PB-233 878
WICHITA'S MUNICIPAL SOLID WASTE MANAGE
MENT SYSTEM: A CASE STUDY
Applied Management Sciences
Silver Spring, Maryland
1973
DISTRIBUTED BY:
KTDi
National Technical Information Service
U. S. DEPARTMENT OF COMMERCE
5285 Port Royal Road, Springfield Va. 22151
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BIBLIOGRAPHIC DATA
SHEET
1. Report No.
PB 233 87f
4. Title and Subtitle
Wichita's Municipal Solid Waste Management System: A Case
Study
5- Report Date
1973
6.
7. Author(s)
8- Performing Organization Rep
No.
9. Performing Organization Name and Address
Applied Management Sciences
962 Wayne Avenue
Silver Spring, Maryland 20910
10. Project/Task/Work Unit Nc
11. Contract/C*aaOtX>.
68-03-0041
12. Sponsoring Organization Name and Address
U.S. Environmental Protection Agency
Office of Solid Waste Management Programs
Washington, D.C. 20460
13. Type of Report & Period
Covered
final
14.
15. Supplementary Notes
16. Abstracts
This study examines the solid waste collection and disposal system in Wichita,
Kansas. The background of the system, including location, geography, demography,
climate, form of government, and the solid waste management agencies is described,
and the characteristics of the system, including the services, equipment , and
finances are discussed.
17. Key Words and Document Analysis. 17a. Descriptors
Waste disposal, urban areas
17b. Identifiers 'Open-Ended Terms
17c. COSATI Field/Group
Reproduced by
NATIONAL TECHNICAL
INFORMATION SERVICE
U S Department of Commerce
Springfield VA 22151
18. Availability Statement
19. Security Class (This
Report)
UNCLASSIFIED
| 21-"No. of Page
20. Security Class (This
Page
UNCLASSIFIED
FORM NTIS-35 (REV. 3-72)
USCOMM-DC !495
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NOTICE
THIS DOCUMENT HAS BEEN REPRODUCED FROM THE
BEST COPY FURNISHED US BY THE SPONSORING
AGENCY. ALTHOUGH IT IS RECOGNIZED THAT CER-
TAIN PORTIONS ARE ILLEGIBLE, IT IS BEING RE-
LEASED IN THE INTEREST OF MAKING AVAILABLE
AS MUCH INFORMATION AS POSSIBLE.
-------
This report has been reviewed by the U.S. Environmental
Protection Agency and approved for publication. Approval
does not signify that the contents necessarily reflect the
views and policies of the U.S. Environmental Protection
Agency, nor does mention of commercial products constitute
endorsement or recommendation for use by the U.S. Government,
An environmental protection publication (SW-73c)
in the solid waste management series
i i
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FOREWORD
Solid waste management systems are an integral part of the
environment of nearly every citizen in the United States. Yet
until recent years, these systems have not received the attention
other visible residential services have enjoyed. This historical
neglect has resulted in systems which may not be cost-effective,
especially with respect to the rising cost trends encountered in
solid waste management activities. These trends arise from two
principal factors:
* Environmentally sound disposal methodology is being
enforced or strongly encouraged; as a result, disposal
sites and needed equipment are now expensive to procure
and operate.
* The collection function is highly labor intensive.
Thus, the costs of unskilled labor, which have been
rising to meet socioeconomic demands, have had
enormous impacts on local agency budgets.
This rise in cost pressure has forced all levels of
governmental organizations to consider more closely the management
and costs of solid waste management activities.
Because efforts to upgrade solid waste management practices
are in their infancy, there is still an obvious lack of data
bases for evaluative and comparative analyses. This case study
is one in a series of case studies of solid waste management
systems which has been conducted under the sponsorship of the
Office of Solid Waste Management Programs, U. S. Environmental
Protection Agency. Kenneth Shuster and Cindy McLaren served as
EPA project officers on the case study reported herein. The
purpose of these case studies is to fill in this data gap with
actual case histories of how cities are handling their solid
waste problems.
Concerned agencies at all government levels, as well as
private firms, will be able to assess information of the following
types:
* The management and operating characteristics of
public sector solid waste management systems.
* The institutional forces which give rise to these
characteristics.
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* Those techniques that have been or are being applied
to enhance the measures of productivity, aesthetics,
level of service, and environmental control.
These agencies and firms can then use these comparisons
to upgrade their systems according to the norms achieved in other
cities of similar size, geographical location, and operational
and institutional characteristics.
--ARSEN J. DARNAY
Deputy kt>&-lb&LYit ^.dmini^tftauton
I$O/L BoLLd Wai-te Management
Office of Solid Waste Management Programs
IV
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TABLE OF CONTENTS
Chapter Page
1 INTRODUCTION 1
2 SYSTEM DESCRIPTION ABSTRACT , 4
3 FINDINGS AND CONCLUSIONS 8
4 BACKGROUND OF THE SYSTEM ..... 11
4.1: Location, Demography, Climate, and Economic
Base ......... 11
4.2: Form of Government and Organization ..... 13
4.2.1: Form of Government ........... 13
4.2.2: Organization . . 14
4.3: Solid Waste Management History . 17
4.4: Agencies Impacting the Solid Waste Management
System 19
4.4.1: State Level Agencies . . 20
4.4.2: Local Level Agencies . 20
5 SOLID WASTE MANAGEMENT SYSTEM CHARACTERISTICS . . 22
5.1: Collection Activities of the Sanitation
Division .
5.1.1: Duties and Level of Service 23
5.1.2: Manpower and Equipment Allocation .... 27
5.1.3: Efficiency and Productivity . 27
5.2: Quality of Service 35
5.3: Labor Management Relations . 37
5.4: Low Income Areas and Residents ....... 43
5.5: Disposal Function - Present and Planned ... 44
5.6: Equipment Description ....... 52
5.6.1: Financing and Cost . « 55
5.6.2: Vehicle Maintenance Policies ...... 56
5.6.3: Vehicle Replacement Policies 59
5.7: Financial Aspects of the Wichita Solid Waste
Management System 59
5.7.1: Sources of Revenue ..... . 60
5.7.2: Expenditure . 67
APPENDICES 72
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TABLE OF CONTENTS (Cont.)
Chapter Page
Appendix A: Summary from Environmental
Resource Task Force 73
Appendix B: Solid Waste Ordinance ....... 78
v i
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LIST OF ILLUSTRATIONS
Figure
Page
1
2
3
4
5
6
7
8
9
10
11
12
13
Table
1
2
3
4
5
6
7
8
9
10
11
12
Data Sources and Information Types .
Wichita Government Organization
Sanitation Division Organization .
Environmental Resource Task Force Route Study . .
Benefit Package Structure
Comparative Average Wages
Disposal Site Locations . .
Brooks (No. 1) Disposal Fee Schedule .......
Chapin (No. 2) Disposal Fee Schedule .
Disposal Function - 1972 Activities and Revenues .
Preventive Maintenance Worksheet
Collection Revenues for 1972
Monthly Report for December 1972 ....
LIST OF TABLES
Title
Collection Abstract .....
Disposal Abstract ....
Residential Refuse Service Rate Schedule .....
Manpower and Equipment Allocation
Efficiency/Productivity Data for Wichita .....
Shift History of Customer Levels .........
Historical Collection Force Wage Levels .....
Sanitation Division - Refuse Disposal - Fleet
Directory .
Disposal Site Use Frequency by City Crews ....
Collection Fleet Composition .
Packer Body Descriptions
Collection Revenue History
3
15
16
33
39
40
45
47
48
51
57'
.61
68
Page
6
7
24
28
29
36
41
49
50
54
55
62
V I I
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LIST OF TABLES (Cont.)
Table Title Page
13 Quarterly Collection Fee History . 63
14 Disposal Revenue History ..... . . 66
15 Collection Function Expenditures - 1965 to 1972 . . 69
16 Disposal Function Expenditures - 1965 to 1972 ... 71
v i i i
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1
INTRODUCTION
In Wichita, Kansas, the solid waste management system is
comprised of both the public sector and numerous private sector
firms operating in an environment of strong competition for cus-
tomers. Although this situation is found in both the collec-
tion and disposal functions, it is by far the most evident in
the former. This arrangement has had serious effects in both
the general quality of service and the level of system effic-
iency in the city.
The public sector operation collects approximately thirty
percent of the city residents that have a scheduled collector.
The nrivate sector serves the remaining regular customers. A
recent survey found that about 10 percent of the city residents
received no collection service at all and performed their own
solid waste "management". There is considerable evidence to
show that this 10 percent either stores its waste or dis-
poses of it illegally. The actual collection routing practiced
by both sectors is very inefficient because of the need to
either add or drop customers as they shift collectors.
