 legislative issues and develop 2012 legislative platform

Provide testimony on legislative initiatives and provide technicalinformation in support of the SWMCB legislative platform

Introduce and/or support legislation that advances the SWMCBlegislative platform

2012Outcomes

The SWMCB will approve a 2012 legislative platform

The SWMCB will receive regular legislative updates from its lobbyist

SWMCB members will be briefed throughout the legislative session sothat they are prepared to discuss current waste issues and SWMCBpolicy priorities with other local government officials, Legislators, theAdministration and the MPCA

The SWMCB will testify during legislative hearings and/or participatein conversations with the Administration regarding waste issues thatimpact the Region, when appropriate

Progressto Date

The SWMCB approved of a legislative platform successfully thatnavigated the organization through a challenging year at the Capitol.

SWMCB lobbyists provided (and continue to provide) updates toSWMCB staff and members at all Policy Staff and Board meetings,with regular communication with SWMCB staff between meetings.

Every member of the SWMCB Executive Committee testified duringthe 2012 legislative session.

AdditionalComments

It is expected that 2013 will be an active year for the SWMCB at theCapitol with the following waste management issues likely to receiveattention:

- Inverse Condemnation/Organized Collection- Enforcement of §473.848- Product Stewardship Expansion- Performance Measurement Improvements

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Engage in Administrative Policy and RulemakingIdentify and address administrative policy and rulemaking initiatives that impactregional solid waste management.

IssuesAddressed


Stakeholders SWMCB, Member Counties Governor & MPCA

Tasks

Address emerging intergovernmental policy initiatives and advanceSWMCB policy positions

Comment on MPCA rulemaking processes impacting SWMCB membercounties

Meet with MPCA leadership to address ongoing policy and fundingissues and identify opportunities for future State-Region collaboration

2012Outcomes

The SWMCB will monitor legislative and MPCA initiatives and provideinput on issues that impact the Region

The SWMCB will comment on MPCA rulemaking processes that impactthe Region

SWMCB leadership will meet with MPCA leadership on a semi-annualbasis to discuss current and future waste issues that impact theRegion

Progressto Date

The SWMCB has instituted regular meetings at both the leadershipand staff levels with the MPCA to coordinate activities and plan forfuture efforts on priority issues. SWMCB leadership and staffleadership are now meeting on a semi annual and regular basis,respectively to plan for the future and discuss current progress.

Staff from SWMCB member counties have been involved in statecompost rulemaking and shared all updates with all SWMCBmembers.

The MPCA publicly announced that the current funding agreementbetween the MPCA and counties (through which funds are availableto fund the SWMCB) has been extended until 2015.

AdditionalComments

None

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Data Collection, Research and Planning for the FutureThe SWMCB will undertake research, data gathering, and planning efforts toensure that current and future efforts are as effective as possible.

Data Collection, Research and Planning for the Future2012 Budget:

$176,000

Data Collection, Research and Planning for the Future Budget Analysis

SWMCB High Priority Research $60,000


Cost and Finance Research Firm (to be selected in 2012) $50,000

Emerge Database Management $11,000

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Cost and FinanceEvaluate contract and billing practices in the Region

IssuesAddressed

Cost and Finance - Strategy #3 in “Cost and Finance” section of theRegional Master Plan

Stakeholders SWMCB, Member Counties, Waste Haulers & Recycling Haulers

Tasks

Commission research to evaluate contract and billing with non-residential waste and recycling collection in the Region so as toassess how incentives can be leveraged to increase recycling andorganics recovery

Identify recommendations for next steps following a final SWMCBstaff analysis of the completed research

2012Outcomes

The SWMCB will more fully understand current contract and billingpractices in the Region and how those practices impact efforts tomake progress toward the state’s solid waste managementobjectives

SWMCB staff will develop recommendations for SWMCB membersregarding what, if any, actions can be taken in 2012 or 2013 toimprove billing and/or other waste information provided to non-residential waste generators in the Region

Progressto Date

A SWMCB subcommittee initially scoped the cost and billing researchinitiative on June 1, 2012 with future review and approval scheduledfor Policy Staff (June 13) and the Executive Committee (June 14).The results of this research will enable the SWMCB to fulfill bothoutcomes listed above.

AdditionalComments

The final recommendations stage of this workplan initiative will likelyneed to be carried into 2013 to ensure that the research can becompleted and properly evaluated prior to making finalrecommendations about possible next steps to the SWMCB.

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Research for SWMCB High Priority IssuesCommission research that informs and supports SWMCB efforts to improve solidwaste management in the Region

IssuesAddressed



TasksThe SWMCB will develop and release RFPs for research related toinitiatives listed in the 2012 workplan, as necessary

2012Outcomes

Commissioned research will provide best practices findings and/orpolicy recommendations to SWMCB that furthers 2012 workplaninitiatives

Future workplans will include information and suggested strategiesderived from research commissioned by the SWMCB in 2012

Progressto Date

Other than the aforementioned cost and billing research initiative,no research needs have been identified for 2012.

