Accomplishments and Tasks/Plans Strategic Priority Area: Diversion

Transcription

1 Accomplishments and Tasks/Plans Strategic Priority Area: Diversion Evaluate and establish a new, increased diversion rate and develop mechanisms to measure diversion for each community/sector 1. Staff utilized the CalRecycle annual reporting process to report diversion tonnages and evaluate program effectiveness Evaluate and plan for achieving the new state diversion goal of 75% by 2020 established by AB 341. We will utilize the new franchise as s vehicle to get us there. 2. Continue to use periodic reports submitted by CCCSWA franchisees and other service providers and the CalRecycle Annual Report process to measure diversion by community and sector. 1. Staff work covered in.. 2. Staff work covered in Promote the new diversion rate as a common goal for all community sectors Staff has conducted intensive planning for new services during the interim period leading up to new franchising and during the new franchise period. This planning has included recognition of the 75% goal established by the state. Staff will continue to make the 75% by 2020 the primary goal for planning of commercial services during the interim period and services for all sectors in the new franchise period. Staff will also explore a high diversion goal ( Approaching Zero Diversion ) as discussed by Board members during the recent Board Workshop. Staff work covered in Seek and evaluate new opportunities for waste reduction and diversion activities that will contribute to CCCSWA s ability to meet and exceed the established diversion goal 1. Continued growth of the Food Recycling Project with planned expansion to 250 participants by June Concluded Martinez Transfer Station permit revision allowing purchase of new grinder. 2. Continued to work with member agency Permit Staff to manage C&D waste diversion through use of certified disposal/recycling facilities. 1. Continue Expansion of Food Recycling project to 325 participants or greater and installation of grinding operations at the Martinez Transfer Station to reduce transportation and processing costs. 2. Implement C&D Waste Diversion program on July 1, 2012 as the CCCSWA s primary approach to C&D waste diversion and reuse. Conduct detailed assessments by outside 1. $33,590 budgeted in DIF Staff work covered in $10, 135 budgeted in the Diversion 1

2 Designed new C&D Waste Diversion Program for implementation following closure of Permit Program that will sustain future C&D diversion efforts. 3. Expanded testing of Green Halo C&D diversion tracking system to include Walnut Creek, Orinda, and Moraga. 4. Continued to monitor and support the RecycleBank Pilot program in Orinda and Moraga. Support included working with RecycleBank staff to conduct info tables at public events and develop promotion direct mail pieces. 5. Developed plans for Mandatory Commercial Recycling implementation in July 2012, as required AB 32. Additionally, continued to work with CCCSWA Board to develop alternatives for new commercial recycling services during the interim period leading to new franchising. 6. Continued the Home Composting for Busy People! Program and began sale of Soilsaver Compost Bin at reduced pricing as an incentive to begin or expand home composting and increase participation. consultants of certified C&D facilities to observe and evaluate process for diverting received C&D waste and document facility diversion rates. 3. Continue to work with member cities to expand use of the Green Halo electronic reporting system to improve C&D waste diversion reporting. 4. Follow the Board decision regarding the RecycleBank Pilot program at the May Board Meeting. If the Board decides to continue RecycleBank in Orinda and Moraga or expand to other member agencies, staff will work to support this expansion. 5. Continue development of Mandatory Commercial Recycling implementation, including new semi-exclusive multi-material collection service implementation for the interim period. Conduct notification outreach to let businesses know if requirements and available commercial services.. 6. Maintain the Home Composting for Busy People! Program and sustain effective outreach, workshop education, and sale of reduced price compost bins as an incentive to begin or expand home composting and increase participation DIF for assessment of C&D destinations $10,135 budgeted in DIF Staff work covered in.. 5. $33, 464 budgeted in the Ops Staff work covered in salaries and $46,698 budgeted in OPS. Diversion 2