The disposal function is primarily the public landfill
operation in the vicinity of the city. Private sector firms can
and do operate their own disposal sites but these are not con-
venient to the majority of the crews working residential routes.
Disposal appears to be adequately performed and does not repre-
sent any significant problem.
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The State of Kansas has required each of its counties to
develop a solid waste management plan by 1975. Sedgwick County,
containing the City of Wichita, has this responsibility but is
likely to share it with the city. Such a plan is quite likely
to have a significant impact on the solid waste management
system as it exists today.
Figure 1 presents the titles of the people either inter-
viewed during the site visit or contacted in subsequent tele-
phone calls. The types of information obtained are also
indicated. Tape recordings of conversations were made after
obtaining the permission of the interviewee.
The structure of this report consists of five chapters and
a number of appropriate appendices. Chapter 2 synopsizes the
system for those readers who are interested only in the para-
meters of the city and the collection and disposal operations.
Chapter 3 presents our findings and identifies potential problem
areas. Chapter 4 is a description of the city in terms of those
parameters which affect solid waste management operations. Also
included in this chapter are descriptions of the different
public and private sector agencies on all levels found to impact
the system. Finally, Chapter 5 is an in-depth description of
the solid waste management system as a whole. All aspects of
the system are presented and, wherever appropriate, tabular data
is included in the text.
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SYSTEM DESCRIPTION ABSTRACT
City: Wichita, Kansas
Contacts: Ray W. Bruggeman
Dale Garst
Lyle Botkin
Joe Dowe11
Jim Current
Samuel S. Williamson
Arthur E. Mahoney and
Fred Wendt
James Aiken
Gene Fey
- Director, Department of
Public Works
- Director (former), Sanitation
Division, Department of
Public Works
- Controller, Division of Audit-
ing and Accounts, Department
of Administration
- Model Cities Agency
- Kansas Board of Health
- Director, Personnel Division,
Department of Administration
- Wichita Chamber of Commerce
- Director, Environmental Health
Division, Wichita - Sedgwick
County Departmental Community
Health
- Director (current), Sanitation
Division, Department of
Public Works
Dates of Visit: 19 June - 21 June, 1973
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Population Demography:
Date
1970
1960
1950
Total
276,554
254,798
-
White
246,943
-
-
Other
29,611
-
-
Area:
Density :
Mileage:
Collection:
90.74 square miles
2,900 people per square mile
Roads - NA
Alleys - NA
Table 1
Miscellaneous: The municipal solid waste management
system competes with the private sector in the city
except that it is prohibited from soliciting for
customers. It is regarded as a semi-public utility
and must pay its own way. Because of the competi-
tive nature of the public/private system, producti-
vity is low and waste accumulation problems do exist
in some sectors of the city. The Wichita-Sedgwick
County Department of Community Health has taken an
active interest in local solid waste management and
has offered (and supported) a number of modifica-
tions to the current "non-system".
Disposal: Table 2
Miscellaneous: Like the collection function, the
disposal function operates on a pay-as-you-go basis
but more successfully because of the limited com-
petition in this activity. The operation is self-
supporting and appears to be run at reasonable
efficiency, as calculated operating costs were $1.47
per ton in ]972.
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FINDINGS AND CONCLUSIONS
Wichita is one of the few "larpp citip<; which has failec1 to
establish t^e institutional structure necessary to administer
a city-wiJe soliJ waste management system,. One of the
factors behind this situation'is the prevailing point of view
th, . services which can be performed both adequately
and economically by the private sector should not be impacted by
public sector competition. This rule has been strictly observed
and, in fact, the private sector enjoys several competitive
advantages over the public sector solid waste management system.
The present system of a mix of public and private crews ran-
domly collecting customers in the city has not resulted in an
adequate and economical solid waste system. Approximately 10
percent of the city residents have no solid waste collection
service at all: collection is not mandatory in Wichita. Further-
more, the service is not complete: few bulky items are collected
by either public or private crews. These two findings show that
the system is far from adequate. Furthermore, the system is far
from economical because route overlap is extensive and crew pro-
ductivity is low.
8
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These findings appear only recently to have attracted the
attention of local officials in a position to take action. A
nominal disbursement from Revenue Sharing funds will enable the
public sector collection operation to serve approximately 3,000
families who cannot afford to pay for the service. However,
this is far short of the required expansion of the collection
function. Further, it may invite claims of inequity from private
sector collectors that would prefer to expand their operations
at the expense of public funds.
The public sector solid waste management operation has sur-
vived for almost thirty years in the economic and political
climate of Wichita. The effects of the local environment on the
characteristics of the system are clearly evident. The equipment
is old and replaced only when necessary, the workforce is main-
tained at the minimum level required to perform, and the manage-
ment is always struggling to keep the routes as efficient as
possible. It is barely a break-even operation and, until the last
year, appeared to be losing regular service customers at a slow
but constant rate. The decline in "regular volume" service units
seems to have been halted in 1972 and this service experienced a
slight increase in 1973. To compensate for the loss of revenue
and rise in costs, periodic rate increases are necessary - which
further serves to reduce the number of customers. It is a
vicious cycle and management hopes to break it only by providing
better service than the private sector. This choice appears to be
the only option currently available to the public sector opera-
tion .
To some extent, the public sector disposal operation is not
bound by the same constraints. Presently, it is self-supporting
and does generate sufficient excess revenues to expand its
-------
operations as required and to maintain adequate disposal
machinery. The reason for this higher level of success is that
there is little competition in the disposal arena. Economies
of scale require that large operations be maintained which
effectively precludes the entry of small firms into the market-
place. Furthermore, the city has been surprisingly effective in
obtaining disposal sites convenient to most of the public and
private crews. Whether these conditions will continue to exist
is presently a question of considerable concern. The most
frequently used disposal site is nearing the end of its useful
life and a new sight is being actively sought.
The conclusion to be reached from this case study is that
the roles of the public and private sector solid waste manage-
ment organizations must be clearly defined in any given metro-
politan area before an adequate and economical system can
operate. Along with this specification, there should be one
additional factor: all of the residents of a metropolitan area
must receive solid waste collection service, regardless of the
ability to pay or uncollected waste will invariably become a
public blight.
10
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BACKGROUND OF THE SYSTEM
Wichita, Kansas is located 161 miles southeast of the
exact center of the continental United States at the confluence
of the Arkansas and the Little Arkansas rivers. The Wichita
Standard Metropolitan Statistical Area is comprised of the city,
surrounding Sedgwick County, and Butler County to the east.
In 1970, the total population of this area was 389,352 persons,
and, of these, 276,554 lived within the corporate limits of the
city. Although Sedgwick County is smaller than neighboring
Butler County, it has about twice the population and is
considerably more suburban.
4.1: Location, Demography, Climate, and Economic Base
The City of Wichita lies in the southeast quadrant of
Kansas at an elevation of 1280 feet. The topography of the
area is flat: Kansas is a great plains state. The city has
an area of 90.74 miles with a moderately low population density
of 2,900 people per square mile. The road grid pattern is
regular and has an east-west/north-south orientation.
Because of the availability of land, the major thoroughfares
are well designed and constructed and do not appear to give rise
to major congestion problems.
Wichita is the largest city in the state even though the
Kansas City Mo.-Kansas urban area has a significantly greater
population. In 1970, the population was 276,554 which ranked
the city as the 51st largest city in the nation, but by 1973,
11
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there had been a drop of nearly 13,000 people. The non-white
fraction is about 10.7 percent for the city alone and 8.9 per-
cent if Sedgwick County is included.
The region surrounding Wichita has an average annual rain-
fall of less than thirty inches, and there are between 60 to
65 days when the daily temperature exceeds 90° Fahrenheit.
However, the climate has four seasons and the mean annual tem-
perature is 57° Fahrenheit. These factors indicate that condi-
tions for outdoor work are ideal for the greatest fraction of a
year but may occasionally degrade during the extremes of the win-
ter and summer months.
The economic base of Wichita results from the development
of the area's available natural resources and the long residency
of the commercial aircraft industry. This base also provides
an explanation of the extent of the political and commercial
conservatism which prevails in the city. The city is not well
diversified in the commercial sense, and is critically dependent on
the viability of its unbalanced economic mix. There is no
question but that this problem is clearly recognized and
respected. Because of the significant dependence on the air-
craft industry, the local economy is extremely sensitive to both
economic indicators and Federal Government policies. Wichita,
like Seattle, had an unemployment rate of nearly 13 percent
during the mild recession and aerospace funding cutback four
years ago. Since this extremely hard lesson, the city has
expended considerable efforts to attract .ew industry to the
area and the Wichita Chamber ^f Con nerce is an integral tool in
this endeavor.