AdditionalComments

SWMCB staff will continue to monitor opportunities where researchwould enhance decision-making and improve solid wastemanagement in the Region.

Collect Regional Solid Waste DataCollect and analyze regional data through the use of an electronic database

IssuesAddressed



TasksManage the ReTRAC system including: a) guiding the use ofsoftware, b) ensuring consistency of data, and c) running reports onrecycling, HHW, and environmental benefits

2012Outcomes

County staff will continue using ReTRAC as an electronic databasefor collection and analysis of regional solid waste data

Progressto Date

Management of the ReTRAC system, a traditional SWMCB activity,continues to operate as described in the tasks and outcomes boxesabove.

AdditionalComments

ReTRAC modifications may be required in 2013 once there is moreunderstanding regarding the ongoing MPCA-led performancemeasurement improvement efforts (referenced in Section I above).

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SWMCB Workplan DevelopmentUsing information from 2012 and the general strategies included in the RegionalMaster Plan as guides, develop a 2013 SWMCB workplan that targets regionalefforts at the highest priority solid waste management issues

IssuesAddressed

All Regional Master Plan Waste Topics & Community POWER


Tasks

Convene SWMCB members and staff groups to generate ideas forcontinued and future SWMCB activities for the workplan

Identify solid waste issue areas of highest priority and developoutcomes for all 2013 workplan tasks

Provide program evaluation support to the Community POWERProgram to improve evaluation measures and research bestpractices.

Develop the 2013 work plan and budget

Prepare budget documents supporting the workplan

Prepare grant application materials related to future fundingopportunities

Prepare 2012 budget and work plan amendments, as necessary

2012Outcomes

SWMCB members will approve a 2013 workplan that is consistentwith the priorities and regional strategies contained within theRegional Master Plan and builds upon initiatives listed in the 2012workplan

SWMCB will receive recommendations for how to improve theevaluation and overall program delivery of Community POWER forround 13

Progressto Date

Policy Staff and the Executive Committee will comprehensivelyreview workplan progress to date on June 13 and 14, respectively.

Preliminary 2013 workplan tasks and outcomes will be discussed atthe August Policy Staff and Executive Committee meetings, withfinal workplan and budget reviews by those groups scheduled forOctober. The SWMCB will then be asked to review the workplan andbudget (October) and approve the document (November).

AdditionalComments

After adding an online application process for Community POWERRound 12, the Community POWER team wishes to focus onimproving program measurement tools during 2013.

SWMCB staff will enhance its monitoring of potential grant fundingduring the second half of 2012 as it is a task that has receivedminimal attention to date.

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Procurement of Future SWMCB ServicesDevelop and implement procurement processes for all major SWMCB contracts

IssuesAddressed

Overall Organizational Structure and Maintenance


Tasks

Develop, advertise and execute five-year contracts for:- Overall SWMCB administration- Advertising, public relations and graphic design- Communications campaign implementation assistance- Web development- Database management services (VSQG and ReTRAC)

Execute one-year, 2012 contract extensions for the followingfunctions:

- Overall SWMCB administration- Advertising, public relations and graphic design- Community POWER administration- Communications campaign implementation assistance- Web development- Database management for VSQG and ReTRAC- Legal services

Execute a one-year lobbying services contract and recommend ifthe SWMCB option to extend the contract should be exercised

2012Outcomes

The SWMCB will secure five-year contracts for necessaryprofessional services that begin in 2013

The SWMCB will execute one-year contract extensions to deliverSWMCB services in 2012

The SWMCB will evaluate the one-year lobbying services contractat the end of 2012 and determine a course of action for 2013

Progressto Date

One-year contracts for 2012 SWMCB services were executed withthe firms listed above.

SWMCB staff has developed a procurement timeline to completeall procurement activities by the end of October, thus providingthe SWMCB with long-term options on all vendors listed above.The full plan and draft RFQ’s will be presented to the SWMCBExecutive Committee on June 14, 2012 as the first step in theprocurement process.

SWMCB staff will provide a final evaluation of the one-yearSWMCB lobbying services contract with the Executive Committeeon June 14, 2012.

AdditionalComments

None

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General Administration

The SWMCB will meet regularly and procure the administrative contractsnecessary to achieve the regional outcomes articulated in the annual workplanand the 2011-2030 Regional Solid Waste Master Plan.

General Administration 2012 Budget:

Data Collection, Research and Planning for the Future Budget Analysis


Administrative Overhead Expenses $15,000 (New Addition)

$190,000

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Financial Management and Contract ImplementationManage overall financial and contractor management issues for the SWMCB.

