United States
Environmental Protection
Agency
Solid Waste
and Emergency Response
5305W
EPA 530-R-95-041
September 1997
http://www.epa.gov
Full Cost Accounting for
Municipal Solid Waste
Management: A Handbook
recia
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Contents
About This Handbook 2
Introduction 3
Chapter 1 - Introducing Full Cost Accounting 5
Chapter 2 - The Scope of FCA for MSW 11
Chapter 3 - Compiling FCA Data 19
Chapter 4 - Allocating Costs 28
Chapter 5 - Reporting FCA Data 41
Appendix A - An Illustration of Using FCA for MSW Management 59
Full Cost Accounting Glossary 65
References . 69
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About This Handbook
E^"A developed this Handbook to help you implement full cost accounting
FCA) in your community. The Handbook will help you better understand
he costs of the municipal solid waste (MSW) services you provide, answer
key questions you might have about FCA, and guide you through the implemen-
tation process. You'll learn how to assemble necessary data, calculate full cost
information from the available data, and report the results of your FCA analysis
to government officials and residents. Case studies, presented in boxes throughout
the Handbook, provide snapshots of how other communities across the country
have implemented FCA and are reaping its rewards. Key terms and concepts are
italicized on first reference, and their definitions are included in the Glossary.
This Handbook can answer only some questions about FCA. Because of the
diversity of accounting practices and rules and differences in the size and nature
of local government MSW programs, there is no single recipe for success. Rather,
the goals of this Handbook are to introduce key FCA terms and concepts and to
prepare readers for the types of issues that will likely arise in conducting FCA.
The Handbook does not try to present step-by-step "how-to directions' on initiat-
ing an FCA system. It also does not provide detailed instructions for handling all
issues that are likely to arise or recommend particular forms to use in compiling
and reporting FCA for MSW. While economic concepts, such as fixed and vari-
able costs, are illustrated in Chapter 5, the Handbook does not attempt to demon-
strate how to apply economics to integrated solid waste management system
decisions.
This Handbook focuses on costs that are relatively easy to value in the market-
place. Other important costs that decision-makers and planners might want to
consider include potential liability costs for properly damage or personal injury,
costs of remediating potential future releases, social costs, environmental externali-
ties, and upstream and downstream life-cycle costs. This Handbook defines and
describes these costs, but does not explain how to value them or incorporate them
into decision-making. Consideration of the full spectrum of costs can be called
"true cost accounting,' which is beyond the scope of this Handbook.
This Handbook is a first step toward helping you understand the costs of
MSW management in your community. It builds on local government experience
with FCA and reflects input EPA has solicited from a diverse national peer review
group. EPA welcomes comments on the Handbook, as well as information about
how using FCA has helped your community. Comments should be submitted to
the RCRA Hotline at 800 424-9346 or TDD 800 553-7672. In the Washington,
DC, area, call 703 412-9810 or TDD 703 412-3323. The Hotline is open
Monday through Friday, 9:00 a.m. to 6:00 p.m., Eastern Standard Time.
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Introduction
Full cost accounting (FCA) is a systematic approach for identifying, summing,
and reporting the actual costs of solid waste management. It takes into
account past and future outlays, overhead (oversight and support service) costs,
and operating costs. Knowing the full costs of municipal solid waste (MSW) manage-
ment can help you make better decisions about your solid waste program, improve
the efficiency of services, and better plan for the future. FCA can help you compile
the detailed cost information you need to understand what
MSW management costs and to communicate these costs to
the public.
As of July 1997, four states (Florida, Georgia, Indiana,
and North Carolina) require local governments to use FCA in
reporting MSW costs to citizens. In addition, the Texas
Natural Resource Conservation Commission developed an
FCA workbook to help municipalities determine rates that
reflect the full cost of providing solid waste services. Many
localities in other states are also applying FCA concepts and
are finding them important and useful tools to help manage
their solid waste programs.
FCA can be a new way of thinking about MSW manage-
ment for some communities. For others, it can be simply an
extension of current management practices. Understanding
the benefits of FCA can help ease its implementation in your
community. FCA can help you:
FCA Helps You Meet Your Goals
FCA supports your:
Informational goals by determining
and reporting how much MSW man-
agement costs.
Management goals by identifying
potential cost savings and providing a
sound basis for management decisions
such as privatizing services.
Planning goals by documenting cur-
rent benchmarks that can be used when
making or evaluating projections.
Identify What MSW Management Costs. When
municipalities handle MSW services through general tax funds, the costs of
MSW management can get lost among other expenditures. Even if an effort
is made to identify solid waste costs, it is easy to overlook some of them. You
can have more control over MSW costs when you learn what those costs are.
See Through the Peaks and Valleys in MSW Cash Expenditures. Using
techniques such as depreciation and amortization, FCA produces a more
accurate picture of the costs of MSW programs, without the distortions that
can result from focusing solely on a given year's cash expenditures.
Explain MSW Costs to Citizens More Clearly. FCA helps you collect and
compile the information needed to explain to citizens what solid waste man-
agement actually costs. Although some people might think that MSW man-
agement is free (because they are not billed specifically for MSW services),
others might overestimate its cost. FCA can result in "bottom line" numbers
that speak directly to residents. In addition, you can use FCA results to
respond to specific public concerns.
Adopt a Businesslike Approach to MSW Management. By focusing atten-
tion on costs, FCA fosters a more businesslike approach to MSW manage-
ment. Consumers of goods and services increasingly expect value, which
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Case in Point
Indianapolis, Indiana
means an appropriate balance between quality and cost of service. FCA can
help identify opportunities for streamlining services, eliminating inefficien-
cies, and facilitating cost-saving efforts through informed planning and deci-
sion-making.
Develop a Stronger Position in Negotiating with Vendors. When consid-
ering privatization of MSW services, you can use FCA to learn what it costs
(or would cost) to do the work. As a result, FCA better positions public
agencies for negotiations and decision-making. FCA also can help commu-
nities with publicly run operations determine whether their costs are com-
petitive with the private sector.
Evaluate the Appropriate Mix of MSW Services. FCA gives you the abil-
ity to evaluate the net cost of each element of your solid waste system: recy-
cling, composting, waste-to-energy, and landfilling. FCA can help you avoid
common mistakes in thinking about solid waste management, notably the
error of treating avoided costs as revenues.
Fine-Tune MSW Programs. As more communities use FCA and report the
results, you might be able to "benchmark" your operation to similar cases or
norms. This comparison can suggest options for "re-engineering" your cur-
rent operation. Further, when cities, counties, and towns know
what it costs to manage MSW independently, they can better iden-
tify any savings that might come from working together.
Indianapolis has an excellent
credit rating and a solid reputa-
tion for having its financial
house in order. Yet when the new
mayor took office in 1992, he
was amazed at what city officials
did not know about their bud-
gets. They knew that the city
took in more money than it
spent but did not know how
much any single activity cost.
While city officials could detail
how much the various depart-
ment budgets increased annually,
they did not know how much it
cost to fill one pothole or install
a traffic signal.
When city officials started calcu-
lating how much it cost to pick
up a ton of trash, they uncovered
surprising information. They
found that there were separate
budgets for the garage, trucks,
gas, and drivers. As a result, no
one knew the full costs of pro-
viding the trash collection ser-
vice.1
FCA can complement two other practices: unit-based pricing (or
pay-as-you-throw) programs and enterprise funds. Unit-based pricing
programs charge solid waste generators based on how much they
throw away. They can be an equitable means of recovering the full
costs of solid waste management. FCA can help identify a unit pric-
ing rate structure that will generate the revenues needed to cover the
costs of providing the service. Enterprise funds are mechanisms used
by local governments for activities that can be financed and operated
like a private business. FCA is inherent in the concept and operation
of enterprise funds, which are intended to cover program costs
through a dedicated source of user fees.
FCA is not a substitute for management analysis and decision-
making; it is simply a tool to use in gaining information on and
reporting the costs of your solid waste program. It can help you
answer questions about what certain MSW services cost and why
changes to some services don't automatically result in savings on your
bottom line. For example, many residents or government officials
might think that an increase in your community's recycling rate
should translate into a decrease in the costs of solid waste manage-
ment. Depending on the costs of running your recycling program, as
well as fluctuations in the market for recyclables and fixed costs of
landfill disposal and waste-to-energy, recycling might or might not be
saving your community money. FCA can help identify the costs of
recycling, land disposal, and other solid waste services, helping you
gain a better picture of the costs of MSW management in your com-
munity.
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Chapter 1
ducing
st Acc< iting
Historically, local governments have tended to use cash flow accounting
(also called general fund accounting) to track the flow of current finan-
cial resources (dollars). This accounting system records outlays when
cash is actually paid for goods and services. It helps government agencies
account for the expenditure of tax dollars and other public funds.
While FCA is consistent with generally accepted
accounting principles, it serves different goals and audi-
ences than traditional government accounting reports.
FCA is not the same as cash flow or general fund
accounting. FCA focuses on the flow of economic
resources (assets) and accrues (i.e., recognizes) costs as
resources are used or committed, regardless of when
money is spent. Because solid waste management can
entail significant expenditures both before and after the
operating life of management facilities, focusing solely on
the use of current financial resources misrepresents the
costs of MSW management and can be misleading.
How FCA Is Different
An FCA report differs from current munici-
pal accounting and reporting practices that
address different goals and audiences. For
the most part, local government financial
statements (including enterprise fund
accounting) do not focus on the flow of eco-
nomic resources or use the accrual basis of
accounting, which are cornerstones of FCA.
The Government Accounting Standards Board, in its Generally Accepted
Accounting Principles (GAAP) ,2 endorses the use of accrual accounting prac-
tices like FCA. Many cities and counties are required to conform to GAAP
Unfortunately, accrual accounting is not fully implemented or used in day-to-
day solid waste management. Most local government accounting, even under
GAAP, still focuses on the use of financial resources. FCA is a better measure of
the costs of MSW management because it recognizes the full costs of all
resources used or committed in support of operations.
Exhibit 1-1 lists the spectrum of costs associated with MSW management,
along with examples. This Handbook focuses on three major types of costs that
are relatively easy to determine:
Up-front costs comprise the initial investments and expenses necessary to
implement MSW services.
Operating costs are the expenses of managing MSW on a daily basis.
Back-end costs include expenditures to properly wrap up operations and
take proper care of landfills and other MSW facilities at the end of their
useful lives; the costs of post-employment health and retirement benefits
for current MSW workers also fall in this category.
Understanding the
Costs Used in FCA
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These three categories together cover the "life cycle" of MSW activities from
"cradle" (up-front costs) to "grave" (back-end costs). These costs give an accu-
rate and useful accounting for management and reporting.
The other categories of costs listed in Exhibit 1-1 can be included in the
scope of FCA, but require special consideration, as noted below. These costs are:
Remediation costs at inactive sites. Many local governments have inactive
MSW landfills that require "corrective action" for known contamination
of ground water, soil, or surface water. These remediation costs can be
relatively well estimated,4 though with somewhat more uncertainly than
other types of engineering projects such as roadbuilding.
Case in Point
Lafayette, Indiana
In 1992, Lafayette and West Lafayette,
Indiana, reported substantially different
average costs per household for solid waste
management. The difference turned out to
largely reflect costs for yard waste and
cleanup of a former landfill; West Lafayette
included those costs in its calculations
while Lafayette did not.
Including these costs in FCA is a matter of choice.
Because remediation costs are real and must be paid, they
can be included; moreover, they are the result of past
solid waste management practices and are thus relevant.
On the other hand, incorporating such remediation costs
for inactive landfills, which are not strictly costs of cur-
rent MSW management, could give a misleading impres-
sion of current MSW costs.
The decision to include remediation costs depends on
the intended use of the FCA information. For example, if
you are using FCA to document the revenue needs of an
MSW program, you might want to include costs entailed
by inactive sites. If you intend to use FCA to reveal the
current economics (e.g., cost per ton) of current MSW management or com-
pare your performance to other communities or state benchmarks, you might
want to exclude inactive site costs from such calculations.
Contingent costs are costs that might or might not be incurred at some
point in the future. These costs can best be described in probabilistic
terms: their expected value, their range, or the probability of their exceed-
ing some dollar amount. Examples include the costs of remediating
Remediation Costs
Factors to consider in determining how to handle remediation expenditures are:
Probability of occurrence
Status of sites
Known need to remediate
(noncontingent cost)
Potential future need to
remediate (contingent cost)
Active Site
Include in FCA as operating
cost
Optional (might not turn
out to be a cost)
Inactive Site
Optional (not a cost of cur-
rent activities)
Optional (might not arise
and not related to current
activities)
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Exhibit 1-1
Types and Examples of MSW Management Costs
Up-Front Costs
Public education and outreach
Land acquisition
Permitting
Building construction/modification
Operating Costs
Normal costs
- Operation and maintenance (O&M)
- Capital costs
- Debt service
Unexpected costs
Back-End Costs
Site closure
Building/equipment decommissioning
Post-closure care
Retirement/health benefits for current employees
Remediation Costs at Inactive Sites
Investigation, containment, and cleanup of
known releases
Closure and post-closure care at inactive sites
Contingent Costs
Remediation costs (undiscovered
and/or future releases)
Liability costs (e.g., properly
damage, personal injury, natural
resources damage)
Environmental Costs
Environmental degradation
Use or waste of upstream resources
Downstream impacts
Social Costs
Effects on property values
Community image
Aesthetic impacts
Quality of life
unknown or future releases of pollutants, such as leaks from currently
operating municipal landfills. Contingent costs also include the liability
costs of compensating for as yet undiscovered or future damage to prop-
erty or persons adversely affected by MSW services. Both of these types
of contingent costs can be projected, but not very precisely. (In contrast,
where there is a known need to remediate, costs can be projected much
more precisely.) Insurance premiums for appropriate coverages, if avail-
able, could serve as surrogates for the contingent liability costs of prop-
erty damage and personal injury. You will need to decide whether or not
to include these elements in FCA.
Environmental costs are the costs of environmental degradation that can-
not be easily measured or remedied, are difficult to value, and are not
subject to legal liability. Such environmental costs often are termed
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"externalities' by economists. To truly capture all of the important life-
cycle cost elements, some people advocate assessing the upstream (and
downstream) environmental costs of resource use, pollution, and waste
entailed in providing goods and services. For example, manufacturing and
transporting MSW management equipment and vehicles can entail envi-
ronmental impacts prior to their use, such as depletion of nonrenewable
mineral resources, air and water pollution, and waste generation. In addi-
tion, downstream environmental impacts can also arise from the eventual
decommissioning or ultimate disposal of the MSW equipment and vehi-
cles. You'll need to decide whether your FCA efforts should attempt to
include environmental and upstream/downstream costs, for which widely
accepted measurement and valuation methodologies do not yet exist.
