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City Council Packet - 08/15/1995Revised- ®11®95 PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up sheet(s). If no sheet is available, ask to be recognized by the Mayor at the beginning of that agenda item. Upon request, the City will also endeavor to arrange for the following services: ® Qualified sign language interpreters for persons with speech or hearing impairments; and ® Qualified bilingual interpreters. Since these services must be scheduled with outside service providers, it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting elate at the same phone numbers as listed above: 639-4171, Ext. 309 (voice) or 684-2772 (TDD - Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA COUNCIL AGENDA - AUGUST 15, 1995 - PAGE 1 TIGARD CITE' COUNCIL MEETING AUGUST 15, 1995 AGENDA &M p.m. 1. `P11O1R 1.1 1.2 1.3 1.4 1.5 HOP FETING Call to Order - City Council & Local Contract Review Board Roll Call Council Communications/Liaison Reports Citizen Involvement Team Communications Call to Council and Staff for Non-Agenda Items 6:45 p.m. 2. EXECiJTIVE SESSION: The Tigard City Council may go into Executive Session under the provisions of ORS 192.660 (1) (d), (e), & (h) to discuss labor relations, real property transactions, current and pending litigation issues. As you are aware, all discussions within this session are confidential; therefore nothing from this meeting may be disclosed by those present. Representatives of the news media are allowed to attend this session, but must not disclose any information discussed during this session. 7.45 p.m. 3. DISCUSSION: EAHILOYEE CLASSMCATION/C® SATION STAY a Staff Report: Human Resources Director 8:00 P.M. 4. COUNCIL DISCUSSION: NEIGHBORHOOD TRAMC CONTROL POLICES a Staff Report: City Engineer and Chief of Police 8.40 p.m. 5. COUNCIL DISCUSSION: REQUEST FOR TRAIWIC CONTROLS AT 1 S T/KARLE STREET a Staff Report: City Engineer and Chief of Police 9:00 P.M. 6. REPORT FROM THE 1 STREET TASK FORCE a Staff Report: Assistant to the City Administrator 9:310 P.M. 7. COUNCIL DISCUSSION: REQUEST FOR FEE WAIVERS 0 Staff Report: Community Development Director Jim I3endryx COUNCIL AGENDA - AUGUST 15, 1995 - PAGE 2 9:45 p.m. 8. COUNCIL DISCUSSION: SOLID WASTE POLICIES INCLUDING RATE SETTING PROCEDURES 0 Staff Report: Finance Director 10:30 p.0L 9. COUNCIL DISCUSSION: 2040 ISSUES a Staff Report: Community Development Director 10:45 P.M. 10. NON-AGENDA ITEMS 11:00 P.M. 11. ADJOURNBwEHM cce0815.95 19 COUNCIL AGENDA - AUGUST 15, 1995 - PAGE 3 Council Agenda Item 1-4, 1 TIGARD CITY COUNCIL MEETING MINUTES - AUGUST 15, 1995 ® Meeting was called to order at 6:30 p.m. by Mayor Nicoli. ROIL CALL Council Present: Mayor Jim Nicoli; Councilors Paul Hunt, Bob Rohlf, and Ken Scheclda. Staff Present: Bill Monahan, City Administrator; Jim Coleman, Chuck Corrigan and Steve Crew, Legal Counsel (Mr. Corrigan and Mr. Crew Executive Session only); Robert Franz, (Executive Session only); Ron Goodpaster, Chief of Police; James Hendryx, Community Developin°aYz Director; Wayne Lowry, Finance Director; Management Analysis Loreen Mills; Liz Newton, Assistant to the City Administrator; Catherine Wheatley, City Recorder; City Engineer Randy Wooley. STUDY SESSION 1. Sterling Marsh, South CIT Facilitator, was present and advised Council of the following: ® Referred to the CIT's request for a signal at 79th and Durham. ODOT advises a traffic survey indicates this intersection does not warrant a signal; however, there is a possibility other criteria may be applied so the signal would be installed. Mr. Marsh referred to the number of new developments in this area. SW 79th is not fully improved and coupled with the fact that it is so hard to exit safely onto Durham, the street is not used as much as it could be. Mr. Marsh noted that 79th extends from Bonita to Durham. ® More information on whether or not the State would consider other criteria for installing a signal should be available for the CIT by their meeting on September 6, 1995. ® Other issues conveyed to the Council from the South CIT included the question of how CIT could members proceed to get ODOT to install a permanent left turn lane without the disruption of the bicycle lane at hall and Sattler. ODOT advises there is no funding for such a project, and that even a temporary change would remove the bicycle lane. 41 CITY COUNCIL MEETING MINU'T'ES - AUGUST 15, 1995 - PAGE 1 ® The final issue Mr. Marsh brought to the Council's attention was a suggestion to change the striping on Durham (toad for people who use 98th Avenue and wish to turn east. Mr. Marsh described how he thought the striping could be changed to facilitate this traffic movement. City Engineer Wooley was asked to look at the striping issue to determine if this suggestion was a possibility. 2. EXECUTIVE SESSION: The Tigard City Council went into Executive Session at 7:46 p.m. under the provisions of ORS 192.660 (1) (d), (e), & (h) to discuss labor relations, real property transactions, current and pending litigation issues. Executive Session was adjourned at 7:55 p.m. Open Session of Council was called at 8:03 p.m. 3. DISCUSSION - EMPLOYEE CLASSIFICATION/COMPENSATION STUDY Human Resources Director Zodrow updated Council on the Classification/Compensation Study. Meetings have been held with all employees to describe process and to distributed questionnaires. Next issues to be reviewed include: ® Labor Market and where the City wants to be in that market (high, medium, low). ® What are the fiscal resources for implementation. ® Implementation of study alternatives. Ms. Zodrow reported employees have been very helpful in completing their surveys and the Duman Resources staff has made a commitment to be available for questions. Ms. Zodrow answered questions from Council, including inquiries about turnover and administration of the results of the Classification/Compensation Study. In response to a question from Councilor Scheckla, Ms. Zodrow clarified that this study would not be used to evaluate performance; rather, it will be used to determine what each job position is doing to perform their job function and to describe that position. Once that position is defined, then a determination will be made as to whether the job classification is being paid properly. CITY COUNCIL MEETING MINUTES - AUGUST 15, 1995 - PAGE 2 4. COUNCIL DISCUSSION: NEIGIIEO1tH OD TRAFFIC CONTROL POLICIES City Engineer Wooley and Chief of Police Goodpaster reviewed current policies related to traffic control on local residential streets and the reason for the policies. They described how they worked with citizens to gather data and to work toward resolution of issues. Traffic issues received the "three E" approach: Enforcement, Education, and Engineering. City Engineer Wooley referred to a chart which showed traffic counts distinguishing when numbers of traffic are considered to be a livability issue or when they become a traffic-flow issue. Mr. Wooley had, for Council to view, a traffic counter which differs from the counters which have hoses. This counter shows date, time, and speed for each car;. 24 hours a day. Mr. Wooley advised that when they place this counter on the street, it is usually left there for two or three days. Mr. Wooley advised that speed limits, even in local residential streets, are set by the State. As a general rule, "speed limits are 25 mph in residential; 20 mph in business; and 55 mph in other, unless otherwise posted. There is no longer a State speed-control board. The Legislature assigned this responsibility to the Department of Transportation about two years ago. Speed zone reviews now take approximately one year. Another issue described by Mr. Wooley was the perceived speed of autos and other vehicles. For example, larger or noisy vehicles may be perceived to be going faster than they really are. City Engineer Wooley advised that the citizen radar program is a useful tool to citizens to determine the amount and speed of traffic on their streets. Police Chief Goodpaster advised that the Engineering and Police Departments work closely with traffic.,. Engineering information can tell the Police Department where speeding problems are and at what time. This allows the Police Department to be more effective with their enforcement of speed and traffic violations. Police Chief Goodpaster described the neighborhood speed watch program which consists of a radar gun and two individuals monitoring the traffic. One individual controls the gican and is able to relay to tale other ind viduai the speed and descriptive information of the vehicle. If a vehicle is found to be going too fast, the information is given to the Police Department. The Police Deparltment sends a letter out, advising people that a car licensed to them was shown to be going a certain speed on a certain time of day and on a certain date. These letters have resulted in a good response from citizens and appears to work well. 0 CITY COUNCIL. MEETING MINUTES - AUGUST 15, 1995 - PAGE 3 Chief Goodpaster reviewed other methods of traffic enforcement, including the use of "Roadside Rhonda," which consists of a police car and a mannequin. Experience on Highway 217 has shown that by placing this vehicle and the mannequin on the roadside, that traffic accidents have decreased. This may be used soon as a tool on Main Street to attempt to get vehicles to slow down. Chief Goodpaster noted that the Police Advisory Committee, at their last meeting, received information from Mr. Craig Hopkins with regard to the sign program in the City of Portland. Mr. Hopkins was present at the Council meeting and described the Portland program, which consists of signs and bumper stickers which advise "For Kids' Sake, SLOW DOWN." Also, yard signs are used on lawns at homes where cut-through traffic is experienced. In talking to a neighbor where these signs are used, the neighbors think it may have slowed down the cars,. Chief Goodpaster advised the first thing that happens generally when a neighbor is concerned about a traffic speed problem is to use the traffic counter to get a sense of the problem; that is, speeds, amount of traffic, and times of day when it appears the speeding is prevalent. This allows the Police Department to be present in the neighborhood during the times it appears problems are occurring which better utilizes the Police Department's enforcement resources. The Police Department also has one-third ownership in a device which flashes the speed that a car is going as it passes by. Chief Goodpaster noted that this appears to work well while it is in place by rennindang motorists to check their speed. Councilor Bunt advised he had visited a city recently where very large street signs are placed on the cross-arms of the traffic lights. He advised this was very helpful in finding streets. Councilor Scheckla noted that similar signs, as referred to by Councilor Bunt, were on Pacific highway which made it much better in identifying streets. He noted he has noticed that trees are hiding signs and suggested a "Cityscape" article be printed to remind people to clear tree branches away from traffic signs. City Engineer Wooley discussed traffic engineering, referring to a manual on uniform traffic control devices. He noted this information is valuable to avoid mistakes made by other communities. He advised that sometimes signs used to control traffic do not work as one thinks it should. For example, it has been shown that pedestrians and bicyclists have a sense that they are more safe when crossing at a crosswalk. Mr. Wooley advised that motorists do not always obey traffic regulations at crosswalks; he said he is reticent to put in a crosswalk unless there is also a stop sign. Nor. Wooley advised that often if there are too ixnany stop signs, it has been found that people are more unlikely to obey the stop signs, creating a potentially dangerous situation. It is best to use as few signs and markings as possible. 0 CITY COUNCIL MEETING MINUTES - AUGUST 15, 1995 - PAGE 4 City Engineer Wooley advised that regulatory signs require Council authorization 41 except where such authority has been delegated to City staff. Police Chief Goodpaster, in response to a question from Councilor Scheckla, advised that he would get information with regard to the City ordinance for parking of motorhomes in residential areas. Councilor Scheckla relayed a problem experienced with motorhomes parked on streets for four or five days at a time on an ongoing basis. 5. COUNCIL DISCUSSION - REQUEST FOR TRAFFIC CONTROLS AT 100TH STREET/KABLE STREET City Engineer Wooley and Police Chief Goodpaster were present to advise Council on this agenda item. (See August 1, 1995 memorandum to Bill Monahan from Randy Wooley and Ron Goodpaster regarding this issue, which is on file with the Council packet material.) City Engineer Wooley advised that traffic counts taken by the counter indicate there is not much of a speeding problem at this location. In addition, he advised the sign, "Children Playing" is no longer a current traffic sign. The Police Department offered the neighborhood speed watch program to Mr. Brewin; however, he declined. Traffic enforcement in the area is not identified as an area needing special enforcement effort. Sue Carver, a resident on Hoodview Street, spoke to Council. She advised the problem appears to her to be that kids are playing on the street in addition to the hazard of cars being parked on both sides of the street, making it difficult to negotiate the curve and stay in the proper travel lane. She suggested whether parking on one side of the street only. City Engineer Wooley advised that parking restrictions must go to Council. Generally, such requests are forwarded if it is found to be supported by the neighborhood. Councilor Scheckla advised he had traveled in this area; he said he observed several young people playing on rollerblades in the street. He advised that safety concerns are created when parents allow young people to play in the street. In traveling the area, he advised he did not think there was a problem. Consensus of Council was not to move forward with this request as presented on the petition. (A copy of the petition is contained in the Council packet material). Mayor Nicoli requested staff to tell Mr. Brewin that his request has been denied and to offer him other options for taking ineasures to mitigate any traffic concerns they have. Mayor Nicola advised that if Mr. Brewin is in disagreement with this decision, that he could again address Council. 4b CITE.' COUNCIL WEETING MINUTES - AUGUST 15, 1995 - PAGE 5 Cou .cil meeting recessed at 9:06 p.m. Council meeting reconvened at 9:16 p.m. 6. REPORT FROM THE 130TH STREET TASK FORCE Task Force members included Gene McAdams, Bob Pavlukovich, Kathleen McDonald, Ed I3alberg, Councilor Bob Rohlf, and Facilitator to the Task Force Group Liz Newton. Councilor Rohlf overviewed the process taken by the Task Force. He thanked Council for allowing the Task Force to be formed, noting that the objective was to convert, as much as possible, a "lose-win" situation to a "win-win" situation. The recommendations presented on the list represented a consensus; that is, 100%m agreement. Councilor Rohlf reviewed the recommendations as presented in the memorandum distributed to City Council and on file with the Council packet material. Lengthy discussion followed, as the Council and Task Force reviewed the recommendations. After conclusion of the discussion, it was determined that City Engineer Wooley will was not in agreement with all of the recommendations he said he would defer to the consensus agreements reached by the Task Force. 7. COUNCIL DISCUSSION - REQUEST FOR FEE WAIVERS Council approved the following fee waiver requests: hold one or two neighborhood meetings (in early October), and then return Although to City review Mayor 1~l the icoli Task indicated Force's he could support the recommendations, Task work with Force's findings. them to ndings. resolve any issues, Council with the results of this process before proceeding further with the he bridge. ® Sensitive lands permit for Washington County on a MSTIP project for eis~w~iuiv'a of aDi ann iasasam a ~Davuaaii. (Music in the Park -volunteers, Tualatin Valley Community Band). ® Building permit fee associated with the stage and backdrop at Cook Park 0 1 CITY CQUNCII. MEETInTG MINUTES -AUGUST 15, 1995 -PAGE 6 S. COUNCIL DISCUSSION - SOLID WASTE POLICIES. INCLUDING RATE SETTING PROCEDURES Council heard a presentation from Finance Director Lowry and Management Analyst Mills with ,regard -to solid waste issues. Mr. Lowry and Ms. Mills went over general information which included a summary of issues, current rate schedule, and current rates of surrounding communities (including a distribution of updated information, which is on file with the Council packet material). In addition, Mr. Lowry clarified some of the differences in how the rate of return is unique to the solid waste haulers, and advised that because of the uniqueness, it is hard to compare this to "other things in society." A representative of the solid waste hauler, Ms. Estell Harland, outlined their operating margin policy. (A copy of this outline is on file with the Council packet material). Finance Director Lowry advised the report form used by the City of Tigard differs from the report form required by Washington County. There may be some benefit to revising the City of Tigard's form which would give better information. Discussion followed on the need to obtain information, while not making the reporting requirements difficult and costly. Councilor Lunt noted that any costs associated with compiling the statistical reports are charged back to the rate payers. Ms. Mills distributed a synopsis of the solid waste rate setting process (on file with the Council packet material). Finance Director Lowry advised that the timing each year was short to look at the reports and determine whether or not there was to be any rate change. Mr. Lowry advised that rate review at the City of Tigard is not extensive. If a more thorough review was required, a third party would need to be hired to do this review. Ms. Mills advised that non-financial information is tracked. For example, data is kept with regard to complaints and if there appeared to be a trend, the hauler is contacted. She advised that about 100 complaint calls were received when the yard debris program was first started; now no complaints are received, but requests for Ms. Mills xnsoae service tire received consistent!". itl: rega-d to complaints, advised it is first determined whether the Code Enforcement Officer or Ms. Mills should investigate the complaint. She advised she makes site visits and will also set up meetings between haulers and customers if the situation appears to warrant. CITY COUNCIL MEETING MINUTES - AUGUST 15, 1995 - PAGE 7 City Council then listed questions they would like to have answers to before the next meeting on this matter: ® Councilor Hunt asked questions with regard to depreciation. Finance Director Lowry advised that "straightline depreciation" method was used. ® Council requested more information with regard to reclaiming activities for recyclables. More information was needed on this activity and whether it could have impact on rates. ® Council requested more information and discussion with regard to calculating the overall rate of return with regard to aggregate or non-aggregate rate of return. More information is needed on the rate of return to compare and evaluate. o Evaluate the service policies for each hauler. Mayor Nicoli advised that with regard to collection of information for the annual reporting, he is not concerned much with what Washington County does, but what it costs to give this information to the City of Tigard. Councilor Scheckla questioned why homeowner associations are allowed to pay different rates. Mayor Nicoll suggested that the haulers had given Council the impression that they had ideas of ways to save costs; that is, methods to improve efficiencies. He would like to see these ideas presented. Council requested that informati®n presented by staff also be accompanied by staff recommendations. This item will be discussed at a future Council meeting, with the meeting date to be announced. 