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Bay Mills Indian Community Biological Services Department
BMIC Solid Waste Management Plan – July 2022
Solid Waste Management Plan
Bay Mills Indian Community
Updated by the Bay Mills Indian Community Biological Services Department
Created: September 2010
Recent Update: June 2022
Adopted by BMIC Executive Council July 11, 2022
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Contents
Introduction .............................................................................................................................................................. 4
1.0 Community Service Area ................................................................................................................................... 5
1.1 Population and Demographics ...................................................................................................................... 5
1.2 Community Assets and Resources ................................................................................................................ 5
1.3 Households and Housing ............................................................................................................................... 6
1.4 Population Projection and Estimated Growth ............................................................................................. 7
1.5 Economy ......................................................................................................................................................... 7
1.6 Climate ............................................................................................................................................................ 7
1.7 Geography and Land Use ............................................................................................................................... 7
1.8 Geology and Natural Resources ..................................................................................................................... 10
2.0 Description of BMIC Solid Waste Program Structure and Administration ........................................................ 11
2.1 Program Administration................................................................................................................................. 11
2.2 Regulatory Requirements and Enforcement ................................................................................................. 11
3.0 Description of Current and Proposed Waste Management Practices ............................................................... 12
3.1 Current Waste Management Practices .......................................................................................................... 12
3.1.1 Waste Generators ................................................................................................................................... 13
3.1.1.2 Weight/Volume.................................................................................................................................... 16
3.1.1.2 Weight/Volume (cont.) ........................................................................................................................ 19
3.1.2 Future Generation and Growth Rate ...................................................................................................... 23
3.1.2.1 Open Dumps and Uncontrolled Waste Sites ....................................................................................... 24
3.1.3 Waste Collection, Transport and Disposal .............................................................................................. 25
3.1.5 Waste Reduction: Recycling, Reuse, and Composting ............................................................................ 25
3.1.6 Facility Descriptions and Capacities ........................................................................................................ 25
3.1.7 Regional Infrastructure ........................................................................................................................... 25
3.1.8 Current Partnerships ............................................................................................................................... 26
3.1.9 Past/Current Public Involvement and Community Education ................................................................ 26
3.2 Proposed Waste Management Practices ....................................................................................................... 27
3.2.1.1 Limitations and Inefficiencies of the Current Program ........................................................................ 27
3.2.1.2 Equipment and Facility Needs ............................................................................................................. 29
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3.2.2 Alternatives Analysis ............................................................................................................................... 30
3.2.2.1 Capital, Operational and Maintenance Costs ...................................................................................... 33
3.2.2.2 Closure Care and Costs: ....................................................................................................................... 35
3.2.2.3 Real Cost of In-Kind, Off-the-Book Transactions: ................................................................................ 35
3.2.2.4 Cost-effective Analysis: ........................................................................................................................ 35
3.2.2.5 Overall Feasibility: ................................................................................................................................ 37
3.2.2.6 Selected Alternatives: .......................................................................................................................... 38
3.2.3 Proposed and Future Waste Management Practices ............................................................................. 38
3.2.3.1 Proposed Waste Collection, Transfer and Disposal ............................................................................. 39
3.2.3.2 Proposed Special/Hazardous Waste: ................................................................................................... 39
3.2.3.3 Proposed Waste Reduction: Source Reduction, Recycling, and Composting ...................................... 39
3.2.3.4 Potential Partnerships.......................................................................................................................... 39
3.2.3.5 Compliance and Enforcement.............................................................................................................. 40
3.2.3.6 Proposed Public Involvement and Community Education .................................................................. 40
3.2.4 Implementation ...................................................................................................................................... 40
3.2.5 Tribal SWMP review and updating ......................................................................................................... 41
3.3 Waste Reduction Success: Mackinaw Island Waste Facility .......................................................................... 42
4.0 Description of the Funding and Sustainability/Long-Term Goals of the Solid Waste Program ......................... 46
4.1 Financial Implementation .............................................................................................................................. 46
4.1.1 Funding the Plan ..................................................................................................................................... 46
4.1.2 Revenue Generators ............................................................................................................................... 46
4.1.3 Fee Structure........................................................................................................................................... 47
4.1.4 Financial Sustainability ............................................................................................................................ 47
4.2 Long-Term Goals and Stategies ..................................................................................................................... 47
4.2.2 Improvements Beyond Basic Compliance............................................................................................... 48
4.2.3 Strategies for Implementation and Maintenance .................................................................................. 48
5.0 Demonstration of Approval of Plan By Appropriate Governing Body ............................................................... 49
5.1 By Whom ........................................................................................................................................................ 49
5.2 Dating and Timeline ....................................................................................................................................... 49
Appendix A - References and Resources ................................................................................................................. 50
Appendix B - Additional Resources and Contacts .................................................................................................... 52
Appendix C - Bay Mills Indian Community and Surrounding Area Contacts ........................................................... 54
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Introduction
The following Solid Waste Management Plan is a guide to handling non-hazardous,
non-medical municipal waste within Bay Mills Indian Community (BMIC). It focuses on
environmental friendliness and economic efficiency via waste reduction, recycling and
reuse. The five main elements of the planning method include: the Community Service
Area; BMIC Solid Waste Management Program Structure and Administration; Current and
Proposed Waste Management Practices; Long Term Funding and Sustainability; and
Approval of the Plan. Important sub-factors are BMIC’s waste stream
characterization/waste generation, short and long term goals of waste reduction, and the
overall feasibility of the current and proposed waste management practices.
BMIC consists of residential areas, gaming and tourist centers, and is home to a body
of students from the Bay Mills Community College. The waste produced by these sectors of
the community is highly recyclable and compostable. Open dump sites are cleaned in a
collaborative effort between the biological services office and community volunteers
throughout the year, in and around the community. The BMIC also implements a “dollar a
bag” policy, in which residents could purchase designated green 30 gallon bags from
Advanced Office Technologies for one dollar. Those bags can then be disposed of into the
compactor at the BMIC Waste Transfer Station (WTS) for removal to the landfill. Also, Bay
Mills provides 20 free bags to elders once every two months to help offset the cost and to
dispose of trash at the BMIC transfer station. These efforts have succeeded, and continue to
succeed, in minimizing illegal dumping and littering.
BMIC is heavily dependent on GFL Environmental Inc. (GLF Inc.), for waste
collection and disposal services as it is the only refuse hauler in the area. GFL also owns the
only landfill in the area. While recent efforts to divert much of this waste from landfills
have been successful there still exist room for improvement with continued creation of
reduction programs and policies. While such programs may require initial investment and
costs, a solid waste management plan that includes reduction programs and policies can
drastically cut waste disposal amounts, and improve economic efficiency, as will be shown
later in this plan.
We will present the specific factors affecting BMIC waste management, display
current and proposed waste management practices, the overall feasibility of those
practices, and outline the proposed implementation of a new solid waste management plan.
Bay Mills Indian Community Biological Services Department
BMIC Solid Waste Management Plan – July 2022
1.0 Community Service Area
1.1 Population and Demographics
As of 2022, Bay Mills Indian
Community has an enrollment of 2,342
tribal members, with 1,354 tribal
members living within the Chippewa,
Luce, Mackinac service area. 423 tribal
members living in the service area are
under the age of 18. There are
approximately 600-700 students enrolled
at the Bay Mills Community College in any
given year. For the purposes of this plan,
however, we will be using the numbers of
on-reservation residents to calculate
waste generated from the reservation.1
Sault Ste. Marie is the closest city with a
population of approximately 13,337
people (U.S. Census April 1, 2020) and is
located approximately 25 miles from the
Reservation.
1.2 Community Assets and
Resources
BMIC maintenance department
handles numerous waste management responsibilities to include: running a recycling
program consisting of collecting recyclables from 7 tribal buildings and transporting a
community recycling trailer to the county recycling facility on average bi-weekly; and
staffing the waste transfer station at the maintenance grounds. Maintenance equipment
includes:
-1 30 yard compacting rollaway dumpster (maintained by GFL)
-2 20ft recycling trailers (with separated storage for glass, paper, plastic and cans)
-1 16ft enclosed trailer
-2 open 10ft trailers
-1 20ft ramped Fifth-wheel trailer
-1 cardboard compactor
-8 pickup trucks (with 5 plows)
1
Retrieved from Tribal Action Plan see Appendix A
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-1 Kubota heavy mover
-Light construction/maintenance resources and facilities.
-1 fluorescent light bulb crusher
The public works department provides construction services for all reservation
facilities, and maintains heavy loading and transportation equipment.
Biological and Conservation Department offices are located at 11801 Plantation Rd,
Brimley MI. Though neither specializes in solid waste management/reduction, the
biological services department, in conjunction with the BMIC maintenance department,
does provide a twice yearly Household Hazardous Waste (HHW) collection event where
residents can drop off their stored oil, batteries, paint, and electronic waste for disposal at
no cost to the resident.
The Bay Mills Community College incorporates an environmental science program
on campus though it is not currently used for recycling/composting research or services.
The community college also maintains the Waishkey Bay Farm properties which include
several vacant outbuildings. These outbuildings have been used, as is discussed later in this
paper, to conduct solid waste assessments.
Several volunteer/tribal community groups are located on-reservation, such as the
cultural center and the boys and girls club. The boys and girls club has provided volunteers
for previous studies related to solid waste and the Boys and Girls club and the Community
college environmental students have expressed interest in being part of solid waste
studies, cleanup efforts, and other planning efforts and should be considered as valuable
potential resources for future work.
1.3 Households and Housing
BMIC housing consists of 3 residential areas/circles and 2 apartment complexes.
These residential units are under the care of the BMIC Housing Authority and Individual
tribal members. 33 housing units utilize curbside pickup. All other housing units drop off
trash at the maintenance grounds transfer station as they deem necessary. The lack of
curbside pickup causes some residents to hold garbage outside for long periods of time;
this has raised concern of animal activity (specifically bears) due to the rural nature of the
BMIC. Dumpsters are located at each apartment complex for those residents’ use. For the
purposes of this plan we will be using the BMIC residential areas. Private residents who do
not dump trash at the transfer station will not be included in this plan’s calculations and
projections.
Infrastructure for additional housing is being built on Plantation road. Up to 150
homes are planned to be constructed there.
