Solid Waste Rate Study

Gunnison County Solid Waste Department
Consulting Services for a Solid Waste Rate Study
5/27/2026

1. STUDY OBJECTIVES
Gunnison County is initiating a comprehensive Landfill Rate Study to ensure that the County's solid
waste system remains financially sustainable, operationally resilient, and aligned with long-term
environmental and community goals. As Landfill operations become increasingly complex, it is
essential that the County base its fees on a clear understanding of true operating and lifecycle costs.
This study will provide that foundation.
The primary objective of the study is to develop a full cost-of-service analysis that identifies the
actual resources required to operate, maintain, and plan for the future of the Landfill. This includes
current operating costs, capital projects, equipment replacement needs, and state-mandated closure
and post-closure obligations. Understanding these costs will allow the County to determine the
revenue required to maintain safe, compliant, and reliable service over both the short and long-term.
A second objective is to design a fair and equitable rate structure that allocates costs appropriately
across user groups. By analyzing customer types, waste streams, and tonnage patterns, the study will
help the County establish rates that reflect cost-causation and are transparent and defensible. This
ensures that no customer class is subsidizing another and that rates remain consistent with industry
standards and best practices.
The study also aims to provide rate alternatives and policy options for consideration by the Board
of County Commissioners. These options may include adjustments to tipping fees, surcharges,
minimum-load fees, or incentives that support waste reduction and diversion goals. Each alternative
will be accompanied by financial impacts, operational considerations, and customer impacts to
support informed decision-making.
Additionally, the study will develop a long-range financial outlook to help the County plan for major
capital improvements, equipment needs, and the ultimate closure and post-closure care of Landfill
cells. This forward-looking modeling will aid in building stable reserves, smoothing future rate
adjustments, and mitigating financial risks.
Finally, the study will support public transparency and communication. The resulting
documentation, models, and presentations will help explain how rates are determined, why changes
may be necessary, and how the County is managing its solid waste system responsibly and
sustainably.
2. BACKGROUND
Gunnison County's Solid Waste Department has steadily evolved over the past several decades to
meet the community's growing waste management needs and regulatory requirements. The County's
Landfill operations were formally established in the mid-1980s with the creation of the Six Mile Lane
Landfill east of the City of Gunnison. This facility has served as the primary disposal site for
municipal solid waste generated within the County and has been developed in phases to ensure

long term capacity and environmental compliance.
In the early 1990s, the County expanded its solid waste services with the addition of a Recycle Center
adjacent to the airport. This investment reflected an increasing emphasis on waste diversion, resource
recovery, and extending the Landfill's operational lifespan. Over time, the recycling program has
grown to accept a wider range of materials and continues to play a key role in the County's broader
waste reduction strategy. The new Recycle Center is located near the Public Works Facility south of
town. Select recycling also occurs at the Landfill.

Today, the Solid Waste Department manages Landfill operations, recycling activities, special waste
handling, and scale house transactions. The department operates under a fee supported enterprise
model, guided by State and Federal regulations governing Landfill design, operations, closure, and
post closure care. As the region continues to grow and regulatory expectations evolve, the County
has increasingly emphasized long term planning, financial sustainability, and responsible stewardship
of Landfill assets.

This Rate Study will build on this operational history by assessing current and projected costs,
supporting responsible financial planning, and ensuring that the County's solid waste system remains
sustainable and resilient for decades to come.
3. SUBMITTAL GUIDELINES
Firms interested in submitting Proposals for Rate Study Consulting Services shall submit the following
on or before the Submittal Deadline in a sealed envelope marked "Solid Waste Rate Study
Proposal" or one (1) electronic version in PDF format.
Proposals may be submitted by email or delivered in person to the Department by 4:00 pm on
Wednesday, July 1, 2026, and addressed to:
Gunnison County Solid Waste Department
195 Basin Park Drive
Gunnison, Colorado 81230
Questions generated by respondents and subsequent answers by the owner will be answered and
posted on the County website at: https://www.gunnisoncounty.org/Bids.aspx . The County will
answer questions from potential respondents only in writing, no verbal responses shall be considered
binding. All such questions and the County's answers will be provided by numbered addendum, by
email and by public publishing. Please email questions to: Martin Schmidt, Assistant County Manager
for Public Works, at: mschmidt@gunnisoncounty.org please allow 2-3 workdays for responses. No
answers will be provided after June 29, 2026.
A question-and-answer meeting will be hosted on Microsoft Teams on June 18, 2026 at 10 a.m.
Please contact Martin Schmidt for the meeting details and login information. All proposals must be
submitted to: Martin Schmidt, Assistant County Manager for Public Works,