Social costs are adverse impacts on human beings, their properly, and their
welfare that cannot be compensated through the legal system. Social costs
(also termed "social externalities') are similar to environmental externali-
ties and are sometimes grouped together under an umbrella term. Just as
with environmental externalities, the costs of social externalities can be
difficult to determine. While FCA focuses on costs that can be valued
readily in the marketplace, understanding social costs is important for
planning efforts. Social costs include the impacts of MSW transport on
neighborhoods along the routes taken, as well as the impacts of MSW
facilities themselves. Issues of "environmental justice' can arise for plan-
ners when any of the following fall disproportionately on certain social
groups: (1) adverse effects on property values, community image, and
aesthetics; (2) opportunity costs of alternative and future land uses; and
(3) noise, odor, and traffic. This Handbook does not attempt to monetize
social costs or describe methodologies for doing so, although some refer-
ences57 are provided from a growing body of knowledge aimed at better
characterizing and valuing these impacts.
Exhibit 1-2 lists the types of costs that can be included in FCA and summarizes
the methodologies for estimating those costs.
When summing costs, a key question to consider is "whose costs to include?'
Whose Costs FCA FCA can include:
Can Include * Local government solid waste organization costs only
All local government costs
Costs incurred by private sector service providers not covered above
Costs incurred by the customer base not covered above
Residential, commercial, or all customers
Costs incurred by volunteer and nongovernmental groups
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Exhibit 1-2
FCA Methodologies
Cost Category Methodology
Up-front Costs
Operating Costs
Back-End Costs
Remediation Costs
Contingent Costs
"Environmental Costs"
"Social Costs"
Identify up-front outlays
Uncover hidden costs and include oversight and support outlays
Depreciate up-front outlays
Identify operating outlays
Depreciate capital outlays
Uncover hidden costs
Add in oversight and support outlays
Estimate back-end outlays
Include oversight and support outlays
Amortize estimated back-end outlays
Estimate outlays and duration; annualize
Estimate probability and magnitude of costs
Estimate expected value; annualize
Describe environmental "externalities'
Monetize (e.g., contingent valuation, damage function approach)
Describe social "externalities'
Monetize (e.g., contingent valuation, damage function approach)
Your state's laws might determine which of these
costs to include. For example, the Indiana FCA law
requires local governmental units that provide solid waste
management to calculate and report both the full and per
capita costs of such services. In Indiana, costs should be
included for any MSW service a community provides
either directly or indirectly through contract or franchise
services. Services provided independently by private com-
panies not under municipal contract or franchise are not
included.
Local Government Costs. Communities that handle
MSW management through enterprise funds frequently
employ a form of FCA, often defining the scope in terms
of all or most local government costs, but sometimes
Case in Point
Including Collection Costs
in Indiana
If an Indiana town owns and operates a
landfill but performs no collection services,
should collection costs be included in FCA?
If the town has nothing at all to do with
collection, collection costs should not be
included. If the town monitors the perfor-
mance of private waste collection firms or
otherwise expends resources to oversee col-
lection services, then the town's costs should
be included in FCA. If the town contracts
for or franchises collection services, collec-
tion costs should be included.
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solely in terms of the costs incurred by the government unit responsible for
MSW. State and local accounting rules and practices can strongly influence
financial accounting and reporting for MSW enterprise funds.
Private Sector Costs
In many communities, the private sector
provides some or all MSW services,
whether independently, under contract
with a local government, or through a
franchise arrangement. FCA need not
unduly burden such service providers. You
do not need detailed, proprietary informa-
tion to determine full costs. Collecting
some basic service and price data should
be sufficient to allow you to prepare FCA
reports.
Service Vendor Costs. Where MSW services are
provided independently of local governments, vendors
bill or charge their customers to recover their costs
and some profit. The prices set for these customers
become the costs incurred by the customer base. These
costs are quite clear to customers and need not be part
of FCA. On the other hand, FCA can be used to
describe the costs of the complete MSW system by
adding local government costs to costs paid directly by
citizens.
Service Customer Costs. The customer base also
incurs costs not covered above that are usually not
measured or valued, but could be included in FCA.
These costs reflect the customers' time and materials
costs of separating and preparing recyclables, putting
MSW on the curbside for pickup, and so on. Because these costs are not hid-
den from the customers (who incur them directly), they can be omitted from
FCA, which aims to uncover costs that are not necessarily clear to customers or
public officials.
Types of Customers. Another important issue is deciding whether FCA
should be applied to residential, commercial, industrial, institutional, or all sys-
tem customers. It can be useful to account separately for commercial, industrial,
institutional, and residential customers and not combine the costs of serving
such potentially different customer bases.
Costs of Volunteers. Volunteers and nongovernmental organizations also
might incur costs not covered above to support MSW management. For exam-
ple, many community groups (and businesses) have volunteered to "adopt"
stretches of roads and highways for litter control. Volunteer help might take the
form of "paper drives' or assistance at recycling drop-off centers. A community
group might organize a public education campaign. (See discussion
"Uncovering Hidden Costs' in Chapter 4.)
Whatever the decision, FCA reports should be explicit about their scope,
both in terms of which types of costs and whose costs are included.
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Chapter 2
The Scope of FCA for
MSW
Many communities have discovered that integrated solid waste manage-
ment (i.e., using a mix of solid waste management approaches) can
minimize costs and environmental effects and maximize recovery and
conservation of energy and materials. No single solid waste management
approach is perfect. Some waste cannot be successfully recycled, composted, or
converted to energy. In addition, some waste will always need to be landfilled,
along with any residues from recycling, composting, and waste-to-energy (WTE).
Communities using integrated solid waste management can use FCA to commu-
nicate the costs of different MSW approaches.
This Handbook distinguishes between two ways of disaggregating the entire
MSW system. You can focus on the various activities that are the building blocks of
the system or the paths that MSW follows in the course of integrated solid waste
management (i.e., point of generation through processing and ultimate disposition).
Both the "path" and "activity" ways of looking at MSW costs can be useful. Because
these two perspectives share common terminology, it is important to be explicit in
presenting FCA data so that users understand the costs of different services. MSW
activities include:
Waste collection
Operation of transfer stations
Transport of waste from transfer stations to waste management facilities
Waste processing and/or disposal at waste management facilities
Any sale of by-products
MSW paths are cross-cutting components of the solid waste system. Four
primary solid waste management paths are:
Recycling
Composting
Waste-to-Energy
Land disposal
Understanding the costs of each MSW activity often will be necessary for
compiling the costs of the entire system and helps you evaluate whether to pro-
vide a service yourself or contract out for it. Understanding the full costs of each
path is an essential first step in discussing whether to shift the flows of MSW one
way or another.
The Complete Job of
Solid Waste
Management:
MSW Activities and
Paths
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Exhibit 2-1 presents a generic flow chart illustrating how solid waste manage-
ment is composed of activities and paths. Activities appear as boxes organized in
five rows on the flow chart. Because source reduction keeps MSW from entering
the management system, it is not included as an activity in Exhibit 2-1. Source
reduction also does not appear as a path in Exhibit 2-1 because it reduces the
amount of MSW that flows along the paths shown. The costs of source reduction
activities, however, should be recognized in FCA. Exhibits 2-2 through 2-5 illus-
trate the four solid waste management paths.
Note that recycling, composting, and WTE paths all rely, in part, on land
disposal of their residues, if any. Activity costs for land disposal, therefore,
should be allocated to MSW paths in proportion to each path's contribution of
waste for disposal. For example, in calculating the costs of the composting,
recycling, and WTE paths, each path should be assigned the waste disposal
activity costs entailed by the residues each sends for landfilling. (This means
that the full costs of the landfilling path might be less than the full costs of the
landfilling activity.) Other shared activity costs, such as collection, transfer, and
transport, also should be assigned fairly to waste paths in proportion to the
weight or volume of MSW headed in each direction.
Typically, local governments focus on the costs of the component activities of
solid waste management, such as collection and disposal. Accounting systems
might even be set up to record expenditures separately for these different MSW
activities. Additionally, deciding whether to privatize or outsource services can
depend on good cost accounting on an activity basis. However, in considering
changes to the level of MSW activitieswhich affect how much MSW ends up
being recycled, composted, converted to energy, or landfilledyou should focus
on the costs of the different MSW paths, including all their component activities.
The economics of recycling, composting, WTE, and disposal paths are strongly
affected by the costs of collection, transfer, and transport.
Exhibit 2-6 shows the relationship between MSW activities and paths. The
checks indicate those activities that are inescapable parts of MSW paths, but all
the other cells are potentially part of a given MSW system as well. Paths include
the cost of managing waste from the point of generation through processing and
ultimate disposition. For example, a land disposal path can include costs from
mixed waste collection, transfer station, transport, landfill and by-product sales
activities. A recycling path might combine activity costs from curbside collection
for recyclables and/or a drop-off recycling center, a materials recovery facility
(MRF), and a landfill for disposal of nonrecyclable residues. Analyzing paths
allows you to evaluate costs and revenues associated with individual waste man-
agement options and their respective impacts on total waste management system
costs. The specifics will vary across communities.
In disaggregating full costs for the complete job of handling solid waste in a
community, the "bottom line" will remain the same whether disaggregated by
activity or path. If the purpose of presenting disaggregated information is to facili-
tate comparisons within a community about different programmatic options of
handling solid waste, then the full costs are better presented in terms of MSW
paths. In that way, discussions about whether to expand or reduce recycling, com-
posting, or WTE programs in a community will be based on the actual econom-
ics of each path. If the purpose of presenting disaggregated information is to
facilitate discussions about whether a service can be performed for a community
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Exhibit 2-1
Solid Waste - Generic Flow Chart
Collection
Activity
Mixed Waste
Collection
Recyclables
Collection
Yard Waste
Collection
Transfer
Station
Activity
Transfer j
Station
Transfer
Station
.J L.
Transfer
Station
Transport
Activity
I Transport h
L-.. _ ..J
I Transport I I Transport I
Solid
Waste
Facility
Activity
Waste-to-
Energy
Landfill
I
MRF
Compost
Facility
Sales
Activity
Sale of
Energy
Sale of
Energy
Sale of
Recyclables
Sale of
Compost
-------
Exhibit 2-2
Recycling Path - Generic Flow Chart
Collection
Activity
Mixed Waste
Collection
Recyclables
Collection
Collection
Transfer
Station
Activity
Transfer j
Station
j Transfer
Station
Transport
Activity
I Transport h
i 1
I Transport I
Solid
Waste
Facility
Activity
Waste-to-
Landfill
MRF
Compost
Sales
Activity
Sale of
Sale of
Sale of
Recyclables
Compost
-------
Exhibit 2-3
Composting Path - Generic Flow Chart
Collection
Activity
Mixed Waste
Collection
Collection
Yard Waste
Collection
Transfer
Station
Activity
j Transfer j
Station
Transport
Activity
ansport h
I Transport I
Solid
Waste
Facility
Activity
Waste-to-
Landfill
I
MRF
Compost
Facility
Sales
Activity
Sale of
Sale of
Sale of
Compost
-------
Exhibit 2-4
Waste-to-Energy Path - Generic Flow Chart
Collection
Activity
Mixed Waste
Collection
Recyclables
Collection
Collection
Transfer
Station
Activity
Transfer j
Station
Transport
Activity
I Transport I
L_ _ 1
11* fi n ^n c\
Solid
Waste
Facility
Activity
Waste-to-
Energy
Landfill
MRF
Compost
Sales
Activity
Sale of
Energy
Sale of
Recyclables
Sale of
Compost
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Exhibit 2-5
Land Disposal Path - Generic Flow Chart
Collection
Activity
Mixed Waste
Collection
Collection
Collection
Transfer
Station
Activity
Transfer j
Station
ransfer
Transport
Activity
I Transport I
i _
Solid
Waste
Facility
Activity
Waste-to-
Landfill
MRF
Compost
Sales
Activity
Sale of
Sale of
Energy
Sale of
Compost
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Exhibit 2-6
Potential Cross-Walk Between MSW Activities and Paths
Land
Recycling Composting WTE
MSW Activities Path Path Path
Collection ? ? ?
Disposal
Path
Transfer Station (s) ? ? ? ?
Transport ? ? ? ?
Facility (ies) J J J J
Residuals Disposal J J J
By-Product Sales J J J ?
Education/Outreach ? ? ? ?
at a better price by a different provider, then the full costs might be better pre-
sented in terms of MSW activities.
The FCA approach used in this Handbook lets you have the best of both
worlds. In reporting FCA information, you can tailor the format to your commu-
nity's needs and interests. Counties, cities, and towns can continue to track costs
by activity, use that data in privatization or outsourcing (e.g., "make or buy")
decisions, and report full costs to the community. Some audiences might want the
costs reported separately for waste management paths such as recycling, compost-
ing, WTE, and land disposal. Reporting costs per ton for MSW paths can facili-
tate comparisons of different waste management strategies. In responding to such
needs:
Remember that some of the activity costs of running landfills properly
belong to paths such as recycling, composting, and WTE. These paths
should be allocated their fair share of landfill activity costs based on how
much material (e.g., residues) they send to landfills.
You might need to allocate collection, transfer station, and transport activ-
ity costs appropriately to each solid waste management path in proportion
to their use of those activities.
Mixing "apples and oranges' can cause confusion. If your community uses
more than one MSW path, consider reporting costs by either activities or
paths to avoid confusion.
The flow charts do not include other functions important to any solid waste
program, particularly community education and outreach, executive and over-
sight functions, and support services such as billing, maintenance, and the like.
These functions can be provided directly by the solid waste department or by
other units of local government. Chapters 3 and 4 will describe how to identify
and incorporate the costs of these functions in FCA.
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ooฎe
Chapter 3
Compiling FCA Data
Because of the many different ways that local governments handle solid
waste, there is no single recipe appropriate for all jurisdictions. You can
adapt the approach described here to fit your own circumstances. As
described in Chapter 1, FCA requires information about up-front, operating,
and back-end costs of your current system. To compile this information system-
atically, the following information is helpful:
Descriptive information about your current program, including its his-
tory, scope, and future plans.
Inventory of assets such as vehicles, buildings, equipment, and land as
well as the human resources employed to manage MSW.
Organizational review identifying supervisory and advisory units to
which the solid waste program reports as well as providers of services to
the solid waste program.
Available financial records and reports.
As illustrated in Exhibit 3-1, these four sources of information provide all
the raw material needed to conduct FCA.
What your solid waste management system costs depends on what it does. To
avoid overlooking some costs, your community might want to profile its cur- p F) * t*
rent MSW program. The program description can answer such important ques-
tions as:
How much waste is involved?
Who moves it?
How?
How often?
How far does it travel?
How long does each trip take?
You might want to write down all the steps that solid waste takes from its
generation to the point of processing and final disposition. By identifying all of
the activities that make up your system, you can now determine their costs.