3 7. Continued Home Generated Sharps Collection Program within all member cities as a way to offer convenient drop-off for biohazard waste material. 8. Continued the retail and reuse battery collection programs as convenient opportunities for household battery recycling. 7. Sustain Home Generated Sharps Collection Program within all member cities as a way to offer convenient drop-off for biohazard waste material. Continue marketing activities to promote collection program. 8. Maintain the retail and reuse battery collection programs as convenient opportunities for household battery recycling. 7. $20,000 budgeted in the DIF $143,000 budgeted in DIF (retail & re-use combined) 9. Conducted second test of Bring your Own bag outreach campaign working with three local stores to test signage, promotional pieces, and distribute reusable bags during April-May Based on the results and lessons learned from both test campaigns, continue plastics reduction/bring your Own bag outreach and public education in partnership with local stores.. 9. Included in Staff Salaries and $3,900 in DIF budget. Diversion 3

4 Develop mechanisms to measure effectiveness of existing waste reduction and recycling programs and evaluate underperforming programs for improvement or termination Staff continued to evaluate diversion programs through monitoring reported tonnage from collectors. Programs that received heightened scrutiny included curbside recycling in Orinda & Moraga as part of the RecycleBank Pilot Program and collection tonnage of food waste as part of the Food Recycling Project. Continue to evaluate diversion programs through monitoring reported tonnage from collectors and maintain focus on new, higher cost and high visibility programs. Staff work covered in Develop a plan to redesign the approach to the commercial recycling sector that will contribute to increasing the overall diversion goal Conducted abbreviated proposal process to evaluate various service approaches for testing during extension of the current franchise. The Board decided against pursuing the franchise extension and associated services. The Board is currently considering contracting with 4 established services from the current permit program to respond to Mandatory Recycling requirements and to replace the discontinued permit program. Continue planning process leading to new interim commercial services commencing in July 2012 to replace the discontinued permit program and respond to Mandatory Commercial recycling requirements. Staff work covered in Investigate existing or new technologies that will increase material diversion, including Wet/Dry collection methodologies, mixed or dirty Material Recovery Facilities (MRF), and others Staff visited Davis St and Newby Island facilities to observe facility changes that will support mixed waste processing at each. Both facilities have available capacity to support CCCSWA needs for future franchising. Staff has also attended BioCycle and CRRA conferences that have presented info on mixed waste, wet/dry, and other emerging technologies. As CCCSWA begins to develop a new franchise document(s), continue to investigate and analyze new collection, and processing technologies that will support the agency s long term 75% and high diversion goals into the new franchise period. Staff work covered in Diversion 4

5 Identify, develop, or expand local/regional facilities for processing of recovered materials (i.e. green waste, food waste, fiber) Staff continued to look for new or expanding recycling, composting or reuse options in this region. In addition to the activities discussed for the prior goal, staff has found and investigated addition facilities for processing and recovery of C&D waste, including expanded C&D processing at the Richmond Transfer Station and mixed metal recovery facilities in Richmond and Vallejo. Staff will continue to be vigilant for new or expanded recycling, composting, or reuse options in this region that provide cost effective opportunities for existing or planned programs. This will include new programs planned for use during the interim commercial recycling program and during the new franchise period. Staff work covered in Increase effectiveness of city C&D ordinances and self-haul collection/recovery programs for C&D waste materials 1. Designed the new C&D Waste Diversion Program consisting of member agency C&D ordinances, Certified C&D Recovery Facilities, Permitted Transporters, and electronic reporting, to make C&D diversion more effective and reportable. 1. Implement the new C&D Diversion program and work with City Building Permit departments to adopt and support the program. Monitor program use to assess whether program goals are being met. 2. Conduct detailed assessments by outside consultants of certified C&D facilities to observe and evaluate process for diverting received C&D waste and document facility diversion rates. 1. Staff work covered in. 2. $10,135 in DIF Budget Pursue regional partnerships that will increase scope and effectiveness of programs and potentially lower costs Maintained the following partnerships: EBMUD and AWS to implement the Commercial Food Recycling Project. Stopwaste.org, and Cities of San Jose, San Francisco, and San Ramon to certify regional C&D recovery facilities. Started work with Contra Costa County and other Bay Area jurisdictions to develop a common Continue partnership with: AWS and EBMUD to expand Food Recycling Project. Stopwaste.org, and other Bay Area cities to certify and oversee use of C&D recovery facilities in this region. Continue partnership with member city building permit staff to utilize C&D Disposal Facilities list to increase C&D waste diversion and support record of this diversion. Staff work covered in Diversion 5