12
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4.2: Form of Government and Organization
4.2.1: Form of Government
Since the early years of this century, Wichita has had a
Commission-Manager form of government. The Wichita Board of
City Commissioners consists of five members elected at large
for four-year terms which overlap so that either two or three
members are selected each two years. The bi-annual election
is held the first Tuesday in April of odd-numbered years.
To serve as Commissioner, one must be a citizen of the
United States, not less than 25 years of age, a qualified voter,
and a resident of the city for at least three years preceding
election.
Titles and duties of all Commissioners are equal, except
that each year the Commission selects one of its members to
serve as Mayor and another as Vice Mayor. The Mayor presides
at City Commission meetings and acts as official head of the
municipal government on formal occasions. In event of his
absence, the Vice Mayor assumes these duties.
The Commissioners meet each Tuesday morning at nine in the
Commission Room of the City Building. Meetings are conducted
from agenda, published on the Friday preceding the meeting.
Citizens may speak to items on the agenda and at designated
times at public hearings, and are invited to attend the
Commission meetings.
The City Manager of Wichita serves at the pleasure of his
employer, the City Commission. His responsibilities include
the administration of the conventional aspects of the city
government and, in addition, the operation of the Century II
Civic-Cultural Center. However, the City Manager is not
13
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responsible for the administration of the Library, the Art Museum,
the Park and Airport and, curiously enough, the Metropolitan Transit
Authority and the Urban Renewal Agency. The City Commission
directs the affairs of these organizations by the appointment of
independent boards. This split of the power base leaves the
philosophy of and methodology for city growth patterns to the
commissioners who are directly responsible to the electorate.
4.2.2: Organization
The organization of the city government is illustrated in
Figure 2 . The Sanitation Division is part of the Public Works
Department which is ultimately directed by the City Manager.
Both solid waste collection and disposal are performed by the
Sanitation Division, and the structure of the organization is
presented in Figure 3. Furthermore, the division manages
its own accounting requirements and maintains its collection
equipment.
The Sanitation Division is regarded as a municipal function
that operates on a strict pay-as-you-go basis. With only two
exceptions, it resembles a private sector solid waste firm to
the extent that it is not publicly supported and depends for
its existence on user fees.
However, the two essential differences are critical
factors in the viability of the operation. First, although
the division must compete with the private sector for business,
it is prohibited by the City Commission t solicit for customers.
Second, the division must bea . the nigher costs of having a
public employee wage and benefit structure. As will be pointed
out, these are almost unbearable constraints and have not re-
sulted in an effective city wide solid waste management system.
14
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1
ADMINISTRATION
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FIGURE 2: WICHITA GOVERNMENT ORGANIZATION
15
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4.3: Solid Waste Management History
The early history of the Wichita solid waste management
system is conventional: putrescible (garbage) collection was
the responsibility of the city, whereas all other wastes were
either disposed of by the generator or collected by the private
sector for a negotiated fee. Prior to 1944, the city chose
to honor its putrescible collection responsibility by contract-
ing the work to a private sector firm. This material was
collected twice per week and was subsequently sold to a pork
company as hog feed. Collection costs were defrayed by an ad
valorem tax.
In 1944, Wichita bought out one of the larger private sector
firms and started a non-putrescible collection service with 18
routes. At that time, the frequency of collection was once per
week at a quarterly rate of $1.75. The rationale behind this
move was the opinion of city management that the level of service
provided by the private sector was insufficient and that the
appearance of the metropolitan area was deteriorating. Even with
this new policy the manpower and equipment was not sufficient
to service the city so the municipal operation was forced to hire
private contractors to handle the overload. In 1945, Wichita
took delivery on five 12-cubic-yard packer vehicles and started.
to phase out the older open-topped trucks that were acquired
from the private collector.
Five years later, the city expanded its operations by
assuming the collection function for residential and commercial
putrescible wastes. This new responsibility was achieved by
the purchase of 20 garbage scows and the addition of the necessary
manpower. This part of the solid waste management system re-
mained as a tax supported operation whereas the non-putrescible
collection was still performed on a fee-for-service basis. The
practice of selling putrescibles to a hog producer was continued.
17
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However, in 1955 a state law forbad the use of uncooked garbape
as animal feed so the city changes its disposal method to sanitary
landfill for these wastes.
By 1958, Wichita was operating two separate collection
disposal operations for putrescible and nonputrescible solid waste,
For reasons of economy, the city shifted to mixed refuse collec-
tion at this time. As a result, the city has increased its number
of stops and was able to eliminate the route structure comprised
of 22 garbage scows and 45 men. The additional stops the city
acquired were from residents who had private sector collection of
their nonputrescibles but recognized the utility of a combined
collection by one organization, thus shifting to city collection.
In 1968, the city decided to put its solid waste management
system on a public utility basis. To some extent, this is what;
previously existed but it would now be founded in a firmer regula-
tory structure. The private sector, recognizing the potential
threat this move involved, mounted an effective lobbying effort
with the City Commission at that time. Their principle argument
was that the public sector should not be allowed to unfairly com-
pete with. the private sector and that certain inequities such as
free disposal and access to city funds for capital expenditures
should not be allowed for the city operation. Their argument was
favorably received and the result is the public/private split that
exists today.
Currently, the public and private sectors are in open com-
petition for customers. Although such an arrangement appears to
be equitable on the surface, it is not. ' he city Sanitation Div-
ision was prohibited by a previous commission from openly solici-
ting for customers. To circumvent this constraint, the city
system strives to provide a higher level and quality of service
than that of the private sector collectors: it is hoped this
factor will attract more customers in addition to keeping its
current customers.
18
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4.4: Agencies Impacting the Solid Waste Management System
With the exception of the Wichita City Commission, the
Sanitation Division is not seriously affected by any other
formal public organization. For the most part, the
constraints on the division have been imposed by the Commission
in response to pressures from private sector collectors. How-
ever, to some extent, there have been observations and indirect
effects that have originated on county and state levels. These,
however, have little or no influence on the current operation of
the Sanitation Division. Before describing the influence of
these agencies, it is of importance to discuss the perspective
of two local agencies that one would expect to have an interest
in local solid waste management activities.
The Wichita Chamber of Commerce is actively promoting the
city as an attractive center for manufacturers who wish to
expand or relocate their operations. It is important to note
that this is the essential function of this group and any other
responsibility must be treated as secondary. Consequently,
when asked for their opinion of and policies for local solid
waste management problems, the Chamber spokesman denied any
acquaintance with the issue. When confronted with hard-
copy evidence of local problems, he expressed some surprise ..
The essence of his response was: yes,
there seems to be localized problems but these are not critical
and are in areas of the city that are not important in a
commercial sense. In view of the economic problems that
confront the Chamber of Commerce, this point of view is quite
understandable.
The Wichita Model Cities Agency also has not focused its
attention on solid waste problems that may exist in its areas
19
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of influence. Although these areas represent those which have
been documented as having solid waste problems, little has been
done to alleviate them. This finding results from the fact
that the residents of Model Cities neighborhoods set the
priorities and these have not included the solid waste issue.
Rather, the focus is on more essential issues such as economic
development, housing, employment, and education.
4.4.1: State Level Agencies
At this time, the Kansas State Board of Health is the only
state agency that can possibly affect the Wichita solid waste
management system but, even then, only indirectly. The Boaid
of Health is empowered by the 1970 Kansas Solid Waste Manage-
ment Act to require each county to develop a solid waste
management plan by 1975. Consequently, Sedgwick County must
generate this document and include Wichita in its long range
plan.
For the greatest number of counties within Kansas, this
task will not be difficult because local power structures favor
the county governments. Wichita and Sedgwick County have the
opposite balance of power so the eventual form and approach of
the solid waste management plan cannot be envisioned at this
time. However, the Wichita-Sedgwick County Department of
Community Health will do the work and because each government
is represented, the plan should be acceptable to both.
4.4.2: Local Level Agencies
As stated above, the Wichita-Sedgwick County Department of
Community Health will have the responsibility to develop the
solid waste management plan required by state law. To meet
the deadline imposed by the state, an Environmental Resource
20
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Task Force made up of knowledgeable citizens and professionals
was established in 1970 by City and County Commissioners and the
Board of Health. On June 5, 1972, the Task Force presented its
report entitled "Considerations for Solid Waste Management -
Wichita, Kansas". The summary from this report is presented
as Appendix A and selected portions will be presented in the
next chapter where appropriate.
The Task Force report is a complete and competently
formulated document. It defines the problems, measures their
extent, and offers concrete suggestions on the basis of the
analysis. It was submitted to the City Commission for
consideration and, at the time of the site visit over a year
later, was still under review. The city appears to be
reluctant to adopt any of the options presented in the report
because of possible political repercussions and the anticipated
problems of implementation.
