HomeMy WebLinkAbout09-98 RESOLUTION (3)1 FAYETTEVILLE
1 THE CITY OF FAYETTEVILLE, ARKANSAS
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DEPARTMENTAL CORRESPONDENCE
TO: Environmental Concerns Committee
THRU: Kevin Crosson, Public Works Director
FROM: Cheryl Zotti, Environmental Affairs Administrato
DATE: October 31, 1997
SUBJECT: CURBSIDE BIN RECYCLING
VOLUME BASED RATES
INCREASING SOLID WASTE RATES
We are proposing to change the method in which we collect recyclable materials in our residential
program. We are also proposing two different methods to generate the additional revenue required
to operate a new collection program. These changes are prompted by Fulton Sanitation announcing
that they would no longer process recyclable materials delivered in recycling bags.
In the attached proposal, we are proposing to change our current residential recycling program from
a blue bag program to a curbside bin program. The proposal will also include two recommendations
to generate additional revenue: 1) change our waste collection and billing system from an unlimited
disposal service to a volume based disposal service or 2) raise residential rates by $1 per month per
resident. The $1 rate increase would be in addition to the Council approved, increases scheduled for
the years 1998, 1999 and 2000.
Please refer to the attached proposal for detailed information. Should you need additional
information or have questions, please do not hesitate to call me. Thank you.
TABLE OF CONTENTS
History 1
The Cost to Recycle 1
Curbside Bin Recycling 1
Two Different Collection Methods 2
A Blue Bag Program 2
A Curbside Bin Program 2
Operational Plan for a Curbside Bin Program 2
About the Bin 2
About Collections 3
Recycling Center Operations 4
About Costs 7
Volume Based Rates 7
Current Solid Waste Collection Method (Current Method) 7
What is Volume Based 8
Benefits of Volume Based Systems 8
Different Methods for Volume Based Systems (Different Methods) 8
Bag System 9
Why 104 Bags 10
About the Bag 11
Accounting for All Those Bags 11
How Residents Get Extra Bags 12
What About Revenue and Costs of a Bag System 12
Costs 12
What About Illegal Dumping 13
Summary 13
Increasing Residential Rates 14
Conclusion 15
PROPOSAL
HISTORY
The Cost to Recycle
Our current residential recycling program cost $350,787 per year. The revenue needed to support
this cost is generated through the monthly fee we charge our residents for solid waste services
($8.50/month). It is often assumed that our recycling program pays for itself through the sale of the
materials we collect. This is not factual. We do avoid landfill tipping fees; however, that savings
is not substantial enough to support the cost of the program. The reasons that we offer recycling
opportunities at such high costs are greater than the economics of our operations. There are
numerous environmental impacts that we address through recycling. We are educating our public
to reduce the amount of waste they generate and to recognize the need to re -use products and
purchase products made of recycled material.
If we were to terminate our recycling program, we would save approximately $182,696 per year.
This number is less than the $350,787 because we would be required to expand our solid waste
collection services to collect the additional volume of material and pay a tipping fee at the landfill
to dispose of the material. These calculations are detailed below.
Cost of Recycling Program $ 350,787
Cost of Adding (back) One Residential Route $(106,256)
Cost of Disposing of Materials in Landfill $( 61,835)
Savings Recognized by not Recycling $ 182,696
When comparing this savings to the monthly solid waste fees charged to the residents, it amounts
to approximately $1.00 per month. In essence, the residents pay approximately $1.00 per month
through their $8.50 solid waste fee for curbside recycling options.
CURBSIDE BIN RECYCLING
We have experienced tremendous success with our residential recycling program since it was
implemented in 1995, maintaining a city-wide participation rate of 68%. We have enjoyed a
program that is successful, efficient and cost effective.
One of the elements which has allowed us to operate a cost effective program has been utilizing
Fulton Sanitation to process the materials collected in our residential recycling program. Fulton
processes our materials for a fee of $17 per ton, after a recent rate increase from $10 per ton. The
processing fee of $17 per ton is still a very economical fee for this service.
At the July 2 Council meeting, Fulton announced that they would be giving the City twelve months
to stop bringing recyclables in blue bags. Fulton has elected to stop operating a picking line and only
process source separated materials.
Staff has maintained a contingency plan should our processing contract with Fulton be terminated
or dramatically interrupted, as has been done. Part of the planning has included allocating funding
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in our 1997 Capital Improvements Program for curbside recycling bins; conducting pilot projects
on different types of collection methods; visiting other cities and evaluating their recycling programs;
conducting cost analysis of different collection methods; andresearching different collection
methods.
Two Different Collection Methods
We narrowed our research to seeking a method which would be cost effective, convenient for the
residents, and allow us to process the materials in our recycling center, while avoiding systems which
would greatly increase our operational costs. Two methods of collection were most prevalent as
applicable to our City: a Blue Bag System and a Curbside Bin System.
1. A Blue Bag Program
A blue bag,system involves collecting the materials in the same manner as we do in our existing blue
bag program. The only change would be. that we would process the materials ourselves, at our
recycling center. It would cost approximately $191 per ton to process the materials ourselves, which
includes an investment of approximately $350 000 to purchase processing equipment, a picking line
and associated storage equipment. Appendix A details these capital costs. Trends across the country
are showing that entities are moving away from picking lines and blue bag programs. This is largely
due to the expense of operating a picking line. Please see Appendix A for a cost analysis of a
picking line system.
A blue bag program would require hiring a minimum of eight: employees to pick materials from a
conveying system. These types of jobs have high tumover rates and workers compensation claims.
With extremely high processing costs and operating challenges, we do not believe that installing a
picking line and continuing to operate a blue bag program is the best option for the City at this time.
2. A Curbside Bin Program
We believe that a curbside bin recycling program is the best option for the City. We are proposing
to implement a curbside bin program which provides sorting of recyclable materials before reaching
the recycling center. With a curbside bin program, residents would place their recyclables in one or
more recycling bins and place their materials at their curb for collection. There are numerous
different levels of separation and aspects to consider when establishing a curbside bin program. The
most beneficial aspect of this system is that it requires a separation of materials before they reach the
recycling center, which reduces processing costs. One of the biggest decisions to make is who is
going to do the separation. We can require the resident to do all of the separation or we can do the
separation with the routesman. We are proposing a combination of both. We are proposing that the
resident perform two primary sorts in their home and our routesman will provide the remaining sorts
on the curb.
Operational Plan
About The Bins
We are proposing to provide each resident with an 18 gallon bin. See Appendix B for a picture of
the bin. We will ask each resident to place all of their recyclable materials in the bin, except
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newsprint and cardboard. We will ask that residents place their newsprint either in a bag (brown
paper or plastic) or bundle it and place on top of the bin. We will continue collecting cardboard
boxes placed next to the bin. During inclement weather, they can,place their newsprint on top of the
recyclable materials in the bin and place the lid on it. With this method of sorting, they have
performed two sorts before their bin reaches the curb. Appendix B(I) shows a transfer of materials
from a blue bag to a recycling bin.
As proposed, residents will commingle their recyclables in one bin instead of a blue bag. The bin
will still be placed at the curb for collection on the same day as always. Once on the curb, the
routesman will finish the sorting process.
There is another option of requiring residents to sort their materials into numerous bins in their
home, so that they do all of the sorting themselves. With this type of bin program; a resident would
have at least five bins in their home. All five of the bins would be placed at the curb, by the resident,
on their collection day. This option would seem to make it easier on the routesman by reducing his
sorting time. However, it takes close to the same amount of time for a routesman to pick-up each
bin and dump it and place it back at the curb as it does to sort from one bin. This option was not
chosen because of the number of bins that would be placed in the household. It would also require
a larger investment to purchase the additional bins.
We elected to combine some sorting in the home and some sorting on the curb. We believe that this
will be a successful combination. Newsprint constitutes 45% of the total volume of materials being
recycled by households Byrequiring that residents sort this material from the containers, the
routesman will save a significant amount of time. Using only one bin will keep the program
convenient for our residents which increases participation rates.
The bins will be competitively bid. We estimate that the bins will cost approximately $6 per bin,
which will require that we spend $114,000 to supply bins to all our residents. We currently have
$100,000 in our budget allocated for this expense. We will require the bin to be made of post and
pre -consumer recycled materials. The bin will have the City logo and will have a lid which will be
used in inclement weather. The bins have an estimated life of 5 to 7 years.
If a resident produces more recyclable material than one bin per week will contain, we are proposing
to sell the extra bin to the resident at our cost. We will get more accurate data on the number of
households needing multiple bins after the first year of the program.
About Collections
Once a bin is placed at the curb, city crews will sort the materials into a compartmentalized vehicle.
The vehicle will have a separate compartment for each type of material collected. The routesman
will then sort the materials by type into the correct compartment. Please refer to Appendix C for a
picture of a compartmentalized vehicle. This is similar to the type of vehicle we would use in the
proposed program.
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We do not currently have compartmentalized vehicles as part of our fleet. We would be required
to purchase this type of specialized equipment. We have performed a time -motion study on similar
equipment in Manchester, Connecticut. We went to Manchester and timed an employee as he
collected and sorted materials from the curb into a compartmentalized vehicle. We also worked on
the route to get experience using the vehicle. They used the vehicle identified in Appendix C. The
residents of Manchester use a 14 gallon bin and they commingled their materials into the bin.
We also performed a time -motion study in Fayetteville, using Solid Waste employees and
Washington County's recycling trailers. We performed the time -motion study for one week. Two
solid waste employees collected the recyclable materials by emptying the contents of the blue bag
into an 18 gallon bin and then sorted the materials into the trailers. The employees were timed to
see how long it took to sort the materials into different compartments. This method was not as
reflective as the Manchester study because of using a trailer instead of a compartmentalized vehicle.
When applying the data collected in both time -motion studies to our operation (population,
households, participation), we concluded it will require five routes to collect our recyclable
materials. We are proposing to purchase six vehicles, five for daily routes and one as a spare. We
would operate five, .one-man, routes each day, four days per week.. Curbside sort programs are
usually designed to use one man routes, instead of two men. We currently have four employees that
work on our recycling routes. We would be required to -add one additional position in order to
operate five routes Please see Appendix C(1) for data used to calculate number of routes needed
for a curbside bin program.
Recycling Center Operations
In the future, materials collected in either a curbside bin program or a blue bag program will be
processed in our recycling center. This will be a significant change from the current operation. Our
recycling center is currently being used to process the materials collected in our commercial
recycling programs. This volume of material itself absorbs most of the floor space in the center.
With a curbside bin program, utilizing compartmentalized vehicles, the planned operation of the
recycling center will be as follows:
Personnel: Weare requesting three additional positions with the implementation of a
curbside bin program. All three positions will be used to move materials, bale materials,
load materials into trailers and provide general operational duties of the recycling center.
We recommend a minimum of three people to maintain an efficient operation. It will be
absolutely essential that we maintain control of the flow of materials on a daily basis, given
our limited storage capacity.
Unloading materials: Each compartmentalized vehicle will unload materials at the
recycling center when they have completed their route, their vehicle is full, or one
compartment of their vehicle has reached capacity. The vehicle will back into the inside of
the center and unload, one material at a time. The vehicles are designed to unload each
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compartment independently. A recycling center operator will move each material into a
storage area as it is unloaded. For example, as steel cans are unloaded, they will be pushed
(using the skid -steer loader) into a storage bunker or bin,.
Storing and baling materials All materials will be moved into storage areas as the vehicles
unload. Most materials, with the exception of newsprint and cardboard, will be stored for
a length of time before being baled. This storing process occurs because it takes a larger
volume than we collect in one day to make a bale of material. We also like to bale a volume
of material which produces several bales This provides for more efficient operation of the
. baler. We store the baled material for a length of time as well. We sell each material in a
quantity of approximately 45 bales. This amounts to a semi -trailer load The mills that
purchase the material require that they receive materials by the semi -trailer load.
We will store steel cans in an existing indoor storage bunker, which is currently being used
to store newsprint. Newsprint will be baled daily. The baled steel cans will be stored in one
of our existing outdoor bunkers until we get approximately 45 bales (a semi -trailer load).
It will take approximately 3 months to accumulate that quantity.
We will store our aluminum cans in a semi trailer parked on the outside of our recycling
center. The broker or mill which purchases aluminum from recycling centers will place a
semi -trailer and a machine which blows the cans into the trailer at no cost. This allows for
outdoor storage as well as eliminates the baling process.
We will empty the glass collected into containers (which hold 20 cubic yards) located
outdoors. The glass will be transported in the same containers to the glass recycling mill
This allows for outdoor storage as well as eliminates double -handling this material. We will
transport glass approximately once every two months.
The paperboard that we collect will be added to cardboard when baled. Therefore, it will be
baled on a daily basis.
We collect larger volumes of newsprint and cardboard than any other material. It is our
operational plan to bale this material on a daily basis. We do not have space in our center
to store this material for more than one day. If we are baling newsprint when a collection
vehicle arrives at the recycling center, we will move the newsprint unloaded from the vehicle
onto the conveyor. We would then move cardboard to a designated area to be baled later in
the day or first thing the next morning. The same process would occur if we were baling
cardboard when the collection vehicle arrives at the center, except it would be newsprint that
would be stored for baling later in the day and cardboard that would be baled immediately.
The bales of newsprint and cardboard will be stored inside the recycling center in two
different areas. We currently store this material until we accumulate approximately 45 bales
The only difference in this storing process will be that we will sell the materials to a broker
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weekly instead of monthly.
Storage areas: The most challenging aspect of the recycling center will be storage capacity.
It will be essential that we maximize the space we have for storage and that we also have
additional storage capacity in place before we start a curbside bin program.
We will need additional storage capacity (beyond our existing floor or outdoor space) for
plastics. It takes approximately 35 cubic yards of plastic to make one bale. It takes a large
area to store 35 cubic yards of loose plastic containers. We will need an area that will hold
a minimum of 70 cubic yards of each type of plastic to make two bales. We will collect
approximately 150 cubic yards of plastics each week from our residential program. As you
can visualize, we will need a large storage area for plastics. We will sort the plastic into two
classifications, separate #1 plastics from #2 plastics. Therefore, we will need two large areas.
We are proposing to modify two outdoor storage areas at the recycling center. We have two,
small outdoor storage areas which have overhead doors, making them accessible from inside
the recycling center. These modifications will require extending large concrete walls and
extending the roofing system over each area. We estimate that this will cost approximately
$85,000 for construction and engineering costs. We have placed $100,000 in our 1998
Capital Improvements Program requests to fund these modifications.
Once the plastics are baled, they will be stored in two existing outdoor bunkers until we
accumulate a semi -trailer load We will accumulate at load every three months.
Marketing baled material: We currently market all of our commercial materials. We take
price quotes when we have 45 bales of a material. A semi -trailer will hold approximately
45 bales of material. The broker which we sell our material to will furnish a semi -trailer to
transport our material (that cost is included in all quotes). When the semi arrives at our
recycling center, we immediately load the trailer and it then proceeds on to the recycling mill.
The entire process takes approximately 2 hours.
We sell the material to the broker which quotes the highest per ton price. All brokers quote
and buy based on a semi -load of material. We sell approximately 2 semi -trailer loads of
material per month.
Our marketing plan will change when we increase our volume of materials. We would
release a bid for purchase of our materials prior to beginning the curbside bin program. We
would then negotiate with the selected broker to enter into a 12 to 24 month contract for the
handling of our materials. We would like for the contract to be for at least 12 months to
ensure a guaranteed price but not more than 24 months because the markets for recyclable
materials fluctuate regularly. For example, in November of 1996 cardboard was selling for
$72.50 per ton and in August (1997) it was selling for $125 per ton.
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We will have over a year of working history with brokers of recyclable materials prior to
implementing a curbside bin program. That history will be very useful when selecting a
broker to enter into a long term contract with for all of our materials. Processing and
marketing our commercial materials has provided us with good experience that will be very
beneficial in our management of the volume of materials from the residential sector. We
refer to this experience as getting our feet wet before jumping in.
About Costs
Our financial analysis has indicated that it would cost approximately an additional $162,000 each
year in operational costs to switch to a curbside bin program, as proposed. This extra cost is largely
due to requiring additional equipment and personnel. We currently use three vehicles for blue bag
collection. With this new program, we would require six vehicles and would necessitate four
additional positions. See Appendix D for a detailed financial analysis.
Compartmentalized vehicles cost approximately $85,000 per vehicle, depending on the
specifications. The equipment will be purchased by the Fleet Maintenance Division, using the shop
fund. Funds are allocated in the shop fund for this expenditure. The Fleet Maintenance Division
would charge the solid waste fund monthly replacement and maintenance charges for each vehicle,
as detailed in Appendix D.
We would use one man to operate each vehicle (run each route). We currently have four people that
collect our blue bags. We would need one new position to work as a fifth routesman. Due to the
.increase in volume of materials to be processed, we would also need three new positions to work in
our recycling center. One employee would operate the baler, while the other two employees would
move the materials as they are Unloaded on the conveying system or in the storage areas. They
would also be required to keep baled material moved to storage areas. Compared to similar
operations, our recycling center is relatively small, and because of this, we will need to control the
flow of materials at all times.
Our current rate structure will not support additional operational costs in the amount of $162,000
per year. We are proposing two options to generate the required revenue: 1) volume based rates or
2) increasing current solid waste rates. We will need approval of one of these two options before
implementing the curbside bin recycling program.
VOLUME BASED RATES
Current Method
Currently, residents pay a monthly sanitation fee of $8.50 per month. Every resident pays this
amount regardless of waste generation habits. There is no limit on the bags of waste any household
can place out for collection. For $8.50 per month, one household can dispose of 5 bags of waste
each week while their neighbor who also pays $8.50 per month only disposes of 2 bags of waste each
week. This obviously is not equitable.
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What Is Volume Based
Volume based, also known as variable rate pricing or pay -as -you -throw, is a system which requires
residents to pay for municipal waste management services by the unit of waste collected rather than
through a fixed fee. Unit pricing takes into account variations in waste generation rates by charging
households or residents based on the amount of trash they place at the curb, thereby offering
individuals an incentive to reduce the amount of waste they generate and dispose of each week.
Benefits Of Volume Based Systems
Waste reduction. Volume based systems reduce the amount of waste disposed of by
residents. Because residents pay more ifthey generate more, they learn to generate
less. Some communities with volume based pricing report that they reduced their
waste disposed of by 25 to 45 percent.
Reduced waste disposal costs. When the amount of waste is reduced, the amount
of funds expended in waste disposal fees reduces. The amount paid to waste disposal
facilities (landfills, incinerators, etc..) decreases. The revenue previously spent on
disposal fees can then be allocated to recycling, composting or other diversion
activities.
Increased waste prevention. Residents will typically modify their traditional
purchasing and consumption patterns to reduce the amount of waste they produce.
These behavioral changes have beneficial environmental effects beyond reduced
waste generation, often including reduced energy usage and materials conservation.
Increased participation in composting and recycling programs. Under s olume based
pricing, recycling and composting programs become opportunities for residents to
divert wastes for which they otherwise would pay. Participation in recycling and
yard waste programs usually increase substantially.
More equitable waste management fee structure. With the current flat fee rates,
residents who generate a small amount of waste subsidize the greater generation rates
of their neighbors. Under volume based pricing, waste removal charges are based on
waste generation.. This is similar to the way residents pay for their other utilities, like
water, gas and electric.
Different Methods
Volume based systems have two basic forms. Residents can be charged by:
1. Weight of waste, with the municipality measuring at the curbside the weight of
waste set out for collection.
2. Volume of wastes, using bags, tags or stickers, or prescribed sizes of waste cans.
We have analyzed different methods and ways of implementing a volume based system. We
narrowed our research to a system that would fit into Fayetteville's environment. We evaluated
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programs which would bring equity to our system but not require large increases in the fees that we
charge our residents. The elements which would require large fee increases are increasing personnel
and purchasing different collection equipment. We, therefore,: eliminated systems which would
require replacement of current equipment, like weight based systems which requires equipment that
weighs the cans as they mechanically dump it. We evaluated different volume based methods using
cans, stickers or tags, or bags:
CANS: Volume based systems often use a can program. With a can program, residents are
issued different sized cans, ranging from 20 to 95 gallon cans or carts. They pay a fee based
on the size of container. This type of system requires automated equipment which dumps
the containers. Implementing this type of system also requires expending a significant
amount of funds to purchase the cans or carts Experience has also shown that this type of
system does not work well in cities with hilly terrain, ditches or on -street parking. This is
largely due to the type of equipment used. This type of system makes billing systems more
complex. With this type of system, residents would not have a real incentive to not fill the
can or cart.
STICKERS OR TAGS: Volume based systems often use stickers or tags to identify their
units for disposal. With a sticker system, residents are issued and/or sold stickers which they
must place on their trash bags. Trash bags which de not have stickers will not be collected.
We evaluated this option carefully. Stickers would be cheaper for us to purchase than cans
or bags and residents usually understand a sticker system. However, stickers often do not
adhere in rainy or cold weather; retailers are more hesitant to stock stickers, sticker systems
make it difficult to enforce size limitations of the bags; stickers are easily duplicated by
counterfeiters; stickers are easily stolen off of bags at the curb; and stickers are easily lost by
the resident. We believe that a bag program is a better option for the City.
BAGS: Volume based systems often use a bag system. With a bag system, residents are
required to place their waste in designated bags. They can no longer place waste in any bag
other than the one required to be used by the City. Waste that is not placed in the designated
bags will not be collected. Most cities select a distinguishable color for their bag with some
type of identification (city logo, city name, etc..). Residents usually find a bag system easy
to understand. They can purchase the designated bags from the municipal offices or various
retail outlets within the city.
We found a bag system most applicable to our City and the remainder of this report recommends and
explains a bag system for Fayetteville, if we elect to go to a volume based system.
BAG SYSTEM
We propose that we maintain our base solid waste rate of $8.50 per month, with the originally
scheduled rate increases. We are further recommending that we issue residents 104 waste bags every
12 months. The residents will be required to place their waste in these designated bags, and we will
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not collect any waste from the residential sector that is not in the designated bags. If a resident needs
more than 104 bags in 12 months, they will be required to buy the additional bags for $1.50 per bag.
The bags will be available at the City's Solid Waste Division and in area grocery stores.
Why 104 Bags
There are some cities which implement volume based systems which charge the residents a base rate
and then require that they purchase the quantity of bags they need or just charge for the bags. Staff
chose to issue bags for several reasons:
Rate Study. The rate study which was approved by Council in 1995 provided for rate
increases over a five year period The rates that were established included a disposal fee for
the solid waste we dispose of each year. The study included taking our yearly volume of
waste disposed of and calculating an average volume of waste produced for each household.
This was further reduced to the amount of waste collected each week from each household.
The rates established through the study includes collecting and disposing of .33 cubic yards
of waste each week from each household. This translates into approximately two, 30 gallon
bags of waste each week. The importance of this information is that our current rates allow
for the disposal of two, 30 gallon bags of waste per household each week. We are finding
through audits that some household put one (small) bag of trash out for collection and other
households place 5 (large) bags of waste out for collection, as indicated in waste audit below.
Waste Audit. We have been performing waste audits for several years. During our waste
audits, we record waste generation habits for each household in the audit area (number of
bags of waste, blue recycling bags, and cardboard boxes they place at curb each week, etc..).
Our audit has shown that households are placing 5-6 bags of waste out for collection each
week, on an average basis. Again, this is an average. There are homes that regularly place
8-10 bags out for collection, and homes that regularly place 2 bags of waste out for collection
each week. The bags range from 13 to 30 gallons in size. We concluded the majority of
households place at least two bags of waste out for collection each week and the households
that placed more out could reduce their generation habits by recycling and purchasing
differently.
Familiarity. Residents are familiar with being issued bags because of our current curbside
recycling program. It would not be a totally new concept to deliver bags to a household once
per year. A bag program is easy to understand and if properly educated, a resident will
quickly learn to manage their waste so that they can make the 104 bags last over twelve
months. The Solid Waste Division is also familiar with distributing bags.
Reasonable. Most people also understand reasonable quantities. If we properly reach and
educate our public, we can present them with a program that we believe is reasonable. For
$8.50 per month, we believe that two bags per week is reasonable. If they want to generate
more, then they pay more It especially becomes reasonable when we educate the public
about other programs available like our recycling programs, bulk pick-up program, yard
waste program, and household hazardous waste round -ups.
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Consensus. It is important to staff that we build a community consensus which favors or at
least understands why we are implementing this program. Often, a community automatically
perceives a volume based system as a negative program or as a program to further regulate
the public. By giving the resident a supply of bags, we make the program more convenient
and user friendly. We know this works because of the feedback and success with our blue
bag recycling program. While some may not like the idea of quantity limitations, they will
have the bags, start using them, and over time they will adjust. If they are required to
purchase bags, fail to do so and we do not collect their waste, their frustration and opposition
levels will increase.
By supplying the resident with a yearly supply (104 bags), they may place one bag out for collection
one week and three bags out the next. This becomes especiallyequitable during times when
households are on vacation or away from their home. They can utilize their bags at a later date, like
holidays. We calculated 104 bags per year based on there being 52 weeks in a year and allowing
each resident two bags per week.
About The Bag
We are recommending a 30 gallon bag which is a distinguishable color and displays the "The City
of Fayetteville" and logo on each bag. We will specify that the bag be high quality (capable of
holding 50 lbs.) and have a draw string. Please refer to Appendix E for an example of the bag . The
example displays the size and thickness of the bag, not color and logo. The bags will be distributed
in two rolls of 52.
Accounting For All Those Bags
We will distribute the waste bags once per year. We will distribute them in the same manner that
we do our blue recycling bags. We will distribute the first supply of bags at the same time that we
distribute the initial installment of recycling bins. This will allow for only one distribution cost for
the City and one day for the resident to remember to collect their materials. We will distribute the
bins and bags with solid waste crews. The solid waste crews are best to use because they know the
routes and where every house is in Fayetteville.
We will utilize our current billing system to account for new citizens and people that move from one
location to another. The billing system retains information for at least three years. We will have the
capability to look up a residents' name or an address to find out if that person has received bags
within the last twelve months. If a resident moves from one address to another mid -year and calls
to ask for another supply of bags, we will be able to look up their name in the computer database and
find -out if they received bags during distribution. We will also be able to get a history on addresses
from the computer database. This will hopefully help us account for who has and has not received
bags. We will also educate our citizens that if they move from one location in the city to another,
they should take their bags with them. We may also give a reimbursement to those residents that
move out of our city and turn their remaining bags back into our office.
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How Residents Get Extra Bags
When a resident needs additional bags, they will have two options:
Solid Waste Offices The bags will be available at the solid waste offices. We will
sell the bags for $1.50 per bag in rolls of twenty. Our office hours for bag sales will
be 7:00 am until 5:00 pm. The cost of the bag, $1.50, is detailed in the Revenue
section of this proposal.
Grocery Outlets The bags will also be available at grocery supplying outlets. In our
area this will be at grocery stores and WalMart Superstores. We have only made
contact with WalMart and IGA Superstore at this time. They were agreeable. The
grocery outlets may, however, charge more than $1.50 per bag. They may add a
profit margin on the bag. Because this is only a proposal, we have not started any
negotiations with the outlets. If residents want to buy the bags at these outlets, they
should be willing to pay for the convenience. We will, however, try to negotiate with
outlets to sell the bags for $1.50 each. We will also request that the outlets supply
rolls of 20 bags.
What About Revenue And Costs
Revenue: We estimate that if volumetric rates are implemented, the amount of waste disposed of
in the residential sector will be reduced by 10% the first year and 25% by the third year. The amount
of waste generated by residents will reduce because they will be financially penalized for producing
more waste. An example If a household currently generates five 30 gallon bags of waste each week
and were to continue this pattern after we implement a volume based system, they would pay an
extra $234 per year in waste disposal. This would amount to an extra $19.50 per month or a total
monthly sanitation bill in the amount of $28 ($8.50 base fee plus $19.50)!
A 10% reduction in our waste disposal costs, in the residential sector, results in a savings of
approximately $36,000 per year.
We estimate that 30% of the residents will buy at least one roll (20 bags) of extra bags during the
first twelve months of the program. This will generate approximately $153,000 per year. This figure
combined with the savings in waste disposal will generate the additional revenue needed to support
a curbside bin recycling program.
The per bag cost ($1.50) that we are recommending vas calculated by applying actual disposal costs
that will be incurred by collecting each bag. It costs the City $1.32 to dispose of 30 gallons of waste
(that is what Sunray/USA Waste will charge to dispose of that bag of waste). We then added $.07
to the figure for the actual cost of the bag. The remaining $.11 will allow for administrative costs
and allowance for increases in disposal fees over time.
COSTS
The majority of the additional costs for implementing a volume based waste collection program will
be the purchase of the waste bags.
12
We will release a bid for manufacturing the bags. We have been in contact with vendors of bags and
they have given us an approximate cost of $.07 per bag. We would order 36,000 rolls with 52 bags
in each roll. This would allow us to distribute to approximately 17,000 homes and maintain an
inventory to distnbute to people that move into our city. We will also order 3,000 rolls with 20 bags
in each roll, which will be used to sell to residents. We estimate that it will cost $131,040 to
distribute bags and maintain an inventory for new residents.
We allocate $60,000 each year in our operational budget to be used to purchase blue recycling bags.
Because we will be replacing the blue bag program, we can now allocate that funding to purchasing
waste bags. The $71,040 ($131,040 - $60,000) difference will be funded through use of solid waste
fund balance
What About Illegal Dumping
One of the biggest concems when implementing a volume based system is illegal dumping. Rather
than purchase the additional bags, will residents illegally dump their extra waste? Some
communities have faced increases in illegal dumping. We believe that our illegal dumping will not
increase significantly for three different reasons:
1. Commercial dumpsters often become the target for dumping extra waste. We have
ordered container locks for dumpsters in our City. We have worked several years
with different companies to develop a reliable container lock system which allows
our routesman to dump the container without unlocking it. We have found a system
which works well with our containers. The locks are also very economical, costing
approximately $35 per locking system. We plan to place a locking system on all of
our newly leased containers and also sell the locks to our business community at our
cost. This will include the Solid Waste Division installing the locks for the business.
Trends show that locking systems greatly reduce dumping problems.
By charging residents a base fee, giving them 104 waste bags and free recycling
options, we believe that our residents will find it easy to make our proposed program
work for their household. They will be paying for the service regardless, so they will
most likely take advantage of curbside collection.
Data from other cities indicated that bulky items represent the majority of illegal
dumping problems, not bags of trash. We will continue offering our residents
collection services for bulky items (furniture, appliances, metal items, ..) for no
additional charge. We will include information about this service in our education
program.
SUMMARY
Staff has been working on building an integrated solid waste management program for the City of
Fayetteville over the past four years. This has involved many changes. We have brought security
to not only our waste disposal programs but also our recycling programs. We believed that we had
13
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to implement a curbside recycling program and allow it to become stable before implementing
volume based rates. Residents must have the option or means to reduce their household garbage
before they are introduced to a volume based billing system.
With the volume based program we are proposing, residents will learn to do several things to prevent
using more than 104 waste bags per year:
1. Residents will take advantage of our free recycling program. We will supply
information about our recycling program and how it can be used to reduce the
amount of waste a household disposes of as trash. We collect a wide variety
of materials in our recycling program. As a result, we will see participation
in our recycling program increase. It would not be unrealistic to anticipate
a participation rate of 85% by 1999. We will also see an increase in the
amount of materials we collect, which makes collection and processing costs,
on a per ton basis, decline.
2. People that participate in our recycling program will learn to carefully
examine all items they dispose of to see if they are recyclable. We conducted
an audit of households which place 4 or more trash bags and one recycling
bag out each week for collection. We wondered why a household had that
many bags of trash if they were recycling. We found that people still throw
away a lot of items that are recyclable. One big item found was plastic
containers. Residents are not examining all their plastic containers to see if
they are recyclable. They were recycling soda bottles and milk jugs but they
were not recycling their colored plastics. Paperboard was another item which
was often missed. We found that once we removed the recyclable items from
the waste bags, the household could reduce from 5 bags to 2 bags, even less
in some instances.
3. People will leam to change some of their habits. They will look for items
that are sold in recyclable containers. They will consider buying in bulk.
This is a change that will have effects reaching much further than
Fayetteville's recycling program. This is often referred to as closing the loop,
when people buy with recycling in -mind and recycle the item when it is
discarded. We want our educational program to not only teach diversion of
materials but also reduction of materials. Therefore, we will educate on
reduction.
By implementing volume based rates with our new recycling system, residents will be able to see
how to put it together.
INCREASING RESIDENTIAL RATES
The other option to raise the additional revenue required for a bin based recycling program is to
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increase our residential rates. This would only be needed if the Council elects not to implement a
volume based system We estimate that rates will need to increase by $1.00 per month, to generate
at least an additional $162,000 per year. Increasing rates in the residential sector by $1.00 generates
an additional $204,000 in revenue each year. This revenue would allow for the additional
operational costs of a curbside bin program, and it would also allow for additional funds for capital
improvements to our recycling center. Rather than increasing rates to generate exactly $162,000
each year and the next year we actually need $175,000, we would propose that we increase rates by
$1.00. See Appendix F for a table which shows how revenue generation is calculated.
When rates were approved in 1995, the Council approved a solid waste rate study which increases
rates over the next five year period, as detailed below. Residential rates are scheduled to increase
as follows:
1997
1998
1999
2000
2001
$8.50
$8.75
$9.00
$9.25
$9.25
f increasing rates is selected over volume based rates, staff recommends increasing rates in 1998
by $1.00 more than the scheduled increase, raising the rate to $9.75. We recommend future
increases to $10.00 in 1999 and $10.25 in 2000.
Increasing rates would be the easiest method to generate the needed revenue. We would still,
however, have a rate system which is not equitable and does not reward residents for reducing their
waste generation and disposal habits.
CONCLUSION
Staff recommends approval of a conversion of our existing recycling program to a curbside bin
program. We have no other alternative but to change our recycling program, because of Fulton
Sanitation's decision to no Longer accept our recyclables in blue bags. If you refer to Appendix G,
you will find a financial comparison of a blue bag program and a curbside bin program. Both
options include processing all materials at our recycling center. Our financial analysis indicates that
a curbside bin program is the most economical method to collect and process our materials.
With implementation of a new recycling program, our operational costs will increase We will be
required to generate additional revenue to fund the additional costs. In this proposal, we propose one
of two options: 1) implementing volume based rates or 2) increasing residential rates. Staff believes
that implementing volume based rates would bring equity to our solid waste collection program.
