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Agenda Packet - November 26, 2012 - Utility Board
>A7Uc_A _IGHT &'NATER AGENDA REGULAR MEETING OF AZUSA UTILITY BOARD AZUSA LIGHT & WATER NOVEMBER 26,2012 729 N. AZUSA AVENUE 6:30 P.M. AZUSA, CA 91702 AZUSA UTILITY BOARD ANGEL CARRILLO CHAIRPERSON URIEL E. MACIAS JOSEPH R.ROCHA VICE CHAIRPERSON BOARD MEMBER KEITH HANKS ROBERT GONZALES BOARD MEMBER BOARD MEMBER 6:30 P.M. Convene to Regular Meeting of the Azusa Utility Board • Call to Order • Pledge to the Flag • Roll Call A. PUBLIC PARTICIPATION 1. (Person/Group shall be allowed to speak without interruption up to five (5) minutes maximum time, subject to compliance with applicable meeting rules. Questions to the speaker or responses to the speaker's questions or comments shall be handled after the speaker has completed his/her comments. Public Participation will be limited to sixty (60) minutes time.) 1 B. UTILITIES DIRECTOR COMMENTS C. UTILITY BOARD MEMBER COMMENTS D. CONSENT CALENDAR The Consent Calendar adopting the printed recommended action will be enacted with one vote. If Staff or Councilmembers wish to address any item on the Consent Calendar individually, it will be considered under SPECIAL CALL ITEMS. 1. Minutes. Recommendation: Approve minutes of regular meeting on October 22, 2012 as written. 2. Approval of An Amendment to United Pumping Services, Incorporated's FY 2012/13 Blanket Purchase Order. Recommendation: Approve an amendment to United Pumping Services, Inc.'s blanket purchase order for providing hazardous waste collection and disposal services in FY 12/13 for an additional amount of$10,000. 3. Cancellation of December Utility Board Meeting. Recommendation: Cancel the scheduled Utility Board Meeting of December 24, 2012. 4. Approval of Resolution Voting for a San Gabriel Basin Water Quality Authority (WQA) Board Member Representing Cities with Prescriptive Water Pumping Rights. Recommendation: Adopt the following resolution: A RESOLUTION OF THE CITY COUNCIL AND UTILITY BOARD OF THE CITY OF AZUSA, CALIFORNIA, CASTING ITS VOTES FOR COUNCILMEMBER LUIS AYALA OF THE CITY OF ALHAMBRA TO REPRESENT CITIES WITH PRESCRIPTIVE WATER PUMPING RIGHTS ON THE BOARD OF THE SAN GABRIEL BASIN WATER QUALITYAUTHORITY. E. SCHEDULED ITEMS 1. Approval of Azusa's Renewable Portfolio Standard (RPS) Procurement Plan. Recommendation: Adopt the attached resolution approving Azusa's RPS Procurement Plan and Azusa RPS Procurement Logic chart. A RESOLUTION OF THE CITY COUNCIL AND UTILITY BOARD OF THE CITY OF AZUSA, CALIFORNIA, ADOPTING A RENEWABLE PORTFOLIO STANDARD (RPS) PROCUREMENT PLAN IN COMPLIANCE WITH STATE LAW(SBX1 2). F. STAFF REPORTS/COMMUNICATIONS 1. First Quarter Budget Report for Water and Electric Utilities 2 2. Business Recycling Program Final Report 3. Solid Waste Survey by HF&H 4. SCPPA Power Purchase Agreement with Silverado Power for Solar Energy(Azusa Interest of 7 MW) 5. Public Power's Business Model: A Primer G. ADJOURNMENT 1. Adjournment. "In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a city meeting, please contact the City Clerk at 626-812-5229. Notification three (3) working days prior to the meeting or time when special services are needed will assist staff in assuring that reasonable arrangements can be made to provide access to the meeting." "In compliance with Government Code Section 54957.5, agenda materials are available for inspection by members of the public at the following locations: Azusa City Clerk's Office - 213 E. Foothill Boulevard, Azusa City Library- 729 N. Dalton Avenue, and Azusa Light& Water-729 N. Azusa Avenue,Azusa CA." 3 • 4,< or AZ LI SA _CHI d A,.,L1. CONSENT CALENDAR TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE SA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITIES DATE: NOVEMBER 26, 2012 SUBJECT: APPROVAL OF AN AMENDMENT TO UNITED PUMPING SERVICES, INC.'S FY 2012-13 BLANKET PURCHASE ORDER IN AMOUNT OF $10,000 TO PROVIDE HAZARDOUS WASTE COLLECTION & DISPOSAL SERVICES RECOMMENDATION It is recommended that the Utility Board approve an amendment to United Pumping Services, Inc.'s blanket purchase order for providing hazardous waste collection and disposal services in FY 12-13 for an additional amount of$10,000. BACKGROUND Azusa Light & Water manages various Solid Waste and Recycling Programs, including promotion of the Los Angeles County Sanitation Districts' household hazardous waste collection events held annually in the month of April, which allows residents to properly dispose of household hazardous waste which reduces the incidence of illegal dumping. Recently, the Azusa Police Department has received reports of illegal dumping of hazardous wastes such as used oil in different locations. Since Public Works employees are not licensed hazardous waste transporters, Azusa Light & Water uses United Pumping Services, Inc. to collect and dispose of illegally dumped hazardous waste. The same company also removes sludge from the Joseph Hsu & Canyon Filtration Plant drying pond. The Utilities Department originally requested a blanket purchase order in the amount of$9,999 to be shared equally between Solid Waste and Water Divisions. At the time, Utility Board approval was not required since the purchase order was under $10,000. Due to increased incidents of illegal dumping of hazardous waste, the Solid Waste Division's budgeted share of $4,999 has been used up and the blanket purchase order requires Utility Board approval. 0C9 Amendment to United Pumping Services BPO November 26, 2012 Page 2 FISCAL IMPACT Collection/disposal charges for hazardous wastes are a qualified expenditure under AB 939 and funds are available to pay the additional $10,000 in account 39-40-750-065-6625. Prepared by: Cary Kalscheuer, Acting Assistant Director of Customer Care & Solutions Liza Cawte, Senior Administrative Technician 010 D 011,3 AZ LI SA . Ch1 d x'Artl. CONSENT CALENDAR TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITIES DATE: NOVEMBER 26, 2012 SUBJECT: CANCELLATION OF DECEMBER UTILITY BOARD MEETING RECOMMENDATION It is recommended that the Utility Board cancel the scheduled Utility Board meeting of December 24, 2012. BACKGROUND Historically, the Utility Board does not meet in December and due to the Christmas holiday season. Staff is recommending that the Utility Board cancel its next scheduled meeting for Monday, December 24, due to it being Christmas Eve. Any urgent items requiring action by the Board will be placed on a regular City Council agenda in December or January. FISCAL IMPACT None. Prepared by: Liza Cawte, Senior Administrative Technician 011 • *Oltr- AZ USA ONT b 'W'4TE1. CONSENT CALENDAR TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITI DATE: NOVEMBER 26, 2012 SUBJECT: RESOLUTION VOTING FOR A SAN GABRIEL BASIN WATER QUALITY AUTHORITY (WQA) BOARD MEMBER REPRESENTING CITIES WITH PRESCRIPTIVE WATER PUMPING RIGHTS RECOMMENDATION: It is recommended that the Utility Board adopt attached resolution casting its vote for Mr. Luis Ayala, a City of Alhambra Councilman, to represent a city with prescriptive water rights on the WQA Board for the next four year term. BACKGROUND: The San Gabriel Basin Water Quality Authority (WQA) was established in 1993 to initiate and oversee water treatment programs in the areas of the San Gabriel Valley that have been designated as Superfund site by the United States Environmental Protection Agency (EPA). The Superfund sites overlie groundwater that has been contaminated by years of industrial dumping of various solvents and other contaminants. The WQA operates under the direction and oversight of a seven (7) member board consisting of: one member each from the three overlying municipal water districts (Upper San Gabriel Valley MWD, San Gabriel Valley MWD, and Three Valleys MWD); one member representing a city without prescriptive pumping rights; two members representing water producers in the Main San Gabriel Groundwater Basin; and one member representing a city that has prescriptive pumping rights. The City of Azusa is a city that has prescriptive water pumping rights and is also a water producer in the Main San Gabriel Groundwater Basin. Due to a vacancy on the WQA Board arising from the expiration`of the four year term of the representative for cities with prescriptive water rights, WQA is seeking votes for sole nominee Luis Ayala, a City of Alhambra Councilman, representing a city with prescriptive water rights, to fill the.WQA seat for the next four year term. APPROVED Date rr/?-- .(fL U tri-1 aoctry 012 San Gabriel Basin Water Quality Authority Board Member Vote November 26, 2012 Page 2 Attached to this Scheduled Item Report are a November 2, 2012, letter from WQA concerning the impending election; the ballot to be cast; the List of Nominations; and the Resolution to be approved by the Utility Board casting its votes for the candidate. FISCAL IMPACT: There are no fiscal impacts associated with voting for Mr. Ayala. Prepared by: Chet F. Anderson, P.E. Assistant Director—Water Operations 013 RESOLUTION NO. 12-C87 A RESOLUTION OF THE CITY COUNCIL/UTILITY BOARD OF THE CITY OF AZUSA, CALIFORNIA, CASTING ITS VOTES FOR COUNCILMEMBER LUIS AYALA OF THE CITY OF ALHAMBRA TO REPRESENT CITIES WITH PRESCRIPTIVE PUMPING RIGHTS ON THE BOARD OF THE SAN GABRIEL BASIN WATER QUALITY AUTHORITY WHEREAS, on September 22, 1992, Senate Bill 1679 was signed into law by Governor Pete Wilson authorizing the creation of the San Gabriel Basin Water Quality Authority; and WHEREAS,the Board of the San Gabriel Basin Water Quality Authority is composed of seven members with three appointed members from each of the three municipal water districts, one elected city council person from cities in the San Gabriel Basin with prescriptive pumping rights, one elected city council person from cities in the San Gabriel Basin without prescriptive pumping rights, and two appointed members representing water producers in the San Gabriel Basin; and WHEREAS,the City of Azusa is one of the cities in the San Gabriel Basin with prescriptive pumping rights; WHEREAS,the City of Azusa may cast its votes for a representative by resolution no later than December 18, 2012 at 12:00 p.m. NOW THEREFORE, THE CITY COUNCIL/UTILITY BOARD OF THE CITY OF AZUSA, CALIFORNIA DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS: Section 1. The City Council/Utility Board of the City of Azusa casts its full votes for Councilmember Luis Ayala of the City of Alhambra as the representative for cities in the San Gabriel Basin with prescriptive pumping rights. Section 2. The City Clerk shall certify the adoption of this Resolution. PASSED, APPROVED AND ADOPTED this 26th day of November, 2012. oseph R. Rocha, Mayor ATTEST: Vera Mendoza, City Cler- STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF AZUSA ) I HEREBY CERTIFY that the foregoing Resolution No. 12-C87 was duly adopted by the City Council/Utility Board of the City of Azusa at a regular meeting of the Azusa Utility Board on the 26th day of November, 2012. AYES: COUNCILMEMBERS: GONZALES, CARRILLO, MACIAS, HANKS, ROCHA NOES: COUNCILMEMBERS: NONE ABSENT: COUNCILMEMBERS: NONE deAftr / - Vera Mendoza, City Clerk BALLOT ELECTION OF CITY MEMBER FROM CITIES WITH PUMPING RIGHTS TO THE BOARD OF THE SAN GABRIEL BASIN WATER QUALITY AUTHORITY CITY: AZUSA NUMBER OF VOTES TO BE CAST: 5 TO THE CITY COUNCIL: The following candidates have been duly nominated by qualified cities for the office of city member of the Board of the San Gabriel Basin Water Quality Authority ("the Authority") from cities with pumping rights. The election of the city member will take place at the regularly scheduled meeting of the Board of the Authority set for December 19, 2012, at 12:00 P.M., at 1720 W. Cameron Ave., Suite 100, West Covina, California. Your city may cast its votes for one candidate by resolution of the city council. The number of votes to which your city is entitled, based upon population, is set forth above. All your city's votes must be cast for only one candidate. The resolution of the city council casting its votes must be delivered to the Authority l y December 18, 2012 at 12:00 P.M. via certified mail or hand delivered with at signature required, or the votes will not be counted. This Ballot shall be accompanied by the resolution of the city council casting its votes for city member from cities with pumping rights. San Gabriel Basin Water Quality Authority 9 1720 W.Cameron Avenue.Suite 100,West Covina.CA 91790 • 626-338-5555 • Fax 626-338-5775 7 e1 ' November 2, 2012 F, City Manager CITY OF AZUSA 213 East Foothill Blvd. Azusa, CA 91702 RE: ELECTION FOR WOA BOARD MEMBER REPRESENTING CITIES WITH PRESCRIPTIVE PUMPING RIGHTS Dear City Manager: The nomination period for the election of the WQA Board Member representing cities with prescriptive pumping rights was closed on Thursday, October 19, 2012 at 5:00 p.m. Enclosed is an election ballot, a sample resolution, a list of nominees, a list of cities with pumping rights and the number of votes to which each is entitled. Each city has one vote for each 10,000 residents or majority thereof, as determined by the 2010 U.S. census data. The enclosed ballot indicates the number of votes your city may cast. Your city may cast its votes for one candidate by resolution of the city council. Please be aware that a city is not limited to voting for its own city council members and that a city may vote in an election whether or not it nominated a candidate. The resolution must be received at the address below by December 18, 2012 at 12:00 p.m. via certified mail, UPS, FedEx with a signature required or hand delivered. Arty resolutions sent to the WQA without a signature required will not be accepted. Votes will be officially counted during the Water Quality Authority's regular meeting on Wednesday, December 19, 2012 at 12:00 P.M. If you should have any questions,please contact me at (626) 338-5555 or Stephanienwcta.com Sine:; - , dor,, - / St • ie Moreno San Gabriel Basin WQA 1720 W. Cameron Ave., Suite 100 West Covina, CA 91790 Enclosures ELECTION FOR WQA BOARD MEMBER AND ALTERNATE MEMBER REPRESENTING CITIES WITH PRESCRIPTIVE PUMPING RIGHTS LIST OF NOMINATIONS (In the order in which they were received) Name Nominated by Luis Ayala Alhambra City of Alhambra Ral;1111: 4 ,, ., :.. .. �,,�: a».y -�.' :" ro. ...'...:,y, .. ;>._.. 3:" �.••- tit; ,.,,. '"agb`•..x ;T}Y-': �r;::.5�.c. :�.", >- .�'h '' .._:. •✓,� 'mow.. > .+L :•. „ ?�f_...> � �.. �..+... 'G,L. �5• .:• ..�.y+.t..:-o- :�i*.u �y+�L� 3Y,i C .s i.4'.. � t' s '.S' - ,o^;zF:' � 3 >�1+'!1' ,�..� �.r. .4-y'tx 0�': '�, r5��. - 'J'E �,. .F. ¢.'�C �+.b T �,y :V� �. ! .b � ,S.'' .,.:�. 4�' -�T�-. `��.. ,'::f .fi°i.,�_. 'fC f''hq. !•. 't: �s.S-',,�r,'�Xi Y� 4' (1.' sS.. Y s. %"•i• (n."�� `y .;� .. a ,�.. > ` C n..".:-.�.ar� .,...... ..- .. `Y::•v .'X...• • X. -::...F. �. •��' h,f'.^ ���1M nS: :k...#'.. (,� ;�>i'L' ✓'v> f—>"' �(• �:. ., .; .: r,..,, �: 7`--, . :. �•s9Y ...� .. -,�. .. ..•.. .:v. ..,.. .� 8(:'�t` .,s ✓. �. •,G/4g�. '. ..):, ,• a .r� -,.,•,f.. .:. .£f' .e " .,n.•. . �., .. ,.q>.� ' n 'A: LIZ ..X: �'s. .` -✓, ,6•� r ,.,lc }t�, �.�> :t. .r. F . �'• , � •[» , , :1;:'X'J�:.. ,dam•x n? .;�#. :� �,.tr�;.a �dL,•,R :. ?s@� .. ��-':.:fir' ?`kX� '- •'�f.'d:':':� �% `���,kx�� 'G•krfl�oa�i° - ?zt,%a :�.• r.''F:+.. _ .�w ;:�..w �£'•:[Go'a�;adb..m:ri�•:::r:::..e:Act,.sv:N..i..,v.wo.�r.%•�:o:d+w6ziA ��...-.:.er....w,.:-.,.,u.v:w•�:k�.av�•a�>.L,.t�V'.ev.n�.'� ."'�J';w>� fir. -, .. .,. .: .:-� � �foe. • AZ l SA ruT . . kAarrp INFORMATION ITEM TO: HONORABLE CHAIRPERSON AND MEMBERS OF TH I SA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITI DATE: NOVEMBER 26, 2012 SUBJECT: PUBLIC POWER' S BUSINESS MODEL: A PRIMER Attached for information is a white paper titled "Public Power's Business Model : A Primer". The paper was written by Jeff Tarbert, Senior Vice President at the American Public Power Association. The key take-away of the report is that the electric utility business is becoming increasingly complex and challenging. Notwithstanding this observation, public-owned electric utilities continue to perform well in the eyes of the financial community (rating agencies) and in the eyes of the customers with respect to customer service and local control. The City of Azusa has successfully managed its local electric utility for more than 100 years adeptly navigating through industry changes and taking advantage of opportunities when present. Community-owned power is a business model that has consistently proven its value to residences and businesses receiving electric service from Azusa Light & Water. Those of us charged with the management and operations of the utility feel strongly that it will continue to do so. Happy Holidays ! Prepared by: George F. Morrow, Director of Utilities 137 Public Power's Business Model:A Primer By Jeff Tarbert "Pressures on Public Power's Business Model Warrant Monitoring"** Although we do not expect a change in the business model,if not managed well,pressures from expanding regulatory control on carbon and other pollutants,expensive renewable energy mandate policies and the management of generation cost recovery in the restructured power markets could create affordability issues and impact financial margins.Slower economic growth too could test political willingness to maintain sound financial metrics.Impacts are wide-ranging across the U.S.,depending on fuel mix and regulatory timetable.Lower natural gas prices are providing a mitigating effect on power supply costs. **Moody's Investor Service,Industry Outlook,US Public Power Electric Utilities,June 6,2012 Why are Moody's Investors Service and some industry leaders commenting on the future viability of public power's historic business model and examining whether its continued application is appropriate for the challenges ahead?This may be due to the fact that the electric power industry is facing some of the most significant challenges and evolutionary changes in its history.During periods of major transition,it is always good business to determine whether the assumptions and strategies of the past will succeed in the future. One quick barometer of the perceived effectiveness of current business models is to examine whether many utilities have or are considering changing their basic structures.There are numerous current or recent examples of examinations of utility ownership models,for example: ✓ After years of discussion,the public power utility in Owensville,Mo.(1,300 meters)was sold in 2012 to Ameren. ✓ "Florida taxpayers could save hundreds of millions of dollars annually in utility costs if cities turned over their municipal electric systems to Florida Power and Light(FP&L),"claims a study reported on in summer 2012 in the Florida business publication Sunshine State News. ✓ In 2005,the citizens of Winter Park,Fla.,voted to establish their own public power utility, primarily due to poor service reliability by the incumbent investor-owned utility.And now, thccity of South Daytona Beach,Fla.is studying whether establishing a municipally owned electric utility would be better than continued service by the local IOU. 1 138 ✓ The mayor of Colorado Springs, Colo.,wants to undertake a valuation study to determine the worth of the city's four-utility operation and also examine the best governance structure for the utility.The City Council,governing board for the utility, must approve funding for any such studies. ✓ Vero Beach, Fla., is studying whether to sell its public power utility to FP&L because rates charged by the investor-owned utility are 30 percent lower(recently, however, FP&L has asked the state Public Utility Commission to approve a 16 percent rate increase).Also, more than 50 percent of Vero Beach's utility customers reside outside the political boundaries of the city. Some object to having a portion of their utility rate payments transferred to the city general fund. Interestingly,Vero Beach decided to sell its utility to FP&L in the mid-1970s, but FP&L withdrew its purchase offer after the U.S.Justice Department began an investigation of possible antitrust violations. ✓ "Will Cities Defect from IOUs?,"asks Phil Carson,editor-in—chief of Intelligent Utility Daily, in an article on the efforts of Boulder,Colo., (and cities in Connecticut and Massachusetts)to determine its own energy future by"no longer being under the control of IOUs." Instead, Boulder wants to rely on self-governance and local control,through municipalization of Xcel Energy's distribution facilities,to make decisions on the use of environmental resources and other issues of interest to the community. ✓ Montgomery County, Md., is studying municipal ownership of electric utility facilities due to Potomac Electric Power Co.'s continued poor record of power restoration following storms, and PEPCO's continued bottom-quartile ranking in reliability among IOUs nationally. ✓ Creating municipal electric utilities are also under study in Utica, N.Y.;Santa Fe, N.M.; and Thurston County, Wash. A public power utility will begin operations in Jefferson County, Wash, in 2013; and the city of Toledo,Ohio, has formed a municipal utility that so far serves one large customer. ✓ Duke Power and Progress Energy are seeking the potential advantages of economies of scale by merging to become the nation's largest electric utility. The public power sector, in contrast, is comprised of approximately 2,000 individual utilities, whose median size is 2,200 meters;the largest being the Los Angeles Department of Water and Power,which serves 1.5 million meters,while the smallest public power utility seems to be Severance, Kan.,with 53 2 139 meters. Studies by Professor John Kwoka at Northeastern University have shown that dis-economies of scale begin appearing when utilities become too large and bureaucratic to operate efficiently.' Figure 1: Industry Market Share Publicly Owned 14.5% .. T4 Power Marketers 4.4% Rural Cooperatives 12.8% Investor-Owned 68.2% Source: Energy Information Administration, U.S. Department of Energy, 2012 (2010 data). 1 See for example "Electric Power Distribution : Economies of Scale, Mergers, and Restructuring," Applied Economics, November 2005. 3 140 Figure 2:Size of Public Power Utilities JAAs* more than 40,000 71 70 1 to 2,000 meters 966 10,001 to 40,000 meters 239 Tf f 2,001 to 10,00 meters 662 Includes Joint Action Agencies and other wholesale utilities. Due to condensed service territories, a strong service ethic, and local governance, public power utilities generally score higher in customer satisfaction than IOUs, have faster response times restoring power after outages,demonstrate greater speed and agility in the rate-changing process, and therefore have a number of market advantages, in addition to their traditional rate competitiveness. These conditions and structures are at least partially responsible for the fact that in the last 10 years there have been very few changes in the basic for-profit versus nonprofit business models in the electricity industry.The largest change in relatively recent history was in 1998 when Long Island Power Authority acquired the assets of Long Island Lighting Co.The IOU, LILCO,faced financial and public confidence problems related to its construction of the Shoreham nuclear power plant,the only fully constructed nuclear plant in the nation that never operated commercially.Today,the state-owned Long Island Power Authority supplies electricity to more than 1 million customers. Governance Investor-owned utilities are generally regulated by state public service(or utility) commissions and governed by corporate boards of directors comprised of inside(executive staff) and outside directors. Public power utilities are primarily regulated (except in six states) and governed by local elected city councils and/or elected or appointed utility boards,which have a statutorily delegated fiduciary 4 141 responsibility to act and make decisions in the long-term best interests of both the public power utility and its customer/owners. The type of governance of public power utilities(city councils or quasi-to fully independent utility boards)also has changed little in the last 20 years.