201 N. Civic Drive, Suite 230 Robert D. Hilton, CMC

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1 201 N. Civic Drive, Suite 230 Robert D. Hilton, CMC Walnut Creek, California John W. Farnkopf, PE Telephone: 925/ Laith B. Ezzet, CMC Fax: 925/ Richard J. Simonson, CMC consultants.com Marva M. Sheehan, CPA Public Works Director City of Alameda Alameda Point, Building West Mall Square, Suite 110 Alameda, CA Subject: Draft Report: Review of Alameda County Industries Rate Period Twelve Contractor s Compensation Application Dear Mr. Naclerio: This report documents HF&H Consultants, LLC s (HF&H s) findings and recommendations to the City of Alameda (City) from our review of Alameda County Industries (ACI) Rate Period Twelve (RP12) Contractor s Compensation Application (Application), submitted to the City on January 10, This report presents our findings and recommendations and is organized into three sections: I. Summary and Recommendations II. III. Background HF&H Analyses IV. Alameda County Rate Survey I. SUMMARY AND RECOMMENDATIONS A. Review of ACI s RP12 Rate Application (for rates effective 7/1/13) ACI s Application calculated a total revenue requirement of $18,611,643 to provide current franchised services, requiring a 19.1% rate increase for RP12. Based on our recommended adjustments to the Application, and further negotiations with ACI, we have determined that a total revenue requirement of $17,191,752 (a reduction of $1,419,891 from the ACI s Application) is appropriate and that this amount results in a 10.0% average rate increase to provide the

2 Page 2 of 17 services currently required in the franchise agreement. Our adjustments to ACI s Application are described in more detail in Section III.E Proposed Adjustments. The 10.0% rate increase to provide current Franchised Services is due to the following: 2.8% increase due to ACI s increased operating costs to collect, process, and dispose of solid waste, recyclable material, and organic materials; calculated in accordance with the Franchise Agreement between the City and ACI for Solid Waste, Recyclable Material, and Organic Material services; 1.3% increase due to increases in City Fees (e.g., AB 939 Fee, Doolittle Landfill Maintenance Fee, Infrastructure Impact Fee, etc.) and the establishment of a Rate Stabilization Fund to reduce future rate volatility; and, 5.9% increase due to a projected revenue shortfall in the forthcoming rate year, of which 4.2% is attributed to an approved 5.0% increase in rates last year when a 9.2% increase was necessary and the continued downsizing of service levels by multi family and commercial customers and many commercial customers switching to more cost effective compactors. B. Negotiations with ACI to Reduce the Necessary Increase As described in Section III.E Proposed Adjustments, our recommended adjustments to ACI s RP12 Application resulted in a projected revenue shortfall of $2,625,373 (a 16.8% rate increase), compared to ACI s requested 19.1%. Understanding rates have been increasing over the past few years greater than inflation, HF&H, City staff, and ACI management negotiated an alternative to keep the rate increase as low as possible in light of the current economic slowdown. ACI has agreed to limit the rate increase to 10.0% (by deferring the balancing account payment) with the understanding that the City and ACI management will meet and confer during RP12 to renegotiate the current terms of the Agreement. The goal of the meetings will be to develop a rate structure and adjustment methodology to minimize future rate increases at mutually agreeable terms and conditions for both the City and ACI. Such discussions between the City and ACI may result in a new and extended franchise agreement. The following table summarizes the components of the projected revenue shortfall (based on current rates).

3 Page 3 of 17 Table 1 Components of Rate Impact Rate Period 11 Compensation Rate Period 12 Compensation $ Change % Change Rate Impact Labor Related Route Costs (driver wages/benefits) $ 4,430,788 $ 4,457,227 $ 26, % 0.2% Vehicle Related Route Costs (fuel/tires/parts) 871,890 1,000, , % 0.8% Vehicle Capital Costs (depreciation and interest) 1,156,848 1,320, , % 1.0% Container Capital Costs 300, , % 0.0% Recyclable/Organic Material Processing 1,432,162 1,512,767 80, % 0.5% Solid Waste Disposal 2,292,809 2,246,874 (45,935) 2.0% 0.3% Admin Costs (rent/insurance/customer service) 3,126,432 3,236, , % 0.7% Franchise Fees and Other City Fees 2,901,046 3,116, , % 1.3% Subtotal Current Operating Costs $ 16,512,619 $ 17,191,752 A $ 679, % 4.1% Prior Year Revenue Shortfalls due ACI (i.e., "Balancing Account") $ 1,062,780 B Total Contractor Compensation $ 16,512,619 $ 18,254,532 C = A + B Projected Revenue at Current Rates $ Projected Revenue Surplus/(Shortfall) including Balancing Account $ Rate Impact (Including Balancing Account) 15,629,159 D (2,625,373) E = D C 16.8% F = E D Projected Revenue Surplus/(Shortfall) excluding Balancing Account $ (1,562,593) G = D A Rate Impact (Excluding Balancing Account) 10.0% H = G D II. BACKGROUND A. General The City issued a request for proposals for solid waste collection and disposal services, and recyclables and organic materials collection and processing services, in August 2001, for services that were scheduled to commence in October With, and subsequent to, the implementation of the new Franchise Agreement, several significant changes have been made to the City s solid waste collection system including: Eliminating backyard solid waste collection service at no additional charge; Replacing customer provided solid waste containers with carts provided by the franchisee; Switching from biweekly to weekly residential recyclables collection and expanding the list of acceptable materials;