The only other local interest groups that appear to affect
the operation of the Sanitation Division are the private sector
firms, themselves, and their local association. As the
history of the solid waste system indicates, they have succeeded
in maintaining an open competition structure in the area. The
economic conservatism that prevails in the region fosters this
arrangement: open competition must be maintained and the public
sector must not be given an advantage over the private sector.
21
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SOLID WASTE MANAGEMENT SYSTEM CHARACTERISTICS
The solid waste management system in Wichita is comprised
of the public sector Sanitation Division and about eighty private
sector firms. The public sector services about 30 percent of the
city residents with twenty-two crews and the balance is collected by
the private sector with approximately 128 crews. There is no
interface separating the public and private sector operations.
An open-competition atmosphere prevails and customers are free to
select their collector or to dispose of their own waste according
to rules set forth in the ordinance. The route structures for
either sector are under a constant state of transition as customers
are either added or dropped: route overlap is universal in the
city. No details are available concerning the operating
characteristics of the private sector collection firms. This
chapter will describe only the public sector system.
The Sanitation Division of the Department of Public Works
has no formal solid waste management responsibilities in the
City of Wichita. It is responsible only to the extent that it
properly serves the customers that subscriT:: to city collection.
The Department of Public Works, with its Central Inspection
Division and Maintenance Division, is formally required by ordinance
to license private sector firms and collect dead nnimals
respectively. Appendix D presents the current solid waste ordinance.
51: Collection Activities of the Sanitation Division
The Sanitation Division collects solid waste from both
residential and commercial customers on a contracted basis. Bulky
22
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wastes will be collected from both types of customers for a fee
depending upon the nature, volume, and accessibility of the
items. Residential waste is comprised of mixed refuse whereas
commercial wastes are defined as either garbage or trash. These
definitions can be found in Appendix B but the method of classi-
fication of commercial wastes is not presented. Presumably, a
"garbage" account would be a food sales processing or preparation
facility whereas a typical "trash" account would be a department
store. It is likely that some garbage would be collected from
"trash" accounts.
5.1.1: Duties and Level of Service
The minimum level of service provided to either residential
or commercial accounts by any collection agency is specified
in the solid waste ordinance. Residential mixed refuse must be
collected at least once per week whereas commercial garbage
requires twice per week collection. The frequency of collection
for commercial trash (or refuse - the city ordinance uses both words
interchangeably) is not prescribed and is determined by the Directoi
of the Sanitation Division for any given customer.
Residential customers of the division receive tub-out
collection from wherever the storage containers are kept on the
premises. There is a sliding fee scale that depends upon the
quantity of waste taken at any collection. Table 3 presents
the current fee schedule for residential customers except
those who live in large apartment buildings. In this case,
storage area generally is not sufficient for the large number
of cans involved and the building management will elect to be
treated as a commercial trash account.
As is evident by inspection of the table, unlimited col-
lection is based on the volume collected rather than other opera-
23
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TABLE 3
RESIDENTIAL REFUSE SERVICE RATE SCHEDULE
January 1, 1971
The following rates are to be charged by the City for refuse collection from
residential premises:
(a) For regular refuse collection service as provided in Sec.7.08. 100,
Chapter 7.08 of the Code of the City of Wichita:
Single Residence
Five (5) 30 gallon containers $ 8.50 per quarter
For each additional 30 gallon
container at the same location 1.50 per quarter
Duplex or Tri-plex
Seven (7) 30 gallon containers 12.00 per quarter
For each additional 30 gallon
container at the same location 1.50 per quarter
Multi-family (4 units or more)
Two (2) 30 gallon containers per unit . . . .4.00 per unit
per quarter
For each additional 30 gallon
container at the same location ..... 1.50 per quarter
(b) For limited refuse collection service as provided in Sec. 7.08. 100,
Chapter 7.08 of the Code of the City of Wichita:
One (1) 30 gallon container $ 5.50 per quarter
For each additional 30 gallon container
at the same location 1.50 per quarter
24
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tional variables. For sinp1e-residence , five-ran carry out, the
base rate is $1.70 per can per quarter. For duplex or triplex
stops, the rate is $1.71 per can per quarter whereas for four or
more units per stop, the rate rises to $2.00. Additional cans
cost $1.50 per can per quarter which is only slightly less expen-
sive than the basic service.
On the other hand, it is apparent that the fee for limited
collection is not based on the volume standard. In this case,
the division appears to regard the time servicing the stops as
the critical cost variable rather than the actual volume col-
lected. A time and motion study of the two levels of service
would be a valuable tool to reconcile their difference in price.
Commercial customers are serviced by three different means.
If a customer has waste which is of nominal volume and is
convenient for residential crews, the city will collect it. The ~T
are also hoist-type container collections as well as a Dempster
collection. Commercial container routes are served by two crews
which collect principally trash. As mentioned previously, it is
likely that some garbage will be mixed in with the trash.
The Dempster collection has an interesting sidelight which
somewhat compensates for the low efficiencies generally associated
with this method. When each Dempster container is collected,
it is taken to the Central Garage where it is dumped into an open
transfer trailer. At the end of the workday, the Dempster tractor
driver covers the trailer with a canvas top, hauls it off to the
landfill, and disposes of the daily collection. In some respects,
this approach borrows from the transfer trailer concept. It
would appear that this technique is quite suitable for a limited
hoist-type or Dempster collection.
25
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The current level of service that is offered by the Sanitation
Division (and the minimum level of service offered by the private
sector) is regarded as inadequate by the Environmental Resource
Task Force. The primary problem is that the scheduled service
does not include all of the residents of the city, since solid
waste collection is not mandatory. In fact, a survey indicated
that approximately 10 percent of the dwelling units in the city
do not receive service at all. Supposedly, these residents dis-
pose of their waste by carrying it out to one of the city land-
fills or by burying it on their own property.
Many residents who elect to perform their own solid waste
management are not doing this task properly. The results are
either stored waste on the premises or clandestine disposal at
illegal dumpsites along the road. This problem has grown
at an alarming rate since the ordinance prohibiting back-yard
burning was activated on January 1, 1972. Environmentalists
recognize the root of this problem: residents with limited
resources will allocate their income to higher order priorities
such as food and shelter before electing; solid waste collection.
Consequently, one of the major recommendations is that indigent
residents be provided service at the expense of the city.
A second problem with the level of service offered to the
residents of Wichita is the current policy on bulky item collection
As with a regularly scheduled mixed refuse collection, bulky
item pick-up is an elected sei >Tice; storage on premises and
clandestine disposal is widely practiced and cannot be economically
controlled. For this reason, the Task Force recommended that
this service be extended to all residents at no charge.
A third problem is the once-per-week collection frequency
which may not be sufficient given the climate of the city. It
26
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was pointed out that southern cities require more frequent
collections because of the rapid breeding rate of the fly
population. A twice-per-week collection rate was said to be
sufficient to disrupt the development cycle of flies under most
circumstances and should be adopted for effective fly control.
5.1.2: Manpower and Equipment Allocation
For a number of years, the manpower and equipment assignments
have been constant. Furthermore, the projections into 1974 are
at the same levels so the division is not expecting any significant
change in the solid waste management system. Currently, there
are 22 residential routes being serviced by 26 laborers and 24
drivers. The two commercial routes are manned by one laborer
and one driver each and the Dempster route is assigned one driver.
The Dempster driver also operates a tractor for the transfer traile
body. The manpower and equipment assignments are presented in
Table 4 .
The packer fleet is quite old with all but six of the bodies
purchased in 1964 or earlier. Both in 1969 and 1971, three pac-
kers were purchased and these are the newest vehicles. All of
the 16 cubic yard packers have Leach bodies mounted on a variety
of chassis, usually newer. Most of the 20 cubic yard packers
also have Leach bodies except for the six vehicles that were
most recently purchased: these arc Garwood-Dodge configurations.
5.1.3: Efficiency and Productivity
Efficiency and productivity data for the public sector solid
waste management operation in Wichita is presented in Table 5 .
Attached to the table are the assumptions and rationale behind
several of the values presented. It is immediately apparent
that the suburban mixed refuse routes are very inefficient with
an average of only 213 stops per crew per day and a daily
27
-------
TABLE 4 : MANPOWER AND EQUIPMENT ALLOCATION
^Function
Assj Aliment ^
MANPOWKR
Laborer
Driver
Equipment
Operator
Mechnica.1
Maint.