Volume based rates would also encourage recycling efforts. Implementing volume based rates
would be a difficult transition for our residents. It would also be more difficult to administer for the
Solid Waste Division. However, staff recommends this option over increasing rates.
Regardless of the option chosen, we will be required to do extensive education on both the change
to a curbside bin recycling program and a new rate structure. Education will be critical to the success
of our recycling program. We would like nine months for this educational period. We will also need
15
that amount of time to order equipment. Appendix H identifies some of our planned methods to
educate the public on a curbside bin system and a new rate structure.
Please refer to the additional appendices for additional information related to this proposal.
16
APPENDICES
APPENDIX A
APPENDIX B
APPENDIX B(1)
APPENDIX C
APPENDIX CO)
APPENDIX D
APPENDIX E
APPENDIX F
APPENDIX G COMPARISON OF BLUE BAG AND CURBSIDE BIN PROGRAM
COST ANALYSIS FOR A PICKING LINE
PICTURE OF A BIN
PICTURE OF BLUE BAG AND BIN WITH MATERIALS
PICTURE OF COMPARTMENTALIZED VEHICLE
CALCULATION OF NUMBER OF ROUTES
COST ANALYSIS ON A CURBSIDE BIN PROGRAM
EXAMPLE OF TRASH BAG
REVENUE GENERATION TABLE
APPENDIX H EDUCATION PLAN
APPENDIX I OTHER CITIES
APPENDIX J EPA FACT SHEETS
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Appendix A
Picking Line Cost Analysis
Picking Line_Er_ogram
Cost of Picking Line Program $719,178
Collection Cost of Picking Line Program 315,187
Processing Costs of Picking Line Program $403,991
less Potential Revenue 78,777 *
Total
Collection & Processing Cost/Ton
Collection Costs/Ton
Processing Costs/Ton
w/o Revenue
$339.61
$148.84
$190.77
$325,214
w/ Revenue
$153.57
* Revenue projected for 2,117.65 tons that will be collected in 1997 based on previous 3 year market
lows ($37.20/ton of commingled recyclables).
* See last page in this appendix for details on capital expenditures
' Public Works Department
Solid Waste Division
Picking Line Program
Fund 5500 - Solid Waste Program 5060
Estimated Budgeted
1997 1998
Program Staff _
Full -Time Equivalent Positions 16.00 16.00
l� Program Expenditures
Personnel Services $ 374,695 $ 376,874
Materials and Supplies 77,000 77,000
Services and Charges 130,625 130,625
Maintenance 18,658 18,658
Capital 118,200 81,200
$ 719,178 $ 684,357
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Public Works Department
Solid Waste Division
Picking Line Program
'I
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Fund 5500 - Solid Waste Program 5060
Budgeted Budgeted
1997 1998
Personnel Services
5100 00 Salaries and Wages $ 261,368 $ 263,017
5103 00 Overtime 0 0
5105 00 Social Security Taxes 20,125 20,252
5107 00 Insurance - Life 1,788 1,799
5108 00 Insurance - Health 28,750 28,750
5108 01 Insurance - LTD 1,202 1,210
5108 02 Insurance - AD&D 720 720
5109 06 Retirement Savings Plan 23,523 23,672
511100 Worker's Compensation 37,219 37,454
Total Personnel Services 374,695 376,874
Materials and Supplies
5200 00 Office Supplies & Printing 2,000 2,000
5203 00 Cleaning Supplies 2,000 2,000
5217 00 Safety Equipment 200 200
5225 00 Recycling Materials 72,800 72,800
Total Materials and Supplies 77,000 77,000
Services and Charges
5302 00 Uniforms & Personal Equipment 4,411 4,411
5314 00 Professional Services 11,000 11,000
5316 04 Residual Disposal Cost 6,184 6,184
5331 00 Motor Pool Charges 42,634 42,634
5331 01 Replacement Charges 66,396 66,396
Total Services and Charges 130,625 130,625
Maintenance
5402 00 Radio Maintenance 250 250
5403 00 Vehicle & Machine Maint. 18,408 18,408
Total Maintenance 18,658 18,658
Total Operations Before
Capital and Depreciation 600,978 603,157
Capital
xxxx xx Picking Line 70,000 70,000
xxxx xx Sorting Containers 30,000 5,000
xxxx xx Roll -off Containers 18,000 6,000
5890 00 Minor Equipment 200 200
Total Capital - 118,200 81,200
Total $ 719,178 $ 684,357
Fund 5500
- Solid Waste
Program 5060
Explanation of Accounts
Code
Account Name
Item Description
Cost
-----
5200 00
----------------------------
Office Supplies/Printing
---------------------------
Printed Recycling Handouts
2,000
2,000
5203 00
Cleaning Supplies
Cleaning Supplies for MRF
2,000
2,000
5225 00
Recycling Supplies
Recycling Bags
63,000
Baling Wire
7,200
Gaylord Boxes
600
Storage Bunkers
2,000
72,800
5302 00
Uniforms & Personal Equip
Uniforms
2,341
Boots (Steel -toe)
1,200
Raingear
270
Winter wear
600
----- 4,411
5314 00
Professional Services
Educational Material
3,000
Freight for Shipping Glass
8,000
11,000
5890 00
Minor Equipment
Hand Tools
250
Misc. Equipment
350
600
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Public Works Department
Solid Waste Division
Picking Line Collection Only
Fund 5500 - Solid Waste
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Estimated
1997
4.80
Program 5060
Budgeted
4.80
$ 133,694 $ 135,031
65,200 65,200
97,435 105,435
18,658 18,658
200 200
$ 315,187 $ 324,524
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Fund 5500 - Solid Waste
Personnel Services
5100 00 Salaries and Wages
5103 00 Overtime
5105 00 Social Security Taxes
5107 00 Insurance - Life
5108 00 Insurance - Health
5108 01 Insurance - LTD
5108 02 Insurance - AD&D
5109 06 Retirement Savings Plan
5111 00 Worker's Compensation
Total Personnel Services
Materials and Supplies
5200 00 Office Supplies & Printing
5203 00 Cleaning Supplies
5217 00 Safety Equipment
5225 00 Recycling Materials
Total Materials and Supplies
Services and Charges
5302 00 Uniforms & Personal Equipment
5314 00 Professional Services
5316 05 Recycling Disposal Cost
5331 00 Motor Pool Charges
5331 01 Replacement Charges
Total Services and Charges
Maintenance
5402 00 Radio Maintenance
5403 00 Vehicle & Machine Maint.
Total Maintenance
Total Operations Before
Capital and Depreciation
Capital
xxxx xx Picking Line
xxxx xx Sorting Containers
xxxx xx Roll -off Containers
5890 00 Minor Equipment
Total Capital
Total
Public Works Department
Solid Waste Division
Picking Line Collection Only
Program 5060
Budgeted Budgeted
1997 1998
95,269 $ 96,281
0
0
7,336
7,414
652
659
7,643
7,643
438
443
216
216
8,574
8,665
13,566
13,710
133,694
135,031
2,000
2,000
0
0
200
200
63,000
63,000
65,200
65,200
4,411 4,411
3,000 11,000
0 0
35,505 35,505
54,519 54,519
97,435 105,435
250
250
18,408
18,408
18,658
18,658
314.987
324,324
0
0
0
0
0
0
200
200
200
200
$ 315.187 $ 324,524
I
Fund 5500 - Solid Waste Program 5060
Explanation of Accounts
Code Account Name Item Description Cost
----- ---------------- -------------------- ---------------- ---
5200 00 Office Supplies/Printing
Printed Recycling Handouts 2,000
2,000
5203 00
Cleaning Supplies
Cleaning Supplies for MRF
0
0
5225 00
Recycling Supplies
Recycling Bags
63,000
Baling Wire
0
Gaylord Boxes
0
Storage Bunkers
0
63,000
5302 00
Uniforms & Personal Equip
Uniforms
2,341
Boots (Steel -toe)
1,200
Raingear
270
Winter wear
600
-------- 4,411
5314 00
Professional Services
Educational Material
3,000
Freight for Shipping Glass
0
3,000
5890 00
Minor Equipment
Hand Tools
250
Misc. Equipment
350
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• Picking Line Program
Supplement for Capital Expenditure
Staff has budgeted $350,000, amortized over five years, for the purchase and installation of a picking
line to accommodate the sorting of our recyclable stream within our recycling center. The $350,000
amount resulted from obtaining budgetary estimates from various equipment suppliers. Exact
designs have not been generated; however, the total length of the conveyor would be approximately
eighty (80) feet. The sorting conveyor will be four feet wide with eight to ten sorting stations
elevated approximately fifteen feet above floor level with walkways on both sides. The conveyor
will house a suspended magnetic separator to remove all steel items from the conveyor and an eddy
current for the removal of aluminum cans. The following is an itemization of expenditures
anticipated for the purchase and installation of a picking line for our recycling center. Attached,
please find a sketch of a picking line similar to what would be required for our operations
Item
Expenditure
Picking Line
$148,000
Magnetic Separator
21,000
'
Eddy Current
55,000
Freight
22,000
Installation
51,000
Pit for Feed Conveyor
20.000
Subtotal
$317,000
10% Contingency
32.000
'
Total
3$ 49.000
H
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' Cost Analysis
' Collection and Processing of
Curbside Recyclables
' Existing BExistingiBlue Bag Program
Cost of Blue Bag Program $350,787
Collection Cost of Blue Bag Program 314,787 ••
' Processing Costs of Blue Bag Program $36,000
less Potential Revenue 0
Total $36,000
' w/o Revenue w/Revenue
' Collection & Processing Cost/Ton $165.65
Collection Costs/Ton $148.65
Processing Costs/Ton $17.00 $17.00
Curbside Bin Program
Cost of Curbside Bin Program $512,403 •••
• Collection Cost of Curbside Bin Program 361,361 •••
Processing Costs of Curbside Bin Program $151,042
' less Potential Revenue 78,777 •
Total $72,265
' w/o Revenue w/Revenue
Collection & Processing Cost/Ton $241.97
Collection Costsllon $170.64
Processing Costs/Ton $71.33 $34.13
' Picking Line Program
Cost of Picking Line Program $719,178 ••••
Collection Cost of Picking Line Program 315,187
Processing Costs of Picking Line Program $403,991
less Potential Revenue 78,777 •
Total $325,214
' w/o Revenue w/Revenue
Collection & Processing•Cost/Ton $339.61
'Collection Costs/Ton $148.84
Processing CostslTon $190.77 $153.57
* Revenue projected for 2,117.65 tons that will be collected in 1997 based on previous 3 year market
lows ($37.20/ton of commingled recyclables).
' •* Gross cost of blue bag program less Processing Costs ($36,000)
••* Curbside collection bins are amortized over five years ($175,000/5 years).
•••• Picking Line is amortized over five years ($350,000/5 years).
11
Appendix B
Example of Curbside Bin
0
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Appendix C(1)
Required Routes for Curbside Bin Program
' Through our time -motion study in Manchester, CT, we concluded that a one-man route can average
53.3 seconds per curbside sort, including drive time, using a compartmentalized collection vehicle.
Using 53.3 seconds per curbside sort, we can calculate the required number of recycling routes
' needed to implement the bin based program by applying our total number of households and
residential set out rate to that number. Currently, the Solid Waste Division services 16,049 homes
in our curbside recycling program. We currently have a 68% citywide participation rate. We
' estimate our participation rate will increase to 75% with a bin based system. Using 75%
participation rate will produce a conservative number for budgetary purposes.
The following will detail the calculations used to determine the required number of curbside
recycling routes per day.
' Dividing 16,049 total homes by 4 collection days per week indicates the number of
homes serviced per day. Multiplying the number of homes serviced per day by the
75% residential set out rate gives the required number of sorts per day. Each route
contains 36, 000 seconds per day. By dividing the seconds per day by the seconds per
sort, we arrive at the number of sorts each route can perform per day. Finally, by
dividing the required number of sorts per day by the number of sorts each route can
perform per day, we obtain the required number of routes per day.
16,049 homes _ 4 collection days per week = 4,012 homes per day
4,012 homes per day x 75% set out rate = 3,009 sorts per day
10 hours x 60 minutes x 60 seconds = 36,000 seconds per route
36, 000 seconds per route - 53.3 seconds per sort = 675 average sorts per route
3,009 sorts per day + 675 sorts per route = 4.46 routes per day
As you can see, the results indicate that we will be required to maintain five recycling routes in order
to implement a curbside bin collection program. This is a conservative calculation which uses a
higher participation rate. Based upon 4.46 routes per day, we can add another 1,951 households
' citywide prior to needing a sixth route. In 1996, the City issued 525 residential building permits.
Projecting these numbers, we would need a sixth route in the first quarter of 2002.
1l
I
Appendix D
Curbside Bin Cost Analysis
curbside Bin Program
Cost of Curbside Bin Program
$512,403
Collection Cost of Curbside Bin Program
361,361
Processing Costs of Curbside Bin Program
$151,042
less Potential Revenue
78,777
Total
$72,265
w/o Revenue
w/Revenue
Collection & Processing Cost/Ton
$241.97
Collection Costs/Ton
$170.64
Processing Costs/Ton
$71.33
$34.13
• Revenue projected for 2,117.65 tons that will be collected in 1997 based
on previous 3 year market
lows ($37.20/ton of commingled recyclables).
Public Works Department
Solid Waste Division
Curbside Bin Program
Fund 5500 - Solid Waste
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Program 5060
Budgeted Budgeted
1997 1998
10.00 10.00
$ 266,925 $ 270,589
14,000 14,000
180,761 180,761
15,117 15,117
35,600 35,600
$ 512,403 $ 516,067
I Public Works Department
Solid Waste Division
Curbside Bin Program
Fund 5500 - Solid Waste Program 5060
Budgeted Budgeted
1997 1998
Personnel Services
5100 00 Salaries and Wages $ 188,700 $ 191,474
5103 00 Overtime 0 0
5105 00 Social Security Taxes 14,530 14,743
5107 00 Insurance - Life 1,291 1,310
5108 00 Insurance - Health 17,232 17,232
5108 01 Insurance - LTD 868 881
5108 02 Insurance - AD&D 450 450
5109 06 Retirement Savings Plan 16,983 17,233
5111 00 Worker's Compensation 26,871 27,266
Total Personnel Services 266,925 270,589
Materials and Supplies
5200 00 Office Supplies & Printing 2,000 2,000
5203 00 Cleaning Supplies 2,000 2,000
5217 00 Safety Equipment 200 200
5225 00 Recycling Materials 9,800 9,800
Total Materials and Supplies 14,000 14,000
I. Services and Charges
5302 00 Uniforms & Personal Equipment 3,611 3,611
531000 Utilities 1,000 1,000
5314 00 Professional Services 11,000 11,000
5331 00 Motor Pool Charges 65,185 65,185
5331 01 Replacement Charges 99,965 99,965
Total Services and Charges 180,761 180,761
Maintenance
5402 00 Radio Maintenance 250 250
5403 00 Vehicle & Machine Maint. 14,867 14,867
Total Maintenance 15,117 15,117
Total Operations Before
Capital and Depreciation 476,803 480,467
'. Capital
xxxx xx Curbside Collection Bins 35,000 35,000
5890 00 Minor Equipment 600 600
Total Capital 35,600 35.600
Total $ 512,403 $ 516,067
II
I
I
Fund 5500 - Solid Waste
Program 5060
Code Account Name
5200 00 Office Supplies/Printing
520300 Cleaning Supplies
5225 00 Recycling Supplies
5302 00 Uniforms & Personal Equip
5314 00 Professional Services
5890 00 Minor Equipment
Explanation of Accounts
Item Description
Printed Recycling Handouts
Cleaning supplies for MRF
Baling Wire
Gaylord Boxes
Storage Bunkers
Uniforms
Boots (Steel -toe)
Raingear
Winter wear
Educational Material
Freight for Shipping Glass
Hand Tools
Misc. Equipment
Cost
2,000
2,000
2,000
2,000
7,200
600
2,000
:rf
1,841
900
270
600
3,611
3,000
8,000
11,000
250
350
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Public Works Department
Solid Waste Division
Curbside Bin Collection Only
Fund 5500 - Solid Waste
Program 5060
Budgeted Budgeted
Program Staff
Full -Time Equivalent Positions 5.80 5.80
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
$ 155,689 $ 158,512
2,200 2,200
152,755 152,755
15,117 15,117
35,600 35,600
$ 361,361 $ 364,184
I
Public Works Department
Solid Waste Division
Curbside Bin Collection Only
Fund 5500 - Solid Waste Program 5060
' Budgeted Budgeted
' 1997 1998
Personnel Services
5100 00 Salaries and Wages $ 112,082 $ 114,219
5103 00 Overtime 0 0
' 5105 00 Social Security Taxes 8,630 8,795
5107 00 Insurance - Life 767 781
5108 00 Insurance - Health 9,563 9,563
5108 01 Insurance -LTD 516 525
' 5108 02 Insurance - AD&D 261 261
5109 06 Retirement Savings Plan 10,087 10,280
5111 00 Worker's Compensation 13,783 14,088
' Total Personnel Services 155,689 158,512
Materials and Supplies
5200 00 Office Supplies & Printing 2,000 2,000
5203 00 Cleaning Supplies 0 0
5217 00 Safety Equipment 200 200
5225 00 Recycling Materials 0 0
Total Materials and Supplies 2,200 2,200
LiI
I
I
I
I
Services and Charges
5302 00 Uniforms & Personal Equipment
3,611
3,611
5310 00 Utilities
0
0
5314 00 Professional Services
3,000
3,000
5331 00 Motor Pool Charges
58,056
58,056
5331 01 Replacement Charges
88,088
88,088
Total Services and Charges
152,755
152,755
Maintenance
5402 00 Radio Maintenance
250
250
5403 00 Vehicle & Machine Maint.
14,867
14,867
Total Maintenance
15,117
15,117
Total Operations Before
Capital and Depreciation
325,761
328,584
Capital
5801 00 Fixed Assets
0
0
xxxx xx Curbside Collection Bins
35,000
35,000
5890 00 Minor Equipment
600
600
Total Capital
35,600
35,600
' Total $ 361,361 $ 364,184
I
n
I
L]
J
Fund 5500 - Solid Waste
Program 5060
Code Account Name
5200 00 Office Supplies/Printing
5302 00 Uniforms & Personal Equip
5314 00 Professional Services
5890 00 Minor Equipment
Explanation of Accounts
Item Description
Printed Recycling Handouts
Uniforms
Boots (Steel -toe)
Raingear
Winter wear
Educational Material
Hand Tools
Misc. Equipment
Cost
2,000
2,000
1,841
900
270
600
3,611
3,000
3,000
250
350
------------
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Cost Analysis
' Collection and Processing of
Curbside Recyclables
' Existing Blue Bag Program
Cost of Blue Bag Program $350,787
Collection Cost of Blue Bag Program 314,787 **
' Processing Costs of Blue Bag Program $36,000
less Potential Revenue 0
Total $36,000
' w/o Revenue w/Revenue
Collection & Processing Cost/Ton $165.65
' Collection Costs/Ton $148.65
Processing Costs/Ton $17.00 $17.00
C r hi Isillin gram
Cost of Curbside Bin Program $512,403
' **"
Collection Cost of Curbside Bin Program 361,361 *1*
Processing Costs of Curbside Bin Program $151,042
less Potential Revenue 78,777
Total $72,265
' w/o Revenue w/Revenue
Collection & Processing Cost/Ton $241.97
Collection Costs/Ton $170.64
Processing Costs/Ton $71.33 $34.13
'• Picking LProgram
Cost of Picking Line Program $719,178 ""**
Collection Cost of Picking Line Program 315,187
' Processing Costs of Picking Line Program $403,991
less Potential Revenue 78,777
Total $325,214
w/o Revenue w/Revenue
Collection & Processing Cost/Ton $339.61
' Collection Costs/Ton $148.84
Processing Costs/Ton $190.77 $153.57
* Revenue projected for 2,117.65 tons that will be collected in 1997 based on previous 3 year market
lows ($37.20/ton of commingled recyclables).
' ** Gross cost of blue bag program less Processing Costs ($36,000)
*** Curbside collection bins are amortized over five years ($175,000/5 years).
**** Picking Line is amortized over five years ($350,000/5 years).
APPENDIX F
REVENUE GENERATED BY RESIDENTIAL RATES
STEP I
Revenue Generated By One Penny Increase
Residential 12 Number One Dollars
Customers X Months = of Bills X Cent = Generated
By One Penny
Increase
17,204 X 12
STEP 2
Revenue Generated By 1% Increase
206,448
X
Number of
Annual
Bills From Monthly
Revenue
Step 1 X Bill
= Generated X
206,448 X $8.50
= $1,754,808 X
4
$0.01 $ 2,064
One
Dollars
Percent
Generated
Increase =
by 1% Increase
1%
_ $ 17,548
STEP 3
Calculate Number of Pennies Needed to achieve 1% annual increase
Dollars Generated Dollars Generated Number of Pennies
by 1% Increase by 1 Penny added added to monthly
from Step 2 to rates from Step 1 rate to equal 1% increase
$ 17,548 $ 2,064 = 8.5
Appendix G
' Curbside Bin vs. Picking Line
Cost Comparison
Curbside Bin Program
Cost of Curbside Bin Program $512,403
Collection Cost of Curbside Bin Program 361,361
Processing Costs of Curbside Bin Program $151,042
less Potential Revenue 78,777 '
Total $72,265
' w/o Revenue w/Revenue
' Collection & Processing Cost/Ton $241.97
Collection Costs/Ton $170.64
Processing Costs/Ton $71.33 $34.13
Picking Line Program
' Cost of Picking Line Program $719,178
Collection Cost of Picking Line Program 315,187
Processing Costs of Picking Line Program $403,991
' less Potential Revenue 78,777 '
Total $325,214
' w/o Revenue w/Revenue
Collection & Processing Cost/Ton $339.61
Collection Costs/Ton $148.84
Processing Costs/Ton $190.77 $153.57
' ' Revenue projected for 2,117.65 tons that will be collected in 1997 based on previous 3 year market
lows ($37.20/ton of commingled recyclables).
I
I
I
I
In
I
Detailed Cost Comparison
'• Curbside Bin vs. Picking Line
Total Costs
Existing Difference
• Blue Bag Curbside Bin Picking Line (Bin -Pick)
• Program Staff
Full -Time Equivalent Positions 4.80 10.00 16.00 (6.00)
' Category Expenditures
'Personnel Services $133,694 $266,925 $374,695 ($107,770)
Materials and Supplies 65,200 14,000 77,000 (63,000)
Services and Charges 132,635 180,761 130,625 50,136
'Maintenance 18,658 15,117 18,658 (3,541)
Capital 600 35,600 118,200 (82,600)
$350,787 $512.403 $719,178 ($206,775)
' Category Explanation
Personnel Services The picking line program contains six additional position which with salary
plus benefits approximately equals the difference.
Materials and Supplies $63,000 is the budgeted sum for the annual purchase of blue recycling
' bags.
Services and Charges Motor pool and replacements charges increased $22,551 and $33,569
respectively within the bin based program. Two factors to note:
compartmentalized vehicles cost less than trash trucks which provide lower
monthly replacement charges and we would trade-in two trash trucks and
eliminate the other 50% charge for a trash truck if we went to bin based
collection. Point: we are only expanding our fleet by 3.5 vehicles at lower
replacement and motor pool charges.
I Maintenance Within the bin based program, total miles and fuel consumption reduced
significantly without daily travel to Fulton.
Capital
The difference
between the cost of the picking line
and the purchase of
I
recycling bins
both amortized over five years.
I
I
I
Li
I
4A
CATAGORY.WK4
1
Public Works Department
Solid Waste Division
Commingled Blue Bag Program
Fund 5500 - Solid Waste
Program Staff
Full -Time Equivalent Positions
Program 5060
Estimated Budgeted
4.80 4.80
Program Expenditures
Personnel Services $ 133,694 $ 135,031
Materials and Supplies 65,200 65,200
Services and Charges 132,635 135,635
Maintenance 18,658 18,658
Capital 600 600
$ 350,787 $ 355,124
' Public Works Department
Solid Waste Division
Commingled Blue Bag Program
Fund 5500 - Solid Waste Program 5060.
Budgeted Budgeted
' 1997 1998
Personnel Services
5100 00 Salaries and Wages $ 95,269 $ 96,281
5103 00 Overtime 0 0
' 5105 00 Social Security Taxes 7,336 7,414
5107 00 Insurance - Life 652 659
5108 00 Insurance - Health 7,643 7,643
5108 01 Insurance - LTD 438 443
'
510802 Insurance-AD&D 216 216
5109 06 Retirement Savings Plan 8,574 8,665
5111 00 Worker's Compensation 13,566 13,710
' Total Personnel Services 133,694 135,031
Materials and Supplies
5200 00 Office Supplies & Printing 2,000 2,000
' 5217 00 Safety Equipment 200 200
5225 00 Recycling Materials 63,000 63,000
Total Materials and Supplies 65,200 65,200
' Services and Charges
5302 00 Uniforms & Personal Equipment 3,611 3,611
5314 00 Professional Services 3,000 3,000
5316 05 Recycling Disposal Cost 36,000 39,000
' 5331 00 Motor Pool Charges 35,505 35,505
5331 01 Replacement Charges 54,519 54,519
Total Services and Charges 132,635 135,635
' Maintenance
5402 00 Radio Maintenance 250 250
5403 00 Vehicle & Machine Maint, 18,408 18,408
Total Maintenance 18,658 18,658
Total Operations Before
Capital and Depreciation 350,187 354,524
' Capital
5890 00 Minor Equipment 600 600
Total Capital 600 600
Total $ 350,787 $ 355,124
[I
I
I
Fund 5500 - Solid Waste
Program 5060
Code Account Name
5200 00 Office Supplies/Printing
5225 00 Recycling Supplies
5302 00 Uniforms & Personal Equip
5314 00 Professional Services
5316 05 Recycling Disposal Cost
5890 00 Minor Equipment
Explanation of Accounts
Item Description
Printed Recycling Handouts
Recycling Bags
Uniforms
Boots (Steel -toe)
Raingear
Winter wear
Educational Material
Processing of Recycables
Hand Tools
Misc. Equipment
Cost
2,000
2,000
63,000
63,000
1,841
900
270
600
3,611
3,000
3,000
36,000
36,000
250
350
600
4
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Cost Analysis
Collection and Processing of
Curbside Recyclables
Existing Blue Bag Program
Cost of Blue Bag Program $350,787
Collection Cost of Blue Bag Program 314,787 **
' Processing Costs of Blue Bag Program $36,000
less Potential Revenue 0
Total $36,000
' w/o Revenue w/Revenue
Collection & Processing Cost/Ton $165.65
' Collection Costs/Ton $148.65
Processing Costs/Ton $17.00 $17.00
Curbside Bin Program
Cost of Curbside Bin Program $512,403 *••
Collection Cost of Curbside Bin Program 361,361 •••
Processing Costs of Curbside Bin Program $151,042
less Potential Revenue 78,777 *
'Total $72,265
w/o Revenue w/Revenue
Collection & Processing Cost/Ton $241.97
Collection Costs/Ton $170.64
Processing Costs/Ton $71.33 $34.13
'• Picking Line Program
Cost of Picking Line Program $719,178 *•••
Collection Cost of Picking Line Program 315,187
' Processing Costs of Picking Line Program $403,991
less Potential Revenue 78,777
Total $325,214
w/o Revenue w/Revenue
Collection & Processing Cost/Ton $339.61
Collection Costs/Ton $148.84
Processing Costs/Ton $190.77 $153.57
* Revenue projected for 2,117.65 tons that will be collected in 1997 based on previous 3 year market
lows ($37.20/ton of commingled recyclables).
** Gross cost of blue bag program less Processing Costs ($36,000)
*•* Curbside collection bins are amortized over five years ($175,000/5 years).
•*•• Picking Line is amortized over five years ($350,000/5 years).
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IAPPENDIX H
IEDUCATION PLAN
' Video: We will be producing a video which details how residents can participate in our
recycling program. The video give details about the program and visually demonstrate how the
program will work in a household. We will produce the video using our Cable Access
' Department. We produced the same type of video for our current program, which proved to be
very educational.
Public Announcements: We will work with our Cable Access Department to produce public
announcements about our new programs.
' Education Clips: We will work with our Cable Access Department to produce short,
informative educational clips which explain our programs.
Brochure: We will design and print a brochure which explains our new program. The brochure
will be similar to our current brochure. I have attached a copy of our current brochure.
Newsletter: We will mail newsletters to our residents periodically. Similar to the one that we
mail once per year. We will mail the newsleiters more often during the first two years of the new
program. I have attached a copy of our last newsletter.
Newspaper: We will be doing advertisement in our local newspapers.
' Radio: We will be advertising on local radio stations.
Civic Groups: We will visit civic groups and present our new program.
Water Bill Inserts: We will place inserts in water bills to announce our changes and new
'
programs. We will also place educational material in the water bills.
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APPENDIX I
OTHER CITIES
South Kingstown, Rhode Island
Vancouver, Washington
Poquoson, Virginia
Mount Vernon, Iowa
Dover, New Hampshire
Gainesville, Florida
Falmouth, Maine
Fort Collins, Colorado
Downers Grove, Illinois
Glendale, California
Grand Rapids, Michigan
Hoffman Estates, Illinois
Lansing, Michigan
Pasadena, California
San Jose, California
Santa Monica, California
Woodstock, Illinois
Fremont, California
Oakland, California
San Francisco, California
Colorado Springs, Colorado
Plantation, Florida
St Paul, Minnesota
Portland, Oregon
Wilkes-Barre, Pennsylvania
Spokane, Washington
Tacoma, Washington
Austin, Texas
Deluth, Georgia
Jackson, Georgia
Marietta, Georgia
Oconee County, Georgia
Thomasville, Georgia
Tift County, Georgia
Tifton, Georgia
West Point, Georgia
Aberdeen, Maryland
Buncombe County, North Carolina
New Bern, North Carolina
Craven County, North Carolina
Chester County, South Carolina
Poquoson, Virginia
Berryville, Arkansas
Eureka Springs, Arkansas
Newton County, Arkansas
Rogers, Arkansas
Alachua County, Florida
'Athens - Clark County, Georgia
-Coweta County, Georgia
Douglasville, Georgia
Wilmington, North Carolina
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EPA530-F-97.007e
PAY -AS -YOU -THROW SUCCESS STORIES
South Kingstown, Rhode Island
30,000 With pay -as -you -throw the average family
Suburban of four has reduced its solid waste stream
Drop-off, Tags to one tagged bag of waste and one bag
August 1994 of recyclables per week.
Getting Started: Why Pay -As -You -Throw?
The success of both
the volume -based
disposal system and
the enhanced
cycling facility has
exceeded all
pre -operational
expectations.
Solid waste for South Kingstown and its
regional partner Narragansett is processed
at the town's Rose Hill Regional Transfer
Station (RHRTS). Given the community's
oceanfront shoreline, the approximate year-
round population of 22,000 residents swells
to an estimated 30,000 persons in the sum-
mer months. Residents of both communities
can dispose of solid waste by either con-
tracting with a private refuse hauler or by
directly accessing the transfer station.
After facility operations began at RHRTS in
1983, the disposal cost to "direct access" resi-
dential users continued to escalate. This
increase to disposal costs was due in part to
increasing tipping fees, higher processing costs,
and abuse of a flat -rate annual vehicle pass
program, which provided unlimited disposal
with little or no incentive to recycle materials.
Because of these concerns, South Kingstown
and Narragansett initiated a volume -based tag
solid waste disposal system and a voluntary
source reduction recycling program for
RHRTS residential users.
How Does It Work?
Under the tag solid waste disposal system,
each residential user directly accessing..the
transfer station is required to purchase
refuse tags ($10.00 for10 tags) for solid
waste disposal. Residential RHRTS customers
place a tag on each garbage bag
Town of South Kingstown, Rhode Island
P.O. aoc 31
Watdleld. RI 028gp0031
TOWN OF SOUTH KINGSTON
PAY-AS-YOU-THRO'N TEST11A0UTAt
I-
(35-pound/33-gallon limit) prior to dispos-
al. Refuse tags were chosen in lieu of bags
to provide residents free choice with
regard to the size and type of refuse bag
they were accustomed to using.
Some residents continue to use trash
cans for refuse disposal. The RHRTS
operates as a solid waste enterprise
fund, and operational costs are covered
by the cost of the refuse tags.
Utilization of the recycling center by
residential RHRTS users continues to
remain a voluntary decision. Residents
who maximize their recycling efforts
can minimize tag purchases and reduce
their overall solid waste disposal costs.
RHRTS residential users with wasteful
disposal habits who choose not to
recycle must consequently purchase
additional tags.
Complementary Programs
Residential users can dispose of bulky
waste and yard waste at a rate of 5 cents
and 3.5 cents per pound, respectively.
Residents may also elect to purchase yard
waste bags at a cost of 75 cents each
(which includes the disposal fee) for dis-
posal of grass clippings and leaves.
In addition, the town constructed new
recycling disposal facilities for direct
access residential users that became
operational on August 1, 1994. The
enhanced recycling center accepts a
wide variety of materials that can be
recycled by residents at no cost, includ-
ing aluminum, steel, plastic, newspaper,
glass, and many others. Yard waste.
uncontaminated wood demolition, and
ferrous and nonferrous scrap metals are,
also recycled, but are assessed a tip fee
due to associated processing costs.
Success: Saving Money and
Reducing Waste
The success of both the volume -based
disposal system and enhanced recycling
facility has exceeded all pre -operational
expectations. The capture ratio of recy-
clables from direct access residential
users has consistently reached approxi-
mately 40 percent, with levels as high
as 51 percent (not including bulky or
recyclable yard waste). Recycling cap-
ture ratios approach 60 percent if yard
waste and bulky recycled waste esti-
mates are included.
Under the PAYT program, RHRTS resi-
dential users discharged approximately
2,175 tons during fiscal year 1994-95, as
compared with 7,608 tons in fiscal year
1991-92 under the former vehicle sticker
program. The average family of four has
reduced its solid waste stream to one
tagged bag and one bag of recyclables
per week. This equates to a total yearly
refuse disposal cost of $52 per year,
which is a $40 savings from the previous
year's average cost of $92. Elderly and
single residents have reported a reduc-
tion in solid waste disposal to as low as
one refuse bag every two weeks, for a
total yearly refuse disposal cost of $26.