mschmidt@gunnisoncounty.org Proposals must be received no later than 4:00 p.m. Wednesday, July
1, 2026.
The Department reserves the right to waive non-substantial irregularities in any proposal, to reject
any or all responses received as a result of this solicitation, to request additional information for the
purposes of clarification, to extend the submission due date for; to modify, amend, reissue or rewrite
this document; and to procure any or all services by other means. The Department may modify,
clarify, or interpret the RFP by sending an addendum to each firm that originally received or
requested an RFP. Any such addendum shall become part of the RFP and of any contract awarded.
The Proposer may not make modifications to a proposal already submitted to the Department but
may submit a written request to withdraw. It is the responsibility of the Proposer to ensure that
modified proposals are resubmitted in accordance with the RFP submittal deadline.
The Department will not be liable for any costs incurred by the consulting firms' incidental to
the preparation of proposals or for developing and carrying out interview presentations, if needed.
Submission of a proposal indicates acceptance by the firm of the conditions contained in this Request
for Proposals (RFP) unless clearly and specifically noted in the proposal submitted and confirmed in
the contract between the Department and the firm selected.
County Contacts: Martin Schmidt or Jordan Brink
mschmidt@gunnisoncounty.org or jbrink@gunnisoncounty.org
970-641-0044 or 970-641-8565
4. SCOPE OF SERVICES
The Study will require the selected consultant (Consultant) to perform all necessary analyses and
documentation to perform the study of the Department's rates, fees, fund transfers and recommend a
ten-year (10 year) rate schedule. In general, the scope of work shall involve a comprehensive review
of the Department's enterprise funds' historical and projected revenues, usage, expenses, reserve
policies, rates and charges, current budgets, Capital Improvement Plans, future growth potential, and
any other information deemed pertinent.
Specifically, the Scope of Work will include, but shall not be limited to the following:
4.1. STUDY OBJECTIVES
The studies are to be performed in conformance with the following policy directions:
a) Establish Cost-of-Service (COS): Determine the full, defensible revenue requirement (rate
structures) to operate the County Landfill sustainably, inclusive of operations, maintenance,

capital, closure/post-closure, debt service, and reserve targets ensuring long-term financial
stability and health of their solid waste enterprise funds.
b) Design Equitable Rates: Recommend tipping fee schedules and surcharges that recover
costs fairly across customer classes (MSW, C&D, special wastes, self-haul, commercial haulers,
municipalities).
c) Promote Policy Alignment: Ensure rates align with County objectives (e.g., waste diversion,
recycling, compost, waste-reduction incentives, regional service role).
d) Enhance Transparency: Provide clear documentation and public-facing materials explaining
methodology, assumptions, and impacts.
e) Support Implementation: Offer a phased rollout plan and tools to update rates annually or
as conditions change.
4.2. STUDY REQUIREMENTS
Scope of Services (Tasks & Deliverables)
Phase 1 - Kickoff, Work Plan & Data Request
Tasks:
* Conduct kickoff meeting (project goals, key decisions, timeline);
* Confirm facilities included (Landfill, transfer station(s), recycling/compost, HHW,
scale house);
* Issue detailed data request (see Section 5);
* Develop a Project Work Plan with milestones, risks, and communication protocols.
Deliverables:
* Kickoff Agenda & Notes;
* Project Work Plan (timeline, roles, risk register);
* Data Request Checklist.
Phase 2 - Regulatory, Policy & Market Review
Tasks:
* Summarize applicable Federal/State requirements affecting costs (e.g., closure/post-
closure financial assurance, operating standards);
* Review County policies (e.g., diversion targets, surcharge policies, franchise or hauling
ordinances);
* Benchmark peer facilities' rate structures in similar sized Colorado or mountain
counties (high-level).
Deliverables:
* Regulatory & Policy Memo;
* Benchmark Snapshot (fee comparisons & structural insights-not policy prescriptions)
Note: This study isn't legal advice; it identifies relevant requirements and common