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1.4 Population Projection and Estimated Growth
In recent decades there was dramatic growth of Bay Mills Indian Community when
many families moved back to the Reservation. However, it appears that this dramatic
growth was short lived and since that initial dramatic growth the Tribe is experiencing a
moderate growth rate of approximately six percent per year. While this moderate growth
rate of six percent per year is expected to continue it is important to note the punctuated
growth events of the Community’s past and plan for similar events.
1.5 Economy
The economy of BMIC relies mainly on casino enterprises, business holdings and
tourism. There are five commercial enterprises on BMIC, namely: The Bay Mills Resort and
Casino (BMRC), Wild Bluff Golf Course, Bay Mart gas station and store, Four Seasons
Market & Deli, and Northern Lights Cannabis Company; there is also a RV Campground
directly across from BMRC that can house approximately 120 RV’s. The gambling and
tourism industries create a huge influx of visitors in the tourist months, however the BMRC
enterprises listed above maintain their own waste streams and use enterprise revenue to
remove waste. No enterprise waste is regularly disposed of by the BMIC maintenance
department.
There is also a fishing industry consisting of 12 subsistence and 63 commercial
fishermen in BMIC as of 2022. This information was received by Justin Carrick, Bay Mills
Public Safety Manager.
1.6 Climate
The Bay Mills Indian Community’s climate is lake enhanced and is characterized by
moderate temperatures in the summer and severe winters. The average annual
precipitation is between 30 and 33 inches. Annual snowfall is between 90 and 110 inches.
The average growing season is between 120 and 140 days, starting in early June and
ending in late September.
1.7 Geography and Land Use
The Bay Mills Indian Community is located within a narrow strip of land between
the shores of Lake Superior (at the St. Mary’s River) and the Hiawatha National Forest in
Chippewa County, Michigan. Sault Ste. Marie, Bay Mills’ nearest city, is located
approximately 25 miles east/northeast of the main reservation. Land owned by Bay Mills
is geographically fragmented and divided among reservation, trust, and fee lands (see
attachment: Bay Mills Community Locator Map). The majority of the land base lies
northwest of Brimley, Michigan. The remainder of BMIC land, approximately 600 acres, is
located on Sugar Island. The specific acreage distribution is as follows:
Bay Mills Indian Community Biological Services Department
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Bay Mills Acreage Breakdown:
Original Mission Area
IRA
Sugar Island
Forest Service Exchange Land
Purchased Land
Total
8
527.85
1053.91
607.75
842
816.89
3848.40
Historically, development on the BMIC Trust land has been extremely limited. Life
on the Bay Mills Reservation, as on most Indian reservations, was in a basic survival mode
for over 150 years until successful economic development took hold in the mid-1990s.
Wetland areas made it difficult to build homes, to farm, or even travel throughout the
Reservation. Unemployment had exceeded seventy percent. Most housing was at the
bottom end of sub-standard. Social ills were the norm. Educational opportunities bypassed
Indian children. Business opportunities other than commercial fishing were nearly nonexistent.
The southwest portion of the Reservation was once farmed. An apple orchard once
existed and an area of crops was maintained. A small cattle farm also existed until 1976
when the Bay Mills General Tribal Council mandated that it be discontinued because of
difficulties associated with wetlands. Agriculture has discontinued on the Reservation with
the exception of a few garden plots. Small isolated logging activities also took place on the
Reservation throughout the years. These past activities have changed the hydrology, soils,
and flora of the area.
Many of the existing homes in the southern portion of the Reservation were built on
wetlands, as were many homes off the Reservation throughout the United States before
there was any federal legislation protecting wetlands. The BMIC has practiced minimal
degradation impact with all of its existing home sites. The homes that were built in wetland
areas were constructed on small pads of fill with a density of less than one home per acre.
This type of development tends to fragment wetland areas. The area that has probably
suffered the greatest detrimental impact is a wetland along Lakeshore Drive that appears
to have been completely filled in.
In the 1980s a renaissance was ignited. This resulted from a total community effort,
guided by astute tribal officials who had a compelling vision of the future. A philosophy of
self-determination was adopted to ensure the Tribe’s future success. In 1984 the people of
Bay Mills opened the very first Indian casino in the United States. This helped generate
funds that were directed toward meeting community goals.
In October of 1993, the BMIC tribal leaders proposed a specific land management
strategy that provided for future residential, commercial, and economic development, as
well as wetlands preservation. A future development zone was proposed that consisted of a
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combination of uplands and significantly altered, low quality wetlands. The area consists of
approximately 116 acres and is located in an area in which residential and recreational
development already exists. The boundary for the area runs parallel with Lakeshore Drive,
350 feet from the center of the road, on both sides. Any development within this zone
would follow careful environmental assessment prior to any construction activities. In
December 1993, the BMIC submitted applications to the U.S. Army Corps of Engineers for a
block development permit for this proposed area for the purpose of permitting the
discharge of new fill material, as well as After the Fact authorization for the unauthorized
placement of fill on several new housing sites.
Bay Mills tribal leaders also set-aside approximately 460 acres of high quality
wetlands to be preserved. This preservation area falls under all applicable preservation
management objectives that the BMIC adopted, which includes wetland protection codes
and ordinances. The area includes roughly 460 acres, which is four times the area proposed
for development activities.
Throughout the 1990s major improvements were made in the social-economic
fabric of the community. Housing steadily improved and sub-standard homes were
replaced. Health care facilities and a medical clinic were constructed. Senior citizens
assistance for the elders was developed. A community college was established. Young
people learned more about their culture and traditions. Tribal businesses developed. A new
state-of-the-art, all season, resort complex with casino, hotel, golf course, and marina was
opened on the shores of the Back Bay.
In the summer of 1993, the last three homes built on wetlands occurred. The
foundation fill was minimal, and the houses were placed on one-acre parcels. This was
considered the last alternative for tribal housing due to the fact that most upland areas that
are suitable for residential development have been utilized. The Bay Mills Indian
Community had fully developed the land suitable for residential, commercial, economic,
and recreational uses when the Tribe began working with the United States Forest Service.
The USFS possesses almost the entire land holdings adjacent to the entire western
boundary of the Reservation. In 1998, the Tribe successfully completed a land swap with
the National Forest Services, which resulted in the Tribe securing 842 acres of new land
adjacent to the current tribal boundaries. The land is broken into two separate parcels, one
parcel located north of Spectacle Lake. This parcel allowed the Tribe to build 65 new
homes for their growing population. The other parcel located adjacent to the southwest
Reservation boundary and is earmarked for approximately 150 residential units.
Today existing land uses on Bay Mills land are chiefly comprised of: wooded (1,500
acres), wetlands (1014 acres), residential (520 acres), recreational (203 acres), and
business/community services areas (50 acres).
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1.8 Geology and Natural Resources
The Bay Mills Indian Community’s physical environment can be characterized as
mostly flat and wet. Bay Mills Indian Community land consists of glacial deposits and
generally low, level terrain with an average slope of 5% and elevations between 600-700
feet. However, the Reservation does contain two ridges that dominant the area’s flat
landscape. Mission Ridge extends from the northwest to the southeast along the western
boundary of the Reservation and has slopes up to 60% and rise 300 to 400 feet above the
Reservation. Another small ridge is located in the northeast portion of the Reservation
near the North Pond.
Soil types vary throughout the Reservation. According to the USDA Soil Survey of
Chippewa County, many of the soil types on the Reservation are hydric. Hydric soils are
indicative of wetland conditions. Wetlands account for approximately forty percent of
BMIC land. This high percentage of wetland has had significant impacts on meeting
housing needs and other development needs. Other areas of the Reservation exhibit soils
that are highly permeable. Areas of high permeability have contributed to an excellent
groundwater resource throughout the Reservation.
Northern hardwoods largely comprise the wooded lands on the Reservation.
Hardwoods include: Sugar and Red Maple, Yellow and White Birch, Aspen, American Beech,
and minor species. In the lowlands, Northern White Cedar, Balsam Fir, Black and White
Spruce, and Tamarack predominate. On the sandy plains and uplands farther inland, Jack
and Red Pine plantations predominate. Some of the timberlands are quite valuable,
especially those containing Red Pine pole and saw timber and northern hardwood veneer
and saw timber. The Aspen-Birch stands, conifer swamps, and wetlands are of less
economic importance.
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2.0 Description of BMIC Solid Waste Program Structure and
Administration
2.1 Program Administration
The Maintenance Department, located at 5414 S. Nbiish Rd, is responsible for the
current solid waste and recycling efforts. As will be described in more detail throughout the
plan, GFL Environmental Inc., of Northern Michigan, headquartered in Southfield Michigan
and with a local office located at M-28 and I-75, is the primary waste management provider
for BMIC. The Conservation Department, located at 11801 Plantation Rd., is responsible for
regulating illegal waste dumping due to its occurrence on forested lands throughout the
BMIC reservation.
A Solid Waste committee, composed of Tribal Administrative, Biological Services,
Maintenance, staff from Bay Mills Resort and Casino and other Tribal department staff as
requested, are responsible for the continued updating and maintaining of current solid
waste practices and plans.
2.2 Regulatory Requirements and Enforcement
The Bay Mills Conservation Departmnet enforces the following ordinances against illegal
dumping:
625.
Disposal of trash.
A.
Littering. Any person who unlawfully deposits garbage, rubbish, the
body of a dead animal, including destruction of a pet, or other litter in or
upon any street, tribal waters or the ice thereon or tribal lands, is guilty of
littering and may be sentenced to payment of a fine not to exceed $500
and/or community service to the tribe.
B. Unauthorized dumping. Any person who, without authorization,
disposes of any litter, garbage, construction material, or other waste in a
refuse container which is not maintained for public use by the Bay Mills
Indian Community or any agency thereof, is guilty of unauthorized dumping
and may be sentence to a fine not to exceed $100 for each occurrence.
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3.0 Description of Current and Proposed Waste Management Practices
3.1 Current Waste Management Practices
While BMIC is concerned with all waste generated on the reservation, the waste
service areas that the tribe is directly responsible for and comprises the majority of the
waste generated in the community consists of 3 residential circles/areas, 2 apartment
complexes,15 tribal service buildings and 5 commercial locations. BMIC businesses like the
Bay Mills Resort and Casino (and its associated enterprises) are responsible for their own
waste collection and do not utilize the BMIC Transfer station services. Currently the BMRC
has its own compactor and several 4, 6, and 8 yard dumpsters which it uses for waste;
these are also maintained and emptied by GFL.