Drawing a schematic diagram or flow chart of your current MSW program,
developing a history or chronology of the program, and reviewing your plans
-------
Exhibit 3-1
Getting Started in Full Cost Accounting
Examine
Community
Accounts and
Records
Profile
MSW
System
Clarify
Organizational
Relationship
Inventory
Land, Vehicles,
Structures, and
Personnel
for the future can all help paint a more complete picture of your current MSW
management system.
MSW Flow Chart. You can use the flow chart shown in Exhibit 2-1 to map
the waste flows from collection or drop-off, through transfer stations or process-
ing facilities (MRFs), to ultimate disposal. This flow chart can help you account
for all of the major activities involved in moving solid waste. You might want to
tailor and annotate the flow chart to reflect your community.
Program History. The history or chronology of your solid waste program
helps identify up-front costs that already have been incurred as well as current
operating costs. The purpose of the chronology is to shed light on your current
solid waste system. (See Exhibit 3-2.)
Future Plans. Your review of future plans can focus on anticipated dates of
closure of currently operating facilities and other anticipated future capital out-
lays entailed by current operations. This can help identify back-end costs. Plans
for landfill closure and post-closure care should exist. If they have not already
been developed, cost estimates can be prepared based on those plans.
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Exhibit 3-2
Sample Solid Waste Program History/Chronology
1962 Initiated collection activities in the central borough; wastes disposed of at Old Pond
Farm, north field.
1968 Expanded collection to five towns. Opened municipal transfer station.
1972-3 Contracted with XYZ Corp. for feasibility study of waste-to-energy facility. Held
three public meetings. Decision deferred.
1974 Old Pond Farm landfill deeded to the county.
1976 Set up citizen advisory committee on county solid waste planning; meetings every 6
months.
1977 Purchased 12 new collection vehicles.
1981-4 Initiated process to locate new landfill, including land use studies (ABC Corp.),
technical studies (LMN Co.), and public meetings.
1985-7 Acquired land for new landfill. Initiated permit process with state DER
1988 Discovered problems at Old Pond Farm landfill.
1990 Received 3-year grant to start recycling program.
1991 Purchased three vehicles and leased warehouse on Main Street for recycling program
for newspapers, bottles, and cans covering about one-third of community.
1992 Received permit for new landfill; stopped accepting waste at Old Pond Farm landfill.
1993 State university offered to donate composting system.
Next, you can compile an inventory of publicly owned or used equipment,
vehicles, buildings, and land employed in MSW management. (See Exhibit
3-3.) For each item on the inventory, you might wish to ask such pertinent
questions as: Is it owned or leased? When was it acquired? At what cost? What
is its useful remaining life? The inventory also can include descriptive informa-
tion such as the capacity, quantity, and location of physical assets and can serve
as a basis for developing depreciation schedules and identifying operating costs,
as described in the next chapter. The inventory can include the local govern-
ment employees involved in the program, as well. How many are there? Where
are they? What do they do? How often?
Cross-checking the inventory against the program description can be help-
ful: Are all the physical assets required for each program activity found on the
inventory list? If not, why? Are some assets acquired through service contracts
with vendors? If so, you might want to check your financial records for pay-
ments to vendors. Items on the inventory might reveal gaps in your program
profile, representing potentially overlooked program activities and correspond-
ing costs. The same logic applies to human resources.
Inventory of Physical
Assets and Human
Resources
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Exhibit 3-3
Sample Inventory Format
cy
Program Element Leased?
Collection
Equipment
Vehicles
- 6 compactor trucks
- 1 trailer
- 2 vans
- 1 pick-up
Structures
- 1 garage
- 1 maintenance shed
Transfer Station
Equipment
- 1 front loader
- 1 back loader
Vehicles
- 1 pick-up
Structures
- 1 scalehouse
Land
Transport
Equipment
- 1 transfer trailer
Vehicles
Facilities
Equipment
- weighing scales
Vehicles
- 3 water trucks
Structures
Land
When?
Cost?
Life?
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You might also want to review your MSW program's position in your local gov-
ernment, including organizations that provide executive oversight, such as a
Department of Public Works, Board of Freeholders or Supervisors, or the
Mayor's office, as well as forums for public review and input, such as publicly
supported citizens' advisory boards and planning committees. You can use the
organizational chart or local government phone directory to identify relevant
service providers, such as legal, payroll, motor pool, and health departments.
For example, if the health department provides the inspectors who review oper-
ations at MSW facilities, then it is a service provider.
This review can help identify those public sector organizations to which the
solid waste program reports or is otherwise responsible, as well as those organiza-
tions that provide services to the solid waste program. Both types of organiza-
tions can incur costs that should be recognized in FCA.
To ensure all costs are included, you might develop a checklist of potential
support services to determine how they are provided to your MSW program.
For example, billing services, which might be handled by a separate department
entirely, should not be overlooked, because such services incur costs in support-
ing your MSW program. Similarly, centralized purchasing, data management,
legal, and human resources services should be recognized in FCA. A list of
potential support services appears later in this chapter in Exhibit 3-4 and in
Chapter 4.
Organizational Review
Finally, you might wish to collect and review your local government's relevant
financial records and reports. Although several good guides to government
accounting exist, the best approach to understanding financial reports is to
communicate directly with the people responsible for keeping the records and
preparing accounting reports. Some questions to consider include: What is
being bought? What payments are made? Do they relate to MSW? Answers to
these questions can help produce a more complete accounting of costs.
Determining how your accounts are organized can help you determine feasible
methods of identifying and allocating costs. (An account is a financial record
that collects specific types of costs, revenues, or outlays.) Many state govern-
ments have established classifications (termed a uniform chart of accounts) for
local government use. Solid waste services often are classified under sanitation,
which is further broken down into sanitary administration, street cleaning,
waste collection, waste disposal (with separate accounts for each facility), sewage
collection and disposal, and weed control. Thus, it might take extra effort to
determine costs of yard trimmings collection if the work is performed by street
cleaning crews (or street department crews) accounted separately from other
solid waste services.
Financial Records
Review
-------
Typically, local governments classify outlays as current expenditures, capital
outlays, or debt service and further classify these outlays by program and activ-
ity. Local governments usually maintain separate accounts for different types of
expenditures and report them as separate line items in financial reports.
Expenditures are grouped according to the types of items or services purchased,
for example:
Salaries and wages
Employee benefits
Purchased professional and technical services
Purchased property services
- Utility
- Cleaning
- Repair and maintenance
- Rentals
- Construction
Other purchased services (e.g., insurance, printing, and travel)
Supplies (e.g., general, energy, books and periodicals, and food)
Property
- Land
- Buildings
- Other improvements
- Machinery and equipment
- Vehicles
Accounts might or might not be structured to correspond to activities in
your solid waste program. For example, there might be no separate account for
waste collection. Lease payments for solid waste vehicles might be reported
together with lease payments for all vehicles used by your local government's
agencies. Therefore, you might need to disaggregate or allocate accounts (see
Chapter 4). On the other hand, accounts might be more disaggregated than
needed for FCA. For example, labor costs might be reported separately for dif-
ferent transfer stations; such data can be combined for FCA. You might need to
spend time to learn what your local government's accounts contain and mean.
In general, you can work with the available financial information, filling in the
Q+ f^l j gaPs and making appropriate adjustments. To ensure that you identify all gaps
Jo & and know which data to look for, you might wish to develop a systematic "cost
framework." This framework can help you avoid becoming lost in the details,
double-counting some costs, or missing costs.
An example of an organizing framework is presented in Exhibit 3-4. The
columns should cover all the relevant categories your local government uses to
report its expenditures. The rows should include several components:
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All MSW activities in the system
Oversight
Support services
The rows in Exhibit 3-4 represent cost centers. A cost center is any municipal
activity that receives separate accounting attention. Depending on the scope
and complexity of your solid waste management program, you might want to
establish cost centers for any or all of the following:
Collection
- Mixed waste collection
- Curbside (or backyard) collection of recyclables
- Drop-off centers for recyclables
- Yard trimmings collection
- Other
Waste transfer stations
Waste transport
Waste management facilities
-MRFs
- Compost facilities
- WTE facilities
- Landfills
Public education and outreach
Other (e.g., household hazardous waste)
Oversight
Support services
You can use an organizing framework to determine what financial informa-
tion is relevant and whether or not it is included in available financial reports.
As long as there is no overlap or gaps between the columns (financial accounts)
or rows (MSW activities), the framework can help you avoid doublecounting
and gaps.
Because each MSW activity might have up-front, operating, and back-end
costs, Exhibit 3-5 shows another organizing framework. To combine the two
approaches illustrated in Exhibits 3-4 and 3-5, add rows for oversight and sup-
port services for each of the solid waste program activities listed in Exhibit 3-5.
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Exhibit 3-4
Sample Organizing Framework
Financial Accounts
SOLID WASTE
PROGRAM
ACTIVITIES
Labor
Vehicles
Equipment Rent
Contract Other
Services Interest Payments
1. Collection
2. Transfer Stations
3. Transport
4. Facilities
5. Sales
6. Education and
Outreach
7. Other
Support
Accounting
Billing
Building Operations
Clerical
Communications
Data Processing
Insurance
Legal
Payroll
Personnel
Purchasing
Records Management
Other
Oversight
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Exhibit 3-5
Sample Organizing Framework
SOLID WASTE
PROGRAM
ACTIVITIES
Labor
Vehicles
Equipment
Financial Accounts
Contract Other
Rent Services Interest Payments
1. Collection
- Up-Front
- Operating
- Back-End
2. Transfer Stations
- Up-Front
- Operating
- Back-End
3. Transport
- Up-Front
- Operating
- Back-End
4. Facilities
- Up-Front
- Operating
- Back-End
5. Sales
- Up-Front
- Operating
- Back-End
6. Education and
Outreach
- Up-Front
- Operating
- Back-End
7. Support Services
8. Oversight
9. Other
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The Difference
Between Costs and
Outlays
R
Chapter 4
All ig Costs
Iecognizing the difference between costs and outlays is essential to FCA.
This Handbook defines cost to mean the dollar value of resources as they
are used or committed in an MSW program. An outlay is defined as an
expenditure of cash to acquire or use the resource. For example, a cash outlay is
made when a collection truck is acquired, but the cost of the truck would be
incurred over its active life. The cost of the truck, therefore, should be allocated
over the period of its use because every year of use contributes to the deteriora-
tion of the truck's value, until it must be replaced with a new truck, requiring a
new cash outlay.
Similarly, outlays for constructing and permitting a landfill are made before
its active life, while outlays for closure and post-closure care are made after its
active life. All of these outlays are needed to acquire and use the resource of
landfill capacity. Therefore, the costs of using this resource should recognize
those up-front and back-end outlays as the landfill capacity is used during its
operating life.
This distinction is important because while current governmental accounting
practices account for outlays of public funds, they do not serve as a good basis for
estimating the costs of MSW management. For example:
Many communities acquired and developed landfill sites years ago.
Current cash flow does not reflect those past outlays.
Some necessary cash outlays will occur after a waste management facility
ceases operations, such as outlays for site closure and post-closure care.
Many costs due to MSW management might be hidden in "overhead"
outlays or simply not recognized as costs because no outlays occur.
Exhibit 4-1 illustrates cash outlays (dark line) for land disposal over time.
Cash outlays typically peak at the front and back end of a landfill's life. Yet
these outlays all support the operating life of the facility, shown as the shaded
area. The dotted line represents the full costs of the facility spread evenly over
its operating life. Cash outlays (dark line) during the operating life of the land-
fill are substantially less than the full cost (shaded area). As a result, relying on
cash outlays can be misleading. As one necessary step to determine the full costs
of MSW management, outlays should be converted to costs. How they are con-
verted depends on whether they are routine cash outlays, capital outlays, or
future outlays.
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Exhibit 4-1
Illustration of Landfill Life Cycle Outlays and Costs
Up-Front
Outlays
Operating Period
Outlays
Back-End
Outlays
Operating Costs
I (Fully Reflects All Life Cycle Outlays)
10
Years
60
I
Pre-Operational
Period of Studies,
Landfill Acquisition,
Construction, and Permitting
Operating
Period
Post-Operating Period
For Closure and
Post-Closure Care
Routine cash outlays for solid waste management activities are usually the
same as the operating costs of those activities. Operating costs are regularly
recurring costs of resources that are used over a short period of time (i.e., less
than 1 year) and routinely reacquired in order to support ongoing operations.
Operating costs generally include the following:
Personnel wages, salaries, benefits
Building and vehicle maintenance
Power and fuel
Rent and leases
Contract services
Interest (including mortgage interest)
The cash outlays for these items might be made biweekly or monthly, and
these items actually are "used up" over the same period of time. For the pur-
poses of an annual FCA report for solid waste management activities, cash out-
lays throughout the year for these routine, recurring expenditures equal their
operating costs.
A capital outlay is an outlay of cash to acquire a resource that will be used
for more than one year. Examples include the purchase price of collection vehi-
cles and other equipment, as well as the up-front siting, land acquisition, and
construction outlays for new landfills and facilities. Cash flow accounting
Routine Cash
Outlays, Capital
Outlays, and
Future Outlays
-------
would record these capital outlays in the year that the resources are acquired,
overstating the cost of solid waste management services during that year and
understating costs during subsequent years. A capital outlay can be converted
into an annual cost using the established accounting technique of depreciation.
Depreciation is a method of allocating the costs of capital outlays over
the useful life of the resource. A simple "straight-line" depreciation
method calculates depreciation costs by dividing the capital outlay by
the useful life of the resource acquired. For example, a collection truck
that costs $150,000 with a useful life of 10 years would have an annual
depreciation cost of one-tenth of its total capital cost, or $15,000.
Similarly, if a landfill is expected to last 20 years, then the annual depre-
ciation cost for up-front land acquisition, landfill construction, and per-
mitting would be one-twentieth of that outlay.3
You might need to review outlay accounts from prior years to determine
which outlays were made to acquire resources that are still in service and to cal-
culate the depreciation associated with those assets. For example, if you have 20
mixed waste collection trucks in service, and your records indicate you have
made outlays of $1,800,000 over the past 10 years to acquire those trucks, then
annual depreciation for the collection trucks would be $180,000 (i.e., one-tenth
of outlays, based on a 10-year useful life). No depreciation should be recorded
for assets that have remained in service after their estimated useful life, if they
already have been 100 percent depreciated. The inventory of equipment, vehi-
cles, facilities, and land discussed in Chapter 3 can be very helpful in identify-
ing those outlays that need to be depreciated:
Depreciate Don't Depreciate
Owned equipment, Leased equipment,
vehicles, and structures vehicles, and structures
Up-front developmental Back-end expenses
expenses for programs and (amortize these instead)
facilities
Landfill property All other land
(i.e., capacity)
How do you value assets for which outlay information cannot be found?