(See Figure 3.)Only a handful of utilities have transitioned from council to board or utility board to city council governing models,although there have been numerous studies and discussions of which governance model is most effective in the increasingly complex electricity business. Figure 3:Type of Primary Public Power Governing Body Number of Independent Utility Board Customer Size Class Responses Elected Appointed City Council Less than 5,000 Customers 408 5% 23% 72% 5,000 to 20,000 Customers 161 20% 40% 40% 20,000 to 50,000 Customers 55 33% 34% 33% Greater than 50,000 Customers 34 24% 44% 32% TOTAL 658 12% 29% 59% Source:American Public Power Association,Governance Survey,August 2010. Electricity at a'Tipping Point' Descriptions of the revolution facing the electric power industry commonly identify increasing environmental regulations and costs,major changes in the nation's base-load fuel composition, demands for higher reliability and increasing levels of physical and cyber security,new challenges from a changing and shrinking work force,the introduction of new and costly technologies,and new federal legislation and regulations that will result in increasing industry-wide costs for years to come;and the potential for placing public power in a much less competitive posture than it is in today. Combine these factors with instability in many local government financial operations and diverse and expanding customer service expectations,and you have an industry(and particularly the public power sector)at the tipping point of change;facing a series of complex and difficult decisions about its future, the potential for substantial change in its historic business operations,and risks that could prove fatal if not addressed quickly and adequately. Dealing with this changing business environment will be particularly challenging for public power governing bodies,many of whose members lack in-depth knowledge of industry issues and experience with effective governance practices. What Is a Business Model? Business models are principals and structures upon which organizations base their strategies and 5 142 operations. Private corporation business models are designed to enrich owners through the sale of products or services to customers for a profit. Nonprofit and government enterprise business models are also designed to satisfy the needs of customers; however, excess revenues beyond expenses are used either to lower the cost of the product or service or be invested back into the organization. Margins or excess revenues are not paid out to stockholders. Figure 4 depicts the business model and value proposition of investor-owned utilities (which in the United States serve approximately 70 percent of the electric energy market). This model is designed to provide a return on investment for its stockholders, by selling power to run electric devices (from refrigerators to iPads), in the form of dividends paid or share price appreciation. Figure 4: The IOU Business Model Share price appreciation Value Proposition Return on equity � Y Customer Service 6 143 Figure 5 shows the public power business model. Here the value proposition is based on delivering tangible and intangible services to customers: lower rates, higher reliability,excellent customer service and the unique elements of local ownership and control. Excess revenues are returned to customers as lower rates, invested back into the utility for system improvements,contributed to reserve accounts for future needs or emergencies or transferred to the city general fund as payments in lieu of taxes or to cover the costs of shared services. Figure 5:The Public Power Business Model Local Control Local Ownership Value Service • Proposition Convenience Reliability Price / Cost The future viability of public power's business model hinges on customer perception of the advantages of lower costs, higher reliability, and the intangible elements of local ownership and control. Customers will continue to appreciate the value of local public ownership of their electric utility only if utilities keep customers informed about these values. Absent a focused effort to communicate the value of public power, customers will be indifferent to the advantages they enjoy and risk appreciating that value only after those benefits disappear when the local utility is sold to an investor-owned utility. Public Power's Business Model Public power's business model has five components all of which currently face some risk or change in circumstance. Public power governing boards and executives need to be aware of the risks facing the 7 144 key business model components,take steps to protect these core principles and maximize their advantages.The components of the public power business model are: • Public Ownership—owned by and operated for the citizens of the community it serves. • Local Control—local,independent regulation and governance designed to best serve customers/owners and protect the long-term viability of the utility. • Low-cost Structure—elements that contribute to public power's cost advantage in the market (tax-exempt financing,higher credit ratings,lower operating costs,nonprofit model). • Nonprofit Operations—serves only the interest of customers,and therefore avoids the need to distribute profits and the conflict of serving two masters(stockholders and customers). • Customer-Focused—dedicated to the singular mission of delivering the highest level of service and value to customers/owners for the long term. Challenges to the Business Model--and What to Do While the public power business model has been in place and effective for more than 100 years,the evolution of the electric power industry poses both risks and challenges to that model.Examining the meaning of each component,the risks present now and in the future,and suggested responses should help public power governing bodies and executives develop corrective strategies where needed. 1. Public Ownership Public ownership embraces the concept that the delivery of electric power is of such significance to a community that local government should provide these services on behalf and for the benefit of its citizens.Community ownership means citizen ownership,affording customers/owners the rights of access and participation.These advantages include:influencing the direction and operations of the utility directly or through their elected or appointed representatives,participation in the selection of these representatives,receiving information about how the utility is performing and the value customers and the community are receiving,and the knowledge that due to local ownership local people are hired to work in local jobs.In turn,portions of their salaries stay in the community and the advantages of public power may mean lower taxes and higher economic health and quality of life. Another benefit of local ownership is the practice followed by most municipal utilities of making contributions to the local government general fund.These may be in the form of property-like taxes, payments in lieu of taxes,transfers to the general fund,and other contributions of free or reduced-cost services.Citizen/owners may not be aware of this practice,as the common perception is that IOUs pay taxes and local public power utilities do not. This component contributes to the success of the public power business model only if customers are aware of public ownership and appreciate the tangible and intangible benefits they receive from it.If 8 145 customers are unaware of the value of electric utility ownership and the pride that may accompany it, they may not understand the difference in public versus private business models and will be less loyal and supportive of public ownership should a suggestion or offer be made to privatize the utility. What To Do--It is incumbent on the utility governing body and its executives to assure citizens are aware of the nature and benefits of public ownership,to inform and involve customers in the utility decision- making process, and to report regularly on how their utility is performing and the value they receive from it. Some years ago, a California public power utility conducted a customer satisfaction survey just as industry restructuring was introducing customer choice to electricity customers statewide. More than 40 percent of that utility's customers thought they were served by Pacific Gas & Electric, an IOU, instead of by a public power utility. Being anonymous to your customers is not an effective strategy for assuring they know the value of local ownership. Serving Customers Outside Your Political Boundaries Issues are arising concerning the many public power utilities that serve customers beyond the political boundaries of their municipality.These customers do not live in the city and therefore technically are not owners of the utility, but they pay electric rates that may include payments in lieu of taxes or other transfers that become part of the city's general fund. Some claim these customers are, in fact, contributing to the tax base of the city without the rights of citizenship. What To Do--Figure 6 shows examples of accommodations some municipal utilities have made to customers outside their political boundaries. This information came from the 2010 APPA Governance Survey,which showed that 64 percent of the public power utilities surveyed served at least some customers outside their political jurisdiction. Figure 6: Utilities that Serve Customers Outside Municipal Boundaries Number that Governing Body Includes Utility Makes Payments Serve Outside a Representative from in Lieu of Taxes to Customer Size Class Boundaries Outside Municipality Outside Jurisdictions Less than 5,000 Customers 245 1% 8% 5,000 to 20,000 Customers 101 4% 16% 20,000 to 50,000 Customers 30 3% 43% Greater than 50,000 17 12029%° Customers TOTAL 393 2% 14% Source:American Public Power Association, Governance Survey,August 2010. This may be a challenging issue for the governing bodies of the city/utility. In these situations,the utility's governing body may want to consider ways of involving these customers in utility activities. 9 146 Some public power utilities have made room on their governing boards for representatives of customers outside the city's political boundaries.Others have considered offering a partial return of these transfers to the cities or counties where these customers reside. This issue seems to be a growing concern, particularly when a large percentage of customers are outside the city's political boundaries and the rates of the public power utility are not competitive with the neighboring utility.This issue should be addressed sooner rather than later,as these customers should be continually informed of the steps that are being taken to align rates more closely with those of potential competitors,to provide higher levels of service reliability, and by offering programs to help customers lower their bills,though conservation and efficiency,to help off-set the rate differential. 2. Local Control--Local control defines public power. It describes a system of governance, regulation and decision making that takes place closest to people who are served by the utility. In all but six states,governance and regulation of public power utilities are the responsibility of the local city council or an elected or appointed utility board. Decisions on setting rates, appropriating budgets, approving capital expenditures,establishing compensation systems, eminent domain,and hiring the chief executive are made by representatives of the people served by the utility. These important decisions are made in a setting that is local and open to participation, scrutiny and evaluation.This is quite different than the situation for IOUs,which are regulated by states,and whose strategic and operating decisions may be made in another state with little owner participation or oversight. Bond rating companies give public power utilities higher credit ratings than IOUs because local regulation is generally faster, more responsive to changing conditions,and more supportive of cost- recovery than the lengthy process IOUs experience before state commissions. See Figure 7. 10 147 Figure 7: Comparing Public Power and IOU Credit Comparative Credit Ratings Distribution - 2011 Public Power lig Investor-Owned 25 1 20 15 .► 10 --- 5 n Aa 111 AA+ AA AA- A+ A A- BBB+ BBB BBB- Spec. Source: Standard & Poor's, 2012. What to Do--Public power leaders need to ensure that the local decision-making process is open and its customers are informed about how they can participate in it. This transparency and responsiveness to changing financial needs give public power a credit advantage. Since decisions are made through the democratic process, citizens can be involved to the extent they desire. Ultimately actions should reflect the values of the community, whether they are to promote economic development, efficiency and conservation, environmental priorities or higher reliability. Political Influence--Local control through the democratic process by nature suggests that political values may be involved in utility decision-making. This could mean that at times political interests may overrule sound business judgment concerning utility decisions. This political process is a natural element of local control. It may, however, place an added burden on members of city councils or utility boards to make decisions when the interests of the city and the utility seem to be at odds. The current economy represents a particularly ripe climate for a conflict between the financial needs of the city and operational requirements of the public power utility. State and local governments are recovering much more slowly from the recent recession than other segments of the economy. While housing values may never return to their pre-2008 levels, unemployment is still high, and individuals and 11 14 8 corporations seem much more comfortable holding onto their assets than spending them.These factors, plus the pressures of unfunded pension liabilities,are squeezing local governments to their fiscal limits and forcing them to seek financial solutions that do not raise the tax burden on already stressed families and businesses. Public power utilities often generate more revenues than the city's general fund,and therefore may become targets for local government funding problems.Payments in lieu of taxes,other transfers to the general fund,and utility payments for shared city services have become popular non-tax sources of revenue for financially troubled local governments. What To Do--Public power policymakers must understand that for the utility,transferring an inappropriate amount of money to the general fund may mean lower utility reserve accounts,the need to increase rates,delays in funding capital projects or providing general maintenance,salary and hiring freezes,lower credit ratings,and more.Any and all of these actions could have the added impacts of lower reliability,degraded services,and less competitiveness when it comes to hiring and retaining key staff. Utility governing bodies must understand their fiduciary responsibility to act in the long-term best interest of the utility and its customer/owners when considering decisions that could have negative long-term repercussions.These may be difficult decisions,but a reluctance to raise taxes or make cuts in general fund operations,and instead make up for shortfalls by transferring resources from the utility, may result in long-term damage to the enterprise activity and a violation of a policy official's fiduciary responsibility. Staffing and Board Membership Challenges These financial pressures and the growing complexity of the electricity business make serving on utility boards or city councils more difficult and time-consuming.Thus,finding individuals interested and qualified to serve on public power governing bodies is more challenging than ever.Some city council members,who also serve on utility governing boards,are finding it difficult to balance the demands of both.Some cities where the council also oversees utility policy are looking at the possibility of establishing independent utility boards,appointed by the mayor and council,that would be charged with the singular oversight of the complex planning and operations of the public power utility. What To Do--Keeping up with new regulations and technology,assuring service reliability is maintained and utility operations are efficient are demanding jobs.If the utility has not kept up with market wages and benefits for the type of talented staff needed to run an effective electric utility,it will be difficult to hire individuals with the appropriate skills and talent.These are local decisions but they must be made in the context of national competitiveness and regional compensation requirements. Local control is the key component of the public power business model.The fiduciary responsibility of public power policymakers to protect and enhance the asset they oversee must be clear and adhered to; the long-term implications of not investing in people and equipment risks the future viability of the public power business model. 12 149 3. Nonprofit Operation The public power business model is based on the delivery of electricity on a not-for-profit basis. Corporate utilities are focused on keeping costs low in order to return a profit to shareholders. Public power utilities are focused on keeping costs competitive to assure customers have low-cost access to vital electricity service. But even nonprofit organizations must bring in more revenues than they pay out in expenses. In the public power business model,these surplus revenues are used to establish reserves for system improvements,for future capital requirements or emergencies, or to lower rates. Payments in Lieu of Taxes City councils in public power cities often look to payments in lieu of taxes, returns on investment,or other financial transfers from utility coffers to the general fund as a means of repaying the locality for the original risk it took in establishing the utility, as a replacement for what a taxable utility would pay, or as a means of paying for services shared by both the city and the utility. With lower, post-recession tax revenues and increasing pension liabilities,cities today are often seeking additional revenues to make up for these shortfalls,without raising taxes. This problem may worsen considerably as credit rating companies and the Government Accounting Standards Board (GASB) are tightening rules about how cities report pension obligations.These changes could "triple the gap between what states and municipalities report they have in their funds and what they are promising to pay out to retirees."2 Forty states are implementing these new rules, resulting in pension cuts for new hires and increased contributions from taxpayers and beneficiaries.These new rules also limit the rate of return that pension funds can assume for future investments (traditionally 7 to 8 percent). Privatizing municipal assets, severe cuts in staff and services, and municipal bankruptcy are just some of the actions likely to be considered once the implications of these changes are fully realized. If city decision-makers look to their public power utility to solve some of these problems, public power governing bodies need to be aware of the impact that diverting excessive utility funds to city coffers can have. Electric rates may need to be increased,appropriations for maintaining the utility may slip, bond reserves could be endangered, compensation and benefits may not keep pace with the market and the utility could become financially unstable.And,the potential sale of the utility or other municipal assets could be a very shortsighted and financially inappropriate solution, except in only the most egregious situations. When these conditions arise,appropriations often are diverted from system maintenance,then reliability and service suffer, rates may go up and the value of the utility as a community asset 2"New Rules Expose Huge Funding Gaps for Public Pensions," The Washington Post,August 17, 2012, page Al2.) 13 150 decreases.These conditions can lead to significant customer dissatisfaction, loss of loyalty to the utility and the utility becoming a candidate for sale. Tax-exempt financing is another area where the financial stability of the public power utility is critical. Credit ratings and bond covenants specify the amount of reserves and debt service coverage a utility needs to maintain. If revenues are too low or too much money is removed from utility coffers for city purposes,the utility risks a credit rating downgrade,significant capital cost increases or even default. What To Do--While utility revenues (and sale of the asset itself) may seem attractive to city managers and city councils who find that tax revenues are not meeting general fund and pension requirements, policy officials also need to remember that just because there are excess utility revenues, a higher transfer to the general fund should not be automatic.And,the sale of assets should be considered only after conducting a comprehensive valuation of the public power utility,the citizen/owners have been well informed of the utility's value and tradeoffs of selling, and a referendum has been held,where a regular or super majority of all eligible voters/owners have approved the sale. Utility transfers to the general fund should be recorded as expenses on the utility income statement, before any net utility revenue is determined. More importantly,transfers should be transparent and predictable;set by formula or a percentage or some other means that is stable and predictable. Rating companies generally are not concerned so much about the amount of the general fund transfer as long as it is set by formula and predictable and does not push rates into an uncompetitive position. When cities arbitrarily move utility funds to fill shortfalls or unexpected needs on the general fund side; credit ratings may suffer,capital costs can increase (as the utility's balance sheet and income statement are not viewed as stable), and the utility is viewed as less creditworthy. For nonprofit utilities, an additional benefit of not having to provide a return on investment (ROI)to stockholders is the absence of pressure to make a profit. Energy conservation and efficiency measures may be the best strategy for a utility and its customers, as costly capital investments can be delayed, utility operations may have less environmental impact and customers can actually lower their energy bills. Without the conflict of serving both customers and shareholders, public power leaders can develop strategies where the not-for-profit component of the business model permits lower costs and less energy use to align without damage to the utility. A nonprofit business model means saving energy is just as, if not more, effective than spending money. Figure 8 shows PILOT contributions by region, from a recent APPA survey, based on a percentage of gross electric operating revenues. While the amount of these transfers is a local policy decision, governing boards should be aware of the harmful impact of transfers that are too high. 14 151 Figure 8: Median Net Payments and Contributions to General Funds as Percentage of Electric Operating Revenues Median Net Payments and Contributions as Percent of Electric Operating Revenue, 2010 Publicly Owned Utilities by Revenue Size Class 7.0% 6.1% 6.0% _ _�_,.... _ -- 5.37T_ _ 5.2% o 5.0% 5.1/° 5.0% �,. . 2.0% - 1 1111.0% 0.0% Less than $2 $2-$5 $5-$10 $10-$20 $20-$50 $50-$100 $100 or more Revenue Class (in millions of dollars) Source: American Public Power Association, "Payments and Contributions by Public Power Distribution Systems to State and Local Governments, 2010 Data," February 2012. Figure 9 and Figure 10 depict median national comparisons between all public power utility payments in lieu of taxes and other contributions to their city's general fund versus the median of all state and city taxes paid by Investor-owned utilities. On average, nationally, public power utilities pay more tax equivalents than IOUs pay in actual taxes. Figure 9: Public Power vs. IOU Tax and Tax Equivalent Payments Investor-Owned Publicly Owned Large Utilities (over $100 Million) 4.0 percent 6.1 percent Small Utilities (under $100 Million) 3.2 percent 5.0 percent 15 5 r� Source:American Public Power Association, "Payments and Contributions by Public Power Distribution Systems to State and Local Governments, 2010 Data," February 2012. Figure 10: Payments and Contributions by Region Median Net Payments and Contributions as Percent of Electric Operating Revenue, 2010 Publicly Owned Utilities by Region 10.0% 9.2% 8.8% 9.0% 8.0% 6.9% 7.0% 5.9% 6.0% 5.3% 5.1% 5.0% 4.6% 4.0% 3 5°1n 2.7% ti 12 3.0% < 2A% mu El in 1.11 1.0/0 0.0% r i NE ATL ENC ESC ReWNC WSC MTN PNW PSW Source:American Public Power Association, "Payments and Contributions by Public Power Distribution Systems to State and Local Governments, 2010 Data," February 2012. Tax-Exempt Financing and the Power Marketing Administrations The advantages of nonprofit utility operations face other major risks.The national debt has grown to such a high level that major changes will be needed to return our country to financial stability.Among the many suggestions for reducing this debt is doing away with tax-exempt financing. Another issue deals with the federal power marketing administrations(Bonneville, Western Area, Southeastern and Southwestern power administrations) and recommendations by President Obama's National Commission on Fiscal Responsibility and Reform (the Simpson-Boles Commission)to privatize these agencies or raise their wholesale rates to market levels. Recent communications from U.S. Energy Secretary Steven Chu also suggest there will be continued attempts to change the traditional roles of these agencies,with the prospect of higher costs and fewer benefits to the many public power utilities that purchase wholesale power from federal power agencies. What To Do--Should public power lose its ability to raise capital using tax-exempt financing, the costs of large projects could increase significantly.This would mean IOUs and public power utilities would have 16 153 approximately the same cost of capital3 and public power customers would lose a significant cost advantage.It is unknown whether this will happen,and while public power has many allies who also support preservation of tax-exempt financing,public power leaders must make their congressional representatives aware of the impact this change would have on their constituents'energy costs;and reinforce the fact that raising electricity rates during a difficult economic time would make matters worse,not better. These same actions are necessary with regard to the federal power agencies. 4. Low-cost Structure Over the years,public power's most important and identifiable attribute has been its ability to deliver reliable electricity at lower costs than competitors.This differential is the result of a number of factors already discussed:lower-cost financing,access to federal hydro power,efficient operations,lower salaries,a priority on conservation and participation in joint action. Figure 11 shows the rate differentials between public power utilities and investor-owned utilities from 1946(when Public Power magazine first started publishing them)to 2010,the most recent figures available from the U.S.Energy Information Administration(EIA). 3 An alternate consequence could occur where IOUs would actually have a lower cost of capital due to special tax rules like accelerated depreciation and production tax credits. 17 154 Figure 11: Rate Differential of Public Power vs. Investor-Owned Utility Rates, Average Revenue per kWh,in cents Residential Commercial/Industrial %Higher IOU % Higher IOU Public Investor rate versus Public Investor rate versus Year Power Owned Public Power Power Owned Public Power 2010 10.5 11.9 13.3% 9.9 7.1 10.4 6.9 5.1% -2.8% 2006 9.2 10.5 14.1% 8.5 6 9.3 5.9 9.4% 4.7% 1996 6.7 8.9 32.8% 6.6 4.7 7.8 4.7 18.2% 0% 1986 5.8 7.8 34.% 6 4.5 7.4 5 23.3% 11.1% 1976 2.79 3.78 35.5% 2.38 2.82 18.5% 1966 1.5 2.34 56.0% 1.16 1.37 18.1% 1956 1.65 2.71 64.2% 1.18 1.43 21.2% 1946 2.32 3.29 41.8% 1.29 1.5 16.3% * Commercial and Industrial rates were tracked together until 1986. Source: 1986-2010: Energy Information Administration, U.S. Department of Energy. 1946-1980: Public -FPC,Statistics of Publicly Owned Electric Utilities; Private-FPC, Class A&B Private Electric Utilities. Where the rate differential comparing public power to IOUs showed that IOU residential rates were between 30 and 60 percent higher than public power from 1946 to 1996, now the chart shows IOU and public power rates are significantly closer.See figure 12. 18 155 Figure 12: Retail Electric Rates 2010 12 11.9 10. - X0.7 10.4 10.19.7 9.9 ,�,. 