6 database to support website based recycling guides ( Recycling Wizard ). Continue work with Contra Costa County and other Bay Area jurisdictions to develop a common database to support the recycling guide ( Recycling Wizard ). Investigate additional partnership opportunities to leverage staffing efforts and funding requirements that address shared CCCSWA and regional needs. Evaluate and assess continuing food waste collection programs for residential and commercial sectors 1. Continued residential food scrap collection in the Lamorinda communities, Walnut Creek, and adjacent County areas. Collected green/food waste materials are composted at the Newby Island facility.. 2. Will conduct a marketing/outreach test in April-May 2012 to test direct mail and cart hanger marketing pieces against a control group in all participating communities to determine which form of marketing may increase participation. 1. Continue to promote food scrap recycling in all four communities at community events and local media articles and announcements Incorporate what is learned from the marketing/outreach test into future food scrap program outreach beginning in FY 2013/14. Staff work covered in Match current and future diversion program and activities with local government protocols for greenhouse gas reduction Recognized AB 32 Local Government Protocol identifying commercial waste diversion for AB 32 mitigation action. CCCSWA will continue to monitor local government protocols as they are released and/or modified by the CA Air Resources Board (CARB) and CalRecycle. Staff work covered in Diversion 6

7 Monitor climate change legislation for potential impacts on current/future diversion programs and activities 1. Continued participation in CalRecyle meetings to refine mandatory commercial recycling regulations scheduled for adoption in July Plan for interim commercial recycling activities to respond to collection, outreach and monitoring requirements of the Mandatory Commercial Recycling regulation and begin implementation and promotion of the new program in July Staff work covered in.. 2. Planned for CCCSWA compliance with mandatory commercial recycling as part of revision of the CCCSWA commercial recycling program Will implement planning during this fiscal year.. 2. Covered in Staff Salaries. Program waste reduction and recycling into key community events (i.e. special events, natural disaster/storm, large construction, etc.) CCCSWA assisted member cities by providing an information booth and recycling assistance at special events, including Walnut Creek Art & Wine Festival, Art & Wine Fair in Lafayette, and Lafayette Earth Day, Moraga Pear Festival. CCCSWA staff will participate in at least two days of large special events within each member agency to distribute waste reduction and recycling information. Staff work covered in Salaries. Events at $16,809 budgeted in DIF. Diversion 7

8 Accomplishments and Tasks/Plans Strategic Priority Area: Organizational Excellence Review contracts with various service providers to ensure all provisions are being met 1. Staff continues to use the rate setting system to insure the best quality service at the lowest cost for our customers. This FY the rate setting included an indexed review which disclosed that MSW costs were lowered while Recycling costs were increased; the net result was a very small overall cost increase to customers.. 2. Researched costs and benefits of the Reuse and Clean-up program; Board concluded that this program be continued; improvements negotiated with partners for implementation during RY8. 3. Staff continues to closely monitor the DIF expenditures to insure that monies in excess of reserves and expenses allow maximum funds for member agencies to use in rate setting reserves. 1. Rate setting for RY 9 will be implemented and closely monitored by staff. Our experience with rate setting vis-a-vis downturns in the economy will be looked at as the new franchise agreement is developed.. 2. Re-use and Clean-up program will be monitored to identify the efficacies of program improvements. If Board concurs, program will be included in upcoming franchise.. 3. During the rate setting activities for RY9, it is estimated that approximately $1 million will be available for distribution to member agencies. 1. These tasks covered in staff salaries, legal expenses and the Ops Budgeted $69,155 contract for rate setting with HF&H. Future rate setting approaches will be developed with the franchise/procure ment consultant (not yet selected as of this writing. 2. As above. 3. As above. Organizational Excellence 8