Solid Waste
The solid waste program in place consists of a waste transfer station, which is
staffed 8 hours a day from Tuesday to Saturday and located at the Maintenance grounds.
Maintenance staff performs curbside pickup at 7 locations including BMIC Administration
offices and buildings. For all other residents waste is disposed of using the “dollar a bag”
policy2. Once waste is collected at the transfer station and compacted, it is collected by GFL
Environmental and taken to the Dafter Landfill.
General Recycling
There is currently stationed at the BMIC Maintenance Transfer Station a self-sort
recycling trailer. Residents can self-sort plastic, metal, glass and paper at this unit. Users
must hoist their recyclables to the 6ft-high opening, then squash them into the small
opening; this poses as challenge for any persons under 6 ft tall. Recycled materials are
taken to Chippewa County Recycling in Sault Ste. Marie and recycled at no cost to BMIC.
There exists a second recycling trailer that is rotated into place while the first is being
taken into Sault Ste. Marie to be emptied or undergoing maintenance.
Cardboard Recycling
Starting in 2017 the BMIC initiated a corrugated cardboard recycling program. The
cardboard is bailed and stacked, then ultimately loaded into a semi for transportation to
the recycling facility. The frequency of pickup of this cardboard is variable and determined
by several factors including, how much storage room is present, weather conditions for
storage, and pickup availability. This endeavor has and will continue to eliminate
cardboard from entering into the waste stream. Due to the size of the current baler, full
bales cannot be made which ultimately reduces the value of the cardboard. Due to space
2
See Introduction, Paragraph 2
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constraints, the cardboard must be stored outside which reduces the already limited space
in the multi-duty Maintenance/WTS area and also lowers the quality and value of the
cardboard. These factors reduce the overall quality of the cardboard, thereby reducing the
price per bale.
Special Collections
Currently there are several special collection events that happen at the BMIC on a
recurring basis, supported by GLRI grants. There is a spring and fall cleanup available for
residents where they can dispose of large or bulky items at no cost to themselves. These
are large events which are widely participated in. Additionally, there is a regular
Household Hazardous Waste and appliance collection event which is held in the spring and
fall each year where residents can, at no charge, drop off these materials to the BMIC
Biological staff for appropriate disposal. Drop-off for the recycling of tires is available to
residents from spring to October 15 at the Maintenance Building. Scrap metal and
electronic waste recycling is available to BMIC residents throughout the year.
3.1.1 Waste Generators
The following tribal buildings and residential areas have been identified as the main
“waste generators”3 at the BMIC. These generators utilize 13 waste disposal containers,
including 4, 6, and 8 yard dumpsters, as well as 2 trash compactors and a cardboard
recycling compactor. As mentioned in section 3.1 many of these generators are responsible
for their own waste collection and do not currently utilize the facilities at the BMIC Waste
Transfer Station.
Table of Waste Generator Locations and Fate of Waste Generated
Maintenance Department
Maintenance Transfer Station Compactor
Advanced Office Technologies
Maintenance Transfer Station Compactor
Boys & Girls Club
Maintenance Transfer Station Compactor
Ellen Marshall Memorial Building
Maintenance Transfer Station Compactor
Tribal Administration Building
Maintenance Transfer Station Compactor
Commodities Distribution Building Maintenance Transfer Station Compactor
Senior Center
Maintenance Transfer Station Compactor
Ojibway Charter School
GFL pickup
Bay Mart Store
GFL pickup, Cardboard to Maintenance Transfer Station
Bay Mills Resort and Casino
BMRC Compactor
Laundry and Linen
BMRC Pickup
Health Center
GFL pickup
Northern Lights Cannabis Company GFL pickup
3
See above table
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BMIC Solid Waste Management Plan – July 2022
Four Seasons Market and Deli
Wild Bluff Golf Course
Child Development Center
Community College
Cultural Center
Emergency Medical Connection
Housing Authority
Public Works/Construction
Residential Curbside Pickup
14
GFL pickup
GFL pickup
GFL pickup
GFL pickup
GFL pickup
GFL pickup
GFL pickup
GFL pickup
GFL pickup
The dumpsters and compactors are emptied by GFL Inc. on either a weekly or bi-weekly
basis. Each container, after conducting walk through examinations, averaged 70%
capacities prior to pick up.
Below, Figures 1 and 2, show a yearly total of the amount of waste generated by the
key generators on the BMIC; those being the Bay Mills Resort and Casino Enterprises
(BMRC) and the Municipal Waste Transfer Station located at the Bay Mills Maintenance
Department. The records here comprise a 12-month period from December 2018 to
December 2019. The Municipal Waste Transfer Station disposes between 14.11 and 52.01
tons of waste per month. Figure 3 shows the cost of waste disposal per ton for the BMIC
Waste Transfer Station, costing anywhere from $68.02/ton to $167.09/ton. This equates to
an average monthly cost of $3,139.27, or roughly $37,671.28 annually.
Figure 1: Bay Mills Resort and Casino Monthly Tonnages of Waste
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Figure 2: Monthly Tonnage of waste disposed of (* denotes a special cleanup event)
Figure 3: Price per ton of waste disposed of (* denotes a special cleanup event)
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3.1.1.2 Weight/Volume
Community Waste Audit 2020
In September of 2020 a waste audit was conducted with waste from the BMIC
Maintenance Waste Transfer Station. The waste audit performed was intended to
characterize the amount of waste being disposed of at the facility, and to determine if, and
to what extent, recycling and other waste sorting practices were being utilized by BMIC
residents.
It should a be noted that the sort took place during the Covid-19 pandemic; it was
determined that since the bulk of waste is from private residences, that the waste stream
obtained from the Maintenance Waste Transfer station would be representative of typical
use.
Waste was collected in a 16ft enclosed trailer for the week leading up to the sort. In
all a total of 9 volunteers composed of BMIC, ITCMI, and EPA staff were able to sort through
a total of 677lbs of waste over the course of an 8-hour day. The waste was sorted into 26
categories. These categories were chosen to determine what waste could potential be
removed from the waste stream and recycled with increased infrastructure, outreach,
and/or education. The categories that were used as part of the study were chosen to
identify recycling facilities that could be immediately available to the BMIC through outside
contracts and to determine what types of alternative waste disposal could be feasible for
the BMIC to implement directly.
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3.1.1.2 Weight/Volume (cont.)
Below is a more detailed analysis of the main waste categories identified in the sort.
Figure 4: Percentage of Major Waste Categories
Paper
The paper stream was almost completely free of corrugated cardboard.
Newsprint/paper and recyclable paper/craft/paperboard was approximately 50lbs and 7.5
percent of the total waste stream. Non-recyclable paper was represented by plastic coated
paper, mostly in the form of packaging of food/medicines. Even with these non-recyclable
paper products over 50% of the total 97lbs of paper waste is considered to be recyclable.
Plastic Waste
While plastics made up 19 percent of the total waste in the study there was a
minimal amount of recyclable materials found. Only approximately 2% each of total waste
was easily recyclable plastic (HDPE, PET, and #3-7 plastics). Most of the plastic in the
general waste stream (54 of a total of 127lbs of plastic) was attributed to film and flexible
packaging, which is not generally considered recyclable with typical facilities. Most of the
EPS foam identified in the waste stream is attributed to foam food service containers which
were identified to be from home meal delivery to school age children and elders during the
Covid-19 pandemic; thus this amount of EPS foam in the waste stream is not considered
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typical. Due to a lack of PET, HDPE and other plastic containers in the waste stream it
seems that the recycling efforts at the BMIC are being utilized effectively by residents.
Organic waste
As is shown in the totals from the waste audit conducted the largest category of
waste that was represented was organic waste. At ~33% of the total waste stream the vast
majority of waste is organic in nature. Two thirds of the organic waste is food scraps while
approximately one third of all organic waste is compostable fibers (napkins, paper towels,
etc.). While much of the organic waste was not of a composition that could be recycled by
conventional means there was a large amount of food waste that could be reused through
the use of a digester. There were many materials, such as paper-based materials, and coffee
grounds that, if separated from the main waste stream, could potentially be part of a
community recycling program.
BMRC Waste Audit 2022
In June 2022 a waste audit was conducted with waste from the Bay Mills Resort and
Casino (BMRC). The waste audit performed was intended to characterize the amount of
waste being disposed of by the hotel, casino, kitchen/restaurants and offices at BMRC and
to determine if, and to what extent, recycling and other waste sorting practices were being
utilized by BMRC.
Waste was collected in a 16ft enclosed trailer during the weekend leading up to the
sort. BMRC was at approximately 50% capacity during the weekend that the waste was
collected for the audit. In all, a total of 9 volunteers composed of BMIC staff and the Great
Lakes Climate Corps members were able to sort through a total of 976.5 lbs of waste over
the course of 6 hours. The waste was sorted into 26 categories. These categories were
chosen to determine what waste could potentially be removed from the waste stream and
recycled with increased infrastructure, outreach, and education. The categories that were
used as part of the study were chosen to identify recycling facilities that could be
immediately available to BMRC through outside contracts and to determine what types of
alternative waste disposal could be feasible for the BMRC to implement directly.
Bay Mills Indian Community Biological Services Department
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Bay Mills Indian Community Biological Services Department
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Figure 5: Percentage of Major Waste Categories
Organic waste
As shown in the totals from the waste audit conducted at BMRC, the largest category
of waste that was represented was organic at approximately 31% of the total waste stream.
Approximately one half of the organic waste was food scraps while the other half was
compostable fibers, mainly brown paper towels from the public restrooms. While much of
the organic waste was not of a composition that could be recycled by conventional means
there was a large amount of organic waste that could be diverted from the landfill through
the use of a digester.
Other waste
Other waste comprised approximately 20% of the total waste at BMIC. This included
items that could not be diverted from a landfill. Examples include diapers, trash bags, and
other non-recyclable or non-compostable materials.