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South Kingstown's success story was compiled by Jon R. Schock, Utilities Director,
(401) 789-9331.
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Two years into our
• program, residents
had significantly
• increased their
recycling and
many had also
quested services
ii that could help
them reduce waste
' even more!
EPA530-F-97.007f
PAY -AS -YOU -THROW SUCCESS STORIES
Vancouver, Washington
69,000 An: excellent public information and
Urban education program is imperative.
Cans
January 1990
Getting Started: Why Pay -As -You -Throw?
The city of Vancouver is located in Clark
County, the southernmost county in the
state of Washington, along the north shore
of the Columbia River. Garbage collection
service in the city is mandatory and has
been a contracted service since 1937. In 1989.
the state of Washington passed the Waste
Not Washington Act, which required cities
and counties to implement programs aimed
at reaching a statewide goal of 50 percent
waste reduction and recycling by 1995. In an
effort to reduce our reliance on landfill dis-
posal and to meet local and statewide goals,
the city adopted the philosophy "The more
you use, the more you pay.t
How Does It Work?
basic service and a corresponding decrease
in customers choosing the two -can service.
In 1992. the city implemented a weekly mini -
can option, and within five months nearly
500 residents had switched to the mini -can.
By the end of the following year, this number
had doubled and the city was receiving num-
merous customer requests for more service
choices. Three new residential garbage service
level options were implemented: every -
other -week 32 -gallon can, every -other -week
mini -can, and monthly 32 -gallon can service.
These options are increasingly being utilized
as customers learn how waste reduction and
avid recycling can help them reduce their
monthly garbage output and bill.
Linear rates were introduced in 1990
when the city coun-
cil approved a rate Y f 8
increase that made E C S 1 1 O F
the second can rate j N
84 percent greater,.
than the first can.
After 15 months, our savor" Q,%9M
data showed a 13 per- r
cent increase in the
number of customers
choosing the one -can
Coh °bn
Complementary Programs
In 1992, in cooperation with Clark
County, the city implemented a curb-
side recycling program. The program is
mandatory for single-family households,
and all households are billed $3.10 per
month for weekly recycling as part of
their garbage service. A similar program
is also available to all multifamily_ com-
plexes within the city limits.
The city's contracted hauler also offers
a voluntary yard debris collection pro-
gram. For a monthly fee ($5.55), cus-
tomers can set out up to 96 gallons of
material. Since the program is voluntary
it does not conflict with citizens who
choose to compost their organic wastes
at home or self -haul to local compost-
ing facilities.
Meeting the Challenges: Tips
for Other Communities
Vancouver has encountered a variety of
challenges throughout the past several
years. and we hope that other jurisdic-
tions may benefit from our experiences.
A significant concern has been whether
we are receiving accurate and up-to-
date data from our garbage and recy-
cling program service providers. It is
important to select providers who have
excellent computer tracking and report-
ing systems and adequate staffing in
place to accomplish these needs. All
solid waste programs require the con-
tractor to provide monthly reports that
enable the city to track the program's
activities and monitor progress.
An excellent public information and
education program is imperative.
Although our experiences with new
program campaigns have been very
positive, it has been a challenge to
ensure that all citizens are informed
about new and existing programs and
the different service levels available to
them. Our ongoing challenge has been
finding sufficient time and resources'to
dedicate to frequent, targeted public
relations campaigns.
When the city first attempted to imple-
ment our once -a -month collection
option, it wa's not approved. The city
council, along with the local health dis-
trict, had concerns about its potential
negative impact on health and safety.
Monthly service was eventually
approved due to the pressure from
recently annexed citizens, namely avid
recyclers and senior citizens who. were
used to handling recycling and garbage
on their own. The variety of service
options, although positive from a waste
reduction and customer standpoint,
increases the instability of the revenue
stream for the service providers and
makes enforcement of mandatory col-
lection more difficult.
Program Success
We have found volume -based linear
rates to be an effective tool for encour-
aging residents and businesses to exam-
ine their disposal habits, to recycle
more, and to decrease their garbage
service levels. The city exceeded its 50
percent recycling goal by the end of
1995. Based on available data sources, it
was determined that 51 percent of the
city's wastes were recycled and 49 per-
cent were disposed of in the landfill that
year. While some residents are motivat-
ed by environmental stewardship, others
are encouraged to change habits based
on their pocketbooks. Although volume -
based linear fates pose challenges, we
believe that they are the driving force
behind our success in meeting our waste
reduction and recycling goals.
Vancouver's success story was compiled by Andrea Friedrichsen and Tamera L Kihs, Solid
Waste Program Manager, (360) 6%-6986.
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' Two years after the
program started, a
city councilman who
had voted against
the new program
came up to me in a
local store with a
1smile on his face and
simply said 'You
know, you were
ight.' Then I knew
' the program was
really working.
EPA530-F-97-007a
PAY -AS -YOU -THROW SUCCESS STORIES
Poquoson,- Virginia
11,500 With: pay -as -you -throw, we've had the
Suburban largest amount of recyclables collected
Bags in our nine -community regional
July 1992 recycling program for four years.
Getting Started: Why Pay -As -You -Throw?
In the fall of 1991, we decided to shut down
a very successful drop-off recycling center
and join a regional curbside program the
next spring. Our main reason for going with
the curbside program was that we knew we
could get better citizen participation and
further increase recycling. Because of the
success of the drop-off program, we were
asked by the city council to review the city
trash program and develop a plan to
improve it.
Our group was made up of about a dozen
interested citizens, two city employees, and
two city councilmen. One of the first things
we did Was to develop the following mission
statement: "To review every aspect of waste
management in Poquoson to maximize
REDUCTION, REUSE, and RECYCLING.
and to*ecommend ways to accomplish this
with the minimum cost w+�°
to the taxpayer."
This statement
was read at the
start of every
meeting to make
sure we stayed „ wt -
focused on our �rrO tbe r°y °
ao
agreed upon goal. iMCtmofvvv4O�e it'"°'riot YG
After discussing all
�•1'�j�t'�iW a C4 �~
t� 2? srd
oC the fEaTi taro1
types of different programs, we decided to
focus on a fairly new system that was volume -
based and where people paid for the amount
of trash they discarded, rather than a flat -fee
system.
Bringing the Opposition on Board
We called and talked to people involved
with these different programs and found
out what problems and successes they
were having. We eventually ended up with
two three-inch binders full of information.
After many meetings arid sometimes heated
discussions, we were ready to submit our
basic recommendations to the city council
and the public. At the public hearing, seven
people talked against the
Y
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plan, and the city council seemed split
on the issue. The word "change" is
usually not well accepted in Poquoson.
We invited the seven speakers against
our plan to join our committee and
work with us to develop a final recorn-
mendation. In the end, the six that
joined us supported the final plahr
Bags, Tags, or Cans?
Another big question was: Do we use
bags, stickers, or containers? Our
research showed that stickers are being
counterfeited in one city and that there
is no effective way to control bag size.
Containers required a large, upfront
capital cost, and we wanted to develop
a program that required no additional
cost to the city. Further more, we are a
very windy city —and typically after a
trash pickup empty trash cans roll all
over the neighborhoods! Since all of
our trash was being sent to a waste -to -
energy (WTE) plant and not a landfill,
plastic bags were not a negative as far
as disposal was concerned. We decid-
ed to use plastic bags.
.How Best To Distribute
the. Bags?
,Although many cities sell their bags from
city office locations, this puts a big bur-
den on city personnel and can be incon-
venient for citizens. We talked with all
our grocery, drug, and convenience
stores and set up a program in which
they would sell the bags and turn over
all the proceeds to the city after they
were sold. In other words, they would
make no profit on selling the bags, but
also would have no investment in them.
It was pointed out to them that this
would be a community service.
Spreading the Word
The next step was informing the public
of the new program, how it would
work, and when it would start. We pre-
pared news releases for our local
papers, wrote articles for the city a,
newsletter, and made a videotape of the
program using local talent that was then
shown on the city public access channel,
We also trained speakers about the
subject and made them available to
any groups that were interested.
"We're number one
every time"
We are part of a regional recycling pro-
gram with nine other cities and counties.
Because of the way our trash program
encourages recycling, our city has had
the largest amount of recyclables collect-
ed per house, per month for the entire
four years we have been in the program.
We're not number one most of the
time, we're number one every time. -
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Poquoson 's success story was compiled by Bob Kerlinger, Recycling Committee Chair,
(804) 868-3779 1
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"We have not only
reduced the amount
of trash sent to the
landfill, but also
generated an
normous amount of
civic pride in our
efforts to do
-omething positive
i ror our community
environment."
[_Rick Elliot, Mayor
EPA530-F-97.0078
PAY -AS -YOU -THROW SUCCESS STORIES
Mount Vernon, Iowa
3,700 Paying for --one's waste has brought home to
Suburban each of us a growing awareness of the full
Tags lifecycle costs of "throwing it out.
July 1991
Getting Started: Why Pay -As -You -Throw?
Mount Vernon is a small, attractive college
community in eastern Iowa, home to profes-
sional commuters as well as college staff.
The city's income level ranks above average
for the state. In July 1991, thp. city began to
charge directly for the collection of residen-
tial trash, bulky items, grass clippings, and
garden waste. At the same time, bins were
distributed to begin curbside collection of
materials for recycling. We expected these
two steps to work together. Charging for
each container of trash provided the finan-
cial incentive to move material from trash
containers into recycling bins —the city
would then contract to collect this recycling
material free of direct charge.
How Does It Work?
The city's pay -as -you -throw system
works quite simply.
Households purchase
$1.75 tags at city hall
or one of several
{ CRY OF moues YptrON. 1O1VA stores. Asa public <►r�uon nurn<
service, stores sell the
tags with no markup. cµou Mk�<lRecmc (u
The price for collet- nonelkrr
lobo Md1eoa
tion is one tag for - lti<NeS Rome
ADN S..cawe
small
, 1 coll<1< <orin.-
or come
each container, which l Mount Yvnon tsoilw A4tnt.
> I1L b caminc1. io1court :m
must be no more than ss `iemu ,MWhe<ommavN� � fa6C cuu.
30 gallons or 40 We ci: jucome lael mokc a{n;ctly ror:he mlk<tio"of c'!'•
u eoll<l,,1.1y hemto" Al fl%t time.t^'-'
Inlo:Yangn.c'� 1 �o vast<.
�L ..n... :,-an VmYclPloc-�' � .._�-i....n'CITf .='
pounds. and multiple tags for bulky items.
Homeowners also receive a $7 solid waste
bill monthly. The city discounts the monthly
fee for households defined as low income
under the school lunch program.
While the revenue from tag sales roughly cov-
ers the cost of trash collection and landfill fees,
the monthly billing finances the "free of
charge" collection of recycling material, leaves,
and brush. Residents say tags are a fair way to
pay for trash disposal, and the combination of
tags and monthly fees provides a steady rev-
enue to the city
Why Tags?
The city council appointed the Reduction
and Recycling Committee to develop a solid
waste program. We spent over a year
researching the experiences of other
communities and consulting experts,
and eventually recommended tags for
waste collection to accompany curbside
recycling. Tags cost little to print, permit
residences to continue using their con-
tainers within the volume and weight
limits, adhere securely at all tempera-
tures, are convenient for participating
merchants to handle, and can easily be
removed when the trash is collected.
Stealing of tags has not been a problem
in this residential community.
Success: Increased Waste
Reduction and Recycling
Pay -as -you -throw played a major role in
motivating waste reduction and nearly
doubling recyling. The city estimates that
the bash the typical resident sent to the
landfill decreased by nearly 40 percent.
from 45 pounds per vre'k in 1980 to 27
pounds in 1995. In addition, requiring a
tag for each container of grass clippings
and garden waste has nearly eliminated
the collection of these materials, The total
reduction of residential trash and all yard
waste per household exceeds the goal of
50 percent waste reduction the state leg-
islature has established for the year 2000.
Dumping, subject to a $1000 fine in
Mount Vernon, has not been a problem.
Altogether, by recycling and reducing
trash, and by leaving grass cuttings on
the lawn or composting it, the average
household saved $47 last year in fewer
tags purchased, a total saving of some
$46,000 for our 980 households. At 9
pounds per household per week, Mount
Vernon leads all 17 cities in Linn County
in recycling.
In addition to putting more into recy-
cling bins, residents of Mount Vernon
have reduced waste in various ways: 1)
recycling appliances; 2) recycling materi-
als the city does not accept at drop-off
facilities in Cedar Rapids and places of
employment that recycle these items; 3)
backyard composting of organic wastes;
4) purchase of reuseable Father than dis-
posable materials; and 5) more yard
sales. Much of this additional recycling
and reduction is doubtless motivated by
the tags that residents must purchase to
send trash to the landfill. We believe
that such incentives would also work
with less expensive drop-off recycling
programs in other cities.
As Mount Vernon's mayor, Rick Elliot,
says: "Our program has been very suc-
cessful due to the initial involvement of
a large number of citizens, continued
expansion of recycling opportunities,
community education and ownership of
the program, and a very civic -minded,
cooperative recycling and refuse vendor.
This program works and it works well."
How Mount Vernon's Program
Could Be Even Better
The major challenge inherent in any
reduction and recycling program is
informing the public. The city needs to
do better at keeping households cur-
rent on changes in the recycling pro-
gram. One successful example is an
information packet prepared by the
Recycling and Reduction Committee
that explained to households how, with
reasonably frequent mowing, grass cut-
tings left to decompose produce a
healthier lawn. Informing households
about alternative ways to deal with
wastes goes hand in hand with pay -as -
you -throw to maximize the effective-
ness of the financial and environmental
incentives.
Mount Vernon's success story was compiled by Don Cell, Chair of the Reduction and
Recycling Committee. For more information on Mount Vernon's pay -as -you -throw
program, call Bluestein Solid Waste Agency at (319) 398-127S.
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We argued that the
costs for producing
wastes should be
borne by the user
and the costs of
recycling, because of
Iits social and
environmental
benefits, should be
borne by the city.
EPA530-F-97-007b
PAY -AS -YOU -THROW SUCCESS STORIES
Dover, New Hampshire -
26,000 Pay -as -you -throw has proven to be
Rural a very effective means of managing
Bag and Tag
October 1991
Getting Started: Why Pay -As -You -Throw?
The City of Dover is a community of
approximately 26,000 people on New
Hampshire's seacoast. Our municipal landfill
was closed in 1979, and at that time the city
entered into a relationship vyith a private
hauler for collection and disposal at a pri-
vately owned and operated landfill. The city
collected approximately 24,000 tons of trash
each year, of which approximately 11,000
tons were residential refuse.
Before 1989. Dover had no recycling pro-
gram. Any and all trash residents wished
to discard was left at the curb, and 3'
truck routes were needed to collect the
refuse daily. The cost of refuse collection
and disposal was escalating rapidly.
Responding to citizen pressure, the
Dover city council
created an ad
hoc committee
on recycling in oc
the fall of 1989.
The committee,
chaired by Gary
Gilmore, city coun-
cilor, consisted of
eight interested res-
idents and a council
representative. The
Dover's solid waste.
back to the council 4 months later with 10
recommendations.
The committee urged the immediate estab-
lishment of a drop-off recycling center
designed to collect a wide range of materials.
The recycling center opened in May 1990. It
quickly became very popular and a source of
civic pride.
The recycling center was run initially as an
all -volunteer effort. After a few months, the
city hired a solid waste coordinator, who
began working in conjunction with the ad
hoc committee and several city councilors
to urge the establishment of
curbside recycling
- �u
�+'l�>t, atr'r SER'AGF9 � Om5t0H
�pMi dyMENTAL PRG1E
EAR & f'�
Ct�yFrog
of ➢°rer, Tev 1;LamQsbire's 8xk
�yk,r
C,ari' Gdm°n. Ciry art
w.w.. nv dn,.,:rl'
committee reported
and the bag and tag program, which
was then unknown in northern New
England.
Overcoming Public Dissent
The three public meetings we held
were filled with heated vocal dissent.
However, we soon convinced the public
to accept these programs with a couple
of basic premises. The first premise was
that recyclable materials are a commod-
ity, and anything that is disposed of in
the landfill is waste. We argued that the
costs for producing wastes should be
borne by the user and that the costs of
recycling, because of its social and envi-
ronmental benefits, should be borne by
the city
In September 1991, the city began curb-
side collection of recyclables, and a
month later the bag and tag program
was implemented, In conjunction with
the establishment of these programs,
the city council created a Citizen's Solid
Waste Advisory Committee responsible
for overseeing these programs.
Since the program was initiated we
have had annual public meetings and
have raised the price once. We have
not,had any significant public dissent at
any meetings since the program's incep-
tion. Overall, the program has been
well received by the community and has
proven to be a very effective means of
managing Dover's solid waste.
How Does It Work?
The city no longer provides for the col-
lection and disposal of private dump-
sters. Commercial generators pay the
fees associated with the collection and
disposal. For the residents, payment of
the collection and disposal of wastes is
accomplished through the purchase of
bags and/or adhesive tags.
A special revenue fund was established
to pay for the collection, disposal, and
administrative costs associated with our
residential solid waste. The fees generat-
ed by the sale of the bags and tags go
into this fund as revenue. The goal is to
maintain a neutral fund balance that can
sustain the program, but not to build a
large balance.
Success: Saving Money and
Reducing Waste
As mentioned earlier. Dover used to
produce approximately 11,000 tons per
year of residential solid waste. Last year,
we produced approximately 3,900 tons.
In 1990 our budget for solid waste was
approximately $1.2 million. Nextyears
budget (including trash and rec)cling) is
approximately $878,000. Our current
recycling rate is well over 50 percent
for our residential waste stream —
despite it being strictly voluntary.
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Dover's success story was compiled by Gary Gilmore, City Councilor, and Cart Quiram,
P.E. Environmental Projects Manager, (603) 743-6094.
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Gainesville's move to
1 pay -as -you -throw
did more than
' reduce waste and
increase recycling -it
created a more
uitable system for
residents.
I
EPA530-F-97.007c
PAY -AS -YOU -THROW SUCCESS STORIES
Gainesville, Florida
96,000 The results of the first year of our
Suburban program were amazing. After
Cart -based Cans implementing pay -as -you -throw we
October 1994 watched our recycling rates soar!
Why Pay -As -You -Throw? How Does It Work?
Before variable -rate pricing, the cost to indi-
viduals for service was hidden. Residential
users did not have an apparent reason to
limit their disposal habits. Now, Gainesville's
variable -rate pricing generates a visible
monthly charge that has resulted in a sub-
stantial reduction in both solid waste and
the costs associated with its disposal.
LIC PA
of EPA
Mm5Suea r uw said w , Div.
w.,hh,yy W
Dc =0460
In July 1994, the city of Gainesville entered
into a contract with Waste Management of
Central Florida, Inc., for the collection of
residential solid waste and commingled
recyclables and into another contract with
Boone Waste Industries, Inc., for the collec-
tion of yard trash for recycling. The new
contract for solid waste service included a
variable rate for residential collections:
Fkn bc. tar the kelwl' ..-wj • YihwR cCCew�
NRdh
i].Sll1 %ake d19) 'ke *nab 6�� .bit. �� The Mrr the them `ak R7mIT rr wy w.iImi � ss.Na%ylm,ol �eD
e6�oprcd �fe had Dhox b ' diem Ma"�&mr+mti,m cfl3 mshi°a u+�IRra
di1;6,=oo %i d1 oL. Iar HOr �2tJ v 110, 7, ' hbib Rem..ry
r«: bait rtlml:aaa.{eg
� ,ab hew ;h cast S,o, 'tM'n"ai�did,,
Thu
the tia aaEdO�Is�.r $&4,ftnla i "
Him b grlWr 7mwkm[. me Ihdh
'"4P� Rfmum mfl mrw-i w li60y
> l). wilt
hat I. *jble ♦hieh ha, I gdR0 y� � bj1'•:j,, e( n t.�r.
SP0W 'bl Stoucti a ffiirl n .
residents pay $13.50, $15.96, or $19.75
per month according to whether they
place 35, 64, or 96 gallons of solid
waste at the curb for collection.
Recycling service is unlimited. While
residents have had curbside collection
of recyclables since 1989. the imple-
mentation of this program added
brown paper bags, corrugated card-
board, and phone books to the list of
items recycled.
Planning Ahead
Planning ahead was critical to the suc-
cess of Gainesville's program. It was cru-
cial for us to order our carts and public
outreach publications far in advance of
program implementation.
0
Success: Saving Money and
Reducing Waste .
The results of the first year of our pro-
gram were amazing. The amount of
solid waste collected decreased 18
percent, and the recyclables recovered
increased 25 percent! The total dispos-
al tonnage decreased from 22,120 to
18,116. This resulted in a savings of
$186,200 to the residential sector, or
$7.95 per home.
Gainesville's move to a cart-based,.vari-
able-rate residential collection system
did more than just increase the rate of
recovery and minimize disposal needs.
The distribution of system costs is more
equitable. Residents make the choice of
service delivery based on individual
waste -generation habits. This reduces
the level of subsidy that unlimited, flat -
rate collection systems encounter.
-
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Gainesville's success story was compiled by Gina Hawkins, Recycling Coordinator,
(352) 334-5040. 1
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V
IThe success and
cceptance of pay-
s -you -throw in our
community has
been remarkable.
Our recycling rate
immediately
jumped by more
than 50 percent
and trash disposal
volumes decreased
by about 35
percent.
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EPA530-F-97-007h
PAY -AS -YOU -THROW SUCCESS STORIES
Falmouth, Maine
8,500 •-By recycling and reducing waste,
Suburban citizens not only save money, but also
Bags reduce costs for our community.
September 1992
Getting Started: Why Pay -As -You -Throw?
In 1991, the Town Council directed the
Falmouth Recycling Committee to explore
options available for solid waste collection.
After reviewing several systems, including
traditional municipal collectioq, franchise
contractor, and volume -based systems. the
committee developed a report recommend-
ing a modified pay -per -bag system. In this sys-
tern, the collection cost is paid through the
tax system and the disposal cost is reflected in
the cost of the special bag used in the town.
The benefits of this system include a fair
allocation of disposal and collection costs,
tax-deductible collection cost components,
lower collection costs than a traditional non -
fee system, incentives for recycling and waste
]ehe V. JtsfS a! n fiIsaaott
reduction, a favorable cash flow structure
(bag revenues are received before disposal
expense is incurred), and elimination of trash
'mixing" by unscrupulous haulers. A unani-
mous vote of the council in the spring of
1992 directed the town to implement the
program in September 1992.
How Does It Work?
The town buys about 175,000 large bags (33 -
gallon) and 75.000 small bags (20 -gallon)
each year. About a dozen local stores,
including Shaw's Supermarkets, retail the
bags. Bags cost the town 12 and 9 cents
respectively and the store is allowed a
Qi0 n cf 3Fulmautl1t Maine
inlet rwall Siis
yes"tb, ldetat 14103 sttt
can »t•383
TO3at 07 7ALtLCVrs, $AnZ f YaPfl11M rAadaa><
AV4h a lobo air csrr or ao? r<*
ucstnaAn sower ietea
•aiiav
Af:a
En 1931 the 1"Cw cua directed Ehs Fatvwt re -
so explaee opions available ter so-[editloml otu:aSC Seal roller
revioxiry eecrora: sy stt k'clydiM a ntecr. b`•a Coc+n≤ttC
e codititd pay-P�-Lev sye^•0n
ee
cix.. franet•Ssa ContreCcer aad valam to 1 e -aten and tm-
devolo'1 a ray:=t cost is phi
where the col-iCCian coat fa paid tMo of the rO S
retloccad in the cast of the aFecia: beg +* ir.
dicpo,4 ecet Se irrlcda:
t:.1< M.u.. Tte baaotite rt this sYacw
�1 .•>^A•. iJG cf di}te. £'f9 COae[t tcn Pa•_.
2 -cent per bag markup. The retail prices
of the bags are 91 and 64 cents, respec-
tively. In addition, a 91 -cent sticker is
available for bulky items under 35
pounds, and a $4.80 tag is used for
large items such as mattresses and sofas.
Stores are invoiced for the bags at the
time of delivery and have 30 days to
pay. This system works well for the citi-
zens, because they buy bags and -simply
use them the way they had before this
program was implemented.
By recycling and reducing waste, citizens
not only save money, but also reduce
costs for our community. The burden
on the town is minimal because its only
responsibilities are bag delivery, billing,
and recordkeeping. Also, cash flow is
positive for the town because the bags
are paid for before use. There is no
concern with unpaid and uncollectible
charges that can occur with post -use
billing.
Success: Saving Money and
Reducing Waste
The success and acceptance of the
program in the community has been
remarkable. Our recycling rate (always
among the highest in the region)
immediately jumped by more than 50
percent, and trash disposal volumes
decreased by about 35 percent.
Combined, these two statistics resulted
in, a jump of our recycling rates from 12
percent before the program to 21 per-
cent currently. The average rate for
local towns is 7 percent.
These statistics have meant a great deal
to the economics of our waste pro-
gram: The bid price for collection the
first year was $116,000, compared to.a
bid of $146,000 for a traditional collec-
tion contract. Our current contract is
for $125,500 despite over 10 percent
growth in the community At $55 per
ton, a reduction of 900 tons of waste
disposal per year meant a savings of
about $50,000. The current $98 per
ton tip fee calculates to $88,000 per
year savings. In addition, during the old
franchise system, residents paid the col-
lection cost directly to the hauler. Now
residents pay for collection through
their taxes, bringing the community over
$30,000 per year.
Tips for Other Communities
Some towns have bought large quanti-
ties of bags and have been dissatisfied
with size or quality.. It may be prudent
to buy a smaller quantity to start with
so that changes can be made if desired.
When you "force" citizens to buy your
bag, it has to be of acceptable quality
Educate prior to implementation! The
town conducted a citizen survey, devel-
oped a brochure, published a newslet-
ter, and passed out two free bags to
each household prior to implementing
the program. We also conducted a logo
contest in the schools that generated a
great deal of interest and media atten-
tion. The local Lions Club donated
money for the prizes.
Contact other communities and learn!
During our review, we read many arti-
cles publishedabout other towns' pro-
grams. This is useful, but following up
with phone calls can be even more
helpful. We got copies of several towns'
brochures that alerted us to some
details that otherwise may have been
overlooked.
Involve the collection team! The con-
tractor or municipal crew can help
or hurt the program, so they need to
be on board. We developed a small
tag for collection workers to leave at
the curb if there was a reason to not
pick up trash (i.e., not in proper bag
or too heavy).
Falmouth's success story was compiled by Tony Hayes, (207) 761-3919.
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■ Pay -as -you -throw
has helped us to
I.
reach our recycling
goals —a real The city council
adopted goals in
challenge, since
1994 to reduce the
there are six private total waste stream
Itrash haulers that by 20 percent by the
irk in Fort Collins. year 2000, despite
I the city's growth, and
to reduce landfilled
waste by 20 percent.
EPA530-F•97.007i
PAY -AS -YOU -THROW SUCCESS STORIES
Fort Collins, Colorado
100,000 Start planning for implementation at least
Urban six months in advance. This means both
Varies working with your private haulers and
January 1996 educating the public.
Getting Started: Why Pay -As -You -Throw?
Fort Collins is located on the Front Range of
the Rocky Mountains in Colorado. Last year
its population passed the 100.000 mark, but
the community still takes pride in a small-
town self-image, and residents are deter-
mined to manage growth well. The natural
environment is highly valued, and solid waste
reduction is a strong environmental program
in Fort Collins.
The city conducted outreach and sponsored
a recycling drop-off site for nearly 10 years,
but without a municipal trash collection ser-
vice, increased participation depended on
haulers' efforts. A 1991 ordinance required
haulers to provide curbside recycling, but
because they included this service as an addi-
tional cost, most customers were unwilling
to pay for the service. Construction of a
county recycling center in 1992 also had little
effect on residents' recycling levels.
ntsl5ei`�c°
vunnin8
Nilur+tcea° —�ll;n
A specific target was set for increasing par-
ticipation in curbside recycling by 80 to 90
percent. Reaching these goals has been
challenging, because six private trash haulers
work in Fort Collins, ranging from corporate
players like BFI and Waste Management to
locally run family operations that have been
in business for 40 years.
Disappointed in a slow rate of progress for
recycling, the city council adopted two ordi-
nances in May 1995 that apply to single-family
and duplex residences. The first ordinance
called for haulers to "bundle' costs for recy-
cling and provide curbside recycling to cus-
tomers upon request at no extra charge. It
became effective in October 1995. The sec-
ond ordinance called for volume -based rates
to be charged for solid waste starting
in January 1996.
K t9�°err,•..
of Fort c0' Cotoc::
Fad
wa��ps
pN Ala
Ya9E`"Yoo °fiMR°rkYb U S dt1fl°n.,
and �°°ilieFi°nt W�t1e gym,ar-' �° p:�rc_
Aac xtoc° -„n Mm°h " —•Qe 1S° -'--4 Mke
Lessons Learned
Start planning for implementation of the
rate structure change at least six
months in advance. We didn't start
working with the haulers until
September to implement the system in
January. Then, after meeting together
several times, the city agreed to.amend
the ordinance to respond to haulers'
concerns about charging strictly by
volume, but this process was time-
consuming and difficult.
Make sure to publicize the changes to
remind the public and their elected offi-
cials about what will occur in the next 2
to 3 months. Use news articles, adver-
tisements, and haulers' billings.
Don't underestimate the difficulty peo-
ple will have understanding how new
trash collection rates vtiork, and plan for
the extra work it creates for staff. Be
prepared for it to take 3, 6. or even 9
months for people to realize that they
can save money by generating less trash
with a PAYT.system.
Expect private trash haulers to take the
opportunity to increase collection rates
at the same time the volume -based
rates take effect. The public assumed
the hike in collection rates was a result
of the ordinance. Haulers helped spread
the misunderstanding —it deflected criti-
cism from them!
Make sure the transition between billing
systems is smooth. Because we had
some program overlap, both our
haulers and the city staff got a new
round of calls from angry, confused
people who had received two different
bills. However, the city has been
adamant about reimbursing customers
for cans/bags of trash that they didn't
generate —the most important feature
of the system to reward people with
cost savings. 4 .
Success: Increased Recycling 1
Participation
As of July 190.6, recycling has increased
to 79 percent participation in single-
family and duplex households, up from
53.5 percent the previous year. With
only 6 months' worth of data to analyze
trends, it is hard to specify what is hap-
pening with solid waste reduction goals,
but we have clearly found a way to
accomplish our goal for 80 to 90: per
participation in curbside recycling.
Now that the residents of Fort Collins
are so much more conscious of
reducing their waste stream, they have
demanded opportunities to recycle new
materials, including cardboard, office
paper. and compostable items.
The bundling ordinance and PAYT
system have significantly increased
households' recycling efforts, so the
experience, although sometimes difficult,
was certainly worthwhile, Now that
we're 6 months into the new system,
the city council is already looking ahead
to the feasibility of districting Fort
Collins into trash collection zones!
We know that Fort Collins is not com-
pletely out of'the woods yet. We are
anticipating, for instance, that this fall's
leaf -raking and bagging will add to
peoples' trash bills —and that they are
going to demand that the city do
something about it. Still, we feel confi-
dent that Fort Collins made the right
choice by adopting the pay -as -you -
throw ordinance.
Fort Collins's success story was compiled by Susie Gordon, Environmental Planner,
(970) 221-6265.
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Downers Grove, Illinois - I
DOWNERS GROVE, ILLINOIS
DEMOGRAPHICS'
Jurisdiction: Village of Downers Grove
Population:
Population: 47,883
' Population Density (individuals per square mile): 3,521
Number of Households: 17,660
Education (percent):
Earned High School Diploma: 90.30
Earned Bachelor's Degree: 33.50
' Ethnic Breakdown (percent):
African -American: 1.69
• Asian: 4.12
Hispanic: 2.38
• Native American: 0.09
Economic Characteristics:
Mean Per Capita Income: $20,891
Median Household Income: $48,266
Median Housing Value: $143,900
Brief Description:
Downers Grove is located in Dupage County in the southwest suburbs of Chicago. Spiegel, Inc., Service
MASTER Industries, Magnetrol International, and Swift-Eckrich maintain their corporate headquarters in
Downers Grove. Pepperidge Farm and Arrow Gear operate manufacturing facilities in the area. The Park
District manages over 500 acres of park land operated by the Park District in the municipality.
All demographic data are based on the 1990 U.S. Census , except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O
' • Demographics
Downers Grove, Illinois -2
WASTE MANAGEMENT SYSTEM
Collection
In response to increases in waste generation and speculation concerning the impending closure of local
landfills, Downers Grove decided to adopt a unit pricing program to decrease the amount of waste landfilled.
The municipality requires households to place refuse stickers on bags left out for collection. Stickers may be
purchased at local grocery stores, hardware stores, through the hauler, or at the Village Hall. Residents pay
$1.50 per sticker. Households must attach a sticker to each standard, 30 -gallon waste bag set out for
collection. Only single family dwellings participate in the program. The municipality awards hauler
• contracts through a bidding process. Downers Grove presently contracts with Browning -Ferris Industries
(BFI). The city considers fluctuations in sticker sales, the costs of waste collection, and the costs of the
• curbside recycling program in formulating the unit price. Households may also purchase or lease 60- and 90 -
gallon toters. Monthly flat fees apply to households who use toters.
Large household items, such as appliances and furniture, require one refuse sticker. A household may only
dispose one large household item per weekly pick-up. The household must notify the hauler in advance
regarding appliances collection. BFI will arrange to recycle appliances. Automotive parts and construction
waste require a refuse sticker for every part or for every bundle of construction material. Households may
also arrange for special pick-ups of large quantities of waste from the hauler at a cost of $7.50 per cubic yard
of material. New residents may also arrange for a one-time collection of corrugated cardboard boxes used
during a move.
Unit Pricing Program Adopted: 1990
Container Type: sticker .
Collection Frequency: weekly
Households Served: 13,300
Fee Structure: • .. Year Fee
1990 $1.25
1991 $1.55
• 1992 $1.60
1993 $1.50
1994 $1.50
.Waste Management System
Downers Grove, Illinois -3
Fee Structure: Downers Grove
2.00-
1.50
1.00 —Bag Fcc
0.50
0.00-
1990 1991 1992 1993 1994
Year
Disposal
Downers Grove disposes of its waste at Mallard Lake and Green Valley landfills. The tipping fees at the two
landfills amount to $9.70 per cubic yard (about $32 per ton). These landfills opened in 1974 and will close in
1998, leaving Downers Grove with limited possibilities for waste disposal. In 1994, Browning -Ferris
Industries hauled the waste for single-family homes in Downers Grove. The average haul distance for refuse
is approximately 20 miles.