9.9 107 0 8 _- 6 9 6.8 111 v Publicly Owned 6 L Investor-Owned tri4 Cooperative 4.0 GU u 2 Residential Commercial Industrial Total Source: Energy Information Administration, U.S. Department of Energy, 2012 (2010 data). For industrial customers, IOU rates were approximately 17 percent higher than public power between 1946 and 1986. The latest EIA figures show IOU industrial rates are now on average approximately 3 percent below public power rates. These figures also show that IOU commercial rates are roughly 5 percent higher than public power rates on average, nationwide. What To Do--With the commercial sector still feeling the effects of the recession and four years of more than 8 percent unemployment nationally, electricity customers may be more open than ever to being seduced by offers of lower rates by IOUs and rural electric cooperatives. Public power can no longer differentiate its value solely on the basis of lower rates. Customers need to know the additional reasons for owning a public power utility, the value of local ownership, be shown the financial impact of higher reliability and faster service, understand the economic value to their city of the multiple services that many public power utilities offer, and personally realize the difference in service provided by a locally owned utility versus that of an IOU. Customers also need to be offered ways to lower their bills to offset the impact of higher rates, even at a time of lower electric load growth. 19 156 Public power utilities must do all they can to assure an efficient,low-cost operation,but also deliver value in a variety of other ways that are meaningful to their customers. Joint Action Economies of scale are available for smaller public power utilities through affiliation with joint action agencies(JAAs)and sometimes state and regional associations.JAAs have traditionally served as vehicles to consolidate power purchasing,rate negotiation,and facilities construction of many smaller utilities into a larger unit,thereby leveraging their combined size to gain added market advantage.The growth of these activities and agencies should help keep power rates competitive and provide an avenue for offering advanced services through the economies of joint purchasing. Figure 13 lists the numbers of public power utilities(approximately 1,300)affiliated with JAAs by size of utility.Figure 14 lists the number(approximately 700)of public power utilities by size,that are not affiliated with JAAs.The smaller utilities in this second group are particularly at risk of being unable to continue efficient,cost-effective operations because they do not have the economies of scale to permit them to compete in an increasingly complex,regulated,high-tech and changing industry. Figure 13:Public Power Utilities that are Members of Joint Action Agencies 300 300 251 250 197 200 150 150 738 96 100 61 50 �e5s cP° o°° c3,' °°° cP° o°° °°° 0°°a� y°,tip 1°°,,, �°°,, o°',ti° o°�tih cAyti° °ti° r'° er° Number of Customers 20 157 Figure 14: Public Power Utilities that are Not Members of Joint Action Agencies 300 250 200 18' 150 113 127 93 80- 100 65 50 I 11 41 IIIII 12 11111 j � p� O � Q 0 o1, � Lhhpp� y � � CP ypti •pp1 'V- p'L N IPhtip � perhphyy o4. e Number of Customers What To Do--Joint action agencies may need to examine their original charter and purpose and broaden their mission to reach out to these smaller, non-affiliated public power utilities to offer services, management, power supply,operations and other programs that will preserve these small,at-risk utilities. It would be a significant blow to the public power movement if a large number of even these smaller utilities could no longer conduct business and therefore changed models and ownership. Another approach to providing economies of scale to smaller utilities is being studied. Larger,well-run public power utilities are offering to lease and operate or purchase smaller systems on a friendly basis to maintain public ownership through a business model where separate utility operations and possible ownership are combined. 5. Customer-Focused The cornerstone of the public power business model is its primary focus on the interests and needs of the customers and communities where they reside. Serving customer and community needs were the 21 158 reasons public power utilities were formed. Maximizing this service and the value of the public power utility as a community asset remains the business model's primary driver. Excellent service is a perceived value calculation by customers combining the cost of a product or service,and the value or benefit received, plus other intangibles that come from conducting business with a particular organization. While IOU rates are currently 13 percent higher than those of public power utilities on a national average basis,this difference has narrowed considerably over the past 20 years and may continue to do so.As indicated earlier, the national average of IOU and public power commercial rates are about even, and IOUs have a small advantage in industrial rates. If rates become too close to represent a differentiating factor, or public power rates are higher than IOU rates, public power utilities must deliver value to customers in other ways. Public power has a well-earned reputation and is in fact envied by other industry segments for being close to its customers and providing excellent reliability. This attribute was evidenced the last few years when comparing service restoration following major storms on the East Coast. However, customer satisfaction and meeting their demands for various services have become increasingly challenging.Some customers focus only on cost, desiring the lowest kilowatt-hour charge possible, and view electric service as a commodity with price the only consideration. Others are concerned about reliability and understand that superior reliability requires investments in distribution and operations,and exploring and implementing the latest technology,where appropriate.Still others want a balance between cost, reliability and added services: convenience, information and control (the ability to influence their own energy use, and make environmental and other choices about how electricity is generated). What To Do--Public power governing bodies and executives need to do all they can to keep costs and rates as competitive as possible, assure resources are available to maintain high levels of reliability, and examine and invest in new technology that enhances customer convenience and control, and keeps up with competitors. JD Power and Associates released a recent report on technology applications used during outages to reduce customer frustration and improve satisfaction. IOUs (FP&L, Entergy, Portland General Electric and Idaho Power)were listed as best in class for speed in locating the outage,ability to inform customers of the outage, its potential duration,tips on what to do, and notification and follow-up with each customer affected once power was restored.These technologies took time, money and skilled technical staff to install and operate, but resulted in both a more organized response by the utilities and considerably higher customer satisfaction during a difficult period. To retain its customer service advantage, public power needs to meet and exceed these newly raised bars of service delivery. Land mines 22 159 As has been stressed throughout this report,the historical public power business model faces many challenges, but if governing bodies and executives understand the underlying philosophy and application of the five business model components, and maximize their implementation,the public power business model should remain strong and provide just as significant an advantage to its communities as it has done for the past 100 years. A public power utility is a long-term investment in the prosperity and health of a community and its electricity customers.The utility provides an opportunity for public participation in some of the most important decisions communities face: Where will residents get their energy? How much will it cost? How reliable it will be?What technologies will be used?What other services can the utility offer?What impact will the utility have on the environment, now and in the future? A community-owned electric utility can distinguish a city as a place where energy costs and taxes are lower, business is healthy, customers choose the direction of energy use and savings and the citizens are more united and participatory in the effectiveness and success of their local government.These qualities are not achieved without civic understanding, hard work, and time commitments by governing bodies, staff and citizens participating in the democratic process that is necessary for public power to be successful. There are, however,significant risks ahead for public power: landmines that public power leaders must identify and address if our segment of the industry is to be successful for the next 100 years. Here are the risks that seem most important to address if public power's business model is to continue to be successful in the near and long term. • Financial pressures on local governments will continue to press policymakers to make enterprise transfers and asset sales, instead of service cuts and tax increases when dealing with revenue shortfall and underfunded pensions, as a means of survival. • The skills and knowledge of local government policymakers who do not fully honor their fiduciary duties to the enterprise activities of local government and fail to make sound business decisions, place upward pressure on rates by making transfers to the general fund that are inappropriately high, do not maintain adequate reserves and investments in system operations, fall behind on new customer service and reliability technology, and fail to convey the nature and value of public ownership to customer/owners. • Loss of rate competitiveness--as the once substantial rate differential narrows between public power and IOUs and rural electric cooperatives, and in some communities disappears;or public power rates inch higher than IOUs (as is true in several states and regions already), public power will have to find new ways to be competitive and/or offer new and enhanced services that assure a substantial value proposition to customers. • The challenges of economies of scale--Joint action agencies, potentially with the assistance of Hometown Connections,will likely need to offer expanded services,beyond power supply and other traditional services,to assure their members keep reliability high, meet growing compliance requirements, and are competitive in their service offerings. The 700 public power 23 160 utilities not affiliated with joint action agencies will need to consider consolidation and other options. Joint action agencies must reach out and find new ways to service this at-risk group. • Demands for new services, high technology will be made by some commercial and industrial customers, who will turn to non-utility power providers if public power cannot offer sufficiently high reliability, cost-saving options (such as demand response), and increased information and control of their energy use. For those residential customers who also seek greater energy information and control, and other options, public power may well fall behind the telecom, cable and computer companies, and other third parties, if their high-tech needs are not met. • The work force crisis will finally hit public power due to job and pay freezes at the local government level, new demands for high-tech employees and public power corporate cultures that in some cases are not welcoming to women, minorities, retirees and others. • New rules, regulations, standards and other requirements — Many regulatory factors pose threats to public power's competitive standing in the electric utility market. These include cyber security, reliability, environmental regulations, federal legislation that disadvantages public power, new pension and accounting requirements, tighter standards from rating agencies, limited hedging opportunities, cost issues and asset ownership in organized markets. Any one or more of these challenges could do significant damage to public power's competitive standing in the electricity market of the future. 24 i ' ' Figure 15: Public Power vs. Investor-Owned Rates Over Time Public Power vs. Investor-Owned Rates 12 w 10 u c � 3 8 c. 3 6 aC 4 - 10 2 w 0 1946 1951 1956 1961 1966 1971 1976 1981 1986 1991 1996 2001 2006 •••••••••••Public Power,Residential Rates Investor Owned,Residential Rates •Public Power,Commercial Rates i•Investor Owned,Commercial Rates ••••• Public Power,Industrial Rates Investor Owned,Industrial Rates 25 162. 181* AZUSA IIGHT & 'WATER INFORMATION ITEM TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITIE DATE: NOVEMBER 26, 2012 SUBJECT: FIRST QUARTER BUDGET REPORT FOR WATER AND ELECTRIC FUNDS FOR FISCAL YEAR 2012-13 Attached reports include unaudited budget information regarding the water and electric funds through first quarter of FY 2012-13. Footnotes are provided to indicate data sources and adjustments. In general, both electric and water utilities had some positive growth in sales during the first quarter, with electric sales of kWh increasing by about 4% over the same quarter last fiscal year; water sales increased by 6.8% compared to same quarter last fiscal year. Increased peak energy costs during the summer months were higher than the forecast or budget by about $250,000, and whole revenue was lower than forecast for a variety of reasons, including no production from Lodi Energy Center, higher actual load of AL&W customer base which left less energy to sell, and liquidation of summer Citi contract of 15 MW not producing as much revenue as expected. These factors contributed to a slightly negative cash flow for the electric utility of about $128,700 for the first quarter, however, will have relatively little impact on reserve level or debt-coverage. The water had positive cashflow of about $552,400 for the first quarter largely due to higher than expected retail sales. Most costs of the water utility are in line with projections with total expenditures amounting to about 26% of budget for the first quarter. Reserve level is forecast at about $21.4 million and debt-coverage is strong at 4.24x debt service for the period. Prepared by: Cary Kalscheuer, Acting Assistant Director—Customer Care and Solutions 031 Electric Utility Quarterly Budget Report 1th Quarter Ended Sept 30, 2012 (UNAUDITED) 1st Qtr Ended Consumption and Reserve Info Prior FY End 9/30/12 Percent Consumption-kWh: 236,527,153 71,583,192 30% Cash/Reserve Prior Fiscal Year End") $14,854,018 $14,725,334 99% Budget Actual Thru Percent of Budget Information 12-13 9/30/12 Budget Revenue Retail Billing Amounts1�1 $34,324,400 $10,922,876 32% Resale Revenue) 8,106,095 1,865,434 23% Other Miscellaneous Revenue 303,300 85,684 28% Interest Income 120,000 9,494 8% Total Revenues $42,853,795 $12,883,488 30% Expenses Purchased Power(3) $28,879,410 $9,300,822 32% Transmission/Dispatching 4,388,315 1,021,896 23% Operations and Maintenance 3,563,680 809,880 23% Administrative and General 41 2,433,450 380,263 16% Franchise and In-Lieu-Tax 3,432,440 1,084,999 32% Subtotal Expenses $42,697,295 $12,597,860 30% Capital Expenditures/Debt Service Long Term Debt Service) $776,107 $194,027 25% Capital Outlays and Projects(6) 1,642,394 220,285 13% Total Expenditures $45,115,796 $13,012,171 29% Adjustments Transfers Out 8,370 - 0% Total Expenditures and Transfers Out $45,124,166 $13,012,171 29% Change in Cash/Reserve ($2,270,371) ($128,684) 6% Debt Coverage Ratio° 4.62 7.06 (1)Source:AL&W FY 2011-12 4th Financial Report. (2)Actuals represent amounts billed based on Customer Information System report thru September 30,2012. (3)Source:Power Resources Division. (4)Low due to no budgeted Admin Allocations being drawn from Fund 31. (5)Based on annual scheduled debt service payments for outstanding long term debt. (6)Capital Outlay Accts and Capital Improvement Project budget figures. (7)Total Revenue less Cost for Purch'd Pwr,Trans,O&M,and A&G,divided by debt service. Minimum debt coverage requirement is 1.10 per bond financing agreements. This is preliminary d/c ratio and it may vary with Disclosure Report prepared after the audited financial reports are available,around December 2013. 03 2 Water Utility Quarterly Budget Report First Quarter Ended Sept 30, 2012 (UNAUDITED) Consumption and Reserve Info Prior FY End 1st Qtr Ended Percent Consumption-CCF: 7,598,788 2,581,898 34% Cash and Investments:w $20,872,518 $21,424,922 103% Budget Actual Thru Percent of • FY 2012-2013 Budget Information 12-13 1st Qtr Budget Revenues Retail Billing Amounts(2) $13,974,211 $5,464,417 39% Other Revenues(3) 2,731,834 398,013 15% Interest Income 103,770 0 0% Total Revenues $21,404,925 $5,862,431 27% Expenses Production $2,589,163 $734,861 28% Purchased Water 3,083,954 441,843 14% Transmission and Distribution 2,682,335 565,587 21% Customer Accounting and Sales(4) 4,059,174 663,609 16% Administrative and Engineering 1,085,043 120,808 11% Franchise Fees 338,470 112,941 33% Subtotal Expenses $13,793,139 $2,639,650 19% Capital Expenditures/Debt Service: Debt Service Payments(5) $3,144,065 $786,016 25% Capital Improvement Budget(6) 3,524,423 1,884,361 53% Total Expenses(Less Bond Funding) $ 20,461,627 $5,310,027 26% Adjustments Transfers Out(7) $0 $0 n/a Total Expenditures and Transfers Out $ 20,461,627 $5,310,027 26% Net Change in Cash(Negative) $943,298 $552,404 59% Debt Coverage Ratio(8) 2.51 4.24 Notes: (1)Source:AL&W Fourth Quarter Budget Report.Reserve Policy is$25 million. (2)Based on Customer Information System Billing Amounts through Sept 30,2012. (3)Excludes water right lease revenue in amount of$1.8 million counted last FY by AL&W. (4)Low due to no budgeted Admin Allocations being drawn from Fund 31. (5)Principal and Interest on 2003 COP, and 2006&2012 Revenue Bonds,for 3 months. (6)Approved appropriations for multi-year projects,some of which are carryovers from prior year. (7)Half of Interest Income may be transferred by policy if there is positive net income. (8)Total Revenues less Production,Purch'd Wtr,T&D,Cust Acctg,&A&G divided by Debt Svc Pymnts. Minimum debt coverage requirement is 1.25 per bond financnig agreements. 033 asr * 11111111111111- AUSA r.nrZ.a warro INFORMATION ITEM TO: HONORABLE CHAIRPERSON AND MEMBERS OF T ' USA UTILITY BOARD FROM: GEORGE F. MORROW, DIRECTOR OF UTILITIe DATE: NOVEMBER 26, 2012 SUBJECT: BUSINESS RECYCLING PROGRAM FINAL REPORT At its meeting on January 31, 2011, the Azusa Utility Board awarded a contract to E. Tseng & Associates to provide technical assistance to Azusa businesses to help them set up commercial source-separated recycling programs and to provide advice on ways to reduce the amount of waste generated. The program targeted the largest waste generators in the City using service level reports provided by Athens Services. It was originally thought that workshops would be necessary to solicit interest from the business community in the program, however, after a meeting with the Chamber of Commerce, the consultant started contacting businesses directly by phone and was able to secure a number of site visit appointments to 49 businesses starting in June 2011. A copy of the final report prepared by the consultant on the program is attached. Initial findings from the assessment determined that all but one of the businesses had some type of recycling program in place. Surprisingly, businesses were found to be diverting about 13,930 tons annually and only disposing an estimated 9,247 tons. This is significant in that these businesses are believed to be diverting about 60% of their waste. By comparison, Athens' MRF program diverts about 13,000 tons annually. The consultant was able to identify additional potential waste diversion opportunities of about 3,338 tons annually, and after assisting some businesses to implement new programs was able to verify that 21 of the 49 businesses implemented new programs and diverted about 659 additional tons annually. Nine businesses decreased their trash service levels as a result of the program by about 84-cubic yards each week. Various methods can be used to estimate cost savings, but one method used by the consultant estimates that these businesses will save about $41,575 annually on disposal costs. APPROVED Date ,, 034 Business Recycling Final Report November 26, 2012 Page 2 The consultant also identified several exceptional businesses that had successfully implemented recycling programs on their own, some of whom also expanded their programs after the assistance was provided through the consultant. Some of these businesses include Azusa Pacific University, Colorama Nursery,Artistic Entertainment, and Excel Bindery. In general, staff was surprised that as many Azusa businesses were already diverting as much waste as they are currently and is pleased that the City was able to help some businesses to divert an additional 659 tons from the MRF or landfill. Since the current MRF rate is $68.80 per ton, the disposal cost savings alone from this program will be about$45,000 per year. Staff elected to reduce some consultant costs through scope changes to the contract, and so the total one-time cost of this program was about $101,000. Attachment: AZUSA BSN ASSIST FINAL REPORT.pdf Prepared by: Cary Kalscheuer, Acting Assistant Director-Customer Care & Solutions Liza Cawte, Sr. Administrative Technician 035 CITY OF AZUSA BUSINESS RECYCLING PROGRAM FINAL REPORT Prepared by: E. Tseng & Associates and r%f EcoTelesis International For Azusa Light & Water September 2012 03E; The EcoTelesis International staff would like to thank the City of Azusa for the opportunity to assist businesses and provide follow-up and continued support. We realize that the current status of the economy and the impact it has on business decisions are barriers to implementation of a number of the suggested programs, however it is our belief and anticipation that the future closing of the Puente Hills landfill and the regulatory requirements of AB 341 may provide a better environment and the motivation to implement new programs and further expand existing ones in order to reduce the amount of solid waste being generated. 037 TABLE OF CONTENTS EXECUTIVE SUMMARY 1 BACKGROUND 3 1. METHODOLOGY 5 1.1 Target List& Ranking Based on Subscribed Bin Capacity 6 1.2 Introduction Letter 6 1.3 Case Study—Azusa Pacific University 7 1.4 Database 8 1.5 Meeting with Exclusive Franchised Hauler 9 1.6 Initial Contact 10 1.7 Customized Report 10 1.8 Customized Implementation Assistance 11 1.9 Follow-up Assessment 11 2. BUSINESS WASTE ASSESSMENT FINDINGS& IMPLEMENTATION 12 2.1 Initial Disposal Differences 13 2.2 Existing Diversion and Identified Potential 15 2.3 New Diversion Activities/Follow-up Results 21 2.4 Exceptional Businesses 24 2.5 Verified Subscription Service Changes 29 2.6 Cost Analysis 30 2.7 Greenhouse Gas Emissions 31 2.8 Challenges Encountered & Lessons Learned: 31 2.9 Suggested Next Steps 32 3. CONCLUSION 34 APPENDICES 35 APPENDIX A. UPDATED RECYCLER/RESOURCE LIST 37 APPENDIX B. CITY OF AZUSA WASTE REDUCTION AND RECYCLING ASSESSMENT LETTER OF INTRODUCTION 53 APPENDIX C. SAMPLE BUSINESS ASSESSMENT THANK YOU LETTER 55 APPENDIX D. SAMPLE BUSINESS ASSESSMENT REPORT 57 APPENDIX E. SAMPLE BUSINESS ASSESSMENT RECYCLING PLANNER 61 APPENDIX F. SAMPLE BUSINESS ASSESSMENT RECYCLING DETAIL REPORT 63 038 (This page intentionally left blank) 039 The City of Azusa has been successful in achieving the state-mandated landfill diversion goal of 50%, particularly with the mixed waste processing capabilities of their exclusive franchise hauler, Athens Services. However, with the expected closure of the Puente Hills landfill in 2013, the City of Azusa issued an RFP for a comprehensive commercial recycling outreach program that would assist local businesses in controlling disposal costs by setting up source separated recycling programs in order to divert additional waste from the landfills. Supported by the mandatory commercial recycling measure in Assembly Bill 32, also known as the Global Warming Solutions Act, and later by the passage of Assembly Bill 341 with its 75% recycling goal, the Business Recycling Program would provide technical assistance to businesses and serve as an important step in complying with state mandates for the city. The City of Azusa Business Recycling program began with an initial kick-off meeting on February 22, 2011. Technical assistance was contracted with the municipal solid waste consultants from E. Tseng & Associates and EcoTelesis International. A total of 59 businesses were approached to participate and 49 of them accepted, representing over 51 locations throughout the city. Preliminary contact with businesses experienced an interest from all but 2 of the sample from the top 250 businesses called. A valuable resource directory of third party recyclers was developed and a customized Access database was created to track the information and produce reports and lists of those recyclers best suited for the business' needs. A case study at the Azusa Pacific University was conducted in order to develop the other reporting tools that would also be customized for each business participating in the program. Azusa Pacific University's programs are a showcase for the City of Azusa and they welcome the opportunity to mentor other businesses throughout the city and other educational facilities as well. Initial findings from the assessment determined that all but one of the businesses had some type of program in place. In fact, 20 of the businesses audited were diverting more than 200 tons annually, and three of those were diverting over 1,000 tons per year. Nine of the businesses were already diverting 90% or more at the time of the initial assessment. Only 2% of the programs involved reuse or waste reduction efforts, so most of the programs involved commingled or single stream recycling. Businesses were diverting more than 13,930 tons annually and only disposing an estimated 9,247 tons — an incredible 60% diversion beyond the materials being sorted at Athens' mixed waste processing facility. However, an additional 3,338 tons of material were identified as potential diversion opportunities and if implemented, could raise the business' diversion rate another 5% if their disposal tonnages remained the same and more if their disposal tonnages decreased accordingly. The assessment team began follow-up interviews with the businesses in January, 2012. Typically, only 10-15% of businesses report implementation of some type of program based upon unsolicited waste assessments. However, 21 of the businesses, nearly 43%, reported implementing new or expanded programs. In fact, over 60 quantifiable programs were documented, diverting an additional 659 tons annually. This boosted the sampled businesses' overall diversion rate by another 2%. Many of the businesses expressed an interest in future programs and expressed that they were doing a "better job at recycling." It is this attitude, along with assistance programs from the City of Azusa, that will help to continue diverting waste from our landfills. Page 1 of 65 04(1 New Programs and Outstanding Business Efforts 54IACAPULCO#0033 0 - - y -� 8!ALLIANCEENVIRONMENTAL GROUP 0 I -_- I V 1 NWD80001 Azusa Pacific University-TOTAL y 33.41 9 seriously committed&continues to excel 42IARTISTIC ENTERTAINMENT SERVICES 1 23.29 1 1 started#94%;leader in industry 82-1-BREEDERS CHOICE-WAREHOUSE J 0 ! V 1 131 BUENA VISTA FOOD PRODUCTS 1 0 1 , I V started @91% 17 CAL FRESH 1 0 1 1 moving soon,will build more sustainability 102 CERTIFIED MARKET 1 0 V I 761 COLORAMA NURSERY Y 30535 3 1 started.94%;numerous sustainable practices 61COSTCO WHOLESALE#412 0 i V 601 COUNTRY CHICKEN&RIBS 0 I_ V --- - - --- -- ----------- 212;CVS#CVR009780 - 0.59 3 i 39 DIGITAL PRINTING SYSTEM 30.14 4 I - reduced pick-up of 3@3cy bins 34 ENTROCOMPONENT SOLUTIONS LLC _ 0 Owner saw consultant on site&told manager not to contact V 18;EXCEL BINDERY 1655 2 1numerousprograms 147 I FRESH AND EASY;101140 - 0 V 1 , _,- 63 GALE BANKS ENGINEERING j 0.18. 