The preferred option is to estimate the original outlay for the asset, based on
the known prices of comparable items, when the asset was likely purchased.
Another way is to determine (appraise) the asset's current market value (e.g.,
through an appraisal) and remaining useful life. Both of these options are
preferable to valuing an asset based on the price of replacing it with a new one.
However, replacement value can be an acceptable measure for some purposes,
(e.g., when using FCA for financing capital replacement funds). For assets that
appear to be "free," see the section below on uncovering hidden costs.
An alternative to setting fixed depreciation schedules for up-front landfill costs is to depreciate those costs as landfill capacity is
actually used (e.g., per cubic yard of volume). This is more accurate but more complicated than the straight-line method men-
tioned above.
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Exhibit 4-2
Standard Life for Selected MSW Heavy Equipment
Standard Description
Standard Life
Years
Standard Description
Standard Life
Years
Backhoe, Tamper Wheeled
Backhoe, Tamper Track
Compactor, Landfill
Compressor, Air
Forklift, Gas
Grader, Road
Loader, Wheeled (w/claw)
Scraper, Earth
Sweeper, Street
Tanker, Water
Tractor, Crawler
Trailer, Fuel
Trailer, Equipment
5
Trailer, Recycling
8 Trailer, Transfer (aluminum)
Trailer, Transfer (top loading steel)
5
5
8
8
5
5
7
7
Truck, Automated, 13-15 cy
Truck, Automated, 18-20 cy
Truck, Automated, 25 cy
Truck, Semi-Automated
Truck, Flatbed
Truck, Water
Truck, Tractor w/Fifth Wheel
Truck, Other
5 Truck, Rearloader
10
10
Truck, Recycling, 37 cy
Truck, Recycling, 20 cy
7
8
8
5
5
5
5
7
10
8
5
5
7
7
Source: Sacramento County, 2/93
To determine useful lives of equipment, vehicles, structures, and landfills,
rely on local experience (e.g., how long have compactor trucks lasted in the
past), design specifications, and vendors' representations. Exhibit 4-2 presents
standard operating life values for selected heavy equipment used by Sacramento
County, California.
Buildings, vehicles, and equipment that are owned should be depreciated
over their remaining useful lives. If the purchases were financed, interest pay-
ments should be included as operating costs. Buildings, vehicles, and equip-
ment that are leased generally should not be depreciated; you can treat lease
payments as operating costs. In general, you should not depreciate capital out-
lays for land; land acquired for use as a landfill has a finite useful life and
should be depreciated, however.
What about up-front developmental costs for new MSW programs, such as
recycling? Outlays for community education and program planning can be sub-
stantial. These up-front expenses should be "capitalized" (i.e., treated as a capi-
tal outlay) and depreciated over the useful life of the program being launched.
The continuing expenses of maintaining MSW programs and public education
are simply operating costs.
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Buying and Depreciating a
3-Year Lease
Although lease outlays usually are treated
as operating costs and not depreciated, sit-
uations could arise where depreciation is
appropriatefor example, where a multi-
year lease is purchased for a one-time, up-
front payment. Depending on the market
for particular buildings, vehicles, and
equipment, a vendor might be willing to
cut an attractive deal. In such circum-
stances, the outlay should be depreciated
A future outlay is an expenditure of cash in the future that is obligated by
current or prior activities. For example, once you commence landfill operations
you are obligated to conduct landfill closure and post-closure care in the future.
Also, employee retirement benefits, such as pensions and health care, are future
outlays obligated by current employee services. Cash flow
accounting would record these outlays in the years they are
paid, overstating the full cost of solid waste management
services during those years and understating costs during
prior years. A future outlay can be converted into a cost
using the established financial technique of amortization.
Amortization is a method of determining the annual
costs associated with future outlay obligations. In
general usage, amortization refers to any process of
liquidating (i.e., allocating) a debt over time, as in the
amortization schedule for a mortgage. Thus, the
amortization of future outlays for landfill closure and
post-closure care recognizes that cost during landfill
operation.
proportionately over the life of the lease.
Amortization of Future Landfill Closure and Post-
Closure Care Outlays. A special issue for MSW landfills
involves the recognition of the financial obligations associated with landfill clo-
sure and post-closure care activities. Cash outlays for these future liabilities
might not occur for many years. To ensure that government financial state-
ments systematically and appropriately recognize the costs of landfill closure
and post-closure care, GASB Statement No. 18 (August 1993)8 establishes a
consistent method for government entities to use. This method requires the
estimated total current cost of closure and post-closure care (i.e., the amount
that would be paid if all equipment and activities covered in the estimate were
acquired during the current year) to be recognized in proportion to the filled
capacity of the landfill. As prescribed in the following formula, the cost to be
recognized in a given year equals:
Estimated total current cost x cumulative capacity used * t ' 1
Total estimated capacity amortized
The designated amount should be reported as a cost in each year that the
landfill accepts waste. Closure and post-closure costs should include the cost of
supplies, equipment, facilities (e.g., final cover), and services (e.g., monitoring)
that will be incurred near or after the date that the landfill stops accepting
waste, regardless of their capital or operating nature. The current cost estimate
should be adjusted each year for the effects of inflation or deflation, as well as
more stringent regulatory requirements and changes in operating plans, if
applicable.
Although closure and post-closure care regulations apply only to MSW
landfills, future outlays for decommissioning other solid waste management facil-
ities also should be estimated and amortized as a good management practice.
If closure/post-closure obligations are amortized correctly, then any outlays
to trust funds used to demonstrate financial responsibility for those obligations
should not be treated as costs of closure/post-closure care. Only the transaction
-------
costs and service fees paid to trustees, or other fees involved in securing other
instruments, should be recognized as costs. These financial responsibility fees
(outlays) constitute operating costs.
Hidden costs, as used in this Handbook, are the costs of activities or resources
that appear to be free (i.e., no outlays are recorded or anticipated). Examples
include the following:
The City of Charlotte has an agreement with Mecklenberg County,
North Carolina, that allows Charlotte to dispose of 170,000 tons of
MSW per year at no cost.9 Is MSW disposal free for Charlotte? No. In
fact, Charlotte received the right to dispose of its waste at no charge in
exchange for the transfer of municipal assets to Mecklenberg County.
Thus, depreciating the value of those assets over the life of the agree-
ment would be one way to measure the cost of waste disposal to
Charlotte. Another way would be to consider the current market value
of the disposal rights owned by the city; instead of selling those rights,
Charlotte is using them.
Sacramento County's Solid Waste Enterprise Fund initially was financed
by a loan from the county government with no interest and no principal
repayment for the first 10 years.9 Although the capital was free to the
enterprise fund during this initial period, capital is never freein this
case, the county government lost the interest income. From an FCA
perspective, it might not matter which public entity incurs the cost.
Many small towns have been deeded their landfills by former owners.
Some towns have received gifts of composting equipment. Regardless of
how they have been acquired, such assets have value. That value is con-
sumed over time with use. Thus, there is a cost even where there has
been no outlay.
The value of using goods and services should be reflected as a cost, even if
there is no outlay. In general, items that are necessary or would otherwise need
to be purchased (as in the examples above) should be valued and costed.
Conversely, you can decide whether items that are neither necessary nor would
be otherwise purchased should be costed and recognized. As described in
Chapter 3, a starting point for FCA should be a detailed description of MSW
activities and an inventory of physical assets and human resources to ensure that
the costs and value of each activity are reflected in the full cost.
Uncovering
Hidden Costs
Overhead costs are the management and support costs of running a solid
waste program. Management and support labor costs (including benefits)
should be accounted for, together with a proportionate share of the office costs
(e.g., rent, office equipment, and utilities) incurred for management and sup-
port. Specifically, overhead for a solid waste program can include:
Management
Executive oversight
Advisory committees and coordinating bodies
Overhead Costs
-------
Case in Point
Prince William County, Virginia
Overhead costs can be significant. When pro-
jecting the costs of operating a solid waste
enterprise fund, the cost for county administra-
tion is often overlooked. For example, services
provided by the county attorney's office,
finance department (account analysis, consult-
ing services, investing services, and financial
statement preparation), the treasurer's office
(cash collection, recordation, and deposit), and
the budget office (budget preparation and
analysis) should be included.
In Prince William County, these costs aver-
age approximately $300,000-$400,000
annually. As a result, overlooking them can
significantly skew your assessment of how
much MSW management costs in your
community10
Case in Point
Sacramento County, California
In Sacramento County, California, solid
waste management is administered by the
Solid Waste Division of the Department of
Public Works. The time spent at the divi-
sion level directing the performance of
MSW transfer station, transport, recycling,
and disposal activities is an exclusive over-
head cost that should be recognized.
Because the Solid Waste Division is a unit
of the Department of Public Works a por-
tion of the departmental management costs
should be included as a shared overhead cost
in FCA.
Billing services
Clerical support
Data management
Human resources
Legal
Maintenance
Payroll and accounting
Personnel
Purchasing
Records management
Training expenses
Depending on the community, some overhead costs
will be exclusive to the MSW program while others will
be shared costs.b A given overhead item might be an
exclusive cost in one town but a shared cost in another.
Exclusive overhead costs apply solely to MSW manage-
ment; shared costs involve more than MSW management
(see Exhibit 4-3). For example, the costs of running a
solid waste advisory committee should be considered an
exclusive overhead cost, but the costs of running a citi-
zens' advisory committee for county planning in general
should be treated as a shared overhead cost. If your MSW
program operates its own garage for vehicle storage and
maintenance, those costs are exclusive overhead costs. If
MSW vehicles are stored and serviced together with other
community vehicles, those garage costs are shared over-
head costs. Because many overhead costs are not exclusive
to an MSW program, they are easy to overlook. Overhead
costs also can be overlooked because they do not appear
to be directly involved in the movement of MSW from
residences to processing, treatment, or disposal facilities.
Exhibit 4-4 presents a format for identifying and
recording overhead costs.
Accountants may refer to exclusive and shared costs using the terms direct and indirect, respectively. See the 1994 Governmental
Accounting, Auditing and Financial Reporting (GAAFR)''.
-------
Exhibit 4-3
Types of Overhead Costs
Type of Overhead
Oversight
Type of Cost
Exclusive
Shared
Support Services
Exhibit 4-4
Overhead Services Can Be Exclusive or Shared Costs
Item Exclusive Shared
Total
Accounting
Billing
Building Operations
Clerical
Data Processing
Executive Oversight
Insurance
Legal
Management
Outreach
Payroll
Personnel
Purchasing
Records Management
Solid Waste Advisory Council
Other
Total Overhead Costs
-------
Allocating Shared
Costs
Case in Point
Upper Arlington, Ohio
Because shared costs do not apply exclusively to MSW management but to
other government activities as well, you should allocate only a portion of these
costs to MSW. This allocation can be made on an aggregate basis for all shared
costs or on a line item basis. It might make sense to treat some line items indi-
vidually and group the remaining costs for aggregate
treatment. The goal is to identify MSW's fair share of
costs and reflect that amount in the FCA report.
For its yard trimmings collection and disposal
program, Upper Arlington, Ohio, assigns one
full-time employee, assisted by a part-time
employee during the spring and summer. One
vehicle is used for weekly collection and dis-
posal. To determine the cost of collecting and
disposing of yard trimmings, the town:
1. Analyzed total city expenditures to deter-
mine which costs should be considered
overhead.
2. Determined which costs have to be allo-
cated.
3. Determined the method for allocating
costs.
4. Determined the costs of yard trimmings
collection and disposal.
5. Added the allocated overhead costs to
nonoverhead costs to obtain total costs.12
Estimated costs for 1992 were:
Exclusive Costs
Personnel and operating costs
Vehicle costs
Gas, oil, parts
Labor
Depreciation
Interest expense
Total exclusive costs
$64,866
$3,400
1,815
14,292
3,836
$88,209
Allocated Costs
Divisional administration
Department administration
Citywide administration
Total allocations
Total yard trimmings cost
There are two relatively simple methods for allocating
shared costs to MSW: 1) size of budget relative to the
other government activities and 2) number of personnel.
Budget Share Method
To allocate shared costs according to the budget share
method, you first need to determine the annual budgets
of all government programs, excluding the costs of func-
tions being treated as shared. If your annual budget is
$13 million, and $3 million is spent by centralized sup-
port and oversight services, then $10 million can be used
as the denominator in the equation below. The numera-
tor is the budget of the MSW program itself. If you
spend $2 million on MSW, then the quotient (.2)
becomes the allocation multiplier, as shown:
MSW annual budget
= Allocation
Total budget minus centralized services Multiplier
Example
$2 million
$13 million - $3 million = $10 million
.2
MSW's portion of the shared costs is calculated by
applying the allocation multiplier against the total shared
costs:
$13,648
9,192
15,439
$38,279
$126,488
Allocation
Multiplier
Example
Shared
Costs
MSW's Portion
of Shared Cost
.2 x $3 million = $600,000
-------
Thus, annual MSW management costs $2,600,000 in this example. Two
million dollars are exclusive costs, and $600,000 are shared costs.
Personnel Share Method
The personnel share method is similar. The numerator in the equation below
is the number of employees (or full-time equivalents) in solid waste manage-
ment, including both salaried personnel and wage earners. The denominator is
the total number of personnel involved in government programs minus the per-
sonnel in the shared overhead and service units. The quotient is the allocation
multiplier, as shown:
MSW personnel
= Allocation
All personnel minus centralized service staff Multiplier
MSW's portion of the shared costs is calculated in the
same way as shown above. Applying the allocation mul-
tiplier to the total shared costs produces MSW's share.
The two methods might yield somewhat different
results, but extreme precision is not necessary. For some
shared costs, there might be no single "correct" alloca-
tion multiplier. Where local governments contract out
significant activities, the budget share method might be
preferable, because contract costs should be easier to
determine than the number of contractor personnel.
For specific shared cost line items, the following
allocation multipliers could be used:
Building maintenance
Vehicle maintenance
Billing and collection
Human resources
Computer/office
equipment services
Share of MSW floor-
space in square feet (to
total government
floorspace, excluding
space occupied by
building maintenance)
Personnel share
method
Share of vehicles
Share of miles driven
Share of fuel use
Share of MSW charges (to total amounts
billed for all taxes, fees, and charges)
Share of MSW accounts (to total number of
accounts billed)
Personnel share method
Share of computers/printers equipment
services
Behavioral Aspects of Allocations
Allocating shared costs equitably is some-
times easier said than done. Most people will
readily take credit for revenues but will be
more hesitant to accept responsibility for
costs, even though the costs and revenues are
related. This can lead to differences of opin-
ion on how to fairly apportion costs, particu-
larly when good data are not available.