Landfill: Mallard Lake Landfill, Green Valley Landfill, pre-RCRA
Tipping Fee: $32 per ton
Hauler Type: private
Waste Management System
Downers Grove, Illinois -4
Recycling
Curbside recycling isincluded in the unit price for waste collection and therefore does not require a sticker.
BFI collects recyclables weekly on the same day as refuse collection. Each single-family household receives
an 18 -gallon recycling bin free of charge, and may purchase upto two more bins at $4.25 each. For $6.50, a
household may purchase a recycling bin with wheels and a pull cord. The bins are considered property of the
Village, and residents must replace lost, stolen or damaged bins. Residents must simply place recyclables
commingled in their bins for collection. If a household generates recyclables in excess of their bin capacity,
they may place additional recyclables in paper or plastic grocery bags. BFI sells its processed recyclables to
various vendors in the region. The Chicago area markets for recyclable materials are strong.
Curbside Program
Collection Frequen
Hauler Type:
Recycled Materials
Recycling Destination:
Drop-off Centers:
1991..
weekly
private
glass (brown, clear, green)
plastic (coded 1, 2, 3, 4, 5, 6, 7)
metal cans (aluminum, steel, tin)
aluminum foil
newspaper
mixed paper
polystyrene foam products
private processing facility
yes
Waste Management System
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Downers Grove, Illinois - S
Yard Waste Collection
BFI collects yard waste on the same day as refuse if residents attach the appropriate sticker. Yard waste
stickers cost $1.50 and may be purchased at the same places as the refuse stickers. Despite the fact that they
cost the same amount, yard waste and refuse stickers are not:interchangeable. Residents may attach yard
waste stickers to any 33 -gallon container (biodegradable paper bag or can) that weighs less than 60 pounds
when full or to a bundle of yard waste weighing less than 60 pounds. The hauler collects yard waste between
April 1 and December 15 with two "no -charge" pickup days for Christmas tree collection after the holidays.
The village pays $9.00 per cubic yard (about $27 per ton) to the compost facility which accepts its yard
wastes. The average haul distance for yard waste is approximately 8 miles. While the city encourages
backyard composting in its educational materials, residents may only compost certain organic wastes. City
ordinance prohibits the composting of kitchen wastes and pet waste for fly, roach, and rodent control.
Households with large quantities of yard waste should schedule a special pick-up through the hauler.
Downers Grove residents may pick up wood chips free of charge at the Village's transfer station. The village
and the county provide information on backyard composting.
Curbside Collection Program Adopted:
Container:
Fee:
Collection Frequency:
Yard Waste Destination:
Backyard Program:
1991
sticker
V.
$1.50 per sticker
weekly
private compost facility
information only
Waste Management System
I
Education
Prior to the implemer
and mailed informatii
meetings to keep citi;
publishes a recycling
waste diversion and s
management.
Administration
From 1991 to the pn
year. The first year
such as a mailing of
Recycling Coordina!
private hauler, BFI r
yard waste stickers.
BFI does not collect
collect any refuse an
weighing in excess
parts and hazardous
recyclables as well.
day, the hauler leave
The Village establist
recycling bins. The
complaints involving
fine of $200.
Downers Grove, Illinois - 6
:ion of the unit pricing program, the municipality advertised in the local newspaper
to residents describing the program. The Recycling Coordinator visits community
s updated, as well as to educate new re_ sidents about the program. DuPage County
wsletter, the Recycling Yellow Pages,.twice a year. This newsletter describes various
rce reduction options for households, as well as tips for better household waste
Enforcement
nt, Downers Grove budget for the waste management program runs about $80,000 per
the program cost the village approximately $100,000 because of education efforts
'orrnation and local newspaper advertisements. The remainder of the budget covers the
s salary, one-half of a secretary's salary, and replacement of recycling bins. The
iages the collection and. disposal of the waste stream and the distribution, of refuse and
ny bags of refuse or yard waste without the appropriate sticker. Further, BFI does not
yard waste commingled bags- The hauler does not collect yard waste or refuse bags
60 pounds. Further, BFI does not collect earth, rocks, concrete, construction debris, car.
astes except through a special pick up. The hauler does not collect contaminated
'the hauler does not collect refuse, yard waste or recyclables on the specified collection
a notice indicating the rationale for not collecting the waste.
:d a minimum fine of $ 100 for stealing recyclables, theft of stickers, and theft of
Dlice department and the village and county health departments all respond to
illegal dumping. The first offense carries a fine of $75 and the second offense carries a
Waste Management System
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Downers Grove, Illinois - 7
OUTCOMES
Waste Stream (tons)
Fiscal Year
Waste Landfilled
Waste Recycled
Yard Waste Collected
Total
1991
10,400.3
4,147.2
1,864.0
16,411.5
1992
10,051.2
4,725.5
1,871.0
16,647.7
1993
7,930.9
5,940.6
1,986.3
15,857.8
Waste Stream: Downers Grove
20000
15000
10000
5000
0
1991
Undesirable Diversion
1992 1993
Year
SYard Waste Collected
S Waste Recycled
■ Waste Landfilled
While not significant, dumpingtin commercial dumpsters does exist. The Downers Grove Police Department
reported 105 illegal dumping and littering violations between May 1990 and May 1991. The number of
violations fell to 23 for the period between May 1993 and May 1994. Since the surrounding municipalities
and villages employ unit pricing programs, Downers Grove residents probably do not carry their waste to
friends and relatives outside of the village for disposal.
Outcomes
• Downers Grove, Illinois -B
8
• Total Waste Generated
Since 1991, Downers Grove has generated less landfilled waste while increasing the amount of recyclables
and yard waste collected. While landfilled waste dropped more than 23% between 1991 and 1993, recycling
=, ... and yard waste jumped 43% and 6%, respectively. The total tonnage of waste generated over this period
decreased, indicating' that Downers Grove residents actively_ source reduce or participate in undesirable
diversion activities. The undesirable diversion evidence supports the assessment that the unit pricing
program in DownerslGrove encourages source reduction.
v.
Outcomes
Glendale, California - I
GLENDALE, CALIFORNIA
' __ DEMOGRAPHICS'
Jurisdiction: City of Glendale
iPopulation:
Population: 177,671
' Population Density (individuals per square mile) :. 5,806
Number of Households: 68,604
' Education (percent):
Earned High School Diploma: 77.20
Earned Bachelor's Degree: 28.60
' Ethnic Breakdown (percent):
African -American: 1.31
Asian: 14.33
'• Hispanic: 21.24
Native American: 0.35
' Economic Characteristics:
Mean Per Capita Income: $17,966
' Median Household Income: $34,372
Median Housing Value: $341,700
Brief Description:
The City of Glendale lays approximately eight miles northeast of Los Angeles in the foothills of the Verdugo
' Mountains. Predominantly a residential community, Glendale covers 30.6 square miles. Most residents of
Glendale commute to either Los Angeles or to manufacturing facilities in the San Fernando Valley. The city
does provide for some light manufacturing industries.
' ' All demographic data are based on the 1990 U.S. Census , except for population density which is derived
• from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
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Glendale, California -2
WASTE MANAGEMENT SYSTEM
Collection
The city collects refu:
residential, commerci
Glendale implemente
family residences ma
additional carts, but n
Glendale offers Chris
may rent one to three
with collection of wh
Unit Pricing Prograi
Container Type:
Collection Frequenc
Households Served:
Fee Structure:
from all single family residences. The -city contracts service for multi -family
and industrial customers to licensed private haulers. Between 1990 and 1992,
an automated collection system and variable rate pricing for its residents. Single
subscribe to either one 65 -gallon cart or one 100 -gallon cart. Households may request
ist pay a one-time, non-refundable fee of $66 and applicable monthly collection fees.
nas tree collection through its yard waste collection program in January. Residents
ubic yard bins for special collection of bulk waste. The city also provides residents
goods for a minimum fee'of $25.
,
Adopted:
14
1992
Chi
weekly
32,251
Cart Volume
65 -gallon container
100 -gallon container
Fee (per month)
$6.45
$10.10
Waste Management System
Glendale, California - 3
Fee Structure: Glendale
12.00
10.00
8.00
Monthly Fee
0
4.00
2.00
0.00
65 100
Gallons
Disposal
Glendale disposes of its solid waste at the Scholl Canyon Landfill located in the southeastern section of the
city. The City of Glendale and Los Angeles County jointly own the facility, and the Sanitation Districts of
Los Angeles County jointly operate it. Prior to 1987, the landfill permitted unlimited access to cities in the
area to dispose of their garbage there. In 1987, citing its desire to prolong the service life of Scholl Canyon
Landfill, Glendale restricted access to six cities: Glendale, La Canada Flintridge, Pasadena, San Marino,
Sierra Madre and South Pasadena.
Landfill: Scholl Canyon Landfill, pre-RCRA
Tipping Fee: $21.35 per ton
Hauler Type: public
Waste Management System
Glendale, California -4
Recycling
Glendale began oper
program originally si
city phased in multi -
Glendale owns the c
separate their recycle
recyclables in a pape
the Glendale Recycli
Curbside Program
Collection Frequer
Hauler Type:
Recycled Material:
:ing a voluntary curbside collection program for recyclables in December of 1988. The
-ved 27,000 single-family households and 8,200 duplex/fourplex units. In 1990, the
imily unit curbside collection, adding 36000 residential units to the program. While
lection vehicles, the city contracts out. laborers from the private sector. Residents must
des by placing glass in a green bucket, metals in a white bucket and all paper -based
bag or bound by twine. Households may pick up recycling buckets free of charge from
g Center. The regional markets for recyclable materials are strong.
1988
bi-weekly
public
glass (brown, clear, green)
plastics (coded 1, 2)
metal cans (aluminum, tin)
newspaper
telephone books
mixed paper
cardboard
Recycling Destination: public processing facility
Drop-off Centers: yes
4
Waste Management System
I.
Glendale, California - 5
Yard Waste Collection
Glendale collects yard waste trimmings on a weekly basis on the same day as refuse collection. The yard
' trimmings are shredded and used as cover material and mulch at the landfill. An educational brochure
encourages residents to separate yard waste from regular waste. Households must place their yard waste in
old refuse containers or they must bundle the trimmings and place the yard waste on the curb.
Glendale provides a limited number of free compost bins to residents who attend a composting workshop. In
addition, on Saturdays, the city offers free brush and tree limb chipping and shredding for residents.
Curbside Collection Program Adopted: 1992
Container: can or bundle
Fee: none
Collection Frequency: weekly
' Yard Waste Destination: public processing facility
Backyard Program: yes
1
1
Waste Management System
I
Glendale, California - 6
Education
Glendale spends appr'
the Educational Resos
attend workshops on
in using a backyard cl
imately $200,000 per year to educate its citizens about solid waste management. At
e Lab of the Glendale Recycling Center, individuals can access information and
ste management and recycling. Glendale offers workshops to individuals interested
posting bin. The city also provides brochures on grasscycling and xeriscaping.
Administration and Enforcement
Glendale bills households for waste collection bi-monthly through the city utility bill. This utility bill
includes the households' water, electricity and solid waste bills. By consolidating the city billing system,
Glendale more efficiently serves its residents. The city provides a customer service office to respond to
residents' complaints, questions, and requests for information.
Waste collectors refs
with ajar lids so long
the truck. Glendale c
at the processing facl
individual to collect i
the collectors leave t
the cart, can or bund.
attempts to make the
to accept waste carts with waste stacked on top of the cart lids. They collect carts
the automated collection system does not spill trash when depositing the waste into
:n collects contaminated recyclables. The city would rather address the contamination
'than to leave behind a bin full of recyclables. It is illegal for any unauthorized
yclables from curb set -outs. City collectors leave behind contaminated yard waste. If
nd waste or yard waste, they -place a non -collection notice indicating the violation on
Glendale rarely assesses fines for littering and illegal dumping. Instead, the city
sponsible party dispose of the waste properly.
Waste Management System
Glendale, California - 7
OUTCOMES
Waste Stream (tons)
Fiscal Year*
Waste Landfilled
Waste Recycled.-
Yard Waste Collected
Total
1990
54,190
2,970
0
57,160.
1992
34,834
4,824
14,634
54,292
1993
36,360
5,221
14,914
56,495
1994
36,801
4,742
13,695
55,238
* Glendale could
not provide data for 1991.
Waste Stream: Glendale
60,000
50,000
40,000
30,000
I-
20,000
10,000
0
1990
1992 1997 1994
Year
•=Recycled
Undesirable Diversion
City officials do not consider undesirable diversion behavior a serious problem. Residents do not burn waste,
and dumping of waste at commercial dumpsters is rare. Glendale does report that dumping of bulky waste,
such as old furniture and broken appliances, does occur. In 1994, Glendale reported that city employees
collected 134.5 tons of dumped waste, litter and bulky waste.
Outcomes
• Glendale, California -8 1
Total Waste Generated
The annual amount of
total waste generated (landfilled waste, recycling, and yard waste) by Glendale has not
changed significantly) over the past five years. Since 1990, residents have paid $10.10 per month for a 100 -
gallon cart, which is equivalent to Glendale's flat -fee rate prior.to the implementation of the unit -pricing
program. The low unit prices do not convey the necessary economic incentives to households to source
reduce. However, the provision of recycling and yard waste collection have allowed for residents to divert
some waste. � N
I
Grand Rapids, Michigan - I
' GRAND RAPIDS, MICHIGAN
IDEMOGRAPHICS'
Jurisdiction: City of Grand Rapids
Population:
Population: 189,126
' Population Density (individuals per square mile) :. 4,317
Number of Households: 69,452
' Education (percent):
Earned High School Diploma: 76.45
Earned Bachelor's Degree: 20.85
I'.
' Ethnic Breakdown (percent):
African -American: 18.58
Asian: 1.04
'• Hispanic: 4.47
Native American: 0.79
Economic Characteristics:
Mean Per Capita Income: $12,070
Median Household Income: $26,809
Median Housing Value: . $57,600
' Brief Description:
' Grand Rapids is the seat of Kent County and is located on the Grand River 25 miles east of Lake Michigan in
the southwestern part of the lower peninsula. The city produces furniture, automobile parts, seating for
religious and educational institutions and wallboard. In addition, gypsum mining is a significant component
of Grand Rapids' economy. The city is also a wholesale distribution center for much of Michigan's
'agricultural production.
I. r All demographic data are based on the 1990 U.S. Census , except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O
Demographics
C
Grand Rapids, Michigan -2 1
WASTE MANAGEMENT SYSTEM
Collection 1
The city of Grand Rapids adopted its fee-per-bag/tag pricing system in 1972. The price of the city bags/tags 1
started off very low,' and remained low throughout most of the 1980's. In the late 1980's, in response to
increases in the costs of waste collection and disposal, the city began to increase the price steadily up to its
present rate of $0.85 per bag/tag. Grand Rapids operates an open garbage collection system. Residents may
select their collection service from among the city government and 23 licensed private hauling firms. The city
serves approximately two-thirds of all single-family dwellings. The city does not offer collection service to
the 11,000 households in multi -unit complexes. 1
The city offers three options to its residential waste customers. Residents may purchase special 30 -gallon
city bags at fire stations, the City Treasurer's office, supermarkets, and convenience stores. A package of ten
costs $8.50. Residents may also purchase $0.85 city refuse tags at the same locations and attach these tags to
regular 30 -gallon garbage bags, a 30 -gallon cardboard box or bundled waste not exceeding 30 pounds. In
addition, residents may purchase 30 -gallon refuse containers from the city for $10 and $44.20 annual refuse
license sticker for thle container (which equates to $0.85 per week).
The city collects bulk items, such as bundled branches and boards, tires, small appliances, furniture and
Christmas trees, provided that residents attach the $0.85 city refuse tags. The city only collects major
appliances, such as refrigerators, stoves, dishwashers, washer/dryers, and water heaters, if residents attach a
$10 appliance sticker to each item. -'1 H -. .; B
Unit Pricing Program Adopted: 1972
Container Type: bag
Collection Frequency: weekly
Households Served: 40,000
8
Fee Structure: Dates Fee (city bag/tag)
7/86-6/87 $0.35/$0.25
7/89-6/90 $0.45/$0.35
• 1/93-6/94 $0.85/$0.75
8/94-1/95 $0.85/$0.85
- -
1
Waste Management System
1
Grand Rapids, Michigan -3
Etc Structure:
Grand Rapids
1.00
0.80
-----
0.60
Bag Fee
a
_ —
Tag Fee
O/
0.40
/
—
—
0.20
0.0a
Jul -86
Jul -89
Jan -93 Aug -94
Date
Disposal
The city sends all of the garbage it collects to the Kent County Mass Bum Incinerator, a waste -to -energy
facility. The county owns and operates the incinerator.
Incinerator:
Tipping Fee:
Hauler Type:
Kent County Mass Bum Incinerator, post-RCRA
$59.51 per ton
public
Waste Management System
Grand Rapids, Michigan - 4
Recycling
Kent County operate
recycling is now ave
participating residen
a separate paper bag
The city contracts w
participating househ
residents, the city, ai
The city currently st
fiscal year 1998. In
$1.63 per month for
Waste Management
and sells the materh
good. They sell alit
Curbside Prograr
Collection Freque
Hauler Type:
Recycled Materia
Recycling Destinal
Drop-off Centers:
a number of recycling drop-off centers within Grand Rapids for many years. Curbside
able to any city resident upon request. The city provides an 18 -gallon bin to all
. Residents place newspapers, magazines and catalogs as well as household batteries in
Recycling collection occurs on the same day as refuse collection:
h Waste Management of Michigan to collect and process recyclables, and to bill
.ds every four months. According to company officials, the revenue it collects from
I the sale of recyclables just covers the operating expenses of the collection program.
isidizes part of the monthly recycling charge, but that subsidy will be phased out by
fiscal year 1995, households pay $1.75 per month for recycling service, and the city pays
ach household receiving recycling service.
irocesses the recyclables it collects at its own facility on the southern edge of the city,
to regional buyers. The regional markets are, for the most part, stable, and prices are
fist all of their material within a 500 -mile radius of Grand Rapids.
rted: 1994
weekly
private
glass (brown, clear, green)
plastic (coded 1, 2)
metal cans (aluminum, steel, tin)
newspaper
magazines
catalogs
household batteries
private processing facility
yes
Waste Management System
I
Grand Rapids, Michigan -5
I
F
I
I
I
■ ]
I
I
Ii
Yard Waste Collection
In March of 1995, Grand Rapids began a curbside yard waste collection program through a contract with
Waste Management. Residents may place leaves, grass clippings, brush, small twigs and garden plants in
clear city yard waste bags. They may also bundle together larger branches and brush and mark them with a
city yard waste tag. Bags cost $7.50 for a package of ten, and tags are $0.75 each. Both are available at city
fire stations, the Treasurer's office, supermarkets, and convenience stores. Yard waste collection occurs on
the same day as refuse and recycling pick-up. Waste Management delivers the yard waste it collects to a
facility owned by Compost Soil Technology, an independent firm. This facility charges a tipping fee of $2
per cubic yard, or approximately $6 per ton. The city does not sponsor a backyard composting program.
Curbside Collection Program Adopted
Container:
Fee:
Collection Frequency:
Yard Waste Destination:
Backyard Program:
1995
$0.75 per bag
weekly
private composting facility
'it.:
Waste Management System
ti
Education
Grand Rapids only e
waste collection sery
programs, the city se
participate. The city
regular educational e
upon request.
Administration
The Grand Rapids
offices, of which I
for snow removal,
collection. The ad
refuse bags and ta
service area, hand
The city only collec
and cans, or tagged
personnel are lenien
Residents must tag
the curb and leave t
Clear bags enabled
Officials tag any rei
indicates the exact i
The city distributed
residents properly d
tagged refuse by tht
cost of removal. TI
$10 for each applia.
Grand Rapids, Michigan -6
ages in significant citizen education efforts when it implements a change in the city's
:, such as the start of curbside recycling or yard waste collection. Before each of these
mass mailings to every resident explaining the system and encouraging them to
;o ran television, radio, and newspaper public service announcements. Grand Rapids'
enses, however, are minimal. The city provides informational brochures available
Enforcement
ty Manager, who reports to the Mayor and the City Commission, oversees the seven city
lic Works is one. Public Works contains six departments and maintains responsibility
y water, street maintenance, sanitation, traffic safety, the city motor pool and refuse
nistrative staff of Public Works employs about a dozen individuals. Since the city uses
it does not need a billing department. The Purchasing Office, which is in another
the purchase and distribution of the bags and tags to retail outlets.
garbage in a city refuse bag or. can; or marked with a city refuse tag. City refuse bags
:fuse containers, may not exceed 30 pounds or the city does not collect them. Collection
on the weight limits, but if the receptacle is clearly over 30 pounds, they leave it behind.
ulky items or attach a city appliance sticker. Solid waste personnel sort recyclables at
hind any contaminants. Yard waste bags and bundled brush may not exceed 30 pounds.
vets to visually inspect for contaminants. Contaminated yard waste bags are left behind.
.ptacles in violation of the above restrictions with a city refuse violation. The violation•
;lure of the offense and instructs the resident to correct the problem within seven days.
nore than 4,100 of these notices annually in 1993 and 1994. According to city officials,
;pose of most tagged waste within seven days. If the resident does not take care of the
following collection day, the city removes the refuse and bills the property owner for the
bill amounts to $40 for administrative costs, and $20 for collection and disposal, plus
ce. Only about 390 violations in 1993 and 1994 resulted in subsequent action.
1.I
'
II
I
II
.Ir
141
{Neste Management System I
ii
I
I
I
II
1
I
1
I
I
6
OUTCOMES
Waste Stream (tons)
Grand Rapids, Michigan - 7
Fiscal Year
Waste Landfilled
Waste Recycled
Yard Waste Collected
Total
1987
51,000
0
0
51,000
1990
53,000
0
0
53,000
1993*
45,000
0
0
45,000
1994
45,700
0
0
45,700
1995*
45,400
6,000
0
51,400
* Data for FY 1993 and FY 1995 are based on 6 months of data, and are extrapolated fora full fiscal year.
Waste Stream: Grand Rapids
54.000
52,000
50,000
48.000 OWastc Recycled
■Waste Landfilled
F 46,000
44,000
42.000
40,000
1987% 1990 1993 1994 1995
Fiscal Year
Undesirable Diversion
City officials report a noticeable amount of illegally dumped waste and litter in Grand Rapids, particularly in
the poorer sections of the city. Despite this, the total amount of litter collected by the city is fairly low.
Grand Rapids collects 30 tons of illegally dumped waste annually, at a cost of $15,000. Much of the refuse it
collects includes large items, such as furniture and appliances. The city also collects about 60 tons of garbage
per year in neighborhood cleanups. Some of this waste is probably dumped refuse. Officials estimate that
the amount of dumped waste has doubled since 1990.
Outcomes
1
Grand Rapids, Michigan -8
Grand Rapids' commercial haulers report that some of their customers complain about people dumping
garbage in their dumpsters. Several haulers offer dumpster locks to their customers. Charitable
organizations also report some problems with people leaving junk or actual household garbage at their drop-
off locations. The Salvation Army disposes 25% of its donations and Goodwill disposes 50%.
Total Waste Generated
The steep and steady) bag and tag price increases during the late 1980's and early 1990's illustrate waste
generation behavior of households receiving city collection service. The price increases have affected the
level of household waste generation. In its first six months, the curbside recycling program has not
significantly affected total household waste generation. The city estimates that it will collect about 8,000
tons of yard waste per year, or 22 pounds per household per month.
Li
._t_.- ._ •._
8
ra
Outcomes
IA
Hoffman Estates, Illinois - I
I HOFFMAN ESTATES, ILLINOIS
I#
I1
11
1
1
1
I.
DEMOGRAPHICS'
Jurisdiction:
Population:
Population:
Population Density (individuals per square mile) :
Number of Households:
Education (percent):
Earned High School Diploma:
Earned Bachelor's Degree:
Ethnic Breakdown (percent):
African -American:
Asian:
Hispanic:
Native American:
Economic Characteristics:
Mean Per Capita Income:
Median Household Income:
Median Housing Value:
Brief Description:
Village of Hoffman Estates
47,266
2,528
15,924
f
89.70
40.00
2.82
7.89
5.38
0.18
$19,072
$49,475
$133,800
Hoffman Estates is located about 30 miles northwest of Chicago in Cook County. Sears, Roebuck and
Company, one of the largest employers in the area, employs approximately 4,000 people, followed by
Ameritech, which employs about 2,500, and Siemens Gammasonics, which employs 950 people. The
community manages 4,000 acres of forest preserves, parks and golf courses.
t All demographic data are based on the 1990 U.S. Census , except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
Hoffman Estates, Illinois-2
WASTE MANAGEMENT SYSTEM
Collection
Hoffman Estates adopted a variable rate program in May of 1992 in response to anticipated increases in
tipping fees and waste production. Residents may purchase stickers at the Village Hall or order them through
the hauler. Residents must attach the stickers to bags for weekly collection. Residents pay only for the
amount of waste they set out: there is no additional flat fee. Only single-family dwellings participate in the
program.
y
In addition to waste collection, white goods may be collected and disposed for a charge of $25 per item. The
Salvation Army provides a reusable household goods collection program at no charge. Residents place goods
for the Salvation Army in specially marked bags and leave the bags on the curb for pickup during a specified
collection day once a month. Large goods donated to the Salvation Army require a scheduled appointment.
The village also provides for special bulk waste collection, for a fee which varies with the amount of waste
collected.
Unit Pricing Program Adopted: 1992
Container Type: sticker
Collection Frequency: weekly
Households Served: 12,500
Fee Structure: Year Fee
1992 $1.37
1993 $1.45 . I'
1994 $1.45
t
t
{Paste Management System ��
Hoffman Estates, Illinois -3
Fee Structure: Hoffman Estates
1.50
1.45
1.40
1.35 Bag Fee
1.30
1.25
1.20
1992 1993 1994
Year
Disposal
The municipal government contracts with a hauler through a bidding process. The municipality is serviced by
Laidlaw Waste Systems. The hauler accounts for fluctuations in sticker sales when formulating its unit price.
Laidlaw Waste Systems currently uses a pre-RCRA landfill, Mallard Lake. A federal court mandated the
closure of this facility by 1998 due to its location on a forest preserve. The municipality joined the Solid
Waste Agency of Northern Cook County (SWANCC) which seeks solutions for the landfill crisis. SWANCC
plans to operate three transfer stations by the beginning of 1996 to handle the waste generated by its
members. Hoffman Estates anticipates a dramatic increase in tipping fees once Mallard Lake landfill closes.
Laidlaw Waste Systems expects to use either Woodland Landfill or Settlers Hill Landfill when Mallard Lake
closes. Both of these latter landfills have a long life -expectancy.
Landfill: Mallard Lake Landfill, pre-RCRA
Tipping Fee: $32 per ton
Hauler Type: private
Waste Management System
Hoffman Estates, Illinois- 4
Recycling
Hoffman Estates residents receive curbside recycling free of charge. The private hauler collects recyclables
once a week on the same day as refuse collection. The city requests residents place clean and dry recyclables
in a city -provided recycling bin. Residents place all recyclable paper goods in a separate paper bag and leave
them beside the recycling bin on the appropriate collection day. Residents may purchase additional recycling
bins from the Village Hall at a cost of $5.00 each. All recyclables are processed at the Laidlaw Material
Recovery Facility. The recycled materials are then sold to vendors, and the markets have been strong for
these materials over the past two years.
The village provides several recycling drop-off centers. These centers accept newspaper, aluminum, glass
(brown, clear, and green), used motor oil, used antifreeze, household batteries, office paper, and cardboard.
The private hauler responsible for curbside recyclables pick-up is also responsible for all recyclables in the
drop-off center except for the oil and antifreeze.
Curbside Pro;
Collection Fn
Hauler Type:
Recycled Mal
Recycling
Drop-off I
Adopted:
weekly
private
glass (brown, clear, green)
plastic (coded 1, 2, 3, 4)
metal cans (aluminum, steel, tin)
newspaper
mixed paper .
cardboard
private processing facility
yes
Waste Management System
Hoffman Estates, Illinois - 5
Yard Waste Collection
Residents attach the same unit price stickers to yard waste for collection. Yard waste, however, must be
placed in 30 -gallon biodegradable kraft paper bags or bundled. The contracted hauler collects yard waste on
a weekly basis between April 1 and November 30 of each year. The village also schedules a two-week
collection period for Christmas trees and other holiday greenery. Residents with unusually large amounts of
yard waste may schedule a special pick-up with the private hauler. Laidlaw takes collected yard waste to one
of three private composting facilities, although the company is in the process of constructing its own facility.
The village also provides information on mulching mowers, leaf shredders and backyard compost piles
Curbside Collection Program Adopted:
Container:
Fee:
Collection Frequency:
Yard Waste Destination:
Backyard Program:
1990
30 -gallon kraft bag
same as refuse collection fee
weekly
3 private composting facilities
information only
Waste Management System
•
II
Education
Preceding the imph
program. This mai
informed residents
maintains responsil
Residents may rece
Village's Recycling
upon the extension
Laidlaw Waste Sy
materials recovery
information orovis
Hoffman Estates, Illinois - 6
ntation of the unit pricing program, all residents received a mailing describing the
cost the village $7,080, or $0.14 per capita. In addition, the recycling coordinator
.it the program at public meetings six months before the program began. The hauler
,for educating residents about any additional changes in the program's design.
information about backyard composting, leaf shredders and mulching mowers from the
rordinator. A public education brochure was developed and mailed to all residents
he Village's contract with Laidlaw Waste Systems in 1995.
is provides informational briefings on recycling to school and civic groups at its
ility. The Village of Hoffman Estates• newsletter is another avenue for education and
to the general public.
Administration land Enforcement
During the first yea l of the program, the Village budgeted $60,080 for the program. The first -year costs
included the Recycling Coordinator's salary as well as expenditures on education efforts. Each year
thereafter, the municipality budgeted approximately,$55,000 to cover salary costs. The program is basically
administered by the private hauler through a contract with the city. The hauler maintains responsibility for
providing a customer service center, collecting all refuse, yard waste and recyclables, distributing refuse
stickers to retailers, collecting and managing revenues and providing some education and information to „:
residents.
Illegal dumping carries a minimum fine of $50. Theft of stickers, recyclables and recycling bins are illegal by ..
village ordinance. The Hoffman Estates Police Department investigates illegal dumping complaints and the
Division of Code Enforcement prosecutes such cases. An individual issued a citation for illegal dumping
must pay a $50 fine or contest the citation in court. Illegal dumping in commercial dumpsters carries a fine of
up to $500 and may be prosecuted on the basis of mail found in the refuse.
The private hauler only collects, refuse in a tagged bag. The hauler does not collect refuse in cans or other
containers except for those cans set -out for back -door collection service. Recycling collectors do not pick-up
unacceptable or contaminated recyclables. Plastic containers coded 5, 6, 7 or do not have a code cannot be•
recycled and the collectors do not pick these up. The village does not accept the following in its yard waste
collection: garden vegetables and fruits; tree trunks, stumps and large limbs; fence posts,.railroad ties and fire
wood; or sod and rocks. Yard waste collectors do not pick up yard waste in plastic bags or unbundled
branches. Every bag and bundle must have a refuse sticker affixed to it.
Waste Management System
I
1
I
,1.
I
I
` "� `• Hoffman Estates, Illinois - 7 -
' OUTCOMES
I
I
I
Waste Stream
Fiscal Year
Waste Landfilled
Waste Recycled
Yard Waste Collected
Total
1991
15,101
6,305
not available
21,406*
1992
10,924
7,065
1,538
19,527
1993
9,418
8,896
1,896
20,210
* The total waste generated for Hoffman Estates for 1991 does not include collected yard waste.
25.000
20.000
15,000
10,000
5,000
0
1991
Waste Stream: Hoffman Estates
1992 1993
Year
=Wwe
Undesirable Diversion
During the first six months of the pay -per -bag program, Hoffman Estates issued 103 citations to residents for
illegal dumping and refuse sticker theft. Of these 103, the Circuit Court Judge dismissed 30 and fined 73
residents. The fines ranged from $25 to $500. After the first six months, illegal dumping and refuse sticker
theft declined. For the period between January 1993 and November 1994, the village issued 71 citations.
Several interviewed businesses believe that illegal dumping remains a problem for the village.
Total Waste Generated
From the year preceding the program to the first year of the program, there was a 27% decrease in waste
landfilled. Recyclables increased by 12% during this period. This leaves an unexplained decrease of 6.9%
reduction accounted for by source reduction, composting or undesirable diversion. Landfilled waste dropped
Outcomes
HI
Hoffman Estates, Illinois -8
another 10% from its 1991 value in the second year of the program, while recycling increased another 28% in
that year. -
1
I
Lansing, Michigan - I
LANSING, MICHIGAN
DEMOGRAPHICS'
I
Jurisdiction:
City of Lansing
Population:
• Population: 127,321
Population Density (individuals per square mile) : 3,738
Number of Households: 50,835
Education (percent):
Earned High School Diploma: 78.31
Earned Bachelor's Degree: 18.32
Ethnic Breakdown (percent):
African -American: 18.57
Asian: 1.69
Hispanic: 7.98
Native American: 1.25
Economic Characteristics:
I. Mean Per Capita Income: $12,232
Median Household Income: $26,398
t
Median Housing Value: $48,100
Brief Description:
Lansing, the capital of the state of Michigan, is located at the junction of the Red Cedar, Sycamore, and
Grand Rivers in Ingham County. The city is approximately 80 miles northwest of Detroit. Lansing's
economy is dominated by the automobile industry and state government operations. Manufacturing facilities
associated with the automobile industry, such as fabricated metal plants, are also found in Lansing.
- r All demographic data are based on the 1990 U.S. Census, except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O
Demographics
WASTE
SYSTEM
Lansing, Michigan -2
Collection
Lansing began a voluntary fee -per -bag residential waste collection system in 1975. At that time, a household
could subscribe to the city's unit pricing program, or subscribe to private service. The city continued this
program virtually unchanged until 1991, when it increased the fee -per -bag from $1 to $1.50 and implemented
city-wide curbside recycling and yard waste collection.