Plastic Waste
Plastics made up 18 percent of the total waste in the study. The majority of plastics
included materials that could be recycled at the Chippewa County Recycling Facility such as
Plastics # 2-7 and PET. PET was mainly clear plastic bottles including water bottles. Much
of the plastic by volume included film and flexible packaging, which is not generally
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considered recyclable with typical facilities. Most of the EPS foam identified in the waste
stream was attributed to foam food service to-go containers.
Special Collection Events
There are spring and fall cleanup efforts held every year. At these special collection
events HHW can be disposed of at no cost to residents. See the tables below for historical
totals of special collections waste.
Additionally, the BMIC Maintenance Transfer Station holds a spring and fall cleanup
event where residents can dispose of large and bulky items which would not be able to go
in the compactor. For total tonnages of these events and the cost of disposal of these events
see Figures 1 and 2 in section 3.1.1.
HOUSEHOLD HAZARDOUS WASTE COLLECTION ALL
(Drug and Laboratory Disposal, LLC)
Reporting Period
April-Sept 2013
Oct-March 2014
April-Sept 2014
Oct-March 2015
April-Sept 2015
Oct-March 2016
April-Sept 2016
Oct-March 2017
April-Sept 2017
Oct 2017-March 2018
April-Sept 2018
Oct 2018-Mar2019
Oct 2019-Mar 2020
Oct 2020-Mar 2021
April 2021-Sept 2021
Oct 2021-March 2022
March 2022 - Sept 2022
FY
FY13
FY13
FY14
FY14
FY15
FY15
FY16
FY16
FY17
FY17
FY18
FY18
FY19
FY20
FY21
FY21
FY22
waste type HHW lbs Bulbs
Total lbs
Total $$
HHW
0
$0.00
HHW
0
$0.00
HHW
0
$0.00
HHW
2690
$3,741.20
HHW
1329
$1,302.42
HHW
2214
$2,169.72
HHW
3483
$4,550.84
HHW
0
$0.00
HHW
1943
371
2314
$3,691.99
HHW
1173
1173
$2,451.99
HHW
2616
405
3021
$4,436.64
HHW
819
819
$1,992.88
HHW
3109
512
3621
$5,100.94
HHW
3568
540
4108
$4,767.44
HHW
2750
300
3050
$4,269.94
HHW
1046
0
1046
$2,160.70
HHW
3244
0
3244
$4,316.62
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Tire Recycling Total
(Mark's Tire of Brimley, MI)
Reporting Period
April-Sept 2013
Oct-March 2014
April-Sept 2014
Oct-March 2015
April-Sept 2015
Oct-March 2016
April-Sept 2016
Oct 2016-March 2017
April-Sept 2017
Oct2017 -March 2018
April-Sept 2018
Oct 2018-March 2019
April 2019-Sept 2019
Oct 2019-Mar 2020
April 2020-Sept 2020
Oct 2020-Mar 2021
April 2021-Sept 2021
FY
FY13
FY13
FY14
FY14
FY15
FY15
FY16
FY16
FY17
FY17
FY18
FY18
FY19
FY19
FY20
FY20
FY21
waste type
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
tires
# tires
Total lbs
0
0
3265
1365
6700
495
11,675
2575
5325
7870
5750
2025
1349.87
288.86
286
7150
63
1575
721.64
18041
Total $$
$0.00
$0.00
$0.00
$0.00
$737.00
$54.45
$1,223.00
$354.00
$732.09
$587.25
$661.50
$362.00
$490.86
$105.04
$1,667.12
$488.84
$1,984.51
3.1.2 Future Generation and Growth Rate
The growth rate for the on-reservation residents is increasing at a rate of
approximately 6% annually. Housing is in extremely high demand and the Tribe is building
another housing area on Plantation Road where up to 150 housing units will be built. The
increasing population rate and future housing plans for the Reservation may significantly
affect future waste management activities, and it is important to implement a
comprehensive plan for the current population, and for future residents.
3.1.2.1 Open Dumps and Uncontrolled Waste Sites
Open dumping of difficult-to-dispose-of wastes is prevalent in forested lands in the
tri-county area. Open dumping in undesignated sites does occur on the Bay Mills
Reservation. In instances where illegally disposed of trash is discovered, BMIC law
enforcement and the Biological Services Department work with other organizations and
agencies to clean up these sites. Tribal members are often more than willing to be involved
in cleanup efforts to help keep their community clean. There are large open dump sites on
Sugar Island and in the Gumshoes area of the reservation on the mainland that require
cleanup. Current efforts with spring and fall drop-offs for large waste items (mattresses,
appliances, etc.) have been effective in deterring regular open dumping on BMIC lands.
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3.1.3 Waste Collection, Transport and Disposal
On a weekly and bi-weekly basic, GFL, Inc., collects from all tribal buildings and
residential areas, and provides curbside pickup to 33 homes. Waste is ultimately
transported to the Dafter Landfill in Dafter, MI.
3.1.5 Waste Reduction: Recycling, Reuse, and Composting
Waste reduction is practiced in some departments and buildings within the
community, but not extensively. Despite many past and current efforts to implement a
more comprehensive waste reduction program, effectiveness has remained inconsistent.4
Based on community reduction effort surveys, facility walkthroughs, and past reports,
participation and lack of following prescribed guidelines are responsible for hampering
reduction efforts. Also, numerous buildings and tribal members have no recycling
immediately available at the point of use.
3.1.6 Facility Descriptions and Capacities
Aside from various 6, 8, and 10-yard dumpsters located throughout the BMIC
Reservation, the only waste transfer facility located on the BMIC Reservation is at the BMIC
Maintenance department. In 2019, Executive Council and Tribal Administration made the
decision to move Bay Mills Maintenance and the undersized Waste Transfer Station from
its location on Lakeshore Drive to Nbiish Road, making room for another much-needed
facility. The Nbiish Road location was selected as a temporary site (2-5 years) due to its
proximity to the newly constructed Maintenance Department building until a new,
adequately-sized Waste Transfer Station can be developed. The current facility houses a
trash compactor, cardboard baler, recycling trailer, and a building where electronic waste
is stored. A trailer is available six months of the year for collecting tires.
All other downstream facilities such as bulk transfer facilities and final
disposal/landfill facilities are maintained by GFL, Inc.
3.1.7 Regional Infrastructure
Other than the previously described community transfer station, the final
components of the local waste infrastructure are the Dafter Landfill in Dafter, Michigan.
4
Based on Facility Waste Reduction Surveys
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3.1.8 Current Partnerships
As previously described, GFL Environmental Inc., of Northern Michigan is BMIC’s
waste services provider. The Chippewa County Recycling Center has been the main drop off
point for BMIC’s recyclables.
BMIC is participating in an electronic waste recycling program with the Michigan
Department of Environment, Great Lakes and Energy. Through this program, certain
electronic waste categories are disposed of free of charge while other categories are
disposed of at a reduced cost. Transportation to the recycling facility, pallets and Gaylord
boxes are all provided at no cost.
BMIC also partners with various non-profit organizations on a variety of
opportunities. These include:
Community Clean Up events with Michigan United Conservation Clubs (MUCC), the
Center for Freshwater Research and Education and the Boys and Girls Club.
Shoreline and inland trash and debris removal with Great Lakes Climate Corps and
funded by NOAA.
Scrap tire disposal through Superior Watershed Partnership.
In past years, as well as currently, the ITCM has contributed to numerous health and
environmental programs, among other sectors of service. The EPA is a main source of tribal
grants and funding for similar programs and services and Indian Health Services has been
identified as a valuable source for technical assistance and supplemental project funding.
3.1.9 Past/Current Public Involvement and Community Education
In 1996-97, the BMIC received funding from the EPA Region 5 for a recycling
program. Within the program’s goals was community education. Quarterly newspaper
articles were submitted and postings promoting recycling in the community were
distributed in support of the program.
For the most part the public does involve itself in recycling via independent efforts.
The recycling trailer, located at the waste transfer station, receives regular drop offs.
Other grant-funded, special collection events have also increased community
awareness. The HHW and eWaste collection events conducted by the BMIC Biological
Services, funded by GLRI, are popular. In 2021 BMIC partnered with EGLE to provide
electronic recycling services to Residents. Nearly 30,000 pounds of electronic waste was
collected. BMIC Biological staff is available at these collection events to answer any
questions residents have related to waste streams and other waste management practices.
These programs have been proactive in providing residents with information related to
HHW and new electronic recycling efforts. These services as well as composting and
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recycling in general are communicated to the community through the use of newsletters,
Bay Mills News, social media and an all-users email.
Recycling Trailer Located at BMIC Maintenance
3.2 Proposed Waste Management Practices
3.2.1.1 Limitations and Inefficiencies of the Current Program
Due to a low operational budget, the BMIC waste transfer station has always been
inadequate and undersized. These same issues persist at the temporary location. Bay Mills
Indian Community is not able to afford expenditures for waste reduction efforts or building
a new waste transfer station to replace the current temporary station. A new facility on
Plantation road has been proposed and will only be able to be constructed through heavy
funding of government infrastructure grants.
The current facility was moved to its location on short notice and on a temporary
basis when an expansion near the former Maintenance Department made moving
necessary. The temporary site hosts the trash compactor, baler and recycling trailer. There
are a significantly limited number of waste stream disposal options in the area. Staff are
striving to appropriately sort community waste on site—accepting trash, glass, paper,
cardboard, plastic, metal, eWaste, light bulbs, batteries, household hazardous waste, tires,
white goods. Many of these services are non-existent in the tri-county area. However, the
site is located in the storage and staff yard areas of the Public Works and Maintenance
Departments. Equipment, large vehicles and various departmental materials are stored in
these areas. Residents have to drive through the parking areas of the two departments and
past the buildings, storage, and operational yards to the WTS site. Safety is a concern for
residents driving to the WTS location due to the heavy equipment and service vehicles
moving throughout the area. There are concerns about public access to equipment that
could be damaged or cause injury. Due to space limitations, equipment is parked and
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interspersed throughout parking spaces for staff and the public which has caused there to
be an insufficient amount of parking/ operational space. The area is not suitable for Elders
and people with disabilities due to the location, uneven surfaces and traffic flow. Weather
at BMIC is extreme and staff and residents unload vehicles and sort waste and recycling in
the elements and often under icy and windy conditions which could cause injury. These
conditions also make is possible for waste to blow away during handling, thereby becoming
litter in the environment. Snow plowing and snow removal is a challenge in the area due to
limited space and where the compactor and recycling trailer need to be located. Hydrologic
features of the site also limit expansion.