2 1 15 GOON THEATER 1 277 3 -_ 1 employees nowtaking 51 HANSON DISTRIBUTING CO 8.34 4 -_ I __ _ numerous programs ----- ---- ------ - 6511N-N-OUT#0006 J_-___ 0 V i 1 V 1 66ILA FLOR DE MEXICO 1 1.14 1 45 1 LA PRADERA 0.84 2 V -T 67 LA TOLTECA FOODS 0 V 1 46 LINDSEY MANUFACTURING 0 1 1 V 1 37' . - I LOVIN OVEN,LL 0 - - - 1 - - V ;started @97% 1- 35 MARIE CALLENDER'S 1.15 5 V V —_-- rising star for industry 94 MONROVIA NURSERY 38.14 4 I over 65+additional%;roll-offs last an extra week 401MONTE CARLO INN 2.09 2 1 1 1 69 NICK'S DOOR CORPORATION I 0 65 1 MP amt small Istarted @94% 191 NORAC Company _-_ _ I --- 1.64 4 -1 -----_-____- 1 5 NORTHROP GRUMMAN SYSTEM CORP 0 1. _.____ I_____ _ V 24 PRICE RITE 101 0 �__ - moved I 25 PTB SALES _ �_ _ 0 1 3 _ 29(RAIN BIRD 01 MP amt small I started @94% r , 311 RAIN BIRD CORP 0i - __nothing right now-_ _ __ I _ - 27 RICH DEARTH,L.L.C. 1 11.75 1 3 t i 28ROSS#275 0 --- 1 V 2 S&S FOODS 0nothing right now F- - 121ST FRANCES OF ROME CHURCH - - 0 V j (V) I 1_ 41 STANLEY STEEMER 0 interest,no action,compressing trash more so reduced pick-up of 3@icy bins 122 STARBUCKS#;6447 t 0 T V T -- 91STATER BROS#0057 0 _ V i_ 2- -V 1___ started 096% 16`TARGET#TGT002627 0 _ 491TOTTEN TUBES,INC 4.52 2 I I 92 TRU WOOD 0 __. _ _ . V started @98% 1 VALLEY THRIFT STORE__ __ I _ 0 _ _ __ _ __ V_ i79 I VEOLIA ES TECHNICAL SOLUTIONS 4.8 1 -3reen waste bin - 64 gal.MP I _- started#96% -- - -- - 3„VERY SPECIAL CHOCOLATE 170.65 _ 5 over 246+tons NWD8000 Worley Parsons 1 0.73 1 1 1. 1 658.72 60 8+1 1 2 1 12 1__ 7 1 11 16 in(bold)-17 Page 2 of 65 041 The City of Azusa had approved an agreement with Athens Services in October 2000 for trash collection services requiring the hauler to direct all the solid waste collected from residential, multi-family, commercial and industrial customers to be delivered to their mixed waste processing facility, or MRF (Materials Recovery Facility) located in the City of Industry. However, with the anticipated closure of the Puente Hills landfill in 2013 and the solid waste disposal costs that are expected to increase faster than inflation, the City issued an RFP for a comprehensive commercial recycling outreach program. The goal of this Business Recycling Program was to conduct commercial and industrial waste audits and implement source separated recycling programs using independent third party recycling contractors. Assembly Bill 32, also known as the Global Warming Solutions Act, was passed and signed into law in 2006. The California Air Resources Board Scoping Plan for AB32 was adopted with a mandatory commercial recycling measure designed to reduce methane emissions from landfills. Businesses are now required to implement commercial recycling programs. This law, along with the impending rise in disposal costs, would hopefully convince the businesses to participate in the voluntary waste reduction and recycling assessment program being offered by the City of Azusa and conducted by the contracted consultants from EcoTelesis International with E. Tseng& Associates. Then in October 2011, AB 341 was signed into law, expanding recycling to the apartment and business sectors. It also increases the state goal from 50% (previously set forth by AB 939 and maintained by SB 1016) to 75% diversion by 2020. So what began as a program to prepare businesses for a hike in future disposal costs now became an important step to compliance with state mandates for the city. The City of Azusa Business Recycling program began with an initial kick-off meeting on February 22, 2011, to discuss the goals, strategies, timeline and deliverables of a comprehensive commercial recycling outreach program aimed to assist the local businesses throughout the city. The initial strategy included the development of a recycling booklet to include a list of area recycling contractors and what materials they collect,workshops for Azusa businesses to present an overview on how to set up a source separated commercial recycling program, 50 onsite waste audits for interested Azusa businesses, and a database (Microsoft Access format) that can provide metrics and generate various reports. The waste audits would include a written report with specific recommendations on setting up source separated recycling programs, a customized resource list of third party recycling contractors, and subsequent follow-up visits to track any additional diversion activities that were implemented. Each of the components included in the work scope for this project was designed with the purpose of attracting businesses to participate in waste audits in order to find ways to reduce their waste going to the landfills. Source separated recycling programs were one of the key elements, but other cost saving and resource conserving practices were identified that also could be put in place. As the project progressed, it was evident that businesses needed extensive, personalized technical assistance, and it was determined that budget was better spent working on their individualized needs than on the workshops or on a generic recycling handbook. However, preparations for both the workshops and the recycling handbook were put to good use since 64% of the top 250 businesses were contacted and all but 2 expressed an interest in attending the workshop, indicating the business environment's top management receptiveness to finding ways to Page 3 of 65 042 reduce their waste. The resource list compiled for the recycling handbook was an essential tool in providing actual contacts to each business audited. As part of the franchise agreement with Athens, third party contractors may only collect recyclables if they pay or haul free of charge. Since most of the resources identified handled more than one type of material, a chart was developed that can be provided to businesses in either hard copy form or by email. Online resources such as http://earth911.com/ and the County of Los Angeles Department of Public Works' SmartBusiness Recycling website: http://dpw.lacounty.gov/epd/brtap/recyclingsite/index.cfm are excellent sources for up-to-date information. However, experience has shown that many of the facility managers and operations contacts spend little time in their offices and putting a list in their hands has always proven to be an effective tool. The County's SmartBusiness database was used as a starting point, but the thresholds for providing free or revenue generating services was too high for most materials since Azusa's distance from many of the recycler's yards and the rising cost of fuel prices prohibited many of the contacts to even express an interest in being included on the list. (For instance, Allan Company only provides a source separated commingled program for free only for a 40-cubic yard roll-off worth of recyclables). Recycling commodities have always been subject to the economy and market fluctuations and it is expected that these resources will change as well. Initially, only recyclers within a 10-mile radius were contacted; but as the auditing progressed and other needs such as charities accepting food donations, recyclers identified during the assessments were added to the list. An updated resource list is included in Appendix A. Page 4 of 65 043 1. METHODOLOGY Page 5 of 65 044 The Business Recycling Program required that onsite waste audits at fifty (50) of the top commercial / industrial waste generators in the city would be conducted and specific recommendations on setting up source separated recycling programs would be suggested. A number of preliminary activities needed to be prepared even before the first business waste audit could be conducted. Descriptions and procedures are detailed below. Digital files will be provided for those documents that are not"printer friendly." 1.1 Target List & Ranking Based on Subscribed Bin Capacity Athens Services provided a list of nearly 700 commercial and industrial customers that received trash services. Some of the customers had multiple accounts (compactors, roll-offs, and bins accounts are each entered separately) and some of the accounts represented multiple businesses (property management for malls are listed only once but are shared by a number of businesses). The lists had to be carefully examined to determine duplicate business entries and combine multiple services so that total subscription (number of bins, bin size, service frequency, and compactors) would result in a business ranking based on trash capacity. Similar business names with different street addresses may indicate different bin locations for the same facility or another business location for the same entity or management company. In some cases, businesses were treated separately because they operated independently (such as Rain Bird and Rain Bird Corporation.) Each of the accounts was adjusted for their subscribed (based on contracted bin schedules and roll-off averages) total cubic yards per month. Athens only provided a three-month average number for the roll- offs pulled from each of their industrial accounts. The three months provided included November 2010 through January 2011 — which are the busiest months for many of the retail and seasonal businesses. However, these amounts were used as a starting point and the businesses were ranked based upon bin capacity. If two businesses were listed with the same bin capacity, they would be ranked similarly. Valley Thrift Store was ranked #1 with more than 2,290 cubic yards on schedule to be picked up each month (using a standard conversion factor that their 40-yard compacted trash is at least 4x that of a regular 40-yard roll-off), and S&S Foods followed closely at 2,240 cubic yards disposed monthly. In fact, the top ten businesses had a combined monthly bin capacity of over 12,000 cubic yards compared to the top 250 businesses with a total combined bin capacity of more than 27,000 cubic yards. Although the average trash volume to weight conversion factors vary from industry to industry, this serves a one of the best methods in determining an initial target list of businesses to approach. All businesses targeted to be audited were ranked between #1 - #200 and no one subscribed to less than 52 cubic yards per month (a minimum of two 3-cubic yard bin serviced twice per week). City facilities and the Azusa Unified School District were not included in the target list. A total of 59 separate business targets were contacted and only two refused to participate. Several contacts were property management companies and it was decided not to focus on them at this time. Two other sources helped in identifying other primary targets: a Dunn & Bradstreet listing that included employee numbers and SIC listings for each of the businesses. The number of employees (on-site) and type of business are also useful in identifying potential businesses to target for waste assessments. 1.2 Introduction Letter One of the most useful and effective tools is having an official letter of introduction from the City, introducing the consultants and providing a brief explanation of the program, its benefits to the business and contact information for additional inquires and/or comments. It was either emailed ahead to the Page 6 of 65 045 business after scheduling an appointment for a visit, or dropped off during a "cold call" visit if the contact was not available. The letter was presented once again during the audit process, and contacts could be reminded visually regarding the purpose of the visit. The letter provided by Azusa Light & Water also served the purpose originally intended for the Recycling Handbook by indicating: ti Why recycling is good for business; t3 Develop a strong foundation for future communication between the City and businesses regarding the status of the Puente Hills landfill closure and the anticipated cost increases due to Rail Haul; 8 To provide businesses with information about the waste audit being offered by the City including why it is important and what happens during an audit; The other two goals intended for the Recycling Handbook was met by the follow-up report provided to each business after their waste assessment audit. A copy of the letter is provided in Appendix B. 1.3 Case Study-Azusa Pacific University Prior to the kick-off meeting, the City of Azusa had already made arrangements with Toney Snyder, the Assistant Director of Environmental Stewardship at Azusa Pacific University (APU) to participate in a waste assessment. The initial meeting was on March 10, 2011, and another visit, a number of phone calls and emails were needed in order to obtain a thorough assessment of all the programs, metrics, and other details needed. A good amount of time was spent with APU, not only because they were among the top businesses receiving the most trash services, but because of the cooperation, enthusiasm and interest expressed by APU's staff. Azusa Pacific University was undoubtedly the largest business with over 700 employees and nearly 10,000 students, a cafeteria, eateries, the West Campus, campus apartments and dormitories. They also had the most diversion activities, potential diversion and an interest in expanding their programs. Also, it is important to note that APU's numbers also include the recyclables collected from their campus-owned apartments and on-site dormitories. The recyclables are sorted by material type but mixed in together with the same materials collected on campus, so although residential in nature, these recyclables would all be considered part of the "multi-family and commercial waste" as referenced in AB 341. At this point, the format and structure of the report and documented metrics had not been developed and APU asked that some of the numbers remain confidential since they were in the process of acquiring bids for their CRV recyclables. A case study report was submitted in May, detailing their existing program and suggestion addition program enhancements and potential programs to consider. Over 20 quantifiable activities and more than 30 potential programs were identified, documented and quantified and entered into an Access database. Page 7 of 65 046 • jimimiew _ Air 041441,1&) , j3 Figure 1.APU Pallet& C&D Recycling Figure 2. Recycling& Solar Trash Cans ;ry a.o=40, r„ `.s: �7 I i; • 11.Ak Figure 3. APU Trash (green waste!) Figure 4.APU Trash 1.4 Database In preparation for the business waste assessments, the assessment reports and Microsoft Access database report formats were designed. Businesses would be given a written report summarizing their existing programs and detailing additional diversion opportunities observed. Another report, generated from the Access database would provide a list of recyclers and other resources based upon the materials identified during the assessment. This list, using the resources developed from the Recycler's Handbook, would provide a shorter, customized listing in an unbiased manner. The database could also provide a written breakdown of all the quantified activities, both existing and potential diversion, detailing the amounts and frequencies of the material, and providing the conversion factors use in determining total tonnage. This additional report was only provided to a few of the businesses, in order to limit the amount of correspondence being sent out. Page 8 of 65 047 The database was also modified to meet the needs of the Azusa Pacific University. In hopes to track the diversion practices of each department individually, the database assigned a separate record for each department and also includes a master APU record that imports all departmental activities together. The totals for all Azusa businesses only includes the master APU record, and not the individual departments, thereby keeping track of all information, yet eliminating duplicate amounts. The database also has an example business named"Greener Business"that can be modified for demonstration purposes, that does not affect totals or summaries. This database has been used successfully in many other municipal business technical assistance projects throughout Southern California and also for the County of Los Angeles programs. Other features such as generating monthly reports, summarizing by materials types, and updatable Recycler material acceptance lists are included. There is also a greenhouse gas calculator "add on" available for this database'.using the Climate Registry Protocols. All of the top 250 businesses have a separate record in this database that can be added to at any time. A separate"users manual"document will be provided along with this report. v 1 CITY OF AZUSA WASTE AUDIT DATABASE Figure 5. Access Database 1.5 Meeting with Exclusive Franchised Hauler After the initial meeting with APU, a meeting with the City's exclusive franchised hauler, Athens Services, was arranged for March 14th in order to determine what information could be passed on to the businesses, would Athens agree to changes in resulting service levels and fees, and what types of alternative programs could be provided to the businesses. Athens indicated that they would have no problem adjusting service levels and fees (regarding either bin size or pick-up frequencies) with businesses that were successful in reducing their trash and that they would like "first chance" at source separated programs. However, they were not open to food composting programs, green waste (particularly for APU), or wet/dry route options at that time—and they finally said they might look into ' Climate Registry General Reporting Protocol for businesses and Climate Registry Local Government Operations Protocol for city government operations standards used. Page 9 of 65 048 food waste recycling for APU or Northrop. This indicated to us the importance of finding a number of food bank opportunities for the smaller businesses generating food waste. Athens also indicated they would not try to "police" their accounts, but technically, if there was any trash in the recycling loads being picked up from 31'a party recyclers, those loads belonged to them. This was reasonable since that is usually the terms of an exclusive franchise agreement. It was also discussed that a "Drop off your e-waste day" would be a possibility and that they would coordinate with the Chamber of Commerce. (The Chamber did hold an event on August 20th with another sponsor, Angles with Blue Jeans). The only "source separated" program that Athens offered was a 1.5 cubic yards of mixed fiber (paper materials). Grease and oil recycling fall under sewer requirement and does not fall under the trash regulated by the franchise agreement. None of the other programs regularly offered was mentioned, however, this was enough to proceed. 1.6 Initial Contact The top 250 business waste generators were initially contacted in April 2011 to obtain the name of the appropriate contact to invite to the recycling workshop. Sixty were known retail stores, restaurants or businesses that listed the contact as the owner, so there was no need to call them since the invitations would be addressed to the owner or store manager. Of the remaining 63% of businesses, 6 phone numbers were disconnected, 10 rang through but were never answered and another 11 could not be reached but were left voice mail messages. Eleven were receptive, but would not provide a contact's name. Only two businesses asked not to be invited. The preliminary work for the workshop translated into a good understanding regarding the receptiveness and interest of the businesses to the subject of recycling. It also provided the "leg work" needed to be able to reach businesses by phone if"drop ins" were not successful. The first wave of audits began on June 27`h. Territories and priority targeted businesses were assigned between two of the auditors assigned to conduct the assessments, so any other potential businesses could be identified that may not have been on the list provided by Athens (new accounts, etc.) Initially, visits were paced "slowly" so as to identify any adjustments or changes that would be needed in the reports and follow-up. However, within the first few weeks, 21 businesses had been contacted and 10 of the audits were complete. At that point, only one business declined to participate. 1.7 Customized Report After several drafts, a final report format was developed and used to provide to each business with a copy that was mailed to them following their visit. The packet included a thank you letter, assessment report, and a "summary planner" that quantified existing and potential diversion tonnages, according to material type, and listed contact information for recycling resources. Copies of the reports were emailed to the City as well. Templates are provided in Appendices C-F. The assessment report packet included: O Business Contact information t1► Business Overview far Disposal total (based on trash subscription and business fullness estimates,not weight tickets) �► Summary of existing programs &diversion percentage Page 10 of 65 049 t3 Waste generation areas &recommendations t3 City &Athens Contact information The written report clearly indicated that the business should first check with their hauler, Athens, to discuss potential opportunities — allowing the exclusive franchise hauler the first chance at programs as had been promised during our initial meeting with them at the start of this project. In addition, a few of the businesses received specialized information including: is Hand Dryer Calculation Worksheet O Special Notes about Carpet Recycling/Resources • t3 Rendering & Cooking Oil Resources O Food Banks & Donation Programs Only one recycler (Full Circle) stated that their minimum for a free mixed paper recycling was 2 @ 3 cubic-yard bins per pick-up - which could be collected every other week. Past studies have found that the threshold for an office paper program to pay for itself is approximately 150 employees. Only 7 of the businesses visited had that many employees or more, and only 3 of the businesses audited were generating and trashing that amount of mixed paper. 1.8 Customized Implementation Assistance A good deal of time was spent simply attempting to contact the businesses. Since most of the contacts responsible for the trash and recycling were involved in facility management or operations, they are often difficult to reach. Most of the additional technical assistance involved finding resources for difficult to recycle materials or out of the ordinary circumstances that required several conversations in order to fully understand the issues. A more detailed narrative regarding some of these special circumstances encountered will be reported in Section 2.7 Special Circumstances — Continued Assistance Required. 1.9 Follow-up Assessment Beginning in January 2012, businesses were contacted for follow-up assessments in order to determine: • If the they had implemented any new programs or expanded existing ones 4 Provide metrics and/or estimates where possible O Which,if any,of the resources provided in the Recycling Planner were contacted • Had the business reduced their subscription bin numbers: size, frequency,fullness,or usage(% of shared bin)? In order to independently confirm their disposal,they were asked to estimate the current average fullness of their bins,so that any drop in percentage could be calculated. At that time, some of the businesses reported that they had not received their initial report, so duplicate efforts were required to resend them copies, either electronically or by mail. Altogether, one store's report was first mailed, then another copy was hand delivered, and during the follow-up another copy had to be emailed — but thankfully, this was an exception to the rule. Most of the businesses were contacted by phone for follow-up, however, drop in visits were required for some of the businesses that would not return calls. Only 7 of the businesses could not be reached for follow-up. Page 11 of 65 050 2. BUSINESS WASTE ASSESSMENT FINDINGS & IMPLEMENTATION Page 12 of 65 051 2.1 Initial Disposal Differences The targeted businesses were obtained from the customer service subscription listing provided by Athens Services in February 2011. By the time most of the assessments were conducted during June— November, many of the disposal services had decreased, some businesses stating they obtained service level changes over a year prior to the interview. Eight businesses had lowered their subscription services and 2 businesses with roll-off services averaged significantly less than was estimated by the numbers provided by Athens. Five businesses actually increased their disposal capacity, however, all but one had roll-offs, so their increases were due to their average monthly pulls that were only slightly higher than the average estimated from the initial list from Athens, and only one business actually increased the frequency of their bin pick-up services. Even before recommendations were made, the bin subscription audit revealed a 17% reduction in waste simply based upon disposal subscription differences and bin fullness levels that were less than 100%. Average bin fullness levels are the quickest way businesses can identify potential cost savings. Twelve businesses were over subscribed or reported bin fullness that indicated enough excess capacity each month that they could reduce at least one bin pick-up weekly. Based only on bin subscription levels, these businesses could"reduce their trash"(and their services) and information from the assessment will further identify opportunities for businesses that could reduce their services and their related costs. These updated subscription levels will serve as the baseline disposal totals with which later follow-up metrics will be compared to measure program successes and changes as a response to the Business Assistance Program. Approximately 9,250 tons per year and 7,939 cubic yards (adjusted for compactor density of 4.5x non-compacted trash) were represented by these 49 businesses. The baseline bin information is further detailed in Figure 6. Bin Subscription Comparison Chart — Initial Customer List Information vs. Assessed Bin Services. Page 13 of 65 052 Figure 6. Bin Subscription Comparison Chart—Initial Customer List Information vs.Assessed Bin Services 54;ACAPULCO#0033 32.3812@3cyr,2x/wk @ 90% 12r 3cy,3x/wk L -31.181already reduced service prior to audit 8 ALLIANCE ENVIRONMENTAL GROUP 599.64 1 @40cy,5x/wk 1©40cy,18.67/mo 1 119.20 5x/wk is est,avg,18.67xlmo based on Athens records 800013 APU roll-off � _—_ __— 716 51 181 69cy/wk+14.77cy/wk comps 1357 cy/mo � 353.96 not all bins are filled to capeaty;iollo8 avg.was ham_ __ 421ARTISTIC ENTERTAINMENT SERVICES 14.99 1 @40cy,every 2mo 1©40cy,2.67/mo 1 -101.681 make sure compactor Is on call 82 BREEDERS CHOICE-WAREHOUSE 8.991113cy 5x/wk ifg 20% 1`3cy 5x/wk -51.96, • REDUCE TO A 2CY OR LESS PICK-UPS! 13 BUENA VISTA FOOD PRODUCTS — 53.9711@3cy,6x/wk 4@3cy,6x/wk ' 233.82 jalready reduced service prior to audit 17 CAL FRESH 92.19122 3cy,5xfwk X100%&1/45% 3@3cy,5x/wk -61.701 1_1325%full=reduce boxes or something? 