9 4. The Authority s Food Waste Recycling Project was assessed for full year s expenses during RY8 rate setting and was found to be at the approximate cost of composting if that alternative was implemented. The permitting for the grinder at the transfer station was approved. 5. During last and this fiscal year Staff has worked with Waste Management to cause them to make recycling services to small businesses. At the time of this writing over 800 potential customers have been contacted by WM and it is planned that the full 1109 small business customers that must be provided with service will be provided this service. 6. At the Board s Direction Staff explored the opportunity of a 2-year extension to our current franchises over a 6 month period; the Board chose not to proceed with extensions at this time but the timing was implemented to leave this option open until 5 months before the expiration of the current agreements. This process resulted in Board direction to begin the process of drafting a new franchise(s) for a period beginning in March This process was introduced at the February 2012 Board Workshop. As of this writing Staff has 4. Grinding of commercial food waste is expected to commence in the summer. During this fiscal year all remaining unserviced commercial food waste generators are anticipated to join the project.. 5. Staff will continue to monitor this sector to insure that WM is providing service as required in their contract. The provision of recycling service to small businesses will be addressed in the development of the new franchise effort. 6. A major portion of Staff s work program for this fiscal year will be in drafting the new franchise agreement and beginning the steps for procurement of services. Staff has kept a running list of service issues and opportunities based on current and past experience that will be provided to the Consultant, Ad Hoc Committee and the Board for improving the provisions for future service. The new C&D program will be implemented beginning in July Funds in the amount of $33,590 have been budgeted in the DIF for ESA consultants to complete the bringing aboard of the initial potential customers. 5. Costs for this activity are included in Staff salaries and in the revenue provided to WM.. 6. Costs for these activities are included in Salaries for Staff. Funds in the amount of $175,000 have been included in the DIF budget for Consultant costs and legal costs that are estimated to be expended in this effort (over two fiscal years). Also Organizational Excellence 9

10 begun the process of selecting a franchise design/procurement consultant to work with the Board and Staff on this important project. Staff has designed and the Board approved a revised Permit Process for Construction and Demolition (C&D) debris to insure that this recyclable-rich waste fraction is diverted from the landfill while allowing for multiple options for those who are generating C&D materials. Finally, Staff has calendared and the Board has approved an Ad Hoc Committee to work with Staff in developing the new agreements. $10,135 has been budgeted in the DIF to certify C&D recycling facilities to insure both correct reporting and to specify destinations that can recycle 50% to 75% of C&D debris that arrive at their locations. Review customer service standards in various contracts and identify and amend any customer service deficiencies Staff has concentrated effort in this area this year. Staff has recorded all queries and complaints that come to the CCCSWA Office and as well those that are fielded by our two haulers. We will prepare a report on these communications and are planning on bringing this information to the Board at (estimated) the July 2012 Board Meeting to attempt to give the Board an insight into where potential problems with service may be present. Where the current franchise does not cover service lapses, Staff is recording this information for the future. In those areas where complaints are found, different approaches will be designed in the new franchise. Where current franchise is silent on service issues, service provisions (i.e. letting a whole recycle route remain uncollected over night when staffing is short) will be added or strengthened in the new franchise. Staff will make a yearly project of recording and reporting to the Board on queries and complaints regarding service issues. Staff work covered in salaries and funds budgeted, as outlined above, in the DIF will fund this effort. Organizational Excellence 10

11 Continue staff teambuilding development through appropriate training and follow-on activities Identify and implement appropriate cross-training opportunities that increase organizational depth and promote professional staff development 1. As an ongoing effort Staff employed H2 Consulting in helping us improve our team approach to the work we do in most all areas of our work. 2. For the past two years an employee performance review process has been developed to link employees performance with agency goals. 1. We have continued to work on cross training of Staff to insure that all work can be completed irrespective of absences occasioned by illness or vacation. The Office Assistant Position has been fully cross trained with the Executive Assistant and has been able to fill in for preparation and administrative details of the March Agenda occasioned by vacation The responsibility for the Sharps, Battery and Pharmaceutical programs have been transferred to the Office Assistant Position to free-up the Program Manager Position to have more time to devote to outreach in C&D, Commercial Recycling and other special programs. 3. Contract management has been transferred to the Finance Manager Position to free-up time for the Program Manager to have more time to spend on outreach in the commercial sector where outreach is now a State requirement. 1. We propose to continue our work through H2 consulting in the coming fiscal year. 2. Staff will conclude this project after reviewing it one more time and formalize it for when the new Ex. Director comes aboard. 1. We will continue to look for opportunities to cross train staff and implement where possible and practicable. 2. We will monitor this activity on an ongoing basis. 3. We will monitor this activity on an ongoing basis. 1. $16,000 has been negotiated (same as last year) budgeted in the Ops. Budget for this work. 2. Same as above. 1. Included in Staff Budgeted costs. 2. Included in Staff Budgeted costs. 3. Included in Staff Budgeted costs. Organizational Excellence 11