Supervisory
Clerical/
Secretarial
Dispatcher
Support
Personnel
Managerial
TOTALS
EQUIPMENT
Packer-16 cubic
yard
Packer-20 cubic
yard
Pickup
Stake Truck
Serai-Tractor
Dempster Hoist
Tire Truck
Wrecker
Automobile
TOTALS
Residential
Mixed
Refuse
26 I/
24 !_/
-
-
3
-
-
1
54
16
14
3
-
-
-
-
-
-
33
Commercial
2
2
-
-
-
-
-
-
-
4
-
2
-
-
-
-
-
-
-
2
Special
-
1
-
-
-
-
-
'
-
1
-
-
-
4
-
-
-
-
-
4
Dempster &
Tractor
Trailer
-
1
-
-
-
-
-.-
-
-
1
-
-
-
-
2
1
-
-
-
3
Disposal
4
-
8
-
1
-
-
5
1
19
-
-
2
-
-
-
-
-
-
2
Admin .
2
-
-
6
-
4
1
2
1
16
-
-
-
-
-
-
1
1
3
5
Totals
-
34
2tf
8
6
4
4
1
7
3
95
16
1C
5
4
2
1
i
T
1
4<
I/ Includes two additional men over minimum requirements to handle
~~ excused and non-excused absences
28
-------
TABLE 5
EFFICIENCY/PRODUCTIVITY DATA FOR WICHITA
~~ ^_
^g
C "
3 a
l»
C tn
0 a
__ Collection Function
Parameter ~ ~ _
Population Served
No. of Hesid. or Comrn. Umts
Street Miles
Alley Miles
rSTea (sq. mi. )
^ D Pop. density (peo/ sq. rni. )
Waste
Amounts
Collection System
Description
(inc. Level of Service)
Collection j
Cost/Effi-
ciency Figs. Wages
Disposal
"« £
4-j tn
o o
HO
tn
u ^ 2
en tn *j
-* O ri
«i U «
Annual Amounts Collected!/
L,b.s. /unit/wk
Lbs. /person/day
Point of Collection
Freq. of Collection
Type of Storage Container
Avp. Dist. to Disp. Site
Av^'. Miles Driven/ truck/day
AVJ.;. Hours worked/day
Direct iTj< n
Crews
Crew S: >i
Truck:
Avg, wages and fringe for laborers/
Avg. wages and fringe for drivers iiZ/
Stops /Crew/ Day
Tons /Crew / 1 . iy
1 Coll. Cost/UiMl7yr
Coll. Cost/jj_erson/yr. _
Col). Cost/tori/yr.
Total Coll. Cost/yr. 1_1_/
Type b. No. of Disp. Sites
Total Disp. Cost/yr.
Total Cost/yr*
Coll. F'xpensc as % of tot. Exj).
Coll. labor expanse as °,'n of tot_ Coll.
Coll, <.'i'i\se as °'o of tot. Coll.
)*roc. ti Disp. expense as % of lot. oxp.
Proc. i, Disp. labor expense as % of
tot. disp.
Suburban Mixod Refuse
Residential Commercial
CBD e/
Commprrial '
c
Dempster-
Dumnster
67,724^
22,7732/ 607-' 122-7
25
90.74
2900
38,604 tons 6,006 tons
65.2 381
4435 tons
1398
858 to
1305
3.12 Not applicable
Carry out Adjacent to Premises
I/week I/week'
5/week-/
30 gal. 1-2 yard, containers, drums,
cans ronvpnl innaT runs
1/2 day;
Dumpste
4-5 miles
47 £/
eight plus
48 1 4
22 .
2.18^
22
2
2
2
- 1
1
1
1
$2.73 per hour
$3.05 per hour
207 6
6.7 1.1
$27.60
9.55
14.50
$646,753.36
63
R 5
$441.77
N/A
12.15
$53,896.11
12. :
£5_38 . !
N/
15.
13,474.
Two sanitary landfills
$36,988.50
$751 .112
95.1
86.3
6.7
4.9
N/A
29
-------
TABLE 5: CONTINUED
EFFICIENCY/PRODUCTIVITY DATA FOR WICHITA
!_/ Based on the total number of residential units served and 9.03
people per household as determined from the 1970 Census of
Population.
2/
' Based on 17,735 residential regular volume and 5,038 residen-
tial limited volume unit stops.
3/
' The numbers of commercial units served on Suburban Mixed
Refuse and CBD Commercial routes are estimates based on the
following arguments. It was reported that the suburban
routes service 607 commercial stops. Further, the
total number of commercial units (trash and garbage) for
1972 was 729. The commercial suburban mixed refuse stops
are collected as a part, of the residential routes, but many
are collected more than once each week. This line of reason-
ing is supported by the fact that the two CBD trucks make 63
stops per day each (= 126 total) for units likely to require
I/day collection. Further, the assumption that each of the
607 commercial stops represents a unit is reasonable because
of truck routing factors.
4 /
The annual tonnage collected by all crews and subsequently
disaggregated by function was determined by a series of
calculations. In the disposal report (December, 1972) it
was stated that a total of 3809 sixteen yard and 3880 twenty
yard full packer loads were collected that year. Further, it
is known that the CBD Commercial accounts are served by two
of the newer packers, while the Suburban Mixed Refuse routes
are collected by ten 16 and twelve 20 yard packers. Using
the truck ratio between functions, the annual collected
volume was calculated to be:
Suburban Mixed Refuse = 127,453 .abic yards
CBD Commercial = 11,086 cubic yards
The newer CBD Commercial ana the olf" r Suburban Mixed
Refuse Vehicles were assumed to have compaction densities of
800 and 700 pounds per yard respectively. Consequently, the
total tonnage collected by both functions was:
Suburban Mixed Refuse = 44,610 tons
CBD Commercial = 4,435 tons
30
-------
TABLE 5: CONTINUED
The Suburban Mixed Refuse was further disaggregated into
residential and commercial sources by using the average daily
collection of three compacted yards per six commercial accounts
that each route was reported to collect. Again, a compacted
density of 700 pounds per yard was assumed.
' The collection frequencies presented for Suburban Mixed Refuse
and CBD Commercial account0, are estimates supported by arguments
presented in note 3_/ . The Dumpster collection frequency is
based on an estimate of 4 cubic yard containers and the trans-
fer trailer capacity of 40 cubic yards. This would suggest
that an average of 12.5 containers per day are picked up which
is quite reasonable considering the characteristics of the
early Dempster system.
6/
Based on 1972 fleet mileage of 317,933 miles, 260 day year,
26 truck fleet (22 suburban routes, 2 CBD Commercial routes,
1 paper recovery route, and 1 Dempster Dumpster route).
' Based on 18 two man routes and 4 three man routes.
8 /
This column does not include one paper recovery route being
operated. This is currently funded from the Emergency
Employment Act and will be discontinued as it does not break
even.
9 /
' See text for description of this collection function.
' Taken from 1971 Budget request for 1972. Does not include
fringe benefits which are administered city wide.
' These values were computed from the actual costs incurred
during 1972. Disposal costs are treated as an operations
expense and was subtracted from the annual costs. The
allocation of expenditures, by function, was performed using
the ratios of functional direct manpower to total direct
manpower with administrative expenses being allocated
proportionally.
31
-------
collection of only 7.8 tons. If it is assumed that the commer-
cial steps on these routes take little time, then the residen-
tial collection efficiency is only 6.7 tons per day.
The low crew efficiencies clearly result from two factors.
First, the system is performing carry-out service which is a
time-consuming activity. Further, the average collection will
be 65.2 pounds as there is only one collection per week. The
collectors may service more than one stop before returning to
the truck to unload their tubs. The crewman efficiency, in-
cluding drivers, is 2.29 tons per man per day, which is a nominal
value.
The second and more important factor affecting crew
productivity is route structure discontinuity forced by the open
competition for customers. This considerably affects collection
time because of the longer mean distances between steps and the
disruption of a smooth collection pattern. Conservatively,
taking eight hours as the mean workday (which is somewhat com-
pensated by the time to make an average of 1.23 trips to the
disposal site), a typical stop requires 2.25 minutes to service.
A considerable fraction of this time is, of course, spent
traveling between stops.
The Environmental Resource Task Force performed a timed
route study and presented the results in the June; 5, 1972 report.
The tabulated data for the two public and two private sector
routes that were studied appear in Figure ;. Taking the time in
the total routes column and dividir ; by the number of stops, the
average time per stop from this survey is two minutes and fifteen
seconds, a value in good agreement with the previous calculation.
What is clear from Figure 4 is that as the linear customer
dwelling unit density rises (houses or stops per mile), the aver-
age time required to service a stop falls. Rows number 6 and 7
32
-------
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33
-------
indicate that the truck productivity is directly related to the
time that the collectors are not on the customers' property and
are, presumably, traveling between stops.
There are two findings that are of importance to state here.