9. COUNCIL DISCUSSION - 2040 ISSUES Community Development Director Hendryx distributed a draft letter to Metro frown the City Council. He asked Councilors to review the letter and give any continents to him by the end of next week. He will finalize and submit the letter for Council review before sending it to Metro. (9 CITY COUNCIL MEETING MINUTES - AUGUST 15, 1995 7 PAGE 8 10. NON-AGENDA ITEMS Council gave tentative approval to reject all bids on the Terrace Trails pathway, and allowing the Engineering Department to go out for an informal bid. The rejection of bids, for Council action, will be scheduled for the August 29, 1995 Council meeting. City Engineer Wooley advised that the project probably can be completed for under $15,000. 11. ADJOURNMENT: 11:02 p.m. Attest: , City of Date: ql [ 'a lqS of ccm0815.95 Catherine Wheatley, City Itecor 40 CI'T'Y COUNCEL MEETING M[EgUTES - AUGUST 15, 1995 - PAGE 9 COMMUNITY NEWSPAPERS, INC. Legal P.O. BOX 370 PHONE (503) 684-0360 Notice TT 8 2 8 8 BEAVERTON, OREGON 97075 Legal Notice Advertising eCity of Tigard a ❑ Tearsheet Notice 13125 SW Hall Blvd. ®Tigard,Oregon 97223-8199 a ❑ Dupiicate Affidavit ,Accounts Payable-Terry AFFIDAVIT OF PUBLICATION STATE OF OREGON, ) COUNTY OF WASHINGTON, )ss' I, Kathy Snyder being first duly sworn, depose and say that I am the Advertising !Director, or his principal clerk, of th ieTgard-Tualatin Times a newspaper of general circulation as defined in ORS 193.010 and 193.020; published at Tigard in the aforesaid county and state, that the City Council Workshop Mtq. a printed copy of which is hereto annexed, was published in the R E C E I V E D entire issue of said newspaper for QN-B successive and consecutive in the following issues: AUG 14 1995 August 10,1995 CITY OF TIGARU Subscribed and sworn to before me thislOth day of August 9 OFFICIAL SEAL f * JACQUELINE ARELLANO NOTARY PUBLIC-OREGON Notary Public for Oregon COMMISSION NO. 023140 V MY COMMISSION EXPIRES JUNE 9, 1997 Icy Commission Expires: AFFIDAVIT - M.. Tineollo meeting- hibhlig►its are published for your information:'dull agendas may be obtained`ffrom the City`Recorder, 13125 S.W. Hall Boulevard; Tigard, Oregon 97223, or by calling 6394171. CITY COUNCIL WORKSHOP MEETING AUGUST 15, 1995 TIGARD CITY -HALL - TOWN HALL . 13125 S.Wo" HALL BOULEVARD, TIGARD, OREGON Executive Session (Red Rock Creek Conference Room) (6:30 p.M.) Executive Session: The Tigard City Council may go-into Execu- tive' Session under the provisions of ORS 192.660 (1) (d) (e), (h) to;discuss.Iabor relations, real property: transactions, current. and pending1id ation issue Workshop Meeting (Town -Hall) (7:30 P.M.) Discussion Items: Neighborh6bdTrafficControl Policies u Requestfor Traffic Controls at I00th Street/Kable Street Solid Waste l blicies including Rate Setting Procedur"s ® 2040 Issues © Service Standards 1"1'8288 - Publish August 10, 1995. Agenda Itern N®.q Meeting O I1 f s 4) MEMORANDUM CITY OF TIGARD, OREGON TO: Bill Monahan, City Administrator FROM: Randy Wooley, City Engineer Ron Goodpaster, Police Chief DATE: August 3, 1995 SUBJECT: Neighborhood traffic control policies At the August 15th Council study meeting, we would like to informally discuss with Council our current policies related to traffic control on local residential streets and the reasons for the policies. We would like to make a short presentation, to be followed by discussion with Council. The discussion will probably take 30-40 minutes. If the discussion identifies areas where Council would like to change existing policies or where Council feels the need for further review, it may be appropriate to schedule those particular policy items for action at a future meeting. rw/traffic.pol 8nda Rom No. J g~ i S~~t s MEMORANDUM Meeting of CITY OF TIGARD, OREGON TO: Bill Monahan, City Administrator FROM: Randy Wooley, City Engineer/Z.0&---~ Ron Goodpaster, Police Chief 1-5~ DATE: August 1, 1995 SUBJECT: Kable Street At the July 11th Council meeting, the attached petition was submitted to the Council by Michael Brewin during the visitor's agenda part of the meeting. Council directed staff to review the petition and report back in a month. Traffic speeds and volumes were measured on Kable Street in two locations between July 18th and 21st. Measurements were made using automated traffic counting equipment that was left in place for 72 hours. The counts showed an average volume of between 350 and 400 vehicles per day using the street. The higher volume was at the east end of the street. This range is typical of local residential streets and is equivalent to the traffic from approximately 35-40 houses. The Comprehensive Plan indicates that local streets should have volumes in the range of 0-1500 vehicles per day. The counters showed the average vehicle speed to be under 22 mph. Approximately 90% of the vehicles traveled under 25 mph. Under state law, the speed limit on local residential streets is 25 mph unless otherwise posted. A review of accident records indicates no accidents reported on Kable Street in the last five years. The Police Department offered the neighborhood speed watch program to Mr. Brewin; however, he declined. Traffic enforcement in the area has not identified it as an area needing special enforcement efforts. Following Council review of general neighborhood traffic policies on August 15th, we will be prepared to present our recommendations for response to the July petition. rw/traffic.kab Ca25 s 0 3~ ~iYYlul n~ ~ Oil P Street Safety Petition H Dear Tigard City Council: We (the undersigned) are resident-homeowners in the vicinity of the 9800- 9900 block of SW Kable St and SW 100th. Please be advised of the following existing situation: 1) there are many small children living on SW Kable, 2) visibility is hampered where the street curves, due to houses and legally parked boats and cars; 3) 23 mph is too fast to be traveling through the curves; 4) other people (mostly young drivers) often drive in excess of the speed limit up our block for thrills; accordingly, 4) our neighborhood children are presently at risk. We therefore implore the city to do the following: 1) lower the posted speed limit of 25 mph to 20 mph on our block, because of these factors; 2) post a children playing sign; and 3) add a southbound stop sign on SW 100th at SW Kable, where young drivers are now swerving around the corner (east and west bound traffic on Kable already have stop signs). Thank you. 1 G tt9 Address S•lt,~ ~,~BGE P 11 -'/,b 2 3 _ 4C-C 5 7 F~ 33- _ 15 -L Y6 S►,J I POTP } ,A, 0 1, 15-7_-g'5 S W j &-6-ft- v e' !.5 L 9 D SLJ /B~ - 100 99,=i0 SU-) V-0,m4g~- 9 ? 90 Jc) k" gq5d SW tiab1~ Sfi. ~~c l1- sw ICI d. A. Street Safety Petition 40 s~~ S t i Dear Migard City Council: We (the undersigned) are resident-homeowners in the vicinity of the 9800- 9900 block of SW Kable St. and SW 100th. Please be advised of the following existing situation: 1) there are many small children living on SW Kable, 2) visibility is hampered where the street curves, due to houses and legally parked boats and cars; 3) 25 mph is too fast to be traveling through the curves; 4) other people (mostly young drivers) often drive in excess of the speed limit up our block for thrills; accordingly, 4) our neighborhood children are presently at risk. We therefore implore the city to do the following: 1) lower the posted speed limit of 25 mph to 20 mph on our block, because of these factors; 2) post a children playing sign; and 3) add a southbound stop sign on SW 100th at SW Kable, where young drivers are now swerving around the comer (east and west bound traffic on Kable already have stop signs). Thank you. Name A-dAtm 3 e,r- 6 7 r 8 n 9 4 10 12 DCL(-~ " ~ 13 96 2 3 s cJ sw- 3 g5r-2'(/ 5 k) J~a6le, S r, so /cat&- S LJ Street Safety Petition 0 Dear Tigard City Council: We (the undersigned) are resident-homeowners in the vicinity of the 9500- 9900 block of SW Kable St. and SW 100th. Please be advised of the following existing situation: 1) there are many small children living on SW Kable; 2) visibility is hampered where the street curves, due to houses and legally parked boats and cars; 3) 25 mph is too fast to be traveling through the curves; 4) other people (mostly young drivers) often drive in excess of the speed limit up our block for thrills; accordingly, 4) our neighborhood children are presently at risk. We therefore implore the city to do the following: 1) lower the posted speed limit of 25 mph to 20 mph on our block, because of these factors; 2) post a children playing sign; and 3) add a southbound stop sign on SW 100th at SW Kable, where young drivers are now swerving around the corner (east and west bound traffic on Kable already have stop'signs). Thank you. 1 Name Address , J, v ~~~5 S(,c> A~ 3 19.6 0 5 c✓ /C,,G 4 S7Z- 4 ~ e J. K#_. E. 5 C;~d >-b L) H~ 9476 cs~ K4`~2 S-~ 7 5 O /00 ~'D 9 pV 2)V~Q ~'t,,'t-~. l d a$ o b~k S fi 1° J v r z, o S v , kabb 12 13 I#, J MEMORANDUM CITY OF TIGARD, OREGON TO: Honorable Mayor and Members of Council FROM: 130th Task Force Members DATE: August 8, 1995 SUBJECT: Recommendations to the City Council INTRODUCTION: The 130th Task Force was formed to see if representative members of the opposing groups could reach consensus on any of the issues surrounding the bridge to be built at 130th. Our objective was to convert, as much as possible, a "lose-win" situation to a "win-win" situation. The Task Force met weekly over a five week period. We lost one member to a job transfer; the remainder of our members stuck together through the entire process. (It is important to note that the word "consensus" as used herein means unanimous agreement.) Discussion began with the premise that the City Council had made a final decision to build the bridge in fiscal 195-96, and that this decision would stand unless the group developed a strong justification and consensus for a viable alternative. It was agreed that the neighborhoods southerly of Summerlake Park needed improved emergency vehicle access and shorter, more direct driving routes for area residents. It was further agreed that proposed developments north of Hawks Beard would undoubtedly impact traffic flow negatively. A consensus of an alternative other than bridge construction did not develop. In fact, most members agreed that no viable alternatives exist. Likewise, a consensus was not achieved supporting bridge construction. However, there is a general acceptance that the bridge will be built during the current fiscal year. Accompanying this acceptance is a conviction that its construction will bring many undesirable impacts to the surrounding neighborhoods north and westerly of Summerlake park. There was a strong consensus that these expected impacts should be mitigated. Accordingly, when the bridge is built, the group recommends the improvements listed below be implemented as soon as practicable. The task force process included listing concerns which identified expected negative impacts of the connection. The group was remarkably consistent in identifying anticipated problems. These concerns are presented below to broaden Councils' understanding of the task force deliberations process. 40 CONCERNS: * Safety - traffic, speeding children - sidewalks, crosswalks bicycles ® Increased traffic ® Park atmosphere ® Cars parked on street (not room for on both sides) * Let's not spread the problem Short driveways ® Small lots ® Winding and curvy street ® Traffic from Bull Mtn. ® Emergency vehicle response time 49 ® Wetlands e Liveability Potential solutions of identified concerns and possible alternatives to deal with the impacts of bridge construction were then evaluated. Many of the solutions were unanimously approved and are listed below. Finally, the task force compared its list of recommendations to the list of concerns to determine the progress of the deliberations. It is believed that the recommendations listed below will mitigate identified impacts northerly of the bridge. Completion of 130th to Scholls Ferry Road this fiscal year to coincide with the bridge construction will protect the Summer Lake Drive neighborhood from excessive traffic. RECOMMENDATIONS: 0 Hawks Beard at the east intersection of 130th be closed or right (north) turn only be allowed. ® Eschman be closed on the south side of Hawks Beard with planted median or mound. a A stop sign be placed on 128th at the intersection with 129th and the path. 0 Speed humps be installed on 128th if the residents consent. ® Traffic lanes be delineated on thecurve on 128th. ® The entire length of 130th should be posted for 25 mph. m 130th north of Hawks Beard be constructed to Scholls Ferry to handle minor collector traffic when the bridge is constructed. Hawks Beard be constructed from 130th to 135th to handle minor collector traffic with new development. Sign directing traffic to Summerlake Park be moved from 135th and Brittany to 135th and Morning Hill Drive. Sign directing traffic to Summerlake Park be added at the intersection of Morning Hill Drive and Shore. ® 130th south of Hawks Beard retain a residential character; narrow by adding tree lawns; post "slow children" signs; post "no trucks" sign. Plant vegetation to delineate between the residential and commercial; install decorative islands to restrict cars turning into driveways and provide for a safe U-turn. ® Use planted earth berms on the east side of 130th north of Hawks Beard to screen the residences. W The Bridge: - narrower than 301. headlight screening, lighting at road level, minimal lighting (hooding). check alignment to protect woodlands. landscape to frame bridge (include boulders) - plant trees larger than 10' tall, as large as practical. - move sidewalk on the east side of the bridge to foot bridge. Construct an 8' sidewalk on the west side of the bridge. /3 G uerle 0 a a zaa Sao Feet tlpZ/0is:130thtcc.apr OUN5/85 AGENDA ITEM I !Z - For Agenda of August 15, 1995 CITY OF TIGARD, OREGON COUNCIL AGENDA ITEM SUMMARY ISSUE/AGENDA TITLE Community Development Fee Waiver Requests PREPARED BY: Jin Hendryx DEPT DEAD OK /J IC TY ADMIN OK ISSUE BEFORE THE COUNCIL Should the City Council waive Community Development fees associated with two separate projects that are intended to benefit the public? Washington County has submitted for a Sensitive Lands Permit for the expansion of the Durham Road NSTIP project. The Tualatin Valley Community Band, a volunteer association, is constructing the stage and backdrop at Cook Park. There is a building permit fee associated with the backdrop. STAFF RECO194ENDATION Council should grant the two regrests. Staff will return at the next meeting or action. INFORMATION SUMMARY Washington County's Major Street Transportation Improvement Program includes improving Durham Road between Mall Blvd and Boones Ferry Rd. This project is scheduled to begin in the Spring of 1997. The project impacts Fanno Creek and requires a Sensitive Lands permit ($520.00). Washington County submitted an application and has paid the fee. Fees associated with building permits are determined on the valuation of work. The backdrop for the stage at Cook Park is valued at under $4000.00. The building permit fee would be approximately $100.00. OTHER ALTERNATIVES CONSIDERED Not grant the requests. FISCAL NOTES The General Fund will lose approximately $600.00 in revenue. D O I~ftq R-so s m a~ MEMORANDUM CITY OF TIGARD, OREGON TO: Bill Monahan, City Administrator FROM: Wayne Lowry , Finance Director G DATE: June 14, 1995 7 SUBJECT: Solid Waste Issues The City Council, after much discussion throughout May 1995, increased the solid waste rates by passing a resolution. The new rates become effective July 1, 1995. At the Council meeting at which the action was taken, several council members remarked that they would like to discuss the rate setting policy this summer. You and I have discussed a tentative study session on this issue for August 15, 1995. In some of the earlier solid waste discussions in April 1995, council members and staff discussed the fact that there are several issues related to solid waste that should be resolved in the near future. Loreen and I have reviewed the list of possible solid waste issues and have narrowed them down. We believe that the August 15 study session should be used to begin a discussion of the following solid waste issues: 1) Rate of Return Policy - What should the range of acceptable return be in the aggregate for the haulers? What should be measured in the rate of return calculation? 2) Report form - What information should be required from the haulers each year? Do we want an independent review of such information? Should our report form be the same as Washington County? 3) Commercial subsidy of residential - How much,if any, should the subsidy be between service lines? Should each service be profitable on its own? 4) Curbside Automation - Should the City mandate the use of carts for all customers to facilitate full automation by the haulers for curbside pick up? These are the four issues that we feel are the mast important for the Council to deal with in the solid waste area. In anticipation of the study session in August, I would like to know if the Council feels there are any other solid waste issues they would like us to include in our preparation for the August meeting. If there are other issues to be included, we would like to know about them by July 7th so that we can prepare to discuss them at the study session. 0 If you have any questions or would like to discuss these issues further, please I,et me know. CITY OF TIGARD, OREGON RESOLUTION NO. 95-.