102 CERTIFIED MARKET_ 35.98 1�3cy,4x/wk j1©3cy,4x/wk @40cyC 1 09x/wk 1 4.67x/mo 0.001 76 COLORAMA NURSERY _ 80.07 1 1 40 42xAvk 1(8340cy,1.67x/mo 5.9411ncrease(but based on avg pulUmo) 6 COSTCOUNTR WHOLESALE#412 543 67 i 1@�6 @- 1� y 5.59jincrease(butbased on avg pull/1ml s 212 CVS#CVR009780 17.9811 �� decrease is based on avg fullness HICKEN& 391 DIGITAL D GITAL PRCINTING SYSTEM 84.76 3 3c,3x/wk 80 h 3,3c 6x/wk 15.59 y 3c 3x/v.4( 85.T3 already reduced service prior to audit 34 ENTROCOMPONENT SOLUTIONS LLC 89.95 2(Ncy,5xhvk 2n 3cy,5x/wk 0.001 18.EXCEL BINDERY 76.4512@)3c0x/wk fg55%&1(00% 31-, 5x/wk 84.44' could reduce by 1@)3cy,3x/wk 147 FRESH AND EASY#01140 —_ 24.29 1 C 3cy,3x/wk t90% 1`3cy 3x/wk_ -3.901 decrease is based on avg fullness 63 cy -— 51 jGALE BANKS ENGINEERING 115.54 ipe locations=0 66.92 cy/mo 221 Amo decrease based an avg pull/month&bin fullness15, _ 1_ 3cy 2x wk©90 rG 3 c'3c 2x/wk 31.18 IN-N OUT!!0006 __ _ 38 98 3 2x/wk 3 3c,2xhvk +" 0.00 already reduced service prior to eudM GOLIN THEATER 99.8413/Noy,2x/wk 95%&3T90% 6 8/1/3cy,3x/wk -85.731 HANSON DISTRIBUTING CO48 57 3 � Ideaeaseis based on avg fullness � y 66 LA FLOR DE MEXICO 17.99 1 r _ - �Y,2?f/wk 1�3cy,-6x/wk 51.96�alreadyrsduced�ervfce�riartoaudk 45 LA PRADERA _—_ 43.17 2©3,4x/wk/16_0% �2�3cy 4x/wk 41.571may be able to reduce with 2�90ga1 renderin _67 LA TOLTECA FOODS __— 71.96 2�3cy 4x/wk _._____._.__ - 2@3cy,_3x/wik 25.98 increasedticeirseMce_ —__ 46 LINDSEY MANUFACTURING 71.9-614©3cy,2xhvk 4�3cy,2x/wk 0.00137 LOVIN OVEN,LL 89.95 1@30cy,1x/wk 1/11.30sr,3x/mo 39.901increase(based on a gpulUmol,_ 35'MARIE CALLENDER'S 71_96 2©3_y�4x/wk 2 3cy,5x/wk _` 25.98 already reduced service prior to audit 94 MONROVIA NURSERY 59.96 l 40c 5x/wk increase�ut based on avg pulUme)_ 40'MO_. ._,__ INN 80.95 3 ,3xAMc 3 69!NICK'S DOOR CORPORATION 14.7573©3cy,2x/wk,1 80%&2@1% 3@_3c 2x/wk 0.00 _ _ _don't use containers for storage! y 1 0 1.33x/mo 33 40 —_19 NORACCOMPANY __ _ _ 67.4603p3 ,_5x/wk +50% 3(�3cy,5x/wk 197.43 oversubscribed reduce binsize#bins 5 NORTHROP GRUMMAN SYSTEM CORP 836.86 1208.59 cy/mo 1340 cy/mo _ 191 41.based on visit visuals only,not fuse hdomation-from lean" 24�PRICE RITE 101 80.95 2 3cy,6xiwk 1X50%8 1 X100 2 3cy 6x/wk 77.94 over subscribed;reduce bin size or comQost9 25 PTB SALES_.—__- 78.45 1g3cy,6x/wk,1�3cy,2.5x/wk 2r_�3cy,6x/wic -45.50' 31 RAIN BIRD CORP 234.64 1 40cyC 5x/wk 1/1140c ,3.67x/mo 60.201decreaseIs based on avg puNfmonlh 2�RAIN BIRD(2ND FACILITY)__.___-- -- 29.98 1�40cy�_25x/wk` 2�3cy Sx/wk 17.32f increase isbased on change from bins tocompactor_ ____-.__ 27IRICH DEARTH L.L.C. 107.94 4@3cy,3x/wk_ 4 3cy 3x/wk 0.0.0 _ — �`Y 28}ROSS#275 88_35 2 C, decrease is based on avg fullness 2 — 3.22x/wk° 11 40 14x/mo 2.30 — 41 STANLEYSTEAMER 1 80_95 3�y�3x/wk 3 3cyt3xAvk_-- 0 001 daIX@8881s based 00 81+8 pUlhnanlh 12!ST FRANCES OF ROME CHURCH 40.48 2�3cy 3xtwk 0/75% 2 3 3x/wk 19 491decrease is based on avg_fullness — 122'STARBUCKS#6447 7,20 1 ------- 1 _ 3cy,4x/wk®20% —___-- _1 3cy 4x/wk -41.57jdeaease based on ban usage of shared bin —91 STATER BROS#0057 26.98 163 4§75% 1(g3cy,5 w67x/mo 25.98' had reduced service prior to audit;reduce sae w1comp? 113'iTARGET#TGT002627 140/9 1 3O k -14.84 decrease Is based on avg fullness 49 TOTTEN TUBES INC__ p..97_gcpcy2x/wk @50%4.2@i 00% 4(1/goy,2x/wk 4.,. -25.98 decrease is based on fullness, 92 TRU WOOD_ L_ 26.98 1(03cy,3xlwk 1�3cy,5xAvk ,.._ -25.981already reduced service prior toaudk 1 VALLEY THRIFT STORE 1548 63 1@40cyC 3.3x/wk 10240cyC,_14 33x/mo _ -1.64!decrease is based on avg pulllmonth - _ 179jVEOLW ES TECHNICAL SOLUTIONS 53.97 3©3cyt2x/wk 3t�. ,2x/wk 0 00 - 3cY 3 i VERY SPECIAL CHOCOLATE 946 17 1 L 40_ 2.02x/wk 1 — � - _ __ _ cyC �40cyC,8.67x/mo 1 3.061hrcrease(but based an avg pull/mo) 800015,Worley Parsons 35.98 N/A 2 3cy 2J/wk 0.00Inew business not on original list TOTALS 9,250.38 tons/yr -- 7,938.51 (1,614.99)cy/month difference initially found based on audio vs.Athens'1ls cy/mo 17% %decreae in trash subscription CA Page 14 of 65 CO 2.2 Existing Diversion and Identified Potential Altogether, 49 separate businesses were audited, with Gale Banks Engineering representing five locations within the City and Azusa Pacific University's multiple campus and apartment locations represented one business as well. There were 313 quantifiable diversion programs — including various recycling, reuse and source reduction programs ranging from paper recycling to reuse of plastic plant pots and flats. These programs represented 13,930 tons of materials being diverted from the landfills annually, and it is likely that only some of these were being quantified and reported to the City2. Based on the estimated disposal numbers from these same businesses of over 9,287 tons annually, the diverted materials represent a 60%diversion rate from these top businesses. In addition, 273 potential diversion programs were quantifiable. A number of other programs and activities were identified but not included in the metrics because they may have been too small or difficult for businesses to quantify, such as ink jet cartridge recycling or diversion potential through company-wide double sided copying practice. Also, many businesses could not estimate all their potential diversion activities or did not return calls verifying estimated quantities. However, the metrics obtained provide us with a good "snapshot in time" estimate and a defendable baseline from which future progress can always be compared against. Measurable potential diversion totaled 3,338 tons annually. In some cases, the potential diversion activities equaled a tonnage total that was greater than the amount being disposed; such was the case of: Colorama Nursery, Lindsay Manufacturing, Lovin Oven, Rich Dearth, LLC, St. Frances of Rome Church and Totten Tubes,LLC. This occurs when a source reduction of current materials being recycled is identified and "upgraded" - such as replacing wooden shipping crates and recycled broken pallets with more durable and reusable shipping containers. Preventing the breakage reduces the waste that needs to be collected and hauled away for recycling. Subsequently, even though all the identified potential diversion activities may equal the amount of trash being disposed, the business may still not achieve zero waste even though they implement all the suggestions provided. Generation=Diversion+Disposal % Diversion Initial= Diversion Initial /(Disposal Initial+Diversion Initial) New%Diversion= (Diversion Initial+New Diversion)/(New Disposal+Diversion Initial+New Diversion) Example: Greener Business starts with 100 tons of Generations=25 tons of recycling+75 tons of disposal Their Initial Diversion%=25%,=25/(25 +75) After adding new programs,Greener Business"no longer recycles": Diversion=25 tons that were Recycled are now Source Reduced+50 more tons now composted Disposal =now 25 tons New %Diversion=(25 +50)/(25 tons Disposal+25 tons initial switched to Source Reduction +50 tons new being composted) =75%=but not zero waste even though the new diversion is equal to 75 tons initially disposed These operational changes may make the business appear to be "recycling less" when they are actually "source reducing" more. Disposal changes may not be noticeable by the business, but overall Greenhouse Gas metrics are impacted and a greater "overall" waste generation is realized -- they may 2 In many cases,businesses were not asked the name of their recyclers,and if Athens provided them single stream recycling services, Athens may be including these numbers in their reports to the City. During follow-up interviews businesses were asked if their new programs were serviced by Athens and this information is included in the supplemental file<Bsn Assist Results.xls>. Page 15 of 65 054 not see less trash in their bins, but they are helping to reduce waste in their customers' bins. Rich Dearth, LLC observed this: no change in disposal, but they went from zero diversion to diverting 10% of their waste. In some cases, the potential diversion identified included materials not traditionally reclaimed (such as chicken feathers or plastic urethane scrap) and it may be difficult to find resources that will accept them, or ways to eliminate these wastes. However, they were included as potential diversion because the identification of needs and opportunities are the first steps towards reducing our waste. If all potential diversion activities identified were implemented, the overall diversion rate for the 49 businesses would only realize an overall increase of 5%, however, if disposal tonnages also decreased, the increase in diversion would be far greater. Page 16 of 65 055 Figure 7. Summary of Business Initial Disposal,Diversion, and Potential Diversion Tonnages 54!ACAPULCO#0033 I 20 32.38 22.5!, 41%' 18.6; 15% 8TALLIANCE ENVIRONMENTAL GROUP 1 120 599.64 - 1.971 096 0' 0% NWD8000131Azusa Pacific University-TOTAL-ALL PARTS 11 716.51 13olir 15961 -- 399727- 27%1 -,--- _ 42ARTISTIC ENTERTAINMENT SERVICES 55 14.991 255.211 94% 10.79 0% , _ -, --82 BREEDERS CHOICE-WAREHOUSE91 8.991 1.81; 17% 2.54 16% 13'BUENA VISTA FOOD PRODUCTS 801 53.97 580.97' 91% 12.79 0% , : 17 CAL FRESH - 92.21 235.24 72% 49.19 4% - -- 102 CERTIFIED MARKET 31 35.981 14.17 28%' 1.02 1% 76 COLORAMA NURSERY 851 50.0711 746.58 94% 2255 1% 6 COSTCO WHOLESALE#412 4001 509.641 804.77 61% 129.11 3% 60 COUNTRY CHICKEN&RIBS 81 43.171 15.94' 27% 3.43 4% --, 212 CVS#CVR009780 200% • _ . 17 99! 56.02 76% 1.54, 39 DIGITAL PRINTING SYSTEM F 651 64.76 --- - i 383.92 86% 30.85 1% 34 ENTROCOMPONENTSOLUTIONS LLC 501 89.951 6.71 7% 25.52 19% 18 EXCEL BINDERY 50. 76451 263.96 78% 23.68 1% _ . . 147;FRESH AND EASY#01140161 24.291 87.31 78% 1.3 0% ---, - - 63,GALE BANKS ENGINEERING 135: 115.541 480.011 81% 33.437 1% __,_ , __ 15 GOLIN THEATER 2414eliit 7-- 0.3! 0% 60.75: 38% : 511HANSON DISTRIBUTING CO 1001 48.571 91.82165%. 5.42 1% 65 IN-N-OUT#0006 8] 35.98-1-, 12.75 26% 2022. -1 22% _ 66 LA FLOR DE MEXICO 121 17.991 30.24 63% 2.78 2% 45 LA PRADERA 61 43.171 9.36 18% 5.52 8% 67 LA TOLTECA FOODS 211 71.961 i 21.1 23% 42.64 24% 46 LINDSEY MANUFACTURING 901 71.961 204.81 74% 85.65 6% 37 LOVIN OVEN,LL 2751 89.951 2607.3 97% 174.05 0% 35'MARIE CALLENDER'S 361 71.961 - --- - - 19.13 21% 36.55- 24% 94 MONROVIA NURSERY 40, 59.961 0. _ 241 0% 41.72 41% - ---- 40,MONTE CARLO INN 12' 80.951 5.28, 6% 16.22. 15% - -, - 69.NICK'S DOOR CORPORATION 23 14.751 232.11, 9496 0.95 0% 19'NORAC Company 67.461 __ 0.51 1%! 6.09, 8% - -,-- Si 5 NORTHROP GRUMMAN SYSTEM CORP 1300 836.861 _ 43.71 _ 5%, 526.5. 36% 241PRICE RITE 101 321 80.951 --66-0.67' 88% 12.911 0% ---.- - - ----,- _ 25 PTBSALES 251 76.45 I 47.12: 38%. 33.22, 13% - . - - -- 29;RAIN BIRD 751 29.981 465.49 94%7 0.66 0% 31 RAIN BIRD CORP 951 234.6411 189.71 45%' 21.551 3% 271RICH DEARTH,L.L.C. 2 107.941 01 0% 604.61; 85% - --- 28'ROSS#275 241 i6.351 -----311.-5127%1 48.74 n% . _ 21S&S FOODS 2101 1511.1 1137.73143%, 25.09 1% - - 12.5T FRANCES OF ROME CHURCH 271--- 46.48 ---4:221 9961 46.62. 4'36 41;STANLEY STEEMER 70E 80.95 2.051 2% 27-1.7-111 14* 122-1STARBUCKS#6447 11 7.2 1.48; 17%: 3.55, 24% - 911STATER BROS#0057 59 26.981 696.57L 96% 5.18. 0% 16.TARGET#TGT002627 871140.79J 252.561 64%1 -138.411 9% ---------r , 49'TOTTEN TUBES,INC 701 53.971 252.37, 82%, 43.04 2% 921TRU WOOD 60 26.98i ---- 11841.15811, 98i 41.277 0% -- - - , - 11VALLEY THRIFT STORE 50 1548.64 0.61; 0%' 86.09 5% 1791VEOLIA ES TECHNICAL SOLUTIONS 95 53.971 1157.571 96% 14.67' 0% ----1----- • _ _ 3 VERY SPECIAL CHOCOLATS 250 946.171 11-- S35.31. 36% 175.88; 7% NWD800015;Worley Parsons 250 85.681 3.64 9%T 12.63. 22% 9,247.40 I 13,930.32 1 60% 3,338.43 5% Page 17 of 65 05G The following chart indicates the number of businesses (Existing)that were already diverting the various materials types of materials in single streams. This provides a general overview of programs that were currently in place. Also included is the number of businesses (Potential) identified as having potential diversion of materials that could be quantified. In some cases, however, their quantities may not meet the threshold required for recycling services providers that would comply with the franchise hauler's agreement (that third party recyclers may not charge for services). Lastly,the number of businesses that reported new material diversion programs for each of the materials listed is indicated in the final column (New). Figure 8. Number of Businesses Showing Activities Summary of Diversion Activities(business count) Existing Potential New Cardboard reuse&recycling(including scavengers) 38� I 23I 7 Pallet repair,reuse&recycling 25' 8j Lumber&sawdust reuse&recycling 81 ! 31 3 Paper recycling(all types) 2136,* 3 Paper source reduction activities including paper towels 15 12; � CRV containers recycling(potential was mostly PETE) 34 17 10 Metal can recycling(food) 4 7 * 2 Metal recycling 18 3 2 Other container recycling(mostly HDPE) 2 10 * 2 Film plastic recycling 8 301* 3 Durable plastic reuse/recycling including 5-&55-gallon drums 8 6 5 Composting(food) 2 91* 1 Composting(trimmings,soil&fines,paper,leaves&grass) 4 141* 3 Food source reduction 5 Food&/or Cooking oil recycling includes rendering,animal feed,organics for biofuel,etc. 16 9 * Misc.reuse&source reduction 14 _ 7 Misc.recycling(tires, batteries,remainder composites) 10 18 * 4 E-waste recycling&reuse 8 Material exchange(including bulky items&food donations) 8 1 Flat glass recycling i _ 31 Programs marked with an asterisks* should be looked at more closely and strongly considered. This chart illustrates the diversity of programs and participation level among the businesses audited. Over 26 different types of programs are represented since recycling of a specific material type is generally a different program than the reuse of that same material — food can be donated (source reduced), recycled (compost) or even reused (leftover fruit from the salad bar is now being pureed for use in drinks!) What also may not be evident in Figure 8 is that, although 38 of the 49 businesses show that they already have a cardboard reuse and/or recycling program, there were additional cardboard diversion programs identified at 23 of the businesses — either programs could be expanded to include smaller cardboard boxes or include boxes from other operational areas of that business that were not being recycled, or potential recycling of 55-gallon cardboard drums from one of the businesses. Page 18 of 65 057 The potential paper recycling includes materials such as white ledger, office paper, magazines, Remainder Composite Paper, such as plastic lined paper kraft bags, that could potentially be diverted by a de-packaging facility or implementation of some type of alternative packaging (water soluble liners). "Bag in a box" packaging (such as soda syrup or other concentrated food items) is another commonly discarded material — some recyclers accept these materials while many businesses instruct their staff to take the extra time to separate these materials. Paper towel diversion was only quantified as a potential source reduction activity at six of the businesses because it is often difficult to obtain purchasing records.3 Also, since there are currently no known recycling programs for these materials and hand dryers are generally beyond the scope of a simple suggestion presented from an unsolicited audit, it is not always a metric we are able to obtain. Existing paper towel source reduction numbers are even more difficult to obtain unless a business has recently switched over. Paper napkins, although many can be placed in food composting programs, have not been included(or asked) in potential program numbers at this time. What's important to note here is that there are a number of material types that are consistently not recycled and which are being generated by a good number of the businesses: • Paper- 36 O Metal (food cans) -7 t3 HDPE containers - 10 +Q► Film plastic - 30 Qr Food composting -9 O Green waste composting— 14 +4 Food/organics recycling—9 �► Misc. recycling(wood scrap,polystyrene, carpets, remainder composites, etc.)— 18 The other material categories of the activities quantified are fairly straightforward or details can be found in the data detailed in the file <DetailedCount.xls>. (Totals by material type can also be generated by the Access database by selecting "Produce Site Listings for a Selected Material" button from the Produce Other Summary Reports section from the main menu.) Figure 9 presents the same categories as Figure 8, but instead of indicating the number of businesses generating these materials, it provides the amounts being generated. The potential tonnages give us a good idea of the remaining materials that businesses have determined they are generating that still can be diverted. 3 During unsolicited waste assessments,if a business is asked to provide financial and/or purchasing records,they may terminate the interview,feeling that is becoming too obtrusive. In other instances,the facilities or janitorial contact being interviewed would not necessarily have easy access to purchasing records. Page 19 of 65 058 Figure 9. Total Tonnages Based Upon Activity Type Generated by Businesses Summary of Diversion Activities(in total tons) Existing Potential New Cardboard reuse&recycling(including scavengers) 4,413.79 97.39 29.89 Pallet repair,reuse&recycling 602.56 64.40 Lumber&sawdust reuse&recycling 1,501.77 195.99 43.73 Paper recycling(all types) 721.10 838.96 * 23.04 Paper source reduction activities including paper towels _ 13.49 60.09 CRV containers recycling(potential was mostly PETE) 32.68 19.28 2.11 Metal can recycling(food) 7.86 5.87 * 16.11 Metal recycling 7- 1,998.46 6.04 T 4.85 Other container recycling(mostly HDPE) I 0.43 * i 0.21 Film plastic recycling ! 218.06 ! 81.36 * 31.97 Durable plastic reuse/recycling including 5-&55-gallon drums 47.90 4 ' 10.77 1 1 9.99 Composting(food) 112.92 I ; 283.05 * , 6.49 Composting(trimmings,soil&fines,paper,leaves&grass) I 691.82 ; 138.22 ' * j 307.94 Food source reduction 19.68 Food&/or Cooking oil recycling includes rendering,animal feed,organics for biofuel,etc. 2,626.91 509.39 * Misc.reuse&source reduction _ -_ 51.17 0.10 182.39 Misc.recycling(tires,batteries,remainder composites) 836.98 458.49 * E-waste recycling&reuse 7.41 Material exchange(including bulky item s&food d o_na _tions) 25.29 7 1.67 Flat glass recycling 561.96 13,930.29 i_ 3,338.44 T 658.72 Programs marked with an asterisks* should be looked at more closely and strongly considered. Many of these materials can be extracted during the mixed waste processing; however, paper and compostables are easily contaminated once they are mixed with the other materials, lowering the quality and capability to recycle them. Based on frequency of these materials, and also based on experience, these programs should be further looked at and targeted for future diversion. In fact, follow-up with the businesses provided supporting evidence that validated the selection of these items as targets. Based on frequency, the materials with asterisks indicated that they were common to most businesses and warranted a closer look. Figure 9 shows analysis using potential tonnages quantified from the assessments and in most cases, give an even stronger case for targeting them for diversion. In the case of flat (auto glass), although only 3 businesses had potential, they generate almost double the amount of food waste that businesses estimated they could easily capture (usually during preparation and not from customers' plate scrapings). Food overages are usually suggested for potential diversion food donation (source reduction)rather than recycling(composting). Similar results for several of the material types were made along with several surprising occurrences. Data gathering is not an exact science, and estimates often depend upon the person being interviewed. Experience has found that the waste management programs that are the most efficient are the ones run by individuals that know their numbers and are on top of their game. However, when materials are placed into compactors, it is often difficult knowing what is going into their trash. Cafeteria trash is a common example of this, and APU's newly implemented metal food can recycling program illustrates Page 20 of 65 059 how far off the potential estimates were. (Detailed assessment information is included in the fmal follow-up chart Appendix G.) It was estimated that 1.2 tons per year of #10 metal cans were being generated and at that time it was clear that this estimate was not all inclusive of the many dining areas they have on campus. However, the recently implemented "steel food can" recycling program has been met with great success. They are currently on track to diverting 219 cubic yards annually, which amounts to over 15.8 tons of tin/steel cans. Non-ferrous metal recycling also accounted for a significant amount more than estimated as a potential — particularly since APU decided to set aside scrap metal during a recent construction project. Although only 3 businesses reported new green waste diversion programs, those three are diverting nearly all the potential total estimated (138 tons potential and 132 newly diverted). With only 3 of the 30 plastic film programs implemented, those 3 businesses are diverting over half of the estimated potential (53 tons diverted while only 81 tons of the potential generated were quantifiable). 2.3 New Diversion Activities/Follow-up Results All together, there were 60 newly implemented programs reported among the 49 businesses audited, with an additional total of 659 tons diverted annually. In some cases, they added programs that were not included in the "potential diversion" metrics, either because they were not identified, or most likely not quantifiable, during the initial visit. Details will be provided in the file<Bsn Assist Results.xls> Figure 10. 21 Businesses Reported Implementing New or Expanded Programs ARTISTIC ENTERTAINMENT SERVICES 23.29 Azusa Pacific University-TOTAL-ALL PARTS 33.41 COLORAMA NURSERY 305.35 CVS#CVR009781 0.59 DIGITAL PRINTING SYSTEM 30.14 EXCEL BINDERY 16.55 GALE BANKS ENGINEERING 0.18 GOLIN THEATER 2.77 HANSON DISTRIBUTING CO 8.34 LA FLOR DE MEXICO 1.14 LA PRADERA 0.84 MARIE CALLENDER'S 1.15 MONROVIA NURSERY 38.14 MONTE CARLO INN 2.09 NICK'S DOOR CORPORATION 0.65 NORAC Company 1.64 RICH DEARTH,L.L.C. 11.75 TOTTEN TUBES,INC 4.52 VEOLIA ES TECHNICAL SOLUTIONS 4.8 VERY SPECIAL CHOCOLATS 1_70.65 Worley Parsons 0.73 Total#business with new programs=21 658.72 Typically, only 10-15% of businesses report implementation of some type of program based upon unsolicited waste assessments. However, 21 of the businesses, nearly 43%, reported implementing new or expanded programs. Seven businesses stated they need corporate approval prior to any program Page 21 of 65 060 changes. Eleven business did not respond: one store moved out (Price Rite was replaced by Buy Low), one manager reported his owner had instructed him not to talk to us at this time, one had refused assistance part way through the initial interview, and eight others could not be reached after numerous attempts. Many businesses were either in the process of considering activities or unable to implement any programs at this time due to low threshold (3), need further approval before installing hand dryers (2) and (9) would like the City to contact them when the food composting program becomes available. The following chart is useful for follow-up in regards to food composting and any recognition efforts that the City may be planning. Page 22 of 65 061 Figure 11. New Programs and Outstanding Business Efforts ----_--_-_-.-_______-_ I. _Y_ .-_ - 1-__--__-�_.______._____-_ 541ACAPULCO#0033 0 V __--81ALUANCEENVIRONMENTALGROUP _ 0 �_ V NWD8000AzusaPacific University-TOTAL :---_33.41 9 ------- :.._--_---- seriously committed&continues toexcel 42;ARTISTIC ENTERTAINMENT SERVICES I_ 23.29 1 1 started 094%;leader in industry 82;BREEDERS CHOICE-WAREHOUSE _ 0 -___ -____._ V 13 1 BUENA VISTA FOOD PRODUCTS 0 V started 091% 17 CAL FRESH 0 1 moving soon,will build more sustainability 102 CERTIFIED MARKET 0 V 76':COLORAMA NURSERY - -305.35 3 --_,. -__started 094%;numerous sustainable practices 6'COSTCO WHOLESALE#412 _ -- V 60'COUNTRY CHICKEN&RIBS 0 V 212!CVS#CVR009780 0.59 3 39!DIGITAL PRINTING SYSTEM 3014 ' 4 . reduced pick-up of 3@3cy bins 34'ENTROCOMPONENT SOLUTIONS LLC 0 Owner saw consultant on site&told manager not to contact V,' 18 EXCEL BINDERY 16.55 2 numerous programs 147 FRESH AND EASY#01140 0 V 63;GALE BANKS ENGINEERING 0.18 2 -_ ! i 15 i GOLINTHEATER 2.77 3-- -_.-- ---- 1 employees now taking 51 HANSON DISTRIBUTING CO 8.34 4 i numerous programs 651 IN-N-OUT#00060 V V __ --------- 66 LAFLORDEMEXICO 114 1 ;.______ 1 1 451 LA PRADERA 0.84 2 V 67 LA TOLTECA FOODS 0_._._._ _-__..__-V + _ 46,LINDSEY MANUFACTURING 0 ___... V 374 LOVI N OVEN,Ll __-_ __ .. _ -_______ _____. V started @97% 35 4 MARIE CALLENDER'S - _ _ 1.15 5- V V rising star for industry 94 MONROVIA NURSERY - 38.14 4 - over 65+additional%;roll-offs last an extra week 40 MONTE CARLO INN 2.09 2 69 NICK'S DOOR CORPORATION - 0.65 1 __+__-_ MP amt small - started 094% 19 NORAC Company 1.64 4 S!NORTHROP GRUMMAN SYSTEM CORP 0 - j ,_----. ___ V 1 241 PRICE RITE 101 0- ---__-- _--- moved --- - - ----- 25 IPTB SALES 10 — _I 3 _ 9 2RAIN BIRD 0 - __- MP amt small T__-_ started @94% 31 RAIN BIRD CORP 0 i._-__--_nothing right now _____ -_-_' 1 27;RICH DEARTH,L LC 1175 1 3 281 ROSS#275 0 --_ _ V 2 S_&S FOODS 0 nothing right now__ - 12.ST FRANCES OF ROME CHURCH 0 V 1 1 (V) -1 411STANLEY STEEMER 0 interest,no action,compressing trash more so reduced pickup of 303c/bins__- 1221STARBUCKS#6447 ; 0 IV I 911 STATER BROS#0057 0_ V V started @96% - 161 TARGET#TGT002627 0 -�-- 2— V 49 TOTTEN TUBES,INC 432 2 92jTRU WOOD - 0V !started @98% - iIVALLEYTHRIFT STORE -- - - -•• 179 i VEOUA ES TECHNICAL SOLUTIONS 4.8 1 3reen waste bin64 gal.MP i started @96% 31 VERY SPECIAL CHOCOLATE 170.65 5 - -- - _over 246+tons NWD80001Worley Parsons 0.73 1 1 1 f 658.72 60 8+1 I 2 I 12 7 11 16 In(bold)-17 Page 23 of 65 • 062 2.4 Exceptional Businesses Twenty of the businesses audited were diverting more than 200 tons annually, and three of those were diverting over 1,000 tons per year. Many industrial accounts, such as manufacturers and food producers have well-established markets for their scrap and discards, and/or their product is heavy and their scrap weighs significantly more than their trash. Nine of the businesses were already diverting more than 90% at the time of their initial assessment. (Figure 12) Their efforts definitely deserve acknowledgement, particularly if they are able to divert another percentage or two. Figure 12. Businesses Diverting More Than 90% From the Beginnning TRU WOOD 26.98 1184.56 98% 0 no response LOVIN OVEN,LL 89.95 2607.3 97% i 0 no response STATER BROS#0057 26.98 696.57 96% 1 0 needs Corp OK VEOLIA ES TECHNICAL SOLUTIONS 53.97 1157.57 96% , 4.8 add 1 program&mor_ ARTISTIC ENTERTAINMENT SERVICES 14.99 255.21 94% 1 23.29 1%more diversion NICK'S DOOR CORPORATION 14 75 J -_232.11 J 94% 0.65 less than 1%change RAIN BIRD _ 29.98 465.49 94% 0 ;can't meet thresh hol e, COLORAMA NURSERY 50.07 746.58 94% 282.68 ! 