4 Page 4 of 17 Switching from biweekly to weekly residential yard waste service and incorporating food scraps; and, Expanding the commercial yard waste collection program and incorporating food scraps; A 96 gallon commingled recyclables collection cart and 96 gallon organics collection cart to commercial customers, with their solid waste collection container, at no additional charge Providing a local office in Alameda; Education program/outreach to schools; Abandoned waste collection; Gratis Integrated Waste Collection services at 12 City selected special events per year; Collection from 100 additional public litter containers; Household battery and latex paint collection at local Alameda office; and, B. Recyclable Material Commodity Revenue Share In 2009, the City negotiated with ACI to share in the revenue received from the sale of the recyclable materials collected from the City s residents and businesses. It was agreed that such revenue generated from the sale of recyclable material shall be split as follows: (a) the amount resulting from multiplying the City Tons by the first $26 of the Average Price will belong to the ACI; (b) the amount resulting from multiplying the City Tons by the amount by which the Average Price up to $80 exceeds $26, if any, will be shared 75% by the ACI and 25% by the City; and (c) the amount resulting from multiplying the City Tons by the amount by which the Average Price exceeds $80, if any, will be shared 25% by the ACI and 75% by the City. C. Alternative Fuel Vehicles In 2009, the City negotiated with ACI to transition the collection fleet to 100% alternative fuel vehicles. ACI successfully completed the transition to 100% alternative fuel collection vehicles in March D. Rate-Setting Process In accordance with Article 8 of the Franchise Agreement, ACI s compensation was fixed for RP1 and RP2 and shall be adjusted annually, with City Council approval, commencing in RP3 (July 1, 2004 June 30,

5 Page 5 of ), through the remaining term of the Franchise Agreement, including any extension periods. The adjustments to ACI s compensation shall be determined using one of two methodologies: (1) an indexbased adjustment, or (2) a cost based adjustment (detailed rate review). The following table summarizes the methodologies to be used during each Rate Period. Table 2 Rate Setting Methodology Schedule Rate Year Commencement Date Adjustment Method 1 October 6, 2002 Not Applicable 2 July 1, 2003 Not Applicable 3 July 1, 2004 Cost Based 4 July 1, 2005 Index Based 5 July 1, 2006 Index Based 6 July 1, 2007 Cost Based 7 July 1, 2008 Index Based 8 July 1, 2009 Index Based 9 July 1, 2010 Cost Based 10 July 1, 2011 Index Based 11 July 1, 2012 Index Based 12 July 1, 2013 Cost Based 13 July 1, 2014 Index Based 14 July 1, 2015 Index Based 15 July 1, 2016 Cost Based 16 July 1, 2017 Index Based 17 July 1, 2018 Index Based 18 July 1, 2019 Cost Based 19 July 1, 2020 Index Based 20 July 1, 2021 Index Based