In previous years, recycling services, grant-funded special collections were held
hither and yon across the community, sometimes miles apart, with services available at
irregular intervals. This led to much confusion across the community. Great efforts were
made to relocate all of these services at one central location (the current, temporary WTS)
but the site was never designed to accommodate all of these services. Waste storage
encroaches on space needed for machine maintenance, mowing, snow removal, and other
required department duties. Currently, operation of the WTS in its temporary location
occupies 25% of the working space while only occupying 9% of the department staff
responsibilities.
Design, layout, and organization is additionally wasteful of precious staff time. Staff
must babysit drop-off areas that are hazardous to the public and poorly signed. Staff must
handle waste items two to three times, opening and closing multiple doors. This is
compounded by the multiple new waste streams now located on site. Staffing is such a
challenge that for special collection events, staffing must be bolstered by Biological Services
Department biologists. This again leads to community confusion of roles and duties of
different departments. Ideally, waste drop-off containers should be safe enough for the
majority of the public to unload themselves and allowing the WTS to be overseen by a
single Maintenance staff person.
The equipment is located outside which limits lifespan and makes repairs
challenging. The compactor was purchased used from GFL and frequently breaks down,
limiting access for the community. BMIC is planning to expand by up to 150 residential
homes in the coming years and this temporary site with minimal space currently does not,
and will not serve the needs of the community. BMIC has a goal of diverting as much waste
as possible from the landfill in an effort to eliminate illegal open dumping of difficult-todispose-of-items, adopt more environmentally-friendly practices and reduce disposal costs.
The limitations of the current WTS site make this a challenging goal to meet. To reach these
goals, BMIC is also wanting to expand solid waste services to include year-round electronic
waste and household hazardous waste collection and composting of organic material
including, food waste and yard waste. The BMIC Maintenance building and waste transfer
station have very limited working space for staff. With no dedicated space for waste
transfer station personnel, in order to stay protected from the elements they are often
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forced to wait for patrons in the Maintenance building break room which does not offer
clear sight to the waste transfer station equipment. This has led to patron and staff
frustration. The WTS has never had a point of sale system on site, but desperately needs
one to capture fees, support the facility’s operations and open up electronic waste disposal
to the broader community. These logistical issues have proved difficult over the past years,
and must be remedied with the development of the new waste transfer station.
A large inefficiency of the current program is the total lack of composting or
recycling of organic waste. This waste component is extremely expensive contributing over
one third of the total tonnage of waste disposed of during typical waste collection.
It is also, however, very reducible with the implementation of a composting program. Also,
a successful composting program can provide a gardening, landscaping and agricultural
resource, thereby providing another money-saving resource.
The main industry in the community, tourism, restricts the location of waste
transfer and compost sites. There is potential to include composting facilities at the
proposed WTS site. Composting activities must also consider numerous vectors, such as
bears and seagulls, which could become a nuisance and/or hazard to the community, in
which case the Conservation Department may need to also take an active role. Depending
on the system utilized, composting can become a laborious endeavor; therefore, finding a
system that reduces staffing burden is of the utmost importance. Due to these reasons,
BMIC has been investigating the purchase of an aerobic digester to handle compostable
materials.
Community support and participation is very important to Bay Mills’ solid waste
reduction. The community may not comply or agree with some disposal methods if they are
expensive or inconvenient, such as self-sorting, self-transport to facilities, or increased
personal cost of disposal.
The current recycling efforts by the Maintenance Department, which consist of two
recycling trailers and pickup of certain recyclables like cardboard at tribal offices, is not
sufficient to collect the immense amounts of everyday recyclable waste. This is partially
due to the need for staff time to haul the recycling trailer into town to unload it. Often times
when this is unloaded at a frequency of one to two times a week, some of the containers
within the trailer are full. A freight trailer would allow better efficiency in storing and
offloading that waste; thereby reducing operational expenses.
3.2.1.2 Equipment and Facility Needs
The facility used for waste disposal is inconvenient and unsafe both for the
community and staff, as it was developed as a temporary location. Equipment used for
waste disposal are in fair condition. The purchase of a larger cardboard baler, aerobic
digester and new trash compactor would immensely improve services, reduce waste
disposed in the landfill and reduce the costs of the waste disposal program. Purchasing a
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freight trailer to collect and transport recycling and other materials would benefit the
program so that more recycling could be collected and transported efficiently; thereby
reducing overhead costs. The Maintenance staff and equipment responsible for collecting
trash from locations with no containers is efficient in their role, although the staff time at
the Maintenance Department is often stressed by inefficiencies previously mentioned in
section 3.2.1.1.
The current recycling program consists of the collection of some recyclables by the
Maintenance staff, a recycling trailer located at the Maintenance grounds open to the
community, and transport of the trailer to the Sault Recycling Center bi-weekly. This
program, however, has several inefficiencies that restrict the amount of waste that can be
reduced throughout the community. Use of recycling trailers have proved to be a challenge,
as patrons co-mingle recyclables as the trailers get full. This either leads to Maintenance
staff hand sorting recycling in the trailer, or the country recycling facility staff sorting the
recyclables. Providing a recycling system that will 1) allow Maintenance staff to easily
oversee recycling sorting and 2) will provide enough space, both for collection and storage,
to prevent co-mingling, is a key consideration in the development of the new waste transfer
station, As evidenced by facility walk throughs and waste composition data, there is little
use and/or availability of designated recycling containers in community buildings and
areas. It is necessary to have containers present and easily accessible as a first step to
proper recycling.
As mentioned in part 3.2.1.2 a freight trailer would free up more maintenance staff
time by holding more recyclables and reducing the number of trips made to Sault Ste. Marie
to offload recyclables.
3.2.2 Alternatives Analysis
In this section we will evaluate 6 alternatives/supplements to the current waste
management practices that can increase financial and environmental efficiency.
Based on the data from the community waste stream assessments conducted in
2020 it is estimated that up to 65% of all waste that is disposed of at the BMIC Maintenance
waste transfer station is capable of being recycled. This is down from approximately 95%
in 2010 when the last solid waste assessment was performed. This tells us that while there
has been significant improvement in recycling in the last decade that there is still room for
improvement. The waste stream assessment for BMRC in 2022 also points to efficiencies
that can be obtained through improved recycling efforts. The following alternatives are
presented due to their ability to significantly decrease and redirect the total waste via
recycling and composting.
Each alternative requires its own Capital, Costs, and Maintenance estimate, and a
Cost-Effective Analysis; as will be displayed in sections 3.2.2.1 and 3.2.2.2. These estimates
address the different financial issues inherent with each alternative. The actual costs for
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services and equipment to BMIC for any of the following alternatives cannot be accurately
summed up here without the BMIC Administration’s independent research in regards to its
own resources and dialogue between BMIC and any potential provider of services and/or
equipment. With that being stated, the sections outlining Capitol, Costs and Maintenance,
and Cost-Effectiveness, are outside estimates that must not be viewed as a last amount.
#1 - Community Education and Policy Making
Education and outreach is a continuous process in keeping the community engaged,
informed and utilizing the services of a WTS. Many strategies should be used to engage the
community including social media, printed media, signage, public meetings, youth
education, and public open houses and tours of the WTS. Providing a safe way to view
waste transfer station operations is an important part of community education and
outreach.
As seen during a facility walk through, recycling activities are not consistent
throughout BMIC, nor is buying recycled goods a pursued policy. As previously stated,
some residents and facilities undergo independent procedures of reuse. As encouraging as
it is to see autonomous community involvement in waste reduction, it is necessary that
tribal buildings undergo an in-depth inspection and implementation of waste reduction
policy.
#2 - Comprehensive Recyclable Collection Network:
This alternative would increase recycling by departments by providing bins for
recycling collection. It would also provide recycling bins to residents to encourage
recycling collection in their homes. The most valuable materials include plastics (1+2),
mixed magazine and newsprint paper, office/white paper, corrugated cardboard, and tin. A
major requirement of this alternative is continuous community education and, in some
instances, new policy on waste disposal. Community education and policy advising is
extremely important if an effective amount of recyclables are to be properly placed in
designated areas and collected without hindrances. Misuse of recycling bins or a low
compliance to policy can be curbed by constant education and monitoring. In order to
employ this option new staff must be hired or staff capable of taking on these additional
responsibilities identified. A freight trailer for collection and transport to Sault Ste Marie, or
other locations would streamline the recycling system.
#3 - Composting Program:
As shown by the previous data, an estimated 34% of all waste generated on BMIC is
organic or compostable. A compost program consisting of the above described collection
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network and composting equipment can create a significant decrease in overall waste. The
final product is also a resource of landscaping/gardening, as well as revenue should BMIC
engage in compost sales. Some of the requirements of this program are available collection
bins for households and departments, and community education and a focus on the food
service industry. Additionally, due to the physical nature of most of the organic material
(putrescible waste/high oil content) generated by residential and commercial facilities in
BMIC and limited space, it would be necessary to procure an aerobic digester to effectively
compost most of this waste.
BMRC could also benefit from an aerobic digester located in the kitchen for food
preparation waste, plate scrapings and other compostable fibers. This would reduce
disposal costs significantly.
#4 - Additional Transport Trailer:
As amounts of recyclables collected increases, it may be necessary to allocate
additional storage space. A transport or freight trailer not only provides suitable storage,
but is a critical component of freight transport. An increase in load tonnage raises the value
of any future loads to paying recycling facilities. Two valuable recyclables found in BMIC
that can use extra storage space are cardboard and mixed paper, which make up 17 tons of
the total monthly waste stream. The value of this waste is estimated at $2,500 per month
depending on market price. With sufficient storage space and easy transport, a freight
trailer can facilitate waste reduction and create revenue.
Average prices for standard freight trailers $3,000 to $6,0005. Maintenance is
minimal due to the probability of infrequent use/loads, and may be $500-$1,000 a year. 6 A
freight trailer will also require a 6” to 8” concrete pad for storage, due to the extreme
weight of the trailer and loaded material.
Note: at the time of this writing due to various economic variables these products do
not have a positive market value. Having a large transport/freight trailer will allow
for longer term storage of these materials until the market fluctuates in the favor of
the BMIC or at the least will allow savings to be accumulated by reducing the number
of times and thus the staff time required to unload and transport these materials.