1%more diversion _ BUENA VISTA FOOD PRODUCTS 53.97 580.97 ' 91% 0 no res..nse However, a"big picture" view comparing all the businesses audited and the overall change in diversion (both in tons and percentages) is presented in Figure 13. We can see that businesses reported additional programs ranging from .18to 171 tons. Five businesses (red text) were able to quantify a reduction in trash (from 10% to reduction of their bin quantity and/or pick-up service). Some businesses reported less than 1% decrease in their diversion rate while one business increase diversion by 65% (Monrovia Nursery). Many of the businesses have challenges ranging from storage space to limited quantities of materials that make it economically unfeasible for separate collection. In many cases, the mixed waste processing is the most efficient solution available. Page 24 of 65 063 Figure 13. Summary of Business Recycling Technical Assistance Program-Additional Diversion and Changes in Disposal 54 ACAPULCO#0033 -----------__-._0.._---- 32.38 22.5 41%1 8'ALLIANCE ENVIRONMENTAL GROUP 1 0 599.641 197 0%1 NWD800013Azusa Pacific Univers; 33.41 716.51 164 111 19%1 TOTAL 4% ty * , 42 ARTISTIC ENTERTAINMENT SERVICES 23.29 14.991 278.5, 95% 1% 8i BREEDERS CHOICE-WAREHOUSE 0 8.99; 1.81 17%j 13 BUENA VISTA FOOD PRODUCTS* ! 0 53.97; 580.97' 91% 0% 17 CAL FRESH 0 92.21 235.24' 72%, 102.CERTIFIED MARKET 0 35.98j 14.17 28% 76 COLORAMA NURSERY 305.35 50.071 1052.64' 95% 2% 6 COSTCO WHOLESALE#412 0 509.64: 804.77 61%- 60 COUNTRY CHICKEN&RIBS 0 43.171 15.94 27%' 212 CVS#CVR009780 0.59 17.991 56.61 76% 0% 39,DIGITALPRINTING SYSTEM 30.14.__ 48.57; 414.06 90% 4% 34 ENTROCOMPONENT SOLUTIONS LLC 0 89.951 6.71 7% 18 EXCEL BINDERY 16.55 20.69: 280.51 93% 15% 147 FRESH AND EASY#01140 0 24.29 87.31 78% 63 GALE BANKS ENGINEERING 0.18 113.291 480.19 81% 5% 15'GOLIN THEATER 2.77 99.84 3.07' 3%; 3% CHANSON DISTRIBUTING CO 8.34 48.57 100.16, 67%1 2% 65 IN-N OUT#0006 0 53.97 12.75' 19% 66 LA FLOR DE MEXICO 1.14 8.991 31.38 78%; 15% 45 LA PRADERA 0.84 21.591 10.19 32% 14% 67-LA TOLTECA FOODS 071.961 21.1 23% 46 LINDSEY MANUFACTURING 0 71.961 204.81 74%i 37 LOVIN OVEN,LL 0 89.95 2607.3' 97% • 35;MARIE CALLENDER'S 1.15 71.961 20.28 22% 1% 94'MONROVIA NURSERY 38.14 39.97 38.38 49%I 65% 40'MONTE CARLO INN 2.09 76.91 7.37 9% 3% 69 NICKS DOOR CORPORATION 0.g. 14.75 232.76 94%' 0% 19 NORAC Company 2 , P Y 1.64 67.46; 2.15' 3%' 2% 5 NORTHROP GRUMMAN SYSTEM CORP; 0 836.861 43.7 5%' 241 PRICE RITE 101 0 89.951 600.67 87%i -1% 25 PTB SALES 0 76.45 47 12; 38% 29 RAIN BIRD 0 29.981_ 465.49' 94%, 31 RAIN BIRD CORP 0 234.641 189.7` 45% • i 27 RICH DEARTH,LLC. 1 1175 107.94 11.75: 10%' 10% 28 ROSS#275 0 86.35 31.51 27%, 2'S&S FOODS 0 1511.1 1137 73' 43% 12 ST FRANCES OF ROME CHURCH 026.98, 4.22 14% 5% 41;STANLEY STEEMER 0 53.97 2.05 4%1 2% t 122 STARBUCKS#6447 0 7_21_ 148 17% 91 STATER BROS#0057 0 26.98 696.57 96% 167TARGET#TGT002627 t 0 140.791 252.56; 64% 49'TOTTEN TUBES INC r 4.52 53.971 256.88 83%1 3% 92.TRU WOOD I 0 26.98 - 1184 56 98% --' 1'VALLEY THRIFT STORE i 0 1548.64 0.61 0% 179 VEOLIA ES TECHNICAL SOLUTIONS , 4.8 26.981 1162.37' 98%1 2% 3 VERY SPECIAL CHOCOLATS j 170.65 683.98 705.97_ 51% 32% NWD800015 Worley Parsons 1 0.73 35.98, 4.37_ 11%1 2% 658.72 8,815.91 I 14,589.02 62%1 2% **businesses decreased their services,however#of roll-off averages were not indicated by Athens red values indicates change in disposal reported during follow-up&green values verified by Athens Page 25 of 65 064 However, there are many situations where source separated programs make sense. Businesses have . more control of their materials if they are collecting and diverting them and usually worry less about the economic "rebates" as long as "they are keeping it out of the trash" or able to "divert disposal costs." Also, it is difficult to divert what can't be seen, and if the materials are thrown into a compactor and disposed regularly, it is difficult to identify opportunities to save money, time and the environment. Many businesses have made a commitment to identify opportunities and "go the extra mile" to divert, what, to some, may seem like"a little." Azusa Pacific University is a stellar example, having implemented numerous programs, 14 of which had been quantified for their initial audit, diverting an estimated 131 tons per year and adding another 33 tons subsequent to the assessment. The credit, however, needs to be given to Toney Snyder, Assistant Director of Environmental Stewardship, who had initially expressed he was initiating a number of programs and was in contract negotiations at the time our preliminary interview. The key to most successful programs is a champion who is focused on creating change. There were 33 potential programs that were identified and estimated, totaling another 399 tons annually, potentially doubling the amount already being diverted at that time. One year later, APU reported starting up another 8 new programs and expanding another, adding 33 tons of diversion annually. APU's diversion rate rose from an estimated 15%to 19% annually. Programs already in place included: t3 Recycling of cardboard,CRV,white ledger,newspaper, scrap metal,grease,e-waste,old appliances and toner cartridges. t7► Source reduction and reuse programs include: xeriscaping, grasscycling,wood chipping reused as mulch,moving boxes and packing material reuse,and the food,clothing and furniture left behind during move-outs are collected and donated to a local church. New & expanded programs: O Mixed paper recycling in 12 locations on campus and piloting at laundry areas in dorms +4 Additional chipping & storage of green waste left after winter storms +t3 Piloted a CRV collection after large event& expanded regular CRV program t3 Composting produce from cafeteria tb Paperback book recycling 8 Obtaining Green Office certification �► Repairing appliances instead of recycling for scrap +4 Expanding toner cartridge recycling for green office program ti Installed synthetic turf; replaces grasscycling diversion numbers tlr Creating new bicycle give/sell program instead of landfilling �► Water conservation contest t3 Piloting Terracycle's new program for pens,markers & highlighters. Free mailers and the college will earn 2¢per item. APU now sells all books that teachers remove from their lists for the following semester. Many of these, along with student's books, were either donated or sold but there still would be an inventory of books that were not sold or recycled. Last year they began listing on www.textbooksrus.com/, Ebay, Amazon and half.com. In the past year APU has generated over$80,000 in additional revenue. Page 26 of 65 065 Colorama Nursery goes beyond recycling and is certified as sustainable. Seventy percent of the rainwater runoff and all water used in plant trays are collected for reuse. All water collected goes into a cistern and then pumped through a water clarification and purification systems for reuse throughout the nursery and green houses. The average diversion is 5,400,000.00 gal. /mo. Colorama currently has wind generation and wants to acquire the old WM landfill, Gladstone, in Irwindale to capture gases and build a turbine. Business also has shredders and a compost area for old spent soil etc. Programs already in place included: +4 Recycling of cardboard,CRV,damaged plastic pots and flats, pallets,metal (aluminum) recycling and approximately 90% of the spent soil and green waste. �► Source reduction and reuse programs include: xeriscaping, alternative printing practices, plastic pots and flats are reused and or sold and pallet reuse. New & expanded programs: • Now recycling aluminum scrap t3 Reducing plastic containers 110 lbs/month �► Increased green waste & soil composting (12.88 cubic yards/mo),plastic recycling increased 7916 lbs/month and now recycling all cardboard,adding 799 lbs/month increase in recycling at the time of the follow-up interview. Artistic Entertainment Services has a carpentry division that is leading the way in implementing environmentally sustainable practices at the facility. The business is fully conscious of the necessity to divert materials used onsite in order to prevent and reduce the amount of waste disposed, to save on disposal costs, and to conserve on the material resources needed in its operations. Besides recycling, various innovative approaches have been implemented to allow a large amount of materials to be reused. Artistic was very pleased with additional ideas to reduce their waste, which they estimate at $600 per roll-off/pull. Programs already in place included: 8 Recycling of scrap metal (mainly steel),CRV aluminum cans,green waste (mainly flowers and plants)from the Rose Parade,and polystyrene foam. 4 Source reduction and reuse programs include: reuse of all types of cardboard boxes, including packing materials,for shipping to customers,reuse of steel cuts,and reuse of wood cuts and wood pieces in the design and decoration. New& expanded programs: 4 Will now use Artesia Sawdust for the clean small cuts wood waste (pine&plywood), separating it from fiber board,for their year end projects occurring every 6 month to a year. �► They are requesting that Athens picks up their office and mixed paper for recycling. Page 27 of 65 0 6U Excel Bindery is a binding manufacturing company and has been serving the Graphic Arts industry since 1984 and owner Jorge Ortega recently retired. He was excited to put additional programs in place, and his successor, Oscar Pinto, has already made sure the suggestions were put into place. Sometimes numbers don't say it all, but each business has its own character and Excel Bindery was one that stood out. Programs already in place included: O Recycling of mixed paper,white paper,wood pallets, scrap metal,cardboard,CRV aluminum cans and PET bottles. �► Source reduction and reuse programs include: cardboard reuse for shipping of products to customers,and the use of plastic pallets and fiber pallets for shipping to replace regular wood pallets. New& expanded programs: O All cardboard is actually getting collected and put into the 25cy recycling roll-off along with the mixed paper. • Excel now replaces small packaging bags with bulk-sized bags —reducing 60% of the amount of bags being use. �► Excel has reduced their disposal by nearly 19 cubic yards each week! Very Special Chocolats is a subsidiary of Morris National Inc. that produces "Very Special" branded fine chocolates. This facility is a state of the art candy and chocolate manufacturing and packaging company. They have implemented almost all of the major waste diversion suggestions recommended! Programs already in place included: • Recycling of cardboard,scrap metal,e-waste,chocolate & damaged pallets. O Source reduction and reuse programs include: alternative printing practices,reusing polystyrene block for packing trucks and un-sellable chocolate is donated. New& expanded programs: O All paper kraft bags now recycled with the cardboard. O All 55 gal.drums are recycled &/or given away. O CRV recycled 2@33 gal/wk. 4 All,even wrapped,candy is now being sent to a pig farm&/or donated. Stater Bros is a chain supermarket with various waste diversion programs in place. Many retail grocers have numerous programs in place, but as part of its corporate policy, the store management team has been strategizing and implementing environmentally sustainable efforts throughout the store. It is always helpful to have an active role model that the public can "see" in action every day! Store Page 28 of 65 067 management was open to the suggestion of replacing paper towels with hand dryers and was willing to take it to corporate—now that's grassroots when the ideas can flow from bottom up! Programs already in place included: +1:3 Recycling of: cardboard, CRV aluminum cans,glass and plastic bottles,office paper and mixed paper,food waste (produce,meat fat,and bones),plants and flowers,wood pallets, film plastic,magazines,and newspaper. �3 Source reduction and reuse programs include: use of plastic totes to replace cardboard, and return of beverage trays and milk crates to suppliers for reuse in products shipping. New & expanded programs: t3 Considering the switch to a hand dryer, and is checking with corporate. Potential reduction is 2 cy /week, not enough to reduce trash service, but the sustainable impacts are being considered. 2.5 Verified Subscription Service Changes Athens Services provided an updated list of trash disposal service subscriptions for all the businesses participating in the waste assessments. Nine of the 49 businesses had decreased either the number of bins picked up each week or the frequency of pick-up. One business (Buena Vista Food Products) eliminated 3 of their 4 3-cubic yard bins but added a 30-cubic yard compactor. Since the average frequency of pick-up was yet to be established, their estimated annual disposal tonnage remained fixed for the purpose of analysis. One business, La Tolteca Foods had initially reported a disposal rate at a higher rate than was listed on Athens' initial customer list, so it appeared that their disposal had decreased during the follow-up assessment. Four of the business did not change total weekly capacity (cubic yards per week), but either decreased the number of pick-ups or the number of bins serviced weekly. The following chart lists the businesses with verified subscription changes based on Athens' updated customer list. These businesses represent a reduction of more than 84-cubic yards in disposal capacity each week.4 Figure 14.Verified Disposal Subscription Service Changes Business Name Original Initial audit . Follow-up Verified&total cy/wk change 1-3cy-2x, but added a 30cy Buena Vista Food Products 4-3cy-6x 1-3cy-6x 1-3cy-6x compactor _ Excel Bindery 3-3cy-5x 3-3cy-5x 3-3cy-5x 2-3cy-2x -33cy/wk Hanson Distributing Co. , 3-3cy-2x 3-3cy-2x 3-3cy-2x _ 2-3cy-3x In-N-Out#0006 3-3cy-2x 3-3cy-2x 3-3cy-2x 2-3cy-3x La Flor De Mexico 1-3cy-6x 1-3cy-2x 1-3cy-2x 1-3cy-1 x 15cy/wk La Pradera 2-3cy-4x 2-3cy-4x 2-3cy-4x 1-3cy-4x -12cy/wk La Tolteca Foods 2-3cy-3x _ 2-3cy-4x 2-3cy-3x 2-3cy-3x Price Rite 101 2-3cy-6x 2-3cy-6x 2-3cy-6x _ 3-3cy-4x St. Frances of Rome Church 2-3cy-3x 2-3cy-3x 2-3cy-3x 2-3cy-2x -6cylwk Stanley Steamer 3-3cy-3x 3-3cy-3x 3-3cy-3x 3-3cy-2x -9cy/wk Veolia ES Technical Solutions 3-3cy-2x 3-3cy-2x 3-3cy-2x 1-3cy-3x -9cy/wk 4 Total amount excludes Buena Vista Food Product's 54-cubic yard reduction in bin service due to their added roll-off services. Page 29 of 65 068 2.6 Cost Analysis There are a number of ways to determine a cost analysis based on the results of this project. The UCLA Extension Environmental Law/Regulatory Framework for Municipal Solid Waste Management program has been using an industry accepted number of 50 per pound of avoided costs which includes subscription service reduction, tipping fees, labor, transportation, gas, etc. Applying this number to the estimated 659 tons of additional diverted waste reported by the businesses, a total of$65,900 of avoided costs were realized by the businesses that responded back to the follow-up calls. However, collection and processing of the recyclables that are diverted from the waste stream may still require equipment and servicing needs in order to process the materials. Source reduction(waste not being generated in the first place) would realize additional savings from not having to purchase materials (such as pallets and office paper) in the first place. Higher value recyclables (such as aluminum versus scrap metal) are also disproportionately affected by this simple analysis. Another method to determine the impact of this program is to calculate the savings based upon the MRF collection cost savings. Commercial collection of a 3-cubic yard bin, collected once per week, was being billed at $116.74 each month at the time of the assessments. Therefore, 155.88 cubic yards disposed annually cost the business a total of$1,400.88, or $8.99 per cubic yard. The average weight per cubic yard is generally calculated at 100 lbs./cubic yard, so 659 tons of diverted waste would have filled approximately 13,180 cubic yards annually at a cost of $118,400. However, many of the businesses paid less per cubic yard due to multiple pick-ups or multiple bins, so at a lower rate of$5.72 per ton, the savings could be estimated at $75,400 annually. However, this cost analysis does not factor in the rebate earnings of the diverted recyclables along with the source reduction material and labor(not having to handle the material) cost savings mentioned above or the fact that the cost per cubic yard of a roll-off can range from $8-$12+ (based upon $255.34 per pull and $34/ton for loads that can range from 2-7+tons each). See Figure 15. Figure 15. Cost Savings Per Ton& Based Upon Business Service Level Changes Commercial Rate Schedule $/mo $/cy 3cy bin serviced 1x/wk 1-3cy-lx 116.74 $ 8.99 3cy bin serviced 2x/wk 1-3cy-2x 176.91 $ 6.81 3cy bin serviced 3x/wk 1-3cy-3x 237.17 $ 6.09 3cy bin serviced 4x/wk 1-3cy-4x 297.27 $ 5.72 3cy bin serviced 5x/wk 1-3cy-5x 367.64 $ 5.66 3cy bin serviced 6x/wk 1-3cy-6x 418.01 $ 5.36 40 •-r •ull+Ti..in• fee $ 255.34 -$34/ton $8-12/c Original Athens'New new Annual Disposal Business Name nick-un monthly$ Service monthly$ Savinos: Buena Vista Food Products* I 4-3cy-6x $ 1,672.04 1-3cy-2x,+30cy $ 176.91 $ 17,941.56 Excel Bindery 3-3cy-5x $ 1,072.92 2-3cy-2x $ 353.82 $ 8,629.20 Hanson Distributing Co. 3-3cy-2x $ 530.73 2-3cy-3x $ 474.34 $ 676.68 In-N-Out#0006 3-3cy-2x $ 530.73 2-3cy-3x $ 474.34 $ 676.68_ La Flor De Mexico } 1-3cy_-6x $ 418.01 1-3cy-lx $ 116.74 $ 3,615.24 La Pradera ! 2-3cy-4x $ 594.54 1-3cy-4x $ 297.27 $ 3,567.24 La Tolteca Foods 2-3cy-3x $ 474.34_ 2-3cy-3x $ 474.34 $ - Price Rite 101 2-3cy-6x $ 836.02 3-3cy-4x $ 891.81 $ (669.48) St. Frances of Rome Church 2-3cy-3x_ $ 474.34 2-3cy-2x _$ 353.82 $ 1,446.24 Stanley Steamer 3-3cy-3x $ 711.51 r 3-3cy-2x $ 530.73 $ 2,169.36 Veolia ES Technical Solutions 3-3 -2x $ 530.73 1-3c -3x $ 237.17 3 522.72 $ 41 575.44 * does not include fees from newly acquired 30-cy compactor Page 30 of 65 069 Based only upon the subscription service level changes of the businesses reported by Athens, a comparison was made between the original monthly charges from the initial customer list and the new service levels. An estimated $41,575 in savings was calculated, however, one of the businesses (Buena Vista Food Products) acquired a compactor (possibly for recyclables?) and at least 2 other businesses reported that they expect to see additional roll-off service savings (APU and Artistic Entertainment Services). Also note that Price Rite is actually paying more each month because they reduced the frequency of pick-up but increase their quantity of bins. Again,this cost savings analysis does not factor in the additional revenue from recycling rebates or the source reduction material and labor cost savings. This estimate comes close to a standard "MRF Only" cost savings of$72.1 8 per ton that calculates out to around $47,546 for the 659 tons of diversion. 2.7 Greenhouse Gas Emissions Looking forward to 2013 when GHG emissions caps become enforceable and each jurisdiction's largest generation and industrial facilities must reduce emissions by 2% (from 2012 levels) or hold permits for excess pollution, and carbon credits are expected to start at $13 per ton and could spike to $75 a metric ton.5 The CO2 metric ton equivalent calculated from all the businesses audited totals over 32,200 metric tons (different material types generate higher CO2 metric tons than others and the EPA Waste Reduction Model (WARM) Version 11 were used to determine these numbers. At$13 per ton, the 32,200 metric tons CO2 could represent$418,600 in credits. 2.8 Challenges Encountered & Lessons Learned: There were a number of challenges encountered throughout this project, many due to external sources and a few internally. Economic Factors: �i The obvious effects of the economy included businesses' concerns with labor costs, "no time to do anything" (companies downsize and place more responsibilities to those left behind), high price of gas (transportation costs for both the haulers and business may be unwilling to take materials further); • Less value for materials because of lower demand and higher costs to process; O Secondary impacts result in haulers requiring a higher volume (threshold) of recyclables before they are willing to contract to pick up materials; and �► Smaller businesses (determined by employee number) generate less material, making it harder to meet those thresholds. Exclusive Franchise Factors: + Limits the ability for businesses to pay recycler to come and get materials such as fiber drums, small amounts office paper, and specialized materials such as poly urethane and auto glass; • Disposal numbers are only estimates based on subscription levels, no real tonnages provided, so disposal may be higher /lower than estimated— this drastically affected the data crunching after follow-ups; diversion rates were affected because many of the businesses pointed out that the initial visit was during low/high season and now they are experiencing the opposite (even though we do ask for averages based on seasonal factors; 5 http://www.reuters.com/article/2011/02/17/us-california-carbon-idUSTRE71 G3R220110217 Page 31 of 65 070 Factors We Had Not Anticipated: O Fewer resource options (such as recyclers) because of distance from Los Angeles or even Pomona — many recyclers simply "were not interested." We finally developed a list based upon who the businesses were using — optimizing the recycler's route also makes sense. This would be a great way to initiate contact with businesses prior to assessments. 4 Few resources would give any minimum thresholds. We later learned that the business would call themselves and were given a lower threshold—perhaps assist the business call during the assessment. O No known social programs or organizations that provide free office or CRV recycling service (such as the Conservation Corps or other non-profits). f3 Quite a few of the businesses were above 80% & 90% - making it difficult to attain any additional diversion (coupled with the Exclusive Franchise restrictions). O Cost factors were not often included because "reducing your disposal by less than a hundred dollars' may not have been worth the effort for most. Only at levels of 3@ 3cy picked up at 3x/wk reduced to 2@ 3cy would save a business $224.03/month, but not many businesses audited qualified (difficult to reduce by 1/10 of a roll-of). O Businesses were VERY difficult to get in touch with regarding follow-up — which is a more difficult process anyway because businesses don't often calculate amounts "being diverted. 