Households that subscribe to the city service must purchase 30 -gallon refuse bags. The bags cost $7.50 for a
package of five, andlare available at several supermarket chains, Quality Dairy stores and local convenience
stores. The city currently collects garbage from, approximately 50% of the city's single-family dwellings
(approximately 19,000 households). Waste Management of Midwest Michigan and Granger Container
Service serve most of the other single-family households.
For bulk waste, such as furniture and white goods, the city sells $20 bulk collection stickers. Lansing also
collects Christmas trees during the first two weeks of January.
Unit Pricing Progi
Container Type;.
Collection Freque
Households Serve
Fee Structure:
Adopted
4.
1975
bag
weekly
19,000
Year
1990
1991
1992
1993
1994
Fee
$1.00
$1.50
$1.50
$1.50
$1.50
..
..
...�. -
.
.....
-
..
-...
-
r
t
Waste Management System
I
Ii
I
Disposal
Lansing, Michigan -3
Fee Structure: Lansing
2.00
1.50
1.00 —Bag Feel
O
0.50
0.00
1990 1991 1992 1993 1994
-. Year
All refuse collected by the city is taken to the Wooa Street Landfill and the Grand River Avenue Landfill.
Both landfills conform to the Subtitle D requirements of RCRA. Granger owns both facilities and currently
charges a tipping fee of $10.86 per cubic yard, or approximately $36 per ton, at each.
Landfill:
Tipping Fee:
Hauler Type:
U
I
I.
Wood Street Landfill, Grand River Avenue Landfill, post-RCRA
$36 per ton
public
Waste Management System
Lansing, Michigan -4
Recycling
Lansing implemented its recycling program in November, 1991. The city collects recyclables on the same
day as refuse collection. Unlike the open waste collection system, the city is the exclusive provider of
recycling service. All 38,000 single-family households automatically receive an 18 -gallon recycling bin in
which they place their recyclables. Residents may commingle all materials in the bin, except newspapers,
which they package separately in a brown paper grocery bag, and magazines, which they bundle together with
twine or string. Collection personnel separate the materials at the curb. The city processes recyclables at its
own transfer station, and then sells to buyers within the state. The regional markets for all of the materials
the city -collects are good.
The city finances recycling and yard waste collection programs through a special $55 annual fee assessed to
residents along withtheir regular city taxes: $25 of the fee goes towards recycling; $18 goes towards yard
waste collection; and the remaining $12 goes towards education and promotion for the two programs. The
recycling and yard waste collection programs also received $2.3 million in start-up funds from Michigan's
Department of Natural Resources. The city also receives some revenue from the sale of recyclables.
Curbside Progran
Collection Freque
Hauler Type:
Recycled Materia
Recycling Destina
Drop-off Centers:
Adopted: 1991
weekly ""
public.
glass (brown, clear, green)
plastic (coded 2)
metal cans (aluminum, steel)
newspaper
magazines
catalogs
municipal transfer station
yes
Waste Management System
1.
1
I
1
I,
1
1.
1
p
1
1
Lansing, Michigan - S
IYard Waste Collection
' Lansing runs a weekly yard waste collection program available to all single-family households. From late
March through November, the city collects leaves, grass, garden clippings, weeds and bundled brush.
Residents may place yard waste at the curb in an ordinary 30 -gallon bag. The collection occurs on the same
day as recycling and refuse pick-up. Lansing provides this service to all single-family households. The city
delivers yard waste to the Great Lakes Compost facility, located just outside the city. Granger owns the
Great Lakes compost facility. The city pays a tipping fee scaled to the volume of yard waste it brings in. On
' any day the city drops off yard waste, it pays $6.15 per cubic yard for the first 5,000 cubic yards, $5.40 per
cubic yard for the next 5,000 cubic yards and about $4.00 per cubic yard for all yard waste in excess of
10,000 cubic yards. Great Lakes composts the yard waste it receives and distributes it to local buyers. The
city also has a contract with Urban Options Consultants, a non-profit organization, to provide citywide
education on backyard yard waste composting and grasscycling. City residents may purchase compost bins at
a reduced price ($20 instead of $30) from Lansing.
Curbside Collection Program Adopted: 1992
Container: bag
Fee: $18 per year
Collection Frequency: weekly
Yard Waste Destination: private composting facility
Backyard Program: yes
Waste Management System
I
Education
Each package of ba
residents should prt
additional informat
questions. The city
waste collection pri
newspapers to infoi
presentations in loc
the city spends app
primarily at recycli
education on backy
per -bag system to t
wary of allowing ti
composting and gn
Administration
The Operations Ma
recycling, and yard
operates under an a
responsibilities for':
storm drain mainter
Lansing's garbage c
operate the progran
The city only colle
solid waste violatii
these same violati(
animals, or hazard
pesticides, and hot
waste violation stir
refuse collection it
collection rules. I1
costs incurred in tl
The city leaves b4
"Oops" flyer exp
"Oops" flyers on
Lansing, Michigan •- 6
contains a brochure explaining the different materials that the city collects and how
ire their garbage, recycling, and yard waste for collection. The city distributes
i upon request and operates a hotline that residents may call for answers to their
anducted a mass mailing to every household explaining the curbside recycling and yard
rams when they began. Lansing also uses billboards, television, radio and local
residents about the city's waste collection services. Solid waste officials make
public schools, and the city hired a consultant to help with the public outreach. Overall,
ximately $370,000 on promotion and education annually. The city directs efforts
; and yard waste rather than source reduction education. Residents may also receive
d yard waste composting and grasscycling. The city does very little to explain the fee-
idents because that system has been in place so long. Also, the City Council is very
city garbage service to promote itself. Urban Options informs residents about backyard
Enforcement
itenance Division of the PublisService Department of Lansing administers the refuse,
waste collection programs. Operations and Maintenance employs 142 people and
nual budget of $19 million. In addition to refuse collection, the division maintains
reet, curb and sidewalk maintenance, street cleaning, debris and litter removal, sewer and
mce, flood control, city building maintenance, and one of the three city vehicle garages:
>Ilection program is financially self-sufficient. The city covers the $1.4 million it costs to
each year with city refuse bag and bulk sticker sales.
s authorized green city refuse bags. Waste not placed in a green city bag receives red
stickers. The city tags ripped bags or overstuffed bags (greater than 30 pounds) with
stickers. The city does not collect human or animal waste, dirt, stones, rocks, dead
s wastes, including gasoline and other explosive materials, wet paint, herbicides,
;hes or coals. Residents must properly dispose of any refuse tagged with a red solid
:r. According to -solid waste officials, the city tags a couple of bags each day. A city
lector visits residents who do not take care of tagged waste or who repeatedly violate
ie city collects any tagged garbage, it bills the resident a minimum of $225 for all of the
process: administration, inspector's time and the cost of collection and disposal.
id any nonrecyclable materials placed in the city's recycling bins. The city leaves an
ling the eligible materials for the city's recycling program. The city also leaves these
erstuffed yard waste bags.
J
II
8
H.
Waste Management System - I
I
Lansing, Michigan - 7
OUTCOMES
Waste Stream (tons)
Fiscal Year
Waste Landfilled
Waste Recycled
Yard Waste Collected
Total
1991
16,000
0
0
16,000
1992
10,000
1,600
1,300
12,900
1993
7,600
3,500
5,200
16,300
1994
8,000
3,400
5,800
17,200
Waste Stream: Lansing
20,000
t
15,000 Fn
ard Waste collected
aste Recycled
$ 10,000 aste Landrilled
5,000
0
1991 1992 1993 1994
Year
t
Undesirable Diversion
The Solid Waste Section of the Operations and Maintenance Division receives approximately 500 telephone
calls annually regarding illegally dumped garbage. The city estimates that residents illegally dump 300 tons
of solid waste annually, which costs the city $52,500 for cleanup and disposal. Much of the dumped material
includes bulk waste, such as furniture and large appliances. Officials from Allied, one of the three major
commercial hauling firms in Lansing, report that about 10% of their customers have complained about people
disposing refuse in their dumpsters.
The city does not have a problem with recycling contamination, since collectors sort recyclables at the curb
and leave behind nonrecyclables. The city does not consider yard waste contamination a serious problem.
The city collects approximately two to three bags of yard waste containing some garbage each day. This
translates to about seven to ten tons of contaminated material annually.
Outcomes
N
Lansing, Michigan -8
Total Waste
The large increase in the price of refuse bags in 1991, coupled with the implementation of the recycling and
yard waste collection programs in 1991 and 1992, illustrate the effectiveness of unit pricing and
complementary programs in managing the residential solid waste stream. The city halved its landfilled waste
over a four year period while experiencing significant growth in recycling and yard waste collection. In
addition to the significant waste diversion Lansing achieved, the city likely encouraged source reduction. The
total waste generated (landfilled waste, recycled waste and yard waste collected) increased over the past four
years, but some of this is attributable to the 19,000 city residents who participate in the recycling and yard
waste programs but do not participate in the city refuse collection program.
- I
Outcomes
Pasadena, California -1
PASADENA, CALIFORNIA
DEMOGRAPHICS'
Jurisdiction:
Population:
Population:
Population Density (individuals per square mile) :
Number of Households:
Education (percent):
Earned High School Diploma:
Earned Bachelor's Degree:
Ethnic Breakdo}vn (percent):
African -American:
Asian:
Hispanic:
Native American:
Economic Characteristics:
Mean Per Capita Income:
Median Household Income:
Median Housing Value:
Brief Description:
City of Pasadena
Pasadena sits in the foothills of the San Gabriel Mountains in Los Angeles County approximately ten miles
from Los Angeles and thirty miles from the Pacific Ocean. The city's economy depends primarily on
research and development in aerospace, electronics, and military industries. Pasadena hosts the California
Institute of Technology and the Jet Propulsion Laboratory. The Rose Bowl, site of a New Year's Day
collegiate bowl game, is located in Pasadena as well.
All demographic data are based on the 1990 U.S. Census , except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
Pasadena, California - 2
WASTE
SYSTEM
Collection -
Pasadena provides collection services for single-family homes and multi -family residences with four or fewer
units. For multi-unitproperties with greater than four units, the municipality competes with 38 licensed
private haulers for contracts to service these residences. The city phased in the unit pricing program over the
five-year period between 1987 and 1992. Unlike most southern California cities, Pasadena continues to offer
backyard collection of solid waste, although at a higher rate. Since the implementation of the unit pricing
program most residents have requested curbside automated trash collection. Estate property owners may
contract services with private haulers, and many do.
Pasadena provides an Annual Neighborhood Clean-up once per year to collect white goods and scrap metal
free of charge. In addition, residents may request special collection of large and bulky items for a fee.
Residents who occasionally produce a large amount of waste may rent a 3 -cubic yard bin for a one time
collection fee. The city collects Christmas trees during the first couple of weeks of January.
Unit Pricing Progi
Container Type:
Collection Freque
Households Serve • Fee Structure:
Adopted: 1992
cart
weekly
28,000
Cart Volume
Fee (per month)
60 -gallon
$10.41
100 -gallon -
$16.23
two 60 -gallon
$19.01
one 60 -gallon, one 100 -gallon
$22.40
two 100 -gallon
$28.62
Waste Management System
Pasadena, California -3
Fee Structure: Pasadena
30
25
20
15 —Monthly Fee
0
O10.
5
0
60 100 - 120 160 200
Gallons
Ii
Disposal
Pasadena delivers its waste to the Scholl Canyon Landfill. The city pays a higher tipping fee than does
Glendale because Glendale is co-owner of the Scholl Canyon landfill.
I
Landfill:
Tipping Fee:
Hauler Type:
I
I
I
I
Scholl Canyon Landfill, pre-RCRA
$24.11
public
IVaste Management System
Pasadena, California - 4
Recycling
Pasadena implemented curbside recycling in March of 1990. For single-family residential recycling, the city
contracts service to private recycling companies. These private firms bid for a specific day of the week.
Currently one recycling firm is responsible for Monday through Thursday and another is responsible for
Friday collection. These recycling firms pick up recyclables on a weekly basis on the same day as refuse
collection. For recycling collection, all residents must place their recyclables into a 14 -gallon box. The
regional markets for all of the recyclable materials the city collects are strong.
Curbside Program
Collection Frequen
Hauler Type:
Recycled Material:
Recycling Destiny
Drop-off Centers:
1990
weekly'
private
glass (brown, clear and green)
plastic (coded 1, 2)
metal cans
newspaper
used motor oil
private processing facility
yes
4.
H
.:
Waste Management System
Pasadena, California - 5
Yard Waste Collection
Pasadena implemented a pilot yard waste collection program in 1991, and began city-wide service in 1993.
The city offers residents the option to select a 100 -gallon "yard waste only" container to be used on a weekly
basis. The residents pay a $5 fee for this yard waste only container. The city takes the yard waste it collects
' to the grinder/landfill operation at the Scholl Canyon Landfill where the yard waste is used in mulching and
composting activities. Since 1987, Pasadena has encouraged backyard composting by providing a "How to
Compost" brochure along with additional technical assistance for residents upon request. The city has
updated the original brochure and operates a composting demonstration site in a local park.
' Curbside Collection Program Adopted:
Container:
I Fee:
' Collection Frequency:
Yard Waste Destination:
Backyard Program:
I.
I
I
I
S
1993
100 -gallon can
$5.00
weekly
public processing facility
N.
information only
Waste Management System
I
Pasadena, California - 6
Education
When Pasadena implemented its unit pricing program, it provided residents information and education
through a variety of outreach methods. Every household received a brochure describing the new system with
a follow-up postcard. F City officials attended public meetings to explain the system and answer residents'
questions. The city also publicized the unit pricing system in newspaper articles.
After the start-up p,
provides residents i
reduce waste at the
name brands in difl
the volume of pack
brochures to reside
annual neighborhoi
schools.
Administration
ram, Pasadena now employs two programs to encourage source reduction. The City
i a waste reduction checklist which contains helpful hints on measures to be taken to
irce. The City also developed a "Do Buy" and "Don't Buy" product display which uses
nt forms of packaging. This display provides consumers with information regarding
ng and its recyclability in order to affect their purchasing decisions. The city provides
regarding Christmas tree collection, backyard composting, curbside recycling, and the
:lean -up. The city also undertakes outreach activities with the public libraries and
Enforcement
• The Pasadena Solid Waste Division administers the residential solid waste management program. The ..
• Division maintains responsibility for all single-family households and all dwellings with four or fewer
households. For commercial businesses and multi -family dwellings with five or more households, the
Division competes with 38 licensed private haulers for the right to serve them. The Solid Waste Division
must recover all of its operating costs through collection rates, surcharges, grants and awards. It does not
receive any subsidy from Pasadena's general fund. The city received seven grants totaling in excess of
$200,000 between 1990 and 1994 for such programs as a multi -family recycling pilot program, a used motor
oil recycling program, household hazardous waste education, and bar/restaurant recycling promotions.
The city bills households once every two months for refuse collection. The households receive their refuse
collection bill as a pat of their utility bill (which includes water and electricity). By integrating all three
utilities under one billing office, the city is able to more efficiently administer these services. Pasadena
provides a customer service office to respond to residents' complaints, questions and requests for
information. I
Pasadena collects waste from overstuffed carts so long as the waste fits in the truck. The city places the
following restrictions on the recyclable goods it collects: cardboard must be flattened, glass cannot be broken,
newspaper must be flattened, and only two gallons of used motor oil allowed per week. Recycling collectors
leave behind any non -recyclable materials in the recycling bins. Pasadena employed a yard waste inspection
program when it implemented yard waste collection. An inspector would randomly check yard waste set -outs
for contamination and tag carts for non -collection if the inspector found contaminants. The city abandoned
the program when the rate of contamination fell to a low level, but recent increases in the contamination rate
have forced Pasadena to reinstate the inspection program.
Waste Management System
1
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OUTCOMES
Waste Stream (tons)
' Fiscal Year Waste Landfilled Waste Recycled
1989 56,275 0
1990 50,748 1,796
1991 48,706 2,514
' 1992 54,197 2,931
1993 53,234 3,004
I
Waste Stream: Pasadena
•�, Pasadena, California - 7
Yard Waste Collected
Total
0
56,275
0
52,517
0
51,220
0
57,228
6,030
62,268
1991 1992 1993
Year
rN Yard Waste CollectedWaste RecycledWaste Landfilled
Undesirable Diversion
Pasadena does not consider undesirable diversion activity a serious problem in Pasadena. City officials do
not believe that illegal dumping, dumping in commercial dumpsters or burning of waste Are problems. The
' Salvation Army does have to make several trips to the landfill weekly, and some of this results from illegally
dumped waste at night.
Total Waste Generated
The amount of waste landfilled by Pasadena decreased soon after implementing its unit pricing program. At
the same time, the amount of waste recycled increased. In recent years, however, the amount of waste
landfilled has increased again, while recycling has begun to level off.
Outcomes
I
I
I
I
L
In the three years
since our program
began, an average of
87 percent of
residents have
I, equested 32 -gallon
cans —the smallest
size we offer.
EPA530-F-97-0074
PAY -AS -YOU -THROW SUCCESS STORIES
San Jose, California
850,000 We worked to educate residents away
Urban from the concept of unlimited garbage
Four -sort toward the idea of unlimited recycling.
July 1993
Getting Started: Why Pay -As -You -Throw?
San Jose is the nation's eleventh largest city.
Our residents are among the most educated
and affluent in the country and represent a
diverse community, with the two largest
minority groups being Latino (27 percent)
and Asian (14 percent).
Before July 1993, San Jose provided unlimited
weekly garbage collection service at a flat
monthly rate of $12.50 per household.
Residents set out an average of three 32 -
gallon garbage cans per week. The city fully
implemented its Recycle Plus (RP) residential
integrated waste management program for
186,000 single-family dwellings on July 1, 1993.
This prograrn was designed to permit the
city to reach its California Integrated Waste
Management Act goal of 50 percent waste
reduction by 2000.
The new RP program result-
ed from over 3 years of
planning that included
extensive research on all
major policy changes.
This program includes a
fully automated garbage
collection system, an
aggressive PAYT rate
structure, a four -sort
recycling system, and a contractor payment
mechanism which provided financial incen-
tives that encourage contractors to promote
recycling.
Educating the Public
The public was involved in the design of the
RP program through a questionnaire mailed
to all 186,000 households: community meet-
ings throughout the city, pilot projects in 17
neighborhoods for collection of yard trim-
mings and mixed papers; and the use bf a
public review committee to select the firms
that would be given 6 -year collection contracts
for the collection of garbage and recyclables
and for recyciables processing.
A comprehensive public outreach campaign
aimed at single&family households. explained
the new variable rates being introduced, the
new categories of recyclables being
added to the services
cny provided.
ousati a,
°• "`°;� 'tea
���•,, rtly,,i� AJ�lf,�y!}Jr7'h�ttr�t�'�trt 5`3!.
and the benefits of participating. All
materials were produced in three lan-
guages (English, Spanish. and Vietnamese)
The campaign was guided by the infor-
mation received during a series of focus
groups in the three languages, baseline
and follow-up telephone surveys, and
shopping mail intercept surveys. More
than 250 community meetings were held
in 1993, and a block leader program and
school education program were
organized.
Getting the Prices Right
Staff began researching unit -pricing
structures for the new RP program in
the spring 01 1992 through surveys and
interviews with successful PAYT com-
munities nationwide. Residents were
offered 32-, 64-, 96-, and 128 -gallon
carts with an "aggressive" unit -pricing
structure. This structure provided a
slight price break for each additional 32
gallons of capacity at the 64- and 96 -gal-
lon level, which the council considered
important to help residents make the
transition from flat rate to unit pricing.
We had to ensure that we had suffi-
cient quantities of wheeled -garbage
carts in the sizes the residents would
request. We sent out a return -reply
cart) to all single-family households in
January 1993 with our estimated rates.
and let residents know that no reply
would result in delivery of the default
32 -gallon cart.
Staff was able to work out a compro- -
mise with the city council, which
included offering one of the most com-
prehensive low-income rate assistance
programs for garbage service in the
state. Criteria were based solely on
household size and income and permit-
ted eligible residents to receive a 30
percent discount on their bill. About
3,400 households currently participate_
in this program.
Managing the Program Costs
The challenge faced by the program is
to both continue and expand its multi -
pronged
recycling efforts to meet diver-
sion goals, while reducing costs to close
the projected $5 million cost -to -revenue
gap in five years. The city already has
reduced costs by over $4 million annu-
ally through contract renegotiations that
resulted in extending the term of. the RP
and yard -trimming collection contracts
from June 1999 to June 2002.
Success: Waste Reduction•
and Increased Recycling
Staff did not anticipate how quickly resi-
dents would change their recycling par-
ticipation to accommodate the 32 -gallon
size cart, especially since prior to RP the
average set -out was three garbage cans.
Since RP implementation, an average of
87 percent of residents have requested
the 32 -gallon size.
The difference between the "before
and after" garbage set -out volume could
readily be found in the quantity of recy-
clables collected in the new RP program.
The volume of recyclables and yard
trimmings being collected more than
doubled the levels recorded prior to RP.
Most importantly, residents reported
wide satisfaction with the program and
its results (80 percent in 1993 to 90 per- -
cent in 1996. Figures are based on a ran-
dom sample telephone survey).,
I
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m
I�
Lj
I
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1
� 6 San Jose's success story was compiled by Jo Zientek. Supervising Environmental Services
r I-"`•f.r'' - Specialist, (408) 277-5533. 1
San Jose, California - I
SAN JOSE, CALIFORNIA
DEMOGRAPHICS'
Jurisdiction:
Population:
Population:
Population Density (individuals per square mile) :
Number of Households:
Education (percent):
Earned High School Diploma:
Earned Bachelor's Degree:
V
Ethnic Breakdown (percent):
African -American:
Asian:
Hispanic:
Native American:
Economic Characteristics:
Mean Per Capita Income:
Median Household Income:
Median Housing Value:
City of San Jose
782,225
4,678
251,050
77.16
25.33
4.65
19.55
26.08
0.68
$16,905
$46,206
$257,500
Brief Description:
San Jose is the seat of Santa Clara County. The city lies in the Santa Clara Valley seven miles to the south of
San Francisco Bay and 50 miles from San Francisco. San Jose is a major processing and distribution center
for the region's agricultural production as well as a major producer of computers, electronic components and
motor vehicles. The city's population has grown significantly since 1940, when 68,457 people resided within
the city limits.
r All demographic data are based on the 1990 U.S. Census ,except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
San Jose, California -2
WASTE
Collection
SYSTEM
San Jose named its waste collection system RECYCLE PLUS! The program consists of weekly curbside
pick-up of garbage, recycling, and yard waste from every single-family household. Residents subscribe to a
specific cart size and pay a monthly fee based on the volume of that cart. The rates have not changed since
the implementation of the program in 1993. Residents may purchase additional waste stickers whenever they
have more garbage than their carts will hold. The stickers cost $3.50 each, and may be attached to standard
32 -gallon plastic garbage bags. The stickers are sold at city libraries, supermarkets and convenience stores.
The city also provides waste collection to all multi -family dwellings, but these dwellings pay a flat fee for
refuse collection. San Jose contracts with private.waste hauling firms to provide its RECYCLING PLUS!
services. Two firms collect refuse and recyclables. One serves approximately 80,000 single-family
households in the northern half of the city as well as all of the multi -family complexes, and the other serves
about 105,000 single-family households in the southern half of the city. Two different firms are responsible
for yard waste collection along the same north -south boundary.
Residents may call the e Customer Service section of the Environmental Services Department to arrange for
special collection of bulky items, such as furniture and appliances. This service costs $18 for up to three
items. The city collects Christmas trees and holiday:greenery through its year-round yard waste collection.
program.
Unit Pricing Program Adopted: 1993
Container Type: .. cart/sticker
Collection Frequency: weekly
Households
Fee Structure:
-h
186,000
CartSize Fee
32 -gallon $13.95
64 -gallon $24.95
96 -gallon $37.50
128 -gallon $55.80
,. s
i
Waste Management System
1
I
1
I
1
Disposal
N.
' San Jose sends all of its garbage to the Newby Island landfill facility, located about 15 minutes north of the
city center on the'southeastern edge of San Francisco Bay. Browning -Ferris Industries owns this post-RCRA
landfill. The city has a 30 -year contract with BFI and substantial capacity remains at the Newby Island
landfill.
Landfill:
Tipping Fee:
Hauler Type:
Ii
San Jose, California -3
Fee Structure: San Jose
60
50
40
4
30—Mon[hly Fee
0
20
10
0
32 64 96 128
Gallons
Newby Island, post-RCRA
$26.11
private
Waste Management System
San Jose, California -4
Recycling
Residents receive t
paper; and one for
Vietnamese, indica
their old garbage c
bags, bottles and ji
the four containers
responsible for rec,
and bundle the mai
recyclable material
Curbside Pro
Collection Fri
Hauler Type:
Recycled Ma
Recycling Destinai
Drop-off Centers:
w
ee 18 -gallon recycling bins: one for glass; one for junk mail, magazines and mixed
.wspaper. Each bin sports a written notice on its side in English, Spanish, and
ig acceptable materials for recycling pick-up. Residents use a fourth container, typically
s, for commingled aluminum, tin and metal cans, juice boxes and milk cartons, plastic
s, scrap metals, and textiles. Residents flatten and stack corrugated cardboard alongside
ad the city provides special jugs for used motor oil upon request. The private haulers
table pick-up operate their own recycled materials processing facilities where they sort
•ial they collect and sell it to buyers: City officials report that regional markets for
are good.
Adopted:
1987
weekly
private
glass (brown, clear, green)
plastic (c'oded 1)
metal cans (aluminum, tin)
newspaper• ,,. ,.:
mixed paper
cardboard
motor oil -
private processing facilities
yes
Waste Management System
1
San Jose, California -S S
Yard Waste Collection
San Jose provides weekly yard waste collection. Residents pile their grass clippings, leaves, and small
branches in the street, one foot from the curb. If residents live on narrow or busy streets, streets with posted
"No Parking" signs, or streets with bike lanes contiguous to the curb, then they place their waste on city -
issued tarps on the edge of their lawns. The collected yard waste goes to three composting facilities: Newby
Island (35%); Zanker Road landfill, a local, privately -owned facility (15%); and Guadalupe landfill, also a
local, privately -owned facility (50%). The city pays $22 per ton for these three facilities to accept, process
and compost the material. Each facility produces a variety of products, tailored to a strong market among the
region's farmers.
The city does not have a formal backyard composting program, but Santa Clara County does have a Master
Composter program. The program makes composting kits available to any county resident wishing to
purchase them, and provides information and training.
Curbside Collection Program Adopted: 1989
Container: none
Fee: 'hone
Collection Fregrjency: weekly
Yard Waste Destination: three private composting facilities
Backyard Program: Santa Clara County provides a voluntary program
I
Waste Management System
San Jose, California - 6
Education
The city of San Jose runs an extensive public education program. The Environmental Services Department
maintains an array of literature that can be picked up or mailed to residents upon request. The city prints all
of its literature in English, Spanish, and Vietnamese. The Department also includes informational notices in
residential bills throughout the year. The city operates a multi -media advertising campaign, consisting of
local television, radio, and newspaper announcements. Current community relations efforts cost the city
about $1 million per year.
The city spent $1.5 million in start-up education during 1993. The Environmental Services Department sent
out letters to every residential household informing them of the new pricing system. City officials also
attended numerous neighborhood meetings to explain the new system to residents and to answer questions.
In addition, the city ran public service announcements in local newspapers and on radio and television.
San Jose University's Center for Development of Recycling plays an important role in city-wide citizen
education efforts. The Center acts as a clearinghouse of information on recycling in San Jose and Santa Clara
County.. The Center's activities include: radio and television announcements; hotlines for source reduction
campaigns, phone book recycling, and other special events; education material for city and county libraries;
displays at local conventions and fairs; workshops and topics such as the disposal of construction and
demolition debris; and a series of ongoing projects, including directories of San Jose recyclers, reuse
opportunities in the' area and used -appliance collectors.
Waste Management System
�I
I
San Jose, California - 7
Administration and Enforcement
The Integrated Waste Management Division of the city's Environmental Services Department administers the
waste collection and recycling programs. The Customer Service division employs 20 customer service
representatives who respond to inquiries from city residents. The division receives approximately 1,500 calls
daily, most of which concern service and billing issues. Customer Service also oversees the Utility Billing
Service, which bills residents for their collection service. The Billing Service coordinates with the contracted
haulers and charges each household according to its level of service. At present, the Billing Service only
covers waste collection, but it will eventually bill for all city services, including water and sewer.
The contracted haulers only collect garbage located within a city cart or in a bag with a city extra waste tag.
The top of the cart must close completely. If it is ajar, or if garbage is piled on top of the cart, the haulers do
not collect it. They only collect bulky waste forwhich residents have made special arrangements with the
city's Utility Billing Service. The haulers visually inspect recycling and yard waste set -outs, and do not
collect material containing contaminants. Since a hydraulic arm lifts the carts onto the collection trucks, no
enforceable weight limit on the cars exists. However, if drivers feel that a cart is too heavy (e.g., it is filled
with dirt or concrete), they may choose not to collect it. Extra waste bags must not exceed 40 pounds, a
loosely enforced restriction. The weight limit for yard waste is 60 pounds, and the piles may be no greater
than five feet wide and five feet high. The haulers must be able to pick up the recycling containers easily. In
the event of a violation of any of the above restrictions, the hauler leaves anon -collection notice indicating
the specific nature of the offense. Any resident receiving such a notice must take care of the problem before
the next collection date. Repeated violations result in an on -site visit from a representative of the city's
Environmental Services Department. These measures usually resolve the problem. In the event of extreme
abuse of the system, the city may levy fines.
Waste Management System
San Jose, California -8
OUTCOMES
Waste Stream
Fiscal Year
Waste Landfilled
Waste Recycled Yard Waste Collected
Total
1993
250,000
30,800 66,500
347,300
1994
197,900
75,700 96,800
370,400
1995•
158,400
78,400 96,400
333,200
* Data for FY
1995
are based on 6 months
of data, and are extrapolated for a full fiscal year.
400,000
350,000
300,000
250,000
200.000
~ 150,000
100,000
50,000
0
1993
Undesirable Diversion
Waste Stream: San Jose
1994 1995
Year
F.W,,,,
ard Waste Collected
®Waste Recycled
Landfilled
,.
San Jose reports 170 tons of illegal dumping costing the city $500,000 for clean-up annually. Of this
amount, 70% includes yard waste in quantities of one ton or greater, indicating that professional landscaping
operations dump illegally. Construction debris or bulk items compose much of the rest o%the collected waste,
suggesting that households dump very little residential waste.
Anecdotal evidence indicates that dumping increased after the city adopted variable collection rates in 1993.
Officials speculate that much of the attention illegal dumping receives results from an increased sensitivity to
the issue rather than an actual increase in dumping. Further, higher levels of reported dumping may result
from better reportinlg methods rather than actual increases. The three largest commercial haulers report that
only a small fraction of their customers complain about people throwing waste in their dumpsters (between
0.1% and 1.0%). Two charitable organizations indicate that illegal dumping is a serious problem for them.
Outcomes
•1
• 1
1
San Jose, California - 9
Total Waste Generated
The introduction of variable rates in July of 1993 made a significant impact on single-family residential waste
diversion. Between fiscal year.I993 and fiscal year 1994, landfilled waste decreased by more than 20%,
recycling increased 150% and yard waste set -outs jumped 45%. The overall diversion rate, from both
recycling and yard waste collection, increased from 27% to nearly 50%. Overall waste generation, garbage,
recycling and yard waste, increased by 7% in fiscal year 1994, but it is on pace to fall 10% in fiscal year
1995.
Outcomes
Santa Monica, California - I
SANTA MONICA, CALIFORNIA
DEMOGRAPHICS'
Jurisdiction:
Population:
Population:
Population Density (individuals per square mile)
Number of Households:
Education (percent):
Earned High School Diploma:
Earned Bachelors Degree:
I
Ethnic Breakdown (percent):
African -American:
Asian:
' Hispanic:
Native American:
Economic Characteristics:
Mean Per Capita Income:
Median Household Income:
Median Housing Value: J,
Brief Description
1
1
1
1
City of Santa Monica
87,064
10,490
44,860
87.50
43.40
4.50
6.37
14.02
0.44
$29,134
$35,997.
$500,001
Santa Monica resides in Los Angeles County on Santa Monica Bay, approximately fifteen miles from the
center of Los Angeles proper. The city's economy depends primarily on the aircraft and aerospace industries,
plastic components, and laser devices and systems. Electronics research and development also occurs in
Santa Monica. The city's beaches attract tourists and local residents as well.
t All demographic data are based on the 1990 U.S. Census ,except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
II
Santa Monica, California -1
WASTE MANAGEMENT SYSTEM
Collection
Santa Monica implemented a unit pricing program in conjunction with the implementation of an automated
collection system for its single-family dwellings. Through this program, residents subscribe to a specific cart
volume for weekly collection. The city charges residents based on the type and number of containers set out
for collection. If residents occasionally have extra trash that will not fit into their cart, they may purchase
special collection bags from the city. Each bag holds up to 40 pounds of refuse and can be set out on any
regular collection day. Residents may purchase bags in sets of five for $14.50. The city will only collect city -
provided carts or bags.
Residents may drop off Christmas trees at one of four parks each year. Residents receive a tree seedling in
exchange for bringing in a tree. The program began in 1988. Santa Monica collects white goods for a
minimum fee of $25. In addition, residents may rent a 2 -cubic yard bin for a special collection of bulk waste.
Unit Pricing Program Adopted: 1992
Container Type: cart/bag
Collection Freque
Households Serve
Fee Structure:
• weekly
8,000
Cart Volume Fee (per monthl
40 -gallon $14.84
68 -gallon $17.76
95 -gallon $21.07
95 -gallon & 68 -gallon $37.27
Waste Management System
' Santa Afonica, California -3
•
Fee Structure: Santa Monica
40
35
' 30
C 25
0
20 —Monthly Fee
10
5
0
' 40 68 - 95 163
Gallons
1
' Disposal
N.
Santa Monica takes all collected waste to the Santa Monica Transfer Station.. From there, the city transfers
the waste to the Puente Hills Landfill located in Los Angeles County.
