SR-503-001-02 (21)
...
.
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~03-00/-0211 B
NOV 1 4 1978
Santa Monica, California
November 6, 1978
TO.
Mayor and City Councll
FROM:
SUBJECT:
Ci ty Staff
Recommendation for Refuse Rate Increase
Introduction
This report presents information regarding revenues and expenses for the
City.s Refuse Collection and Disposal activitles and recommends the
adoption of a refuse service rate increase.
Background
Description of The Service
Residential refuse co11ection and disposal service 1S provided by the City
San1tation Division of the General Services Department. It provides a high
level of service with twice weekly collection (except during holiday weeks)
for single famlly residences, and either twice weekly or daily collection
(six times per week) for multl-family residential units, depending on thelr
needs. Daily collection is charged at an increased amount for the increased
level of service. There are 28,000 residential stops, including 19,600 alley
stops and 8.400 curb stops.
Commercial/Industrial refuse collection is performed in open competition
with several private collectors. The City provides service to about 70% of
the commercial/industrial firms and the several pr1vate collectors provide
service to the remainder of the firms. This competitive situation encourages
efficiency and cost effectiveness on the part of the City Service as well
as the pr1vate collectors.
II E' <_
MG'4 1 &\ 19(
.
.
To:
Mayor and City Council
-2-
November 6, 1978
Service is provided by 14 trucks per day, including 11 two-man rear loading
trucks servicing bins and containers in the multi-familyjcommercialjindustrial
areas, and three one-man side loading trucks serving the single family
resldential areas.
All workers, except supervisors, have been on the incentive system since 1974,
whereby they may leave work when they finish their route -- except when there
is an equipment breakdown, in which case all trucks finlshing early must help
1n collecting the route which had the breakdown.
Disposal methods include the operation of an open transfer statlon at the
City Yard. This facility was built in 1960 to replace the former incinerator.
Approximately 200 tons of refuse per day are compacted, loaded, and hauled to
the County Mlsslon Canyon landfill. The Mission Canyon slte may be closed in
approximately three years, in which case a site in Monterey Park or West Covina
will be used. Increased costs may be incurred at that time because of the
greatly increased haul distance, but Recommended Fee Schedule #2 will provide
funds for this purpose.
Progress in Making, Productivity Increases
T~e staff has continually strived to make changes in collection and disposal
methods to reduce costs and manpower and to provide for the constantly
changing service demands. In addition, several new types of special services
are now offered at rates which pay for these services. Some of the changes
in the last four years have been:
1. The use of one-man trucks in slngle family areas, resulting in a
net reduction of four collectors.
2. The use of the incentive system previously described.
.
.
To:
Mayor and City Council
-3-
November 6, 1978
3. The conversion to an all diesel fleet of trucks, resulting in
less maintenance and greater fuel economy.
4. The requirement that all apartment/condominium complexes in excess
of 10 units be required to have bin service, resulting in faster pickup.
5. Providing special bin service for homeowners who are remodeling or
c 1 eam ng house.
6. The conversion to new Heil trucks with faster cycling time.
7. The purchase of a new 28 cubic yard front loading truck for service
to commercial routes, resulting in faster plckup.
8. The purchase of a second small "bin truck" to haul the bins out of the
basements up to the alleys.
Future Plans for Collection and Disposal
The staff is studying several additional plans for changes in the future for
collection and disposal. These include the following:
1. Use of mechanlzed one-man trucks with special containers in the single
family residential areas which will result in reduction in employee
back injuries and will increase productivity.
2. Contracting for construction and operatlon of a new enclosed transfer
station of greater capacity than the present station, which will
result in a long term solution to the disposal problem.
3. Use of on-site compactors at large multi-residentlalJ commercial/
industrial complexes.
4. Use of heuristic routing methods to find the theoretically shortest
route for each area. (At present there are differences of opinion
among the collectors as to the shortest method of collecting each
route). Heuristic routing would establish a predetermined set of rules
that, if followed, provide the most efficient collection route for
each a rea .
5. Establishing a program whereby veteran collectors can be trained and
placed in other jobs in the City. The nature of the work of a refuse
collector is quite physical. This program will encourage refuse
collectors to transfer to other positions in the City 1n order to help
prevent additional physical disabilities and to provide productive
opportunities for the longer term collectors.
Any or all of these programs should increase productivity and provide a
safer and more eff1cient operation.
.
.
To;
Mayor and City Council
-4-
November 6~ 1978
Financial Status of Refuse Collection and Oisposal Operations
The present refuse rates for collection and disposal were adopted by the
Council in June, 1974. The only increase since then has been for on-property
service (bin rollout charge).
Since 1974 there have been substantial lncreases in the expenses of the
sanitation operations even though there have been net reductions in the work
force of three persons. The rate at Mission Canyon Landfl11 which the County
charges the City has increased more than 200% (from $1.60 per ton to $3.50 per
ton) since June, 1974. Another $.25 per ton increase in the dump fees is
scheduled for January 1, 1979. This is a State mandated surcharge to be used
for litter control and recycling.
The price of refuse co11ectlon and hauling equipment has nearly doubled in the
last four years and most of the other cost components of our refuse operatlon
(especially fuel) have suffered the effects of inflation during this period.
Exhibit "A" lndicates how the major expense categories have increased since 1974.
Exhibit "8" compares the total cost pattern with the revenue pattern during
this same period. It should be noted that although the 1974 rate increase was
adopted in June of that year, the implementation was not actually completed until
early 1975. Therefore, the full lmpact on the refuse revenues was not actually
realized unti1 the 1975/1976 fiscal year. Once the rate increase was fully
implemented, revenues and expenses were nearly at the break even point until
the end of the 1976/1977 fiscal year. However, Exhibit "B" clearly indicates
that since 1976/1977 expenses have continued to rise rapidly while revenues
have remained nearly constant. The effect of inflation has been particularly
severe on the refuse operation for the reasons cited above.