practices for decision-making.
Phase 3 - Operational & Financial Baseline
Tasks:
* Document current operations: tonnages by waste type, traffic patterns, equipment
usage, cover strategy, daily/seasonal variations;
* Build a Baseline Financial Model;
* O&M costs (labor, fuel, parts, utilities, leachate, cover, testing);
* Capital Improvement Plan (CIP): cell construction, liner/leachate systems, scale
upgrades, roads, stormwater;
* Closure/Post-Closure accruals and reserve policies;
* Debt service and target fund balances/reserves;
* Indirect/Overhead and administrative costs;
* Validate data (reconcile to audited financials and scale data).
Deliverables:
* Operational Baseline Summary;
* Draft COS Model (Excel or equivalent) with documentation.
Phase 4 - Cost-of-Service Allocation & Revenue Requirement
Tasks:
* Allocate costs to customer classes (MSW, C&D, special wastes, cover material,
municipalities, self-haul, commercial haulers);
* Incorporate future revenue projections based on the Colorado Producer Responsibility
Program for Statewide Recycling Act program through Circular Action Alliance (CAA)
* Quantify revenue requirement for the planning horizon (10 years);
* Establish rate-making principles (cost causation, equity, simplicity, administrative ease).
Deliverables:
* COS & Allocation Memo
* Revenue Requirement Tables (current year + forecast)
Phase 5 - Rate Design Alternatives
Tasks:
* Develop 3-5 Rate Alternatives that may include:
* Base tipping fees by waste type (MSW, C&D, yard/organics, special wastes);
* Minimum-load fees;
* Small vehicle categories;
* Surcharges (e.g., hard-to-handle items, tires, freon, mattresses);
* Discounts/Incentives (clean C&D source-separated loads, covered loads);
* Seasonal or operational differentials (weather, road closures);

* Contract/municipal rates (for interlocal agreements);
* Indexed adjustments (fuel index, CPI, or escalators);
* Evaluate policy levers (diversion incentives vs. revenue stability).
Deliverables:
* Rate Alternatives Matrix (structure, pros/cons, policy alignment);
* Draft Fee Schedules (ready for ordinance or resolution formatting).
Phase 6 - Impact & Sensitivity Analysis
Tasks:
* Model bill impacts for key customer types (typical self-haul, large hauler, municipal
transfer loads);
* Conduct sensitivity tests: (tonnage variance, fuel prices, capital timing, interest rates);
* Analyze risk mitigation: (rate stabilization reserves, phased implementation,
contingency surcharges).
Deliverables:
* Impact Analysis Report;
* Sensitivity/Scenario Appendix (charts, tornado diagrams as appropriate).
Phase 7 - Stakeholder Engagement & Communications
Tasks:
* Develop a Stakeholder Plan: (haulers, municipalities, internal staff, BOCC, public);
* Host up to two stakeholder workshops (virtual or in-person);
* Prepare public-facing materials: (FAQs, one-pagers, slide deck with visuals);
* Incorporate feedback and revise recommendations.
Deliverables:
* Stakeholder Engagement Plan;
* Workshop Materials & Summaries;
* Public Communications Packet (FAQs and slides).
Phase 8 - Draft Report, Final Report & Implementation Support
Tasks:
* Produce Draft Landfill Rate Study Report (methods, data, COS, alternatives,
recommended rates, implementation timeline);
* Present draft to County leadership and capture feedback;
* Finalize report and Board-ready presentation;
* Provide Implementation Toolkit;
* Editable rate model (Excel / Power BI);
* Annual update instructions;
* Draft ordinance/resolution language (County attorney to finalize);