2.9 Suggested Next Steps Future Suggestions: O Build in some flexibility into the Exclusive Franchise agreement that if the hauler cannot provide an equal level (in terms of material diversion such as diverting pallets for reuse as opposed to recycling), businesses are allowed to have "reuse" services that can be charged for(if the business is willing to pay); O In the past,the exclusive franchise hauler worked in tandem with our crew,as soon as we identified a need, the bin would be placed by the next day — our staff could "sweep" the city performing all the assessments in two weeks (no written reports to the businesses, however); • Educate businesses on how to "bundle their services" — if they can't meet the threshold for free service (say, for cardboard or a mixed paper load),have them see if adding their CRV, additional loads, higher grade paper, etc. Reverse practice is a common strategy being used by facility managers today... "get the hauler to include free florescent lamp and e-waste recycling if they get to take our recyclables." O Workshop suggestions: o Invite businesses to learn about alternative resources,technology,or strategies such as the "bundle your service;" o Invite similar type businesses to share BMPs,resources, develop a pallet or wood waste "milk run;" o Waste exchange: There are a few materials that could be targeted for a waste exchange between the businesses, and these were hoped to be explored during one of the workshops. Some of the businesses expressed a willingness to accept materials such as pallets, while others had materials available such as steel and fiber drums, perhaps list these types of"exchanges" on the City's website as well; Page 32 of 65 071 o Encourage businesses that are considering switch to air dryers (maybe that can be a workshop,with demonstrations by other vendors... o Provide businesses with background and support regarding AB 341 and how they can use this to convince corporate and upper management to implement programs. AZUSA BUSINESS WASTE EXCHANGE OPPORTUNITIES: Artistic Entertainment Services Available: "dirty" foam (with paint and glue stain residues) but possibly a useable donation to a local art school or art shop, approximately 2-cubic yards a month. Available: unused small wood end cuts, approximately 1.25-cubic yard per month. Very Special Chocolats Available: steel & fiber drums (slightly dirty, up to 20/wk). Lindsey Mfg. & Tru Wood Wanted: both businesses will take good pallets. tl► Develop contracts for specialized collections (file shredding or e-waste collection); "milk runs" (wood waste, green waste mulching, pallets (not wood waste, they should be reused,film plastic); O Hansen Distribution now uses strapping to replace stretch wrap;this business has reduced some waste but has also generated more. The reusable strapping program reduced some of the clean high grade film plastic waste and the plastic film recycler no longer wants to recycle for them for free leaving a minimum of 2.5cy/week that is now wasted; a consortium of other nearby businesses with plastic film may convince a recycler to continue free service; O Determine whether the businesses felt the written reports were helpful. "FREE"RESOURCES: O Full Circle- commingled 2@ 3cy per pick up(can be every other week) -May include all types of fiber-cardboard,paper,shred&plastic,metal and glass containers ; O Greenhouse Recycling - CRV beverage containers with rebate given - minimums are: o 40 lbs aluminum(pays $1.65/lb), o 100 lbs plastic (pays $1/1b) and o 7-10 barrels of glass (pays 10¢/lb) $100 threshold per pick-up;will provide barrels Page 33 of 65 072 3. CONCLUSION Page 34 of 65 073 Typically, only 10-15% of businesses report implementation of some type of program based upon unsolicited waste assessments. However, 21 of the businesses, nearly 43%, reported implementing new or expanded programs. (Many of the others were waiting to put in programs or to hear from Corporate, and many of the non-respondents were already achieving 90% diversion rates). This is encouraging, since the goal of the program was to assist businesses to implement single stream recycling programs. Businesses were already doing their part since the 50+ locations audited demonstrated that they were diverting over 60% of their waste even prior to the technical assistance. Collectively, they were diverting 13,930 tons and of that, 306 tons involved reuse or source reduction activities (including material exchange or donations). This only represents 2% of the diversion; so indeed, most of the diverted materials were being recycled. Technical assistance was able to uncover and document the efforts being put forth by the businesses and serve as supporting evidence for the City of Azusa in terms of AB 341. The program also realized another 659 tons of diversion, increasing the diversion rate by another 2%. The follow-up stage of this project allowed us the opportunity to take the extra measures needed to re- connect with the businesses and quantify effectiveness and the obtain feedback. Many were still excited about the prospect of a food composting program and several expressed that they were doing a "better job at recycling." Businesses had commented that they don't like the MRF system -- that it's high priced and does not provide the actual recycle bins for business to use. "It somehow gives a negative image of the City for not being able to provide a direct recycling program." The closure of Puente Hills is still a little off in the "future," however as it looms closer, business will understand the cost avoidance benefits of "giving away their recyclables for free in order to avoid paying for trash." Disposal cost avoidance was calculated between $41,575 and $118,400 combined for all the businesses that responded during the follow-up phase. This is likely to grow as the disposal service costs continue to mount. Add to this the revenue earned for the recyclables and the material cost savings from the waste prevention activities, and businesses can clearly see that "reducing waste" saves money. Fortunately, many of Azusa's businesses are committed to "doing the right thing" and some practice other sustainable activities in addition to waste management. St. Francis Church"reduced their pick up and wants to do more...." an example of how success breeds success! As businesses become aware that Greenhouse Gas is now tied to sustainability and energy savings, this helps to move them past the fact that it's only about recycling and savings... many of the businesses had an "ah ha!" moment and simply needed someone to point out what they already knew. Businesses that need even more justification to take to corporate can now use AB 341, which was signed into law during the course of this project. As good as our businesses are at diverting 62% of their wastes, the State of California still needs to get to 75%, and will be looking to the commercial sector to help them meet this mandate. Page 35 of 65 074 APPENDICES Page 36 of 65 0? 5 APPENDIX A. UPDATED RECYCLER/RESOURCE LIST LOCAL RECYCLERS The following chart lists the local recyclers and the materials they accept. Most accept drop-offs of material,but due to the market fluctuations of recycling, it is best to call ahead for hours and to see if they are still accepting the materials listed. For businesses generating enough material for free or rebated pick- up services,check to see if the listed recycler has a current business license to pick-up within the City of Azusa. Additional resources can be found at: L.A.County Smart Business Recycling: (888)CLEAN LA http://ladpw.org/epd/brtap/recyclingsite/ Earth 911:(800)CLEAN UP http://earth911.com/ or their free mobile app iRecycle® COMPANY NAME PHONE MATERIALS u o: SCOPE OF SERVICE,AVAILABLE cc ADDRESS a cc> H = EQUIPMENT,OTHER COMMENTS 4a u 5 " o d ACRYLATEX COATING& (626)812-0191 Water based Latex paint only. X Reclaimed paint also available for purchase. RECYCLING,INC. Drop-off info:www.Acrylatex.com 1000 W. Kirkwall Rd. Charges for pick-up. Azusa,CA 91702 • ALEX PLASTICS RECYCLING (323)582-4360 Polyethylene,polypropylene, X Prefer to receive bales,roll stock or in chunks. 1011 Walnut Ave. LDPE,HDPE. Pomona,CA 91766 ALLAN COMPANY (MAIN OFFICE) (626)962-4047 CRV containers;all paper& X X X X X For pick-up services,call this number and ask 14620 Joanbridge St. plastic grades,cardboard,glass, for an Account Manager for Commercial Baldwin Park,CA 91706 &metals.E-waste pick-up for Accounts. commercial accounts is available. ALLAN COMPANY (626)962-4047 CRV containers;all paper& X X X X X Drop-off facilities 14618 Arrow Highway plastic grades;cardboard,glass, Baldwin Park,CA 91706 metals&e-waste. 145 W.Duarte Rd. (626)303-4617 Monrovia,CA 91016 ALLAN COMPANY (323)722 5796 CRV containers;all paper& X X X X Drop-off facility 5811 E.81st St. plastic grades,cardboard,glass, Commerce,CA 90040 &metals. AMERICAN NATIONAL RECYCLING (909)605-0326 CRV containers;Washers,dryers, X X X Pick-up available. Minimums vary. Call for 2202 S.Milliken Ave. refrigerators;aluminum,copper, information. Ontario,CA 91761 brass. Contact:Stephanie AMERICAN RECLAMATION (626)798-1901 All grades of paper,ferrous& X X X X X Pick-up available.Minimums vary. Call for 4560 Doran St (323)245-0125 non-ferrous metals,plastics, information.Drop-off for C&D requires fee. Los Angeles,CA 90039 glass,E-waste&C&D Page 37 of 65 C`; COMPANY NAME PHONE MATERIALSu SCOPE OF SERVICE,AVAILABLE cc ADDRESS , > L. a c w as u a W oIf x EQUIPMENT,OTHER COMMENTS a -+ 2 u O a ARTESIA SAWDUST (909)947-5983 Asphalt,concrete;clean wood& X X Pick-up available(they will place a bin& 13434 Ontario Ave. clean dirt. change it out).Call for information. Ontario,CA 91761 Contact: Bridget or Mr. Rodriguez AZUSA LAND RECLAMATION 626-334-0719 Accepts non-hazardous inert X X Tipping fee.Self-haul only. 1211 W Gladstone St wastes,inert concrete,soil, Azusa,CA 91702 asphalt,and tires. BATA USA&REVIVAL WEAR INC. (626)810-2754 Clothing,textiles. X Call for more information. 19505 Branding Iron Rd. Walnut,CA 91788 BELMONT FIBERS (323)727-9232 CRV containers;all paper grades; X X X Can only provide 35&40 cy bins and materials 1736 Chapin Rd. cardboard; radiators;unstripped cannot be mixed (except mixed paper). Montebello,CA 90640 wire. Must be separated by type. http://belmontfibers.net BLUE RHINO (888)753-7159 Blue Rhino will refurbish X Can arrange for pick-up for 20 lb.propane Various locations collected tanks,prolonging their tanks.www.bluerhino.com/recycle useable lives or recycle the steel. BOTTLESANDCANS (800) RECYCLE California Redemption Value X Call for the nearest certified recycling center See CRV List (CRV)bottle&can containers. for all types of bottles and cans or search by zip code at: www.bottlesandcans.com BURRTEC WASTE INDUSTRIES 909-429-4200 CRV,green waste,food waste. X X X CRV Buy back center at their materials 9400 Cherry Ave (office) recovery facility.Fee for both pick-up&drop- Fontana,CA 92335 909-899-5501 off of materials.Call for information. (facility) CARPET PAD RECYCLING (626)444-6048 Carpet padding only, NO Carpets. X Drop-off only. 1923 Rosemead Blvd. South El Monte,CA 91733 DAN COPP CRUSHING/COPP (800) Concrete,natural rock,gravel, X X Drop-off truck loads only. MATERIALS-CHINO DUMPSITE asphalt; NO dirt. 11901 Highway 71 Chino,CA 91761 DEXT Co/RTC=Recycle to Conserve (323)564-5871 Foods low in moisture:breads X Minimum service:3 cubic yards per week 9112 Graham Ave. Braden (moldy okay),tortillas,dough, Will pay for larger loads. Los Angeles,CA 90002 McLeish, cookies(most carbohydrates). Also has a plant in Ontario,but services all of LA Gen Mgr No vegetables,fruits or meats. Southern California. (559)799-7390 Kevin Shore Q Page 38 of 65 .J COMPANY NAME PHONE MATERIALS u SCOPE OF SERVICE,AVAILABLE cc ADDRESS a a W a = EQUIPMENT, OTHER COMMENTS a a 2 O DOWNTOWN DIVERSION (213)612-5005 Wood;C&D debris,concrete, X X X Hours: M-F 5:30am-6pm,Sat 5:30am-3pm 2024 E.Olympic Blvd.,Bldg.3 asphalt,rock,soil,gravel, Call for more information Los Angeles,CA 90021 drywall;metal;cardboard. http://www.downtowndiversion.com Materials can be mixed or separated. ECOPLAST-POMONA (909)590-5730 Post-industrial plastics,including X Minimum 3,500 lbs.Will pick up or leave stage 1769 Mt.Vernon Ave. HDPE, PS, PP,ABS. trailer or bin depending upon amount. Pomona,CA 91768 Contact:Steve Chavez or Joe Chang ENVISION PLASTICS (909)590-7334 Post-consumer HDPE. X Minimum 3,000 lbs. 14312 Central Ave. No pick-up available. Chino,CA 91710 FEED COMMODITIES (909)923-3314 Food waste used to produce X Generally picks up%yard to 5 cubic yard sized 1163 Belmonth St. animal feed—bakery items bins up to compactors,roll-offs or trailers. Ontario,CA 91761 preferred. Also provides equipment,software,programs and training. Call for more information. http://www.feedcomm.com/Page.aspx?nid=3 4 FP INTERNATIONAL (323)722-5112 Accepts clean baled white X Mainly drop-offs but will accept clean bales or 6195 E.Randolph St. polystyrene packaging foam, densified loads. Call first. Commerce,CA 90040 expanded polystyrene EPS,and www.fpintl.com Contact: Peter Reimschneider for 800-866-9946 plastics code#6. pick-up ext 5057 FULL CIRCLE (800)668-6020 All kinds of paper,cardboard, X X X X x Minimum:2@ 3cy commingled bin per pick-up 1920 Randolph Street CRV,steel&tin cans,glass Consider balers if you have over 6,000 Los Angeles,CA 90001 bottles,e-waste, lbs/month of cardboard.Carts available for glass bottle recycling. http://www.fullcirclerecycling.com/ GANG ALTERNATIVE PROGRAM (310)519-7233 Paint(donation)latex only. X Accepts all colors of latex paint,especially 805 Traction Ave. drop-off#: beige&whites.Call before drop-off or will Los Angeles,CA 90033 (323)269-1508 pick-up. www.gangfree.org GENERAL WASTE DISPOSAL (626)444-6282 C&D debris:wood,metal, X X X Hours:6am-6pm.Call for Pick-up service 10717 Inez Ave. cardboard,drywall,gravel,rock, availability and minimum quantities. Whittier,CA 90605 soil,&concrete. Paper,plastics, www.generalwastedisposal.com CRV,glass,metals,green waste. Page 39 of 65 0.0 CO COMPANY NAME PHONE MATERIALS c� ., ac SCOPE OF SERVICE,AVAILABLE cc ADDRESS u+ > a o u, Q � a W � � EQUIPMENT,OTHER COMMENTS I— a. a 2 p GOODWILL INDUSTRIES (888)446-6394 Recorded information of drop-off X Open 8:30am—8pm Sunday-Saturday for 465 Gladstone Dr. (626)969-2777 locations; miscellaneous donation drop-off. Pick-up service now Azusa,CA 91702 household,vehicles& handled through College Hunks Hauling electronics.Do not donate 888-461-5241. Labor&Contract services also. broken,soiled or recalled items. GREENHOUSE RECYCLING (877)957-3292 CRV Drop-off Centers and will X X CRV Drop-off Centers and will pick-up a P.O.Box 2036 877-95- pick-up a minimum of$100 minimum of$100 worth of CRV as well as West Covina,CA 91793 RECYCLE worth of CRV(about 40 lbs AL, monitors&cardboard,dependent on location Contact: Pablo Lucanera 100 lbs plastic,7-10 barrels of &quantities.Can provide 7-10 @ 50 gal. glass) barrels for collection. www.greenhouserecycling.com PabloLucanera@greenhouserecycling.com San Gabriel Valley (626)387-6900 Usable office furniture, X X Restores open 9am-5pm Monday—Saturday HABITAT FOR HUMANITY electronics drop-off point,new for drop-off and re-store shopping. 400 S.Irwindale Ave. construction material; used Azusa,CA 91702 construction material upon (626)792-3838 approval:includes clean lumber, 770 N. Fair Oaks Ave. hardware,fixtures,&building Pasadena,CA 91103 materials. HOME DEPOT (800)466-3337 Fluorescent Bulbs. X Drop-off at local store. Various Locations www.homedepot.com IMEX HORIZON,INC. (562)692-2700 Any type of plastics. X Drop-off only. 13191 Crossroads Pkwy N#145 City of Industry,CA 91746 INTERIOR REMOVAL SPECIALISTS (323)357-6900 Interior C&D,drywall,wood, X X X Interior demolition services&they will 9309 Rayo Ave metal,ceiling tiles,carpet,plastic recycle/divert the debris at their facility.Call South Gate,CA 90280 laminate woods,equipment, for fees&rates. furniture,and some concrete. http://www.irsdemo.com JOY&G INTERNATIONAL INC. (626)288-9070 All kinds of plastics:PC,PS,PP, X X E-mail or call. Pick-up only.Only accepts 1835 s.Del Mar Ave.Suite 205 ABS, HDPE, PA, PET, LDPE,etc.All container truck but will pick-up small loads San Gabriel,CA 91776 kinds of metals:copper, (5K-10K)if weekly. Contact:Emily aluminum,and motors. Email: joysen@sbcglobal.net C '1/41 Page 40 of 65 CC- COMPANY NAME PHONE MATERIALS u SCOPE OF SERVICE,AVAILABLE re ADDRESS a cc ~ F o ca = EQUIPMENT,OTHER COMMENTS GC V 2 2 V 0 a JP PAPER SHREDDERS (626)357-1775 CRV containers; newspaper, X X Minimum charge is$40 for up to 200 lbs. 428 W.Chestnut Ave. office paper;cardboard. Bring to plant. Monrovia,CA 91016 Additional fees for:pick-up& Hours: M-F 8am-4:30pm,Sat 8am-4pm. shred service,certificate of www.documentshredding.net documentation,and/or visual confirmation of shredding. KAY-MET RECYCLING (626)913-9964 CRV containers; newspaper, X X X X Drop-off only. Hours: M-F 9am-5pm,Sat 9am- 926 S. Nogales St. cardboard,office paper;steel 2pm,Sun 9am-lpm. Family operated. Rowland Heights,CA 91748 cans,scrap aluminum,brass, http://www.kay-met.com copper,and other. LAMPRECYCLE.ORG Listing of recycling companies x http://lamprecycle.org Various Locations who accept spent mercury- Locally see Veoliaes-ts.com containing lamps,including fluorescent bulbs. LB Crushing, LLC (951)691-0625 Asphalt,concrete,dirt and sand. X Accepts M-F 6am-4pm and Sat 6am-2pm. 13620 Live Oak Lane Irwindale,CA 91706 LIGHTING RESOURCES, INC. (909)923-7252 Neon and fluorescent lamps,high X Fee for mail-in containers or pick-up services. 805 E.Francis St. intensity discharge bulbs(HIDs), Irirecycles@aol.com Ontario,CA 91761 PCB ballasts,batteries&e-waste. www.lightingresourcesinc.com LIMA RECYCLING CENTER (626)961-7610 CRV containers,newspaper, X X X X Drop-off only.Hours: M-F 8am-4:45pm,Sat 16023 Old Valley Blvd. cardboard,scrap aluminum, 7am-2:45pm La Puente,CA 91744 brass,copper,car batteries. MISSION RECYCLING 909-620-4688 Carpet&padding,large X Fee for carpet&padding drop-offs,but will 1341 E Mission Blvd polystyrene toads,e-waste. put bins at business for recyclables with no Pomona,CA 91766 Paper,cardboard,boxboard, charge or even pay business based on market Contact:Gabe Chavez CRV,glass&metal containers. conditions.M-F 8am-Spm,Sat 8am-2pm MONROVIA RECYCLING CENTER (626)303-4617 CRV containers,newspaper, X X X Drop-off only at this location. 145 W.Duarte Rd. office paper,cardboard,scrap Affiliate of Allan Company call main office to Monrovia,CA 91016 aluminum,brass,copper&glass. set up Commercial Account. OUT OF THE CLOSET-PASADENA (626)440-1719 Accepts donations of home or X No damaged items accepted.No e-waste.No THRIFT STORE office furniture,appliances, baby items,bedding. 1726 E.Colorado Blvd. clothing, books, house wares, Hours: M-Sat l0am-7pm Pasadena,CA 91106 and sports equipment. Sun l0am-6pm 1136 Fair Oaks Ave. Donation Pickup Hotline: South Pasadena,CA 91030 (626)403-2333 (877)2 PICK IT UP Page 41 of 65 Q CO COMPANY NAME PHONE MATERIALS c..) _ c SCOPE OF SERVICE,AVAILABLE cc ADDRESS "n'. W cis = EQUIPMENT,OTHER COMMENTS a v J 2 v O d PLASTIC LOOSEFILL COUNCIL- (800)828-2214 Hotline provides info on the X www.loosefillpackaging.com PEANUT HOTLINE nearest locations of mailing and Various locations packing stores that accept loose fill packaging peanuts. POMONA SCRAP METAL COMPANY (909)623-1373 Scrap metal only;refrigerators, X M-F 7am-4:45pm,Sat 7am-1:45pm 1432 E.1st St. stoves,and other appliances For free pick-up-minimum 1 ton. Pomona,CA 91766 (white goods). PUENTE HILLS LANDFILL& (562)908-4288 CLEAN loads of:green waste X X X X Drop-off only. TRANSFER STATION including grass,brush,tree 13130 Crossroads Parkway South Recycle Center trimmings;clean dirt;asphalt; Recycle Center side: City of Industry,CA 91746 (562)908-4875 cardboard,white office paper, Hours:Tu-Sat 9am-4pm newspaper,mixed paper;old furniture; rags or fabric;CRV. RECYCLED WOOD PRODUCTS (909)868-6882 Clean dirt,sawdust,and certain X Free Pick-up available,roll-off quantities.Call 1313 East Phillips Blvd. woods. for info. Pomona,CA 91766 Drop-off Hours: M-Fri 7am-5pm&Sat 7am- Contact:Chris 1pm. RECYCLING RESOURCES (909)622-2076 CRV containers,newspaper, X X Drop-off only. 1406 W.2nd St. cardboard,office paper. Pomona,CA 91766 SA RECYCLING (626)359-5815 All types of metals,except for X X Can provide a roll-off and will pick-up when it 2495 Buena Vista St. those that contain hazardous reaches 3-5 tons.Call regarding CRV. Irwindale,CA 91706 waste. Contact:Gisela Panzarelli SA RECYCLING(formerly Pacific (626)444-9530 Scrap metal,aluminum,brass, X X X Drop-off and pick-up service available. Call for Coast Recycling) copper,steel;CRV containers, info. 12301 E.Valley Blvd. plastic. El Monte,CA 91732 SAFESHRED CO.,INC. (800)987-4733 Destruction(shredding)of paper X X Drop-off 1-5 boxes free.Security bins:console, 5928 S.Malt Ave. (323)721-4300 service; Drop-off recycling of 64-,174-,290-gallon bins. Commerce,CA 90040 cardboard,newspaper,white& Witness shredding Wed 7am-12noon for$25 color paper,coated book,clear fee.Call for pick-up.Check for hours. film&E-waste www.safeshred.com Q CO Page 42 of fs'aea COMPANY NAME PHONE MATERIALS u J SCOPE OF SERVICE,AVAILABLE cc ADDRESS ~ s EQUIPMENT,OTHER COMMENTS a u 5 u C SALVATION ARMY (800)95- Will accept donations of X Pick-up Available,call 800#. Various Locations TRUCK household and business items for 1444 N.Citrus Ave. resale(no desks unless computer Covina,CA 91722 (626)332-2116 desk or antique).Appliances, clothing,furniture and cars. No e- waste or broken appliances. SBC TELEPHONE BOOK RECYCLING (800)953-4400 Telephone books. X Requests NOT to receive a new AT&T/SBC phonebook call(800)288-2020. SHAW CARPET RECYCLING (800)434-9887 Carpet recycling. X Call for information.Shaw is working with recyclers. SIERRA PALLET (626)960-1284 Pallets X Sells,repairs&recycles. Minimum for pick-up 4848 Azusa Canyon Road only=100 pallets.Will pick-up less from Baldwin Park,CA 91706 customers.Will purchase 4-way 48"x40" Contact:Tina Ponce pallets.Can drop-off for free M-F 9am-5pm SOUTH COAST FIBERS 323-245-5133 Construction debris,newspaper, X X X X X Will pick up and leave bins at no charge if 5487 W San Fernando Rd office paper,cardboard,metal,e- meets threshold(fee for C&D). Does service Los Angeles,CA 90039 waste,CRV Azusa. Call Craig at 213-305-3115 for details (craig(a socoastrec.com) STANDARD FEED (909)721-8929 Food waste:bread,tortillas, X Minimum for pick-up:8,000—10,000 pounds 13751 S.Haven Ave. pasta,noodles,potatoes,and of loose food weekly.Will provide roll-off. Ontario,CA 91761 onions.Must be separated from Contact:Art paper&plastic. USEDCARDBOARDBOXES.COM- (888) BOXES 88 All types of cardboard boxes X Must have at least 100 Gaylord boxes or 5,000 MONTEBELLO primarily for reuse,but also for shipping boxes and they will purchase. 720 S.Vail Ave. recycling.Gaylord and pallet Montebello,CA 90803 boxes also. VALLEY VISTA SERVICES(formerly (800)442-6454 All construction and demolition X X X X X X M-F 7am-4pm&Sat 7am-2pm Transfer known as Grand Central Recycling) debris;greenwaste,appliances, Station&drop-off rates:http://valleyvista.net/ 999 S.Hatcher Ave. e-waste,batteries,cardboard, Call for information&pick-up fees. City of Industry,CA 91748 office paper,film plastic,CRV. Contact:Joel Page 43 of 65 COMPANY NAME PHONE MATERIALSu SCOPE OF SERVICE,AVAILABLE ADDRESS Q u Q W in 1- a.. EQUIPMENT,OTHER COMMENTS a a u p VEOLIA ENVIRONMENTAL (626)334-5117 Solvents,motor oils and batteries X Wastes are accepted in bulk or drums. Call for SERVICES (800)556-5267 (bulk). International recycling info. 107 S. Motor Ave. service for fluorescent lamps, www.veoliaes.com Azusa,CA 91702 ballasts,mercury,and electronic scrap,medical,bio-medical. VERIZON RECYCLING HOTLINE (800)610-4992 Telephone books. X Will pick up large quantities. Requests NOT to receive a new Verizon/GTE phonebook call (800)888-8448. VULCAN MATERIALS- (626)856-6143 Asphalt millings and grindings, X X Must call facility first. 16005 Foothill Blvd. uncontaminated sand and soils, www.vulcanmaterials.com Irwindale,CA 91702 (626)334-4913 brick,concrete block and rock. Azusa Rock Check about tires/rubber. WESTERN MILLING (559)280-8432 Dairy,pasta,bakery&other X X X Food by-product recycling&de-casement 31120 West St.PO Box 1029 foods(except meat).Can also services. Particularly looking for 25 ton Goshen,CA 93227 take 55-gallon drums and paper truckloads. Contact:Tom Daly kraft bags with plastic lining. tdaly@westernmilling.com WHITTIER FERTILIZER (562)699-3461 Clean lumber,clean wood waste, X Only accepts clean materials. 9441 Kruse Rd. pre-chipped tree trimmings, Hours: M-F 7am-4:30pm Pico Rivera,CA 90660 whole and broken pallets;clean Sat 7am-2pm Xmas trees,clean green waste. www.whittierfertilizer.com WM LAMPTRACKER INC (800)664-1434 Fluorescent bulbs,mercury, X X X X Order pre-paid mailing containers and even ballasts,dental amalgam, pallet-load services online at: separator filters,lead foil, www.wmlamptracker.com electronics,pallets,paper,plastic film/bottles,cardboard, chipboard,cans,juice cartons, aerosol cans&batteries. ZHANG INTERNATIONAL GROUP (626)379-2307 All kinds of Plastics; PC, PA6, X x Open for drop-offs.Pick-up available for 1513 South Curtis Ave. PA12,ABS,Acrylic,etc. May take amounts of at least 6,000 pounds. Alhambra,CA 91803 paper&metal too. Mostly deals Contact:Jeff with manufacturing scraps. Page 44 of 65 Ca) CRV REDEMPTION CENTERS: When purchasing beverages in California, consumers pay a California Retail Value (CRV). The CRV amount is a redemption payment on beverage containers. This payment is refunded when the container is taken to a CRV Center. The purpose of this state program is to recycle 80% of all aluminum, glass, plastic, and bimetal beverage containers sold in California. Reimbursement: CRV is $0.05 on containers less than 24 ounces and $0.10 on containers 24 ounces or larger. Beverage containers include: beer& malt beverages, wine & distilled spirit coolers, carbonated & non-carbonated fruit drinks, carbonated & non-carbonated water, coffee &tea beverages, carbonated soft drinks, sport drinks. For more information: California Department of Conservation: www.bottlesandcans.com or 1-800-RECYCLE. Additional locations for donating your containers are listed on our website at: http://www.ci.azusa.ca.us/index.aspx?nid=455 COMPANY NAME PHONE MATERIALS SCOPE OF SERVICE,AVAILABLE EQUIPMENT, ADDRESS g tn W iv OTHER COMMENTS E '� C W m C N 0 E fa 7 - A a GREENHOUSE RECYCLING (626)917-8514 Aluminum,glass(all colors) X X X Hours:Mon-Sat 10am—3:30 pm Foothill Blvd.&Miller Ave. &plastic beverage bottles Sun l0am-1:30pm 975 W. Foothill Blvd. marked with CA Deposit Closed 12:30-1pm for lunch Azusa,CA 91702 Also provides pick-up services for large generators. GREENHOUSE RECYCLING (626)917-8514 Aluminum,glass(all colors) X X X Hours: Mon-Sat loam—3:30 pm at Valley Dale Market &plastic beverage bottles Sun l0am-1:30pm 16711 Arrow Highway marked with CA Deposit Closed 12:30-1pm for lunch Azusa,CA 91702 Also provides pick-up services for large generators. PRICE RITE 101 (626)812-8604 Aluminum,glass(all colors) X X X Parking Lot—not affiliated &plastic beverage bottles with the store marked with CA Deposit 273 E.Gladstone St. Azusa,CA 91702 Page 45 of 65 00 E-WASTE RECYCLERS: E-waste recycling has become a very competitive industry. Many companies will pay for e-waste loads if an organized event is held. Some are willing to schedule regular pick-ups from a centralized location such as a warehouse. Property Management Companies should organize an event for tenants and encourage employees to bring their items from home. A few will pick up other materials as well such as paper, CRV& plastic. Also check the Local Recyclers list. E-waste recyclers with an e-Stewards certification (from the Basil Action Network NGO)have been through an extensive process that is consistent with international waste trade rules, social accountability, and international environmental management system norms (ISO 14001). Those listed here with an asterisk(*)have applied for the e-Steward accreditation and are pending certification. COMPANY NAME PHONE MATERIALS a SCOPE OF SERVICE,AVAILABLE ADDRESS *applied for e-Steward a 2 11 , d cc = EQUIPMENT, OTHER COMMENTS c 3 D . c W I,I A m a 3R INTERNATIONAL GROUP (909)627-8900 TVs,monitors,computers,servers,cell X X X X Pick-up available.* Minimum 2-3 pallets full 2300 S.Reservoir St. Unit 406 phones,fax machines, DVDs/VCRs,copy to trailer loads.Schedule online: Pomona,CA 91766 machines,networking equipment,auto www.3rinternational.com Contact: William Lang batteries,scanners,plastic&metal. ALL ELECTRONICS (626)476-3059 Computers,Monitors,TVs, Laptops, X Drop-off&free pick-up for 10 pieces or TECHNOLOGY INC printers,and all other electronics. more.www.aetelectronics.com 3910 Valley Blvd.Suite H Walnut,CA 91789 ALLGREEN RECYCLING* (800)780-0347 All electronics including, but not limited X X Numerous free drop-off locations& National Corp HQ: to:Computers,phones, monitors,TVs, collection events or contact for a pick-up. 15561 Del Amo Ave. printers,toner cartridges, DVD players www.allgreenrecycling.com Tustin,CA 92780 and VCRs,Cables/wires,and other. StorAmerica Duarte(closest drop-off) 2250 Central Ave. Duarte,CA 91010 M-Sat 9am-6pm BRYMAX INC. (626)322-5329 All electronics including computers, X X Call for info. 1802 Portrero Ave. main frames,CPUs,monitors,power Free if delivered. S.El Monte,CA 91733 supply units,keyboards,faxes,printers, Hours:M-F 9am-4:30pm TVs,cell phones,lithium batteries,hard drives,wires,etc. BSI ELECTRONIC RECYCLERS (626)633-1588 Computers,monitors,CPUs,cell X Please call prior to drop-off. 1541 W. Paramount phones,and other computer items such M-F 9am-5pm Azusa,CA 91702 as servers,printers,&motherboards. http://www.bsirecyclers.com Recycles with Electronic Recyclers Intern'l* © Page 46 of 65 Or Col COMPANY NAME PHONE MATERIALS a SCOPE OF SERVICE,AVAILABLE ADDRESS d d ae EQUIPMENT,OTHER COMMENTS *applied for e-Steward r, L W Q u OC Z O. r a+ N 8 X iF CAL MICRO RECYCLING (909)467-4800 Monitors,TV's, Plasmas and all kinds of X For drop-off,will pay$0.05/Ib for all display 1541 W. Brooks Street electronic office equipment. units TVs,LCDs plasmas,and monitors. Free Ontario,CA 91762 pick-up any size load along with plastics& Contact:Grace CRV. ECS REFINING SOUTHERN (408)200-7000 Consumer electronics&IT equipment, X X X Pick-up services available,call for CALIFORNIA* lab&test equipment,industrial information. 