#5 – New Waste Transfer Station, Outdoor Yard and Supporting Equipment:
5
http://www.truckpaper.com averages taken from 20 used trailer advertisements.
Accessed 8/12/10
6
Maintenance Quote from Tandem Shipping, Inc.
8/12/10
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BMIC Solid Waste Management Plan – July 2022
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The current waste transfer station area is meant to be a temporary site until funding
for a dedicated WTS can be secured. A new waste transfer station including an indoor
facility with a yard area would provide safe, efficient operation of a WTS that supports a
comprehensive waste disposal and recycling program. Office space within the WTS would
be used for waste transfer station personnel. A conference room would provide a location
for meetings and educational events related to recycling and waste disposal, which is an
important component of a successful program.
#6 No-Action Alternative:
This alternative indicates that the BMIC will refer to its current waste management
practices in the future, rather than the presented alternatives.
While the present waste management practices have been outlined previously, the key
points are as follows:
-GFL provides all waste collection and disposal services at main trash generation
locations
-The maintenance department collects at 7 locations and stores at the transfer
station
-Cost for services average $12,000 per Month
-Environmental Affects – 41.36 tons of solid waste are land filled every month, up to
65% of which is recyclable or compostable
-Current recycling/composting activities exist in BMIC, which if increased through
public awareness and outreach, can save money exponentially and create jobs in the
community
-The current Waste Transfer Station, which hosts several safety concerns, lacks
space and is inconveniently, located remains as is.
3.2.2.1 Capital, Operational and Maintenance Costs
Below are the basic capital, operation and maintenance costs estimates for the stated
alternatives.
#1 - Community Education and Policy Making:
It is difficult to track the costs of a community education and policy program.
Changing policy in regards to daily solid waste reduction activities is an internal action.
Assistance/consultation may be required from the EPA Region 5, ITCM or a private
consultant.
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#2 - Comprehensive Recycling Program:
(Costs estimated based on necessary employment, supplies, vehicles and equipment)
Supplies: Multiple Material Recycling Bins for 20 departments/buildings - Estimated
capitol for 20 bins is $2000, at $100 per bin for a total of $2000.
Household recycling bins for 380 homes: $20/bin for a total of $7600
Total Capitol: $9600
Permanent/Part Time Staff: Additional Staff would not be needed to support this as current
staff can be reallocated.
Vehicle: The availability of vehicles in the Maintenance Department makes purchase
unnecessary. Monthly costs are negligible due to minimal gas usage or maintenance needs.
Equipment: The Maintenance Department has sufficient equipment and materials for
additional staff and duties. The only increase in supplies is heavy duty clear trash bags to
line the department recycling containers. 320 trash bags per month will costs $150.
#3 - Composting Program:
The price of an aerobic digester sized for BMIC needs is approximately $120,000.
Composting bins for 380 homes: $30/bin for a total of $11,400
Additional Staff would not be needed to support this as current staff can be reallocated.
Total Capital:
Monthly Costs:
$131,400
$0
#4 - Additional Transport Trailer:
Average prices for standard freight trailers are $3,000 to $6,0007. Maintenance is
minimal due to the probability of infrequent use/loads, and may be $500-$1,000 a year. 8
Total Capitol:
$3,000-$6,000
Maintenance:
$500-$1,000 (depending on condition and possible breakdowns)
7
http://www.truckpaper.com averages taken from 20 used trailer advertisements.
Accessed 8/12/10
8
Maintenance Quote from Tandem Shipping, Inc.
8/12/10
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#5 – New Waste Transfer Station, Outdoor Yard and Supporting Equipment:
A Preliminary Engineering Report prepared in 2022 provided for a new WTS
facility, outdoor yard and supporting equipment.
Building and Yard: $2,665,000
Equipment: $472,000
Misc (furniture, storage, geotechnical report, outdoor lighting, security system): $117,000
Design & Construction oversight: $320,530
Total Capitol: $3,694, 530
#6 - No-Action Alternative:
See description in “Alternative Analysis”.
3.2.2.2 Closure Care and Costs:
Due to the absence of landfills or municipal waste management facilities on
reservation or under the responsibility of BMIC, there are no closure care or cost issues.
Depending on the amount of waste reduced, Green For Life Inc. containers may have to be
removed from some locations, or be collected less frequently; in which case BMIC will
spend less in removal fees and total tipping fees.
3.2.2.3 Real Cost of In-Kind, Off-the-Book Transactions:
There are not currently in-kind transactions that are a significant contributor to the
BMIC waste reduction strategy. The BMIC Maintenance Transfer Station is a self sufficient
operation that relies only on revenue generated and BMIC general funds to supply staff
time/equipment for the day to day maintenance operations. There exist however the
potential to pursue opportunities for BMIC staff to receive free and frequent training
through state and federal avenues which could in and of itself be very valuable.
3.2.2.4 Cost-effective Analysis:
Here the alternatives described in “Capital, Operational, and Maintenance Costs” and
the costs associated with those alternatives will be reviewed for costs effectiveness. The
following are the cost, returns and final returns of each alternative on a monthly basis.
Note: The data supporting this analysis is largely based on estimates. Without a
direct evaluation of the alternatives being implemented on BMIC and an
independent review of BMIC resources and capabilities, the actual amount of cost
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savings and benefits will differ from the estimates presented. The data below is
meant to provide a base estimate for the effectiveness of each alternative.
#1 - Community Education and Policy Making:
Community education and consulting can be provided by outside entities, such as
the EPA, ITCM or a private consultant. Policy making, however, is an internal activity. Costs
include an indeterminable amount of work hours dedicated to policy writing, posting, and
supervision. These activities are inherent to any managerial position.
Costs: Indeterminable/ None
Benefits: Benefits are indeterminable, but education and policy promote recycling and
decreases some waste dumping in BMIC.
#2 - Comprehensive Recycling Program: (including containers, staff, vehicles and
equipment)
Costs:
$9600 Initial Capital
Returns:
$1100 to $2040 per month
Note: A reduction of 35% to 65% of the waste, which is recyclable or compostable, equates
to matching decrease in garbage pickup and disposal costs; the total of which averages
$3139 per month.
Final Benefit: $1100 to $2040 per month
#3 - Compost Program:
Costs:
$131,400 Initial Capital
Returns:
$1,100 per month reduced landfill fees
$1,100 per month compost sales
Final Benefit:
$2,200
#4 - Additional Transport Trailer:
Costs:
$5,000 Initial Capital
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$50-$100 per month Maintenance
Returns:
$3,950 to $10,850 per month
Final Benefit:
(-) $1050 to $5,850 (initial month)
$3,900 to $5,750 (final monthly)
#5 - New Waste Transfer Station, Outdoor Yard and Supporting Equipment:
Costs:
$3,694, 530 Initial Capital
Returns:
$ 1,100 per month in reduced disposal fees with composting system
$1,100 to $2,040 per month reduced disposal fees from improved
recycling
$1,100 per month compost sales
$500 per month reduced fees and staff time due to reduced dumping
$200 per month from electronic waste collection
$250 per month reduced cost of HHW transportation
Final Benefit:
$5,190 per month
#6– No-Action Alternative
See description in “Alternative Analysis”.
3.2.2.5 Overall Feasibility:
Community education and policy making and enhancing the recycling program are
feasible short-term options. Based on the cost benefit, the implementation of all three can
save funds spent on waste management and significantly reduce land filled waste
The additional transport trailer, transport of valuable materials, implementing a
composting program, and a new waste transfer station are all long-term options. They
require large initial capital, and more extensive management structure. They are not
feasible with the current economic status or administrative structure of BMIC unless
outside funding sources are secured.
A no-action alternative is not feasible if BMIC wants to increase environmental and
economic efficiency. Future GLF costs and land filling will increase with the population,
making it more difficult and costly to implement other alternatives.
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3.2.2.6 Selected Alternatives:
Here we have selected 4 alternatives based on cost-effective analysis data, overall
feasibility, sustainability and need.
Community Education and Policy Making:
This alternative is economically feasible due to minimal cost and the probability of
immediate results. It includes a review of current reduction efforts, education/consulting
on more successful future policies. New policies can include more diligent waste sorting,
storage of recyclables for regular pickup rather than dumping, ordering recycled materials,
and other steps that reduce material use in commercial, residential and office areas. This
alternative can increase general efficiency by acting at the source of waste generation.
Cost/Benefit Analysis is indeterminable. Implementation can take place immediately, and
is sustainable as long as policy is followed.
Composting Program:
This alternative can significantly reduce the landfill costs but requires a significant
amount of capital. The final product can provide a necessary landscaping/gardening
resource, and possible revenue.
Comprehensive Recycling Network:
This alternative has the potential to operate with a solid cost benefit ratio; however,
it requires capital. There are no potential partnerships available at this time to share these
expenses. This alternative can be self-sustaining, or operate at low cost to BMIC.
New Waste Transfer Station, Outdoor Yard and Equipment:
This alternative requires a significant amount of capital which BMIC is not able to
support without outside funding. However, there is a strong need for this facility due to the
temporary nature of the current waste transfer station and the concerns that have been
stated previously. Due to these reasons, BMIC should consider outside funding sources.
3.2.3 Proposed and Future Waste Management Practices
The current waste management is ineffective due to the location and safety
concerns associated with the temporary Waste Transfer Station and a permanent facility is
needed. Other future improvements lie in waste reduction. Chosen waste reduction
programs may or may not fit the alternatives previously described, however, reduction via
composting and recycling are the two most feasible practices.
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Recycling is already present via the maintenance department’s efforts. The main
requirements for better recycling are further participation throughout BMIC and
organization.
3.2.3.1 Proposed Waste Collection, Transfer and Disposal
Recycling, as an activity, needs an increase in participation and organization
throughout the community. This is especially true because the disposal of recyclable
materials does not cost the BMIC anything but the time of maintenance staff to drop-off
recycling to the Chippewa County Recycling center. Recyclables are already collected at 7
locations by the maintenance department; however, the other waste generation sites9 and
BMRC sites should be better included.