--)3 Q RESOLUTION OF THE TIGARD CITY COUNCIL INCREASING GARBAGE RATES DUE TO A LOW AGGREGATE RATE IF RETURN FOR THE TIGARD FRANCHISED HAULERS REPORTED IN THE 1,994 ANNUAL FINANCIAL REPORT. WHEREAS, the above entitled matter came before the Council at the meeting of May 16, 1995; and WHEREAS, TMC Section 11.04.090.E provides that adjustments to solid waste rates may be discussed at a public hearing and adopted by Council resolution; and WHEREAS, reviewing the recycling programs provided at curbside and responding to citizen request, the Tigard City Council has determined that there is an adequate plastic recycling market in the area and has determined that #1 through #7 plastic bottles (with necks) should be added to the residential recycling program; and WHEREAS, the Tigard City Council has an existing policy that recognizes that the aggregate haulers' rate of return should be between 8% and 120/6 annually; and WHEREAS, the rate of return was at 7.6% for the 1994 annual report which invokes Council's rate of return policy to bring rates up to a 10% rate of return in the aggregate for haulers through the rate increase process. NOW, THEREFORE, BE IT RESOLVED by the Tigard City Council that: Section 1: The Tigard City Council hereby approves an increase in the current garbage rates to provide a 10% rate of return on gross revenue which is in keeping with Council's rate setting policy adopted in 1987. The rate adjustment, reflected in Exhibit "A", adds a 6.1% increase to drop box rates, a 1.7% increase to commercial rates and a 4.0% increase to residential rates. These rates will be effective 7/1/45 throughout the City of Tigard. Section 2: It is the intention of the Tigard City Council, during the 1995-96 budget review process, to allocate a City contribution of $15,000 to support the haulers' recycling programs in the aggregate. This will be funded out of the solid waste franchise fees in the General Fund. Section 3: The Tigard City Council hereby approves the implementation of a #1 through #7 plastic bottle (with necks) recycling program at curbside for residential customers. There will be no rate adjustment approved for this new program since the haulers are receiving an increase in residential rates already which is in keeping with Council's rate of return policy. This program will be effective throughout the City of Tigard on July 1, 1995. ~ / PASSED: This ~3f - day of✓' Clc; 1995 f MaybryCilVof Tigard ATTEST: City Recorder - City of Tigard EXHIBIT °'A" CITY OF TIGARD SOLID WASTE DISPOSAL RATES - JULY 1, 1995 5116195 Council Motion Protrosal - 6.1% INCREASE TO DROP BOX,. A 4% INCREASE TO RESIDENTIAL. AND 1.7% INCREASE TO COMMERCIAL - RESIDENTIAL RATES Recycling only (red bins & cart) $ 7.70 monthly (red bins only) $ 4.70 monthly (yard debris cart only) $ 3.00 monthly Mini-canlcart (20 gal) without yard debris exemption $14.80 monthly with yard debris exemption $12.75 monthly Cart (32 gal) without yard debris exemption $17.15 monthly with yard debris exemption $15.10 monthly Cart (60 gal) without yard debris exemption $2858 monthly Cart (90 gal) without yard debris exernptton $3493 monthly On-call service (mixed waste, real bin and yard debris recycling) $ 8.85 each call * See Tigard Solid Waste Administrative Rule #94-1 for yard debris exemption process COMMERCIAL CONTAINER SERVICE (LOOSE) MONTHLY RATES Container Size One Two Three Four Five CanlCart (32 gal) $ 1332 Each additional 1332 60 gallon cart $ 24.48 $ 4652 $ 67.90 Each additional 90 gallon cart 30.70 5833 85.04 Each additional One yard 7536 14328 209.18 Each additional One and 114 90.07 170.80 249.17 $ 32623 $ 397.30 Each additional 83.67 159.11 232.67 304.37 371.87 One and 112 104.60 .204-51 298.13 38599 473.15 Each additional 99.10 18925 279.83 361.42 44233 Two yards 13850 26796 390.00 504.81 618.10 Each additional 130.27 247.63 356.43 459.85 56226 Three yards 189.66 365.49 530.03 684.10 845.07 Each additional 18050 35023 511.82 671.89 829.82 Four yards 240.70 463.62 685.11 892.35 1,091.68 Each additional 23256 455.49 67290 884.11 1,080.60 Five yards 288.80 566.45 837.04 1.100.22 1,346.63 Each additional 28352 550.87 814.16 1,071.85 133137 Six yards 331.72 650.02 96222 1,264.05 1,56221 Each additional 32552 637.82 943.81 1,23394 1,52356 Eight yards 420.80 823.62 1,216.04 1,60054 , 1.973.45 Each additional 41239 80734 1,191.84 1,568.10 1,932.78 COMMERCIAL CONTAINER SERVICE (COMPACTED) MONTHLY RATES Container Size One Two Three Four Five One yard $18025 $34235 $ 49954 $ 65428 $ 796.84 Two yards $306.03 59398 867.07 1,125.71 1,381.43 Three yards $422.71 81796 1,190.77 1542.13 1,90795 DROP BOX SERVICE (LOOSE) EACH SERVICE CALL Drop Box Size Regularly Scheduled Service Occasional and Special Service Up to twenty yard box Charge $ 9425 Charge $10550 Demurrage 5.00 Demurrage 5.00 Disposal fee actual cost Disposal fee actual cost Franchise fee actual cost Franchise fee actual cost Thirty yard box Charge $11535 Charge $127.15 Demurrage 6.60 Demurrage 6.60 Disposal fee actual cost Disposal fee actual cost Franchise fee actual cost Franchise fee actual cost DROP BOX SERVICE (COMPACTED) EACH SERVICE CALL Drop Box Size Rexularly Scheduled Service 19 Under 20 yards Charge $10820 Disposal fee actual cost Franchise fee actual cost 20 yards Charge $11330 Disposal fee actual cost Franchise fee actual cost 30 yards Charge $14925 Disposal fee actual cost Franchise fee actual cost 40 yards Charge $17130 Disposal fee actual cost Franchise fee actual cost MISCELLANEOUS SERVICE RATES Service Extra mixed waste per can Extra yard debris (manual up to 32 gal.) Additional yard debris service (second 60 gal. cart) Call backs/return for pickup of inaccessible can per service call Extra distance per foot after first 100 feet (cans) Rate $ 3.70 2.00 290 825, .01 Extra distance per foot after first 5 feet (carts) .01 Special' service fee per hour 65.00 Account reinstatement fee per occurrence 10.00 NSF check fee per occurrence 15.00 Wsw au95 Rate increase Garbage rates are going up July 1, 1995. Why is this happening now? we Tigard City Council held a public hearing in May to consider a solid waste rate increase. This was the result of the 1994 haulers' aggregate financial reports showing a 7.62%, rate of.return. The City Council has a policy (which was adopted in 1987) that allowed an 8% to 12% aggregate rate of return each year for the haulers. The policy states that if the rate of return falls below 8%, or ex- ceeded 12%, the rates should be adjusted to achieve a 10% rate of return. The Tigard City Council honored the existing policy and granted a rate increase to the haulers to bring them to a 10% rate of return based on the 1994 financial reports. However, the Council also advised the haulers that they would be re- visiting the rate of ret~im policy to consider changing that policy within the next few months. The Council also wanted the haulers to provide plastic bottle recycling at curbside. After receiving public testimony, the Council took the following action: D Rates were raised to achieve a 10%, rate of return by raising drop box, residential and commercial rates effective 7/1/95; #1 through #7 plastic-necked bottle recycling was added to the residential-curbside red-bin program effective 7/1/95; and The City will contribute $15,000 from the hauler-paid franchise fees to support the recycling programs during the 1995-96 fiscal year. 0 Residential Rates as of 7/1 /95 Recycling only (red bins including scrap paper & cart) . . . . . (red bins including scrap paper only) . . . . . . . . . . . . . (yard debris cart only) . . . . . . . . . . . . . . . . . . . . . . Mini-can/cart (20 gal) . . . . . . . . . . . . . . . . . . . . . Cart (32 gal) . . Cart (60 gal) . . . . Cart (90 gal) . . . . . On-call service - mixed waste, red bin & yard debris cart . . . . $ 7.70 monthly $ 4.70 nionthly $ 3.00 monthly $14.80 monthly * $17.15 nionthly * $28.58 monthly * $34.93 monthly $ 8.85 each call * = call your hauler for the nezo rate if you have a yard debris exemption While Tigard's garbage rates have increased, the new residential rates are still 9% LOWER than the regional average for garbage & recycling service. The City Council will be revisiting the rate of return policy and the hauler an- nual financial reporting process over the next few months. If you wish to attend these meetings, please watch "The Times" for Council meeting agendas. O Recycling doesn't stop at the curb For recycling to work, it's important to buy products made from the mate- rials you've placed at the curb. Buy- ing products with Recycled content is easy. Look for items labeled with the highest percentage of recycled content. By buying recycled, you are doing your part to conserve re- sources and reduce waste. To receive a free Shopper's Guide to Buying Recycled Products, call 1-800- NRC-RECYCLE (672-7329). r' ,TW Stick your neck out! Starting July 1, 1995, Tigard will be- come one of the first cities in the met- ropolitan area where residential garbage customers can recycle plastic bottles, #1 through #7, as part of the curbside recycling program. So...check for the neck! A plastic bot- tle is a container with a neck on it that also is marked on the bottom with a recycling symbol. Remove and throw away all caps, lids and spray pumps, rinse and crush those bottles and bag them with your plas- tic milk jugs. There are a few plastic bottles that cannot be recycled. Please don't recy- cle bottles at curbside that have con- tained hazardous waste (pesticides, herbicides, solvents, paints, adhe- sives, etc.) and motor oil. -9- 151 rn E_ 0 N U m tR 0p~ Q U N C 0 d ~ d G ~ v d N 8 N ~ d d T C •o v~ W •2 U LLI Q Q p LLJ r~ U 3 ` N O •o N a to T c t` m W U 0: C> m CR co N m N t` I i I ~ a in ~ in f» in I i I I 0 U T Q to O t~ 1~ N T 1 m Q N C? N N c C 4 U i o v in 61). 3 > > 'm p U n t a ai3 N ¢ x n m y r Q r m ai o ¢ O m ~ ~ o BE U w b9 ttT i a. W a i T T rn to ~ N ~ a m ¢ N io O pp t0 d t0 m pp tG N O 'J J_ tc E tri fA E N tri to f} T rn 3 T N T mod' o C (O fA z F U ~ e 'FO J tgi ,v a~ oo to € i to ~ E ~ ¢ ~ E iR to in ¢ z~ 3 S T N to T v o t. N c CC N C O O a - 0 in .Q lf1 N a d E In 1 0 N E to to p O V N N ' 0 O p . N fA (!9 T O W a i T a i T o C m r N (fl co t~ O r N (pp N N T LC; O N C C N in f 9 in S) t cA fFJ O W O c U C~ r c~, t4i t$, t~• m ~ ~ ~ e a~ 0 N N N N N C O N N ~ O CL y} fA cH E9 co c/3 O W T T I p U O U w Y ~r o n E to ooi E CqL J O in rpi to N w• 3 C C G Z, CL Q m to Cl) p = tri in E ~i ¢ E t`pi u> ¢ Z` t`• = o o U N• W m ui E m st~ N :A ¢ m N T N T to 2z r• CS 69 N EfT U c = o o i' m t~ ~Ep E a c O W ao'i aa'i o G D N to fR EH O T T z o ~ ¢ o > t°n m n t a~ v E cc E ¢ ¢ O W ai ayi o C ¢ m cA EA T T W a a 7 '0 m d t) v to T a E Y ti T ` O d ~ U o 0 2 0 0 5 a Nrn n a w O M w LLl N rn p C tm 04 C I tt~~•• Q 7' cc,aa to G O• Q C/1 e7 . iK 25 'O O_ C O m d 3 3 N Gl U U U eir tNn tNn tNS> ~ d' ~ d N d N W m E N E N ~ 9 69 ~ cpp N 6 6 a e v E U m T o U m T ` 0 0 c c V o Q ~ co N pp fN7 t f'1 cn N rn N C d •d N N ~ N ic3 C R 2 E S ~ m v L _ p¢p~ d a`~ a`> E E J~~ U C C~ d Z d Z 8 8 c ityn~_owcct~jc -C > d tm of tc~ ~ o m ro c 1, io it It c) o R' c n u n u u 8 d °W 3$ m 8 5 J 1 1 0 0 ~(l r- -U CITY OF TIGARD SOLID WASTE RATE SETTING PROCEDURE o Annual reports will be submitted to the Finance Director no later than March 31 of each year. The Finance Director will review the reports and gather any cl«rifications he deems necessary from the solid waste haulers or their designated representatives. o The Finance Director after being satisfied that the reports are complete and properly filled out in accordance with the instructions provided will / determine the "profit rate" by the aggregate net income of the haulers as a percentage of aggregate gross revenues. o , The Finance Director will then report the results to the Utility and Franchise Committee. If the "profit rate" falls below 8%, the rates charged by the haulers should be adjusted to provide a 10% margin. If the rates exceed 12%, the rates should be adjusted downward to 10%. o After consideration of all information provided in the annual reports and input from the Finance Director, the Utility and Franchise Committee will submit to the City Council the results of the rate setting procedure and recommendations for rate adjustments if necessary. S kW W W a z cc W LL O W Q Cl) W Q W Cl) Q W Z ~ LLI uj U-i W O J= cc = O F- X X X U W W W W ¢ W W W X cr = LL1 W W W H IT W p W Z cc Q Z Z W LL O o~ 0 0 o L~j ~ W O U Cj C'i r , Z \ Q n ° O C) m r o c D T Z U z ? C) Z O c~i_) can W g OC ' Q Q O J = U U C7 CL H 1p ;E I U d E E O E I o Q0 U) O CCS U C -r-4 E~ ~ O ~ U O m w O r~ S-a O O -F c N V O N LO rn -qt- 0) M N d 00 0 0 0 U r 00 Lo 00 Ln 00 d- 00 M 00 N 00 W W LO O Ln O , , , , , , r , , , i i , , r a) N .t a) u u a a c CIS tm C P 0 C UcaLL t u o co co LO C co co 's c t t Ln Cl n ti T T LO L6 Ln N co 00 LO to r- co O to co T O T Lt7 co 0) O 1) LO rl- CD 't Ld C-i m ifl It Co T to cn 00 et N co N 01 IN m rn -co rn M ° cco co tt T N c0 ~ co G LO CID Ch on O CD co E1). ftS q ca M ?t w . L to , 0 G O O G m (D cu Q O - E 0 0 (D co 0 0 2 ~ P: 9 N o 00 LO o co co ti ti co Cl d• N ~ N co U FO L LL cn to ® t©- m 0 > CD CL 4®- E Q 0 z FQ s.+ O` C co C7 o W E 8 ~ 0 CA 0 CL q G q T3 in 0!] ft This report must be filed no later than March 1 of each year. (Name) (Address) (City) (State) (Zip) (A Solid Waste Collection Company) 0 ANNUAL REPORT TO THE CITY OF TIGARD , OREGON FOR THE YEAR ENDING December 31, 1994 The City shall maintain the confidentiality of the attached report to the extent allowed by the Oregon Public Records Law. However, the City may provide information obtained pursuant to this francieise to utilergovernmental agencies involved in the regulation of the provision of solid waste services. If such information is shared, the City shall, prior to delivery of the information, receive a written assurance from the receiving agency that the confidentiality of the information shall be maintained to the extent allowed by the Oregon Public Records Law. ORIGINAL to be mailed to: Wayne Lowry, Finance Director, City of Tigard, 13125 SW Hall Blvd., Tigard, Oregon, 97223 DUPLICATE to be retained by the filing company. le/swannrpt.94 TABLE OF CONTENTS 0 Table of Contents 1 Report Summary . ..........................:...............2 ScheduleI .........................5 Schedule 11 .................................................6 Drop Boxes ................................................6 Drop Box Recycling 8 Residential (Cans) ...........................................9 Residential Recycling 11 Multi-Family Containers 13 Multi-Family Recycling 15 Commercial Containers 16 Commercial Recycling 17 Medical Waste .............................................18 Yard Debris ...............................................19 Consolidated Net Income . 20 Other Costs 20 Grand Total Net Income. 20 Schedule III 21 Schedule of Property Plant & Equipment 22 Schedule IV ................................23 Schedule of Asset Dispositions 24 Oath 25 Franchisee Comments 26 Household Hazardous Waste (Information only) 27 Uniform System of Accounts and Instructions 28 0 Page I 3 ' REPORT SUMMARY Total Company Tigard Franchise Area Drop Boxes Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Drop Box Recycling Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Total Drop Box Net income $ $ Residential (Cans) Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Residential Recycling Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Total Residential Net Income $ Multi-Family (Cans): Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Page 2 Total Company Tigard Franchise Area Multi-Family Recycling Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Total Residential Net Income $ $ Commercial (Containers) Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Commercial Recycling Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Total Commercial Net Income $ $ Medical 'Haste Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net Income $ $ Yard Debris Revenue $ $ Direct Costs $ $ Indirect Costs $ $ Net income $ $ L J Page 3 . C, Consolidated Net Income $ $ Revenue $ $ Other Costs Interest Paid $ $ Extraordinary Costs $ $ Total Other Costs $ $ Grand Total Net Income $ $ Profit Percentage % % 0 Page 4 Answer every question on this form. Study this form and the instructions included at the end very carefully and provide accurate answers. Where the word "None" fully and accurately states the fact, it may be given as an answer. This report will be used to evaluate the franchise holder's performance and may result in revision or revocation of a franchise agreement. Print clearly or use a typewrite Use extra sheets to clearly state your position, clarify the facts, show allocations or prorations assumptions made and any calculations necessary to arrive at the information presented. (See compensation limits explanation on page 28). SCHEDULE 1 - COLLECTOR'S ORGANIZATION 1. Complete Name of Hauler: Complete Address: 2. For corporations, list names and addresses of all shareholders and the percentage of ownership by each. Note those serving as Officers or Directors (or both); indicate title. % of Officer Total Name Address Ownership Director Compensation 3. For proprietorship or partnership, list names and addresses of all persons having an interest or equity in the business and the nature and amount of interest or equity. Indicate the manager or managing partner by title "MGR." % of Equity Total Name Address Ownership Interest Compensation % $ $ 4. For corporation, proprietorship, or partnership, list all persons having an equity interest or shares or responsibilities, who also have duties in the operation of the Tigard Franchise Area of solid waste collection operation of the business. List each person's duties, hours spent in the Tigard Franchise Area portion of the business and the compensation paid or allocated to the Tigard Franchise Area portion of the business. Total Hrs Name Duties Spent Hrs Spent Compensation a Page 5 SCHEDULE II - INCOME STATEMENT ~J ~I 4+:JJ;sT DROP SORES Total Company Tigard Franchise Area REVENUES Drop Box Revenues $ $ Number of Regular Customers Per Year # # Number of Drop Box Pick Ups Per Year Number of Compactors Pick Ups Per Year Annual Tonnage Number of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maint nance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Page 6 INDIRECT COSTS: Continued Dues & Subscriptions $ Other Collection Costs $ $ Total Indirect Costa $ Net Income - Drop Box $ DROP BOX RECYCLING Total Company City of Tigard Franchise Area REVENUES Drop Box Recycling Revenues $ $ Number of Drop Box Pick Ups Per Year Number of Compactors Pick Ups Per Year Annual Tonnage Number of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Related Taxes of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Related Taxes Other Mgmt. and Support Personnel $ $ Office Expenses $ $ Road Taxes & Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ Net Income - Drop Box Recycling $ $ Page 8 RESIDENTIAL Total Company Tigard Franchise Area REVENUES Residential Customer Services $ $ Number of Customers as of 12/31 # # Number of Cans as of 12/31 Number of Mini-Cans as of 12/,31 Number of Carts as of 12/31 Annual Tonnage Number of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Page 9 J INDIRECT COSTS: Continued Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ Net Resldentlal (Can) Income $ $ 177-1 RESIDENTIAL RECYCLING Total Company Tigard Franchise Area REVENUES Recycling Revenues $ $ Number of Customers (participating at least once a month in a weekly program) # # # of Set Outs Per Week as of 12131 # of Stops Per Week as of 12/31 # of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ H Page 11 INDIRECT COSTS: Continued Cues & Subscriptions $ Other Collection Costs $ $ Total Indirect Costs $ Net Recycling Residential Income $ Total Residential (Cans and Recycling) Net Income $ $ s~z4 upa v''`' MULTI-FAMILY (CONTAINERS) Total Company a caard Fr anchise Area 14 i REVENUES Residential Customer Services $ $ Number of Customers as of 17/31 # # Number of Containers as of 12/31 # # Annual Tonnage # # {Number of Miles Per Year # # EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road 'f'axes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ r1 ~t, •l 3: Page 13 E~ I INDIRECT COSTS: Continued Dues & Subscriptions other Collection Costs $ $ Total Indirect Costs Net Multifamily (Container) Income $ $ MULTI-FAMILY RECYCLING Total Company Tigard Franchise Area REVENUES Recycling Revenues $ $ Number of Customers (participating at least once a month in a weekly program) # # # of Set Outs Per Week as of 12/31 # of Stops Per Week as of 12/31 # of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel Wages, Fringes, Related Taxes of Other Operating Personnel Fuel, Lubrication Equipment Depreciation Equipment Maintenance & Repair Disposal Fees Franchise Fees Total Direct Costs INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel Salaries, Fringes, Related Taxes Other Mgmt. and Support Personnel Office Expenses Road Taxes, Licenses, Taxes Real Property Taxes Rent on Buildings, Equipment, etc. Sales & Advertising Professional Fees Insurance Dues & Subscriptions Other Collection Costs Total Indirect; Costs Net Recycling Multifamily Income $ $ Total Multifamily (Containers and Recycling) Net Income $ $ Page 15 COMMERCIAL CONTAINERS Total Company Tigard Franchise Area REVENUES Commercial Customer Services $ $ Number of Customers as of 12/31 # # Number of Containers as of 12/31 Annual Tonnage # of Kles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising; $ $ Professional Fees $ $ Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ LNet Commercial Container Income $ $ 1• Page 16 COMMERCIAL. RECYCLING Total Company Tigard Franchise Area REVENUES Recycling Revenues $ $ Number of Customers as of 12/31 # # # of Set Outs Per Week as of 12/31 # of Stops Per Week as of 12/31 # of Miles Per Year EXPENDITURES DIRECT COSTS: Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Related Taxes of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries; Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Related Taxes Other Mgmt. and Support Personnel $ $ Office Expenses $ $ Road Taxes & Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ !f Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ Net Commercial Recycling Income $ $ Total Commercial (Containers and Recycling) Net Income $ $ ;uV a: L Page 17 MEDICAL WASTE Total Company Tigard Franchise Area Service Provider: 90 REVENUES Medical Waste Revenues $ $ Number of Customers as of 12/31 # # Plumber of Pick Ups as of 12/31 # of Miles Per year Annual Tonnage EXPENDITURES DIRECT COSTS Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office .Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ Net Medical Waste Income $ $ Page 18 YARD DEBRIS Total Company Tigard Franchise Area REVENUES Yard Debris Revenues $ $ Annual Tonnage (Conversion factor of yards to tons: 300# per cubic yard or 6.67 yards per ton) # of Customers as of 12/31 # of Pick Ups as of 12131 # of Miles Per Year EXPENDITURES DIRECT COSTS: , Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs $ $ Net Yard Debris income $ $ Page 19 Total Company Tigard Franchise Area CONSOLIDATED NET INCOME REVENUES: $ $ Other Revenues (Explain) $ $ Total Revenues $ $ OTHER COSTS: Interest Paid (See Instructions) $ $ Extraordinary Costs (Explain) $ $ Total Other Costs $ $ SCHEDULE II SUMMARY: GRAND TOTAL NET INCOME PROFIT PERCENTAGE % % E Page 20 SCHEDULE III - COLLECTION PROPERTY OWNED AT YEAR END LAND, BUILDING & STRUCTURES Total Company Tigard Franchise Area Original Cost, Plus any additions or replacements, at beginning of this period Cost of Items acquired this period $ $ $ $ Cost of Items retired this period $ $ Accumulated Depreciation at beginning of this period $ $ Depreciation retired this period Depreciation lot, this period Accumulated Depreciation at the end of this period $ $ $ $ $ $ VEHICLES & COLLECTION EQUIPMENT Original Cost, Plus any additions or replacements, at beginning of this period Cost of Items acquired this period $ $ $ $ Cost of Items retired this period $ $ Accumulated Depreciation at beginning of this period $ $ Depreciation retired this period $ $ Depreciation for this period $ $ Accumulated Depreciation at the end of this period $ $ CONTAINERS & DROP BOXES Original Cost, Plus any additions or replacements, at beginning of this period Cost of Items acquired this period $ - $ $ $ Cost of Items retired this period $ $ Accumulated Depreciation at beginning of this period $ $ Depreciation retired this period Depreciation for this period $ $ $ $ Accumulated Depreciation at the end of this period $ $ Page 21 SCHEDULE OF PROPERTY PLAINT & EQUIPMENT Depreciation Expense Total Co. Franchise Area Year Tax Service 12 mo ended 12 mo ended Description of Item Cost Purchased Life Type ' 12/31/ 12/31/ Service Type: D = Drop Box; RR = Residential Recycling; CR = Commercial Recycling; R = Residential; C = Commerc YD = Yard Debris; MW = Medical Waste; G = General Page 22 OTHER CARRIER PROPERTY Total Company Tigard Franchise Area Original Cost, Plus any additions or replacements, at beginning of $ $ this period Cost of Items acquired this period $ $ Cost of Items retired this period $ $ Accumulated Depreciation at beginning of this period $ $ Depreciation retired this period $ $ Depreciation for this period $ $ Accumulated Depreciation at the end of this period $ $ TOTAL DEPRECIABLE ASSETS Original Cost, Plus any-additions or replacements, at beginning of this period $ $ Cost of Items acquired this period $ $ Cost of Items retired this period $ $ Accumulated Depreciation at beginning of this period $ $ Depreciation retired this period $ $ Depreciation for this period $ $ Accumulated -Depreciation at the end of this period $ $ SCHEDULE IV - COLLECTION PROPERTY SOLD, TRADED OR OTHERWISE PERMANENTLY RETIRED THIS PERIOD Net Book Value Gross Sales Gain or (Loss) Land, Buildings & Structures $ $ $ Vehicles and Collection Equipment $ $ $ Containers and Drop Boxes $ $ $ Other Carrier Property $ $ $ Total $ $ $ 1i=J Page 23 SCHEDULE OF ASSET DISPOSITIONS Acquisition Disposal Asset Description Purchase Disposal Accumulated Gain/ Date Date Price Price Depreciation (LOSS) Page 24 0 OATH STATE OF OREGON } ss. CITY OF I, the undersigned, owner or duly authorized officer of the Solid Waste Collection Company, whose name appears on the front of this report, on my oath say the foregoing report has been prepared, under my direction, from the original books, papers and records of said Company; that I have carefully examined the same and declare the same to be a complete and correct statement of the business and affairs of said Company in respect to each and every matter and thing therein set forth, to the best of my knowledge, information and belief; and 1 further say that no deductions were made before stating the gross earnings or receipts herein set forth, except those shown in the foregoing accounts; all governmental taxes that are due and all franchise fees that are due have been filed and paid except those disclosed herein; and that the accounts and figures contained in the foregoing report embrace all of the financial operations of said Company during the period for which said report is made. (Signature of Owner or Officer) Subscribed and sworn to before me this day of 119 Notary Public for the State of Oregon Residing at Within the terms of ORS 192.500 (1)(e), ORS 192.500 (2) and such other public records statutes as may be applicable, City of Tigard will consider confidential information provided to City of Tigard consisting of production, sale of purchase, cost and similar business records. This shall not, however, restrict the authority of City of Tigard to use such information for regulatory or enforcement purposes. The following "Uniform system of accounts and instructions for preparing this report" are an integral part of the report and should be included as verification that these instructions were followed in preparing the report. Page 25 FRANCHISEE COMMENTS This section is intended to offer the franchisee an opportunity to share insights, concerns, and observations regarding the solid waste industry and the franchisee's individual business. Please use additional sheets to address the following: What has your business done during this reporting period to address the Washington County Wasteshed Annual Waste Reduction Program? 2. What plans do you have to compiy with Washington County's Wasteshed Annual Waste Reduction Program? 3. Comment about the educational promotions your business initiated or participated in during this reporting period. 4. What has your business done this reporting period to increase efficiency of the company? 5. What makes your business different than other hauling businesses? 40 8. What are your plans for changing service in the future? 7. Mechanically assisted mixed waste collection is scheduled to be on-line no later than January 1, 1995. What percent of your residential customer base is currently served by carts? What method have you found successful to place carts? What questions are normally experienced about cart service? What can the City do to help you with this conversion program? 8. Commercial Recycling: Describe what type of calls for service you receive and what rates, if any, you charge. Confirm that the rate is charged once you arrive at the point of service 9. List disposal sites used by type of material. 10. Currently. costs for the provision of Household Hazardous Waste programs are the responsibility of Metro through their fees, not each local government through rates charged for waste and recycling collection. However, if in the course of the year reported, expenses were incurred and/or revenue generated from the provision of household hazardous waste programs, please include them on the following page. The information will be used to assess the rate impact and need for services. 11. Other insights you wish to share. Page 26 HOUSEHOLD HAZARDOUS WASTE Total Company Tigard Franchise Area ervice Provider: REVENUES Medical Waste Revenues $ $ Number of Customers as of 12/31 # # Number of Pick Ups as of 12/31 # of Miles Per year Annual Tonnage EXPENDITURES DIRECT COSTS Wages, Fringes, Related Taxes of Related Party Operating Personnel $ $ Wages, Fringes, Wage-Related Taxes, etc., of Other Operating Personnel $ $ Fuel, Lubrication $ $ Equipment Depreciation $ $ Equipment Maintenance & Repair $ $ Disposal Fees $ $ Franchise Fees $ $ Total Direct Costs $ $ INDIRECT COSTS: Salaries, Fringes, Related Taxes of Related Party Mgmt. and Support Personnel $ $ Salaries, Fringes, Salary-Related Taxes, etc. of Other Mgmt. and Support Personnel (See Instructions) $ $ Office Expenses $ $ Road Taxes, Licenses $ $ Real Property Taxes Rent on Buildings, Equipment, etc. $ $ Sales & Advertising $ $ Professional Fees $ $ Insurance $ $ Dues & Subscriptions $ $ Other Collection Costs $ $ Total Indirect Costs Oft, $ $ et Household Medical Waste Income $ $ Page 27 UNIFORM SYSTEM OF ACCOUNTS AND INSTRUCTIONS FOR PREPARING THIS REPORT INTRODUCTION This system of accounts for Solid Waste Collectors is prescribed by the Washington County Wasteshed Technical Committee. The description below of schedules and accounts are for those which appear in the accompanying report form. This report must be submitted to the City annually by March 1 for the preceding calendar year. Collector must maintain records adequate to complete this report, including records not specifically discussed in the following instructions. - Retention period by the applicant shall be five years. These records are subject to examination by the City or its designated agents. Attached Exhibit "A" is the allocation method to be used in completing this report. SCHEDULE I - COLLECTOR'S ORGANIZATION This schedule pertains to the operations of the collector as a solid waste collector. Other activities are not to be included. The only revenues to be included are those directly resulting from the operations as a solid waste collector, and the only costs to be included are those necessary to support those operations. The owners/officers total compensation are to include their salary/wages, expense account, company vehicles, insurance premiums, and any other forms of compensation, to be allocated to the appropriate expense classifications. Related Party Compensation Limits:' Established limits on the amount of related party compensation which can be included in the rate of return calculation are as follows. If actual salary is under cap, show actual dollars, if salary is over the cap, then report the cap amount. 0 "Related Party" includes the wife, husband, son, daughter, mother, father, brother, brother-in- law, sister, sister-in-law, son-in-law, daughter-in-law, mother-in-law, father-in-law, aunt, uncle, niece, nephew, stepparent or stepchild of the individual. 00 Portland Metro CPI to be added to these caps when known. Page 28 Related party salary caps were determined based on an assessment of the estimated salary a non-related party would earn in a comparable position, for a similar sized company. The salaries do not include benefits and is increased by the Portland Metro CPI each year. 3.5% was used for the 1993 year. SCHEDULE II - INCOME STATEMENT 40 Two columns are provided for each item of the income statement. Each column must be completed and if amounts shown do not represent actual general ledger account(s), then the method of allocation including the calculations must be attached to this report. Total Cg MOany solid waste collection operations, showing the actual income and expense for the reporting period, reconcilable to the company federal income tax return. Tigard Franchise Area, actual income and expense for the reporting period. If amounts entered are not represented by general ledger account(s), then show the method of allocation and calculations. DROP SOX REVENUE: Include all revenue earned from the collection and transportation of waste deposited in drop boxes. RESIDENTIAL AND COMMERCIAL (INCLUDING RECYCLING AND SALVAGE OPERATING REVENUES RESIDENTIAL CUSTOMERS: Residential customers are defined as those in 4-plexes or less who normallv provide their own garbage cans or have franchisee-provided roller carts (up to 90 gallon) for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in residential carrier operations, including revenue from special hauls of solid waste from residential customers. Include all revenue earned from recycling and salvage operations. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from residential customers. MULTI-FAMILY CUSTOMERS: Multi-family customers are defined as those in 5-plexes or more who are normally provided containers for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in multi-family (containers) carrier operations, including revenue from containers and compactors owned by multifamily customers. Include all revenue earned from recycling and salvage operations. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from residential or commercial customers. COMMERCIAL CUSTOMERS: Commercial customers are defined as those who are normally provided containers for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in commercial (containers) carrier operations, including revenue from containers and compactors owned by commercial customers. Include all revenue earned from recycling and salvage operations. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from commercial customers. OTHER OPERATING REVENUES: Include incidental earnings from all other solid waste collection services including the sub-rental or lease of properties which are included in the expense portion of this report. Do not include investment income such as interest earned from deposited funds, stocks, bonds, etc. or earnings from the sale of depreciable assets. Do not include earnings from sources that are directly part of the collection of solid waste. Do include interest or late fees earned from the carrying of accounts receivable. NUMBER-OF MILES PER YEAR: Indicate whether this is an actual count of miles or an extrapolation. Explain the allocation method used. DIRECT COSTS WAGES OF RELATED PARTY: Include wages paid directly to related parties when they perform duties as drivers, helpers and other employees directly involved in collection or equipment maintenance/repair for residential and business customers. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation or any other statutory costs. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method used. WAGES OF OTHER OPERATING PERSONNEL: Include wages paid directly to drivers, helpers and other employees, that are not related parties, directly involved in collection or equipment maintenance/repair for residential and business customers. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation or any other statutory costs. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method used. FUEL & LUBRICATION: Include the cost of gasoline, diesel, or other fuel and lubricants necessary for collection vehicle operation. Include fuel taxes but not road use taxes. Do not include the costs of Officer or Shareholders vehicles. EQUIPMENT DEPRECIATION: Include the total amount of depreciation for this period for property used directly in connection with solid waste collection that is shown in the operating property report (Schedule IV). Use only the Straight-Line method to calculate depreciation even though other methods maybe used for tax or book purposes. Use only the Federal guideline lives that were in effect when the property was acquired. If allocations are used then explain and show calculations. EQUIPMENT MAINTENANCE AND REPAIR: Include the cost of parts and materials used, labor employed and bills paid for repairing, greasing and washing of collection vehicles. Include the replacement of lights, batteries, horn, tire chains, tires, tubes and all other equipment of collection vehicles. Do not include the costs of replacing engine transmissions, rear ends, compaction equipment or other capitalized and depreciable items. Do not include the costs of Officer or Shareholders vehicles. Do include road use taxes, the cost of rental or leasing of tires, tubes and other components of collection equipment. Do include the cost of short term (temporary, usually one month or less) rental or leasing of equipment used while permanent equipment is being repaired. Include the cost of repairs and maintenance of buildings, shops, garages, storage facilities, grounds and related equipment based on the, actual percentage of use i,n the solid waste collection operation, including the utility costs such as lights, heat, power and water. DISPOSAL FEES: Include the cost for the use of dump grounds, tipping fees and disposal facilities. Do not include the cost of operating or maintaining a disposal or dump facility. FRANCHISE FEES: Include franchise fees paid for the rights to collect solid waste. INDIRECT COSTS SALARIES OF RELATED PARTIES: Include salaries paid directly to all related parties when they perform duties as office and administrative employees, and officers directly involved in the solid waste collection operation. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation and other statutory costs, etc. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method used. SALARIES OF OTHER MANAGEMENT PERSONNEL: Include salaries paid directly to all non-related office and administrative employees, and officers directly involved in the solid waste collection operation. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation and other statutory costs, etc. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method used. OFFICE EXPENSE: Include the cost of office forms, binders, stationary and supplies, telephone service, office equipment rental, computer time charges, postage and other incidental expenses incurred in operating the office allocated directly to solid waste 40 collection operation. Explain and show allocation calculations. ROAD TAXES. LICENSES: Include all taxes and licenses, not listed elsewhere, paid to federal, state, local or other taxing bodies in connection with the operation of the solid waste collection business. Do not include taxes on fuel. REAL PROPERTY TAXES: Include all real property taxes and licenses that are not listed elsewhere. RENT ON BUILDINGS, EQUIPMENT ETC.: Include all rent or lease costs for buildings, grounds and equipment allocated directly to the solid waste collection operation. Do not offset rent expense by rental income received from sub-renting or leasing properties. SALES AND ADVERTISING: Include the costs incurred in the solicitation of traffic and/or business. Include advertising, tariff and schedule costs, fees for tariff associations and other business promotion expenses. Do not include costs for advertising or promoting recycling. PROFESSIONAL FEES: Include fees for professional services such as accounting, legal, engineering, etc. INSURANCE:. Include all insurance costs incurred in providing protection to business personnel and property, and to satisfy public liability requirements. Do not include employee benefit insurance listed elsewhere. OTHER COLLECTION COSTS: Include costs of labor and material in sanding roadways; removal of snow and ice; bridge, tunnel, road and ferry tolls; uniforms, including their care; fines for weight violations, but not traffic infractions; and other similar items not included elsewhere in this report. If allocations are made, explain and show calculations. Also include education, training, and convention costs here. OTHER COSTS INTEREST COSTS: Include all interest charges, fees and other costs incurred in the process of financing business operations. Do not include interest costs for financial activities of the business not directly related to the collection of solid waste, such as investment, stock acquisitions, business acquisitions, shareholder vehicles, etc. EXTRAORDINARY COSTS: Include any special costs incurred during the period that is directly related to the collection of solid waste business. (For instance, liability claims paid when not covered by insurance.) Include a detailed explanation. SCHEDULE II SUMMARY GRAND TOTAL NET INCOME: Compute the differences between operating revenues and operating costs. Indicate clearly if costs exceed revenues for the three columns and explain why any losses have occurred. PROFIT PERCENTAGE: Compute the profit percentage by taking the Net Operating Income or (Loss) and dividing by the sum of Revenues (Drop Box Revenue + Recycling Revenue + Residential/Commercial Revenues, including other operating revenues). SCHEDULE III - COLLECTION PROPERTY AT PERIOD END Information for each classification of solid waste collection related property owned at the beginning of the period, acquired or retired during the period and the remaining balances at the end of the period shall be reported in Schedule IV. Use the straight-line method of depreciation calculation using the federal guidelines lives in effect when the property was acquired. Three columns are provided as in the income statement Schedule 11, using the same column definitions. SCHEDULE IV - RETIREMENT OF COLLECTION PROPERTY Show the net book value (may be different than shown in Schedule III because of different book or tax methods of calculating depreciation), sales prices if any, and gain or loss of solid waste collection related property sold, disposed of, traded or otherwise retired from the operation. Wswam pt.94 I'm a TO: FROM: RE: 1994 /annual Financial Report Form Enclosed you will find the Annual Report to Washington County for calendar year 1994. Over the course of the past year, we have worked with both a regional rate group and our SWAC rate review subcommittee to clarify the form. Please take note of the resulting changes. First, the due date for submission of the completed form has been changed to March 15, 1995. This change corresponds with the due date of most other jurisdictions. The second most significant change is that you are no longer required to break out Indirect Costs per program. Indirect Costs will only be entered on the summary page. Next, we have requested additional program information (refer to pages 3-5), which may be viewed as optional for the 1994 form. Next year we will require the information. We have attempted to clarify the definitions of terms such as truck hours, direct labor hours, etc. (refer to definitions section page 39). If you have any questions as you are completing the form, please call Larry Eisele or myself at 648-8609. The completed forms are due in our offices no later than March 15, 1995. Our address is 155 N. First Avenue, Suite 200, Hillsboro, Oregon 97124. Please meet your deadline so that we may meet ours. We will not start the process until we have all forms submitted. Our goal is to complete the review by May 1, 1995; complete the SWAC and Board of Commissioners review by June 1, 1995 and have any rate revisions in effect by July 1, 1995. c: Solid Waste Advisory Committee Technical Committee Members Ed Sullivan, Preston, Thorgrimson, etal. Dawn Lu,cinio, Haulers Association 0 Ic:1ra1e,V1,ev I-J.IIr Department of Health & Human Services 155 North First Avenue Hillsboro, Oregon 97124 WASHINGTON COUNTY, OREGON RECEIVED JAN 0 6.1995 CITY OF TIGARD January 4, 1995 Unincorporated County Franchised Solid Waste Collectors Lynne Storzl/rt~- WIG Nutrition Plan: (503) 640-3555 Administration & Planning: (503) 6934402 TDD: (503) 648-860. -~sakh Cenrircc• lrrv)1 RAQ 0001 GAV. /+1:..:.. enn Aenn i a- I- - . 