6 Page 6 of 17 III. HF&H ANALYSES A. Scope of Work Our approach to this engagement was to work objectively to follow the compensation adjustment terms of the Franchise Agreement between ACI and the City. When performing the procedures described in Article 8 of the Franchise Agreement, we relied on ACI s audited financial statements, current year to date financial results of operations data, copies of transactions, reports of operations and other information provided by ACI, ACI s proposal to the City, and industry standards. The results of our review and our findings have been documented by the staff performing the engagement and objectively reviewed by the Engagement Manager and Engagement Director. While taking direction from the City, we worked cooperatively with ACI to ensure that they: understood the procedures we performed; understood our findings; had an opportunity to correct any misunderstandings we may have acquired; and, understood the reasons for any adjustments to their application that we recommended to the City. We believe that Company management is in agreement with our recommended adjustments to ACI s Application and our calculation of the necessary rate increase. HF&H staff performed this review based upon procedures agreed to between the City and HF&H, as documented in our proposal, and upon the agreement between the City and ACI. These procedures included the following activities: Reviewing ACI s application to determine completeness, mathematical accuracy, and the reasonableness and logical consistency of the assumptions supporting the projected revenues and expenses; Testing projected revenues to ensure that they are consistent with past trends and anticipated conditions; Testing projected expenses to ensure that only reasonable, necessary, and actual expenses are included, and that expenses of ACI are reasonably allocated between its franchised and nonfranchised operations; Reviewing the support for assumptions regarding key factors affecting future costs; Comparing actual results to projections; Calculating ACI s projected revenue requirement (expenses plus profit) for RP12, and the related rate adjustment based on the results of our review;

7 Page 7 of 17 Reviewing ACI s projected revenue from the sale of recyclable materials and estimate the City s portion of revenue based on the revenue share agreement. Reviewing our recalculation of ACI s projected results of operations and our recommendations with ACI and the Franchisors representatives; and Preparing a written report that documents our findings and recommendations. B. Limitations Our review was substantially different in scope than an examination in accordance with Generally Accepted Auditing Standards, the objective of which is the expression of an opinion regarding the financial statements taken as a whole. Accordingly, we do not express such an opinion. Such a review was conducted and an opinion expressed by ACI s independent accountants Freeman and Williams, LLP. Our conclusions are based on the review of ACI s projections of its financial results of operations. Actual results of operations will usually differ from projections, because events and circumstances frequently do not occur as expected, and the difference may be significant. C. ACI s RP12 Rate Application On January 12, 2013, ACI submitted a rate application to the City requesting a 19.1% increase in compensation. ACI s calculation is summarized in the table below.

8 Page 8 of 17 Table 3 ACI s RP12 Rate Application RP12 ACI Application Rate Period 12 Expenses Operating Exp. Eligible for Profit Labor Related Costs $ 4,099,523 Vehicle Related Costs 900,811 Processing Costs 496,247 Other Costs 947,363 Depreciation 891,242 G&A and Billing Costs 1,373,938 Vehicle Maintenance Costs 720,391 Container Maintenance Costs 205,464 Total Operating Exp. Eligible for Profit $ 9,634,978 Profit (90% Operating Ratio) $ 1,070,553 Pass Through Costs Disposal 2,246,874 Recyclable Mtl Processing 961,382 Franchise Fees 1,754,886 Other City Fees 1,249,784 Container Replacement 300,646 Interest 329,759 Total Pass Through Costs $ 6,843,332 Total Expenses $ 17,548,863 Projected Revenue (at current rates) $ 15,629,159 Projected Surplus/(Shortfall) $ (1,919,704) Rate Increase For Current Operations 12.3% Revenue Requirement Adjustments RP8 and RP9 Deferred Revenue Shortfall payback 736,446 RP10 Revenue Shortfall 1,035,442 RP9 Deferred Commodity Revenue Share to City (130,076) RP10 Actual Commodity Revenue Share to City (579,032) Subtotal Rev Req Adjustments $ 1,062,780 Incremental Rate Increase/(Decrease) 6.8% Net RP12 Rate Increase 19.1%