12 Evaluate need for filling vacant Program Manager position Position evaluated and it is Staff s conclusion that it is not necessary at this time. No activity planned for the interim commercial recycling program. Not Applicable. Manage the Diversion Incentive Fund (DIF) effectively Staff continues to conservatively budget for the DIF revenues due to the volatility in the recyclables market. Due to better than expected market forces we were able to return over a$100,000 more than expected for member agency reserve uses. During RY 9 we should have a good idea of when the owing amounts to member agencies are to be fully paid. We will include this information in the rate setting process. Funds for this activity are included in HF&H expenses and staff Continue implementing appropriate professional accounting standards 1. As this is written we have implemented the steps for direct membership in the PERS retirement plan rather than through the City of Walnut Creek as we are required to do due to an audit by CalPERS. The Board, at the March Meeting, approved the Intent to Join CalPERS resolution which is the first step in making this change. The other necessary steps are anticipated to be completed by the June 22 July 6, 2012 Pay period. 1. It is anticipated that steps to continue the CalPERS program for current employees will completed and require no further work. The Board has requested that Staff research CalPERS benefits for a less expensive 2 nd tier program and Staff will provide this information and implement the administrative work necessary to implement in accordance with the wishes of the Board. 1. The $72, 777 cost of the transfer of CalPERS will be implemented over 12 fiscal years and budgeted beginning this year, but as the actuarial study indicated, the Agency s share of total salaries will be 11.75% (rather than the 16% we would have to had spent if we could have stayed with Walnut Creek) reducing costs somewhat for this benefit. Beginning in the June 22 nd pay period all employees will contribute the full 7% of their salaries Organizational Excellence 12

13 . 2. By contracting directly with CalPERS, it is also necessary to manage our own payroll and contract directly for other benefits under our own Federal Tax I.D. Number. As this is written, CCCSWA Staff is working closely with Walnut Creek Administrative and Personnel Staff as well as their broker to effect this change. It is anticipated that this work will be completed in the next 30 to 60 days.. 3. Staff continues to be mindful of our financial policies particularly with regard to bidding and price comparisons for purchases of goods and services.. 2. This work should be complete by the beginning of this fiscal year.. 3. The new C&D program and the interim commercial recycling program will require additional accounting attention to insure that revenues are in accordance with program requirements. toward this benefit. 2. No additional funds are expected to be needed for this change; we are budgeting the same amounts as if we were continuing with Walnut Creek under their benefit plans. 3. Included in Staff Salaries. Stay current on industry best practices by identifying various educational resources, including but not limited to appropriate workshop attendance, invitation to relevant speakers, and subscription to related industry periodicals, magazines, books 1. Staff continues to read various publications that keep us abreast of the direction the industry is heading in the future in waste and recycling. 2. Workshops and seminars have been budgeted for each Staff Member during this fiscal year. 1. The information obtained both past and future will be considered in developing the new franchise agreement. 2. Workshops and seminars have been budgeted for this fiscal year. 1. $5,380 is budgeted in the Ops. Budget for this purpose. 2. $10,920 budget in the Ops. Budget for this purpose (includes travel and incidentals for local events). Organizational Excellence 13