.
.
To: Mayor and City Councl1
-5-
November 6, 1978
These conditions have produced the result of a $150~000 operating deficit for
1977/1978 and a projected $300,000 operating deficit for 1978/1979. It is
obvious, therefore~ that a rate increase is required if the refuse operation
is to be on a paying basis. Presently, all refuse fees are deposited into
the General Fund and expenses are paid out of this Fund. Therefore, any cost
deficit is paid out of the General Fund.
Exh i b it lie II presents a campa rl son of fees cha rged by el ght campa rab 1 e
Southern California citles to fees presently charged in Santa Monica. These
figures clearly indicate that Santa Monica is well below the average of these
cities in all categories of refuse collection service.
Approximately eighty-five percent of Santa Monica's refuse operation revenue
comes from the collection fee charges to residential dwelling unlts and
commercial (business) accounts that do not have bln service. Bin rental
charges to apartment houses and a combined collection fee and bin rental charge
to business accounts that have bin service provide the remainder of the refuse
servi ce revenue.
Decision Alternatives
If it is Council IS desire to have refuse rate charges at a level sufficient to
cover all operating expenses for the refuse collection and dlsposal operation,
a rate increase is required. Described below are two rate structure alternatives
that will achieve thlS goal.
Alternative No.1
As presented in Exhibit "0", proposed Fee Schedule No.1 will prov1de an
additional $380,000 in additional annual revenue. As indicated in Exhibit IIEII,
this level of revenue will cover the projected deficit and provide a very small
excess ($30,000) that will go towards the projected cost increases for 1973/1980.
.
.
To: Mayor and City Council
-6-
November 6, 1978
This is the minimum increase necessary to keep the operation at a near break-
even point for one year.
Advantages:
1. This fee schedule represents the minimum increase necessary to
meet costs. Thus, thlS schedule will have the least financial
impact on Santa Monica residents.
2. This level of increase leaves Santa Monica's rates far below the
comparable cities as listed in Exhibit lie".
3. This short-term solutlon does not require relYlng on long-term
projections or estimatlons of costs.
4. The most any residential unit will pay will be an additional $.50
per month.
Disadvantages:
1. If the refuse operation is to be maintained on a paying basis,
proposed Fee Schedule No.1 will need to be re-examined and most
likely revised annually to keep pace with inflation. (See Exhibit UP).
This pattern of more frequent rate increases may be more irritating
to Santa Monica resldents than a larger increase that would not
require adjustment for three or four years.
2. There are certain administrative costs associated with frequent rate
adjustments such as minor changes in the computer billing system and
substantial increases in public lnquiries.
Alternative No. 2
A second alternatlve is the implementation of proposed Fee Schedule No.2.
(See Exhibit "0"). This alternative will generate approximately $620,000 of
additional annual revenue.
Advantages:
1. Adoption of Fee Schedule No.2 will provide sufficient revenue
so that another rate increase should not be required for three or
four years.
2. This fee structure will provide some surplus for the first two years
which can be used to upgrade the refuse collection and disposal
fleet or help offset the costs of some other sanitation services
such as street cleaning.
.
.
To: Mayor and City Council
-7-
November 6, 1978
3. This rate schedule will still leave Santa Monica1s rates well
below the average of comparable cities.
4. The most any resldentlal unlt will pay will be an additional
$1.00 per month.
Disadvantages:
1. In order to obtain an increase sufficient to sustain the refuse
operation for three to four years, some surplus wl11 be generated
during the first two years under the new fee structure. Some may
believe that this is not an appropriate use for refuse charges.
2. This higher rate structure is based on long range cost prOJections
which, due to uncertainties in the economy~ may require an earlier
than anticipated rate adjustment.
Recommendatlon
Staff recommends the adopt1on of Fee Schedule #2. This fee structure represents
a reasonable increase~ affordable to the resldents~ and yet sufflClent to sustain
the refuse operation on a paying basis for several years.
Staff recommends that the City Council authorize the City Attorney to prepare
Resolution and Ordinance changes necessary to increase refuse service charges
as listed on the following page:
. ,
Type
To:
One
Owe 11 ing
Unit
Per Lot
.
Mayor and City Council
Two or More
Dwell i ng Units
Per Lott including
Condominiums
-8-
Boarding
Houses
and other
Miscellaneous
Un its
.
November 6, 1978
BU51ness
and
Commercial
Every Water
Account not
Utllizing
Ci ty Refuse
Service
(A)
2 days
per week
(B)
6 days per
week
$4.00
( curren t:
$3.00)
MONTHLY CHARGES (Billed Bimonthly)
$2.50 per unit
up to 50 units t
plus $2.25 per
unit thereafter
up to 100 units,
plus $2.00 per unit
for every unit over
100 units.
(current: $1.75 per
unlt up to 50 unitst
plus $1.50 per unit
thereafter up to 100
unltst plus $1.00 per
unit for every unit
over 100 units).
$2.00 per
month per
unit
(current:
$1.00 per
month per
Unl t) .
$4.00
per each
~ cubic yard
per collection
(current:
$2.00 per each
~ cubic yard
per collection).
$1. 00
(No Change.)
$12.00 per
each \ cubic yard
per co 11 ecti on.
(current: $6.00
per each ~ cu. yd.
per collectlon)
Prepared by:
Attachments:
Stan Scholl
Neil Miller
Exhibit A -- Major Expense Categories
Exhibit B .- Revenue Compared to Expenses
Exhiblt G -- Rate Comparison with Other Cltles
Exhibit D -- Rate Proposal Alternatives
Exhiblt E -- Effect of Proposed Rate Increases on
Projected Revenues
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