1 1. 1, ANNUAL REPORT TO - WASHINGTON COUNTY, OREGON FOR THE YEAR ENDING December 31, 1994 E This report must be filed no later than March 15 of each year. (Name) (Address) (City) (State) (Zip) (A Solid Waste Collection Company) ANNUALREPORT TO WASHINGTON COUNTY, OREGON FOR THE YEAR ENDING December 31, 1994 The County shall maintain the confidentiality of the attached report to the extent allowed by the Oregon Public Records Law. However, the County may provide information obtained pursuant to this franchise to other governmental agencies involved in the regulation of the provision of solid waste services. If such information is shared, the County shall, prior to delivery of the information, receive a written assurance from the receiving agency that the confidentiality of the information shall be maintained to the extent allowed by the Oregon Public Records Law. ORIGINAL to be mailed to: WASHINGTON COUNTY DEPT. OF HEALTH &i HUMAN SERVICES 155 N. 1ST AVE. HILLSBORO OR 97124. DUPLICATE to be retained by the filing company. 0. 1 TABLE OF CONTENTS GENERAL INSTRUCTIONS 1 GENERAL INFORMATION 2 PROGRAM SHEET 3 ANNUAL COST REPORT - SUMMARY AND NON-ALLOWABLE COSTS 7 REVENUE SHEET 8 DIRECT COSTS - SUMMARY 9 INDIRECT COSTS - SUMMARY 10 DETAIL SCHEDULE OF "OTHER" ITEMS LISTED IN SUMMARY REPORTS 11 COST ALLOCATION COMPUTATION WORK SHEET 15 CALCULATION OF OFFICE IN HOME AND YARD AT HOME 16 DIRECT COST FOR EACH PROGRAM AREA 17 GUIDELINES FOR RELATED PARTY SALARIES . 28 RELATED PARTY COMPENSATION 29 ADDITIONAL FRANCHISEE COMMENTS 30 ACCRUAL WORK SHEETS 31 OATH 34 SUGGESTED STEPS TO COMPLETE ANNUAL REPORT 35 UNIFORM SYSTEM OF ACCOUNTS AND INSTRUCTIONS 36 SUMMARY PAGE INSTRUCTIONS 40 0 GENERAL INSTRUCTIONS: Answer every question on this form. Study this form and the instructions included at the end very carefully and provide accurate answers. Where the word "None" fully and accurately states the fact, it may be given as an answer. This report will be used to evaluate the franchise holder's performance and may result in revision or revocation of a franchise agreement. Print clearly or use a typewriter. Use extra sheets to clearly state your position, clarify the facts, show allocations or prorations or assumptions made and any calculations necessary to arrive at the information presented. Incomplete or late reports cannot be processed Properly and will delay the analysis for the entire system. WASHINGTON COUNTY ANNUAL REPORT - GENERAL INFORMATION LEGAL NAME DBA NAME CONTACT PERSON STREET ADDRESS MAILING ADDRESS TELEPHONE NUMBER ( ) FAX NUMBER( ) TYPE OF ORGANIZATION S-CORPORATION PARTNERSHIP DATE OF FISCAL YEAR END C-CORPORATION SOLE PROPRIETORSHIP IS YOUR OFFICE YOUR HOME? DO YOU PARK AND MAINTAIN YOUR VEHICLES ONLY AT YOUR HOME? OUTSIDE ACCOUNTING FIRM NAME ADDRESS TELEPHONE ! ) CONTACT LIST OTHER COMPANIES OWNED OF CONTROLLED BY THE FRANCHISEE OWNER-SHIP INFORMATION - TOTAL WA.CO. NAME TITLE PERCENT HRS HRS OWNERSHIP SPENT SPENT COMPENSATION S . % S C % $ 2 MULTI-FAMILY: NUMBER OF BILLING POINTS (AVERAGE PER WEEK) NUMBER OF UNITS (OPTIONAL 1994) NUMBER OF CONTAINER PICK-UPS (AVERAGE PER WEEK) NUMBER OF YARDS (AVERAGE PER WEEK) ANNUAL TONNAGE NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS MULTI-FAMILY RECYCLING: NUMBER OF BILLING POINTS (AVERAGE PER WEEK) NUMBER OF UNITS (OPTIONAL 1994) NUMBER OF SET-OUTS (AVERAGE PER WEEK) NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS COMMERCIAL NUMBER OF BILLING POINTS (AVERAGE PER WEEK) NUMBER OF BUSINESSES (OPTIONAL 1994) NUMBER OF CONTAINER PICK-UPS (AVERAGE PER WEEK) NUMBER OF YARDS (AVERAGE PER WEEK.) ANNUAL TONNAGE NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS COMMERCIAL RECYCLING: NUMBER OF Rli i lfdf PDINTC NUMBER OF BUSINESSES (OPTIONAL 1994) NUMBER OF SET-OUTS (AVERAGE PER WEEK) NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS PROGRAM SWEET WASHINGTON COUNTY • PROGRAM DETAIL INFORMATION Total 3 0 Wash. County 1 Franchise Area PROGRAM SHEET U1 I DROP BOX: WASHINGTON COUNTY - PROGRAM DETAIL idFORMATION NUMBER OF REGULARLY SCHEDULED PICK-UPS PER YEAR NUMBER OF ON-CALL PICK-UPS PER YEAR NUMBER OF DROP BOX PICK-UPS PER YEAR (total of above) NUMBER OF COMPACTOR PICK-UPS PER YEAR NUMBER OF YARDS (AVERAGE PER WEEK) ANNUAL TONNAGE NUMBER OF MILES DRIVEN DIRECT LABOR HOURS TRUCK HOURS DROP BOX RECYCLING: NUMBER OF DROP BOX PICK-UPS PER YEAR NUMBER OF COMPACTOR PICK-UPS PER YEAR ANNUAL TONNAGE ' VC ER OF MILES DRIVEN T LABOR HOURS TRUCK HOURS RESIDENTIAL- NUMBER OF BILLING POINTS (AVERAGE PER WEEK) (Total here. Detail below): INSIDE MSO OUTSIDE MSO NUMBER OF UNITS (AVERAGE PER WEEK) (Total here. Detail below): INSIDE MSO (URBAN) OUTSIDE MSO (RURAL) NUMBER OF CANS (AVERAGE PER WEEK) (Total here. Detail below): 20 GALLON CANS (URBAN ; RURAL) 32 GALLON 1 35 GALLON CARTS (URBAN I RURAL) 60 GALLON CARTS IURBAN I RURAL) 40 GALLON CARTS (URBAN I RURAL) ANNUAL TONNAGE NUMBER of MILES PER YEAR LABOR HOURS TRUCK HOURS Total Cormany ( Wash. County Fmnchisa Area 4 PROGRAM SHEET WASHINGTON COUNTY - PROGRAM DETAIL INFORMATION RESIDEi" TIAL RECYCLING: NUMBER OF BILLING POINTS NUMBER OF UNITS (OPTIONAL 1994) NUMBER OF SET-OUTS (AVERAGE PER WEEK) NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS YARD DEBRIS: NUMBER OF BILLING POINTS (AVERAGE PER WEEK) NUMBER OF UNITS (OPTIONAL 1994) NUMBER OF SET-OUTS (AVERAGE PER WEEK)(Total here. Detail below) 32 GALLON BAGS 135 GALLON CARTS 60 GALLON CANSICARTS DIRECT LABOR HOURS NUMBER OF MILES PER YEAR TRUCK HOURS ANNUAL TONNAGE (conversion factor of yards to tons: 640 pounds per cubic yard or 3.1 yards per ton.) MEDICAL WASTE: SERVICE PROVIDER NUMBER OF BILLING POINTS (AVERAGE PER WEEK) NUMBER OF UNITS (OPTIONAL 1994) NUMBER OF PICK-UPS (AVERAGE PER WEEK) NUMBER OF MILES PER YEAR DIRECT LABOR HOURS TRUCK HOURS HOUSEHOLD HAZARDOUS WASTE: NUMBER OF EVENTS PARTICIPATED IN Total Cpmpany Wash. County Franchise Area 5 COMPANY NAME: WASHINGTON COUNTY ANNUAL COST REPORT - SUMMARY AND NON-ALLOWABLE COSTS Una No. 1. REVENUES (From line 21) 2. DIRECT COST OF OPERATIONS (From We 55) 3. GROSS PROFIT pine 1 less Una 2) 4. INDIRECT COST (from line 93) 5. GICOME FROM OPERATIONS pine 3 less We 4) ADJUSTMENTS TO ALLOWABLE COSTS: 6. ROUTE PURCHASE-INTEREST (from One 91) 7. ROUTE PURCHASE-AMORTIZATION (from line 89) 8. CONTRIBUTIONS (from line ~0) 9. FEDERALISTATEILOCAL INCOME TAXES (from wherever included) 10. GAIN ON SALE OF ASSETS (from We 20) 11. OFFICER'S LIFE INSURANCE PREMIUMS (from We 61 or wherever included) 12. DIRECTOR'S FEES (from line 61 or wherever included) 13. OTHER NON-ALLOWABLE COSTS (from wherever included) 14. OFFICE IN HOME (from work sheet) 15. YARD AT HOME (from work sheet) 16. TOTAL ADJUSTMENTS (total lines 6 thru 15) 17. ALLOWABLE FRANCHISE COSTS pine 2 plus fine 4 ntinus line 16) Total Company Operations Total Wash. County Operations ADJUSTED NET INCOME (line 5 minus line 17) PROFIT PERCENTAGE `H. D ~ 7 WASHINGTON COUNTY REVENUE SHEET 0 Una No. REVENUES 18. DROP BOX REVENUES 19. DROP BOX RECYCLING REVENUES' 18a. RESIDENTIAL REVENUES 19a. RESIDENTIAL RECYCLING REVENUES' 18b. MULTI-FAMILY REVENUES 19b. MULTI-FAMILY RECYCLING REVENUES* 18c. COMMERCIAL REVENUES 19c. COMMERCIAL RECYCLING REVENUES' 18d. YARD DEBRIS REVENUES EDICAL WASTE REVENUES 18f. HOUSEHOLD HAZARD WASTE REVENUES 20. OTHER REVENUES 21. TOTAL REVENUES Tota! Company Operations '(Recycling revenue refers to proceeds from sale of recyclable material and does not include the recycling portion of collection revenue.) Total Wash.County Operations E E:~ 11 8 WASHINGTON COUNTY • DIRECT COSTS - SUMMARY USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALOCATION METHOD SPECIFIED IN THE RIGHT NANO COLUMN FOR EACH LINE ITEM. Line No. DIRECT COSTS OF OPERATIONS Use This Allocation Method 22. Wages - Route Drivers. Helpers. and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense 27. Workers Compensation Insuranco 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Moint. - Containers & Carlo 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depredation - Containers & Carts 37. Depreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Co-op Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44, Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUG / Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Venicles 51. Interest - Containers & Carts 52. interest - Other Equipment 53. Interest - Yard / Building 54. Other Operational Expenses 55. TOTAL DIRECT COSTS: Total Company Operations r Washington County Franchised Operations Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours -Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truk Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours 3 WASHINGTON COUNTY • INDIRECT COSTS • SUMMARY USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Une No. INDIRECT COSTS anagement Salaries 57. Management Payroll Tax Expense 58. Management Medical Insurance 59. Management Workers Compensation 60. Management Pension Plan Expense 61. Management Other Benefits 62. Administrative Salaries 63. Administrative Payroll Tax Expense 64. Administrative Medical insurance 65. Administrative Workers Compensation 66. Administrative Pension Plan Expense 67. Administrative Other Benefits 68. Office Rent 69. Advertising and Public Education 70. Contributions 71. Professional Fees Training & Worker Safety . nsuranca 74. Telephone 75. Utilitles 76. Property Taxes/Licenses/Fees 77. Dues & Subscriptions 78. DepreciationoHice building 79. Depredation-office equipment 80. Repairs & Maintenance•otfice 81. Cleaning and Maintenance 82. Equipment Rental 83. Office Scpplies 34. Postage & Freight 85. Miscellanepus Expense 86. Travel/Meals/Lodging , 87. Professional MeehngsrSeminars 88. Bad Debts ortrxation-Route & Intangibles . Amortifation-Other 91. Interest-Route 32. Interest-Other 93. TOTAL INDIRECT COSTS Use This Allocation Method Direct Labor Hours Direct Labor Hours Direct Labor Hours Direct Labor Hours Direct Labor Hours Direct Labor Hours Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Revenues Direct Labor Hours Customer Count Customer Count Customer Count Direct Labor Hours Revenues Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Customer Count Revenues Revenues Customej Count Actual Actual Direct Labor Hours Actual Direct Labor Hours WASHINGTON COUNTY • ANNUAL REPORT DETAIL SCHEDULE OF 'OTHER' ITEMS LISTED IN SUMMARY REPORTS SCHEDULE OF OTHER REVENUES INSTRUCTIONS: Use this form to report the detail of the anme:nts reported an line 20, other operating revenues, The description should be a generic description of the source of the revenu t the specific name of the source of revenue. When possible use actual source of other operation revenues. if an allocation is necessary, allocate based on hauling revenues (e.g., grant money for amity, bins, etc.) ITEM DESCRIPTION I TOTAL COMPANY OPERATIONS I WASHINGTON COUNTY FRANCHISED OPERATIONS ALL OTHERS (LESS THAN $500.00 OF TOTAL) TOTAL 7dTER TOTALS ONLINE 20 "OTHER REVENUES' IN ANNUAL REPORT. SCHEMILE OF 'OTHER BEIlERIS' IN DIRECT COST OF OPERATIOE7S ERaR"%- IlRSTRULMOCS: Use this form to report the detail of the amounts reported an line 28, other benefits (in direct cost of operations). Provide detail for the total amount in each column. The description should be a generic description of the purpose of the expense.When possible use actual to report amounts in each column. If an allocation is necessary, allocate based co truck hours. ITEM DESCRIPTION ALL OTHER (LESS THAU $500.00 OF TOTAL) i TOTAL EWTER TOTALS ON LICE 21L 'OTHER BENEFITS- IId A20VAL RBaM. . TOTAL COMPANY OPERATIONS 11 WASHINGTON COUNTY FRANCHISED OPERATIONS WASHINGTON COUNTY • ANNUAL REPORT DETAIL SCHEDULE OF "OTHER" ITEMS LISTED IN SUMMARY REPORTS SCHEDULE OF OTHER OPERATION EXPENSES OS&- Use this form to report detail of the amounts reported on line 54, other operational expense. Provide detail for the total amount in each column. The description should be a generic description of the purpose of the expense. When possible use actual to report amounts in each column. If an allocation is necessary, allocate based on truck hours. ITEM DESCRIPTION I TOTAL COMPANY OPERATIONS WASHINGTON COUNTY FRANCHISED OPERATIONS ALL OTHER (LESS THAN $500.00 OF TOTAL) TOTAL TOTALS Oli LINE 54, "OTHER OPERATIONAL EXPENSES" IN ANNUAL REPORT SCHEDULE OF OTHER BE31EFTTS M ANAGEDIEM IN IH011RECT COST REPORT RMTRUCTIONS. Use this form to report detail of the amounts reported on line 61, other benefits (management) in indirect cost. Provide detail for the total amount in each column. The description should be a generic description of the purpose of the expense. When possible use actual to report ,.mounts in each column. If an allocation is necessary, use direct labor hours. ITEM DESCRIPTION TOTAL COMPANY OPERATIONS WASHINGTON COUNTY FRANCHISE OPERATIONS I .ALT, OTHER (LESS THAN $500.00) J drAM TOTALS 00 LINE 61, "IAAIIAGEPAEUT OTHER BENEFITS' 10 ANNUAL REPORT. WASHINGTON COUNTY • ANNUAL REPORT DETAIL SCHEDULE OF "OTHER' ITEMS USTEO IN SUMMARY REPORT SCHEDULE OF OTHER BENEFITS (ADMINISTRATIVE) IN INDIRECT CUST 0 Use this form to report datail of the amounts reported an line 87, other benefits (administrative) in indiroet. Provide detail for the total amount in each column. The description should be a generic descripdon of the purpose of the expense. When possible use actual to report amounts in each column. If an allocation is necessary, allocate based or. customer counts. ITEM! DESCRIPTION ALL OTHER (LESS THAN $500.00 OF TOTAL) TOTAL R M TOTALS 047 UBE 67. 'AlXffI LISTFLATNE UTHER BEZEFLTS- IN AMUAL REPOFdi TOTAL COMPANY OPERATIONS WASHINGTON COUNTY FRANCHISED OPERATIONS SCHEDULE OF FAISCELLANEOUS OMSES OTBS: Use this form to report detail of the amounts reported an line 85, miscellaneous expense indirect cost). The description should be a generic description of the purpose of the expense. When possible use ac=l to report amounts in each column. If an allocation is necessary, allocate based on hauling revenues. ITEM DESCRIPTION TOTAL COMPANY OPERATIONS WASHINGTON COUNTY FRANCHISED OPERATIONS ALL OTHER (LESS THAN $500.00 OF TOTAL) TOTAL BITER TOTALS M LINE 35,711AISCEUMEOUS FSPELiSE" IN ANNUAL RETORT 13 WASHINGTON COUNTY ANNUAL REPORT COST ALLOCATION COMPUTATION WORK SHEET INSTRUCTIONS: Use this work sheet to compute the various allocation methods for the annual report. TRUCES HOUR ALLOCATION If estimated, the method used must be fully described or allocations may be redone by the County or its agents. ARE THESE HOURS BASED ON ACTUAL OR ESTIMATES? IF ESTIMATES, HOW LONG A*TIME PERIOD WERE THE HOURS ESTIMATED FROM? WEEK MONTH QUARTER ' aAi~unei WASHINGTON COUNTY FRANCHISED OPERATIONS TOTAL OPERATIONS Truck hours HRS HRS Allocation percentage % - 100 % ' DIRECT LABOR HOUR ALLOCATION If estimated, the method used must be fully described or allocations may be redone by the County or its agents. ARE THESE HOURS BASED ON ACTUAL OR ESTIMATES? IF ESTIMATES, HOW LONG A TIME PERIOD WERE THE HOURS ESTIMATED FROM? WEEK MONTH QUARTER ARIM" AI WASHINGTON COUNTY FRANCHISED OPERATIONS TOTAL COMBINED OPERATIONS Direct labor hours HRS HRS Allocation percentage % - 100 % CUSTOMER COUNT ALLOCATION Use average customer counts for the vear. WASHINGTON COUNTY FRANCHISED OPERATIONS TOTAL OPERATIONS Solid t,iaste customers Allocation percentages % -100 % REVENUE ALLOCATION WASHINGTON COUNTY FRANCHISED OPERATIONS TOTAL OPERATIONS Collection revenues (line 21) $ $ Allocation percentages - 100% 15 WASHINGTON COUNTY • ANNUAL REPORT CALCULATION OF OFFICE IN HOPJIE AND YARD AT HOME INSTRUCTIONS: Some haulers choose to use their home for their office. If you maintain an office in your home and do not have an office at another location you will be allowed to take a deduction for office in home expense. To simplify the computation, a standard cost per square foot is allowed. Similarly, a standard cost per square foot for those who have a yard at their home to park and maintain vehicles is allowable but only if the hauler does not have a yard at any other location. PLEASE NOTE: If you choose to use these office andlor yard at home allowances do not report office and yard expenses in the Detail Cost Report under Direct Costs of Operations and Indirect Costs of Operations. These expenses include yard and office rent, utilities, property taxes, property insurance, mortgage interest payments and any other direct costs associated with maintaining the office andlor yard. If you have an additional facility such as a shop or maintenance building you may include these related expenses in the Detail Cost Report. OFFICE AT HOME CALCULATION SQUARE FOOTAGE OF OFFICE IN HOME STANDARD COST PER SQUARE FOOT PER YEAR $7.00 OFFICE IN HOME ALLOWANCE ENTER TOTAL ON LINE 14 (TOTAL COMBINED OPERATION) AND IF NECESSARY, ALLOCATE AMOUNT BASED ON CUSTOMER COUNT. YARD AT HOME CALCULATION 0 SQUARE FOOTAGE OF YARD AT HOME STANDARD COST PER SQUARE FOOT PER YEAR $2.50 YARD AT HOME ALLOWANCE $ ENTER TOTAL ON LINE 15 (TOTAL COMBINED OPERATIONS) AND, OF NECESSARY, ALLOCATE COST BASED ON TRUCK HOURS. 