Landfill: Puente Hills Landfill, pre-RCRA
Tipping Fee: $48
' Hauler Type: public
1
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Waste Management System
Santa Monica, California- 4 -
Recycling
Santa Monica began a curbside recycling program in January 1981. The city currently services 7,500 single-
family homes and 5,000 low -density multi -family households. The city collects recyclables weekly on the
same day as refuse pick-up. Residents use two five -gallon buckets for glass, metals and plastics and a 14 -
gallon bin for newspaper. One -hundred drop-off recycling zones serve34,000 high -density, multi -family
units. Each recycling zone consists of at least three, 2 -cubic yard bins. One bin is for newspaper; one is for
glass bottles and jars; and one is for tin and aluminum cans and plastics (coded I through 5). While the city
collects curbside recycling put-outs, the private sector processes the recyclable goods. Recycle America and
Waste Management Incorporated maintain responsibility for processing recyclables and selling them to
vendors on secondary materials markets. The regional markets for recyclable materials are strong. A
Curbside Program
Collection Frequer
Hauler Type:
Recycled Material
Recycling Destinal
Drop-off Centers:
1981
weekly
public
glass (brown, clear, green)
plastic (coded 1, 2, 3, 4, 5)
metal cans
• newspaper
mixed paper
private processing facilities
yes
Waste Management System
Santa Monica, California - $
Yard Waste Collection
Santa Monica does not provide a separate yard waste collection service. According to city officials, Santa
Monica households' waste stream includes only about 13% yard waste. A separate collection program for
yard waste would not be cost-effective for the city given this low percentage. The city sells backyard
composting bins and holds periodic workshops on composting for city residents. Santa Monica collects all
city park landscape trimmings and sends them to a facility for shredding.
Curbside Collection Program Adopted:
n/a
Container:
n/a
Fee:
n/a
Collection Frequency:
n/a
Yard Waste Destination:
n/a
Backyard Program:
yes
S
ff asie Management System
I
Santa Monica, California - 6
Education
Santa Monica provides information brochures on source reduction and reuse, grasscycling, and household
hazardous wastes. The city prints brochures in English and Spanish. The city also provides informational
workshops on backyard composting.
The city provides informational presentations to local neighborhood associations, businesses and community
groups. In addition, Santa Monica employs local newspaper advertisements, newspaper articles, targeted
direct mail, press releases and press conferences. The city produced a video entitled "Untrashing Santa
Monica" for Santa Monica City -TV. This video explains the city's solid waste management program and the
concept of source reduction.
Administration and Enforcement
The Santa Monica Recycling Division employs seven recycling workers, one crew leader and one waste
reduction coordinator. The budget for fiscal year 1994-1995 was $899,000. The unit pricing program
revenues fully support trash collection and disposal; year round street sweeping services; litter collection
containers throughout business districts; and comprehensive recycling services for the residential sector. The
city bills residents biL monthly. Santa Monica also provides a customer service office to respond to residents'
complaints, requestslfor information and questions' about the unit pricing program.
• City waste collet
carts which are n
• appropriate bins.
recyclables, they
implemented an
for collection.
ors only pick up waste from city carts or city bags. The city does not collect waste from
ore than twelve inches ajar. Residents must separate recycled goods and place them in the
The city does not collect contaminated recyclables. If the collectors leave behind waste or
place a non -collection notice indicating the violation on the cart or bin. Santa Monica has
ntif scavenging ordinance preventing people from taking recyclable goods from bins set out
S.
Waste Management System
I
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n
I
Santa Monica, California - 7
i
OUTCOMES
Waste Stream (tons)
Fiscal Year
Waste Landfilled
Waste Recycled
Total
1991
66,960
5,334
72,294
1992 '
64,368
6,636
71,004
1993
63,240
6,924
70,164
Waste Stream: Santa Monica
100,000
90,000
80,000
70,000
60,000
9Waste Recycled
80,000
■Waste Landnlled
to 40,000
30.000
20,000
10,000
0
1991
1992 1993
Year
' Undesirable Diversion
City officials do not consider undesirable diversion behavior a serious problem in Santa Monica.
Occasionally, residents illegalldump white goods and furniture, however, city officials believe that their
white goods collection and bulk waste collection alternatives minimize this behavior. Santa Monica has
' banned waste burning, and burning is not a problem. Most dumping of waste in commercial dumpsters
results from illegal dumping by nearby businesses and not from the residential sector.
Total Waste Generated
' Since Santa Monica implemented its unit pricing program in 1992, the city has experienced marginal
decreases in its total waste generated and in its waste landfilled. Landfilled waste dropped about 5% and
total waste generated dropped about 3% between the year preceding implementation of unit pricing, 1991,
and the second year of the program, 1993.
Outcomes
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WOODSTOCK, ILLINOIS
DEMOGRAPHICS'
Jurisdiction:
Population:
Population:
Population Density (individuals per square mile)
Number of Households:
Education (percent):
Earned High School Diploma:
Earned Bachelors Degree:
V
Ethnic Breakdown (percent):
African -American:
Asian:
Hispanic:
Native American:
Economic Characteristics:
Mean Per Capita Income:
Median Household Income:
Median Housing Value:
Brief Description
Village of Woodstock
14,353
291
5,411
32.40
11.60
0.56
1.40
7.43
0.18
$17,302
$31,458
$99,777
Woodstock, Illinois - I
Woodstock is located about 6miles northwest of Chicago in McHenry County. Once considered a remote,
rural area, Woodstock has become more suburban as Chicago's urban sprawl overtakes it. Its population
presently grows faster than any other municipality's in the area. Some of the manufacturing industries in
Woodstock include Automatic Liquid Packaging, Claussen Pickle Company and Guardian Electric. The
McHenry County government, the largest employer in Woodstock, employs 895 people.
t All demographic data are based on the 1990 U.S. Census , except for population density which is derived
from the U.S. Bureau of the Census. 1994. County and City Data Book: 1994. Washington, DC: G.P.O .
Demographics
Woodstock, Illinois -2
WASTE MAMA
Collection
SYSTEM
Woodstock was the first municipality in Illinois to implement a volume -based fee when it switched to a pay -
per -bag system in 1988. As local landfills neared capacity, the area searched loran alternative to curb the
increasing waste generation. Under the unit pricing program, residents may purchase bags at City Hall and
several retail establishments. Woodstock has a pure unit pricing program: there is no flat fee which the
residents must pay. The city collects refuse bags on a weekly basis on two different days throughout the
municipal limits. Only single household units participate in the program. Every three years the village
awards the collection program to a private firm through a bidding process. The city sets the unit fees in order
to guarantee a stable hauler revenue stream. Marengo Disposal presently services Woodstock.
In addition to waste collection, recyclable materials pick-up and composting, Woodstock also collects
Christmas trees in January and bagged leaves in Autumn, free of charge. The Salvation Army collects
appliances in working order free of charge for all residents in McHenry County. Through the McHenry
County Spring Clean -Up, Woodstock residents may donate old clothes to several charitable organizations
which will resale them. The village does not provide for special collection of bulk waste.
• Unit Pricing Program Adopted: 1988 `:
Container Type:? bag
Collection Frequency: weekly
l.•
Households Served. 3,500
Fee Structure: Year Fee
1988 $1.12
1989 $1.22
1990 $1.56
1991 $1.83
1992 $1.98
1993 $2.13
•
Waste Management System
Woodstock, Illinois -3
Fee Structure: Woodstock
2.50
2.00
p n —Bag Fee
1.50
a 1.00
0.50
0.00
1989 1990 1991 1992 1993 1994
Year
Disposal
Marengo Disposal disposes Woodstock's waste at the Winnebago Reclamation Landfill, a post-RCRA
facility, in Wisconsin.
Landfill: Winnebago Reclamation Landfill, past-RCRA
Tipping Fee: $35 per ton
Hauler Type: private
Waste Management System
WVoodstock, Illinois - 4
Recycling
McHenry County is
expanded its recycli
recyclables on the s
in their recycling bi
separate their recyc
office paper, junk n
In addition to curbs
handle some materi
markets in the Chic
Curbside Program
Collection Frequen
Hauler Type:
Recycled Material
Recycling Destinat
Drop-off Centers:
to first area to introduce a mandatory recycling ordinance in Illinois. Woodstock
program in 1987. The waste hauler maintains responsibility for curbside pick-up of
to day as refuse collection. If a household generates recyclables in excess of the space
they should place the excess in paper grocery bags. In addition, households must
ties into one of three categories: newspaper; other fibers (e.g., chipboard, magazines,
il, paper grocery bags); and plastic, glass and metal containers.
pick-up, the McHenry County Defenders operates three recycling drop-off sites that
3 not collected at the curb, such as lead acid batteries and used motor oil. The recycling
;o area are strong, although the price for fibers does fluctuate through time.
ldopted: 1987 (expanded)
y: weekly
private
glass (brown, clear, green)
plastic (coded 1, 2, 3, 4)
metal cans (aluminum, steel, tin)
newspapers
paper goods
m: three private processing facilities
Waste Management System
Woodstock, Illinois. 5
Yard Waste Collection
Residents must place yard waste in Kraft paper bags, bundles or in open 30 -gallon garbage cans. Residents
must affix a yard waste sticker to each bag, bundle or can. Households may purchase yard waste stickers at
the Woodstock City Hall. Marengo Disposal collects yard wastes weekly on the same day as refuse and
recyclables collection. The hauler takes yard waste to the Laidlaw Compost facility in Rockridge.
Woodstock provides informational brochures on composting from the county health department and the state
government. In addition, the city has begun a backyard composting pilot program.
Curbside Collection Program Adopted: 1994
Container: biodegradable bag or can with sticker
Fee: $1.15 per sticker
Collection Frequency:
Yard Waste Destination:
Backyard Program:
weekly
private compost facility
pilot program (100 households)
Waste Management System
I
Woodstock, Illinois - 6 1
Education
Woodstock's education programs include outreach efforts at local schools, distribution of pamphlets which
describe alternatives for disposing of waste, and information on backyard composting. Woodstock also
makes available state and county informational brochures on solid waste issues, such as composting options,
alternatives to burning wastes, and paints disposal among others. McHenry County publishes a quarterly
newsletter, Solid Waste Matters, to inform residents of the County's Total Solid Waste Management Plan.
Administration
Since the village
administrative re
Through a state law,
years. The McHenr
ordinance which ens
household complains
must separate their v
to a drop-off center.
of that household's t
buildings.
In addition to themi
Department and the
dumping. Village f
prohibiting the bum
Enforcement
out its waste management services, Marengo Disposal maintains most of the
ties for the program.
vlcHenry County must recycle 15% to 25% of its waste stream over the next several
County Department of Solid Waste Management enforces the county recycling
res the County's compliance with the state law. The Department addresses all
and conducts monitoring for compliance. Under the county ordinance, households
aste stream, and either place recyclables on the street for curbside pick-up or take them:
!f a household does not separate its waste, then the waste collectors do not pick -tip any
ash. The recycling law applies:.to single-family residences as well as multi -family
wing and compliance conducted by McHenry County, the Woodstock Police
odstock Public Health Department receive and address complaints regarding illegal
for illegal dumping range from $5 to $500. The village does not have an ordinance
of yard waste.
Waste Management System
I
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{Woodstock, Illinois - 7
OUTCOMES
Waste Stream (tons)
Fiscal Year
Waste Landflled
Waste Recycled
Yard Waste Collected
Total
1989
14,829
623
0
15,452
1990
12,604
755
0
13,359
1991
10,874
956
0
11,830
1992
9,886
1,112
0
10,998
1993
10,710
1,238
0
11,948
Waste Stream: Woodstock
16,000
14,000
12,000
10,000 ■Wastc Recycled
tO 8,000 ■ Wastc Landfilled
6,000
4,000
2,000
0
1989 1990 1991 1992 1993
Year
Undesirable Diversion 4
Burning refuse has become a particular problem in Woodstock since the implementation of the unit pricing
program. In addition to burning yard waste, some residents bum refuse. The low population density
facilitates the incineration of large piles of refuse and yard waste without detection. County health officials
claim that this is the worst side effect attributable to Woodstock's unit pricing program. Littering has also
become a problem on isolated roads and lots. Many residents claim that the littering problem predates the
implementation of the unit pricing program.
Total Waste Generated
Since the implementation of the unit pricing program, the number of refuse bags used by a household per week
has decreased 28%. At the same time, recycling ton nages have increased by 50%. Woodstock could not provide
Outcomes
data on yard waste c
since the village implemented the program in 1994.
Woodstock, Illinois - 8 J
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Outcomes
1I
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Fremont, California
Fremont has an exclusive franchise agreement with Browning -Ferris Industries (BFI) to provide all
of its residential and commercial waste collection services. Residents may choose one of four different
city can sizes: a 20 -gallon trash container for $16.73 per month; a 32 -gallon container for $16.99 per
month; a 64 -gallon container for $18.20 per month; or a 96 -gallon container for $25.22 per month. The
cost includes curbside recycling and yard waste collection. Residents are given three recycling bins: one
for mixed paper, including junk mail, magazines, catalogs, paperboard, and telephone books; one for
newspapers; and one for glass, tin, aluminum, steel, plastic (coded I and 2), and milk and juice cartons. In
• addition, they may stack corrugated cardboard alongside their bins. Residents also receive a 96 -gallon
yard waste cart. Collection for garbage, recycling and yard waste is on the same day each week. Two
times each year, residents may arrange for free pick-up of bulky goods, such as furniture and appliances.
Multi -unit complexes commonly use dumpsters, and collection fees vary with the size of the container and
the frequency of collection. Those that participate in the recycling program have large toters for
recyclables.
The impact of garbage collection fees on low-income or special needs residents is sometimes an
issue in Fremont, and the city offers a 15% discount to residents that qualify'for similar lifeline rates from
other utilities. Illegal dumping is not much of a problem, and city officials feel that mandatory service
cuts down on dumping -- if residents have to.receivd'at least the basic level of trash service, they might as
' well use it. Otherwise, some people might try to avoid collection fees altogether by dumping all of their
garbage. Officials also report that few bulky goods are dumped, and credit that to the two free annual
pickups offered by the city. The city does not spend very much on education, although it does have a
community outreach employee. It also sends out a newsletter every few months to every resident, and
places periodic public information notices in local newspapers. Finally, the city has experienced little
added administrative cost due to its variable rate program because the contractor handles billing and many
other administrative responsibilities.
Oakland, California
Oakland has an exclusive franchise agreement with Oakland Scavenger, which is owned by Waste
Management of Alameda County, to provide residential and commercial garbage collection service.
Oakland Scavenger serves all of Oakland's 145,000 households. Residents rent city garbage cans from
Oakland Scavenger, and pay $10.08 per month for a 20 -gallon can, or $13.74 fora 32 -gallon can. Each
additional 32 -gallon can costs $16.49 per month. Collection is weekly. The fees include weekly curbside
recycling collection. Three small recycling contractors each serve one-third of the city. They collect
newspaper, mixed paper, corrugated cardboard, glass, aluminum, tin, plastic (coded I and 2), and used
motor oil. The city does not have a yard waste collection program, although Waste Management has a
compost facility that is used by professional landscapers. The facility received 21,000 tons of material in
1994. Multi -unit complexes either have city cans or dumpsters. The dumpsters cost $10.76 per month for
each unit in the complex, regardless of the size of the container.
U
I
33
I
I
The city do
special rates has bee
disabled residents ha
service. Low-incon
Oakland has made a
ground for residents
of commuter dumpi
dumpers, and enacte
collecting about 1,0
refuse cans; and othi
dumped tends to be
concerned about the
about $300,000 on <
newsletter, plus an r
notices in the local r
including billing foi
:s not currently make any provisions for special needs residents. However, the lack of
i an issue, and the City Council is considering adopting them. Also, elderly and
ve been expressing their dissatisfaction with the elimination of back door collection
e residents do receive a $1 per month discount on the recycling portion of their fees.
concerted effort to eliminate illegal dumping. The city used to be a virtual dumping
of neighboring cities, but some high profile arrests have significantly reduced the level
ig. In addition, the city has set up security cameras and stakeouts to try to catch
I harsh penalties, including high fines and jail time. City maintenance crews are now
)0 tons of material per month, but that includes tree trimmings, rubbish from city
r waste that is not illegally dumped garbage. They report that the waste that is
)ulky goods, like furniture and major appliances. The City Council continues to be
problem because of its impact on Oakland's image in the region. The city spends
ducation each year, plus another $100,000 from various grants. There is a quarterly
dditional Ito 2 mailings per year. The city also placei periodic public information
ewspapers. Oakland Scavenger handles all of the administrative responsibilities,
garbage collection and other utilities, so the city bears no administrative costs.
Of the 65,000 single-family households that the city serves, 8% use the 20 -gallon can, 81% use
one 32 -gallon can, 111% use two 32 -gallon cans, and less than 1% use three or more 32 -gallon cans. Some
11,000 households in multi -unit complexes use city cans, and the other 42,000 have dumpster service.
Oakland Scavenger uses three different types of garbage trucks. Rear end loaders (REL) currently pick up
all of the city cans, although a few years ago they also collected from some dumpsters. Front end loaders
(FEL) collect from all of the dumpsters in the city, and roll off vehicles (R/O) pick up debris boxes, which
are used largely by industrial or construction operations. In 1992, Oakland Scavenger collected 147,000
REL tons, 43,000 FEL tons, and 65,700 R/O tons. In 1993, when the city's curbside recycling program
• started, the REL tons dropped to 133,000, while the FEL and R/O tonnages each jumped by about 6,000.
In 1994, REL tonnages dropped again to 120,000 tons, while FEL tons climbed to 63,600 and RIO fell to
64,000. The drop in REL tonnages from 1992 to 1994 could indicate a reduction in residential waste
through increased recycling, or could be accounted for by increased dumpster dumping, which would
explain the increase 'in FEL and R/O tonnages. However, the drop could also be due to the shift of some
of dumpsters from REL to FEL service. The city produced a total of 467,000 tons of waste in 1992,
417,000 in 1993, and 489,000 in 1994. It collected 19,500 tons of recyclables in 1993, or 22 pounds per
household per month, and 23,000 tons in 1994, or 26 pounds per household per month.
San Francisco,
San Francisco has a population of 724,000. The 305,000 households in the city (106,000 in
single-family dwellings and 199,000 in multi -unit complexes) are served by two private waste hauling
firms. The two firms, Golden Gate Disposal and Sunset Scavenger, which are both owned by Norcal
Waste Systems, are licensed by the city and they each serve half of the city. The rates for garbage
collection are set byl a rate board. Currently, residents may choose a 20 -gallon can for $9.17 per month or
a 32 -gallon can for $10.66 per month. Additional 32 -gallon cans are each $6.51 per month. Multi -unit
complexes may choose to receive dumpster service. The cost of the service is based on a combination of
factors, including room count, the frequency of collection service, and the volume of the container.
The city's
a seven-year contr
:ekly recycling collection program is run by the same two private hauling firms under
that expires September 30, 1997. The program is financed by waste collection
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revenues and the sale of recyclables. Curbside service is available to single-family dwellings and multi-
family complexes with up to 5 units. About 170,000 households fall into this category, and they all
receive curbside service. Complexes with 6 or more units may receive apartment service, and about
86,000 of the roughly 136,000 apartment households are in buildings with recycling collection. The city
collects newspaper, junk mail, magazines and catalogs, cardboard, dry food boxes, telephone books, office
paper, paper bags, glass, aluminum, tin, steel, and plastic (coded 1). The city's recycling contract has a
unique feature: a revenue floor ($1.6 million in 1992). If revenues from the sale of recyclables fall below
I. the floor, the contractors absorb the loss. Any revenues above the floor are rebated to the residents. The
rebate in 1992 was almost $1 million, and it was $778,000 in 1993. Besides an annual Christmas tree
collection program, the city has no yard waste collection program.
' San Francisco does offer a lifeline rate for elderly residents, $8.23 per month for the 20 -gallon
container, regardless of income. The city does not offer any other special rates. According to city solid
waste officials, the impact of the city's rate structure on low-income residents has never really been an
�. issue. Illegal dumping, on the other hand, has been a serious problem. Dumping takes place in streets,
alleys, and dumpsters, and can be any material from common household garbage to large bulky items.
However, city officials do not perceive the problem as being any worse in San Francisco than it is in any
other dense urban area, and they have not observed any correlation between the quantity of illegally
• dumped material and periodic garbage rate increases. The city spends about $400,000 on citizen
education each year, consisting of mailings, informational campaigns, radio spots, displays at local fairs
land events, advertisements in bus shelters and train stations, and presentations at area schools. It bears no
administrative cost from the system because the contractors handle all of the billing and other
administrative responsibilities.X,
In 1990,'city residents generated 308,000 tons of garbage, or about 170 pounds per household per
month. Residents. diverted 39% of their waste, or 66 pounds per household per month; through curbside
• recycling, recycling drop-offs, and buy-back programs for certain materials. In 1993, 72% of city
-i residents regularly recycled, and they recycled 20% of their garbage, or 56,000 tons. Of the 170,000
households that are served, each household recycled roughly 55 pounds of material each month. The city
also estimates that residents reduced their garbage by 12,000 tons from the previous year through source
• reduction efforts.
' Colorado Springs, Colorado
Colorado Springs is an example of a completely privately run waste collection system. The city
plays no role in residential waste collection. It does not even license haulers. Residents may choose
between many hauling firms for their garbage service, but most use one of four companies: Waste
Management, Browning -Ferris Industries, Bestway, and Western Disposal. Waste Management gives
residents several service options. They may rent Waste Management containers, and set out for weekly
collection: one 34 -gallon can plus one standard 30 -gallon trash bag for $9.50 per month; two cans and two
bags for $11.00 per month; or three cans and three bags for $13.00 per month. Residents may also supply.
their own cans and pay $10.50 per month for a 35 -gallon can and bag, $13.50 for a 65 -gallon can and two
bags, or $15 for a 95 -gallon can and three bags. The rates include biweekly curbside recycling collection
of cans, glass, newspaper, and plastic (coded I and 2).
Because the city does not oversee or coordinate residential waste collection in Colorado Springs,
there are no aggregate waste figures available for the city, and there is no information on any problems
• 35
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with the collection
Plantation,
Plantation
Management, to pn
family households
city refuse bags. R
of 18. Each box ah
Residents commin8
cartons in the clear
that it will only picl
enforced. Collectic
city's single-family
program. Most mu
the container and th
of the city's multi -u
The city do
never been an issue
illegal dumping in]
Businesses and mu]
received very few•.c
community educati
packets:for new res
eliminates the need
Between O
recyclables, or abou
came from the 22,0(
households that live
pounds per househo
month. Over the sai
break -down was not
St. Paul,
The cityof
hauling firms, and c
currently operating
10% to 15% of the
but most already ha
s an exclusive franchise agreement with Southern Sanitation, a subsidiary of Waste
ide collection service to all 67,000 city residents, as well as businesses. Single -
served twice per week, and Southern Sanitation will only collect garbage that is in
idents must purchase the bags from local supermarkets at a cost of $27.94 for a box
contains 4 clear bags for recyclables. Southern Sanitation also collects recycling.
glass, aluminum, steel, tin, plastic (coded 1, 2, and 3), and waxed juice and milk
cycling bags, and put out bundled newspapers separately. The contractor's policy is
ip recyclables that are in the city's recycling bags, but this rule is not strictly
is once per week, on the same day one of the garbage collection days. All of the
wellings receive curbside recycling service. Plantation has no yard waste collection
-unit complexes have common dumpsters, and the service rate depends on the size of
frequency of collection. They also have 90 -gallon toters for recyclables. Some 80%
t residents live in complexes with recycling service.
not have any provisions for low-income or special needs residents, and that has
concern. Furthermore, despite having no preventive measures, there is very little
atation, and the city spends less than $500 per year to clean up dumped garbage.
mit complexes are responsible for policing their own dumpsters, and the city has
rplaints of "dumpster dumping." The city does spend $6,000 to $7,000 per year on
which consists of brochures that are available upon request, and informational
nts that include 12 free recycling bags. Finally, the city's fee -per -bag program
a billing system, and unit pricing has not been administratively difficult or costly.
tober 1, 1993 and September 30, 1994, Southern Sanitation collected 5,800 tons of
32 pounds per household per month. About 85% of that material, or 4,900 tons,
single-family households, while the rest was collected from the 8,000 multi -unit
n complexes with recycling service. Therefore, single-family residents diverted 37
1 per month, while multi -unit residents only recycled 19 pounds per household per
.e period, the city produced 32,000 tons of residential and commercial waste. A
St. Paul does not operate a refuse collection service. Instead, it licenses private
ich of the city's 115,000 households chooses one of the firms. There are 28 firms
a the city and they each have a significant market share. No one firm has more than
Louseholds. A 1990 city ordinance required haulers to use variable collection fees,
I variable rate pricing structures in place at the time.
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Since 1987, the city has run a curbside and apartment recycling program through its contractor, the
St. Paul Neighborhood Energy Consortium. The program serves all households, including 29,000
apartments in 960 buildings. The contractor collects newspaper, cardboard, magazines, junk mail, phone
books, glass, aluminum, steel, tin, textiles, and small reusable goods. Curbside collection is twice per
month, and apartment complexes each arrange their own collection schedule. The city has no yard waste
collection program, but the licensed refuse haulers are required to provide separate weekly yard waste
service between April and November. There are also seven Ramsey County yard waste drop-off sites.
The city does not offer any reduced rates for low-income or special needs residents, and officials
do not believe that it is an issue because poor and elderly residents tend to produce less waste, anyway.
Illegal dumping is also not much of a problem, although it does occur. The city does not have any
estimate of the quantity of dumping per year. It receives a few complaints each year from businesses and
apartment complexes. The city annually spends $200,000 on public education. Each year, it mails two
brochures to every resident, as well as a waste reduction guide. The city does not advertise verymuch in
I. local papers, or on the television or radio. Finally; the private haulers handle all of their own
administration and billing, so the city's administrative costs are essentially zero.
Because residential collection is scattered among so many private haulers, the city does not have
total waste generation figures. It estimates that households produce around 115,000 tons of waste each
year. The city does know that it collected 21,000 tons of recyclables in 1994. Therefore, it estimates that
94,000 tons of residential garbage, or 136 pounds per household per month, were landfilled last year.
Portland, Oregon ,c.
Portland has an open franchise system for residential waste collection. Some 55 private haulers
are currently licensed by the city to collect residential. garbage from the 125,000 households in single
family dwellings, or multi -unit complexes with four units or less. The number of haulers has steadily
decreased by about 10% each year over the past several years. Residents are fairly well distributed
among all of the haulers, and no single operation has more than 10,000 customers. The city sets the rates
that waste haulers may charge for weekly residential service: a 20 -gallon can is $14.60 per month; a 32 -
gallon can is $17.60; a 35 -gallon wheeled cart is $19.30; a 60 -gallon cart is $24.05; and a 90 -gallon cart is
$27.10. Residents may choose can combinations with greater total volumes, and they may also choose to
have garbage picked up only once per month for a monthly fee of $9.90. The different haulers may
distribute their own cans, but they must meet the volume specifications that the city has established.
Some 6% of the city's residents'choose the once -per -month service, 19% use the 20 -gallon can, 49% use
the 32 -gallon can, 9% use the 35 -gallon can, 7% use the 60 -gallon can, 5% use the 90 -gallon can, and the
remaining 5% use multiple cans. Multi -unit complexes with more than four units are considered
commercial establishments, and their collection rates are not set by the city. They tend to be served by
common dumpsters. The city.acknowledges that multi -unit residents do not receive the same pricing
incentives that single-family households do, so it has made a considerable capital investment in recycling
shelters for multi -unit complexes. Officials feel that multi -unit diversion rates would be even lower
without these shelters.
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Weekly recycling collection and biweekly yard waste collection are included in the residential I
rates. The 17 haulers with 3,000 or more customers each collect their own materials, while the rest have =
an agreement that designates one company with the collection responsibility for all of their customers.
Every resident receives a standard yellow city recycling bin, and the haulers collect newspaper, glass,
used motor oil, corrugated cardboard, tin, aluminum, non-ferrous and ferrous metals, magazines, plastic
(coded 2), scrap paper, steel aerosol cans, milk and juice containers, and aseptic juice boxes. For yard
waste collection, residents put their trimmings in a 30 -gallon bag or can. The cost of the first yard waste
container is included in the residents' garbage bill, but additional containers are $I for each.
The city des not offer any special rates to low-income, elderly, or disabled residents, but solid
waste officials are concerned about the impact of variable rates on disadvantaged households. They have
observed a tendency among low-income residents to select the larger cart sizes, rather than lowering their
garbage bills by recycling more and switching to a smaller container. Officials are attempting to
encourage these residents to take advantage of this cost savings opportunity through education aimed at
large cart users. Illegal dumping does not appear to be a serious problem in terms of the quantity of
material dumped, but it does receive a lot of attention from the city. The solid waste division pays the �.
Bureau of Buildings $287,000 to cover the cost of nuisance cleanups, although solid waste officials
believe that figure overstates the true cost of cleanup. Officials believe that because residents may
choose to have no garbage collection service, illegal dumping is increased --some people may try to save
money by dumping! their garbage rather than paying to have it collected. The city does not have any e,
annual estimates o fthe amount of dumped garbage. Portland spends a little over $100,000 per year on
public education. The city distributes quarterly brochures to every resident, and a survey postcard once
• each year. The city, sponsors public service announcements on local radio stations, and performs public
• outreach programs in city neighborhoods. Finally, the city coordinates some area -wide education efforts
with Metro, the Portland Metropolitan regional authority. Each hauler has its own billing system, so the
city does not incur any billing costs. The city spends a total of $1.5 million on oversight of the residential
• waste collection system, and most of those costs are covered by franchise fees that the city collects from
licensed private waste haulers. The city's budget includes funding for a citizen hotline, which receives
• about 15,000 calls per year, ranging from complaints to questions about the collection system.
In Fiscal Year 1994, city residents diverted 34% of their garbage through curbside recycling and
yard waste collection programs. The city collected 35,300 tons of recyclables, or 47 pounds per
participating household per month, and 12,800 tons of yard waste, or 17 pounds per household per month.
Since Portland began its current recycling and yard waste collection programs in 1992, residential waste
generation has consistently decreased. In Fiscal Year 1992, city residents produced 106,000 tons of
garbage, or 140 pounds per household per month. That figure fell to 98,700 tons, or 132 pounds per
household per month, in Fiscal Year 1993, and by Fiscal Year 1994, the amount of residential garbage had
fallen again to 95,700 tons, or 128 pounds per household per month.. I
Wilkes-Barre, Pennsylvania
Wilkes-Barre has an open residential garbage collection system. Residents may choose to receive
their service from the city or from one of several private haulers. Once per week, the city picks up city
refuse bags, which are sold in supermarkets and local convenience stores for $1.25 each. The city
provides serviceto almost 13,000 of the 15,000 households in single-family dwellings or multi -unit
buildings with up to four units. Building managers of housing complexes with 5 to 19 units individually
decide whether they will have their complex participate in the city program, or whether they will contract
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with a private hauler for dumpster service. Residents in complexes on the city service, like single-family
1 residents, must purchase city refuse bags and put them out on the street for weekly collection. Some =
3,700 households in 5 -to -I9 -unit complexes are on the city service. Complexes with 20 or more units may
only receive collection service from private haulers.
Wilkes-Barre's curbside recycling program is mandatory. Residents pay a $10 annual fee, and
over 80% participate regularly. On the same day as garbage collection, the city collects newspaper, steel,
tin, aluminum, plastic (coded l and 2), glass, and corrugated cardboard. In addition, between October and
December the city collects leaves weekly. Residents rake them into the street on collection day, -and
suction vehicles pick them up. There are drop-off locations for other yard debris that opened in 1994.
The city does not offer any special rates to low-income, elderly, or disabled residents. Officials
feel that disadvantaged households can actually save money under the fee -per -bag system by reducing
their weekly garbage set -outs. The issue has arisen from time to time, but has never been very significant.
Illegal dumping has actually improved under the fee -per -bag system. The biggest problem the city had
been experiencing was with residents of neighboring variable rate localities coming into Wilkes-Barre and
taking advantage of the flat fee collection system by leaving their garbage in front of peoples' homes.
When the city switched to unit pricing, it began searching dumped garbage for some form of identification
and fining identified dumpers $500. There is now 50% less out-of-town garbage dumped on Wilkes-Barre
streets, and the.city is saving about $250,000 on reduced collection and disposal costs. The city
i conducted 9 months of intensive education immediately before and after it switched to variable rates, but
it does not do any continuous education now. The city currently receives 2 to 3 calls each month from
residents needing information: Wilkes -Bare has also not experienced any. administrative cost increases,
I. and the fee -per -bag system alleviates the need for a billing service.
The fee -per -bag system started city-wide in January of 1994. Residential waste fell from 20,000
' tons, or 202 pounds per household per month, in 1993 to 15,000 tons; or 152 pounds per household per
month, in 1994. Interestingly, recycling tonnages actually dropped between 1993 and 1994. In 1993, the
city collected 2,400 tons of recyclables, or 24 pounds per household per month, while in 1994, it only
collected 2,200 tons, or 22 pounds per household per month. However, in 1994 the city had to suspend
collection for 9 weeks because of severe weather. It would have collected, on average, another 460 tons
of material during those 9 weeks, which would have brought the yearly total up to almost 2,700 tons, or 27
pounds per household per month. In 1994, the city also collected 3,200 tons of leaves and 2,200 tons of
dropped -off yard debris.
Spokane, Washington
• The weekly residential garbage collection program in Spokane is run by the city, and it serves all
177,000 residents. Residents provide their own receptacles (can, box, or bag) and are assessed a
collection fee based on the size and number of containers they use. A 20 -gallon container is $8.56 per
month, one 30 -gallon container is $11.07, and each additional 30 -gallon container is $6.01 per month.
Collection personnel will not pick up a receptacle that is clearly too big. They also have a computer
routing slip every day that lists each address and the number of receptacles for which the household is
signed up. If a household puts out more garbage than it is supposed to, it is assessed a $2.25 charge.
The city also provides weekly curbside recycling collection on the same day as garbage collection. The
' cost of the program is included in the garbage collection fees. Residents may set out newspaper, glass,
plastic (coded I and 2), aluminum, tin, cardboard, magazines, brown paper bags, and used batteries in city -
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issued recycling bins. The city does not have a yard waste collection program, but residents may drop off
their yard waste at the city's compost facility. The first 400 pounds of material is free, and the fee for
amounts greater than 400 pounds is $20 per ton. Multi -unit complexes are generally served by common
dumpsters. The service rate depends on the size of the receptacle and the frequency of collection. They
also have large recy -ling carts, and pay a premium equal to 10% of their garbage collection fee for
recycling service.