14 3. Staff provided the Board with information, in an ever-increasing binder, related to the provision of a 2- year extension to our franchise contracts or the preparation of a new franchise agreement(s) and the board directed the Staff to move forward with developing a new agreement. 3. Utilizing information provided by the material found and by information from our (to be hired) consultant, best practices in a number of areas can be examined for the new agreement(s). 3. Staff salaries and consultant expenses will provide for this activity. Research Bay Area best practices being used by other similar agencies 1. The presentation at the February 2012 Board Workshop, developed from researching best practices of other agencies (as well as our own experience) was presented and ultimately approved at the March 2012 Board Meeting Staff reviewed the recommended plan for the interim commercial recycling program at the February 2012 Board Workshop. At a presentation at the March 2012 Board Meeting, the Board asked staff to implement some modifications which will be done. The Program is now expected to be calendared for approval at the May Meeting for beginning implementation on July 1, Brought the overarching issue of onetime use plastic bags to the Board on several occasions during this fiscal year. 1. If better or modified practices surface during the year they will be added to the C&D permit process for the fiscal year Staff will meet with selected service providers, our business customers and other Bay Area Franchisors to ascertain the best way to implement this mandatory service provision (though some meetings will be scheduled at the end of the current year). 3. Have joined with West Contra Costa Solid Waste Authority s effort to explore a county-wide ban on this troublesome commodity. 1. Included in Staff Salaries Included in Staff Salaries. 3. Included in Staff Salaries Organizational Excellence 14

15 Accomplishments and Tasks/Plans Strategic Priority Area: Public Education and Outreach Continue branding of CCCSWA for improved recognition by developing and/or sustaining consistent messages and other marketing tools 1. Created and managed the CCCSWA Home Composting Facebook page. 2. Printed Home Composting business cards for distribution to CCCSWA residents at special events etc. with new tagline for Home Composting program, Are you composting yet? Developed six new ads for the Walnut Creek Magazine. (Batteries, Sharps, Home Composting and Food Scrap Recycling) Developed and implemented the CCCSWA Food Recycling Project recognition program for participating restaurants. 5. Phase II of Bring Your Own Bag pilot campaign will be implemented in Danville and Walnut Creek beginning April 5, Refurbished Retail Household Battery Collection Program stands and re-designed accompanying poster display to highlight the Authorities role in this program. 1. Will continue to promote and manage Home Composting Facebook page to learn more about this new media which will be used to ascertain its wider use. Will evaluate print media ads for cost effectiveness and develop alternative approaches to outreach Will continue to distribute Home Composting business cards for distribution to CCCSWA residents at special events to capitalize on the high interest in composting Will continue to use developed ads in various publications Will continue to distribute Food Recycling Project recognition program materials especially to new customers. 5. Will continue to work with retailers to raise awareness about reusable bags and plastic bag recycling. 6. Will continue to collect single-use household batteries and ensure collection containers are maintained Included in Staff Salaries 6. Included in DIF Budget $155,000. Public Education & Outreach 15

16 7. CCCSWA Food Recycling Project featured in CA Special District Magazine highlighted the CCCSWA throughout California as leader in Food Recycling. 7. Will seek out wide ranging publication in which to develop and pitch a fulllength professional article. 7. Included in Staff Salaries Develop and implement a fully integrated public education and marketing plan that is cost-effective, mutually supporting, and tailored for specific targeted audiences 1. Developed a comprehensive Interim commercial recycling outreach plan to be used as in conjunction with our Mandatory Commercial Recycling Program. 2. Published print ad in Diablo Magazine to test the effectiveness of that publication. 3. Testing social media in both Home Composting Program and BYOB campaign. 4. Utilizing new electronic news outlets in conjunction with BYOB campaign (e.g CCTimes on-line and Danville Patch ).. 5. Created new two-sided pop-up banners for sharps and pharmaceutical collection program to use at special events. 1. Will continue to focus on Mandatory Commercial Recycling and the new Franchised Hauler Program system through various media and outreach methods Will continue to pursue new venues for printed outreach with a wider readership (e.g. Diablo Magazine) Will continue to increase social media presence Will continue to use new electronic newspapers where beneficial Will use popup displays to increase awareness about pharmaceutical and sharps disposal options Will develop and display new BART ad, highlighting the CCCSWA website at Walnut Creek, Lafayette and Orinda stations. 1. Included in DIF Budget for $33, Included in New Ad Campaign budget, $1, $20,000 from DIF Budget.. 4. Cost covered in.. 5. Cost covered in salaries $15,000 from New Ad Campaign included in DIF Public Education & Outreach 16