16 WASHINGTON COUNTY - DIRECT COSTS - DROP BOX USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Una No. DIRECT COSTS OF OPERATIONS Use This Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hcurs Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Fours D 22. Wages - Route Drivers, Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fucl 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depredation - Vehicles 36. Depredation - Containers & Cans 37. Depreciation • Other Equipment 38. Depreciation • Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC I Licenses ; Fees 48. Franchise Fees 49. Surcharges 50. Interest . Vehicles 51. Interest - Containers & Carts 52. Interest • Otner Equipment 53. Imerest - Yard / Building 54. Other Oporational Expenses S5. TOTAL DIRECT COSTS: Total Company Operations Washington County Franchised Operations 0 17 WASHINGTON COUNTY • DIRECT COSTS - DROP BOX RECYCUNG USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Total Company Washington County No. DIRECT COSTS OF OPERATIONS Operstions Franchised Operations Allocation Method 22. Wages - Route Drivers. Helpers. and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. • Containers & Carts 33. Repairs & Maintenance • Other Equipment 34, Repairs & Maintenance - Yard / Buildings 35. Depredation - Vehicles 36. Depreciation - Containers & Cans (Depreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44, Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PVC / Licenses I Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53 nterest • Yard / Building her Operational Expenses 55. TOTAL DIRECT COSTS: Use This Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours , Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hot rs Truck Hours Truck Hours Truck HOt?a WASHINGTON COUNTY - DIRECT COSTS - RESIDENTIAL USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Une No. DIRECT COSTS OF OPERATIONS 22. Wages - Route Drivers. Helpers. and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense ,25. Medical Insurance 26. Pension Flan Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehiclas 32. Repairs & Maint. - Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depreciation - Containers & Carts 37. Depreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Co-op Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC / Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts ' 52. interest - Other Equipment 53. Interest - Yard / Building 54. Other Operational expenses 55. TOTAL DIRECT COSTS: Total Company Operctlona Washington County Franchised Opentfo+ts Use This Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hnurs Truck Hours Truck Hours Truck Hours Truck Hours Truck Hour Truck Hours 19 WASHINGTON COUNTY - DIRECT COSTS - RESIDENTIAL RECYCLING USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Total Company ' Washington County AtlocaUsatlon Method No. DIRECT COSTS OF OPERATIONS Operations ' Franchised Operations 22. Wages - Route Drivers, Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense ' 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depreciation - Containers & Carts epreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Co-op Payments 41. Recycling Bins - 42. Supplies 43. Yard Rent 44. Vehicle Rent 4S. Other Equipment Rent 46. Insurance 47. PUC 1 Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest - Yard / Building 19er Operational Expenses 55. TOTAL DIRECT COSTS: This Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hear, 20 WASHINGTON COUNTY - DIRECT COSTS - MULTI-FAMILY USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE REM. Line No. DIRECT COSTS OF OPERATIONS 22. Wages - Route Drivers, Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Pion Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. rust 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Containers & Carta 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depredation - Containers & Carts 37. Depreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PLC / Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest - Yard / Building 54. Otherr Operational Expenses S5. TOTAL DIRECT COSTS: Total Company Operations Washington County I Franchised Operations Use This Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours 21 WASHINGTON COUNTY - DIRECT COSTS - MULTI-FAMILY RECYCLING USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. 0 1 Total Compsny~ Washington Coun Use This No. DIRECT COSTS OF OPERATIONS i Operations Franchised Operati. eratooro Allocation Method 22. Wages - Route Drivers, Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense 27. Workers Comperuadon Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depreciation - Containers & Carts 0epreciation - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Co-op Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC ; Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest - Yard / Building Sher Operational Expenses S5. TOTAL DIRECT COSTS: Truck Hours Truck Hours Truck Howe Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Trunk Hours Truck Hours Truck Hours Truck Hours Truck Hours TwCk Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours WASHINGTON COUNTY - DIRECT COSTS - COMMERCIAL USE ACTUAL COSTS FOR EACH LINE ITEM WREN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Line No. DIRECT COSTS OF OPERATIONS 22. Wages - Route Drivers, Helpers, and Other Oirect 23. Wages - Mechanic 24. Psyroit Tax Expense - 25. Medical insurance 26. Pension Plan Expensa 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Yirorker Safety 30. Fuel 31. Repairs & Maintenance - VeNdes 32. Repairs & Maint. - Containers & Carts 33. Repairs & Mrntenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation - Vehicles 36. Depredation - Containers & Carts 37. Depreciation. - Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins - 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC / Uconses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Eouiomant 53. Interest - Yard / Building 54. Other Operational Expenses 55. TOTAL DIRECT COSTS: Total Company Operations Washington County Franchised Operations Use This Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck.. Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours r 23 WASHINGTON COUNTY - DIRECT COSTS - COMMERCIAL RECYCLING USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Total Company Washington County n IgECT COSTS OF OPERATIONS operatlona Franchised Oper Use This ations 22. Wages - Route Drivers. Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Plan Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depreciation . Vehicles 36. Depreciation - Containers & Carts 0 epreciation • Other Equipment 38. Depreriation • Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC / Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest -Yard /Building *at Operational Expenses 55. TOTAL DIRECT COSTS: Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours . Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours 7 4 WASHINGTON COUNTY - DIRECT COSTS - YARD DEBRIS USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY.FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE REM. Line 140. DIRECT COSTS OF OPERATIONS Use This Allocation Method 22. Wages - Route Drivers, Helpers, and Other Direct 23. Wages - Mechanic 24. Payroll Tax Expanse 25. Medical Insurance 26. Pension Nan Expense 27. Workers Compensation insurance 26. Other 8ansfits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint. - Container & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depredation - Vehicles 36. Depredation - Containers & Carts 37. Depreciation - Other Equipment 38. Depredation - Yard / Buildings 39. Disposal tens 40. Recycling Copp Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44, Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC, Licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest - Yard / Building 54. Other Operational Cxoenses SS. TOTAL DIRECT COSTS: Total Company Operations Washington County Franchised Operations Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Tn~Ck Hours 25 WASHINGTON COUNTY - DIRECT COSTS - MEDICAL WASTE USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. 0 Total Company Washington County Use This Na. DIRECT COSTS OF OPERATIONS Operations Franchised Operailons Allocation Method 22. Wages - Route Driven. Helpers, and Other Oirct 23. Wages - Mechanic 24. Payroll Tax Expense 25. Medical Insurance 26. Pension Pir-n Expense 27. Workers Compensation Insurance 28. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintenance - Vehicles 32. Repairs & Maint.-- Containers & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depredation - Vehicles 36. Depredation - Containers & Carts epreeiation - Other Equipment 38. Depredation - Yard / Buildings 39- Disposal foes 40. Recycling Co-op Payments 41. Recycling Bins 42. Supplies 43. Yard Rent 44. Vehicle Rent 45. Other Equipment Rent 46. Insurance 47. PUC / licenses / Fees 48. Franchise Fees 49. Surcharges 50. Interest - Vehicles 51. Interest - Containers & Carts 52. Interest - Other Equipment 53. Interest - Yard / Building 0 het Operational Expenses 55. TOTAI. DIRECT COSTS: Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Conta iners Truck Hours Truck Hours Actual Direct Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours 21 WASHINGTON COUNTY - DIRECT COSTS - HOUSEHOLD HAZARDOUS WASTE USE ACTUAL COSTS FOR EACH LINE ITEM WHEN POSSIBLE. TO ALLOCATE COSTS BETWEEN WASHINGTON COUNTY FRANCHISED OPERATIONS AND TOTAL COMPANY OPERATIONS USE THE ALLOCATION METHOD SPECIFIED IN THE RIGHT HAND COLUMN FOR EACH LINE ITEM. Uns No. DIRECT COSTS OF OPERATIONS 22. Wages - Route Driven. Helpers, and Other Olrect 29. Wages - Mechanic 24. Payroll Tax Expanaa 28. Mad cal Insurance 28. Pension Plan Expense 27. Workers Compensation insurance 26. Other Benefits 29. Training and Worker Safety 30. Fuel 31. Repairs & Maintehenco - VeNclas 32. Repairs & Meint. - Container & Carts 33. Repairs & Maintenance - Other Equipment 34. Repairs & Maintenance - Yard / Buildings 35. Depredation - Vehicles 36. Dowedeton - Containers & Carts 37. Depreciation • Other Equipment 38. Depreciation - Yard / Buildings 39. Disposal fees 40. Recycling Coop Payments 41. Recycling Bins 42. Supplies 4; . Yard Rent 44. Vehicle Rent AS. Other Equipment Rent 46. Insurance 47. PUC / Licenses / Fees 48. Franchise Fees 49• Surcharges 50. Interest . Vehicles 51. Interest • Containers & Carts 52. Interest • Other Equipment 53. Interest . Yard / Building 54. Other Operational Expenses 55. TOTAL DIRECT COSTS: I Total Company Operations Washington County Franchised Operations Use This Allocation Method Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Containers Truck Hours Truck Hours Actual Direct Truck Hours ,Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours Truck Hours 27 GUIDELINES FOR RELATED PARTY SALARIES 1 0 Related Party Compensation' Related Party salary guidelines were determined based on an assessment of the estimated salary a non-related party would earn in a comparable position, for a similar sized company. The salaries do not include benefits. Benefit costs for all employees and management should be reported in the Detail Cost Report in the appropriate line items. *Related party includes the wife, husband, son, daughter, mother, father, brother, brother-in-law, sister, sister-in-law, son-in-law, daughter-in-law, mother-in- law, father-in-law, aunt, uncle, niece, nephew, cousin, stepparent, or stepchild of the individual owner. Gross Annual Washington County Residential Revenues Position $500K and Under $500K to $1.5M $1.5M and Above CEO $50,000 $75,000 $100,000 General Manager NIA NIA $51,800 Office Manager NIA $39,000 $39,000 u.* 2 Accounting Manager NIA NIA $49,000 n.a a Accountant NIA $30,300 $30,300 9.1. 4 Account Clerk $20,800 $20,800 $20,800 ro.us Clerk $18,100 $18,100 $18,100 Driver Union Scale Union Scale Union Scale Helper Union Scale Union Scale Union Scale Office Manager: Responsible for daily supervision of activities and all operations of office services including customer service, billings, mail and distribution, central files, supplies and equipment, and all special projects. (Average salary for this job classification. Source: Pacific Northwest Total Renumeration Results, W.M. Mercer Inc., May, 1993.) Note 2 Accounting Manager: Management level position supervising accounts payable, accounts receivable, payroll functions performed by clerical staff. Also responsible for maintaining the general ledger and production of various financial and operating reports. (Average salary for this job classification. Source: 1993 Portland Area Cross-Industry Survey, Towers Perrin, Inc.) Note 3: Accountant: Responsible for accounts payable, accounts receivable, and payroll functions. Also responsible for maintaining the general ledger and production of various financial and operating reports. Used average salary of Intermediate Accountant for this job classification. Source: 1993 Portland Area Cross Industry Survey, Towers Perrin, Inc.) Note 4: Account Clerk: Responsible for preparing billings and may be responsible for other account payable, account receivable, and payroll functions; especially in smaller companies, Also may be responsible for maintaining the general ledger and production of various financial and operation reports. (Used average salary of Intermediate Account Clerk for this job classification. Source: 1993 Portland Area Cross-industry Survey, Towers Perrin, Inc.) Note 5: Clerk: Responsible for customer service, record keeping, filing supplies, work processing, and report compilation. May also be responsible for assisting with simple accounting functions. (Used average salary of Intermediate Clerk for this job classification. Source: 1993 Portland Area Cross-Industry Survey, Towers Perrin, Inc.) 28 C O N C m i w° a 11 m m C CO w Q d -93 O m !O H aS ~ 4 O W C @ cc Q 4 O O h W h O a r- CL @ CL (q Y Z W ca. @ O rn w o o a O d Z @ a x W CL. O O w cc r N C O h cz a s = W O H d co m ~ W @ Em W S C) C H O r b~ f W Q x x 0 x d w O a a 9 Q O O n h x a w 0 d Y H H a 0 r C S W x O _S O a W S H W W @ O w C EE V .C 0 m v m 0 N m m 3. m N y m •O = s ° N 7 N m G O a C m 4l 9 O .r O) O T m A N • a ti m _ N t0 'C C C ° lfl N E a. N N c m A Z U O. ~ N d a ~ O E m m .a m p) ~ .C N •y N CCI V A C 0 T C 0 m y C N m m N y c E O O O O. y N Y O d C d A C .D m . 0 m Q m o' G cn U E cu d Q C T m 9 O LL Gl ~ N N m m O1 ~ U v ~ m X W N A U_ V L "O C I.L O C~ ADDITIONAL FRANCHISEE COMMENTS This section is intended to solicit qualitative feedback on various programs and topic areas from Washington County franchised haulers. It offers an opportunity to share insights, concerns, and observations regarding the solid waste industry and the franchisee's individual business, Please use additional sheets to address the following: 1. What has your business done during this reporting period to comply with the Washington County Wasteshed Annual Waste Reduction Program? 2. Include copies of educational I promo materials produced and distributed by your company. (DO NOT include County produced materials.) 3. What has your business done this reporting period to increase efficiency of the company? 4. What makes your company unique from other franchised hauling companies in Washington County? G 5. What commercial recycling activities has your company initiated during this reporting period? 6. Special Service rate-$65.001hour o Describe what type of calls for service you receive when you charge $65.00 per hour as the flat rate. o Confine that the rate is charged once you arrive at the point of service. o List the revenue and expenditures for special services. 7. List disposal sites used by type of material. 8. Other insights you wish to share. 9. What cost cutting steps were taken in 1994 and what was the savings realized? 0 30 WASHINGTON COUNTY ANNUAL REPORT ACCRUAL WORK SHEET FOR REVENUES SUMMARY L INSTRUCTIORS: Haulers who keep their accounting records on the cash basis should use this work sheet to convert their revenues to the accrual basis. (The accrual method of accounting is mandatory for 19941 RECEIVED IN CASH DURING 1994 LESS: ACCOUNTS RECEIVABLE 12131193 PLUS: DEFERRED REVENUE 12131193 PLUS: ACCOUNTS RECEIVABLE 12131194 LESS: DEFERRED REVENUE 12131193 ACCRUAL BASED REVENUES RECEIVED IN CASH DURING 1994 LESS: ACCOUNTS RECEIVABLE 12131193 PLUS: ACCOUNTS RECEIVABLE 12131194 ACCRUAL BASED REVENUES 1994 RECEIVED IN CASH DURING 1994 LESS: ACCOUNTS RECEIVABLE 1213111993 PLUS: ACCOUNTS RECEIVABLE 12131194 ACCRUAL BASED REVENUES 1994 TOTAL HAULING WASHINGTON COUNTY REVENUES FRANCHISED HAULING REVENUES I TOTAL WASHINGTON COUNTY TOTAL OTHER REVENUES WASHINGTON COUNTY FRANCHISED OTHER REVENUES 31 WASHINGTON COUNTY ANNUAL REPORT ACCRUAL WORK SHEET FOR DIRECT COSTS OF OPERATIONS INSTRUCTIONS: Haulers who keep their accounting records on the cash basis should use this work sheet to convert direct costs of operations expenses to the accrual basis of accounting. (The accrual method of accounting is mandatory in 1994) line no. DIRECT COSTS OF OPERATIONS 22. Wages - route drivers 23. Wages - mechanic 24. Payroll tax expense 25. Medical insurance 26. Pension plan expense 27. Workers compensation insurance 28. Other benefits 29. Training and worker safety 30. Fuel 31. Repairs & maintenance-vehicles 32. Repairs & maintenance-containers & carts 33. Repairs & maintenance-other equipment 4. Repairs & maintenance-yardlbuilding Depreciation-vehicles 36. Depreciation-containers & carts 37. Depreciation-other equipment 38. Depreciation-yardlbuilding 39. Disposal fees 40. Recycling co-op payments 41. Recycling bins 42. Supplies 43. Yard rent 44. Vehicle rent 45. Other equipment rent 46. Insurance 47. P U Cllicenseslfees 48. Franchise fees 49. Surcharges 50. Interest - vehicles 51. Interest - containers & carts 52. Interest - other equipment 53. Interest - yard 1 building 54. Other operational expenses TOTAL DIRECT COSTS OF OPERATIONS Paid in cash during 1994 Less: accounts payable 12131193 Plus: accounts payable 12131194 Accrual based expense 1994 32 , WASHINGTON COUNTY ANNUAL REPORT ACCRUAL WORK SHEET FOR INDIRECT EXPENSES INSTRUCTIONS: Haulers who keep their accounting records on the cash basis should use this work sheet to convert indirect expenses to the accrual basis of accounting. (The accrual method of accounting is mandatory in 1994) Line No. GENERAL & ADMINISTRATIVE 56 Mana ement Sala i Paid in Cash During 1994 Less: Accounts Payable 12131193 Pus: Accounts Payable 12/31194 Accrual Based Expense 7994 . g r es 57 Mana ement P ll T E . g ayro ax xpense 58 Mana ement M di l I . g e ca nsurance 59 Mana ement W k C . g or ers ompensation 60 Mana ement P i Pl E . g ens on an xpense 61 Mana ement Oth B fi . g er ene ts 62 Administrative S l i . a ar es 63 Administrative P ll T . ayro ax 64 Administrative Medi l I . ca nsurance 65 Administrati W k C . ve or ers ompensation 66 Administrative Pe i Pl E . ns on an xpense 67 Administrative Oth B fi . er ene ts. 68 Office Rent . 69 Advertisin and P bli Ed i . g u c ucat on 70 Contributions . 71 Professional Fe . es 72 Trainin & W k S f . g er er a ety 73 Insurance . 74 Tele hone . p 75 Utilities . 76 Pro ert Taxes/Li /F . p y censes ees 77 Dues & Subscri tion . p s 78 Depreciation - Offic B ildi . e u ng 79 Depreciation - Offi E i . ce qu pment 80 Repairs & Maintena Offi . nce - ce 81 Cloanin and Maint . g enance 82 Equipment Rental . 83 Office Su lies . pp 84 Posta e & Frei ht . g g 85 Miscellaneous E . xpense 86 TravellMealslLod in . g g 87 Professional Meeti d S i . ngs an em nars 88 Bad Debts . 89 Amortization - Rout . e 90 Amortization - Othe . r 91 Interest - Route . 92 Interest - Other . 94. TOTAL INDIRECT EXPENSES - 33 OATH STATE OF OREGON ) I ss. WASHINGTON COUNTY ) I, the undersigned, owner or duly authorized officer of the Solid Waste Collection Company, whose name appears on the front of this report, on my oath say the foregoing report has been prepared, under my direction, from the original books, papers and records of said Company; that I have carefully examined the same and declare the same to be a complete and correct statement of the business and affairs of said Company in respect to each and every matter and thing therein set forth, to the best of my knowledge, information and belief; and 1 further say that no deductions were made before stating the gross earnings or receipts herein set forth, except those shown in the foregoing accounts; all governmental taxes that are due and all franchise fees that are due have been filed and paid except those disclosed herein; and that the accounts and figures contained in the foregoing report embrace all of the financial operations of said Company during the period for which said report is made. (Signature of Owner or Officer) ubscribed and sworn to before me this day of 19 Notary Public for the State of Oregon Residing at Within the terms of ORS 192.500 (1)(e), ORS 192.500 (2) and such other public records statutes as may be applicable, WASHINGTON COUNTY will consider confidential information provided to WASHINGTON COUNTY consisting of production, sale of purchase, cost and similar business records. This shall not, however, restrict the authority of WASHINGTON COUNTY to use such information for regulatory or enforcement purposes. The following "Uniform system of accounts and instructions for preparing this report" are an integral part of the report and should be included as verification that these instructions were followed in preparing the report. 