Although it is sometimes an issue, the city does not offer special rates for low-income households
or back door service for elderly and handicapped residents. Illegal dumping has been a problem. The city
employs four nuisance abatement officers that attempt to trace dumped garbage to its owners and bill them'
for the cleanup costs. The city spends very little on regular public education, but it did spend $200,000
on promotional activities at the start of the curbside recycling program. The waste -to -energy plant offers
tours, and the city does make regular presentations in schools. It operates a recycling hotline, and will
send out informational brochures on request. Finally, billing for garbage collection costs $600,000 per
year and is handled by a central city utility billing service. The computer routing system was complicated
to set up, but works, well now with 95% to 99% accuracy.
Tacoma, Washington
The city runs its own garbage collection service in Tacoma for all 70,000 households, as well as
businesses. It is an exclusive system, and no private haulers operate in the city. Residents may choose
two different sized city cans: a 60 -gallon container for $17.00 per month, or a 90 -gallon container for
$25.50 per month. Collection is weekly. The city also provides weekly curbside recycling collection of
glass, aluminum, steel, plastic and newspaper. Yard waste is collected curbside once every two weeks.
Residents put grass, leaves, and other trimmings in 32 -gallon containers. They may set out as many
containers as they want. Multi -unit complexes are served by a common receptacle, typically a dumpster. esa
The fee is based on the size of the container and the frequency of collection.
The city offers a reduced garbage rate to anyone that qualifies for the electric utility's discount.
The discount is about 50% off the basic level of service. The city has not experienced significant levels
of illegal dumping. The dumping that does occur tends to be concentrated in blighted areas, like
abandoned or run-down property. The city has a "blightmobile" that responds to complaints about
dumping in such areas, and the property owners are billed for the cost of cleanup. Residents may bring
their garbage to thel city's landfill for a minimum charge ($3 regardless of the amount), and officials
believe that this policy cuts don on dumping. The city spends about $50,000 per year on educational
efforts, including periodic advertisements in local newspapers, and on the television and radio, a biannual
mailing to every resident, and support for environmental curriculum development in the schools. Its
administrative costs are not exorbitant, but the refuse portion of the city's combined utility billing system I
does cost $200,000 per year. .
Some 63% of Tacoma's single-family households and 30% of its commercial clients, which
include multi -unit complexes, are signed up for recycling service. In February of 1995, the city collected
a total of 520 tons of yard waste, 614 tons of recyclables, and 13,000 tons of garbage, so the city-wide
diversion rate for the month was 8%.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Duluth, Georgia
Contact: Larry Rubenstein
City Administrator
City of Duluth
3578 West Lawrence Street
Duluth, GA 30136
(770) 476-3434
Rates
Residential Garbage Disposal/Collection:
S I for 32 gallon bags
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Population: 9,029
Inception: 1979
Type: Bag
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Duluth is just north of metropolitan Atlanta and is experiencing growth from the northern expansion of the Atlanta
area. With approximately 10,000 residents Duluth is still a relatively small city yet is an innovator in waste
management having adopted a PAYT program in 1979. The program has grown and now includes an extensive
recycling and composting program.
Officially marked bags are available at grocery stores and city hall in boxes of twenty. Special provisions are made
for senior citizens, the disabled and low income families with proper documentation. They may purchase bags at a
reduced rate but are limited to six boxes per year. A one-time fee of $5 is charged for recycling bins. Backyard
composters and countertop containers are available for free to city residents. Once a month, the city operates a
drop-off site for oversized articles free of charge. Although most of the cost of the program is paid from the sale of
bags, some general revenue funds used to defray expenses.
Garbage is collected once per week as are recyclables. A wide variety of recyclables are accepted commingled in
bins and are collected by the same private hauler contracted by the city. residents pay no direct extra charge for
recycling.
As with any program, there are still a few complaints, especially from large families, but most residents are pleased
with the program. The city has experienced significant decreases in the amount of waste being Landfilled.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Jackson G
Contact: Tomn
Solid Waste De
P.O. Box 434
Jefferson, GA 3
(706) 367-6303
(706) 367-9083
Rates
Residential Gar
S.75 for 16 gall
$1.50 for 38 ga
Results
inty, Georgia
Page
;e DisposallCollection:
bags
i bags
Collections
Population: 30,005
Inception: 1994
Type: Bag
Drop-off
Latest Update:
Costs
Waste Landfilled: Waste Collections:
Recyclable Collections: Waste Disposal:
Yard Waste Collections: Administration:
Other Collectio Is: Total:
Jackson County is located in the northeast portion of the state just north of Athens, Georgia. The county is mainly
rural. .............•
Before implementing the PAYT system, garbage disposal had been "free" to residents. Now, county residents must
either take their garbage directly to the landfill or transfer station or, utilizing the PAYT system, to one of two
compactor sites. Garbage taken to these two compactor sites must be in official bags. The sites are fenced and
staffed by retirees open from lam - 7pm, Monday through Saturday. The sites cost approximately $20,000 to run
annually. Recyclables may be disposed of free at the compactor sites where they are collected and transferred to the
transfer stationsfor further separation. Contamination has been a problem causing more than half of the material
collected to be landfilled. Most residents have not chosen to use the PAYT program and instead take their garbage
directly to the landfill where five bags can be disposed of for only $2.00.
There has been a great deal of resistance to the program and the county is planning to contract the compactor sites
out to a private L ompany and perhaps end the PAYT program altogether.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Marietta, Georgia Population: 44,129
Contact: Joan Ellars Inception: March 1995
Director Marietta Clean City Commission
P.O. Box 609 Type: Can
Marietta, GA 30061 Curbside (Backdoor)
(770) 528-0629
(770) 528-0439 fax Latest Update:
I Rates
Residential Garbage Disposal/Collection: Transfer Station Tipping Fee:
$ 10/month for one 20 gallon can $27.50/ton
$12/month for one 32 gallon can
$16/month for two 32 gallon cans
S5/month for each additional 32 gallon can
Results
Collections Costs
Waste Landfilled: down 30% Waste Collections:
Recyclable Collections: Waste Disposal:
Yard Waste Collections: Administration:
' Other Collections: Total:
Marietta is located in Cobb County northwest of Atlanta and part of the metropolitan Atlanta region. The city has
experienced tremendous growth in recent years but still retains much of its "old South" character. Largely populated
by professionals, the average income is over $42,000.
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Marietta's PAYT program began as a pilot project in 1994 partly funded by EPA Region IV. The city tested both a
can and a sticker program. Ultimately, the residehts demonstrated a preference for the can system and the program
was implemented city-wide in 1995 and serves nearly 11,000 single family, duplex and quadraplex households.
Residents must subscribe to their preferred level of service by purchasing special stickers that affix to their own
garbage cans. These cans must not exceed 32 gallons and there is a weight limit of 60 pounds allowable in each can.
Overflow garbage may be placed in official bags that sell for three for $5.00. Special and oversize items are picked
up for a charge of from s5 to $30 depending on the item.
Garbage is collected twice per week with backdoor pickup. Recyclables are collected curbside twice per week.
Some property tax revenue is used to fund the program. Although there was initial resistance, the program is running
smoothly now with fewer complaints. The city considers education the most important component for success.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Oconee County, Georgia
Population: 21,000
Contact: Peter Mallory -County Administrator
Inception: May 1994
John McNally - Oconee County Clean & Beautiful
P.O. Box 145
Type: Base fee + Bag
Watkinsville, GA 30677
Drop-off
(706) 769-5120
(706) 769-0705 fax
Latest Update:
Rates
Residential Garbage DisposaVCollection: Landfill
Tipping Fee:
Base Fee: $31.50/ton
$19.50 (charged on tax bill)
Bag fees:
S 1.00 for 20 gallon bags
$1.50 for 32 gallon bags
Results
Collections
Costs
Waste Landfilled: down 30%
Waste Collections:
Recyclable Coll, ctions:
Waste Disposal:
Yard Waste Collections: ,
Administration:
Other Collections:
Total:
Oconee County is adjacent to Athens -Clarke County, which also has a PAYT program, and is home to many
professionals asst ciated with the University of Georgia. Much of the county is still rural although the county is
growing at a rapid rate.
In May of 1994, the county removed its 119 green boxes from 39 sites and replaced them with four strategically
located convenience centers. The convenience centers are fenced, lighted and three are staffed. They are open from
lam - 7pm Monday through Saturday and I pm - 4pm on Sundays. Official bags can be purchased at various retail
outlets or the commissioners office. Retailers pay $1.40 per 32 gallon bag which gives them S.10 profit from each
bag sold. A wide variety of recyclables are accepted free at the convenience centers. Once collected, recyclables are
taken to the county's closed inert landfill for further separation and baling, then sold.
There has been to noticeable increase in illegal dumping. Some of the decrease in waste Landfilled by the county
may be attributed to less waste entering the county from neighboring county residents and from licensed private
haulers who can contract with residents for curbside collection. A scrap tire elimination grant allowed hiring of code
enforcement officers to deter illegal dumping, although few citations have been issued. .
Residents may take yard trimmings to the inert landfill for disposal at $ 19 per ton:
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Thomasville, Georgia
Contact: Veon Williams
ThomasvilleIThomas County Clean and Beautiful
P.O. Box 1540
Thomasville, GA 31799
(912) 225-0300
Rates
Residential Garbage Disposal/Collection:
S8/month for one 32 gallon can
S5/month for each additional 32 gallon can
S8/month voluntary yard trimmings pickup
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Population: 17,457
Inception: 1992
Type: Can (sticker)
Curbside
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Thomasville is in the extreme southern part of the state in a rural county.
Recycling is available at three unstaffed drop-off sites in the city. The program is set up as an enterprise fund so all
costs are covered by the revenue collected from the program.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Tift County; Georgia
Contact: Sherrie Sumner
Executive Director Tiftonlfift County Clean Community Commission
The Myron Complex
P.O. Box 229
Tifton, GA 31793
(912) 382-6231 ext. 129 or 133
(912)386-9694 fax
Rates
Residential Garbage Disposal/Collection: Landfill Tipping Fee:
S 1.50 for 32 gallon bags $25/ton
$.75 for 16 gallori bags
$.45 for 8 gallon bags
Results
Collections
Population: 19,292
Inception: October 1992
Type: Bag
Drop-off
Latest Update:
Costs
Waste Landfilled! Waste Collections:
Recyclable Collections: Waste Disposal:
Yard. Waste Collections: Administration:
Other Collections: .Total:
Tift County and t le major city in the county, Tifton, are located in the southern part of the state off 1-75. Both the
city and the county have a PAYT program administered by the Tiftonifift County Clean Community Commission
and are usually grouped together but are -in fact different systems. The Tifton/Tift County PAYT program has been
a model program from inception and has received much publicity. - -
Before PAYT, the county operated 23 dumpster sites subsidized through tax revenue. The county now operates
eight staffed collection centers for garbage disposal and recycling drop-off. Each site is fenced, landscaped and well
lit with operating hours from 30 to 80 hours per week. Recyclables accepted include aluminum and steel cans, all
colors of glass, #\ and $2 plastics, OCC and ONP. Recyclables are transported to the Tifton(fift County Recycling
Plant where prison laborers bale the materials for transport to markets.
Bags, colored according to size, are purchased at the county commission office or at grocery and convenience stores..
The stores purchase the bags from the county at a discounted price for a S.10 profit per bag.
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' Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Tifton, Georgia Population: 14,215
Contact: Sherrie Sumner Inception: January 1992
Executive Director Tifton/lift County Clean Community Commission
The Myron Complex Type: Can
' P.O. Box 229 Curbside
Tifton, GA 31793
(912) 382-6231 ext. 129 or 133
(912) 386-9694 fax Latest Update:
Rates
Residential Garbage Disposal/Collection: Landfill Tipping Fee:
$9/month for one 32 gallon can $25/ton
$IS/month for two 32 gallon cans
$2l/month for three 32 gallon cans
Results
Collections Costs
Waste Landfilled: Waste Collections:
Recyclable Collections: Waste Disposal:
Yard Waste Collections: Administration:
Other Collections: Total:
Tifton is the county seat for Tilt County, a rural county in the southern part of the state. The city and the county both
have PAYT programs which operate somewhat differently but are administered by the same entity and are usually
considered together as the Tifton/Tift County program. In fact, city residents with overflow garbage may use the
bags sold by the county for that purpose.
The main difference between the city and the county program is that city residents have curbside collection and use
cans rather than bags. City residents must choose one of the pricing options and supply their own 32 gallon cans to
which a sticker is affixed. Residents are supplied with an 18 gallon recycling container for curbside collection of
aluminum and steel cans, all colors of glass, #1 PET and 42 HDPE plastics, 0CC and ONP. Additional recycling
containers may be purchased for $5. Garbage and recyclables are collected once per week using separate vehicles.
Recyclables are transported to the Tifton/Tift County Recycling Plant where prison laborers bale the materials for
transport to markets.
The program has been a model in the state and region and is widely acclaimed as very successful. Preliminary
results have indicated a 33 percent decrease in landfilled materials.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
West Point; Georgia
Contact: Joel Wood
City Manager
P.O. Box 487
West Point, GA 31833
(706) 645-3522
Rates
Residential Garbage Disposal/Collection:
S8/month for one 40 gallon can
S4/month for each additional 40 gallon can (up to three total)
Results
Collections
Waste Landf
Recyclable C
Yard Waste
Other Collec
Population: 3,571
Inception: August 1994
Type: Can
Curbside
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
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West Point is in the central part of the state on the Alabama border. ''
The city implemented the PAYT program after a one year educational campaign. Residents are given a numbered
tag for one can up to 40 gallons which the residents supply. The tags are registered at city hall in case of theft.
Residents may have up to two additional cans, each no larger than 40 gallons, for an extra $4 per month per can.
Overflow garbage can be put in authorized bags purchased at city hall for $2 each. Yard trimmings up to 5 cubic
yards are collected weekly at no additional charge.
There is no curbside collection of recyclables. The city built a drop-off location, which they call the recycling park.
The city contracts for operation of the drop-off site. Revenue from the recyclables serves as compensation for the
contractor.
The program is not self supportive and funds from the general revenue are used to offset the difference. The city
considers the program a success and has received few complaints from residents.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
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Aberdeen, Maryland Population: 13,500
' Contact: Jim Lithe Inception: March 1993
Recycling Coordinator
P.O. Box 70 Type: Base fee + can or bag
' Aberdeen, MD 21001 Curbside
(410) 272-1600
(410) 273-7402 fax Latest Update:
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Rates
Residential Garbage Disposal/Collection:
Base Fee:
S5/month (charged on tax bill)
Bag fees:
5.40 for 20 gallon can or 13 gallon bag
5.80 for 32 gallon can or 30 gallon bag
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Landfill & Incinerator Tipping Fees:
S35/ton
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Aberdeen is located 30 miles northeast of Baltimore on the Chesapeake Bay. The PAYT program serves some 3.600
households and is unique in that the fees collected from the PAYT program are used to cover the cost of the tipping
fees only. The base fee charged to everyone covers garbage collection, recycling, collection of yard waste and bulk
items.
Garbage is collected curbside once per week with the correct official sticker attached. Residents may use either their
own bags or cans. If cans are used, stickers are to be placed on the top piece of trash in the can, not on the can.
Residents also may use larger 60 and 90 gallon cans with the appropriate corresponding number of stickers attached.
The City chose the sticker program because of the ease of distribution to retail outlets, the flexibility of allowing a
large light -weight bag to be covered by a small bag sticker and the immediate impact of disposing of less garbage.
The stickers may be purchased at supermarkets, convenience stores and the city office in any amount.
Recyclables are collected curbside commingled alternating between containers one week and paper items the next
week. Newspaper, mixed paper, cardboard, glass, metal containers and PETE and HDPE plastic containers are
accepted in the "blue bag" program. A staffed drop-off site accepts the above recyclables in addition to scrap metals,
all other plastic containers and polystyrene, textiles, oil and antifreeze and nickel -cadmium batteries on the first and
third Saturday of the month.
Yard waste is collected curbside twice per month for ten months of the year at no additional charge. Other bulk
items are collected curbside by appointment also for no additional charge. Free compost is given away to residents
at the recycling drop-off site. Additionally, free compost workshops are periodically given and compost bins are
available to residents for $3 each.
Although total tonnage figures are unavailable since they were not recorded until approximately nine months before.
implementing the PAYT program, the average pounds of garbage collected per household has decreased by 36
percent since the program began. Recyclables collected has nearly doubled and landfill disposal fees have decreased
by 19 percent. Illegal dumping has not been a problem with only minor occurrences noted. The greatest concerns
before implementing PAYT were the public's perception of increased costs and political uncertainties. Neither is
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Southern States Waste Management Coalitic-
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considered muchlof a problem now some four years into the program. As with ' :
made sure that all residents were educated about the program and continue to do Sr.
all residents were polled as to the type of system preferred. Residents chose the „i :.., :.
by 70 percent to 30 percent. Not only does this show the residents' preference
marketing tool and may have contributed to the success of the program.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Buncombe County, North Carolina Population: 174,821
Contact: Don Yelton Inception: 1988
' Waste Reduction Specialist
Buncombe County General Services Department Type: Bag
30 Valley Street Curbside and Drop-off
Asheville, NC 28801
(704) 255-5066
(704) 251.4936 fax Latest Update:
Rates
Residential Garbage Disposal/Collection:
Curbside
' $ 11.50/month for four 33 gallon bags per week if recyclables separated Landfill Tipping Fee:
513.50/month for four 33 gallon bags per week if recyclables not separated 531/ton
Drop-off Wood Waste Mulching Fee:
$.75 per 32 gallon bag or $28/ton SI5/ton
' Results
Collections Costs
' Waste Landfilled: Waste Collections:
Recyclable Collections: Waste Disposal:
1 Yard Waste Collections: Administration:
Other Collections: Total:
' Buncombe County is in western North Carolina amid the Blue Ridge Mountains. The county seat of Asheville is
best known for the Biltmore Estates park and one of the most scenic portions of the Blue Ridge Parkway.
' Municipalities in Buncombe County have the option of participating in the county PAYT program or contracting
with private haulers. Private haulers operating outside municipal districts must charge according to the rates set by
the county. The Buncombe County program is primarily geared toward encouraging recycling. Each hauler operates.
their own recycling program but most of the common items are accepted in the blue (or clear) bag program.
Residents pay the higher rate if they do not set out a bag of recyclables. Recyclables are accepted for free at the
landfill for residents hauling their own garbage thus enabling them to reduce the cost of disposal.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition ■
Joplin,. Mi
Contact: Matt
P.O. Box 1423
Joplin. MO 64
Rates
Results
Waste Landfills
Recyclable Col
Yard Waste Co
Other Collectio
Y,.
ri
Population:
ws Inception:
Type:
Latest Update:
Collections Costs
Waste Collections:
ns: Waste Disposal:
ms: Administration:
Total:
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
New Bern, North Carolina
Contact: Tim Lee
American Refuse Systems, Inc.
P.O. Box 3455
New Bern, NC 28564
(919) 633-6330
(919)633-9707 fax
Rates
Residential Garbage Disposal/Collection:
Base fee:
S for 64 gallon can
Sticker fees:
S 1.25 per sticker for 33 gallon bags
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Population: 17,363
Inception: November 1991
Type: Can + Sticker overflow
Curbside
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
The system implemented in New Bern is a variation of Craven County's program where residents pay a monthly fee
for a 64 gallon cart and any overflow must be placed in a bag with an official Craven County sticker affixed. The
city performs bulk waste and yard waste collections while allowing the county to serve city curbside garbage and
recycling customers through the hauler contracted for the county.
As with the Craven County system, New Bern residents are provided an IS gallon recycling bin and are not charged
an additional fee for recycling. The curbside recycling program accepts plastic, glass and metal containers and
newspapers. In addition, mixed papers are collected once per week when placed in a paper bag. Also, cardboard is
collected the third week of each month. The city provides curbside yard waste and white, brown and bulky goods
collection. Loose leaves are collected from November through February. Bagged leaves are collected year round.
Mulch from yard waste collections is available free to residents.
New Bern residents have access to the seven staffed convenience centers operated by the county and must follow the
same guidelines.
Craven Cc
Contact: Bobbi
Clean Sweep G
406 Craven Stn
New Bern, NC
(919) 636-6659
(919) 636-6638
Rates
Residential Gar
$2 per sticker ft
Results
Waste Landfill,
Recyclable Col
Yard Waste Cc
Other Collectic
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
, North Carolina
Waters
Craven County
ge Disposal/Collection:
33 gallon bags
Collections
down 45% since 1991
Population: 86,789
Inception: November 1991
Type: Sticker
Curbside & Drop-off
Latest Update: June 1997
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Craven County is located in eastern North Carolina near the Atlantic shore. It is a fairly rural county with
approximately 3?,000 households. There are several small municipalities in the county, some of which offer services
in addition to the county.
The Craven County program is a unique blend of services that gives county residents a number of options. All
county residents1have access to curbside garbage collection through one of six haulers operating in separate
franchised areas[ Residents contract individually with licensed haulers in their area for curbside pick-up of garbage
placed in bags with approved stickers or they can opt for 33, 64 or 90 gallon carts. The county sets a maximum price
that the haulers can charge for each cart size. However, the majority of people use the sticker program. Curbside
recycling collections are contracted out to a single hauler which serves every household in the county. County
residents are charged $27 per year on their property tax for recycling services, down from $36 a year ago.
Qualifying elderly, low income and handicapped residents are offered back door garbage and recyclable collections
at no additional cost and pay only $12 per year for recyclable collections.
The county alsooperatesseven staffed convenience centers for garbage disposal (garbage must be in bags with
sticker attached) and other items. These items include yard waste, cardboard, mixed paper, used motor oil, batteries,
white, brown and bulky goods, construction and demolition debris and agri-chemical containers. Except for regular
garbage disposal, the drop-off sites are free. The sites are open four days per week. All county residents have access
to the convenience centers although some municipalities, New Bern, Havelock and Bridgeton, have modified
versions of the county program and offer some different services.
At the time of implementation, the county removed all the green boxes which had served county residents. At that
time the countydetermined that 69 percent of residents were served by private haulers and the rest used the green
boxes. The county was divided into franchised areas and the existing haulers were awarded franchises based on the
previous percentage. Franchised haulers are required to operate under the terms of the PAYT program and accept
any waste with approved stickers attached. Stickers are purchased at a number of retail outlets throughout the
county. Retailers receive 8.75 cents per sticker as commission for the sale of stickers.
The Craven County program has been quite successful as well as accepted. Residents were given the option of using
cans in place of stickers and paying a flat fee based on the size of the can 5 years after the program was initiated. It
is interesting tv; note that most have opted to stay with the stickers underlining the popularity of the program.
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Southern States Waste Management Coalition
Chester County, South Carolina Population: 40,000
Bob Corcoran Inception: October 1995
Chester oRtyrl Carlisle rvRsor Recycling Consultant
Chester County Supervisor Y 8
' P.O. Box 1957 Type: Bag
P.O. Drawer 580 Curbside and Dro off
Chester, SC 29706 Chester, SC 29706 P-
(803)385-5133 (803) 377-1717
(803) 385-2022 fax Latest Update:
Rates
Residential Garbage Disposal/Collection:
' $1 for large bags
5.50 for small bags
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Results
Collections
Waste Landfilled: down 50% in first year
Recyclable Collections: up 50% in first year
Yard Waste Collections:
Other Collections:
Costs
Waste Collections: up 14% in first year
Waste Disposal: down 27% in first year
Administration: down 7% in first year
Total: down 7% in first year
Chester County is located in the north central portion of the state about equidistant from Charlotte, North Carolina
and Columbia, South Carolina. The county is mainly rural with only a few small municipalities.
Before implementing PAYT, Chester County residents were served by green boxes located throughout the county.
Residents paid a flat fee of $90 per year for unlimited disposal. Additional revenues were collected from property
taxes. Commercial customers were charged only S 135 per year for unlimited green box pick-up and disposal.
Residential customers are now served by the PAYT bag program and commercial customers are charged according
to the number of pick-ups requested.
Now, residents within city limits (Chester, Richburg, Great Falls and Fort Lawn) have once per week curbside
garbage collection and must use the county's official bags. Recyclables also are collected once per week curbside at
no additional charge. Residents outside city limits must take their garbage to the staffed drop-off sites open 78 hours
per week. Garbage must still be in official bags. The drop-off sites accept a variety of recyclables including
newspaper. cardboard (including cereal boxes. etc.), plastic, glass and metal containers, used motor oil and filters,
auto batteries and appliances. Certain bulky or problem items can be taken to the county transfer station. These
items include tree limbsand other yard waste, paint cans, tires and small amounts of C&D waste. Yard waste is
collected once per week curbside for a fee of S 10 per year for residents within the city limits.
The yellow official county bags are available for purchase from a variety of retail outlets throughout the county. The
larger size bags come in packages of five for $5 and the smaller bags in packages of 10 for $5. Some of the cities in
the county provide their own curbside collection while others contract with private haulers, who must also use the
program.
Since implementing the program, waste disposal has decreased considerably and recycling has subsequently
increased. Although there were objections to the program at first, most people have accepted it as evidenced by the
reinstatement of the County Supervisor shortly after PAYT was implemented. The County Supervisor is an elected
official! Before implementing the program, about 50 presentations were made for school groups and luncheons.
Enforcement takes the form of two litter officers authorized to issue citations. The first offense carries a $50 fine
and the second an $80 fine. Although illegal dumping was a concern prior to the program it has not been a problem.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
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Chester County officials believe the success of their program correlates to the simplicity of the bag system.
Residents can easily obtain the bags at grocery and hardware stores and the size of the bag reflects the cost of the
bag. The type of bag also is important. It must be of sufficient quality to handle the amount of garbage authorized
for the size of the bag. The County sees itself as just another vendor to the retail outlets and is careful to insure
adequate stock of bags. County officials stress the importance of obtaining the support of town administrators and
council members prior to implementation. They believe the county -wide program is more effective than if it were
for a municipality only.
Most programs cannot boast the remarkable results of the Chester County program and the decrease in waste
generation is not completely accounted for by the corresponding increase in recycling. However, since illegal
dumping has not increased significantly since the program was put in place, county officials are very pleased with the
results. In fact, the program has become a model demonstrating the effectiveness of PAYT in areas often thought to
be too rural or not progressive enough for such a system. Chester County has proved that these antiquated ideas are
incorrect.
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Poquoson, Virginia
Contact: Bob Kerlinger
Local Volunteer
20 Roberts Landing Drive
Poquoson, VA 23662
(757)868-3779
(757) 868-3805 fax
Population: 11,500
Inception: June 1992
Type: Bag
Curbside
Latest Update:
Rates
Residential Garbage DisposaVCollection: I Incinerator Tipping Fee:
S 1.50 for 32 gallon bags
Results
Collections
Waste Landfilled: down 25% since inception Waste Collections:
Recyclable Collections: up 10% since inception & Waste Disposal:
nearly a 50% rate
Yard Waste Collections: Administration:
Other Collections:
Total:
Costs
' Poquoson is located between the City of Hampton and York County on the Chesapeake Bay. It is a bedroom
community of Newport News and Hampton with a long history dating back to the early 1600's. The City already had
a successful recycling drop-off program that was the recipient of a national recycling award from the US EPA. At
the time of implementing PAYT, the Cityjoined a regional curbside recycling program. The City is charged an
amount per household as part of the recycling cooperative.
Because of the success of the recycling drop-off program, a committee was set up to determine if garbage collection
could be improved as recycling had been. Before implementing PAYT, garbage collection fees were shown as a line
item tax of S19 per quarter so customers knew that garbage disposal was a separate fee. After eight months and 25
meetings, the City decided on the PAYT system implemented in 1992. The City decided to eliminate, its successful
drop-off recycling program and join the curbside cooperative to further increase recycling participation.
The bag system was adopted for PAYT because it required little capitol to implement, was easy to control (especially
', bag size) and required few administrative changes. The bag size was determined by the size that would best fit the
best selling garbage cans on the market. To prevent over -stuffing, the bags are intentionally designed to burst at 50
I pounds. The bags are collected curbside once per week. One particularly favorable aspect of the bag system is that
streets are kept clear of empty cans after collection. This was especially a problem due to the normally windy
conditions of the region that scattered empty cans. Bags are purchased at local grocery, convenience and drug stores
' in packs of five bags for $7.50. All proceeds are turned over to the City after sale. The stores make no profit but
they make no investment in pre -paid bags either. Proceeds from the sale of bags pays all costs of the program
including collection, disposal and recycling costs.
Recyclables are now collected curbside once per week. Mixed paper, OCC and newsprint are collected together and
glass. PETE and HDPE plastics and metal containers are also collected commingled. The regional recycling
' cooperative operates a MRF where the recyclable streams arc further separated and processed. The city has a 5 year
contract with the hauler for recycling services and all recycling revenues are kept by the contracted hauler.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Yard waste is notcollected curbside except by appointment only for a S 12 prepaid fee. Otherwise, residents may
take yard waste to a nearby composting facility at no additional charge. White goods and oversized items are
collected twice per year by appointment only at no additional charge. Funding for this service comes from the City's
general fund and is not a part of the PAYT program. Low income citizens may apply for free official garbage
disposal bags if they can show a need.
The city stresses that education is very important to the success of the program and has set up a speakers bureau to
present the program to community groups. In addition, TV commercial were shown on the local cable access
channel, news stories and editorials ran in the local newspaper and information was printed in the City newsletter
prior to implementing the program. During talks concerning implementing PAYT, opponents were invited to join
the committee setup to investigate possible changes to the waste management system. Nearly all the opponents
eventually ended up supporting PAYT and a City Councilman who voted against the program would later admit that
the program was good!
The system is not; mandatory but there is a 95 percent participation rate and the recycling rate is expected to top 50
percent soon. A few residents still haul their own garbage. Although illegal dumping was a concern before PAYT, it
has not been a problem even though no enforcement was ever put in place. The City consistently leads the other
seven communities participating in the regional recycling cooperative. In fact, the average pounds of recyrclables
collected per houi ehold in Poquoson is nearly a third more than the regional average. That coupled with the 25
percent decrease in waste disposed attests not only to the success of the PAYT program but to the hard work,
dedication and prude of the citizens of Poquoson.
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' Garbage is collected curbside once per week. The first 30 gallon bag is "free" covered by the base fee charged
monthly on the water bill. Each 33 gallon bag after that must have an authorized tag attached. The tags are
purchased at city hall. Yard waste is collected curbside only once per year but drop-off centers accept yard waste
year round. There is no additional charge for yard waste disposal. Bulk items are also collected once per year
curbside. In addition, the City offers a clean up "amnesty" for residents moving in or out whereby any type and
amount of waste will be collected at no charge. Low income residents are charged only $6 per month base fee. The
base fee and tag sales cover all costs of the Berryville program.
' City officials believe the base rate disposal amount is a contributing factor limiting illegal dumping. Illegal dumping
has not been a problem and is a bigger problem in communities in the county that do not have franchise agreements
' with haulers or mandatory collection of waste. Some illegal dumping into commercial dumpsters did occur at first
but this problem was overcome by putting locks on the dumpsters. Fluctuations in fees and revenues is an ongoing
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Berryville, Arkansas Population: 3,250
Contact: Brian Ukena Inception: January 1996
Director
Carroll County Solid Waste Authority
III Public Square
Berryville, AR 72616
(870) 423-7156
(870)423-3866 fax
Rates
Residential Garbage DisposalICollection:
Base fee:
$6.83/month
Bag fee:
$1 for 33 gallon bag
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Type: Base fee + Sticker (Bag)
Curbside and Drop-off
Latest Update:
Landfill Tipping Fee:
S 13.75/ton
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Berryville is located in the northwest comer of the state in Carroll County. Eureka Springs is in the same county and
also has a PAYT program that has been in place since 1992.
Before implementing PAYT, there were no franchise agreements with the city and at least three haulers operated in
the area. Billing was handled by the haulers and there was no routing and no limit on the amount of waste that could
be disposed. There was no recycling program either. At the time PAYT was implemented, curbside recycling was
begun. PETE and HDPE plastic containers, metal containers, glass containers and newspapers are collected
commingled curbside once per week. The staffed drop-off centers, open 80 hours per week, collect the same
materials plus office paper, cardboard, packing peanuts, cooking oil, motor oil and scrap metal. Garbage can be
brought to the drop-off centers if bagged with an authorized sticker as well.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
problem as is customer confusion, especially among new residents. Educating the residents and political leaders is a
constant challenge overcome only by continuous education efforts.
The Berryville program is very similar to the Eureka Springs program and probably benefited from their experience.
Unlike Eureka Springs, Berryville officials decided on a tag (or sticker) system rather than bags. They believe the
tags are more convenient than the bags but concede that haulers prefer the bags because no judgment is needed
•
regarding size of bags and bags are easier to see. City officials stress the importance of offering a "free" level of
service to residents. Without this free bag, they believe illegal dumping would have been significant. They also
stress working closely with contracted haulers since they will have to implement the program and deal with the
problems. Still, the biggest challenge was convincing people that solid waste service is a utility that should be billed
and controlled as such. In this regard, Berryville has been successful.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Eureka Springs, Arkansas Population: 2,000
Contact: Brian Ukena Inception: February 1993
Director
Carroll County Solid Waste Authority
III Public Square
Berryville, AR 72616
(870) 423-7156
(870) 423-3866 fax
Rates
Residential Garbage Disposal/Collection:
Base Fee:
$7.75/month (no waste covered)
Bag Fees:
$.75 for 32 gallon bag
$.35 for 15 gallon bag
Results
Collections
Waste Landfilled:
Recyclable Collections:
Yard Waste Collections:
Other Collections:
Type: Base fee + bag
Curbside
Latest Update:
Landfill Tipping Fee:
$9.75/cubic yard
Costs
Waste Collections:
Waste Disposal:
Administration:
Total: down 14% since 1993
Eureka Springs is a small scenic resort community in northwest Arkansas. Since implementing PAYT, a neighboring
community, Berryville, in the same county also has implemented PAYT.
Official city bags are available at city hall, the recycling center and grocery stores. Twice a year, the city holds a
"Clean -Sweep" event where, for $8, bulk items, C&D debris, household hazardous waste, etc. is collected. A
drop-off site is available for the disposal of white goods for a fee of S 10 for non -refrigerant containing devices and
$15 for those with refrigerants at other times of the year. Other scrap metals may be taken to the drop-off site for
free.
Hardship cases are charges only $4.35 per month for the base fee and garbage is collected at the front door. Regular
customers receive once per week curbside garbage and commingled recyclables collection. The city accepts a wide
variety of recyclables including newspaper, plastic, glass and metal containers and cardboard. In addition to these,
the drop-off site accepts mixed paper and office paper. Curbside cardboard collection is made twice per month.