First, as the linear dwelling unit density rises, so will
collection efficiency. Second, and of great significance to
Wichita, is that as route overlap becomes more severe the linear
customer dwelling unit density for any given collection crew
will drop. This is costly in terms of both crewmen time and
excessive truck mileage and, as a result, costly to the residents
of the city.
In terms of financial efficiencies, the collection cost of
$27.66 per suburban customer per year is quite reasonable given
the high level of service and relatively low crew efficiencies.
This finding is explained by the fact that employee wages are
relatively low a_n_d,equipment costs are negligible. This is sur-
prising, given the age of equipment and the expected maintenance
costs.
The other two collection functions, CBD commercial and
Dempster routes, also have very low efficiencies. In the case
of the CBD routes, this is not easily explained due to the
higher customer density one would assume to exist. With only
63 stops per route per day, it appears that these crews are
either not utilized to their fullest capc^c ty or there are con-
straining factors that were not discovered. The Dempster route
efficiency of 3.3 tons per day is typical of this outmoded system
and comes as no surprise.
-------
5 2 : Qua 1 i t y g f JScrvieg
The quality of service rendered by the Wichita solid waste
management system is relatively high considering only the municipal
operation. The complaint frequency has been hovering around .2 per-
cent for the last six years and has not varied significantly from
this value. The finding is not surprising given the slowly varying
system parameters and the reasonably stable workforce. However, in
one respect, there is an element of interest because the competive
nature of the system continuously forces the addition and deletion
of customers. That the collection crews can readily adapt to the
shifting route patterns is a definite plus for the workforce. This
ability is probably strongly encouraged by management because
customer dissatisfaction can easily lead to the loss of an account.
Another indicator of customer satisfaction with the municipal
operation is the slow and moderate change in the total nunber of
dwelling units it serves. Table 6 presents the customer levels
for the last six years. Since 1967, the Sanitation Division has
experienced a net loss of only 849 customers (3.6 percent) which
is quite reasonable given the inability to solicit customers.
The detail of Table 8 is quite interesting. First, there
has been a considerable loss of full service accounts to limited
service collection. The major change occurred between 1969 and
1970 whon the full effect of the aerospace recession was felt.
Apparently, many icsidents felt that they could do without five -
can collection every week and get along with a very limited level
of service. This trend has continued through 1972. The loss of
regular volume collection is approximately compensated by a gain
in limited volume collection.
The quality of service rendered by the private sector col-
lectors cannot be stated with any certainty. However, it is
probably comparable to the public operation as there is no apparent
shift of customers to the Sanitation Division's accounts.
35
-------
TABLE 6
SHIFT HISTORY OF CUSTOMER LEVELS
Calendar
Year
1972
1971
1970
1969
1968
1967
Regular Full Service
Accounts
Total
17,735
18,196
19,681
21,064
21,434
21,467
Plus
1,972
2,204
2,278
3,318
3,402
4,286
Minus
2,237
3,689
3,761
3,681
3,439
2,438
Limited Service
Accounts
Total
5,038
4,548
4,011
2,463
2,088
2,155
Plus
1,885
1,760
2,117
614
175
153
Minus
1 , 395
1,223
519
212
243
226
Total
Residential
Accounts
22,773
22,744
23,692
23,527
23,522
23,622
36
-------
Unfortunately, this hypothesis cannot be proven because no data
is available on customer pattern shifts among private sector
firms.
If quality of service has, as one factor, the frequency of
service rendered, then the solid waste management system in Wichita
may be somewhat inadequate. Due to the high summer temperatures,
it is quite likely that rapid biodegradation will occur with the
normal smells of decaying organic matter. Furthermore, there is
likely to be an insect problem at the same time. Although putres-
cibles must be drained and wrapped prior to disposal in the
storage container, this rule may not be sufficient. It must be
recalled that Wichita did have two garbage collections per week
prior to the transition to mixed refuse collection. Draining and
wrapping can contribute to insect control, but will not alter
significantly the decay rate.
City-wide, the quality of service (including level of service
as a factor) is not adequate. This point will be discussed at
great length in the section of this chapter dealing with low income
areas.
5.3: Labor Management Relations
The workers of the Sanitation Division are not represented by
a union but do seat two of thirty-three members in the Employees'
Council of the Wichita Municipal Employees' Association. The
bylaws of this organization state that the functions of the asso-
ciation shall be:
1. To investigate, consider and report or make recom-
mendations on matters pertaining to the general
welfare of employees of the City.
2. Upon request of any appointing authority, to advise
the appointing authority concerning personnel
problems.
3. To consider personnel policies and problems sub-
mitted to it by the Personnel Director.
37
-------
4. To engage in and carry on activities and programs
relating to health and welfare of employees repre-
sented by the elected representatives, including
employees' safety and training, recreation, com-
munity welfare, and group insurance programs.
5. At the last regular meeting of the Association in
December, to nominate employees to be voted upon
for election to serve on the Wichita Employees'
Retirement Board in accordance with the Retirement
Ordinance. Members representing Police, Fire,
Park and Library shall not participate in the nomi-
nation. Non-commissioned employees of Police and
Fire Departments may vote in the election.
It is clear that the Association is for the benefit of city em-
ployees but does not engage in formal bread-and-butter labor
negotiations. Militancy does not appear to be necessary for
any organization representative of city employees as Wichita has
a generous fringe package set up to compete with other employers
in the area. Figure 5 presents the structure of the benefit
package as it now appears.
The municipal solid waste collection workforce was said to
have a competitive entry wage but a slower raise rate than em-
ployees in local industry. Figure 6 presents the 1972 average
hourly pay to collection employees in comparison with other posi-
tions in the Wichita area. From this figure, it is clear that the
solid waste collection workforce is somewhat underpaid in com-
parison to other points of entry in the Wichita job market.
Furthermore, Table 7 indicates that the average annual raise is
also likely to be lower in the Sanitation Division. Since 1968,
the driver and collector salaries have grown by 35.3 and 38 per-
cent, respectively, but this corresponds to annual average raises
of only 4.41 and 4.7 percent.
The absenteeism and turnover rates are strongly coupled to
the health of the Wichita economy. During the aerospace recession
of 1969 and 1970, those two traditional problems essentially
38
-------
I. Vacation -- Ai a City o<$ Wichita employee, you receive -two weeks pa-id vacation each
yeai. Vacation .a earned on a calendar year basis. \{,tc-^ £ivc (5) years o(J service,
you are eligible £or additional longevity vacation, according to the, j$o£lowing schedule:
5
7
8
Day*
II
12
13
years
9
10
12
14
15
16
y ears Pays
14
16
17
19
Pat/A
2. Holiday -- Employ ecs receive nine (9) paid hoLiday* per year. Tke C^ty o no maxx,m(xm accumulation. Sicfe £eave -ii -tcfee an xlniuAance policy against a
payday because GJ$ iHnei-i. It pay-6 to ai e -it w-ueiy.'
Lcngcvi-ty Pay -- Employee* become etigibte J$OA, longevity pay upon t/ie completion Q
'yuatiA accumuiative 4eAv-cce. Longevity pay U> at the, note, o^ $2.00 pe*L mont/i .time*
the numbet o^ yeaA4 accumulated 4eA.vi.ce.
5. Social SecuAxty -- With the exception 0($ commiiA-ioned Po£Ice and FiAe peA4onne£,
City~~emp£0t/eei aA.e coveted by Social Security. The confutation i^. 5.851 oj$ the
$10,SOO (elective Janua/u/ 1, 1973). The C-cty in tuAn contAxcbatei a £ike amount
each empioyc-e. Theie Aa^:e4 aAe e6tab£x4hed by the FedeAoZ Government.
6. Gtoup _Lij$e InAuAance -- Li^e iniuAance i^> avai&iMe at £ow gAoap Aatei.
maintaitu a 4e£^-in6uAing p£an and aAAumei one.-hat^ the. coAt o^ the pAogAam.
ti^e, in^uAance with double indemnity and dependent coverage.
The Ci-t
Vou a-ie
7. GAP up Health I n6uAance -- The C£fc/ maintain* and c.on&u.buteJ> 751 01$ the co^t |$oi B-
CAOAA" and 8£ue Sltie£d ko&pitatizaticn in&uAance J$OA emp£.oyee6 and theiA
S. and 9. Re-tiAement -- VOUA AetiAement p£an pAov-ide^> ($OA o£d age bene^-iti, d-iiabiiU.
payment* , death benefit*, and AuAvivoAi bene^iti . Commissioned F-cAe and Police have a
ieparate Aetiiewient pAogAam. Both are contAibatoAy, which meani you and the City
in ^he coAt. 0n£y j$a££ time peAmanent emp£.oyeeA ate e.tigibte. to poAticipate in -the
AetiAement
Additional Bene^itA -- The
not considered -en the computation
a. Emergency leave
b. Tuition reimbursement
c. Employee parfiing
d. Education pay
e. Union dues collection
L Credit Union deduction
bene^-its &titt i$uAt/ieA Aupp£ement youA pay, bat i
youA ^Ainge
Payioll bank depoA-it
In-SeAuice training
PisabiXity -inAuAance
UnijJoAm allowance
PeAAonal baiineAA leave
9-
h.
fe*.