1'~~~~~: 34 SUGGESTED STEPS TO COMPLETE ANNURL REPORT Make 'at least one extra copy in the event you need to make additional copies of any one page. You may also call 648.8609 if you need additional pages. Please review the various forms and work sheets in the packet and become familiar with them. Complete General Information Page. Complete the Program Sheet pages. Complete Cost Allocation Work Sheet. Complete the Shareholder/ Owner and Related Party Compensation page using the guidelines for salaries, including related parties. Complete the direct costs for each program (Residential, Residential Recycling, Drop box, Drop Box Recycling, etc.) Use the cos allocation computation work sheet to. allocate costs. Only the summary page is required for indirect costs. Complete the direct and indirect cost summary pages by combining each program line item to the corresponding line item on the summary page. Complete revenue page for each program. Complete Annual Cost Report - Summary and Non-Allowable Costs. Sign the completed document. 35 UNIFORM SYSTEM OF ACCOUNTS AND INSTRUCTIONS FOR PREPARING THIS REPORT INTRODUCTION This system of accounts for Solid Waste Collectors is prescribed by the Washington County Wasteshed Technical Committee. The description below of schedules and accounts are for those which appear in the accompanying report form. In prior years the accrual basis of accounting was encouraged but not mandatory. As of this year the accrual basis of accounting is mandatory. This report" must be submitted to Washington County annually by March 15 for the preceding calendar year. Collector must maintain records adequate to complete this report, including records not specifically discussed in the following instructions. Retention period by the applicant shall be five years. These records are subject to examination by Washington County or its designated agents. RESIDENTIAL AND COMMERCIAL (INCLUDING RECYCLING AND SALVAGE) OPERATING REVENUES -RESIDENTIAL CUSTOMERS: Residential customers are defined as those in 4-plexes or less who normally provide their own arbage cans or have franchisee-provided roller carts (up to 90 gallon) for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in residential carrier operations, including revenue from special hauls of solid waste from residential customers. Include all revenue earned from recycling and salvage operations, including recycling drop-off operations and recycling bin grants. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from residential customers. MULTI-FAMILY CUSTOMERS: Multi-family customers are defined as those in 5-plexes or more who are normally provided containers for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in multi-family (containers) carrier operations, including revenue from containers and compactors owned by multifamily customers. Include all revenue earned from recycling and salvage operations, including recycling container grants. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from residential or commercial customers. COMMERCIAL CUS'T'OMERS: Commercial customers are defined as those who are normally provided containers for the collection of solid waste. Include all revenue earned from the collection and transportation of solid waste in commercial (containers) carrier operations, including revenue from containers and compactors owned by commercial customers. Include all revenue earned from recycling and salvage operations. Partnership/Joint Venture credits or earnings from a recycling operation are to be included. If special allocations are used, explain and show calculations. Do not include drop box revenues from commercial customers. OTHER OPERATING REVENUES: Include incidental earnings from all other solid waste collection services including the sub-rental or lease of properties which are included in the expense, portion of this report. Do not include investment income such as interest rned from deposited funds, stocks, bonds, etc. or earnings from the sale of depreciable assets. Do not include earnings from' urces that are directly part of the collection of solid waste. Do include interest or late fees earned from the carrying of accounts receivable. 36 INVESTMENT INCOME:. Include investment income such as interest earned from deposited funds, stocks, bonds, etc. D include interest or late fees earned from the carrying of accounts receivable. DIRECT COSTS . WAGES OF OTHER OPERATING PERSONNEL: Include wages paid directly to drivers, helpers and other employees, that are not related parties, directly involved in collection or equipment maintenancelrepair for residential and business customers. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation or any other statutory costs. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method- used. FUEL & LUBRICATION: Include the cost of gasoline, diesel, or other fuel and lubricants necessary for collection vehicle operation. Include fuel taxes but not road use taxes. Do not include the costs of Officer' or Shareholders vehicles. EQUIPMENT DEPRECIATION: Include the total amount of depreciation for this period for property used directly in connection with solid waste collection that is shown in the operating property report. Use only the Straight-Line method to calculate depreciation even though other methods may be used for tax or book purposes. Use only the Federal guidelines that were in effect when the property was acquired. If allocations are used then explain and show calculations. EQUIPMENT MAINTENANCE AND REPAIR: Include the cost of parts and materials used, labor employed and bills paid for repairing, greasing and washing of collection vehicles. Include the replacement of lights, batteries, horn, tire chains, tires, to and all other equipment of collection vehicles. Do not include the costs of replacing engine transmissions, rear ends, compaction equipment or other capitalized and depreciable items. Do not include the costs of Officer or Shareholders vehicles. Do include road use taxes, the cost of rental or leasing of tires, tubes and other components of collection equipment. Do include the cost of short term (temporary, usually one month or less) rental or leasing of equipment used while permanent equipment is being repaired. Include the cost of repairs and maintenance of buildings, shops, garages, storage facilities, grounds and related equipment based on the actual percentage of use in the solid waste collection operation, including the utility costs such as lights, heat, power and water. DISPOSAL FEES: Include the cost for the use of dump grounds, tipping fees and disposal facilities. Do not include the cost of operating or maintaining a disposal or dump facility. FRANCHISE FEES: Include franchise fees paid for the rights to collect solid waste p4~ 37 I% INDIRECT COSTS SALARIES OF OTHER MANAGEMENT PERSONNEL: Include salaries paid directly to all non-related office and administrative employees, and officers directly involved in the solid waste collection operation. Include fringe benefits, taxes, employer contributions to union and governmental programs, workers compensation, and other statutory costs, etc. Indicate whether this is an actual count of labor hours or an extrapolation. Explain allocation method used. OFFICE EXPENSE: Include the cost of office forms, binders, stationary and supplies, telephone service, office equipment rental, computer time charges, postage and other incidental expenses incurred in operating the office allocated directly to solid waste collection operation. Explain and show allocation calculations. TAXES. LICENSES: Include all taxes and licenses, not listed elsewhere, paid to federal, state, local or other taxing bodies in connection with the operation of the solid waste collection business. Do not include taxes un fuel or amounts in direct costs. REAL PROPERTY TAXES: Include all real property taxes and licenses that are not listed elsewhere. RENT ON BUILDINGS, EQUIPMENT, ETC.: Include all rent or lease costs for buildings, grounds and equipment allocated directly to the solid waste collection operation. Do not offset rent expense by rental income received from sub-renting or leasing properties. SALES AND ADVERTISING: Include the costs incurred in the solicitation of traffic and/or business. Include advertising, tariff and f hedule costs, fees for tariff associations and other business promotion expenses. Do not include costs for advertising or omoting recycling. PROFESSIONAL FEES: Include fees for professional services such as accounting, legal, engineering, etc. INSURANCE: Include all insurance costs incurred in providing protection to business personnel and property, and to satisfy public liability requirements. Do not include employee benefit insurance or other listed elsewhere. OFFICE AND YARD AT HOME: For Franchisees having only office and/or yard storage at home a Calculation of Office in Home and Yard in Home work sheet is included to provide allowance for these expenses. The calculations are based on a cost per square foot per year based on comparable amounts if you were to rent or lease these facilities. Please refer to instructions on worksheet and enter the allowances on line 14 (for Office in home) and line 15 (for Yard at home) on the Summary page of the report. OTHER COLLECTION COSTS: Include costs of labor and material in sanding roadways; removal of snow and ice; bridge, tunnel, road and ferry tolls; uniforms, including their care; fines for weight violations, but not traffic infractions; and other similar items not included elsewhere in this report. If allocations are made, explain and show calculations. OTHER COSTS INTEREST COSTS: Include all interest charges, fees and other costs incurred in the process of financing business 'operations. not include interest costs for financial activities of the business not directly related to the collection of solid waste, such as kestment, stock acquisitions, business acquisitions, shareholder vehicles, etc. 30 EXTRAORDINARY COSTS: Include any special costs incurred during the period that is directly related to the collection of waste business. (For instance, liability claims paid when not covered by insurance.) Include a detailed explanation. DEFINITIONS BILLING POINTS: Each physical address (example: one owner with seven different apartment complexes would be seven billing points.) CONTAINERS: For purposes of this report, a 32 gallon can is equivalent to a 35 gallon roll cart. The two container types are used interchangeably. DIRECT LABOR HOURS: Includes drivers, helpers, and any other labor classification involved directly in hauling operations. It does not include mechanics (which are reported on a separate line). DROP BOX ON-CALL CUSTOMERS: Those customers who call in to arrange to have a drop box delivered. DROP BOX REGULARLY SCHEDULE CUSTOMERS: All prearranged pick-ups. METROPOLITAN SERVICE DISTRICT: The area as defined by Metro (obtain map if necessary). TRUCK HOURS: Truck hours apply only to vehicles which require PUC licensing. It does not apply to satellite vehicles used for auxiliary vehicle (e.g. Cushmans) pick ups for transfer to a mother truck. UNITS: Number of living spaces or bussinesses (example: one billing point has 26 apartments so unit number is twenty-six.) 1 0 39 WASHINGTON COUNTY ANNUAL REPORT SUMMARY PAGE INSTRUCTIONS COMMENT Washington County considers certain costs to be non-allowable for purposes of establishing rates. Lines 6 thru 12 list the most common non-allowable costs. Line 13 is provided for unusual non-allowable costs. Non-allowable costs are considered to be the responsibility of the company's owners and therefore are added back to income from operations to arrive at allowable franchise income. Line No. 6 Route Purchase - Interest The interest paid on debt incurred to purchase a route is non-allowable. Enter the interest paid on this line so it can be deducted from allowable costs. 7 Route Purchase Amortization Like interest associated with the purchase of a route, amortization of the amount paid for a route is considered to be non-allowable. Enter the amount of amortization included in Indirect Costs. Contributions Both political and charitable contributions are non-allowable costs for rate making purposes. Enter on this line the amount of contributions reported on line 68. (Indirect Costs) 9 FederallState(Local Taxes Washington County does not allow taxes on income to be included allowable costs. Total any such taxes on income which were included in the Annual Report and enter on line 9. 10 Gain on Sale of Assets The cost of equipment used in collection activities is recovered in rates through depreciation. When any such assets are sold for more than the depreciated value on the books a gain results. Report this gain as a reduction of costs up to the amount of depreciation taken. Gains in excess of prior depreciation recovered in rates accrue to the owners. Losses are always the responsibility of the owners and are non-allowable. 11 Officers Life Insurance Premiums Businesses often carry life insurance on the owners to provide funds to liquidate the owners interest in the business upon their death. These premiums are for the benefit of the owners and are non-allowable. 12 Director's Fees Shareholders employ directors to oversee their interests in an organization. The directors who are responsible 40 only to the shareholders, set policy, hire officers, etc. Therefore, director's fees are for the benefit of the owners and are non-allowable. r 40 13 Other Non-Allowable Costs Certain other non-allowable costs occur infrequently and have not been a line of their own. Accumulate these types of costs and enter the total on this line.. Following is a listing of these non-allowable costs: O Interest on the purchase of equipment or facilities to the extent the purchase price exceeds the fair market value of the asset at the time of purchase. O Penalties and fines. O Costs in excess of federal guidelines for travel, lodging, meals.and incidental expenses are non-allowable. For 19913 the allowable costs are $0.285 per mile for use of personal automobiles. Lodging is capped at $60 per diem. These limits apply to business trips within the state of Oregon. Travel outside the state is subject to the guidelines established by the federal government for the locality visited. O . Legal and other professional fees not directly related to the operation of the franchise. 14 ' Office in Home Haulers who maintain their only office in their residence will be allowed to take a deduction for this cost. For rate making purposes Washington County will allow a per year $7.00 per square foot of space used as an office. For convenience this amount will be netted against non-allowable costs, if any. Complete the Calculation of Office in Home and Yard at Home worksheet and enter this amount on line 14 in brackets. Please note if you use this Office in Home allowance, do not report office expenses in the Indirect Cost Reports. These expenses include office rent, utilities, property taxes, property insurance, mortgage interest payments and any other direct costs. associated with maintaining the office. 15 Yard at Home Haulers who maintain their only yard for truck parking, maintenance and equipment storage at their residence will be allowed to take a deduction for this cost. For rate making purposes, Washington County will allow a per year $2.50 per square foot of space used for this purpose. For convenience this amount will be netted against non-allowable costs, if any. Complete the Calculation of Office in Home and Yard at Home worksheet and enter the amount on line 15 in brackets. Please note if you use this Yard at Home allowance do not report yard expenses in the Indirect Cost Report. These expenses include yard rent, utilities, property taxes, property insurance, mortgage interest payments and any other direct costs associated with maintaining the yard, If you have an additional facility such as a shop or maintenance building you may include these related expenses in the Indirect Cost Report. 16 Total Adiustments to Costs Enter the total of lines 6 through 15 17 Allowable Franchise Costs Add line 2 (Direct Costs of Operations) to line 4 (Indirect Costs of Operation). From this total subtract the total adjustment to costs as shown on line 16. ~ Enter the result to line 17. This is your franchise's allowable costs for rate setting purposes. 4) 41 SOLID WASTE RATE SETTING PROCESS PIS Ms- Per TMC 11.04.090 - 8/95 0 TMC Section 11.04.080 sets the process for rate change: Highlights of that section follow: RATES CHARGED ARE TO BE: "reasonable, uniform, and based upon the level of service rendered or required by state or local laws or regulations, haul distance, concentration of dwelling units. and other factors which the city council considers to justify variations in rates that outweigh the benefits of having a single rate structure unless otherwise noted in this chapter' RATE UNIFORMITY: The Council may set uniform rates, uniform rates by zone, and different rates for collectors where there is a service and cost justification. RATES ARE SET BY COUNCIL RESOLUTION - RATE SETTING PROCESSES ARE: • HAULER REQUESTED - The haulers provide sixty days written notice with justification for all rate changes other than those listed below. The Council then gives consideration to the request based on the City's Solid Waste Management Ordinance and the annual report filed by the haulers in evaluating the proposed rate changes. • PASS-THROUGH OF GOVERNMENTAL AGENCY IMPOSED FEES - Fees such as the Metro disposal fee are able to be passed through to the rate payer as long as the rates are evenly distributed among the rates. • CITY-INITIATED REDUCTION IN FEES - The City must provide a 30 day notice to haulers with justification for a City-initiated reduction in the rate schedule. • RATE ADJUSTMENT ANNUAL REVIEW - Typically, the following process is followed to review rates annually: • Haulers file annual financial report by March 1 st; • City staff reviews during March; • City Administrator files report to Council by April 1st making recommendation whether rate adjustment is necessary; • Council holds a hearing on a proposed rate adjustment and must act by May 31st; • Haulers are given notice June 1 st to change rates effective July 1 st. EMERGENCY RATE ADJUSTMENTS - City Administrator can adjust rates for a new or altered service for no more than 6 months - City Administrator give formal report to Council - Council must adopt resolution for fee adjustment to last more than 6 months. ' z4; SOLID WASTE RATES FOR CURB VERSUS YARD SERVICE Per TMC 11.04.100.a.1.C - 8/95 1C Section 11.04.100 sets the process for collection. The TMC requires the following: "c. On the scheduled collection day, the customer shall provide safe access to the pickup point which does not jeopardize the safety of the driver of a collection vehicle or the motoring public or create a hazard or risk to the person providing service. Receptacles must be in a visible (frorn the street or alley) location which may be serviced and driven to by satellite vehicles where practical. Access must not require the collector to pass behind an automobile or other vehicle or to pass under low-hanging obstructions such as eaves, tree branches, clotheslines or electrical wires which obstruct safe passage to and from receptacles. Receptacles must be at ground level, outside of garages, fences and other enclosures, and within one hundred'feet of the street right-of-way or curb. Where the city administrator finds that a private bridge, culvert or other structure or road is incapable of safely carrying the weight of the collection vehicle, the collector shall not enter onto such structure or road. The customer shall. provide a safe alternative access point or system." State law requires residential recycling services to be provided at curbside. Current Rate Resolution states extra distance will be charged as follows: Extra distance per foot after first 100 feet (cans) $.01 Extra distance per foot after first 5 feet (carts) $.01 Current yard rate differences in region: JURISDICTION YARD RATE AMOUNT ADDED TO CURB SERVICE RATE LAKE OSWECO $ 2.60/MONTH PORTLAND $ 3.00/MONTH SHERWOOD $ 3.50/MONTH WASHINGTON COUNTY $ 1.00/MONTH CLACKAMAS COUNTY $ 1.50/MONTH Average based on all 5 jurisdictions = + $2.32/month Average based on all 3 cities = + $3.03/month 9 l~ 4 t~f 5~' at x at -Hal L hs'Y~ N N ~~N^ m!