Consider the person who answers the phone
at a municipal department of public works,
fielding calls about solid waste as well as
water/sewer service. How do you allocate
this person's time and cost? Even if the costs
involved are relatively small, the discussion
can heat up if the allocation process and
result do not seem fair. Because affected
managers must perceive the allocation
process to be fair, get their input when devel-
oping cost allocations.
-------
Inter-Department Billing
Creating special accounts or inter-department
billing systems can help achieve a more accu-
rate allocation of costs. For example, if there
are substantial legal costs associated with an
old landfill, then an inter-department billing
system can allow the legal department to
charge the old landfill account directly to
avoid confusing these costs with the ongoing
legal costs of the new landfill. In this case, the
old landfill account would record the charges
as a direct cost, the new landfill account
would be charged appropriately, and both
accounts would receive their shared cost allo-
cations for the more routine activities of the
legal department. Small communities may
need to record such inter-department charges
only for unusual, one-time costs, but larger
municipalities may benefit from more routine
inter-department billing to keep track of the
amount of support service costs devoted to
solid waste management.
Legal services Personnel share method
Budget share method
Payroll Personnel share method
Purchasing Share of purchases (number
of transactions or dollar value
of transactions)
The level of detail and amount of effort invested
should match the size of your MSW program. If shared
costs represent a relatively small percentage of total solid
waste management costs, then a simple allocation for-
mula will not distort significantly the full cost estimate.
Using a simple formula to allocate large shared costs that
might be unrelated to ongoing solid waste management
activities, however, could distort and overstate the full
costs of MSW activities.
For example, if solid waste management employees
account for 10 percent of all nonoverhead local govern-
ment employees, then solid waste management could be
allocated 10 percent of total local government support
service and oversight costs. This might be a reasonably
accurate way to allocate shared costs for centralized pay-
roll and personnel services. Legal costs, however, might
be largely attributable to an old landfill or other government liabilities unrelated
to current solid waste management. Using the personnel share method of allo-
cation could pose a significant potential for bias only if the legal costs being
allocated are substantial. In addition, if you contract (or use franchises) for
MSW services and do not directly perform many MSW activities, there might
be little overhead involved and few staff, but the budget share might be sub-
stantial; the budget share method would be more appropriate than the person-
nel share method in this scenario.
Following the guidance in this chapter, you can estimate the full costs of solid
P 11* Tt All waste management and complete a report like the one shown in Exhibit 4-5.
" Exhibit 4-6 shows an annual report of expenses prepared by the Sacramento
County Department of Public Works Refuse Enterprise Fund.
-------
Exhibit 4-5
Annual Full Cost of Solid Waste Management
Operating, Up-Front, and Back-End Costs
Operating Costs
Wages, Salaries, and Benefits
Maintenance
Power and Fuel
Rent/Leases
Contract Services
Interest
Insurance, Licenses, Taxes
Oversight and Support Services
Other
Up-Front Costs
Depreciation (Vehicles/Equipment/Buildings/Landfills)
Depreciation (Oversight and Support Services, e.g.,
Program Planning, Permitting, and Outreach)
Other
Back-End Costs
Amortized Closure and Post-Closure Care
Amortized Retirement Benefits
Amortized Oversight and Support Services
Other
Overhead Cost Share
Executive and Management Oversight
Centralized Support Services
Other
-------
Exhibit 4-6
Sacramento County Department of Public Works
Refuse Enterprise Fund Expenses
Year-to-Date Through June 30, 1993
Labor Costs
Salaries and Employee Benefits
Equipment Costs
Equipment Maintenance
Fuels and Lubricants
Depreciation Expense
Equipment Replacement Factor
Equipment Rental and Leases
Subtotal Equipment Costs
Other Operating Costs
Household Hazardous Waste Program Contract
State Fees
Franchise Contracts Payments
Franchise Contracts Subsidies
Maintenance-Land Improvement
Other Operating Expenses
Unanticipated Capital Expenditures
Subtotal Other Operating Costs
General and Administrative
Bad Debt Expense
Franchise Contracts Bad Debt Expense
Insurance
Communication Services
Accounting Services
Utility Billing Services
Facility/Leased Properly Use Charges
Division and Department Overhead Allocation
Countywide Cost Allocation
Interest Expense
Other General and Administrative
Subtotal General and Administrative
11,964,368
4,888,243
846,659
4,613,214
1,733,710
293,243
12,375,069
378,839
953,348
2,563,931
124,442
2,993,257
2,344,862
2,425,000
11,783,679
82,459
979
280,662
116,219
17,595
1,190,928
328,975
1,029,220
320,710
21,267
896,286
4,285,300
TOTAL EXPENSES
40,408,416
-------
Chapter 5
The annual tax bill often might be the primary
mechanism your local government uses to com-
municate the costs of solid waste management to
citizens. But tax bills frequently do not itemize the
municipal services that taxpayers are funding. Combining
solid waste management costs with the costs of other
municipal services that are funded through property taxes
can obscure what residents and businesses are paying for
MSW management. They might believe that solid waste
management costs virtually nothing and does not depend
on how much MSW they generate. As a result, they have
no incentive to engage in source reduction or recycling.
Reporting the full costs of solid waste management not
only reveals what those costs are, but also can provide a
basis for a system of FCA-based rates (e.g., unit-based
fees). These fees, in turn, have a direct impact on genera-
tor behavior and can create incentives for source reduc-
tion and reuse.14
In reporting FCA information to the public, you
might wish to:
Tailor the report to the audience. Overly compli-
cated reporting formats can confuse the audience
and obscure the message.
Adjust full cost estimates to recognize certain offset-
ting revenue streams.
Consider different ways of putting the full cost of
MSW into perspective.
This chapter discusses each of these topics.
Case in Point
Munster, Indiana
Munster, Indiana, was one of three local gov-
ernments in Indiana that volunteered to
demonstrate FCA under the new state law.13
Munster (population 19,949) provides collec-
tion services to about 7,100 residential and
commercial customers. Private vendors also col-
lect waste from multi-family residences and
commercial customers. Munster supplements
weekly curbside MSW pickup with curbside
sorting and pickup of recyclables. The town
also contracts with a private vendor for a drop-
off center, which handles about 2,000 tons per
year. In addition, over 4,500 tons of yard waste
are composted. The town owns its landfill,
where 8,000 tons of MSW are brought per
year. Munster reported the full cost of
garbage/recycling services in 1991 as:
Garbage Collection
Garbage Disposal
Recycling
Yard Waste Composting
FuU Cost
$196,647
$765,761
$233,145
$196,647
$1,392,200
Subtracting $50,000 of revenues from sales of
recyclables and compost yields a bottom line of
$1,342,200.
-------
The public, management, and politicians are all potential "customers' for FCA
T-, ., ,, T-, reports. Different audiences are likely to have different interests and informa-
Tailonne the Report , T , . .
tion needs. In deciding how to present information to these customers, you can
tO the Audience focus on the cost questions they likely care most about:
What does solid waste management cost the community?
How much cash must be raised to cover the costs?
What does recycling cost?
How much money does recycling save?
Why does (fill in the blank) cost so much?
Your community is likely to have other specific solid waste management
questions as well. FCA will not provide answers to all of these questions.
Concerns about how to pay for the costs and how to handle MSW, for exam-
ple, go beyond the scope of FCA.
Overly complicated reporting formats can confuse the audience and raise
more questions than answers. Keeping detailed back-up data can enable you to
respond to more specific inquiries if they arise. The following criteria are
important in producing good FCA reports:
Brevity
Readability
Logical format
Lack of jargon
Use of charts
Description of scope
A full cost report can be as simple as the following:
Full Cost Accounting
Solid Waste Management in Fullcostville
Full Costs in 1994 equal $1,072,147
This might be an adequate level of detail for your customers. If not, you
might want to disaggregate the bottom line. Disaggregating full costs can have
the following potential benefits:
Enhances managerial and public understanding
Highlights the resource mix used (e.g., labor vs. physical assets)
Allows comparison of costs of component services
Answers questions likely to be asked
If taken too far, however, disaggregating costs can obscure the big picture
with too many details. Regardless of level of detail, it is important to carefully
define what is included in the cost numbers so that people understand what the
numbers mean. Accompanying text or footnotes can be helpful.
-------
Keeping in mind the difference between costs and outlays, as described in
Chapter 4, you might want to report outlays and costs separately, as follows:
Full Cost Accounting
Solid Waste Management in Fullcostville. 1994
Cash Outlays
Non-Cash Cost
Total Recycling Landfilling
905,866 201,332 704,534
166,281 12,006 154,275
$1,072,147 = $213,338 + $858,809
The distinction between (cash) outlays and (noncash) costs might be con-
fusing for the general public, however. In addition, communities that purchase
disposal services from vendorswhether businesses or other communitiesand
do not own their disposal facilities are not likely to have major noncash costs.
Such communities might see less value in reporting cash outlays separately from
non-cash costs.
Full Cost Accounting
Solid Waste Management in Cleancounty. 1994
Total Collection Disposal
$2,936,937 = $1,109,272 + $1,326,885
Recycling
$500,780
Some information can be difficult to interpret. For example, the format
above might be confusing for a community that has collection programs for
both mixed waste and recyclables.
The above example obscures how much of the collection cost of $1,109,272
is for recyclables collection and how much is for mixed waste collection.
Because paths are mutually exclusive, reporting collection activities as a subtotal
can be confusing whenever collection applies to solid waste intended for more
than one path: recycling, composting, WTE, and landfilling. The same is true
for activities such as transfer stations and transport, which might be used for
solid waste heading toward different destinations, such as MRFs, composting
facilities, WTE facilities, and landfills.
What Is the Necessary Level of Detail? If the purpose of presenting disag-
gregated information is to facilitate comparisons within your community about
different programmatic options, then the full costs are better presented in terms
of MSW paths. In that way, discussions about whether to expand or reduce
recycling, composting, or WTE programs will be based on the actual economics
of each path. If the purpose of presenting disaggregated information is to facili-
tate discussions about whether a service can be performed for your community
at a better price by a different provider, then the full costs might be better pre-
sented in terms of MSW activities.
-------
Adjusting Full
Cost Estimates for
Offsetting Revenue
Streams
To be useful, FCA should recognize certain revenues associated with MSW
management. Adjusting for revenues gives a more accurate picture of the net
costs of MSW services. Net costs are the full costs of solid waste management
minus revenue derived from the sale of by-products such as recyclables, com-
post, energy from waste, and landfill gas.
There are four types of revenues associated with MSW management:
By-product revenues are generated from the sale of marketable prod-
ucts created as a by-product of solid waste management. Revenues
derived from the sale of recycled materials, compost, and energy gener-
ated by a WTE facility and recovered landfill gas are by-product rev-
enues.
Service revenues are derived from fees charged for the amount of MSW
services used, such as unit pricing for solid waste collection or landfill
tipping fees. Local governments control the fee rate for services provided
(e.g., the fee per trash container collected), but residents are charged
only for the level of service they receive (e.g., the number of containers
collected).
Assessed revenues are derived from taxes or fees assessed in a manner that
is unrelated to the level of service provided, as when property taxes or flat
fees are used to fund solid waste management activities.
Transfer revenues are funds provided by the state or federal govern-
ment, whether as grants or some form of revenue sharing.
By-product revenues are an integral part of the economics of solid waste
management because they are determined by market forces beyond the control
of local governments. Market forces do not determine the other types of rev-
enues; service revenues and assessed revenues result from fee and tax rates con-
trolled by local governments. Similarly, transfer revenues are controlled by state
and federal governments. Once the full costs and by-product revenues are
known, you can calculate the level of service rates, assessed revenues, and trans-
fer revenues needed to fund solid waste management.
By-Product Revenues. Exhibit 5-1 presents a format for recording the by-
product revenues of solid waste management. By-product revenues should be
available from sales records. Detailed information about the amount of each by-
product material sold (e.g., tons per year) and the revenues per unit amount
(e.g., dollars per ton) is not essential for FCA. You need to identify only the
total by-product revenues (the shaded area in Exhibit 5-1) for recycling, com-
posting, WTE, and landfill gas.
-------
Exhibit 5-1
Full Cost Accounting: By-Product Revenues
Item
Aluminum
Clear Glass
Colored Glass
Old News Print
Old Corrugated Cardboard
HOPE
PET
Steel
Total Recycling Revenues
Compost Revenues
Energy Revenues
Landfill Gas Revenues
Units
#
#
#
#
#
#
#
#
#
#
#
Revenue/Unit
$/#
$/#
$/#
$/#
$/#
$/#
$/#
$/#
$/#
$/#
$/#
TOTAL BY-PRODUCT REVENUES
Total
By-Product
Revenue
$
$
$
$
$
$
$
-------
Exhibit 5-2
Full Cost Accounting: Sample By-Product Revenues
Item
Units
Revenue/Unit
Total
By-Product
Revenue
Sales of Recyclables
Aluminum
Glass
Steel
Newspaper
Plastic
Total Recycling Revenues
Compost Revenues
Energy Revenues
Landfill Gas Revenues
104
546
182
1,690
78
5000
260,000
-
$801
28
36
0
108
2
27.5
-
TOTAL BY-PRODUCT REVENUES
$83,304
15,288
6,552
0
8,424
$113,568
10,000
$7,150,000
0
$7,273,568
By-product revenues can be reported as a line item following the full
cost estimate. In its simplest form, the FCA report can be presented as
follows:
Full Cost Accounting
Solid Waste Management in Combustown. 1994
Full Costs
By-Product Revenues
Net Costs
$9,290,073
($7,273,568)
$2,016,505
If you report both the full cost total and subtotals for solid waste
management paths, then the by-product revenues can be linked appropri-
ately. Using the by-product revenue numbers from Exhibit 5-2 would
produce a report based on MSW paths like the following:
-------
Full Cost Accounting
Solid Waste Management in Combustown. 1994
Recycling Composting WTE
Full Costs $678,940 $49,283 $7,633,850
By-Product Revenues (113,568) (10,000) (7,150,000)
Net Costs
Landfill Total
$928,000 $9,290,073
0 (7,273,568)
$565,372 $39,283 $483,850 $928,000 $2,016,505
There are countless ways to report FCA information. You can report the costs
of your entire MSW program or its various paths and their associated revenues,
as described above. You can report the net costs of managing solid waste per
household or per ton of waste. Which method you choose will shape how resi-
dents understand the costs of MSW management in your community. Each
method offers a different way of putting the costs of MSW management into
perspective.
Although average costs, such as cost per household or cost per ton of waste,
are a useful means of reporting costs, care should be taken in comparing the
average costs of various activities or paths. Such comparisons must be made
with caution so that they do not lead to erroneous and/or misleading conclu-
sions.
Cost Per Household
Reporting Costs of
Solid Waste
Management
Net cost per household'^, the net cost of MSW man-
agement per year divided by total households served. It
can be used to indicate the amount of service fees and
assessed taxes that must be collected on average from
each household to pay for the full costs of solid waste
management, taking into account by-product revenues.