FIGURE
BENEFIT PACKAGE STRUCTURE
-------
$5.00/hour
: Tool and Die Maker ($4.54/hour)
$4.50/hour
-Carpenter-Maintenance ($4.33/hour )
-Electrician-Maintenance ($4.25/hou
$4.00/hour
Truck Driver ($3 . 75/hou'r)
$3.50/hour
Fork Lift Operator ($3.47/hour)
Receiving Clerk ($3.34/hour)
City Truck Driver ($3.21/hour)
Shipping and Receiving Clerk ($3.
$3.00/hour box
City Collection Helper ($2.91/hour)
Guard or Watchman ($2.73/hour)
Janitor ($2.59/hour)
$2.50/hour
FIGURE 6 : COMPARATIVE AVERAGE WAGES
40
-------
TABLE 7
HISTORICAL COLLECTION FORCE WAGE LEVELS
I/
Year
1968
1969
1
1970
1971
1972
1973
1974
Driver
Wage ($/hr)
$2.722
2.754
2.970
3.046
3.209
3.472
3.683
Annual
Increase (%)
1.2%
7.8
2.6
5.4
8.2
6.1
Collector
Wage ($/hr)
$2.239
2.243
2.627
2.734
2.911
3.080
3.089
Annual
Increase (%)
.2%
17.1
4.1
6.5
5.8
.3
I/ Solving Wf = YL (l + i )* for i from the initial and final
wages over a seven year time interval yields.
driver = '°441 helper = ' 047°
41
-------
vanished: Ph.D. engineers and other high level professionals were
manning collection trucks. Since those years, the city economy has
diversified and the aircraft industry has regained its health
with the result that some turnover and absenteeism have returned
to the Sanitation Division. As the current head of the division
says, "Trash collection is probably the last thing most people
look for doing." In Wichita, this is certainly the truth.
As with most solid waste management systems, the Sanitation
Division has an exceptionally stable core with turnover and
absenteeism problems resulting from transient labor. In the
division, there is an average monthly turnover rate of seven men
and there are days when the collection workforce is five and six
men short. Since the routes must be traversed on schedule, these
problems result in overly long workdays for the employees that
show.
The new head of the Sanitation Division has taken steps to
reduce these problems. First, he initiated the policy that all
accrued overtime will be paid regardless of circumstances. He does
admit that this move is excessively expensive and, as a result, he
is trying to reduce an average workday to near eight hours. He
hopes to achieve this goal by crew restructuring. At the time of
his appointment, there were 18 two-man crews and four three-man
crews servicing the suburban mixed refuse routes. After con-
sultation with his route foreman, it was decided that two-man
crews on all routes would be sufficient providing there was a
swing man for assignment to routes known to be heavy on certain
days. With this formula, a new route was i1ded to help balance
workloads. From all reports, this n^w system is effective and the
average workday is approaching eight hours.
Long-term solutions to turnover and tenure nroblems are heinp;
sought but, given the current solid waste management system in the
city, few ootions have surfaced. The only tentative solution -
suggested by the division is a general pay raise so as to become
-------
more competitive with private industry. Given the marketing
constraints within the solid waste management field, this solution
is not feasible as the division would have to raise its rates to
meet payroll.
5.4: Low_ Income Areas and Residents
The most significant solid waste problem is the absence of
mandatory collection of all city residents. It was estimated by
survey that nearly 10 percent of the city's residents do not sub-
scribe to a collector and perform their own solid waste "manage-
ment." Formerly, many of these residents disposed of their mixed
refuse by back-yard burning but now this method is prohibited by
law. There is considerable evidence, gathered by the Environ-
mental Resource Task Force, that solid waste from these residents
is simply accumulating on the premises or is illegally disposed in
the city. This is an especially severe problem in lower income
areas. Further, the open competitive nature of the solid waste
management system does not lend itself to solution of these prob-
lems by the assignment of specific waste responsibilities.
For the most part, the 10 percent of the city's residents
that do not receive any solid waste collection service at all are
low income or indigent families. It is clear that these families
will not pay for collection if given the option of rejecting servir-e,
Other priorities, such as food, shelter, and clothing, will be met
before solid waste collection is even considered.
Bulky item collection is performed by the city and many pri-
vate sector collectors on a fee-for-service basis. However, there
is no firm fee schedule and the cost of each collection of this
type is negotiated between the customer and the collector. The
result of this policy is that little bulky waste gets collected.
For example, during 1972, there were only 1,026 special collections
from residential customers performed by the Sanitation Divisio'n.
Since the division services about 30 percent, of the city's dwell-
ing units, a fair assumption is that the private sector has little
43
-------
more activity in this function. Consequently, a reasonable esti-
mate of the total bulky item collection is many times lower than
what should be expected in a municipal area of the size of Wichita.
What obviously is happening is that clandestine disposal is prac-
ticed as well as storage of bulky wastes by many city residents.
The city management and the Environmental Resource Task Force
are acutely aware of the problems faced by the indigent residents
of Wichita and a bold step has been taken to partially alleviate
this situation. Approximately $100,000 has been allocated from
Revenue Sharing for the collection of mixed refuse from indigent
families by the Sanitation Division. It has been estimated that
this money will be able to support the weekly collection from
approximately 3,000 residential dwelling units for one year.
However, this is not likely to be sufficient given the total num-
ber of residential dwelling units in the city (about 100,000 total
with 71,200 of these being single, detached houses). As mentioned
earlier, the solid waste survey found that 10.6 percent of the
single family detached dwelling units (about 7,550) had no weekly
collection service and this number is 2.5 times the number of
homes the current program can handle. It is likely that this
program will be expanded in future years.
5.5: Disposal Function - Present and Planned
Solid waste disposal is a municipal operation in Wichita,
and is performed at two close-in sites. Sanitary landfill is per-
formed at both facilities and, in addition, 1 he northern site
(see Figure 7) is used for brush disposal by open burning. The
convenience of these facilities to Doth the puLlie and private
sector collectors is a definite advantage and helps to maintain
collection efficiencies. The landfills are open to anyone in the
city who requires a disposal site? for conventional . solid waste's.
Further, the solid waste ordinance (Appendix B ) clearly speci-
fies that any licensed private sector collector will have the
availability of the sites to meet his disposal requirements.
44
-------
WICHITA
SCAlf OF MflfS
ONI INCH
Interchange Numbers t Golf Co
FIGURE 7:
DISPOSAL SITE LOCATIONS
45
-------
As with the collection operation, the disposal function is
performed on a fee-for-service basis with all users (including
city trucks as well as private individuals) being assessed a dis-
posal charge. The current fee schedules, presented as Figures 8
and 9, indicate that volume rather than weight is the independent
variable establishing the rate structure. Rates differ because
of the relative convenience of the Chapin landfill to the site
users.
If it is assumed that the compaction density of a new 20-
yard packer is 800 pounds per cubic yard, then the disposal fee is
approximately $6.00 per ton at the Chapin landfill. It should be
noticed, however, that disposal charges for uncompacted wastes
are considerably higher when taken on a weight basis. For ex-
ample, if uncompacted waste is assumed to have a density of 200
pounds per cubic yard, then a 20-yard truck would be charged
$2.25 per ton. The rationale for the choice of this schedule
policy is not understood but is suspected to result from the
city's view that landfill costs are based on the compaction
necessary for proper disposal.
The disposal sites are currently manned by one supervisor,
one foreman, eight equipment operators, four laborers, and live
checkers. The Brooks landfill is open every day of the week, in-
cluding holidays, from 8:00 a.m. to 5:00 p.m. The regular staff
consists of three equipment operators, one checker, and two la-
borers (one being a spotter). The Chapi^ landfill operates on
every day but Sunday and holidays but is open until 5:30 p.m.
One additional equipment operator is assigned to this site. The-
brush site is open every day, from 8:00 a.m. to 5:00 p.m., and
is staffed by only a checker.
The disposal fleet consists of conventional landfill eqxiip-
ment all of which is relatively new. Table o lists the equip-
ment used for refuse disposal. Since the time that this list was
formulated, the city purchased a new Hyster compactor which will
be used at the Chapin landfill.