~ro0 tD ~O , m ~OOO^~~~W~ v AN ,~r 40 ~ 3 CP OO$~~y 'y Y ( ~N V~ pA HY~I "L~ ~Y^N~~1~ NN O ~ppYKVt (tlPC ^ Y ~O G Q EL 4 q ^ ^ s ^ N v q p ~ p ~YINN ~CmN ^ N f D ~ fD y ~01 `p nr~~~ ` m O pp g JL Pm°io tp D~ yq ~ O$} EO Y`"S~ y~ aQ W~~Y_ N p N0~ p ~y O 9? 3, ~ 0~ NCD~ ^qmp~ N~ A tVmC ?Q^ 9 ^N..r n^ lD ^ NN ~ ~ U~ 1J 0 p N ~ W v h N Y toy ^ ~ v Li {w~ g tV ty - (tVy q % H 49 G (q ~ fy "On ~ ^O^ NN ~tpp yy G qw NN W~p G Y~Q^ ~~77 NN Q m ^ tD c;g E om^ O .o st- i R; 22 w~ML Ng~ K Q Q N fmLf ~ ~L 1l OO pJ ~ NNm GO p~ ~p ~1M OWN SOW O~ ~ N~N W N W C O p •D.A ~ Y v ^ ^ N V N^ f D x x x x ~ n n g ll~~ Q N N ~ r A O O Ot O m m r N ^ g M N •SY o i ~ 1 A ~Q ay Oa b A -I'm N x b NQ ^ tt.~~-// z ~ y f t ~t t? W ^ ^ pp ~ pp Q~^ mm t'?~ ^ ^ Ul ON N O^ N ~ cif o~g ~ m R4 4 ,2 ~Rlg p Q OI~N tyy 1Am~^ t (4y oN ^m Y 00-* N {~N~IO 9 9 x l 4 9 at IF ^ f y N ® W cl Q r I - Ql M mm t~0 a ~ ~ 0 pp ~p spy GtONm ~m SZ K N^ c1Q~^ ^ rr m n ~S q~^ ^ ^ ~ v 1 Q'a e p tD O ~y ^ ut#_^^ e- ~ - ^ of m p m ^ ^ N ffi} ~^J ~~aL°1 p y~ ~q y y "l "LMy~ t ~ O^~~ 0tl9~ ~Wtm`l ~ t~'f.m All low L•g i E - 9 E ' 1 8 Z .5 H a, b t .1 12 a, 2 A 9 ~ ~ ~ IE Cj O 4 ~ C1 U O Q ql<~ Con e- ft-AVA C H ILI MEMORANDUM DATE: 6/9/95 TO: Loreen Mills, Management Analyst, City of Tigard FROM: Tigard Solid Waste Haulers SUBJECT: Residential Rol?. Cart Program We urge completion of the program to require all residential customers to use only hauler-provided containers for garbage, and encourage all containers to be at curbside. Because we've made.a series of changes in the last year, it's vital that we work together with Staff so that timing and communication with customers is consistent and comfortable. Key program factors: For Residential Garbage customers ALL customers must use hauler-PROVIDED containers Containers will be roll carts for 35 gallon size & larger 20 gallon containers may be either cans or roll carts, at hauler's option to be compatible with pickup equipment. We propose 2 rates: Curb: 7/1/95 rates (up to 5 feet from curb) Yard: Additional rate as follows: 6 to 50 feet from curb: $ 2.65/month 51 to 100 " if " $ 4.60/month Over 100 it S 7.15/month (See enclosed analysis, presented 5/20/94) Placement surcharge: $ .75 per week For driver of automated truck to get out and move cart so that it can be picked up. Usually because cart too:, close to lightpole, other cans or bins, tree, shrub, car-, etc. Implementation: As soon as. carts are, provided; not later than 12/31/95 Consistent clear communication is essential Haulers & City answering questions the same Customers understand` benefits of roll carts Explain rate for 32 gal. can Customers understand link between curb placement & holding down rates To-.achieve the efficiencies in this program, we need the support of the City of Tigard to back, up the mandated containers; to explain the benefits to rates to all customers when they call; This step is essential to allow us to use automated equipment most efficiently. The sooner we begin, the sooner the efficiencies begin, to help hold down rates. We look forward to working this out with you. rcmandate a' $ 7.77 These dosas are based :on •.tHe: following:.,assumptions S.to s': n p per. ,month: 4-33.-(52 weeks /:12 months) Hauler cost per -hour: S 65 (1.._mantruck) I~lote Ghat. often 2 men"will:"work one .truck and with, yard SErvice there wi-11 be.'some waiting time.by ona:of the men., but that isn't c inluded'in`the'above cost.' Alsci';' ourexperience indtcates• that .y1rd. ,cr.vicE, c.ustpmerso "will usua ly p:lace.*-their -carts to the rear of their `drive, -near the hou.se The•''actual."distance' to each cart is likely-to be nearer the maximum for -each category,,_ rather than averaging-at the .midpoint. We propose rates lti~wer than the. costs above, 'to allow for averaging r..he•_;actual.:distances `walked,.'as follow:;'; PROPOSED MONTHLY-ADDITIONAL RATES -FOR YARD SERVICE DISTANCE FROM THE.CURS MONTHLY RATE 6-50 FEET S 2.65 51-100 FEET S 4.60 101-150 FEET 5 7.15 I 5150 S.W. ALGER REAVERTON, OREGON 97005 a (503) 644-6161 WALK,-IN TIME STUDY RECOMMENDATION, PAGE 2 We recommend ,,a correction: to the current cost structure We_be.lieve • that it does, not adequately represent the cost 'o£ the-service,', and furthermore, the 'current. structure (S.01%ft) will•be.confusing, costly to administer,.,and-1ike1 to cause additional customer misunderstand'ing'And. com'p,laints. It 'requires ..the hauler to calculate',the away-from-the curb distance for each customer. :In addition, whenever customers c.hange.their.:cart -location, the hauler :'must refigure:'the distance and the distance•,charge Each change requires expensive and unproductive administrative work ..(figure new rate, revise, company records, prorate in mid-months,. and .frequent-explanations to customers) I.nstead,,we recommend a monthly* yard. service rate based -upon the ..extra distance category the customer chooses-and-the actual costs as 'outlined on the. attached, so that the rates can be fairly applied to` all customers, including those with ADA situations. With. respect to the percentage of customers potentially affected by this correction, it will ..be directly related to the rate"charged Since I have' no.'reli-able method to forecast. specific economic., behavior, the following estimate is based on". past experience. ;If the current rate structure remains uncorrected' .the number'of c.ustomers.which. will request or retain yard service•is likely to -be If.the proposed "Cost- ,ofService", Structure.••1s•,implemented; we. anticipate a "Walk=.In". service parcen't_ ge o . less than 5%.: • -We :appreciate` your prompt consideration.'af `this recommendation',, and. its presentation ,to the Tigard City Cnuncil as soon as practicable Sincerely, THOMAS C.. MILLER President SANITARY'SERVICE s . WALK-IN TIME: STUDY., May.'19, I994 :PURPOSE: ; To, defines the extra..time it takes f or an experienced ' .:collection professional tb. services a.. customer cart when, it "is more. than 5 feet ''from the :.curb'. ..TEST' DESIGN: 5 ferent, experienced professionals.'each do '3. "collectio'n's" as 'defined ' below. Each professional is.curren•tly a. hauler at Miller_'s Each collection'is at one of the following distances 45' 95' 145':(S'-:less than residential~~lot depths) Our experience is that, the 45'- and 95' 'distances will include more than 95% of all customers..Adding the.145' d stance''will approach.99% of customers. PROCEDURE: Place empty cart ("'S ft. from curb"), and full cart yard",)-. 45'. apart. Walk at normal work pace: Walk from 115 ft from curb" to:"yard",; Push full cart to."5 ft from curb" & set it dawn; Push empty cart back-to "yard" and.set . it_.down. Return. to'. "5 ft.'.from curb". Repeat .at ..95' -and 145' Time and record - each . TEST :SITUATION Al1'_`te'st.s' done. in optimal conditions so.'results . are probably .better..than in -real 'situations:.; "Optimal." means,: Warm; dry.;-' flat, straight, paved,':'dayli~jht ;no street ..traffic;, car. t load 28''. lb ~'(,an -ave.rage riet -;weight for 'that cart based upon' our *weight. studies) RESULTS " TIME PER ~COMPLETE.,TRIP',(Seconds) DISTANCE. #1 #2. #3 #.4 #5 Average 45 .feet .41' 46 .47 45 ,41 44 95 feet 74 79 78 '75 72 75.6 145'f eet 106 "113' 112 .114 .107 11.0. 4 .-I certify that I supervised the above tests today', and that they were 'completed as. described. -THOMAS C. MILLER President 5150 S.W. ALGER BEAVERTON, OREGON. 97005 0 (503) 644-6161 piggi WALK-.IN TIME STUDY, Page 2 CALCULATIONS: To determine "actual yard service cost" Hauler costs per hour $65.00 Reduced by $6.50 (profit•margin) = $58.50 per hour (Actual net cost). Formula.. Time -(in ,seconds) divided by .60 seconds/minute divided by 60 minutes/hour X` 4.33 weeks, X $58.50 Actual Net Cost Per Month. Cat agory,,Calculations: (See test results) 45 feet-required.an average of 44.seconds ;.95. feet required an average of 75.6 seconds 145 feet required an average of 110.4 seconds 44 divided by 60divided.by 60 times 4.33 times 58.50 = 3.0959 or 3.10 75.6 60 60 4.33 58.50 = 5.319 or'5.32 110.4 60 60 4.33 58.50 7.768. or 7.77 .To.determine "Proposed monthly additional rates for yard service" -Based on our experience, yard service customers usually wilh.place ..their carts/cans tc the, near of their drive nearer the house than the street. The actual distance to each cart/can with yard service.is likely'to be,.near.er the maximum for each catagory than any.othe.r point To -a blow -fog th'e.fact that all are not at the maximum point' we. propose ahe'following.average.distances for each catagory' to. calculate` he o . t ~p.rop • sed -rate ,_correction•: 6' to. 50' catagor.y;,a,40'.average 51 to 100 catagory, an:,80' average 101' to 1.50' cat gory a •120' average Formula used to determine charge Cost for catagory as determined above divided by distance used % tp`determine._cost times proposed,average.distance (minus 5 feet already in rate) _ proposed charge for catagory.. Calculations:. 3.10 divided by .45 times 35 = 82.40 5:32 divided.by•95 times 75 = 54.20 7.77 divided by 145 times.120.= $6.50 Profit is.generally accepted as.a cost. If added back in at the 10% .rate it was. backed out, the proposed rates would be: 82:64 rounded $2.65 $4.62 rounded $4.60 $7.15 rounded $7.15 ` V I Z u.;' I E ig do a~ .6 ~ W mi O G m M NM ~ M I I I 1 1 1 e ~ y Yf CZ Yf ~ N Va S W S F ¢ N~ w~ ~ ~ F w i7f w :X w uw + . 5 8 8 iT ~ ~w ell w w z~ ~ ~d U ~W 3L ~ ai ut i~, t~V C U w m w +d w :n G ~z G 3 ~7 ~ ~ w 4 z ~ U N 21 M E E 3 y o~ v a 3 I ~g 5 fir .:II C-/ d//s'lgy C'11Y OF TIGARD OPERATING MARGIN POLICY Definition of Operating Margin: The net before tax profit as a percent of gross revenue. Methodology for C'alc ulati the O rati Margin: (1) Deduct allowable operating costs which-are authorized by the City from gross revenues, to arrive at net profit before taxes. (2) Divide the net profit before taxes by the gross revenue, to arrive at a before tax operating margin. Example: Gross Revenue S400,000 Less Allowable Expenses -360.000 Net Profit S 40,000 Before Tax Operating1fargin 10% Range for Before Tax Operating Margin: 8% to 12% If the Before Tax Operating Margin falls below 8%, adjust to 10%. If the Before Tax Operating Margin goes above 12%, adjust to 10%. Use of targeted 10% Operating Mar 1 10.00% (1) Combined State and Federal Income Taxes are paid from the operating margin: -3.00% Millersaverage combined tax rate 30.0% Pride's average combined tax rate 40.6% Schmidt's average combined tax rate 37.0% (2) Capital Investments Funded by Profits (to save interest expense) come from the Operating Margin: -2,50% (Capital Investments as a % of the operating margin) Miller's average funding for equipment 5.0% Pride's average funding for equipment 1.3% Schmidt's average funding for equipment 2.0% (3) Cost Increases After Year-End Historic Data Report is funded from the Operating Margin: -1.75% The annual CPI increase has been approximately 3.5% and approximately 50% of the operating expenses are impacted by this increase, for a net impact of 1.75%. The reported data is an average of 12 months old by the time the rate review is completed in any given year. This time-lag from the date the expense is incurred to the dale of a rate adjustment, if any, is fiinded from the Operating Margin. Actual Average Net Profit 2.75% Tigard OM.- 8115195 OPERA'T'ING MARGIN POLICY Issues. 1) Targeting a 10% Operating Margin does not guarantee that each franchisee will receive that margin nor that it will be actually realized, as it is only applied to historic data. Data is reported for the preceding calendar year, and the net operating margin (before taxes) per the report is a "snapshot in time " reflecting the condition of all franchisees in the composite as of the preceding year end A guarantee would occur only if the rates were adjusted on a frequent basis, such as monthly or quarterly, to reflect cost increases since the reported year end. The franchisees report as a group or composite. There is no guarantee to any one company that they will receive a targeted. 10% operating margin as of the preceding year end. Each company must live by the composite figures, so there is a real incentive to be efficient, as that is the only way the company can be rewarded with a profitable operating margin that approximates the margin of the composite. 2) There is no reserve for new programs or the equipment necessary to implement the new programs. Typically, costs for these programs become apart of the next year's reported numbers, so the franchisees must ahvays be in a "catch-up" 49 position to get rates to cover these costs. The Operating Margin must be used to fund start-up costs until such time as a rate adjustment is granted. 3) The 10% targeted operating margin encourages use of profit to fund equipment. This creates the savings to customers of the interest expense. If the targeted range results in a lower operating margin, that is a disincentive to use company cash for the purpose of saving interest expense. Why Have a Policy? 1) One of the most commonly asked questions when local governments are considering a solid waste rate adjustment is: "Why should the targeted operating margin be 10%?" Each time this occurs, Councils get the explanation. But Council Members change from year to year, so Councils tend to re-visit the question and try to remember the answer from previous years. This "reinventing the wheel" takes council and staff time. A set standard that is consistent with the rest of the solid waste collection industry in the state, is a more efficient use of taxpayer dollars, and thus good public policy. 2) Franchisees need consistency in the operating margiin policy so they can plan for programs, fleet replacement, personnel needs and technology changes. Budgeting for necessary expenditures instead of operating in a crisis mode is good business, and thus good public policy. Metro Council Metro Regional Center 600 NE Grand Ave. Portland, OR 97232-2736 Metro Council Members: On behalf of the Tigard City Council, I am forwarding the following comments and concerns regarding Metro's 2040 plan. The Tigard City Council recognizes the need for regional planning to deal with growth issues which affect the livability of the area for everyone. The Council also recognizes that Metro's charter empowers Metro to lead the efforts to create this regional plan. Further, the Council commends Metro in its current efforts to engage local governments in its 2040 planning process. Tigard intends to participate as a full partner in the process. Unfortunately, much of 2040 was developed at a time when Metro did not seem to value significant involvement by other governmental bodies. At the time, a speedy conclusion to the plan appeared to have higher priority than did careful analysis. Consequently the 2040 plan suffers from a lack of input by the jurisdictions charged with responsibility for local planning. As it stands today, we fear that the 2040 process will dramatically shift legislative power from local jurisdictions to Metro while leaving the political and fiscal accountability for land use decisions with us. We have discussed the following concerns amongst ourselves and ask that Metro both study and respond to these concerns. Governance and Local Control The 2040 plan will require local jurisdictions to adopt many of its elements into their comprehensive plans. This moves decision making further away from citizens and property owners of a municipality the very people who will be affected by these decisions regarding land use and growth. It alters the.fundamental structure supporting the way in which communities plan for their future and respond to their citizens' requests for changes. We are very concerned abouL' the impact of this change. As far as we are aware, little, if any, study has been done on these impacts. How will city councils deal with angry citizens during a land use hearing? If a city is challenged in LUBA with respect to a Metro mandated land use ordinance, who will pay for legal expenses for the municipality? Will the result of the 2040 plan be "unfunded mandates" for cities? 13125 SW Hall Blvd., Tigard, OR 97223 (503) 639-4171 TDD (503) 684-2772 Page 2 Metro's current means for gathering input from municipalities is MPAC. This structure does not serve the needs of the cities. Because its role is primarily to advise rather than to govern, MPAC does not allow cues to have a direct say in policies that will govern their future. Not only does Tigard lack direct input to Metro, it also lacks direct input to MPAC. A structure having one representative serving several cities in Washington County implies that the jurisdictions have no differing or conflicting interests. Nothing could be further from the truth. If Metro truly wants to form partnerships with local jurisdictions to implement 2040, it must develop better ways for the cities to have meaningful input. Infrastructure and Transportation We are concerned about both the potential cost of traffic infrastructure and its availability under the 2040 plan. Both creating and retrofitting infrastructure is an expensive proposition. Who is going to pay for the infrastructure improvements that are going to be necessary to implement 2040? Have the infrastructure assumptions been tested to assure efficient use of public and private resources? The 2040 plan relies heavily on transit, bikes, and walking to meet the region's transportation needs. Experience tells us that these will not adequately address our transportation problems. 2040 must address transportation capacity issues in a cost effective manner that does not leave the Washington County area hopelessly congested. This area is developing more rapidly than Metro's transportation solutions. The County may need to add arterial street capacity as appropriate; 2040 should not prevent or hinder the construction of a complete regional street network. If it does, 2040 will be viewed as a source of problems rather than a source of solutions to growth-related issues. Growth Management and the Urban Growth Bounda[y We agree with Metro that agricultural land should be protected from development. However, we request that Metro recognize that much of the land right outside the boundary is "mini-estates" rather than farm land. These properties should be considered as available for development. We are concerned that limiting the land supply inside the urban growth boundary will increase the cost of land, thus making housing less affordable. Under 2040, housing choices for our children will certainly be different and possibly much more limited than they are for us. 2040 calls for each jurisdiction to bear its fair share of affordable housing. We are unclear what that means. Will Tigard be required to subsidize affordable housing? Tigard's City Council fully supports the concept of planning for the needs that accompany growth. We know that it will take all of us working together to retain our quality of life in the region. We want to work with Metro to further this goal. To be Page 3 successful in this work, however, the relationship between our jurisdictions must be one of full partnership. Metro currently is moving in the right direction to institute this type of relationship with the cities. But Metro's structure does not support these efforts; and we suggest that you amend it to be in line with the ends you hope to achieve. We hope to participate in the implementation of 2040 by making ourselves and our staff available to provide meaningful input to your decision-making processes. In return, we would ask that Metro provide adequate and timely information to our staff to enable us to appropriately analyze the impacts of Metro's proposed actions, before decisions are made. It is through such an interactive mode that we foresee Metro being able to translate its mandate for regional planning into a plan that can be effective and acceptable at the local level. Sincerely, Jim Nicoli Mayor j1gf204O.=