For example, you can estimate the number of mixed
waste containers set out per household on average each
year (i.e., average containers per collection times the aver-
age number of collections per year). Then, you can divide
the annual net cost per household by the number of
mixed waste containers per year per household. The result indicates the unit
pricing fee per mixed waste container that would be needed to cover the full
costs of solid waste management, assuming no reduction in the number of con-
tainers because of fee-induced increases in source reduction or recycling.
Adjustments. If you are handling waste generated by other communities, you
must adjust the full cost numbers to estimate the per household cost of manag-
ing your own wastes. For example, if 20 percent of the waste disposed of in
your landfill is generated from outside your community, then the cost per
household would be misleading if it includes costs for handling other people's
waste. The adjustments do not eliminate the cost of managing other people's
MSW; those are still real costs. These adjustments should not take into account
any revenues received for handling waste from outside your community; from
Case in Point
Franklin, Indiana
Based on its FCA report, Franklin, Indiana,
calculated that garbage collection and dis-
posal were costing $112.12 per household
per year; after privatizing, the cost was esti-
mated at $71.28 per household per year.
-------
Funding Needs Per Household
If your community receives transfer revenues
from state and/or federal sources earmarked
for solid waste services (e.g., grants for plan-
ning or implementing recycling), then it
makes sense to recognize these revenues in
determining the funding needs for the pro-
gram. A similar logic applies to revenue
derived from fines. However, it is appropriate
to recognize these revenues only when esti-
mating funding needs, however. Likewise, cer-
tain costs recognized in FCA may not be
relevant for a community's assessment of its
financing needs.
the FCA perspective, it is appropriate to back out these
costs, regardless of how much is reimbursed. The cost of
MSW management and the net cost per household are
not affected by such payments and therefore should be
offset by by-product revenues alone.
To make this adjustment, you can subtract the mar-
ginal costs of managing other people's waste from the full
costs before dividing by the total number of households.
Alternatively, you can subtract the average cost of manag-
ing other people's waste from the full cost before dividing
by the total number of households. Dividing the full cost
of the activity (e.g., landfilling) by the total number of
units handled (e.g., tons) yields the average cost per unit.
This cost can be multiplied by the total number of units
of other people's waste to determine the average cost of
managing other people's waste.
Although net cost per household gives a useful perspective on the full
costs of solid waste management, it is not necessarily a meaningful basis
for comparing solid waste management activities or paths. One reason
that such comparisons might be inappropriate is that net cost per house-
hold is heavily influenced by the proportion of waste managed along a
particular path. For example, if your recycled waste (say 25,000 tons) is
one-half of your land disposed waste (50,000 tons), and the cost per ton
is the same for both activities (say $ 100 per ton), then the net cost per
household for recycling will be one-half of the net cost for land disposal
(i.e., half as many tons times the same net cost per ton). Therefore, "net
recycling cost per household' will be one-half of the "net land disposal
cost per household' only because recycling manages half as much waste.
This sheds no light on the inherent economics of either recycling or land
disposal. Thus, while net cost per household can be useful in putting
total costs into perspective, net cost per ton is a better basis for compar-
ing solid waste management activities or options.
Cost Per Ton
Cost per ton is the net cost divided by the tons of waste managed. Cost
per ton can be used in evaluating whether to perform an activity in-house
or contract out. It can help you compare different bids or proposals from
outside contractors to perform a waste management activity. Cost per ton
also is a handy benchmark for similar activities that can be accounted for
separately. For example, a municipality might track and compare costs for
two or three separate transfer stations; a county using several haulers
might want to compare their costs. On the other hand, making compar-
isons of different activities within the solid waste system on the basis of
cost per ton (or otherwise) is not recommended because the results often
will be incomplete or biased.
Comparing the cost per ton of a MRF to a landfill activity omits
the significant costs of collection (and transfer and transport costs,
if any) that must be incurred to bring MSW to those facilities.
-------
Comparing the costs per ton of recyclables collection to mixed waste
collection omits the costs of transfer, transport, and processing the
materials. Moreover, because recyclables might differ significantly from
mixed waste in volume, weight, and quantity per household, interpret-
ing collection cost comparisons of recyclables to mixed waste should be
done with care.
Comparing landfills and alternative MSW facilities should recognize
that costs are incurred to dispose of non-recyclable residues from recy-
cling, composting, and WTE facilities.
Therefore, this Handbook recommends that comparisons that cut across the
activity columns in Exhibit 2-1 be made on the basis of complete paths.
Because paths are mutually exclusive, cost per ton is a very useful basis for com-
paring full costs. Comparing the average cost of one path to another should be
done with care, recognizing that average costs reflect economies of scale.
Whether used for activities or paths, however, cost per ton is a one-dimen-
sional yardstick that might need to be supplemented by other appropriate con-
siderations, particularly when making projections about the cost impacts of
changes to how you manage MSW. Full cost data must be used with care in
making projections of what waste management will cost if your community sig-
nificantly changes its current waste management strategy. Moreover, while full
cost statistics reveal what waste management costs your community, it does not
reveal what waste management should cost.
Exhibit 5-3 illustrates how to calculate the net costs per ton of solid waste
management paths. This format allows you to evaluate the total costs and net
costs of each solid waste management path. The total cost of each path can be
calculated by adding overhead costs to activity costs. You can adapt this format
to examine or report the comparative costs of different solid waste management
paths, both with and without overhead costs.
Using Cost Per Ton for Projections. You should exercise caution when draw-
ing management or planning conclusions (e.g., budget projections) from net
cost per ton comparisons. Cost per ton information should not be the sole basis
for making projections of costs or cost savings expected from changes in the way
you deal with solid waste. For example, if the net cost per ton of the recycling
path (including recycling collection and residual disposal costs) is $90, and the
net cost per ton of the land disposal path (including mixed waste collection,
transfer, and transport) is $95, then you should not assume that you can save
$5 per ton in the short run by recycling more tons and sending less waste to a
landfill. At a minimum, you need to estimate variable and fixed costs to make
such projections. Variable costs include primarily operating costs that can be
avoided in the short run. Fixed costs include primarily capital costs that cannot
be avoided in the short run.
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Exhibit 5-3
Full Cost Accounting: Summary of Costs per Ton for MSW Paths
Costs
Activity Costs:
Collection
Transfer Station (s)
Transport
Facility
Residuals Disposal
Education/Outreach
Overhead Costs
Total Costs
By-Product
Revenues (subtract)
Net Costs
Tons Received
(divide)
Net Cost Per Ton
Recycling
Path
Composting
Path
WTE
Path
Disposal
Path
Total
Role of Variable vs. Fixed Costs in Near-Term Cost Projections. FCA results
can be used to estimate the cost or savings of changes in the near term in the
mix of waste flows through the solid waste management system only if all costs
are variable.
When you pay a per-ton tipping fee for land disposal at a landfill owned
by another entity (e.g., a private waste management firm), then land
disposal can be (depending on contract terms, if any) an entirely vari-
able cost because disposal costs to the local government vary directly
with waste disposal tonnage.
However, if you own your landfill, then only a portion of land disposal
costs actually will be reduced when waste is diverted (e.g., through recy-
cling) , because variable costs account for only a portion of total land
disposal costs. The remainder is fixed costs.
The variable cost portion of land disposal costs includes outlays for opera-
tion and maintenance and other outlays that could be reduced quickly in
response to lower waste disposal tonnage, thus reducing costs. The fixed cost
portion includes interest, depreciation, and amortization for landfill capital out-
lays, up-front, and back-end costs, and other outlays (e.g., security) that could
not be reduced quickly in response to lower waste disposal tonnage. In fact, the
outlays represented by depreciation already have been paid in full, which is why
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they are fixed costs. Interest payments on capital assets also are fixed costs,
because they are not reduced or deferred when those assets are used at less
capacity or left idle. In the short run, by definition, there is no way to avoid
fixed costs.
A similar logic applies to the other activities involved in the recycling and
landfilling paths. For example, when you franchise or contract for waste collec-
tion, then collection costs might be entirely variable (depending on the terms of
the franchise or contract). When you own the trucks and perform collection
yourself, there might be fixed costs that are incurred regardless of the amount of
waste actually collected.
Role of Variable vs. Fixed Costs in Long-Term Cost Projections. Although
there generally is no way to avoid fixed costs in the short run, a permanent and
predictable extension in the expected life of a landfill (e.g., through waste diver-
sion) can produce both accounting and economic benefits. Planners are devel-
oping methodologies for valuing the economic benefits of extending landfill
capacity, which is a topic beyond the scope of this handbook. A program (e.g.,
recycling, composting, WTE) that can be expected to significantly extend land-
fill life in a reasonably predictable way can be recognized in FCA terms.
Although accountants frown on making frequent adjustments to depreciation
and amortization schedules, they would likely view extending landfill deprecia-
tion schedules to reflect waste diversion as legitimate, unless the landfill life
extension were due to reduced waste disposal volumes resulting from cyclical
downturns (e.g., recessions) that are neither permanent nor predictable. GASB
18,16 summarized in Chapter 4, currently requires recognition of future closure
and post-closure costs based on annual use of landfill capacity. Waste diversion
would reduce the amount of closure and post-closure costs appropriately recog-
nized in a given year. Lengthening depreciation schedules has the effect of
"reducing" some of the fixed costs by spreading them over a longer period.
Alternatively, if depreciation schedules are not extended to match the length-
ened useful life of the landfill, the fixed costs due to interest and capital depre-
ciation will disappear for the final years of the facility's extended life, once they
have been fully recognized. In long-term cost projections, therefore, all landfill
costs can be treated as variable, because their magnitude can be affected by the
level of operations at the land disposal facility.
This means that you can use FCA numbers for making rough projections of
the long-run cost implications of different MSW paths without needing to take
into account variable vs. fixed costs. In making projections, keep in mind that
FCA numbers may reflect a mix of both current operating costs and current
costs of the use of assets purchased in the past, which do not reflect inflation-
adjusted replacement costs. Moreover, there are better bases for making cost pro-
jections for significant changes in MSW programs (see pages 53 through 58).
Fixed vs. Variable Costs and Overhead. Overhead costs might have a rela-
tively smaller fixed cost component or might be treated as fully variable and
assigned using formulas that reflect variable costs (budgets, personnel, waste
quantities, number of vehicles, etc.). On the other hand, overhead costs might
be treated as largely fixed, because they will not be reduced by changes in how
waste is managed. While overhead might be viewed as fixed in the short run, in
the long run, as overhead functions are made more efficient or perhaps elimi-
nated, overhead costs may be variable.
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Avoided Cost
The concept of avoided cost can arise when describing the costs of solid waste
management activities and paths or making management decisions about future
changes in the solid waste management system in your community. Avoided
cost often is used in reference to land disposal. The avoided cost of (i.e., due to)
MSW following the recycling, composting, or WTE path is considered to be
equal to the cost reductions, if any, in MSW collection, transfer, transport, and
land disposal (i.e., the land disposal path). Land disposal is the best basis for
defining avoided cost, because only some portions of the waste stream are recy-
clable, compostable, or combustible, but all solid waste can be buried in a land-
fill. Therefore, every ton of waste that is recycled, composted, or combusted,
less any residues, is a ton of waste that does not require land disposal. The
avoided cost due to these other waste management paths can be thought of as
the avoided cost of the land disposal path.
Avoided Cost Do's and Don'ts
If recycling costs $ 100 per ton and land dis-
posal costs $90 per ton, it would be:
Estimates of avoided cost can easily be misused. Much
depends on whether the focus is on (1) specific MSW
activities or paths, (2) the total costs of the entire system
for handling MSW, (3) near-term marginal changes, or
(4) longer-term major changes to the MSW program.
Correct to Say
Recycling costs
an extra $10 per
ton compared to
land disposal
Incorrect to Say
Recycling costs
only $10 per ton,
given the land dis-
posal costs avoided
Costs of MSW Activities or Paths. With respect to a
particular waste management activity or path, a common
pitfall is to subtract the avoided cost of landfilling from
the cost of an alternative to landfilling (e.g., recycling,
composting, or WTE). For example, if the net cost of
recycling is $ 100 per ton and the net cost of land dis-
posal is $90 per ton, then it is incorrect to subtract $90
from $ 100 and conclude that "the net cost of recycling is
$ 10 per ton after taking into account the avoided cost of
landfill disposal." This mistake is a sure prescription for disappointing local
governments and residents who must pay $ 100 per ton for the net cost of recy-
cling, after taking into account by-product revenues received from the sale of
recycled materials. The full costs per ton of recycling, composting, or WTE are
not affected by any resulting avoided costs of landfilling. Any avoided costs of
land disposal do not themselves reduce the costs of recycling, composting, or
WTE. Therefore, avoided costs of land disposal should not be subtracted from
the net cost of recycling in this example. This is true even when the costs of
land disposal are fully variable, because land disposal is purchased from a ven-
dor on a unit basis.
Total MSW System Costs. While it is misleading to adjust the costs of recy-
cling, composting, and WTE to reflect land disposal costs avoided, the MSW
system as a whole will incur reduced land disposal costs as a result of landfill
diversion programs. These avoided costs are real. Any avoided costs of land dis-
posal will be reflected in new calculations (or projections) of total MSW system
costs following changes to the MSW program. Bear in mind that because
avoided costs are not revenues, they do not necessarily reduce the total costs of
MSW management or the fees and taxes that residents must pay for solid waste
management. However, the total costs for managing solid waste in the commu-
nity will reflect both costs avoided and costs incurred as a result of incorporat-
ing alternatives to land disposal into integrated solid waste management. The
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Short-Term Marginal Changes
difference between the total cost of managing solid waste
with and without an alternative program is known as the
incremental, or differential, cost of the program.
Near-Term Marginal Changes. The avoided cost of
marginal, short-term changes in land disposal can be esti-
mated by analyzing the fixed and variable cost compo-
nents of MSW collection, transfer, transport, and land
disposal. The "avoided cost" in the short term will be no
greater than the variable cost. In other words, fixed costs
cannot be avoided in the short term. Using the term
avoided cost in this context can lead to confusion, because it implies that costs
have been avoided absolutely, thus reducing total MSW program costs. As
noted above, this is not necessarily true. Rather, in the short term, one set of
costs (e.g., landfilling) has been more or less replaced by another set of costs
(e.g., recycling). Any potential total system cost reduction derives not from the
absolute amount of the variable landfill cost "avoided" but from the difference
in (1) the size of the variable cost component of land disposal and (2) net costs
of landfill alternatives. This is true even if land disposal is fully variable in cost,
as shown in the table below.