Composting may be more successful (initially) if collection is limited to major food
generators, such as the Resort and Casino restaurant although it is not thought that the
waste generated at these sites is likely to be compostable through traditional means. Due to
the use of oil and high protein foods at the casino and the oil and high levels of animal
products identified in the waste characterization study, it is likely that composting of food
will need to be done with the aid of an aerobic digester. There is however the potential to
compost other organic materials from the main waste stream such as coffee grounds,
compostable fiber materials, fruits and vegetables, etc.
3.2.3.2 Proposed Special/Hazardous Waste:
Continue with annual hazardous waste, E-waste and tire collection and continue
public outreach to make aware of these events.
3.2.3.3 Proposed Waste Reduction: Source Reduction, Recycling, and
Composting
The majority of this plan outlines waste reduction as the primary future solid waste
action. To provide a detailed plan of waste reduction in this section is redundant.
3.2.3.4 Potential Partnerships
The EPA is the most productive potential partnership, in regards to resources and
funding. Indian Health Services is another potential partner for funding a new facility.
9
See Waste Generators
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Recycling centers can become valuable partnerships in regards to purchase and
drop off of materials. Numerous recycling collectors can be found on the Michigan
Department of Environmental Quality’s Recycled Materials Market Directory. 10
3.2.3.5 Compliance and Enforcement
The current ordinances against unauthorized dumping and littering are sufficient to
enforce environmentally harmful dumping. In order to maintain compliance community
education, office policy and regular supervision of reducible materials dumping are
necessary. These activities must be conducted by proposed staff and workplace
supervisors.
3.2.3.6 Proposed Public Involvement and Community Education
Community Education and Public Involvement are essential to
Recycling/Composting efforts in BMIC. Employees and managers should receive in person
education on daily reduction actions in the workplace. To supplement education, postings
that clearly display sorting and disposal instructions, and policies for reduction need to be
placed in common areas and near waste disposal containers. Another educational activity
is school visits and/or field trips to recycling/composting sites.
Monthly or quarterly reports should be provided to the executive board. Reports
should include core information such as comprehensive waste reduction results, financial
expenditures, and cost-benefit analysis.
Public involvement can include assistance from volunteer/community service
organizations like the senior center, boys and girls club, and the cultural center. Quarterly
business/workplace and community surveys are a good means to not only gain information
from the public, but to educate on waste reduction activities.
3.2.4 Implementation
Implementing the SWMP is dependent on community discussion and involvement;
however, there are general guidelines of implementing a plan that we will suggest here.
The BMIC Executive Council is the administrative body responsible for approving
and implementing all administrative actions on the BMIC. During regular working and
planning meetings, it is necessary that they examine the plan in detail and edit/add to the
plan appropriately. It is currently the practice that the executive council has delegated the
day to day operations of the SWMP to tribal administrative staff and the Solid Waste
Committee. The Solid Waste Committee is composed of tribal administrators, biological and
10
See References and Resources
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environmental staff, and Bay Mills maintenance staff, and other tribal departments as
necessary.
Once the plan is reviewed and updated, the community needs to choose
alternatives/improvements to current practices. Alternatives must be based on BMIC’s
resources and capabilities, overall feasibility and cost-effectiveness; as displayed in
previous sections. The successful employment of the chosen alternative(s) is the final goal
of the SWMP.
The administration must then create short and long term goals for the chosen
alternative(s). Those goals include fully constructing and launching the alternative,
attaining a desired effect on the waste stream, instilling an administrative
structure/monitoring progress, and improving the plan (if needed). After the establishment
of goals, the community must create a timetable of attaining objectives. A typical timetable
will include: The allocation of the needed supplies, facilities, staff and revenue for future
expenditures; physically implementing the alternative throughout the community; and
putting a process of review and updating must in place.
A summarized model of implementation, based on the Compost Alternative, is as
follows:
-The Solid Waste Committee Members will review the SWMP. They will clarify the
designated resources and capabilities of BMIC in relation to the proposed waste
management practices.
-The Waste Committee will choose a composting program as an alternative based on
high cost-effectiveness.
-The Executive Board must form an administrative structure responsible for the
direction of the proposed program and its goals
The overall goals are:
-Purchase of composting equipment and compost bins for departments and
residences.
-Begin accepting compostable materials.
-Waste reduction resulting from the compost program must significantly decrease
the frequency of pickup and/or size of waste containers on BMIC. The compost
program must produce useable compost, suitable for use in gardening and
landscaping.
3.2.5 Tribal SWMP review and updating
The EPA suggests that a review of the SWMP should be conducted every 5-10 years.
The solid waste committee has been effective in implementing several recycling efforts, and
making possible the building of a new facility through regular monthly or bi-monthly
meetings. It is suggested that this group continue to meet as they have and to implement
the day to day operations and goals of the SWMP and that they review the SWMP every two
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years and submit it to the Executive Council for approval. In this way the quarterly
meetings of the solid waste committee can quickly make progress in areas of identified
improvement while the 2 year reports provide more comprehensive data and patterns over
a longer time period. With current information, the staff and administrators can more
quickly adjust the program to increase productivity and decrease cost.
The SWMP is a working plan; in that it is continuously changing, as the service area
and its waste stream is continuously evolving. Information taken from quarterly and yearly
reviews will affect the editing of the applicable section(s) of the plan. The Executive council,
through the Solid Waste Committee, should maintain a working plan, in which they can
record changes/proposed changes. Updating the plan every two years is suggested.
3.3 Waste Reduction Success: Mackinaw Island Waste Facility
To support the projected cost effectiveness and feasibility, we will address
information taken from a report on the Mackinaw Island Waste Facility11 and statistics
provided by manager Paul Wandrie. The Island’s waste facility has adopted multiple
alternatives to land filling, such as composting, extensive recycling, baling and transfer.
These practices decrease incredible amounts of waste, and are extremely efficient, both
economically and environmentally.
Note: Mackinaw Island’s waste reduction statistics and BMIC projected cost effective
analysis will differ according to geographical factors.
Mackinac Island Waste Facility Tour Report 7/29/10
The Mackinac Island Waste Facility provides recycling and composting services for
over 100 business and residential areas. Four staff members, working full time on week
days and part time on weekends, process organic materials into sellable compost (. Within
a 60 process, the organic materials are mixed, shifted from one of six bays during
maturation, sorted, stored and sold. The use of heavy machinery, a shredder, and the
sorting machine is extensive.
Compostable Materials are not only food scraps and other kitchen waste, but
various paper materials, kitchen grease, and many other materials commonly thrown away.
The bulking agents are manure, which is abundant, and woodchips from shredded
landscape and construction debris. Other bulking materials are yard clippings, and the
manager suggested worm composting for less use of facilities and equipment.
To address vectors, many larger carnivores do not live on the island, so seagulls are the
largest nuisance to composting operations. They are neutralized by constant
mixing/movement and burying of edible organics in the piles. The composting program is
11
Mackinaw Island Waste Facility Tour Report. Seth Allard. 7/29/10.
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extremely successful, each year selling out quality compost which is inspected by the DEQ.
(Details will follow at a later date).
The staff provides separate organic waste and recycling bags to the community,
which are later sorted at the facility. They utilize bagging prices as an incentive to recycle;
recycling bags being $1.50 and trash being $8 per bag. Community education and
participation also help make this program successful, though the presence of full time
employees ensuring collection, transfer and proper recycling/composting is the key
component of the success of this facility.
The facility sells recyclables by the ton and compost/wood chippings by the yard.
Later information as to amounts of sale, profit, and costs of operations will be made
available later.
The manager suggests that we use worm composting due to smaller scale and less
time/money investment. This, along with a modest facility and hard working recycling staff
seems to be the best equivalent to this program for bay mills.
Supporting Statistics:
Shipping Revenue:
Cardboard
Magazines
Old Newsprint
Glass
Revenue
$16,986.95
$1,220.65
$1,274.84
$554.87
Cost
$10,621.60
$325.00
N/A
$968.95
Income
$6,365.35 (+)
$895.65 (+)
$1,274.84 (+)
$414.08 (-)
$8,121.76 (+)
Revenue- Amount taken in from buyer
Cost- Shepler’s and A.M. Express Trucking Bills
Income- Subtract Revenue from Cost for Total Income
Cardboard
2009
$55 to $80 per ton
2010
$125 per ton
Magazines and Old Newsprint are shipped to Manistique Paper, Inc. on the same load.
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Figure 5: Inside the recycling facility. Large bins are organized for separation and storage
Figure 6: Stacked bails of valuable cardboard and plastics
44
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Figure 7: One of six compost bays. This material is the final, sellable product
Figure 8: Community Members bringing in recyclables.
45
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4.0 Description of the Funding and Sustainability/Long-Term
Goals of the Solid Waste Program
Current funding for the daily operations of the waste transfer station come from
tribal general funds and revenue generated by the dollar a bag policy in place. There have
been numerous state and federal grants receivede for specific cleanup projects such as
HHW, e-waste and other recycling infrastructure.
4.1 Financial Implementation
The long term management of the solid waste program is dependent on generating
increased revenue. Possible long-term goals to increase revenue identified by the Solid
Waste Comittee are as follow: diverting waste from the landfill, starting a profitable
recycling center with personel to sort these wastes, opening the transfer station to nontribal members in the surrounding area and charging these individuals a fee to fund the
program.
4.1.1 Funding the Plan
The total funds needed to implement and maintain the SWMP is dependent on the
chosen alternative(s) and yearly costs, (or the projected period of operation if the plan is
temporarily approved). To calculate the projected capital and monthly costs for one of the
presented alternatives, refer to the cost-effectice analysis section.
The two areas of funding the SWMP are capital/startup costs and sustained funding. It is
extremely important to fund the SWMP’s capitol/startup costs, partially or completely,
using any and all grant and partnership opportunities. 12
4.1.2 Revenue Generators
Current revenue generators on BMIC are the Casino and Resort, the King’s Club
Casino, and the Bay Mart store and gas station. Details on funds that can be realistically
provided via current revenue generators must be placed in this section at a later date.
Revenue is not generated from residential waste management service fees; nor do the
current practices, as previously described, present a high cost to residents. The only
monthly costs to residents are represented in the “dollar a bag” policy, the $28 optional
curbside pick-up, and an average $11 inclusion in rental rates. A low fee structure is one of
the reasons past waste issues, like illegal dumping, have been largely decreased. Increasing
costs for the purpose of revenue may cause a reversion to illegal dumping, and is not
12
See References and Resources, as well as Potential Partnerships
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suggested as a source of future revenue. Revenue can be provided by future savings in
waste management and sale of valuable recyclables and compost. Each of the alternatives
presented, or modifications thereof, are capable of revenue generation and/or self
sustainability.
