7.29.11 - In the wake of the second largest flood in Louisville's history in March 1945, a clear need for an organized system of sewers for both sanitation and storm protection was recognized. Metropolitan Sewer District was formed in 1946 in order to address this need. Adjusting to the growing needs of the city and expanding to include a network of wastewater collection and treatment in the 1950s, MSD showed its flexibility with the changing times early on. The company operates according to principles for results based management which include individual employee responsibility and decentralized decision making, selecting the most effective and efficient of public and private models and technologies, and non-conflicting, clearly defined goals and objectives emphasizing service to the customer and environmental responsibility.

These principles were put into action in the 1990's, when Physical Assets Director James Hunt took the first step toward transforming MSD's vehicle fleet to reflect the organization's commitment to environmental responsibility. In 1995, 23 CNG bi-fuel vans and dump trucks were added to the fleet. Satisfied with the performance of the bi-fuel vehicles, they later switched to vehicles with dedicated CNG engines.

“We chose CNG because LG&E had a CNG station at the time and CNG was equivalent to or a little less than the cost of gasoline,” says Hunt. “Additionally, use of CNG did not result in a significant loss of horsepower.”

Through government grants totaling over $600,000 and out-of-pocket expenses of over $160,000 spanning 15 years, MSD acquired its own CNG fleet and infrastructure. They opened their own refueling site after learning of LG&E's plans to shut down its CNG station in the late 1990's. Their CNG vehicles required less maintenance, were more cost effective than traditional gasoline vehicles and had a longer lifespan. The gasoline vehicles were typically traded in after 8 years or 100,000 miles of service, the CNG vehicles were kept for at least 10 years of service.

Despite being satisfied with the performance of its CNG fleet, MSD found it was necessary to pursue other clean technology options in 2010 for several reasons. Several of the original manufacturers of dedicated CNG vehicles ceased to offer this fuel option. Their original source of funding assistance for CNG, the Congestion Mitigation & Air Quality (CMAQ) grants, also reduced their available funding. Additionally, their CNG station was in need of costly repairs at a time when new mandates greatly reduced the amount of funding available.

After having purchased hybrid Honda Civics in 2005, MSD decided to take advantage of a CMAQ grant for $83,000 and purchase 16 hybrid Ford Escapes. Today there are 21 hybrid-electric vehicles in operation in their fleet.

“We have found the hybrids to be effective in our operations, they are no different as far as the user is concerned than gasoline vehicles,” says Hunt. “We have averaged 40 mpg with the Honda Civics and 30 mpg with the Ford Escapes.”

Hunt also felt it was necessary to address the fuel consumption of the organization's diesel equipment and its diesel fleet, which consists of 142 on-road vehicles. After consulting with Thorntons, a local fuel retailer and fuel contractor for MSD, Hunt was able to add biodiesel blended at 11% to the company's fleet of alternative fuels and technologies. The B11 is offered at MSD's Cabel St. garage refueling site as well as several Thorntons locations. MSD has displaced about 178,000 gallons of their diesel consumption per year since 2008.

Hoping to add to the hybrid fleet and increase the blend of biodiesel, Hunt awaits a more clear picture of the growing infrastructure of alternative fuels in Kentucky and the nation as a whole in order to determine the best alternative fueling options for MSD going forward.