17 Create CCCSWA presence at key events in each member community 1. Public presentations to: 1) Leadership Contra Costa, 2) California Resource Recovery Association, 3) SCOCOC Sustainable Business Alliance Workshop for C&D 4) Del Monte Foods, 5) Sustainable Danville Membership meeting, San Ramon Valley High School Movie Night, Kiwanis Club of Walnut Creek. 2. CCCSWA staff attended and/or assisted the following events during the 2011/12 fiscal year: Walnut Creek Walnut Festival Moraga Pear Festival Lafayette Art & Wine Festival Contra Costa Times Home Composting Workshop Danville Farmers Market Home Composting Workshop Danville Hot Summer Nights Car Shows Orinda 4 th of July 3. CCCSWA staff plans on attending the following events through the end of the 2011/12 fiscal year: Sports Basement Earth Day Lafayette Earth Day Event Moraga Community Fair Walnut Creek Art & Wine Festival 1. CCCSWA Staff will make themselves available to speak at clubs and organizations on various requested solid waste topics CCCSWA staff will attend and/or assist the following events during the 2012/13 fiscal year: Walnut Creek Walnut Festival Moraga Pear Festival Lafayette Art & Wine Festival Contra Costa Times Home Composting Workshop Danville Farmers Market Home Composting Workshop Danville Hot Summer Nights Car Shows Orinda 4 th of July Sports Basement Earth Day Lafayette Earth Day Event Moraga Community Fair Walnut Creek Art & Wine Festival 1. Included in Staff Salaries. 2. Included in Staff Salaries and budgeted in the DIF in the amount of $16,809. Public Education & Outreach 17

18 Identify new partnership opportunities between CCCSWA and member agencies and build upon existing public education tools and resources used by CCCSWA and member agencies, and coordinate such outreach efforts for the benefit of all member agencies; while maintaining a clearinghouse approach to effective implementation of mutually supporting outreach activities 1. The CCCSWA will continue to partner and collaborate with local agencies and organizations to implement regional programs and leverage resources that support public awareness and promotion of our programs. Partnerships that will continue into FY 2012/13 include: Central Contra Costa Sanitary District Walnut Creek, Danville, Lafayette, Moraga, and Orinda Chambers of Commerce - ongoing waste reduction and recycling information to the business community Contra Costa Green Business Program - ongoing waste reduction and recycling information to the business community Cities and Towns of Danville, Lafayette, Moraga, Orinda, Walnut Creek CCCSWA Special Events Toolkit Contra Costa County AB 939 Managers Group (various regulatory topics) Sustainable Lafayette Sustainable Contra Costa (mandatory commercial recycling) Walnut Creek and Danville Downtown Business organizations (mandatory commercial recycling) Public Education & Outreach 1. The CCCSWA will continue existing partnerships and pursue new opportunities that support public education and promotion of our diversion programs and activities. Partnerships that will continue into FY 2012/13 include: Central Contra Costa Sanitary District Walnut Creek, Danville, Lafayette, Moraga, and Orinda Chambers of Commerce - ongoing waste reduction and recycling information to the business community Contra Costa Green Business Program - ongoing waste reduction and recycling information to the business community Cities and Towns of Danville, Lafayette, Moraga, Orinda, Walnut Creek CCCSWA Special Events Toolkit Contra Costa County AB 939 Managers Group (various regulatory topics) Sustainable Lafayette Sustainable Contra Costa (mandatory commercial recycling) Walnut Creek and Danville Downtown Business organizations (mandatory commercial recycling) 1. Included in Staff Salaries. Public Education & Outreach 18