Yard waste is collected monthly, for no additional charge, from the 640 residents served by the system. —�
The biggest challenge, according to city officials, was getting people to accept that they had to pay for garbage
disposal. Before PAYT, some citizens would pile their garbage at one neighbors house thus dodging collection fees.
The equity of PAYT was stressed which brought about opposition to the base fee. Eureka Springs decided not to
include any "free" disposal with the base fee. Berryville chose the opposite and allows a certain amount in
association with the base rate. Apparently, residents are now used to paying for waste disposal since the program has
been operating successfully for several years. Another measure of the success of the program is that the neighboring
city of Berryville used the Eureka Springs program as a guide.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
m. -
Newton Cc
Contact: Eugen
Judge
Court Street
Jasper, AR 7264
(501) 446-5127
Rates
$ 1 for 32 gallon
Results
Waste Landfil
Recyclable Cc
Yard Waste C
Other Collecti
, Arkansas
Collections
Population: 7,666
Inception:
Type: Bag
Curbside (Mailbox)
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Total:
Costs
Newton County is� in the northwest portion of the state in a scenic area of the Ozark National Forest. The county is
veryrural.
The county provides mailbox pickup of garbage for all residents. Garbage must be in official county bags.
Recyclables are collected mailbox using a blue bag system. „
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Rogers, Arkansas
Population:
Contact: LuAnn Diffin
Inception:
Water Department
Type: sticker
P.O. Box 338
Rogers, AR 72757
Latest Update:
(501) 321-1142
Rates
Waste Landfilled: Waste Collections:
Recyclable Collections: Waste Disposal:
Yard Waste Collections: Administration:
Other Collections: Total:
The City bills residents for Fulton Sanitation, a private hauler. Residents put a sticker on one bag which allows them
to throw out three 32 gallon bags per week. Overflow stickers must be purchased from Fulton Sanitation for S I per
sticker for one bag.
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• Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
1
Alachua County, Florida . Population: 88,091
Contact: Ms. Karen Deeter Inception: October 1994
Waste Collection Manager
Alachua County' Public Works Type: Can
P.O. Box 1188 Curbside & Drop-off
Gainesville, FL 32602-1188
(352) 338-3233
(352) 491.4680 fax Latest Update: June 1997
Rates
Residential Garbage Disposal/Collection:
$155.28/year for 35 gallon cart
$178.25/year for 64 gallon cart
$234.41/year for 96 gallon cart
Results
Collections
Waste Landfilled: down 14% in first 2 years
Landfill Tipping Fee:
$50/ton
Costs
Waste Collections: down over 13% since program
inception
I
Recyclable Collections: up 25% during same period Waste Disposal: down I I% during same period
Yard Waste Collections: down 20% during same Administration:
period
Other Collections: Total: up 5% since program inception.
Alachua County is located in the north central portion of the peninsula of Florida. Gainesville is the major city in the
county, home to the University of Florida.
Prior to the P/
collections. R
city of Gaines
programs are
The above res
results are for
The county pi
Curbside colt
provided for t
residents. Or
Overflow gar
sold through
bags or bund'
customer or 1
Bulk items st
additional ch
provided gar
additional ch
program, county residents received once per week garbage, recyclables and yard waste
ents paid for waste services through a non -ad valorem assessment on their property tax bills. The
also has a PAYT program in place and participated in ajoint bid with Alachua County. The two
ially'identical and both use the same contractor. However, the contracts are approved separately.
for collections represent both the Alachua County and City of Gainesville programs. The cost
county curbside program only.
ram serves approximately 16,000 households in the unincorporated portion of Alachua County.
ion is in the urbanized areas of the unincorporated portions of the county. Drop-off centers are
it residents. Multi -family dwellings of nine units or less are treated the same as single family
per week garbage, recycling and yard waste collections are provided for curbside customers.
;e must be in official yellow bags used by both the county and city programs. The 30 gallon bags are
al retailers at a cost of $10 for five bags. Yard waste disposal is limited to the equivalent of five
per week. Excess yard waste is collected through special pick-ups and charged directly to the
paid stickers can be purchased from the contract hauler. Stickers are sold in packs of five for $7.50.
as appliances, furniture and remodeling debris generated by the resident are collected at no
;e with prior pick-up arrangement. Low income homeowners (150% of Federal poverty level) are
to collection at no charge. The disabled and frail elderly are offered back door service at no
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IPay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
1 ,.
A wide variety of recyclables are accepted at no additional charge. The county already had an extensive recycling
' program before implementing PAYT and now accepts newspapers, glass, metal containers, PETE and HDPE plastic
containers, magazines and catalogues, cardboard, paper bags, phone books and household batteries. Recyclables are
collected curbside commingled (papers separated from other materials at the truck) and separated at a MRF utilized
by the city and county.
Five years before implementing the program and at the time full scale curbside recycling was introduced, public
' education began with radio and TV spots as well as newspaper advertisements, pamphlets and public service
announcements (PSA's). The city and county cooperate on education and promotion efforts and the two programs
are very similar. The county and city distribute a well -written brochure explaining the PAYT program that gives tips
Ion reducing waste. The public education campaign is ongoing and currently stresses ways to reduce yard waste
disposal. In addition, Earth Machine composters are periodically sold to residents for $15 and wire composters are
always free. A state grant helps off -set the cost of the composters.
' Although a concern before implementing PAYT, illegal dumping has not been a significant problem. The County
passed an ordinance that provides that identifying information found in illegally dumped garbage is considered prima
facie evidence of the person who dumped the garbage. In only a few incidents has garbage been dumped on
' someone else's property. A County Waste Inspector finds identifying evidence and contacts the Sheriffs Office. A
specific time is given for the offender to clean up the garbage and, so far, every offender has done so without
incident. There has been some illegal dumping of yard waste but identifying the offender is very difficult. Some
bulk items are illegally dumped but since these items are collected at no additional charge, County officials do not
believe the problem to be a result of the PAYT program.
I
Some of the obstacles that had to be overcome include opposition to reducing the frequency of garbage collections,
limiting the amount of wasted disposed, distribution of carts during the short time period between contract award and
program implementation and the new hauler's unfamiliarity with the geographical area. Given these, County officials
stated the following as recommendations to those considering a similar program.
• In writing bid' specifications, allow the bidders enough flexibility to determine the best and most
cost-effective means of providing the required service. At the same time, be very specific as to performance
' standards and use appropriate incentives and disincentives to ensure performance.
• Allow sufficient time for the process: at least six months between bid award and implementation.
• Consider implementing all major changes at once. You can expect your customers to take four to six
' months to adapt to any major change or combination of changes.
• Give special attention to contract length, as the hauler's ability to amortize the equipment costs will be
reflected in the bid price.
The Alachua County (and the City of Gainesville) program has been very successful in reducing waste disposal and
' increasing recycling. Although administration costs have increased a good bit, overall costs have increased only 5
percent since implementing PAYT. All other costs, except education, have decreased. Yard waste expenses have
decreased by nearly 27 percent and recycling expenses have decreased by 16 percent. All of the obstacles stated
above were resolved within the first six months of the program. The joint bidding process between the County and
City produced substantial savings over separate contracts. Also, the new joint contract encourages waste reduction
by providing the haulers with payment only for collection of garbage and recyclables. Landfill disposal charges are
paid directly by the County and City. There are now fewer collection vehicles on the streets and residents commend
,. the more aesthetic appearance of standardized carts at the curb. In all, the Alachua County and City of Gainesville
PAYT program has generated significant waste reductions, an efficient collection system and the intergovernmental
cooperation has resulted in lower rates for the citizens.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Lauderhill, Florida Population:
Contact: Ray Sanders Inception:
Utility Billing Supervisor
i
City of Lauderhill Type:
2000 City Hall Drive
Lauderhill, FL 33313
(954) 730-4239 Latest Update:
Rates
Results
Waste Land
Recyclable
Yard Waste
Other Collei
l
\f
J
Collections Costs
Waste Collections:
ctions: Waste Disposal:
sctions: Administration:
Total:
....... 1.141 �i v '�' : y .I �'.. :r f. 'y.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Athens - Clarke County, Georgia Population: 90,000
Contact: Melissa Tweedell Inception: September 1995
P.O. Box 1868
Athens, GA 30603
(706)613-3512
(706)613-3513 fax
Type: Can
Curbside (backyard)
Latest Update:
Rates
Residential Garbage Disposal/Collection: Landfill Tipping Fee:
510.24/month for one 20 gallon can (minimum service available) S34/ton
$ 11.06/month for one 32 gallon can
513.11/month for two 32 gallon cans (basic service level)
$18.2 2/month for three 32 gallon cans
525.39/month for four 32 gallon cans
' S34.60/month for five 32 gallon cans (maximum service available)
S2 per bag sticker for overflow service
Results
Collections Costs
Waste Landfilled: down over 10% since inception Waste Collections:
Recyclable Collections: nearly doubled since Waste Disposal:
' inception ,
Yard Waste Collections: Administration:
Other Collections: Total:
' Home to the University of Georgia, the Athens -Clarke County (ACC) is a consolidated government in the northeast
' portion of the state. Athens is a classic "college town" where the population increases dramatically when classes are
in session. The area is growing rapidly as the university grows and the Georgia economy expands. The county to
the south of ACC, Oconee County, also has a PAYT program in place. However, the two programs are quite
' different. The program serves approximately 9,000 single family households in the Urban Service District (former
Athens City limits) of the county. The General Service District, the former county areas of ACC, are served by
private haulers. The private haulers are regulated by ACC and must offer PAYT and collect certain recyclables in
order to operate. However, they may set pricing on their own. The information given here is for the Urban Service
' District only, unless otherwise stated.
Small businesses such as retail shops, restaurants and bars/coffee shops also have a PAYT program. They pay a base
' fee determined by the number of pick-ups per week, ranging from $12.85 per month for twice per week collection to
$128.47 per month for three times per day plus twice on Sunday, plus S 1.00 for each 38 gallon bag. Recycling also
is free to small businesses. Larger businesses use traditional dumpster services. The small businesses, therefore,
have two ways to decrease their garbage bill. They can reduce the number of bags needed and/or the number of
pick-ups needed.
Garbage collection is once per week back yard or side yard and residents must provide their own cans as outlined in
the pricing structure. Residents may change their level of service for free once per year. There is a S 10 fee for each
additional change. Overflow must be placed in a bag and have an official sticker attached. The stickers can be
ordered by mail and charged to the utility bill. Garbage fees also are charged on the resident's utility bill.
Yard waste collections are financed in the traditional method of property taxes giving customers the right to throw
out approximately a pick-up truck load at no additional charge. Collections are made every two months to all of
CI
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ACC, including
facility at no ch
the landfill. WI
which can be ct
In conjunction'
handles a wide
of the six unsta
through a put -o
glass and metal
quantities of co
containers, one
charge for recy
charge.
As part of its ong
reduce waste gen'
residents and con
offered to resider
announcements, I
coverage, in parts
state. In fact, the
surprise of ACC
small. Theirrec)
from businesses I
since they prodw
successful progn
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
General Service District. Residents may take yard waste to the ACC landfill mulch processing
as well. White goods and other scrap metals are accepted free at a recycling center located at
goods, oversized items and additional yard waste can be collected curbside for an additional fee
ed to the resident's utility bill. The fees usually start at $35.
the PAYT system, Athens -Clarke County contracted for a materials recovery facility (MRF) that
y of items collected curbside commingled once per week, paper and containers separate, or at one
drop-off centers located throughout the county. The facility is guaranteed 775 tons per month
y system and all recycling revenue goes to the county. Business customers commingle plastic,
stainers in clear bags and mixed paper in separate clear bags. Businesses recycling large
ners, such as glass, may use roll -out carts. Residential customers are given two recycling
plastic, glass, metal and aseptic containers and the other for mixed papers. There is no additional
g. The elderly and handicapped are offered front door pick-up of recyclables at no additional
ig education efforts, waste reduction workshops and audits are offered to businesses to help them
ition. In addition to the brochures, presentations, etc., compost workshops are offered to
)st bins are sometimes given away for free. Compost bins with education material are regularly
for $10 each. Eight months prior to implementing PAYT, mailers, public service
sentations and press coverage was used to educate residents about the ensuing program. Press
jar, was quite extensive with articles appearing in Atlanta papers, widely read throughout the
lucation proved so successful that the program begin with very few problems, much to the
icials. They now believe they should have concentrated more on the businesses, both large and
ing programs have been more difficult to implement and there has been more resistance to PAYT
n residents. ACC officials believe more education is needed for their business clients especially
such a large quantity of solid waste. Overall, ACC officials stress that education is the key to a
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Pay -As -You -Throw Programs in the South
• Southern States Waste Management Coalition
Coweta County, Georgia Population: 38,302
' Contact: Judy Holdaway Inception: October 1993
Director of Environmental Management
22 East Broad Street Type: Bag
Newnan, GA 30263 Drop-off
(770) 254-3705
(770) 254-2606 fax Latest Update:
' Rates
Residential Garbage Disposal/Collection:
$.40 for 8 gallon bags
' $.75 for 16 gallon bags
S 1.50 for 32 gallon bags
5.10 for any bags for seniors and low income citizens (limited
to a maximum equivalent of one 16 gallon bag per week)
Results
' Collections Costs
Waste Landfilled: Waste Collections:
Recyclable Collections: Waste Disposal:
' Yard Waste Collections: Administration:
Other Collections: Total:
Coweta County is located in west central Georgia off 1.85. The county is experiencing growth from the southern
expansion of Atlanta and surrounding communities.
Residents of the county have the option of either curbside collection through franchised private haulers or
self-service at one of 16 drop-off convenience centers. Garbage taken to the convenience centers must be in
' approved bags purchased at fire stations, the Solid Waste Department and grocery stores. Recycling is free to all
county residents at 12 of the 16 convenience centers. The other four sites are strictly compactor sites staffed by
community service workers. Recyclables are collected in roll -off containers that, when full, are taken to a local
recycler. Operation and maintenance of the 12 convenience centers offering recycling is contracted out to a private
' company. Two of the sites are open 80 hours per week, ten are open 60 hours per week and the four sites serviced
by community workers are open at limited times. The cost to staff the sites is approximately $300,000 per year.
Nearly all costs are paid by the program with some general revenue fund appropriations. Eventually the county
hopes for the program to become an enterprise fund.
Large and bulk items must be taken to the county's transfer station and disposed at $1.48 per 100 pounds.
Recyclables but not garbage is accepted at the transfer station. The private haulers operating in the county must
register with the county and are required to utilize the transfer station. Other than that, private haulers are free to
operate independently and contract with individual households. Most of the private haulers offer curbside recycling
of select materials. The county has no records of the number of residents utilizing curbside service.
Before implementing PAYT. the county offered curbside service to all residents and operated its own landfill. The
unique change has been accepted well and there has been no significant illegal dumping problem.
Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
Douglasvil
Contact: Keith
Public Services
Buddy Allison,
P.O. Box 219
6695 Church S1
Douglasville, C
(770) 920-300(
Rates.
Residential Gai
Base Fee:
S8/month
Bag Fees:
5.70 for 20 gal
S 1.20 for 40 gi
Results
Waste Land
Recyclable
Yard Waste
Other Colic
Douglasville is
county are expi
e, Georgia
,. Williams
& Sanitation Superintendent
30133 -
Disposal/Collection:
bags
i bags
Collections
down 40%
Population: 15,000
inception: June 1995
Type: Base fee + Bag
Curbside
Latest Update:
Waste Collections:
Waste Disposal:
Administration:
Costs
Y
ns: Total:
n Douglas County just west of Atlanta. Like many communities surrounding Atlanta, the city and
riencing rapid growth from urban expansion.
After implementing a pilot recycling program, the city decided to utilize PAYT to increase recycling and decrease
waste generation. The bag system chosen by the city serves the 4,200 households in the city. The specially
imprinted bagsare purchased at local grocery stores and must be placed in 90 gallon carts provided by the city. The
base fee covers approximately 60 percent of the collection and disposal costs for the solid waste and recycling
programs. Recycling is contracted through a private.hauler. With the additional revenues from bag sales, all costs
are covered bythe program. The city also purchased a grinder for yard trimmings and provides the mulch free to the
public. The combination of PAYT, recycling and yard waste mulching has reduced landfilled wastes by nearly 40
percent.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
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Wilmington, North Carolina Population: 60,000
Contact: Bill Reed Inception: November 1992
Superintendent of Solid Waste Management
P.O. Box 1810 Type: Can
Wilmington, NC 28402 Curbside
(910) 341-7875 Latest Update: June 1997
(910) 341-4619 fax
Rates
Residential Garbage Disposal/Collection:
$12.10/month for one 40 gallon can collected once per week
$14.10/month for one 90 gallon can collected once per week
$25.70/month for one 90 gallon can collected twice per week
$1 for 33 gallon bags for overflow garbage
Landfill Tipping Fee:
$60/ton
• Results
Collections Costs
Waste Landfilled: down 10% Waste Collections: down 8%
Recyclable Collections: up 15% Waste Disposal: down 25%
Yard Waste Collections: up 36% Administration: no change
' Other Collections: Total: down 10%
' The City of Wilmington is located on the coast of southeastern North Carolina with a population of 60,000. The
community is growing with many of the new citizens being retirees from the Northeast. Being located near the
beach, the population of the surrounding area swells during the summer. These tourists not only add to the trash
' collected but also to the traffic in which the trash collectors must work. There are several sections of Wilmington
which add to the difficulties of providing trash services; a central business located within the historic district with
on -street parking and little or no place to store trash and many service alleys extremely difficult in which to
' maneuver.
In 1992 the tipping fee for Wilmington stood at $25 per ton. In just a short period the rate jumped 150 percent to
' $60 per ton. This increase had to be passed on to customers who became confused by the increase since they were
recycling more and thus sending less to the landfill yet their garbage bill increased. The garbage bill was beginning
to be a major expense for some people prompting a grass roots effort for a more equitable method of charging for
solid waste services. The solid waste staff analyzed the waste generation characteristics of the community and found
' that one-third of all residents set out their garbage only once per week and that the average weight of the garbage per
household for the twice a week collection in place at the time was 50 pounds.
With this information, the city began a pilot PAYT program in several communities offering customers the fee
structure listed above. After the pilot program, the PAYT program was initiated for the city at large.
' Wilmington changed from a twice per week collection to a once per week collection at the time of implementing the
PAYT program. With this change, the city renegotiated its contract with a private hauler saving $400,000 in the first
year. Although the second collection per week is still available, only 2 percent of the population has chosen this
' option. Staff originally planned to charge extra for yard waste and bulky item collection but citizens wanted these
services tied to the price of the carts. Citizens did like the idea of the overflow bags since this allowed them to opt
for the lower rate even if they occasionally set out more garbage than their subscription allows. In fact, excess waste
after Christmas and moving -in is collected free.
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Pay -As -You -Throw Programs in the South
Southern States Waste Management Coalition
From the results of the pilot program, the city purchased the 40 and 90 gallon cans. An immediate problem was that
more people chose the 40 gallon cans.in the city at large than in the pilot program prompting the city to allow some
people to pay the 40 gallon subscription price even though they were using a 90 gallon can. Then, after more 40
gallon cans had been purchased and switched out with the 90 gallon cans, they had to be switched out again as
residents discovered that they could not get by with the smaller cans. Staff believes this problem could have been
minimized with a third intermediate sized can.
Other problems Lsociated with the PAYT program are that illegal dumping has increased by 5 percent although
much of this is attributed to the county not requiring garbage collection services. Some people attempt to subscribe
to lower service levels by over -stuffing the carts requiring more time to empty them. Also, the administrative
workload has increased, due in part to the problem of residents switching can sizes at an unacceptable rate. The city
may impose a limit on the number of times a customer may switch subscription levels. Revenue planning also is less
predictable.
There are still some problems with people piling bags on top of the cans expecting all of it to be collected because it
is not on the ground. Collection employees have been accused of being lazy because they will not pick up the extra
garbage. Convincing employees not to pick up unauthorized garbage was a problem at first since, before the PAYT
program, they would have been disciplined for leaving any garbage at the curb.'
Over time the p
_relationship bet
people are recy
• PAYT program
• guidance.
Through their c
program in pla}
service offered
sell the prograr
oblems have been solved and the program is considered a success. Most people understand the
veen garbage generation and their garbage bill.. Less waste goes to the landfill and incinerator. More
ling more and most people's garbage bill has decreased with the more equitable billing system of the
Other communities interested in can systems are now looking to the Wilmington program for
sperience, the solid waste staff recommend that a community already have a recycling and yard waste
e before implementing PAYT. Furthermore, a cost analysis should be made for pricing the levels of
to customers. Also, support from receptive community groups should be sought and utilized to help
i to the rest of the community. And finally, customer education is critical throughout the program.
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-As-You-Throw—MSW Planners
http://www.epa.gov/epaoswer/non-hw/payilplanners.htm
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Pay -As -You -Throw
A Fact Sheet for MSW Planners
MSW programs today need to offer more than reliable waste
collection services. In some communities, the issue is rising
collection and disposal costs. Other communities are looking for
ways to extend landfill capacity.
As an MSW planner, you know how important it is to reduce the amount of waste
residents put out for collection (or bring to the landfill).
In fact, your community probably started a recycling program to help divert some
of this waste from disposal. Even with a strong recycling program, however, it's
likely that your residents are steadily throwing away more each year —pointing to
the need for not only more recycling, but getting residents to generate less waste in
the first place.
' For MSW planners in nearly 2,000 communities, a program called "pay -as -you -throw" is helping them
meet this challenge.
' What is pay -as -you -throw?
' Pay -as -you -throw programs, also known as unitbbased pricing or variable -rate pricing, provide a direct
economic incentive for your residents to reduce the amount of waste they generate. Under
pay -as -you -throw, households are charged for waste collection based on the amount of waste they throw
away —in the same way that they are charged for electricity, gas, and other utilities. As a result, residents
are motivated not only to increase the amount they recycle but to think about ways to generate less waste
in the first place.
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weigh the waste and record the amount for billing purposes,
common.
Pay -as -you -throw programs can be
structured in several different
ways. Some communities charge
residents based on the volume of
waste they generate. Under
volume -based programs, residents
are charged a fee for each bag or
can they fill up. Communities also
can require that residents purchase
tags or stickers and affix them to
their own containers. Other
communities bill residents based
on the weight of their
trash —although, because of the
cost of the equipment needed to
weight -based programs are far less
' What are the benefits of pay -as -you -throw?
' However it is structured, pay -as -you -throw has the potential to improve MSW programs in several
important ways. First, there are significant economic benefits. Because of the incentive to generate less,
communities with programs in place have reported reductions in waste amounts ranging from 25 to 45
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07/25/97 09:30:59
Pay-As-You-Throw—MSW
http:/fwww.epa:.gov/epaosweWnon-hw/paytlplannersht4
percent, on average.
transportation expen
• significant increases
• collected materials.:
of waste collection z
programs (such as rc
costs for the commu
education and enfor'
a pay -as -you -throw
)r many communities, this can lead to lower disposal costs, savings in waste
s, and other cost savings. Pay -as -you -throw communities also typically report
i recycling. In some cases, this can yield increased revenues from the sale of
addition, pay -as -you -throw programs can be designed to cover the cost not only
I disposal, but also some or all of the community's complementary MSW
'cling, composting, and bulky waste collections). Of course, there often are new
ty when a pay -as -you -throw program is adopted, including expenditures for
nent. These costs usually are not significant, however —and they can be built into
:e structure to. ensure that they will be covered. - I
Another advantage of pay -as -you -throw programs is the greater control over costs they offer to residents.
While they may not realize it, your residents pay for waste management services. And whether they pay
through their taxes orla flat fee, those residents that generate less and recycle more are paying for .
neighbors that generate two or even three times as much waste. With pay -as -you -throw, residents that
reduce and recycle are rewarded with a lower trash bill.
This incentive to put less waste
at the
curb also can make a big environmental
difference. When people
generate less waste and recycle
more,
fewer natural resources are used, there is less pollution from
manufacturing, and less landfill
space
is consumed -reducing the need to site
new facilities.
Are there d
While there are potei
that they have found
when they first learn
found that illegal dui
communities offer tl
allow individuals to
amount they will ha,
used to help reduce t
How can I learn
EPA has developed
programs. Pay-as-yc
Solid Waste (EPA5:
advantages of pay -a
programs work. To
800-424-9346 or TI
DC, and outside the
ntages to pay -as -you -throw?
al barriers to a successful program, communities with pay -as -you -throw report
fective solutions. Community officials often raise the prospect of illegal dumping
)out pay -as -you -throw. Most communities with pay -as -you -throw, however, have'
»ng in fact did not increase after implementation. This is especially true when
r residents recycling, composting for yard trimmings, and other programs that
Juce waste legally. Others, particularly lower -income residents, worry about the
to pay. In many communities, however, coupon or voucher programs are being
sh collection costs for these households.
ore about pay -as -you -throw?
guidebook for anyone interested in pay -as -you -throw
-throw: Lessons Learned About Unit Pricing of Municipal
i-R-94-004) contains background information on the
you -throw and provides detailed information on how these
der a copy, call the EPA/RCRA Superfund Hotline at
) 800-553-7672 for the hearing impaired. For Washington,
Jnited States, call 703-412-9810 or TDD 703-412-3323:
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fy-As-You-Throw—State Officials
http://www.epa.gov/epaoswer/non-hwlpaytlstate.htm
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Pay -As -You -Throw
A Fact Sheet for State Officials
Like most state environmental officials and planners, you've.
probably been emphasizing the MSW management
hierarchy: recommending that communities reduce and
recycle as much as possible.
Today, waste reduction is the focus of MSW planning in most states.
This has helped recycling programs to spread quickly, and recycling -
markets have been developed to purchase and process the collected
materials.,
' Source reduction, however, has fallen behind this pace. While the rate of increase is slowing, individuals
in this country are continuing to generate more waste each year —and, as a result, waste management is
growing more difficult. Communities in your state need programs that will do more than increase
' recycling: they need to encourage residents to prevent waste, too.
For growing numbers of communities, "pay -as -you -throw" programs are being used to achieve this goal.
While fewer than 200 programs were in existence as recently as the mid -1980s, today, nearly 2,000
' communities across the country are using pay -as -you -throw to better manage solid waste.
-what is pay -as -you -throw?
ray -as -you -throw programs, also known as unit -based pricing or variable -rate pricing, provide a direct
economic incentive for individuals to reduce the amount of waste they generate. Under -
' pay -as -you -throw, households are charged for waste collection based on the amount of waste they throw
away —in the same way that they are charged for electricity, gas, and other utilities. As a result, residents
are motivated not only to recycle more but to think about ways to generate less waste in the first place.
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Pay -as -you -throw programs can be
structured in several different ways. Some
communities charge residents based on
the volume of waste they generate. Under
volume -based programs, residentspay for
each bag or can they fill up. Communities
also can require that residents purchase
tags or -stickers arid affix them to their
own containers. Other communities bill
residents based on the weight of their
trash —although, because of the cost of
the equipment needed to weigh the waste
and record the amount for billing
purposes, weight -based programs are far
less common.
What are the benefits of pay -as -you -throw?
However they are structured, all pay -as -you -throw programs share important benefits for both communi
ties and their residents. First, households under pay -as -you -throw have more control over their solid
waste management costs. While they may not realize it, residents pay for the waste management services
they receive. And whether they pay through their taxes or a flat fee, those residents that generate less and
1012
07/25/97 09:33:13
PAs=You-Throw—State
http:7/www. epa.go/Cpaoswer/non-hw/payt/state. h tm1
recyc e more are pay
pay -as -you -throw, re4. :
in communities with
red netions.in waste a
*ell -further cutting
costs,°savings in'wasi
• materials and other c
''And less waste and it
management picture
i.prsis and remar
;invesitrients in the in:
resources wal t
. ,
slate ys envircw,,
suppot'at both.
..--.National C-onfel
.Atedi:
While there are
• Lhey will have to pay.
help reduce tcasl -c ll
qw can I Iea"rn 1
EPA has developed a
Pay -as -you -throw: -Lc
contains background.
information on how ti
;800 424,-9346:or.TDJ
!lnT mils alt RY _
foi':rreiAhbors that geneiatc-two or three times as much waste. With'
ei ts=that reduce and recyckeare rewarded; 'ith'a lower trash till.
y-as=yo Abrow programs, this incentive, has resulted in reported average
aunisaanging from 25 to 45 percent. Recycling;teiids to increase significantly as
vn on the amount of waste requiring disposal. This' can mesh ldwer disposal
ransportation expenses, potentially greater revenues froth the sale of recovered
t savings:
eased recycling at the local level translates into an .improved solid waste
to -wide. Increased amountsof recovered materials will become available to
acturers, encouraging the development of increased recycling ;capaCitystid other
structure of re cycling. The potential for lower costs can help -increase the
cities' MS W programs. And less waste mans fewer'datural
stages ato pay -as -op -throw?
d barriers to a successful program, communities' with
found effective so1 utions Local officials, for example,
sl dump`ing will ir}crese oncidems are asked to pay -
3ste tliey generate. Most cgmmunities:with .
found this not to be the case, however, especially when
s.tecycling,-composting for yard trimmings, and otherprograms that allow
aste legally. Others, garticularly lower -income residents, worry about the amount
i many comtnunifies, however; coupon or Voucher programs are being used to
Lion costs for these households. :
on about pay -as -you throw?
• uidebook for anyone interested in pay -as -you-throw programs..
ions Learned About Unit Pricing of Municipal Solid. Waste (EPA$30-R-94-004)
formation on the advantages of -pay -as -you -throw and provides detailed
se programs work. To order a copy, call the EPA/RCRA Superfitnd Hotline at
g00-553-7672 for the hearing impaired. For Washington,: -DC, and outside the
412-98 i 0 or TDD 703-4I2 332.3:
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07/25/97 09:33:14'
Iy-As-You-Throw—Throw Away Less and Save
http://www.epa.gov/epaoswer/non-hw/payt/public.htm
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Because of these potential
cost savings, both you and
your neighbors will naturally
want to reduce the amount of -
waste that you generate. And
when people reduce waste,
that can mean lower costs for
your community, since it
costs less to collect and
dispose of everyone's trash.
This might even free up
funding for other municipal
services you depend
upon —like schools and fire
and police protection.
na t , "1LPt'1 In addition, the
pay -as -you -throw incentive to
put less waste at the curb can
make a big environmental difference. When people generate less waste and recycle more, fewer natural
resources are used and there is less pollution from manufacturing. Valuable landfill space is conserved
as well,'reducing the need to site new facilities.
Are there disadvantages to pay -as -you -throw?
While there are potential barriers to a successful program, communities with pay -as -you -throw report
that they have found effective solutions. Illegal dumping is a frequently raised issue. While people often
assume that illegal dumping will increase once residents are asked to pay for each container of waste
they generate, most communities with pay -as -you -throw have found this not to be the case. This is
especially true when communities offer their residents recycling, composting for yard trimmings, and
other programs that allow individuals to reduce waste legally. Others, particularly lower -income
residents, worry about the amount they will have to pay. In many communities, however, coupon or
voucher programs are being used to help reduce trash collection costs for these households.
What Can I Do?
If you're interested in pay -as -you -throw, talk to your town planner or local elected representatives! Ask
them if they know about pay -as -you -throw, and whether they would consider using it in your
community. If you or your town's officials want to know more about pay -as -you -throw, EPA has
developed a guidebook you can use. Pay -as -you -throw: Lessons Learned About Unit Pricing of
Municipal Solid Waste (EPA530-R-94-004) contains background information on the advantages of
pay -as -you -throw and provides detailed information on how these programs work. To order a copy, call
the EPA/RCRA Superfund Hotline at 800-424-9346 or TDD 800-553-7672 for the hearing impaired.
For Washington, DC, and outside the United States, call 703-412-9810 or TDD 703-412-3323.
When people generate less waste and recycle more,
'
r fewer natural resources are used and there is less
pollution from manufacturing.
Go Back to the Pay -As -You -Throw Home Page
•
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07/25/97 09:32:13
Pay -As -You -Throw -Throw Away Less and Save http://www.epa.,aov/epaoswer/non-hw/payt/public.htm�
I
Pay -As -You -Throw
Throw Away
begun using them.
What is pay
Pay -as -you -throw is
pay-as-you-throwct
or can of waste they
way, the system mo
first place.
For community resid
fairness and greater c
and always leave out
you're helping them
generate —so you we
pay -as -you -throw, w
s and Save
Do you know how much you spend per month on
electricity? How about your gas utility? The person
who pays the bills in your household probably has a
pretty good idea. But do you know how much you spend
on garbage?
Each time your city or town sends a truck down your street to pick
up your waste, it costs money. It costs money even if you drop
your trash off at a local dump. Ultimately, you pay for this service,
usually through your local taxes. And it's not likely that you have
much control over the amount you pay, regardless of how much
garbage you create.
There is a different system, however, under which residents are
C� ,pNP asked to pay for waste collection directly —based on the amount of
garbage they actually generate. They're called "pay -as -you -throw"
programs, and nearly 2,000 communities across the country have
different way of paying for waste collection and disposal services. In some
munities, it works on a per -container basis: households are charged for each bag
anerate. A few communities bill residents based on the weight of their trash. Either
ates people to recycle more and to think about ways to generate less waste in the
however, the most important advantage of pay -as -you -throw may be the
rol over costs that it offers. Do you have neighbors that never seem to recycle,
or seven bags of trash? While you may not have thought about it, right now
for that waste. Under pay -as -you -throw, everyone pays only for what they
have to subsidize your neighbor's wastefulness any more. It's only fair. With
you recycle and prevent waste, you're rewarded with a lower trash bill.
Because of these potential
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07/25/97 09:32:12
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RESOLUTION NO. 9-98
A RESOLUTION APPROVING THE PROPOSED METHOD
CHANGE IN COLLECTING RECYCLABLE MATERIALS IN
THE RESIDENTIAL SECTOR.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1. That the City Council hereby approves the proposed method change in
collecting recyclable materials in the residential sector. A copy of the proposal is attached hereto
marked Exhibit "A" and made a part hereof.
E Pt#S,baND APPROVED this 20th day of Jam, 1998.
-t .J'
' Ali
��s; 1F',.,:�4 �, APPROVED: JJ
ATTEST:
By:
Fed Hanna, Mayor
By
Traci Sri, City Clerk
/JePc,t