13200 S. Broadway Street equipment,various hazardous wastes http://www.ecsrefining.com/Home/Services Los Angeles,CA 90061 e-RECYCLING OF (800)795-0993 Accepts all misc electronic office Drop-off Facility M-F 7am-4pm CALIFORNIA* equipment,main frames,CPUs, Pick-up services upon request. HQ:7230 Petterson Lane monitors,power supply units, Paramount,CA 90723-2022 keyboards;TVs,cell phones. E-WASTE CENTER,INC. (323)837-9950 Electronics,computers,TV,monitors, X Free electronic pick-up for 10 or more 5788 Smithway St. etc. pieces,otherwise$30 fee. Commerce,CA 90040 www.ewastecenter.com Contact: Mariella GREEN SPOT DROP OFF (800)350-3550 Licensed collector of E-waste including X Pick-up and free drop-off available. Check: 901 W.Service St. computers,monitors,laptops TVs and www.greenspotdropoff.org West Covina,CA 91790 LCDs.Basically,anything you can plug in. GREENDISK,INC. (800)305-3475 Accepts all forms of electronic media X X X Call for collection information or visit: na including floppy discs,CDs,DVDs,VHS, www.greendisk.com videotapes,data cartridges,4mm and 8mm tapes.Also accepts cell phones, CD'jewel'plastic cases,and ink-jet cartridges. San Gabriel Valley (626)387-6900 Usable office furniture, electronics X X Restores open M-Sat 9am-5pm for drop-off HABITAT FOR HUMANITY drop-off point,new construction and re-store shopping. 400 S.Irwindale Ave. material;used construction material Azusa,CA 91702 upon approval: includes clean lumber, hardware,fixtures,&building materials. 770 N.Fair Oaks Ave. (626)792-3838 Pasadena,CA 91103 Page 47 of 65 C) COMPANY NAME PHONE MATERIALS a SCOPE OF SERVICE,AVAILABLE ADDRESS CO RI d CC EQUIPMENT,OTHER COMMENTS *applied for e-Steward a 2 a>c = CIL ;. c.) ~O ill E R m in a MISSION RECYCLING 909-620-4688 Cash rebates for computer monitors, X X X Will also accept carpet,padding and large 1341 E Mission Blvd Gabe Chavez visual display devices,4"+TV screens if polystyrene loads only. Pomona,CA 91766 dropped off.No charge drop-off for: computers,components,cell phones, printers,fax machines,ink&laser cartridges. NEUWASTE BUSINESS (310)734-6700 Accepts all electronics and universal X Call to discuss drop-off,or arrange pick-up. RECYCLING wastes including batteries,light bulbs, 4721 E.Washington Blvd. computers,monitors,TV,etc.Accepts Online pick-up request. Commerce,CA 90040 C&D demolition debris,cardboard, www.neuwaste.com furniture,paper,carpet,most other. SAFESHRED CO.,INC. (800)987-4733 Destruction (shredding)of paper X x www.safeshred.com 5928 S. Malt Ave. (323)721-4300 service; recycling of cardboard&E- Commerce,CA 90040 waste. SOUTH COAST FIBERS 323-245-5133 Construction debris,newspaper,office X X X Will pick up and leave bins at no charge if 5487 W San Fernando Rd paper,cardboard,metal,e-waste,CRV meets threshold. Does service Azusa. Los Angeles,CA 90039 Contact:Craig at 213-305- craig@socoastre 3115 c.com WEST COAST COMPUTER (866)604-5111 All electronics including computers, X Drop-off Hours: M-F 9am-5pm. RECYCLER CRTS,batteries,cell phones, Free pick-up with minimum of 8 items. 9856 Baldwin PI. telephones, router,switches. www.wcrecycler.com El Monte,CA 91731 Page 48 of 65 or RENDERING PLANTS & COOKING GREASE / OIL COLLECTION SERVICES: Because of the increased interest in biofuels, most grease recyclers are now competing and paying for collected grease and waste vegetable oils (WVO). Be sure to compare prices and check online for other opportunities. COMPANY NAME PHONE MATERIALS SCOPE OF SERVICE,AVAILABLE EQUIPMENT, ADDRESS c OTHER COMMENTS W (7 - o a` BAKER COMMODITIES INC. (323)268-2801 Rendering&grease removal X X X X X X Call for more information. 4020 Bandini Blvd. (800)427-0696 (grease trap&interceptor http://www.bakercommodities.com Los Angeles,CA 90058 service),animal mortalities, Also provides drain cleaning,plumbing and Contact: William Lang meat&poultry processing maintenance,high-pressure power washing w/water wastes. reclamation.Cold storage. CO-WEST COMMODITIES (909)383-8341 Rendering of inedible bones, X X X X X Call for more information. 1389 W.Mill St. fat,grease,&oils. http://co-west.com San Bernardino,CA 92410 Cleaning and jetting services and wastewater treatment services. COAST PACKING COMPANY (323)277-7700 Rendering of inedible bones, X X X X X Call for more information. 3275 E.Vernon Ave. fats,grease,oils.Also http://www.coastpacking.com Vernon,CA 90058 accepts accept paper and petroleum. DARLING INTERNATIONAL (323)583-6311 Rendering&used cooking X X X X X Call for more information. Produces animal feed and 2626 E 25th St. oil,grease and grease trap biodiesel from fats. Los Angeles,CA 90058 services. http://www.darlingii.com/Search.aspx INDUSTRIAL BIOFUEL (877)423-8356 Waste vegetable oil(WVO) X X X Call for more information. (818)921-3802 collection&recycling,and http://www.ibfuel.com/ cleaning services. JR GREASE SERVICES (562)551-8727 Rendering&grease removal X X X X Call for more information. (grease trap&interceptor http://www.greaseservices.com/Grease Collection.html servicing). WEST COAST RENDERING (323)261-4176 Offal&dead stock disposal, X X X X Call for more information. 4105 Bandini Blvd. fat,bone&grease Vernon,CA 90058 collection. Page 49 of 65 Or 00 FOOD BANKS/ FOOD DONATIONS: Needs and guidelines for giving vary so please call & develop a relationship with local non-profits. The Bill Emerson Good Samaritan Food Donation Act (Public Law 104-210) protects businesses from liability that donate food in good faith. COMPANY NAME PHONE MATERIALS v, SCOPE OF SERVICE,AVAILABLE EQUIPMENT, ADDRESS 3 o E OTHER COMMENTS 0 u U. =' d ce 3 'O y L W 13- O a, C _ o cu a d o ~ ° ACTION FOOD PANTRY (626)814-4744 Canned and packaged X X Food is distributed on Monday and Wednesday 1370-B Maine Avenue 10 miles goods,fresh produce. loam-1pm. Baldwin Park,CA 91706 Contact:Linda Pick up available.Call and make appointment for free Larsen, Director pick up of materials. Cell:310-754-0311 AZUSA COMMUNITY FOOD (626)969-2397 Fresh produce,dairy,dry X X X x Only open 2nd Saturday of any month for donations& BANK goods&diapers are greatly volunteers.9-11am. St.Frances of Rome appreciated. St.Frances of Rome 626-969-1829 501 E.Foothill Blvd. Azusa,CA 91702 Food Locker (626)799-9194 Groceries only. X Distributes Friday 1:30-2:30 pm.This facility receives 1325 Monterey Road 18 miles surplus from neighboring church.Contact facility for South Pasadena,CA 91030 Jan Aarons, donation of canned and packaged grocery products. Manager of Food Donations Foothill Utility Center (626)358-3486 Prepared,perishable, X X X X X X Distribute daily.Contact Albert Rodriguez for food 415 West Chestnut Avenue 7 miles canned and frozen food; donations. Monrovia,CA 91016 Albert Rodriguez, unopened foods;fresh Drop-offs from 9am-Spm but can arrange pick-up.What Also location in Pasadena Food Service produce from growers and they accept varies 626-359-1777. Manager distributors. Serves Monrovia,Sierra Madre,Bradbury,Arcadia, Duarte,Pasadena&Altadena. albert@foothillunitycenter.org God Provides (626)442-4273 All food items and toiletries. X X X X X Distribute 6 days per week,serve 50,000 people per 2453 Troy Avenue 15 miles month.Work with Albertsons Fresh Rescue collecting South El Monte,CA 91733 Allen Espinoza from 16 Albertsons'stores.Also go to grocery stores Director and show them how to separate usable food from the waste stream.Truck will pick up donations but must be palletized.gpmfoodbank@yahoo.com Q Page 50 of 65 Cr CO COMPANY NAME PHONE MATERIALS p N , SCOPE OF SERVICE,AVAILABLE EQUIPMENT, ADDRESS OTHER COMMENTS 'O O 4► N O V " = W CC T O A 0 • ~ O a '~ o 0 17 a 0 Z Grace Church of Glendora (626)335-4067 Canned and boxed foods, X X X 1515 S.Glendora Avenue 4 miles toiletries. Glendora,CA 91740 Zack Grelling Pantry at Friends In Deed (626)797-2402 Non-perishable goods boxed X X X Pantry only,does not provide meals.Accepts donations 444 E.Washington Blvd. 15 miles or canned and some Monday through Friday 9am-5 pm. Pasadena,CA 91104 Katie Cashman produce. SHEPHERD'S PANTRY (626)852-7630 Food or clothing donations X X Call for more information. 657 E.Arrow Highway Ste.1 4 miles http://shepherdspantry.com/default.aspx Glendora,CA 91740 Drop-off Mon or Tues 9-11am or 4-6pm info@shepherdspantry.com VILLAGE COVENANT (626)335-4013 Non-perishable goods, X Distribution Fri 9am-3pm 5607 N. Barranca Ave. Linda Brown boxed,canned or frozen Call to deliver food donations.Will pick up Wednesdays Azusa,CA 91702 Direector 626- products. after 1pm. 348-4771 INDEX: LOCAL RECYCLERS 37 CRV REDEMPTION CENTERS: 45 E-WASTE RECYCLERS: 46 RENDERING PLANTS& COOKING GREASE/OIL COLLECTION SERVICES: 49 FOOD BANKS/FOOD DONATIONS: 50 Page 51 of 65 (This page intentionally left blank) Page 52 of 65 APPENDIX B. CITY OF AZUSA WASTE REDUCTION AND RECYCLING ASSESSMENT LETTER OF INTRODUCTION •City• of AZUSA MEMORANDUM LIGHT i WATER For Quality of Life TO: AZUSA BUSINESS/COMMERCIAL WASTE CUSTOMERS FROM: CARY KALSCHEUER,ASSISTANT TO THE DIRECTOR OF UTILITIES SUBJECT: SOLID WASTE REDUCTION AND RECYCLING ASSISTANCE DATE: JUNE 20,2011 I am writing to introduce you to the City of Azusa's solid waste and recycling torigtfitalits,E.Tseng&Associates and EcoTelesis,and inform you about the services they provide to Azusa businesses. At issue is the closure of the Puente Hills landfill in 2013. The PuenteHills landfill is located sear the City of industry off the 60 Fwy and is the destination for waste collected in Azusa. Once the Puente Hills landfill closes, we expect disposal costs to escalate faster than inflation due to the need to have waste hauled banger distances in order to dispose of such waste. To help Azusa businesses avoid increased costs for trash disposal services in preparation of the Puente Hills landfill closure, the Azusa City Council recently approved a technical assistance outreach program to help businesses set up on-site recycling programs. The City selected E.Tseng&Associates and EcoTelesis through a competitive purchasing process to help Azusa businesses reduce the amount of waste generated and to possibly set up"source separated"recycling programs. EcoTelesis will help you by reviewing your solid wasteenion and diversion practices,and will follow-up with recommendations for waste redublionandiebyelinglifttrarnsfor your business to consider,including a list of local area recycling contractors. By itlentifyingtaud'Separating recyclable materials from your rashand having independent recyclers collect and pay you for your recyclables, you may be able to lower your current trash service level and fees. EcoTelesis was established in 1995 and their staff has provided on-site technical assistance businesses in the Los Angeles area to help them set up on-site recycling ids .. ; e. `� = . that EcoTelesis is well qualified to assist Azusa businesses in establishing new r . rag existing efforts,and therefore urges your participation in this program optpo tuaity. In troltrio-see how your business might benefit from the City's solid .i I ••°t 'Itoeven at(213)1977-0550 and setup an appointment. (Services are h . ,.Wit). It is alsosi ntt vbetware tat-te h f r' Otalltmenniterczal recycling l' 'pur ant o'Cloe7 , F F y ,,`�cipatibn in theCity's_a ist ice at.=tlrtstl ' . t�•` '.i; `a ' ownwlrittrAII 32. if you have any.gUesti ase cOntactme 6 812-51/4 IB yeti fa yourparticipation in the 2011 City of Azusa ComMerailVittste'Rtductlarimiteoaing Atfestments. Azusa Light&Water 729 N.Azusa Avenue P.O.Box 9500 Aziwayoilust 91302 626/812-5208(phone) 626/334-3163(fax) wruw.azusalw.com(web) Page 53 of 65 114 9 (This page intentionally left blank) Page 54 of 65 093 APPENDIX C. SAMPLE BUSINESS ASSESSMENT THANK YOU LETTER Eco Telesis ECOTELESIS Waste Reduction& Recycling Specialist .10 phone: xxx-xxx-xxxx email: ecotelesis@gmail.com July 5, 2011 Isa Greener, Owner Greener Business 123 Azusa Avenue Azusa, CA 91702 Dear Mrs. Greener: Thank you for allowing me to visit your business for a waste evaluation. I hope that my suggestions will help you reduce the material you throw in the trash and save you money as well. The City of Azusa appreciates your efforts to reduce, reuse, and recycle. When you start recycling and waste prevention programs,you show the community that you run a concerned, forward- thinking business. By participating in this program, your business is becoming a part of the solution to the solid waste problems faced by all of us. The enclosed Recycling Planner will assist you to develop efficient and cost-effective programs for your business. I will be calling you in a few weeks to see if there is anything else I can do to help you set up your recycling and waste prevention program. In the meantime, please feel free to call me if you have any questions at xxx-xxx-xxxx. Sincerely, Eco Telesis Waste Reduction& Recycling Specialist is Printed on 50%post consumer waste paper Page 55 of 65 094 (This page intentionally left blank) Page 56 of 65 095 APPENDIX D. SAMPLE BUSINESS ASSESSMENT REPORT CITY OF AZUSA TECHNICAL ASSISTANCE WASTE ASSESSMENT Date of Initial Visit: 1/11/11 BUSINESS: Greener Business CONTACT: Issa Greener 123 Azusa Avenue Owner Azusa, CA 91702 626-555-5555 greener.bsn@gmail.com & ▪ s.,• �°3z.. ..g �t � s Greener Business has been in the reclaimed housing business for twenty years. They have offices, a workshop, warehouse space, retail space and a small café. There is also a residential area on the top floors consisting of 10 units. Their "Green Team" is responsible for strategizing and implementing environmentally sustainable efforts throughout their property. One of Azusa's first examples of an "urban ecovillage" business, Greener Business is in the final stages of development of their co- housing tenant area that will also require strategies to address sustainability issues related to residential challenges. These will be addressed in another report. -r� b. ,_: .,... Disposal service is provided by the City's Exclusive Franchise hauler, Athens Services. Based upon the data gathered from the assessment (applying an estimate based upon subscription level and average bin fullness %), approximately 123 tons are disposed by the business annually. There are a number of programs that have been implemented to date, diverting an estimated 51 tons annually (29.3% diversion): Recycling programs include: cardboard, CRV, white ledger paper, scrap metal, e-waste, and toner cartridges. Source reduction and reuse programs include: xeriscaping, wood chipping reused as mulch, moving boxes and packing material reuse, resale of salvaged material, alternative printing practices, vermicomposting, reuseable foodware, and material donation / waste exchange. Diversion numbers that have been provided are summarized by material type and activity on the Recycling Planner spreadsheet that concludes this report. The Waste Assessment was conducted by visiting various departments throughout your company. The following suggestions offer opportunities for new diversion programs and ways to enhance or expand existing programs. Possible challenges and other notations are Page 57 of 65 096 also presented. These programs could help you reduce future waste hauling rate hikes when the LA Puente landfill closes and will help your business to become more GREEN. Office Areas • Start a pilot mixed office paper,junk mail, shredded and white ledger recycling program, approximately 2-cubic yard per week. Athens will reduce bin collection if there is enough diversion. Otherwise, you may need 3 cu yd of material for another recycler to pick up free of charge (some may be willing to come less frequently). Ask the recycler if cardboard and/or CRV beverage containers can be included. • Continue to implement alternative printing practices that may result in less white ledger paper recycling amounts, but less paper usage saves on purchasing, printing and handling costs. Two- and four- per page printing is now being used in some offices. Duplexing also helps immensely with paper diversion and also reduces internal costs. • Place recycling containers for aluminum cans, plastic and glass bottles that can later be recycled. Money earned can later be used for a holiday party or other incentive. A beverage container recycling bin in all "common areas" and at the shipping and receiving area would also be a good idea. Be sure that there is a trash container located next to each recycling container. Retail Space • Start a pilot mixed paper program. The material can be added to the mixed paper recycling from the offices. Check with your recycler to verify if gift boxes, signs, price tags, and other paper products that "tear" can be added to the program. In some cases, empty paper cups can also be included. • Plastic bags and. other "film" material should be recycled with the material from the Shipping & Handling department and the Cafeteria. • Continue to reuse shipping containers for display furnishings, and consider offering unwanted ones to customers. • Consider posting the refurbished furniture / building pieces online, especially for the pieces in the store that are not selling well. Offer to team with other dealers and display each others' pieces on consignment basis. • Donate non-saleable merchandise to local schools, non-profits and/or churches. Shipping & Handling • Request that suppliers take back empty crates and pallets during their deliveries, or find a pallet recycler / wood waste recycler. Select a pallet recycler that also takes broken pallets since many can use parts for repair. If the wood recycler chips and uses wood for mulch, inform them if you are aware of receiving imported materials contained on/in wood pallets/crates that may be treated with pesticides. • Continue to have USPS to take back the plastic pallets and fiber pallets during deliveries. The plastic and fiber pallets are a lot more durable than the regular wood pallet, which provide a more sustainable way of shipping. • Set aside containers and packaging that are suitable for reuse rather than recycling. • Reduce trash bin pickups by 3 cu yd a week by flattening cardboard boxes. • Require employees to backhaul the cardboard and stretch wrap from their job sites whenever possible. Increased collection of cardboard may provide enough to justify installation of a baler. • Be sure all other areas (retail space, food court, maintenance, and tenants) are placing their cardboard and bagged stretch wrap into the recycling bins as well. • Brown kraft paper packaging can usually be recycled along with cardboard boxes. Ask your recycler if you can include them in with the cardboard you are now recycling. Page 58 of 65 097 • Have employees offer suggestions for improving the cardboard recycling program. Consider installing a baler and check with several recyclers regarding the possibility of combining both the kraft paper and film plastic with the bales. Perform a cost analysis, taking into account market fluctuations. • Check with rainwater catchment projects in cities around you and sell or donate your 55-gallon drums. • Consider reusing cardboard boxes by relabelling them for outgoing shipments. There are new label products on the market that thoroughly cover any old addresses and provide a "cleaner" look. Food Court / Cafeteria . USE APPROPRIATE LABEL • The cafeteria is doing a great job in keeping food waste down to a minimum. Remember that the Good Samaritan Law allows businesses to donate food without liability as long as it is in edible condition upon delivery. (Emerson Good Samaritan Donation Act can be found at: www.usda.gov/news/pubs/gleaning/appc.htm). • Encourage suppliers to deliver food and other goods in reusable containers (plastic, wood, or metal) that they take back. Also request the use of "rubber bands" instead of shrink-wrap to keep items secured on the pallets. • Continue to offer customers the 10(C discount for bringing their own mugs and consider selling reusable bowls for the frozen yogurt with a 5% discount for their use for take-out orders. • Expand recycling of containers (plastics #3-7 and metal food cans) and film plastic. Ask the recycler if they will accept waxed or polystyrene food boxes. Break Rooms / Lunch Rooms / Conference Rooms / Lobby Areas • Set aside an area so users can place newspapers and magazines for others to read. Instead of recycling them, collect and give to shipping to use for packaging. • Provide reusable mugs, cups, plates, and utensils. Require employees to wash their own or place in the dishwasher (only run it at the end of the day). Limit paper towel use and provide dish towels that can also be washed. with other linens • Include recycling of all containers that are accepted by the cafeteria's recycling program and have them included in their recycling program. • Be sure there is a trash container located next to each recycling container and that all of these areas have at least one set near each doorway. • Consider a worm bin for vermicomposting in the lunch rooms! Restrooms • Start a pilot program that switches paper towel use to hand dryers, beginning in the lobby and other public areas. Comparison worksheet available. Or evaluate paper towel rolls (mechanically limiting rolls provide less material than traditional C-fold dispensers). Maintenance • Be sure that all maintenance personnel are aware of the scrap metal and cardboard recycling programs and that they take those materials to the appropriate collection areas - particularly when outside contractors/vendors are employed. • Consider hand dryer use in this area as well. • Expand the use of reusable wipes and rags for cleaning. Landscaping • Ask your gardener to take all green waste with them for recycling instead of disposing it in your waste bin. Page 59 of 65 098 • Expand the current reuse program by applying more of the wood chips generated at the facility. Request that tree trimmers leave behind some of the mulched materials to eliminate the need to purchase that same material. Use more mulch material on the walk ways and for weed control. • Expand the current xeriscaping program you now have for low maintenance and drought tolerant plants & trees. Storage / Inventory / Liquidation • Consider having "resale" events for employees (and possibly the community) to purchase unwanted / overstock materials. Include avoided disposal costs (i.e. number of 40-yd roll-offs that would have been required) in financials. • List unwanted items by placing ads on craigslist, Freecycle, Cal MAX or LACoMAX. Mary McKenrick, Municipal Sales Manager Athens Services direct line: 626-934-4624 Additional independent recyclers are listed in the Recycling Planner. Remember, according to Exclusive Franchise Agreement, they must provide services free of charge or with a rebate. h-x t Cary Kalscheuer, Assistant to the Director of Utilities Azusa Light and Water (626) 812-5174 ckalscheuer@ci.azusa.ca.us Page 60 of 65 099 APPENDIX E. SAMPLE BUSINESS ASSESSMENT RECYCLING PLANNER RECYCLING PLANNER Date of initial Visit: Greener Business SUMMARY ANNUAL TONS INFORMATION Total Current Annual Disposal Tons: 123.00 Total Current Annual Diversion Tons: 50.97 Total Current Annual Diversion Percentage: 29.3% Total Potential Annual Diversion Tons: 40.02 Current Annual Diversion Tons by Material Current Diversion Potential Annual Diversion Tons by Material Potential Ton Diversion Ton Other ferrous metals Current Recycling 11.47 Office white ledger Current Recycling 11.21 Office white ledger Current Source reduction 8.34 Uncoated corrugated cardboard Current Recycling 11.73 HDPE containers Current Recycling 8.21 Food Potential Recycling 28.68 Textiles Potential Reuse 3.39 Other office paper Potential Recycling 4.69 Film plastic Potential Recycling 3.26 SUGGESTED RECYCL`ERS THAT CAN ASSIST:' Company Address City Stat Zip Zip4 Phone Contact ALLAN COMPANY(DROP-OFF I various various FACILITIES) 1 CRV containers;all paper&plastic grades;cardboard,glass, Drop-off facJties: metals&e-waste. 145 W.Duarte Rd,Monrovia 91016 (626)303-4617 14618 Arrow Hwy,Ballwin Park 91706 (626)962-4047 5811 E 81st S1 Commerce 90040 (323)722-5796(no e-waste drop-oft) Report Generation Date: 6/26/2012 Page 1 of 1 F..r C.) Page 61 of 65 (This page intentionally left blank) Page 62 of 65 • 101 APPENDIX F. SAMPLE BUSINESS ASSESSMENT RECYCLING DETAIL REPORT Company Name.Greener Business Other Co.Name: Given Contact. Given Gender lD Number:: NWD800014 Actual Contact.Isa Greener Actual Gender.M Assigned io:R Scott Hill osRic1.Owner Phone(s):626-555-5555 Locatin Address. 123 Azusa Ave Haling Address:123 Azusa Ave civsliziP.Azusa CA 91702 cly/st :Azusa CA 91702 EMaI: reener.bsn@gmail.com FAX: Own ease:Own SID:650000 Given Employee I: 1 Actual Empbyee#: 1 Location type:Free standing NAILS: Given Emp Range:A Actual Emp Range: Service Type: Map: Size(sq ft): Size Range: Truck Route: Tenants: Given Sales: Actual Sales: From Hotline?: $Hot !;Medium i•Cold trait(0)or Phone(P):0 Big(8)/Medium(M)/Small(S):0 Division:11 Finance, insurance,and real estate Subpopulatlon:31 Finance/Insurance/Real Estate/Legal SIC2 Group:65 Real estate SIC4 Descriptbn:6500 Real estate Authorized party:Isa Greener Auth Phone:626-555-5555 Relation:Owner Space for additional bins? .' Who pays for collection: Bin space secured?:__ Colectlon included in rent?:._ Reduction equipment h use??,_ Name:Athens Disposal Company Service Owe:Standard Address: 14048 Valley Blvd Phone:626-336-3636 Lky/StoP: Industry, CA 91716 Contact: Activity Location Bin type Size Pickups Full% Usage% Total vAc cy Actual wk cy Annual Tons Site visit Rear of buildin Standard 3 5 100% 100% 15.00 15.00 44.97 Site visit Rear of buildin Standard 3 5 100% 100% 15.00 15.00 44.97 Site visit Rear of buildin Standard 3 3.675 100% 100% 11.03 11.03 33.06 100% 100%1 41.031 41.031 123.00 Greener Business 'Azusa EI91702 Page 63 of 65 102 (This page intentionally left blank) Page 64 of 65 103 OTHER FILES PROVIDED: <Bsn Assist Results.xls> spreadsheet containing detail commentary regarding New programs <Recyclers Updated List.doc> updated resource list of recyclers, food banks, etc. <Azusa-WasteAuditDatabase-082812-withAPU.mdb>Access database Access database instruction manual <Warmcalc-bus082812.xlsx>GHG Summary totals for all businesses <Confidential-AzusaAllSites-082812.xlsx> includes tables & graphs of the GHG disposal & diversion by material for each business <WasteAuditSustainability-082812.doc>GHG Presentation explaining Waste Audit GHG calculations • Page 65 of 65 1ff 4