For short-term marginal changes, better cost
projections will result from consideration of
fixed and variable costs than from using the
full cost estimate alone. FCA can help you
estimate fixed and variable costs using rough
rules of thumb, which may be sufficient
when considering short-term marginal
changes in levels of activity.
Net Recycling
Cost/Ton
$100
$100
$100
(b)
Net Land Disposal
Cost/Ton
$90
$90
$90
Land Disposal Variable
Cost/Ton
$90
$60
$30
(d)
Net Total Cost
Saved/Ton
[(c) minus (a)]
($10)
($40)
($70)
The table compares three scenarios. In each, the net cost of recycling [col-
umn (a)] is $100/ton, and the net cost of land disposal [column (b)] is
$90/ton. The only difference is in the amount of variable costs [column (c)].
When land disposal costs are fully variable, the net cost saved [column (d)] is
-$10/ton, the difference between the $90/ton variable cost of land disposal and
the $ 100/ton cost of recycling. This means that total costs will increase by $ 10
for each additional ton of waste recycled. When only $60/ton of land disposal
is variable, the net cost saved is -$40 per ton, the difference between the
$60/ton variable cost of landfilling and the $100/ton cost of recycling. When
variable costs constitute $30/ton for landfilling, the net cost saved by recycling
is decreased to -$70/ton. In each case, the variable cost of landfilling is
"avoided" in the short term but replaced by the greater (in this example) net
cost of recycling.
Long-Term Major Changes. If the increase in MSW to be diverted from the
land disposal path is significant (i.e., more than a marginal change), a projec-
tion of avoided cost based on the current costs of landfilling might overstate
savings because landfill diversion and other factors can significantly increase
-------
future unit costs of land disposal. The cost following a major program change
will depend on economies or diseconomies of scale, which can be thought of as
falling on a "cost curve."
Exhibit 5-4
Economies of Scale at Landfills
140
120
B 100
h
J-H
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scale of operations. For planning and management purposes, a single point
might be a poor basis for extrapolating and projecting future costs, particularly
if major changes are contemplated in the volume of waste to be handled.
Projecting the long-term costs of activities or paths that communities might
want to increase or decrease (e.g., long-term avoided costs of land disposal) is
best done on the basis of a cost curve, which takes scale economies and disec-
onomies into account. Depending on the shape of the cost curve, unit costs per
ton might decrease more or less steeply with increasing volume, due to
economies of scale. Although FCA can identify a point on the curve (e.g, point
"A") and help estimate variable and fixed costs for projections of the effects of
marginal changes, FCA alone is an insufficient basis on which to draw the cost
curve and project long-term costs and cost savings from major changes to the
MSW system. Unfortunately, data to construct an appropriate cost curve for a
community might not be readily available.
If the focus is on projecting the total cost of the entire system for handling
MSW in the long run, avoided cost can refer to the total reduction in full costs
of landfilling associated with the smaller volume of MSW sent directly to land
disposal. Depending on the shape of the cost curve, the total cost of land dis-
posal might decrease with lower volumes even as the unit cost per ton rises.
Whether your community as a whole experiences reduced total costs depends
on how the total avoided cost compares to the total increase in the costs of the
alternatives to direct land disposal. Again, while the per ton cost might decrease
with greater volumes processed, the total cost of the landfill alternatives likely
will rise as their volumes of MSW handled increase. Exhibit 5-5 illustrates how
a projected shift in the handling of waste can result in avoided costs of land dis-
posal and WTE that together offset increased costs for greater levels of com-
posting and recycling. The net result, in that example, is that total costs remain
the same. Other scenarios are possible, however. Although FCA can provide a
point on the cost curve and facilitate estimates of fixed and variable costs, plan-
ners and managers will want to estimate the shape of the cost curve, or other
points on it, if more than marginal changes in waste management practices are
being evaluated.
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Exhibit 5-5
Current Full Costs and Cost Projections
$
Current Level
Projected Level
Composting
Recycling
WTE
Land Disposal
Total
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Avoided Replacement Cost
The avoided replacement cost is the net cost that you expect to pay for land dis-
posal when a new landfill or landfill contract is necessary. Although avoided cost
can be calculated from FCA reports for current operations, estimating future
avoided replacement cost requires some additional research beyond a review of
your own accounting records. Full exploration of the concept of "avoided replace-
ment cost" is beyond the scope of this Handbook. The following discussion is
intended as an overview.
Many local governments have relatively low current land disposal costs asso-
ciated with existing landfills that might close. Avoided replacement cost recog-
nizes that (fixed) costs might increase when older facilities are replaced with
newer ones. For example, depreciation and interest costs for older equipment
and facilities are based on capital outlays made years ago, without any adjust-
ment for inflation. Any inflation since the time of those outlays will mean that
new facilities and equipment will require larger capital outlays, which will result
in higher depreciation and interest charges. Also, older equipment and facilities
might incur no interest costs if they have been paid off in full and might record
no depreciation costs in their last years if their useful life turned out to be
longer than the estimate used to fully depreciate the original outlay. Finally,
facilities such as landfills and WTE facilities might be especially likely to incur
higher replacement costs due to the cost of new environmental requirements. In
this situation, local governments might want to research and estimate the
replacement cost for land disposal at a new landfill or another existing landfill,
including any additional costs for transfer and transport if the new landfill
would be further away. This estimated future cost for land disposal can be used
as a rough measure of the avoided replacement cost due to recycling and other
waste management paths, to the extent that such efforts extend the life of the
low-cost landfill and delay the higher replacement cost for land disposal.
For example, if the net cost of recycling is $100 per ton, and the net cost
of land disposal is $90 per ton, then the avoided cost due to recycling can
be no more than $90 per ton, and there is an incremental cost of at least
$10 per ton for every ton of waste that is recycled.
When the capacity of the local landfill will be exhausted, and the net
cost of land disposal at another landfill will be $120 per ton, then the
avoided replacement cost due to recycling is $120 per ton. Every ton of
waste recycled extends the life of the existing low-cost landfill and delays
the $120 per ton replacement cost for land disposal. Therefore, recy-
cling might impose an incremental cost of at least $ 10 per ton in the
short run, but it might provide an incremental benefit of up to $20 per
ton in the long run.
You can compare the replacement cost per ton for land disposal to your cur-
rent net cost per ton for other MSW paths in Exhibit 5-5. If the replacement
cost per ton for land disposal is higher than the net cost per ton for other waste
management paths, then these paths are providing a long run incremental bene-
fit to local residents, even if these paths create an incremental cost in the short
run.
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Management and
Planning Applications
for Full Cost
Information
This Handbook does not explore the many potential applications of
FCA data to management and planning issues, such as design of cost-
based user rates (e.g., unit-based pricing), identification of potential cost-
savings from process redesign, privatization/outsourcing decisions, and so
on. The previous sections have addressed some of the issues that can arise
in making comparisons and cost projections based on FCA numbers.
Exhibit 5-6 illustrates, for a set of hypothetical cost information, the
types of comparisons that can be made and lists the key concepts relevant
to each type of conclusion. However, these concepts might be defined
and used differently by other organizations and experts; there is no stan-
dardized terminology.
Exhibit 5-6
Comparing MSW Costs: Key Concepts for
Managers and Planners
Cost Information
Recycling
Net Full Costs
$100/ton
Land Disposal
Net Full Costs $90/ton
Net Variable Costs $50/ton
Net Replacement Costs $110/ton
Avoided
Replacement Cost
Key Concepts
Full Costs
Variable and Fixed
Costs
Full Costs
Conclusions
Recycling x tons costs $ 10/ton
more than land disposal of x tons
In the near term, increased recy-
cling might add $5 0/ton to total
costs, recognizing fixed costs of
land disposal
The net cost of recycling x tons
should be only $10/ton greater
than the net cost of land disposal
of x tons in the long run, when all
costs are variable
In the next few years, or when it is
necessary to replace exhausted
landfill capacity, recycling x tons
will cost $ 10/ton less than land-
filling
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Appendix A
An Illustration Of Using
FCA For MSW
Manager*
A simplified example might help to illustrate how FCA can be used to
report the costs of MSW management. Readers unfamiliar with these
concepts might find more realistic examples too complex and distract-
ing. Some of the many factors omitted from this illustration are addressed
throughout this Handbook.
Assume that Anytown, located in Anystate, USA, generates 200,000 tons of
MSW per year, which is managed using a strategy of (1) collecting 20,000 tons
of source-separated materials for recycling (10 percent recycling rate) and (2)
landfilling the remaining 180,000 tons of collected mixed waste plus 2,000
tons of residues from source-separated materials that were not in fact recyclable.
Anytown sells 18,000 tons of recyclables (i.e., the 20,000 tons collected minus
the 2,000 tons of residue) for $450,000. Applying an FCA approach similar to
that presented in this Handbook, Anytown produces a full cost report as fol-
lows:
Full Cost $20,700,000
By-Product Revenues (450,000)
Net Cost $20,250,000
Anytown is considering whether to change its MSW strategy. Because
Anystate requires communities to prepare FCA reports, Anytown is able to
locate two other similar communities using different strategies. The
communitiesOthertown and Compostvillehave similar populations and
demographics.
Othertown also generates 200,000 tons of MSW per year. It collects 60,000
tons of source-separated waste for recycling (30 percent recycling rate) per year,
much more than Anytown, and directly landfills the remaining 140,000 tons of
mixed waste plus 6,000 tons of residues from the source-separated materials.
Othertown sells 54,000 tons of recyclables for $1,566,000. The full cost picture
for Othertown looks as follows:
Full Cost $21,330,000
By-Product Revenues ($1,566,000)
Net Cost $19,764,000
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Othertown is managing its solid waste at a total cost somewhat less than
Anytown (i.e., about 2.4 percent less); the savings is $486,000 (i.e.,
$20,250,000 minus $19,764,000).
Compostville has similar demographics to Anytown and Othertown and
likely generates the same amount of waste (200,000 tons per year). It has
implemented a program for encouraging backyard composting as well as curb-
side collection of yard trimmings for composting by a vendor. Backyard com-
posting is believed to have reduced the total amount of solid waste collected by
5 percent from 200,000 to 190,000 tons per year, including 60,000 tons of
source-separated waste for recycling, 20,000 tons of yard trimmings for com-
posting, and 110,000 tons of mixed waste for direct disposal. Of the 60,000
tons of source-separated waste, 6,000 tons end up as nonrecyclable residue for
disposal in the landfill together with 1,000 tons of residue from the composting
facility, and the 110,000 tons of mixed waste, for a total of 117,000 tons of
waste landfilled. Revenues from the sale of recyclables and compost are nearly
$2 million. The FCA report for Compostville looks as follows:
Full Cost $20,360,000
By-Product Revenues ($1,966,000)
Net Costs $18,394,000
Compared to Anytown, Compostville saves $1,856,000 in costs, which is
over 9 percent of Anytown's cost.
Having completed its FCA report and located similar communities where
MSW management costs less, Anytown is now able to scrutinize its costs more
closely to identify potential cost savings. There is no guarantee that Anytown
will reduce its MSW costs by adopting the strategies used in Othertown or
Compostville, because there are many factors that can affect the cost of solid
waste management. These factors include population density, waste streams
handled, available technology, prevailing labor rates, productivity, service mix
(e.g., frequency and type of collection), proximity of MSW facilities, and
economies of scale. In addition, a community might have other goals to con-
sider besides cost minimization. However, FCA can provide useful information
for solid waste managers and their communities that, with further analysis, can
support sound management and planning.
In addition to comparing the "bottom line" full costs of MSW management
in the three communities, the data presented earlier can be presented on a "net
cost per ton" basis for each community as follows. Recall that the total tons of
waste processed will be greater than the tons received/collected to the extent
that waste received/collected for recycling, composting, or WTE results in
residues that must also be landfilled (i.e., handled twice). This is illustrated in
the following chart:
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Tons of Waste Handled By Path and Activity
Place
Anytown
Othertown
Compostville
Recycling Composting Landfilling
Path Activity
20,000
60,000
60,000
20,000
Path Activity
0
60,000 0
60,000
20,000
0
0
20,000
Path Activity
180,000
140,000
110,000
182,000
Total
Path Activity
200,000
202,000
146,000 200,000 206,000
117,000
190,000
197,000
Although the full cost for the entire MSW system is the same, whether
reported by activities or paths, the cost per ton will vary, depending on whether
the total cost for the community is divided by (1) the tons received/collected
for processing or (2) the tons actually processed. This example employs the lat-
ter approach. Chapter 5 discusses use of the cost per ton and other ways to
report FCA data.
Because 10 percent (i.e., 2,000 tons) of the source-separated materials taken
for recycling end up being disposed of in the landfill, Anytown handles a total
of 202,000 tons per year. Taking into account the revenues from the sale of the
recyclables, the net cost per ton is $100.25 ($20,250,000 + 202,000).
Othertown handles 206,000 tons of MSW per year because 10 percent of the
60,000 tons of source-separated materials end up being landfilled (6,000 tons
of residue + 60,000 tons of source-separated material + 140,000 tons of mixed
waste = 206,000). Othertown's net cost per ton is $95.94, which is nearly 4.3
percent less than the net cost per ton in Anytown. Compostville's net cost per
ton is $93.37 ($18,394,000 + 197,000 tons). These results are summarized
below:
Full Cost
Anytown
$20,700,000
Othertown
$21,330,000
Compostville
$20,360,000
By-Product Revenues
Net Cost
(450,000)
$20,250,000
(1,566,000)
$19,764,000
(1,966,000)
$18,394,000
Percent Cost Difference
(2.4%)
(9.1%)
Tons Handled
202,000
206,000
197,000
Net Cost per Ton
Percent Cost Difference
$100.25
$95.94
$93.37
(7.4%)
This table shows that, in terms of net total cost differential, Compostville has
a substantial advantage over Othertown, when they are both compared to
Anytown. On a net cost per ton basis, however, Compostville and Othertown
-------
are much closer together. Because there are many factors that can affect costs,
this type of comparison across communities might have limited value. To make
better use of the data, further disaggregation is needed. For example, the FCA
numbers can be disaggregated to correspond with MSW activities or paths;
then unit costs (i.e., costs per ton) can be calculated as follows:
Full Cost
Tons/Year
Cost/Ton
Recycling Landfilling
Path Path
Total
$2,700,000 $18,000,000 $20,700,000
20,000 180,000 202,000
$135 $100 $102.48
0
By-Product Revenues/Ton $25
By-Product Revenues ($450,000) 0 ($450,000)
Net Cost $2,250,000 $18,000,000 $20,250,000
Net Cost/Ton $112.50 $100 $100.25
The cost per ton of recycling MSW in Anytown is significantly greater than
its cost per ton of landfilling, even when by-product revenues are taken into
account, as they should be. Note that this FCA information does not indicate
whether Anytown's costs have been optimized nor whether Anytown should
change its program. The FCA data simply describe the existing situation.