IssuesAddressed

Overall Organizational Administration

Stakeholders SWMCB

Tasks

Manage SWMCB's accounting system (i.e. review invoices, forwardinvoices for approval and processing, coordinate receipt ofpayments, and prepare purchase orders)

Manage all SWMCB contractor invoices

Manage financial reporting requirements and prepare financialreports to the SWMCB

Prepare technical and other budget amendments, as needed

Review and update the SWMCB’s Financial Management Procedures

Provide overall financial management and reporting services for theSWMCB, and coordinate with Dakota County, the SWMCB financialagent, to retain and disburse all funds on behalf of the SWMCB

Research and evaluate additional funding sources and grantopportunities, as appropriate

Develop a 2013 budget to compliment the 2013 workplan

2012Outcomes

The SWMCB will actively manage all invoices and other financialissues related to the operation of the organization

The SWMCB will manage the budget and any related budgetamendments to ensure that the 2012 workplan is implemented ascompletely as possible

The SWMCB will review and update its Financial ManagementProcedures

The SWMCB will produce publically available budget documents totransparently depict regional waste policy, communications andresearch efforts

Progressto Date

All financial invoices and issues have been managed in the mannerthat is consistent with SWMCB policies.

The SWMCB workplan, as evidenced by this review, is beingimplemented within budget and timeline with few exceptions (whichwere highlighted so as to draw additional attention).

All 2012 budget documents are publically available at swmcb.org

AdditionalComments

SWMCB staff have not developed a timeline or plan for review of theorganization’s financial management procedures, but will now do soto ensure the outcome is met during 2012.

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Board & Committee General AdministrationHold Board and Committee meetings to develop policy and perform the functionsof the SWMCB; communicate SWMCB activities to members, staff, andinterested parties; update and manage www.swmcb.org.

IssuesAddressed

Overall Organizational Administration

Stakeholders SWMCB

Tasks

Hold monthly Board meetings

Hold five Executive Committee meetings

Hold monthly policy and communications SWMCB staff meetings

Use SWMCB.org to communicate SWMCB agendas, reports, andother printed materials to SWMCB staff and project partners.

Purchase supplies and website domain registrations; manageprinting, postage, and meeting expenses

Manage the SWMCB FTP site for document posting

Provide timely responses to waste stakeholders with questions forthe SWMCB or refer questions to member counties, as appropriate

2012Outcomes

The SWMCB will meet on a monthly basis throughout the year

The Executive Committee will meet five times throughout the year

SWMCB policy and communications staff will meet on a monthlybasis throughout the year

The SWMCB will regularly provide policy, financial and planninginformation to the public through SWMCB communications tools

The SWMCB will enhance relationships with waste stakeholdersthrough timely responses to inquiries

Progressto Date

The SWMCB, Executive Committee, Policy Staff team andCommunications Team have been regularly meeting and willcontinue to regularly meet during 2012.

The SWMCB website has been updated so that all information andavailable tools are as accessible and understandable as possible.

All stakeholder inquiries have been responded to in a timely manner.

AdditionalComments

None

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To: Board MembersFrom: Executive CommitteeDate: July 19, 2012RE: Information about the Proposed September SWMCB Meeting and Tour

Action Requested: Approve a date and time change for the September 26, 2012SWMCB meeting.

About the ArboretumThe Minnesota Landscape Arboretum is a University of Minnesota foundation dedicated toproviding a community and national resource for horticultural and environmentalinformation, research and public education and to maintaining displays, collections,model landscapes, and conservation areas. The University of Minnesota LandscapeArboretum is part of the Department of Horticultural Science within the College of Food,Agricultural and Natural Resource Sciences at the University of Minnesota.

This year’s summer exhibit at the Arboretum is called “Dirt-O-Rama”, a special exhibitfocused on soil. The exhibition also showcases Carver County and SpecializedEnvironmental Technologies’ Demonstration Organics Compost Site, where yard andkitchen organics are turned into rich humus.

To foster further collaboration with the University, Carver County, in conjunction with theFoundation, invites the Solid Waste Management Coordinating Board to host itsSeptember meeting at the Arboretum and tour the various exhibits for Dirt-O-Ramaincluding Art of the Earth, Real Dirt Lab, Compost Corner: Gardener’s Gold, Biochar forGardens, and the Demonstration Compost Site

Meeting and TourFollowing the SWMCB’s regular business meeting that would start at 9:30 AM, theArboretum will provide a short overview of “Dirt-O-Rama: Intriguing Tales of theUnderground” and will offer tours including Art of the Earth: five winning design teams’art focused on the mysteries of the earth beneath our feet. The Carver County and SETDemonstration Organics Composting Facility will also be highlighted during the tour.

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solid waste management coordinating board meeting · pdf filejennifer volkman, mpca doug...

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