9 Page 9 of 17 D. ACI s Projection Methodology ACI projected the RP12 compensation using the following procedures: Operating Expenses Eligible for Profit Labor Related Costs. ACI projected labor related costs (i.e., wages, workers compensation, health benefits, pension benefits, and payroll taxes) by multiplying the current rates (i.e., union hourly wage rates, health care premiums, etc.) by its allowable number of personnel and allowable annual labor hours. Where the allowable number of personnel and annual labor hours are based on ACI s proposal. Actual RP10 labor related costs incurred, adjusted to exclude non allowable costs (i.e., costs incurred due to actual annual route hours or increase in the number of personnel which exceeds ACI s proposed annual route hours or number of personnel) and multiplied twice (once for RP11 and again for RP12) by one plus the percentage change in the Bay Area Consumer Price Index Urban Wages Earners All Items from October 2011 to October Vehicle Related Costs. The actual RP10 vehicle related costs (i.e., fuel, tires, parts, supplies, taxes and licenses, etc.) were adjusted to exclude non allowable costs, and multiplied twice (once for RP11 and again for RP12) by one plus the percentage change in the Bay Area Consumer Price Index All Urban Consumers Motor Vehicle Repair from October 2011 to October Processing Costs. Actual organic material tonnage collected from January 2012 through December 2012 multiplied by the RP12 allowable organic material processing fee in accordance with Exhibit J of the Agreement. Other Costs. The actual RP7 other costs (i.e., liability insurance, property damage insurance, damage claims, continuing public education, rent, corporate overhead, utilities, accounting fees, etc.) were adjusted to exclude non allowable costs and multiplied twice (once for RP11 and again for RP12) by one plus the percentage change in the Bay Area Consumer Price Index All Urban Consumers All Items from October 2011 to October Depreciation. Projected depreciation is based on the actual collection vehicle purchases and refurbishment expenses incurred when ACI replaced/refurbished their fleet during RP11. The annual depreciation expense is based on depreciating the expenses over a 10 year period.

10 Page 10 of 17 G&A and Billing Costs. The actual RP10 labor related, vehicle related, and other costs related to general and administrative and billing activities are increased by the percentage change in the applicable indices described above. Per the Franchise Agreement G&A and Billing Costs greater than proposed Rate Period Two costs adjusted using the All Urban Consumers Price Index are not allowed. Vehicle Maintenance Costs. The actual RP10 labor related, vehicle related, and other costs related to vehicle maintenance are increased by the percentage change in the applicable indices described above. Container Maintenance Costs. The actual RP10 labor related, vehicle related, and other costs related to container maintenance are increased by the percentage change in the applicable indices described above. Profit ACI calculated its RP12 profit of $1,070,553, by applying a 90.0% pre tax operating ratio, in accordance with the Franchise Agreement, to its RP12 projected operating expenses eligible for profit. Pass-Through Expenses Disposal. Actual solid waste tonnage collected from January 2012 through December 2012 multiplied by the projected disposal fee ($80.05 per ton) at the City approved disposal location (Davis Street Transfer Station). Recyclable Material Processing Costs. The allowable annual baseline processing cost of $880,000 for RP8 adjusted annually by the percentage change in the CPI U. Franchise Fees. Franchise fees are 10% of the projected RY12 revenue requirement. City Fees. Forecasted City fees of $1,249,784 as specified in Article 7 of the Franchise Agreement. Container Replacement Expenses. ACI included $300,646 for container replacement costs. During the RP11 rate negotiations, the City and ACI agreed to limit annual container purchases to $300,646 (based on the average purchases during the previous three year period). ACI will be responsible for reporting actual container purchases to the City on a quarterly basis. ACI

11 Page 11 of 17 shall not purchase carts in excess of the cap unless the City has provided written authorization to do so. Note: At the conclusion of each rate period, the actual container expense is reconciled with the amount included in that rate period allowable compensation. If actual expenses are greater than projected (and such additional expense was authorized in writing by the City), the difference is added to the following rate period s allowable compensation. Conversely, if actual expenses are less than projected, the difference is subtracted from the following rate period s allowable compensation. Interest Expenses. Projected interest was based on actual interest incurred for the purchase and refurbishment of the collection vehicles using a low cost loan from the California Pollution Control Financing Authority (CFCFA) afforded to ACI due to the use of CNG fueled vehicles. E. Proposed Adjustments HF&H recommends reducing ACI s requested RP12 revenue requirement by $357,111. The following table and subsequent discussion summarizes HF&H s proposed adjustments to ACI s projected RY12 projected revenues, expenses, and profit. The proposed adjustments result in a recommended rate adjustment of 10.0% for current operations as summarized below. A description of the recommended adjustments follows this table.