Full Cost
Tons/Year
Cost/Ton
Recycling Landfilling
Path Path
Total
$6,630,000 $14,700,000 $21,330,000
60,000 140,000 206,000
$110.50 $105 $103.54
By-Product Revenues/Ton $29
By-Product Revenues ($1,566,000)
Net Cost
Net Cost/Ton
0
0 ($1,566,000)
$5,064,000 $14,700,000 $19,764,000
$84.40 $105 $95.94
Othertown's FCA report reveals that its cost per ton for recycling is substan-
tially less than its cost per ton for landfilling. Again, this does not mean that
Othertown has optimized its MSW costs, nor do the FCA numbers indicate
whether or how Othertown should change its program.
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Compostville
Recycling Composting Landfilling
Path Path Path Total
Full Cost $6,654,360 $1,709,060 $11,996,580 $20,360,000
Tons/Year 60,000 20,000 110,000 197,000
Cost/Ton $110.91 $85.45 $109.06 $103.35
By-Product
Revenues/Ton $29 $20 0
By-Product
Revenues ($1,566,000) ($400,000) 0 ($1,966,000)
Net Cost $5,088,360 $1,309,060 $11,996,580 $18,394,000
Net Cost/Ton $84.81 $65.43 $109.06 $93.37
Compostville has reported that its cost per ton for MSW composting is
lower than its cost per ton for recycling and landfilling. If Compostville
received no by-product revenues from the sale of compost, then MSW recycling
would cost a small amount less per ton than composting (i.e., $84.81 for recy-
cling vs. $84.45 for composting). As with the communities above, these FCA
numbers simply document current costs and do not indicate whether or how
costs could be reduced.
As noted in Chapter 5, and discussed at more length in Chapter 2, compar-
isons can be made either in terms of MSW activities or paths. This illustration
is based on MSW paths; this means that the paths include their fair share of
waste collection, transfer, and transport activity costs as well as disposal activity
costs for recycling and composting residues. As a result, each community's total
tons of waste processed per year is greater than the tons of waste entering its
component paths, because both recycling and composting generate residues that
are landfilled. Exhibit A-l illustrates how the costs of MSW activities can be
used to build up the costs of MSW paths. The exhibit illustrates the costs for
the fictitious community of Compostville.
What can be learned from comparing these net cost per ton numbers across
the three communities? Recycling costs $84.40 per ton in Othertown and
$84.81 in Compostville but $112.50 per ton in Anytown. Why? Similarly,
Anytown receives $25 per ton in by-product revenues while Othertown and
Compostville receive $29 per ton. Why? Are there economies of scale at work
in recyclables sales? Or could the communities be collecting different materials?
Could Othertown be closer to purchasers of recyclables, thus reducing transport
costs? How do the communities compare in terms of overhead? Labor costs?
Answering these questions will require further disaggregation of costs and analy-
sis. FCA can identify costs, cost differentials, and, ultimately, cost drivers, giv-
ing local officials the ability to formulate good questions and develop answers.
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Exhibit A-1
Hypothetical Illustration of FCA for MSW Paths
(in thousands of dollars)
Activity Costs
Collection
Transfer Station (s)
Transport
Facility
Residuals Disposal
Education/Outreach
Overhead Costs
Total Costs
By-Product Revenues
(subtract)
Net Costs
Tons Received (divide)
Net Cost Per Ton
Recycling
Path
2,750
200
384
1,040
280
600
1,400
6,654
(1,566)
5,088
60,000
$84.81
Composting
Path
600
0
0
489
47
224
349
1,709
(400)
1,309
20,000
$65.43
WTE
Path
0
0
0
0
0
0
0
0
(0)
0
0
0
Landfilling
Path
4,237
400
725
4,030
25
2,580
Total
7,587
600
1,109
5,559
327
849
4,329
11,997 20,360
(0) (1,966)
11,997 18,394
110,000
197,000
$109.06 $93.37
Using FCA, a community can determine the full costs of solid waste
management, as well as its component costs, and can identify what drives
the costs. For example, note that the full cost of composting is only
$65.43 per ton in Compostville, including public education and outreach
activities; on the other hand, Compostville's cost per ton for landfilling
is actually 9 percent higher than in Anytown. In fact, a large portion of
the bottom-line savings realized by Compostville comes from diverting
5 percent (10,000 tons) of the waste stream into backyard composting.
Without FCA to begin to level the playing field, comparisons across
systems are probably misleading at best. With FCA, one can, bearing in
mind differences in technological configuration, desired service levels, and
waste streams handled, get some idea whether someone might have found a
better way.
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Full Cost Accounting
Glossary
Account is a financial record of cash movements, collecting specific types of
outlays or inflows of financial resources.
Accounting basis is an accounting concept that refers to when expenditures,
expenses, and related liabilities are recognized in accounts and reported in
financial statements; it relates exclusively to timing on either the cash or
accrual method.
Accrual basis accounting recognizes (i.e., accrues) costs as services are pro-
vided, or as events and circumstances occur that have cash consequences,
regardless of when cash outlays are made.
Amortization is a method of determining the annual costs associated with
obligations for future outlays (e.g., the reduction of debt by regular pay-
ments sufficient to retire the debt by maturity).
Assessed revenues are derived from taxes or fees assessed in a manner that is
unrelated to the level of service provided, as when property taxes or flat fees
are used to fund solid waste management activities.
Avoided cost refers to the reduction in the costs of one MSW activity or path
that results from use of a different MSW activity or path; typically, avoided
cost means the reduction in the costs of collecting, transferring, transport-
ing, and landfilling MSW that results from source reduction, recycling,
composting, or waste-to-energy.
Avoided replacement cost is the net cost that a local government expects to
pay for land disposal when a new landfill or landfill contract becomes nec-
essary.
Back-end costs include expenditures to properly wrap-up operations and take
proper care of landfills and other MSW facilities at the end of and after
their useful lives; the costs of post-employment health and retirement bene-
fits for MSW workers fall in this category.
By-product revenues are generated from the sale of marketable products cre-
ated as a by-product of solid waste management, such as recyclables, com-
post, energy from waste, and landfill gas.
Capital outlay means an outlay of cash to acquire a resource that will be used
in MSW operations over more than one year. Capital outlays (past, present,
and future) must be converted into annual costs for full cost accounting
purposes.
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Cash flow accounting, also known as cash basis accounting or general fund
accounting, is a system where cash outlays are recorded as they are actually
paid out for goods and services.
Contingent costs are defined in this Handbook to mean the costs of remediat-
ing unknown or future releases of pollutants, such as leaks from municipal
landfills, as well as the liability costs of compensating for as yet undiscov-
ered or future damage to the property or persons of parties who are affected
adversely by MSW activities.
Cost means the dollar value of resources used for MSW management.
Cost center is any solid waste management activity that receives separate atten-
tion through an account or group of accounts.
Depreciation is a method of allocating the costs of capital outlays over the use-
ful life of the resource, which is the period of time during which the
resource is expected to provide services.
Direct costs are costs that are clearly and exclusively associated with solid waste
management.
Enterprise funds are mechanisms used by local governments for activities that
can be financed and operated like a private business.
Environmental costs, as defined in this Handbook, include environmental
degradation that cannot be easily remedied or measured, is difficult to
value, and is not subject to legal liability; these costs are often termed envi-
ronmental "externalities." See also "property damage liability" and "natural
resources liability."
Fixed costs include interest, depreciation, and amortization for past or future
landfill capital outlays and other costs (e.g., security) that cannot be
reduced quickly in response to lower waste disposal tonnage.
Flow of current financial resources, an accounting term, is the measurement
focus of most government funds, including the general fund, debt service
funds, and enterprise funds. This focus records accruals for expenditure
transactions which have occurred by year end that are normally expected to
result in cash disbursement early enough in the following year to require
the use of available expendable financial resources reported at year end.
Flow of economic resources, an accounting term, is the measurement focus
used in the corporate sphere and for certain types of government funds to
measure economic resources, claims to those resources, and the effects of
transactions, events, and circumstances. This focus includes depreciation of
fixed assets and amortization of liabilities.
Full cost accounting is a systematic approach for identifying, summing, and
reporting the actual costs of solid waste management, taking into account
past and future outlays, oversight and support service (overhead) costs, and
operating costs.
Future outlay means an expenditure of cash in the future that is obligated by
current or prior activities.
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GAAFR is the Governmental Accounting, Auditing and Financial Reporting
Handbook, published by the Government Finance Officers Association, that
provides detailed professional guidance to finance officials and auditors on
the application of GAAP; the GAAFR is not itself GAAP
GAAP means Generally Accepted Accounting Principles, which consist of the
rules, procedures, and conventions that define accepted accounting prac-
tices at a given time. GAAP includes broad guidelines as well as detailed
procedures and practices. Much of GAAP is issued in codified form by
GASB.
GASB refers to the Government Accounting Standards Board, an independent
body responsible for setting accounting standards (i.e., GAAP) for activities
and transactions of state and local governments. GASB was established in
1984 to succeed the National Council on Governmental Accounting.
General fund accounting see cash flow accounting.
Hidden costs, as used in this Handbook, refer to the costs of activities or
resources that appear to be free.
Indirect costs are costs that are not exclusively related to solid waste manage-
ment but that relate to more than one local government activity. Such indi-
rect costs for solid waste management (and other local government
activities) can include accounting and payroll, personnel, legal, purchasing,
data processing, records management, and executive oversight (e.g., the
mayor's salary and office expenses).
Integrated solid waste management incorporates several different approaches
for handling the entire MSW stream. Using a combination of approaches
allows each type of waste to be managed according to environmental and
economic considerations, with priority going to source reduction, reuse,
and recycling, while reserving landfills as the least desirable waste manage-
ment method. See also "waste management hierarchy.'
Measurement focus is an accounting convention that determines: (1) whether
a government's operating statement presents information on the flow of
financial resources or on the flow of economic resources, and (2) which lia-
bilities (and assets) are included on a government's balance sheet and where
they are reported.
Modified accrual basis of accounting refers to the accrual basis of accounting
adapted to the government fund focus on the flow of current financial
resources; this means that costs will be recognized when the lability is
incurred and will be liquidated with current resources.
Natural resources damage liability refers to the types of damage to property
held in public trust that can be compensated through the legal system.
Net cost of a solid waste management activity or path is its full cost minus its
by-product revenues. The net cost divided by the tons of waste managed
yields the net cost per ton for that activity or path.
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Net cost per household indicates the amount of service fees and assessed taxes
that must be collected on average from each household to pay for the full
costs of solid waste management, after taking into account any by-product
revenues. The net cost per household equals the net costs per year divided
by total households served.
Net cost per ton is the best common denominator for comparing the current
costs of solid waste management activities or paths within or across local
government jurisdictions.
Operating costs are regularly recurring costs of resources that are used over a
relatively short period of time (i.e., less than 1 year) in order to support
ongoing MSW operations.
Outlay is an expenditure of cash.
Overhead costs are the management and support costs of running the solid
waste program.
Personal injury liability refers to the types of damage to individuals that can
be compensated through the legal system.
Property damage liability refers to the types of damage to private property
that can be compensated through the legal system.
Routine cash outlays for solid waste management activities are the same as the
operating costs of those activities.
Service revenues are derived from fees charged for the amount of MSW ser-
vices used, such as unit pricing for solid waste collection and tipping fees
for waste disposal.
Social costs are defined in this Handbook as impacts on human beings, their
property, and welfare that cannot be compensated through the legal system;
also termed "social externalities.'
Societal costs is a term sometimes used to encompass both environmental and
social externalities.
Transfer revenues are funds provided by local, state, or federal governments,
whether as grants or some form of revenue sharing.
Unit pricing charges solid waste generators (e.g., primarily households) based
on how much they throw away. Also called "variable rate pricing" and "pay-
as-you-throw."
Up-front costs reflect the initial investments and expenses necessary to start an
MSW activity or path.
Variable costs of land disposal include costs of operation and maintenance and
other costs that can be reduced quickly in response to lower waste disposal
tonnage.
Waste management hierarchy emphasizes a preferred order of management
approaches: first, source reduction; second, recycling; third, waste combus-
tion with energy recovery; and finally, landfilling.
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References
1. "Using Activity-Based Costing for Efficiency and Quality" by Bridget M.
Anderson. Government Finance Review, June 1993.
2. Codification of Governmental Accounting and Financial Reporting
Practices, Governmental Accounting Standards Board, Norwalk, CT, 1993.
3. "How to Calculate Waste Disposal Costs' by Leonard E. Joyce, Jr.
Government Finance Review, August 1990.
4. "Estimating the Costs of Corrective Action at Land Disposal Facilities," by
Larry Huffman, Joseph Karam, and Paul Bailey, 1 Remediation No.
1/Winter 1990/91.
5. "A Contingent Valuation of Avoiding a Landfill in the Carter Community
of East Knox County, Tennessee" by Peggy Douglas, Roland Roberts and
William Park. UT'Agricultural Economics Research Report, May 1989.
6. Using Surveys to Value Public Goods The Contingent Valuation
Method by Robert Cameron Mitchell and Richard T Carson. Resources for
the Future, 1989, Washington, D.C.
7. "Willingness to Participate in and Pay for a Curbside Recycling Program
Case Study of North Chattanooga, Tennessee" by Peggy Douglas, Roland
Roberts, and William Park. Tennessee Farm and Home Science Journal, Fall
1989.
8. Accounting for Municipal Solid Waste Landfill Closure and Post-Closure
Care Costs, Government Accounting Standards Board, Norwalk, CT,
August 1993.
9. Solid Waste Enterprise Funds A Review of Four Case Study
Communities. SWANA, 1993.
10. "Accounting for the Full Costs: Solid Waste Enterprise Funds in Local
Government," by Thomas J. Smith, Kenneth W Shafer, and Susan Catlett,
presented at ASTSWMO 1993 National Solid Waste Forum, July 1993.
11. Governmental Accounting, Auditing and Financial Reporting, Government
Finance Officers Association, Chicago, IL, 1994.
12. "Costing Government Services: Benchmarks for Making the Privatization
Decision" by Pete Rose. Government Finance Review, June 1994.
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13. "Development of a Method for Capturing and Reporting the Full Cost of
Municipal Solid Waste and Recycling Management Services," Final Report,
X818905-01-0. An investigation by the Indiana Institute on Recycling,
Office of Solid Waste, U.S. Environmental Protection Agency, December
1992.
14. Pay-As-You-Throw: Lessons Learned About Unit Pricing (EPA 530-R-94-004,
1994).
15. "Full-cost accounting: What is it? Will it help or hurt recycling?" by Norm
Crampton. Resource Recycling, September 1993.
16. Local Government Finance, Concepts and Practices, edited by John E.
Petersen and Dennis R. Strachota, Government Finance Officers
Association, Chicago, IL, 1991.
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