4.1.3 Fee Structure
As described above, residents of the Tribal Housing areas pay waste fees as part of
the overall rent. Curbside pickup costs are paid by opting residents. The BMIC’s “dollar a
bag” policy is an area of heavy cost to BMIC, but also prevents the above discussed waste
problems.
The BMIC administration pays all other waste costs from Tribal General Funds.
4.1.4 Financial Sustainability
Financial sustainability of the SWMP is based cost savings and revenue provided by
waste reduction, recycling and composting, as described in the Alternative Analysis section.
A projection of internal funding must be discussed here at a later date.
External funding for short term sustainability may take the form of grants and
partnerships, however, they cannot realistically provide long term sustainability though
these can provide needed funding for capital improvements.
4.2 Long-Term Goals and Stategies
The highest priority of the SWMP is to maintain and enforce a safe, sanitary,
environmentally healthy waste management program in the community. The current waste
transfer station does not meet this priority and therefore should be addressed through
seeking funding to support the building of a new waste transfer station.
Two other main goals of future waste management are the reduction of land filled
waste produced and waste management costs. There are four strategies for the
achievement of the main goals.
Any effective management requires an administrative structure. Authority must be
delegated to monitor and direct the progress of the SWMP, its waste
management/reduction programs. Proper authority must provide reviews and updates as
necessary, as well as research opportunities for improved waste management.
The BMIC must research, implement and maintain waste reduction programs in direct
support of the main goals. These programs can center on recycling and/or composting. See
the Alternative Analysis section for descriptions of the proposed programs.
Community education and policy are necessary a components of any future waste
reduction efforts.
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To direct the SWMP accordingly, it is necessary to continuosly monitor the solid
waste stream. Future policies are reliant on the current and future waste generators, waste
types and amounts, and waste costs. Periodic waste stream assessments and records
examinations can provide the base information for accurate waste stream characterization.
A description of a timeline can be seen in the Implementation Section, but the immediate
goals are as follows:
-Continue the meeting of the Solid Waste Committee
-Research and Implement waste reduction programs
-Implement policy that supports the chosen waste program(s)
-Continuously monitor the SWMP and the BMIC Waste Stream with waste
assessments as necessary
4.2.2 Improvements Beyond Basic Compliance
While the majority of this plan concentrates on basic waste reduction, there are
numerous improvements and services that can be included in the long term goals.
There are many more materials that are designated as recyclable than are
commonly thought. Many classifications of plastics, papers, and styrofoam are present in
BMIC’s waste stream. Presently, these types are difficult to sort and have a low value on the
recyclable materials market.
Tours and presentations are good educational and promotional tools. Such
education can assist residents in independent waste reduction, such as home composting. A
more in-depth community awareness program can be developed along with other, higher
priority, programs.
A comprehensive composting program can, as previously described, contribute to
community gardening and landscaping. A pertinent example is the Bay Mills Community
College’s traditional food growth program.
4.2.3 Strategies for Implementation and Maintenance
A critical strategy for the successful execution of this or any other SWMP, is the
delegation of responsibility and authority of the plan’s progress. The delegation of the
SWMP to the Solid Waste Comitte will ensure that the Committee can oversee and direct
the development of a SWMP and the goals associated with it.
Other goals and/or steps of implementation can be reviewed in the Long Term Goals
and Strategies, and Implementation Sections.
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5.0 Demonstration of Approval of Plan By Appropriate
Governing Body
Insert executive council agreement adopting updated plan
5.1 By Whom
The governing body of BMIC is the Executive Council. The Executive Council meets
for regular business meetings on the 2nd & 4th Monday of each month in the courtroom of
the Tribal office.
Working sessions are also held on the 1st & 3rd Monday of each month in the
conference room, located upstairs in the tribal office.
The Executive council shall delegate the day to day implementation of the SWMP to
tribal administrative staff and the Solid Waste Committee which meets monthly.
5.2 Dating and Timeline
Dates designated for review and approval of a SWMP are to be determined, and are
subject to the Executive Council’s direction.
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Appendix A - References and Resources
Bay Mills Indian Community Homepage
http://www.baymills.org/
Bay Mills Indian Community Tribal Action Plan, 2018
Dale Mutch. “Compost Marketing Study”. Posted on April 06, 2009 14:20. Michigan State
University Extension.
http://www.newag.msu.edu/Home/tabid/37/articleType/ArticleView/articleId/12/Comp
ost-marketing-study.aspx
Accessed 8/03/10
Department of Planning and Evaluation, Environmental Protection Programs. “Hannahville
Indian Community Solid Waste Management Plan.” October 2008.
Dwight Sargent, Staff Geologist. “Waste Stream Assessment-Prepared for the Bay Mills
Indian Community.” Inter-Tribal Council of Michigan, Inc. 1995.
FreightCenter Full Service Freight Logistics Company.
http://www.freightcenter.com/QuickQuoteReview.aspx
Accessed 8/4/2010.
Greenhouse Gases and the Role of Composting: A Primer for Compost Producers
https://www.sanjoseca.gov/home/showpublisheddocument?id=198
Michigan Department of Natural Resources and Environment
-http://www.michigan.gov/deq/0,1607,7-135-3585_4130---,00.html
Recycled Materials Market Directory.
http://www.deq.state.mi.us/P2/rmmdpaper.asp
Michigan Department of Transportation
“Maximum Legal Truck Loadings and Dimensions”
http://www.michigan.gov/documents/Loads_dim_87014_7.pdf
Accessed 9/1/10
TruckPaper.com Trucking and Trailer Purchasing Publication.
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http://www.truckpaper.com
Accessed 8/12/10
Tuthill Farm and Composting. Official Website
http://www.tuthillfarms.com/1/235/compost_benefits.asp
Accessed 8/03/10
U.S. Environmental Protection Agency Homepage.
http://www.epa.gov/reg5rcra/wptdiv/solidwaste/tribes.htm#techassist
Current Projects and Examples of Previous Projects and Grants Awarded by the EPA Region
5 Solid Waste Program.
http://www.epa.gov/reg5rcra/wptdiv/solidwaste/projects/msw_goals.htm#CCPs
“Integrated Waste Management Planning Method: To Incorporate the Five Elements Into A
Tribal Integrated Waste Management Plan.” (Final Regional Draft). April 17, 2007.
Prepared by EPA Region 8, with input from other EPA Regions, IHS, USDA, BIA, and HUD.
“Measuring Recycling: A Guide for State and Local Governments: Standard Volume-toWeight Conversion Factors” 03-27-2003. This table provided the conversion rates for BMIC
waste amounts.
http://www.epa.gov/wastes/conserve/tools/recmeas/docs/guide_b.pdf (PDF
“Tribal Decision Maker’s Guide to Solid Waste Management”. Solid Waste and Emergency
Response November 2003.
www.epa.gov/tribalmsw€
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Appendix B - Additional Resources and Contacts
Environmental Protection Agency Region 5
(Serving Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin and 35 Tribes)
77 W. Jackson Boulevard (DW-8J)
Chicago, IL 60604
Homepage:
http://www.epa.gov/region5/
Contacts:
Dolly Tong
Tribal Solid Waste &
Pollution Prevention Coordinator
Telephone: (312) 886-1019
Fax: (312) 353-4788
E-mail: tong.dolly@epa.gov
Burdell Chapman
Tribal Solid Waste &
Pollution Prevention
Telephone: 312-353-9564
Cell: 630-605-0815
E-mail: chapman.burdell@epa.gov
Tribal Solid Waste Management Assistance Project
Homepage:
http://www.epa.gov/epawaste/wycd/tribal/finance.htm#ap
This is a workgroup whose members include representatives from the Environmental
Protection Agency (EPA), Department of Agriculture, Rural Development (RD); Department
of Defense (DoD); Department of Health and Human Services, Indian Health Service (IHS);
Department of Housing and Urban Development; Department of the Interior, and Bureau of
Indian Affairs (BIA).
Contacts:
Tonya Hawkins
Phone: (703) 308-8278
E-mail: Hawkins.tonya@epa.gov
Waste Management in Indian Country Homepage
Homepage:
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http://www.epa.gov/epawaste/wycd/tribal/index.htm
This is a comprehensive listing of EPA Tribal Waste Management and Planning information
and partnerships.
Michigan Department of Environment, Great Lakes, and Energy – Materials Management
Division
Homepage:
https://www.michigan.gov/egle/0,9429,7-135-3306_63145---,00.html
Contact: Elizabeth Browne
5172846552
BrowneE@michigan.gov
DNRE Programs by Division page:
http://www.michigan.gov/deq/0,1607,7-135-3306_3329_21563-54665--,00.html
Bank of Recycling
628 West Spruce Street, Sault Ste. Marie, MI 49783
Office Phone: 906-259-0818
Richard Delimonte
Phone: 313-737-6858
Chippewa County Recycling Center
1423 West Easterday Avenue Sault Ste Marie, MI 49783
Office Phone: 906-635-5971
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Appendix C - Bay Mills Indian Community and Surrounding Area
Contacts
Tribal Office 906.248.3241
Child Development Center 906.248.5820
Emergency Connection (EMT) 906.248.2021
Armella Parker Senior Center 906.248.2108
Cultural Center 906.437.4372
Brimley Area Schools 906.248.3219
Bay Mills Commodity Foods 906.248.2527
Bay Mart 906.248.3675
Bay Mills Public Works 906.248.3356-Mike Carrik 906.248.8171
Enrollment Office 906.248.8342
Bay Mills Resort and Casino 906.248.3715
Ojibwe Charter School 906.248.2530
Bay Mills Community College 906.248.3354 -Research and Development 906.248.8454
Ellen Marshall Health Center 906.248.5527
Bay Mills Housing Authority 906.248.5524
Bay Mills Police Department 906.248.3244
Maintenance Department 906.248.8155 -Sam Hatfield 906.440.0104
Bay Mills Conservation Office 906.248.3251
This is a copy of a public record, reproduced as it was published. It is not legal advice, and it may not be the version a court would rely on. Check the official source before you cite it.