19 2. Will utilize integrate the newly developed Recycle-Where recycling database on the CCCSWA website. 2. Included in Staff Salaries Develop mechanisms to measure public response to selected outreach, education and marketing activities to help ensure diversion program effectiveness 1. CCCSWA works with AWS dedicated staff to visit the Food Waste Project participants to gain feedback and provide assistance. Records are forwarded from AWS to staff for analysis and response. 2. Developed a brief, written survey for use at special events to gain feedback on programs and policies (CCCSWA Awareness Survey). 3. Staff tracks, analyzes and reports customer feedback from both phone and communications. 4. Conducted a walking audit in all participating neighborhoods in late 2011 to observe and measure participation in the Residential Food Scrap program. 1. CCCSWA will continue to work with AWS dedicated staff to visit the Food Waste Project participants to gain feedback and provide assistance. Records are forwarded from AWS to staff for analysis and response Will continue to survey special events participants about the CCCSWA and its programs.. 3. Staff will continue to track, analyze and report customer feedback from both phone and communications Will conduct a walking audit in all participating neighborhoods in late 2011 to observe and measure participation in the Residential Food Scrap program. 1-4 Included in Salaries. Public Education & Outreach 19

20 Evaluate school outreach and make changes as necessary 1. Completed a thorough evaluation of the Schools Education, Waste Diversion and Recycling Program and subsequently went through an RFP process to increase program reach and effectiveness. 2. Held focus groups and individual meetings to gain feedback on schools program. 3. Won 2011 California Resource Recovery Association award for Outstanding School Recycling Program. 1. Will train schools program contractor and will closely monitor all schools outreach and education materials for effectiveness and make adjustments as necessary to ensure maximum results Will evaluate popularity of Recyclone project as part of new schools program and adjust purchasing of bags accordingly. 1. Included in Salaries. Schools Program Consultant budgeted in DIF at $147, Recyclone Program in DIF at 20,000. Public Education & Outreach 20

21 Accomplishments and Tasks/Plans Strategic Priority Area: Rate Setting Develop and implement mechanism(s) to evaluate program effectiveness vs. cost/rates Worked with PRR, Eastbay Depot and St. Vincent DePaul of Lane County Oregon, staff analyzed ways to reduce Reuse & Clean Up program collection costs while preserving enhancing service standards. Staff will continue to work with ReUse & Cleanup Days service providers to monitor cost and maximize service. Costs are included in rates and DIF budget. Begin investigating single vs. multiple franchising options as a method to control rates Assess strategies to incentivize programs, including targeted rebates, bundling rates, pay as you throw (PAYT), etc. At the February workshop, staff presented information and options for the interim commercial recycling program. At this time staff is working with the Board to develop a multiple franchise contract in hopes to better understand the needs of the commercial recycling sector. These findings will help staff develop a program for the entire commercial sector in the new franchise. Implementation of the RecycleBank pilot program in the Orinda and Moraga service area began in January 2011 and staff worked closely with Waste Management and RecycleBank to analyze the program s effectiveness. During this fiscal year staff will implement the commercial recycling program and begin gathering recycling and cost data to use in the procurement and development phase of the new franchise. If the Board decides to continue RecycleBank in Orinda and Moraga or expand to other member agencies, staff will work to support this expansion. Staff work covered in To be determined in the DIF budget. The evaluation of the RecycleBank pilot is scheduled to be presented to the Board at the April Board meeting. Staff will request a decision by the Board on the future of the RecycleBank program at the May board meeting. Rate Setting 21

22 Continue to improve rate setting methodology for member agencies 1. Continued current rate-setting approach with individual meetings of our member agencies and fully implemented the computer generated rate scenario possibilities to assist the member agencies in developing their rate setting activities.. 2. HF&H and staff have brought to the Board s attention the top loading of residential rates and the pressure this puts on rate setting; that is to say, the low capacity customers (32 & 20 gallon service) are not paying enough to cover their costs. 1. Continue current rate setting approach and implement improvements as needed and identified.. 2. Staff and HF&H will continue to work together to provide strategies to amend this situation during RY9 rate setting. 1. Costs are covered in staff salaries and in the HF&H contract.. 2. Costs are included in Staff salaries and in the HF&H contract. During the rate setting process for RY 8 some member agencies decided to begin to remedy this situation by beginning to set rates where customers are moving towards paying for the actual cost of service Evaluated the DIF funds expenses and revenue and reported that it was possible to have fully paid back funds misallocated over prior years Continuing with careful budgeting and monitoring of DIF. Funds will be increasingly available for reserve issue allocation if current recyclables market continues its trend Available funds estimated to be in Rate Year 9: $848,949. Rate Setting 22