12 Page 12 of 17 Table 4 HF&H Adjusted Rate Application RP12 RP12 ACI HF&H Adjusted Application Adjustments Application Rate Period 12 Expenses Operating Exp. Eligible for Profit Labor Related Costs $ 4,099,523 (88,018) $ 4,011,505 Vehicle Related Costs 900, ,811 Processing Costs 496, ,247 Other Costs 947,363 (281,851) 665,512 Depreciation 891, ,242 G&A and Billing Costs 1,373,938 (30,220) 1,343,718 Vehicle Maintenance Costs 720,391 (19,892) 700,499 Container Maintenance Costs 205,464 (2,023) 203,441 Total Operating Exp. Eligible for Profit $ 9,634,978 $ (422,004) $ 9,212,974 Profit (90% Operating Ratio) $ 1,070,553 $ (46,889) $ 1,023,664 Pass Through Costs Disposal 2,246,874 2,246,874 Recyclable Mtl Processing 961, ,382 Franchise Fees 1,754,886 (35,711) 1,719,175 Other City Fees 1,249,784 37,494 1,287,278 Rate Stabilization Fund 110, ,000 Container Replacement 300, ,646 Interest 329, ,759 Total Pass Through Costs $ 6,843,332 $ 111,782 $ 6,955,114 Total Expenses $ 17,548,863 $ (357,111) $ 17,191,752 Projected Revenue (at current rates) $ 15,629,159 $ 15,629,159 Projected Surplus/(Shortfall) $ (1,919,704) $ (1,562,593) Rate Increase For Current Operations 12.3% 10.0% Revenue Requirement Adjustments RP8 and RP9 Deferred Revenue Shortfall payback 736, ,446 RP10 Revenue Shortfall 1,035,442 1,035,442 RP9 Deferred Commodity Revenue Share to City (130,076) (130,076) RP10 Actual Commodity Revenue Share to City (579,032) (579,032) Subtotal Rev Req Adjustments $ 1,062,780 $ $ 1,062,780 Incremental Rate Increase/(Decrease) 6.8% 6.8% Net RP12 Rate Increase 19.1% 16.8%

13 Page 13 of 17 Adjustments to Operating Costs Eligible for Profit HF&H recommends reducing ACI s RP12 Operating Costs Eligible for Profit by $422,004. Labor Related Costs (Driver) HF&H reviewed ACI s projected labor related costs for RP12 and found ACI mistakenly over projected workers compensation premiums by $88,018. ACI s projections were based on their actual workers compensation premiums incurred during RP10 and increased by the percentage change in the CPI. During our review, we found ACI s insurance carrier (AIG; American International Group) adjusted their rates, effective April 1, 2013, which reduced total premium expenses considerably from what they paid in RP10. Our recommended adjustment re projects workers compensation premiums based on the new rates. All other Labor related costs were properly projected by ACI. Vehicle Related Costs HF&H reviewed ACI s projected vehicle related costs and found ACI properly projected costs by applying the appropriate index to RP10 actual allowable vehicle related costs. In addition, we reviewed the actual RP12 costs for reasonableness compared to industry benchmarks. No adjustments are necessary. Organic Materials Processing Costs ACI correctly calculated the projected organic materials processing costs in accordance with the methodology provided in the Franchise Agreement; therefore, no adjustment is necessary. Other Costs HF&H reviewed ACI s projected other costs (i.e., rent, uniforms, equipment and liability insurance, outside repairs, etc.) and found ACI double counted costs incurred to transport Organic Materials from ACI s San Leandro transfer station to the processing facility in Milpitas due to a change in their accounting procedures. Therefore, we recommend reducing ACI s projected other costs by $281,851.

14 Page 14 of 17 General and Administrative (G&A) and Billing Costs HF&H recommends reducing ACI s projected G&A and billing costs by $30,220 as a result of the change in workers compensation premiums for G&A and billing staff, as discussed in Labor Related Costs (Drivers) on the previous page. All other G&A and billing costs were properly projected by ACI. Vehicle Maintenance Costs HF&H recommends reducing ACI s projected Vehicle Maintenance costs by $19,892 as a result of the change in workers compensation premiums for vehicle maintenance staff, as discussed in Labor Related Costs (Drivers) on the previous page. All vehicle maintenance costs were properly projected by ACI. Container Maintenance Costs HF&H recommends reducing ACI s projected Container Maintenance costs by $2,023 as a result of the change in workers compensation premiums for container maintenance staff, as discussed in Labor Related Costs (Drivers) on the previous page. All container maintenance costs were properly projected by ACI. Adjustments to Operating Profit HF&H recommends reducing operating profit by $46,889 as a result of the net recommended reduction to ACI s Operating Costs Eligible for Profit ($422,004), described above ($422,004 divided by 90% minus $422,004 = $46,889). Adjustments to Pass-Through Expenses HF&H recommends increasing pass through expenses by $111,782 for the following:

15 Page 15 of 17 Disposal Costs HF&H reviewed ACI s projected disposal costs and found the projections were calculated in accordance with the methodology provided in the Franchise Agreement; therefore, no adjustment is necessary. Recyclable Material Processing HF&H reviewed ACI s projected recyclable material processing costs and found the projections were calculated in accordance with the methodology provided in the Franchise Agreement; therefore, no adjustment is necessary. Franchise Fees HF&H recommends reducing franchise fees by a net $35,711 as a result of the recommended reductions in Operating Expenses Eligible for Profit, Operating Profit, and the Pass Through Costs, described above and the increase in Other City Fees described below. Other City Fees Article 7 of the Franchise Agreement specifies City fees (i.e., AB939 fee, infrastructure impacts mitigation impacts fee, etc.) that ACI shall remit to the City on a monthly basis. Current City fees are $1,249,784 and the City has projected a 3.0% increase in such fees and is establishing a rate stabilization fund to reduce future rate volatility. The changes were not known at the time ACI submitted their Application; therefore, we recommend increasing Other City Fees by $37,494 and the Rate Stabilization Fund is being funded at $110,000. Adjustments to Revenue Requirement Adjustments HF&H reviewed ACI s revenue requirement adjustments and found no adjustments necessary. Adjustments to Revenue Projections (at current rates) HF&H reviewed ACI s projected RP12 revenues of $15,629,159 based on current rates. No adjustments necessary.

16 Page 16 of 17 SECTION VI. SURVEY OF COMPARABLE RATES Attachment 1 shows the results of HF&H s survey of solid waste rates for jurisdictions located throughout Alameda County as of April 1, 2013). We have applied the recommended rate increases specific to each service level for purposes of comparing ACI s rates to other jurisdictions. It should be noted that the comparable jurisdictions will be considering rate increases either July 1, 2013 or January 1, 2014, but they are unknown at this time. Residential rates for a gallon container range from $17.44/month (Emeryville) to $50.67/month (Piedmont), while ACI s proposed rate is $35/month. Commercial rates for a 1 yard bin serviced one time per week range from $80.45/month (Fremont) to $247.58/month (Castro Valley Sanitary District), while ACI s proposed rate is $133.33/month. We caution the City that this survey is presented for information only. They should not draw conclusions from this information, because rate comparisons are intrinsically difficult and often misleading. This difficulty results from differences in items such as: Services provided by ACI that may not be provided (or only partially provided) to other jurisdictions; The terrain in which the service is performed; Disposal costs; Rate structures (as illustrated in the rate survey where three jurisdictions have higher 32 gallon rates than Alameda s proposed 32 gallon rate; however, six jurisdictions have a higher rate for commercial 1 cubic yard bin serviced 1x); and, Governmental fees (e.g. franchise fees, vehicle impact fees, etc.)

17 Page 17 of 17 * * * * * We would like to express our appreciation to the ACI management and staff for their assistance. In addition, we express our appreciation to you for your assistance and guidance during the course of the review. Should you have any questions, please contact me directly at 925/ or rsimonson@hfhconsultants.com. Very truly yours, HF&H CONSULTANTS, LLC Richard J. Simonson, CMC Vice President Attachment 1: Alameda County Rate Survey

18 ATTACHMENT 1 ALAMEDA COUNTY RATE SURVEY (RATES IN EFFECT ON APRIL 1, 2013) Residential Single Family Commercial 1YD Bin 1YD Bin 3YD Bin 3YD Bin Jurisdiction 20 Gal Gal Gal Gal. 1x/week 3x/week 1x/week 3x/week City of Alameda (current) $ $ $ $ $ $ $ $ 1, City of Alameda (proposed) $ $ $ $ $ $ $ $ 1, City of Albany $ $ $ $ $ $ $ $ 1, City of Berkeley $ $ $ $ $ $ $ $ 1, City of Dublin n/a $ $ $ $ $ $ $ City of Emeryville $ $ $ $ $ $ $ $ City of Fremont $ $ $ $ $ $ $ $ City of Hayward $ $ $ $ $ $ $ $ City of Livermore $ $ $ $ $ $ $ $ 1, City of Newark $ $ $ $ $ $ $ $ City of Oakland $ $ $ $ $ $ $ $ 1, City of Piedmont $ $ $ $ $ $ n/a n/a City of Pleasanton n/a $ n/a $ $ $ $ $ 1, City of San Leandro $ $ $ $ $ $ $ $ City of Union City $ $ $ $ $ $ $ $ Castro Valley Sanitary District $ $ $ $ $ $ $ $ 1, Note: Oro Loma Sanitary District is not include in the survey; Oro Loma customers receive bi weekly recycling service, while all other jurisdictions represented above receive weekly service.

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