* Staff training session (1-2 hrs).
Deliverables:
* Draft Report and Executive Summary;
* Final Report (print-ready PDF and editable source);
* BOCC Presentation Deck;
* Implementation Toolkit (models, templates, update guide).
4.3. STUDY ELEMENTS
In making its rate recommendations, the final reports shall explicitly include the following
elements and analysis:
4.3.1. Current Rate Structure
a) Assess the performance of the Department's Rates as a baseline for comparing recommended
change.
b) Equity: Assess the equity of recommended rates for all types of waste disposal.
c) Conservation Impacts: Assess the impacts of the recycling program and develop
recommendations to improve the service.
d) Stability: The report shall assess the stability of the current and alternative rate structures. The
recommended structure should result in no decrease in revenue stability compared to the
current structure.
e) Comparison: Provide a comparison of recommended rates and projected impacts across
customer classes.
f) Return on Investment: Assessment of the ROI on capital improvement activities to ensure
that funds are being spent to maximize the benefit to the customer.
4.4. SERVICES TO BE PROVIDED BY THE CONSULTANT
a) Bi-Weekly check-in meetings;
b) Project management, scheduling, and coordination with County staff;
c) Development of a detailed work plan and data request;
d) Review of applicable regulations, policies, and industry practices;
e) High level benchmarking of comparable Landfill rate structures;
f) Assessment of Landfill operations, tonnage, equipment, and customer classes;

g) Analysis of historical and current operating revenues and expenditures;
h) Review of capital projects, equipment replacement plans, and closure/post closure costs;
i) Development of a full cost of service and revenue requirement analysis;
j) Allocation of costs to customer classes and service categories;
k) Development of multiple rate structure alternatives and options;
l) Evaluation of customer impacts for each rate alternative;
m) Sensitivity and scenario analysis for key operational and financial variables;
n) Support for stakeholder engagement (haulers, municipalities, public);
o) Preparation of presentation materials and meeting summaries;
p) Preparation of a comprehensive Draft and Final Rate Study Report;
q) Delivery of an editable financial and rate model with documentation;
r) Recommendations for rate implementation and potential phased approaches;
s) Preparation of materials suitable for BOCC review and adoption;
4.5. SERVICES TO BE PROVIDED BY THE DEPARTMENT
a) Designate a project manager as the primary point of contact;
b) Participate in kickoff and regular coordination meetings;
c) Provide timely responses to data requests and clarification questions;
d) Supply all available operational, financial, and historical datasets needed for the study;
e) Facilitate access to relevant County staff, including Finance, Public Works, Landfill
operations and Administration;
f) Provide existing planning documents, engineering reports, CIP plans, and closure/post-
closure estimates;
g) Make available current fee schedules, ordinances, policies, contracts, and intergovernmental
agreements;
h) Coordinate site visits to the Landfill, Recycle Center, and scale house;
i) Provide background on operational practices, staffing, equipment utilization, and waste

handling procedures;
j) Assist in identifying customer classes, key haulers, and municipal partners;
k) Support scheduling and logistics for stakeholder meetings or workshops;
l) Review drafts of the cost-of-service model, rate alternatives, and reports in a timely manner;
m) Provide internal and BOCC feedback needed to finalize recommendations;
n) Manage public notices and formal adoption processes (ordinance/resolution updates);
o) Ensure secure and timely transfer of County data and documents.
5. PROPOSAL FORM AND CONTENT
5.1. PROPOSAL SUBMITTAL
The proposal shall be formatted in a typical and professional manner. It should provide
information that covers at least all the following areas and may include additional information
that pertains to the request.
a) All pages of the proposal must be numbered consecutively. The proposal must be organized
in accordance with the list of proposal contents. The proposal must provide specific and
succinct responses to all questions and requests for information.
b) Proposers must address the Scope of Services in Section D. Proposals and the fee schedule must
be valid and binding for 120 days following the proposal due date and may become part of
the agreement with the Department.
c) Include name, address, telephone number and the e-mail address of the person or persons
who are authorized to represent the Proposer and to whom correspondence should be
directed.
d) Summarize key provisions of the proposal. Provide a statement describing why the Proposer
is qualified to perform this work, the names of individuals who would serve as the Project
Manager and the Department's primary Point of Contact with the proposing firm.
e) State the "not to exceed" cost and anticipated billing process.
f) Provide contact information for at least 5 municipal clients and/or utility Departments within
the state of Colorado for which services have been provided by the designated project team
to serve as references.
g) If an hourly rate basis is used for additional services, please state the hourly rates for each of the
project team members. Provide this information in a table format.
h) If a separate individual or firm is proposed as a subcontractor to Proposer, specify the hourly
rates for each type of service to be provided as well as the rate for any items that would be