46
-------
CITY OF WICHITA
DEPARTMENT OF PUBLIC WORKS
SANITATION DIVISION
REFUSE DISPOSAL SERVICE CHARGE SCHEDULE
Brooks Landfill and Brush Site
The following rates are to be charged by the City for refuse disposal as
provided in Chapter 7.08, Sec. 7.08.280 of The Code of the City of Wichit
TYPE OF VEHICLE RATE PER LOAD
Automobiles .50
Pickups - no sides 1.00
Pickups - with built up sides 1.50
Two-Wheel Trailers 1.50
Four-Wheel Trailers 2.50
Single-Axle Dump Truck 3.00
Tandem-Axle Dump Truck 3.50
Commercial & Other Stake Trucks 3.00
Rubbish Collectors Stake Trucks 3.00
Tree Haulers 3.00
Non-Compactor 20 yds. 3.50
Non-Compactor 30 yds. 5.00
Non-Compactor AO yds. 7.00
Packer Trucks 9-] 4 cu. yds. 3.00
Packer Trucks 15-17 cu. yds. 3.50
Packer Trucks 18-20 cu. yds. 4.00
Packer Trucks 21-25 cu. yds. 5.00
Packer Trucks 26-30 cu. yds. 7.00
Compactor 40 yds. " 9.00
Stake Semi-Trailers 7.00
Compaction Semi-Trailers 14.00
FIGURE 8: BROOKS (NO. 1) DISPOSAL FEE SCHEDULE
-------
CITY OF WICHITA
DEPARTMENT OF PUBLIC WORKS
SANITATION DIVISION
REFUSE DISPOSAL SERVICE CHARGE SCHEmiLR
Chapin Landfill
The following rates are to be charged by the City for refuse disposal a:
provided in Chapter 7.08, Sec. 7.08.280 of The Code of the City of Wichii
TYPE OF VEHICLE RATE. _PER _LOAD
Automobiles .50
Pickups - no sides 1.50
Pickups - with built up sides 2.00
Two-Wheel Trailers 2.00
Four-Wheel Trailers 3.25
Single-Axle Dump Truck 4.00
Tandem-Axle Dump Truck A.50
Commercial & Other Stake Trucks A.00
Rubbish Collectors Stake Trucks A.00
Tree Haulers A.00
Non-Compactor 20 yds. A . 50
Non-Compactor iO yds. 7.00
Non-Compactor -«0 yds. 9.00
Packer Trucks 9-14 cu. yds. A.00
Packer Trucks 15-17 cu. yds. A.50
Packer Trucks 18-20 cu. yds. 5.00
Packer Trucks 21-25 cu. yds. 7.00
Packer Trucks 26-30 cu. yds. 9.00
Compactor AO yds. " 12.00
Stake Semi-Trailers 9.CO
Compaction Semi-Trailers 18.00
FIGURE 9: CHAPIN (NO. 2) DISPOSAL FEE SCHEDULE
48
-------
TABLE 8
SANITATION DIVISION - REFUSE DISPOSAL - FLEET DIRECTORY
MAR
70
69
70
71
68
53
61
65
66
67
56
71
72
60
61
65
66
69
70
53
5')
68
Ste
E &
Chev
Ford
Dodge
Dodge
Ford
"Cat"
"Cat"
AC
"Cat"
AC
"Cat"
AC
"Cat"
Calion
Ford
"Cat"
"Cat"
"Cat"
"Cat"
"Cat-"
Danco
MODEL
Biscayne
F-250
200
F-100 '
T-750
D6
D7
HD-16
D7E
HD-16
D8
HD-16
D7F
104
881D
A35E
/»35i;
435E
435K
D13000
Hockendorn
rling
30M
BODY TYPE CROSS VJT.
For dor Sedan
Pickup 12,000
Pickup 12,000
Pickup 12,000
Dump 20,000
Shovel Loader
Bulldozer
Bulldozer
Bulldozer
Bulldozer
Bui Idozer
Bulldozer
Bulldozer
Grader
Tractor
Cable Scraper
Cable Scraper
Cable Scraper
Cable Scraper
Pump Engine
Sand Pump
Rol:ary 'Mower - 5 ft.
Mower - 24"
Wat or Pump
IDEUJ'J 1'iCATlON
OR MOTOR NO.
15A690.11 88777
F26YKE74456
E23BEOS141982
D14AE1S3A2611
F75FAJC17052
10A64
17A1A871
6529
47A3825
8228
14A3976
11554
94NA265
104-C-02803
76331
85F153
85F169
85F221
85K229
453112
'
«
49
-------
Since the disposal sites are open to all users, the quan-
tity of solid waste delivered by city crews is only a fraction
of the total loading. Figure 10 presents the December 1972
monthly report of the activities and revenues associated with
disposal at both sites. Annual totals are also presented in the
tabulated data but the actual loading at each site cannot be
readily identified. However, from the fee schedules and Figure
10, the use frequency of city packers for each site can be found.
A calculation provides the rates shown in Table 9.
TABLE 9 : DISPOSAL SITE USE FREQUENCY BY CITY CREWS
Vehicle Size Chapin Use Rate Brooks Use Rate Total
20 cubic yards 3424 loads 456 loads 3880 loads
16 cubic yards 2571 loads 1238 loads 3809 loads
It is clear that even though the Chapin site is more expensive,
it is more frequently visited by city crews than the Brooks site.
Obviously, the Chapin site is more convenient to the majority of
city routes, a conclusion that is further supported by the greater
use-ratio of twenty cubic yard trucks that operate in denser city
areas.
The Brooks site has approximately 160 acres left of an orig-
inal 240 acres and is estimated to have a remaining use life of
about eight years. The Chapin site, which is used far more exten-
sively, has only 15 acres remaining, and is not expected to last a
year. Because of the convenience of thip southern site, the city
is actively seeking a nearby replacement. At this time, there
are two such sites under conside^at-*-on located in Figure 7
and indicated by a "C" for candidate. Of the two, the location
west of the Arkansas River is preferred because of its size
(200 acres) and its greater convenience to a larger number of
users. The other site is slightly smaller (140 acres) and can
be accessed conveniently only from Route 15.
50
-------
CITY OF WHilHA
DEVAUTIIEKT ov r-ur.i.ic WORKS
SANITATION DIVISION - REFUSE U1SPOS/'
MONTHLY REPORT
DKCEMRKR 1972
LOADS RECEIVED AND REVENUES
TOTAL
i
TYPE OF Vr'Jl' 1 K
City 1'aci.c rr,
20 cu. "<' .
City Pack< is
16 CU. Vj', .
City Stake
8,000 (. Over
City Sen:i-
Trnilerr,
Autonolillrs
Pickups-re, F -) r.ides
Two- Wheel
Trai lrr<;
Four-V.'hc cl
Trailers
Single-Axle
Dunp Truck
Tandcn.-Axlc
Du-;< Tri'r'
Ccr -erciul', Other
Stfi'.-n I 11 '/ r,
Rubbir.h Collect
Kt nVf Triu-Vc-
Trec ii, MI] cis
8.000 r\V ;. Over
1'ackei T i n^kn
P-l/l C\l. Vflc.
Packer 'i rucks
lr,-17 r... vcl";.
Packer 1 1 uc ks
]f(-?0 cu. vd-,.
i'dd c-r 'J i uck:,
21-25 r- Nf'i.
.'.ickc r 'i i '. kb
?f>- '/» rn .to.
Stiil.e SCKII-
Tratlor-
Kon-C'O'. ,.. 30 yd.
Kali on,-' ! Guard
Cniri act n> ^0 yd .
Kon-C'c-i^.'ctor
.20 -
! !.'o:i- (.(., ,; ,.i tor
iO vd.
on- Coapictor
.,0 yd.
Otbcr City
Vcli1c1( '
Seclj;wJ.ck County
Vehicle-,
Knn:.;i'; M ,!/-,;>
19
J:MPI :JUH
1.51R.OO
1 ,211 .50
4.00
158.00
296.00
3,064."0
961.00
676.00
82.50
496.00
1,391.00
2,329.00
V, 335. 00
255.00
701. . 00
2,780.00
5,162.00
70.00
r, /".2.oo
201 .00
270.00
0
1 ,675.00
419.50
Vi.or
976,00
0
0
0
?<), '"'?. 50
203.
SAME MONTH
LAST YEAR
LOADS
328
285
10
15
474
2,017
549
368
37
171
398
804
231
303
239
712
994
2
205
25
0
5R
12
11
50
584
109
14
;,!,or,
RF.vrwin
1,597.00
1,200.50
40.00
135.00
237.00
2,293.50
910.00
605.50
101.50
603.00
1,614.00
2,669.00
769.00
309.00
788.00
2, 787. 00
4,700.00
10.00
1 ,747.00
181 .00
0
615.00
54.00
THIS YEAR
TO MTF
LO MIS
3J_880_
3,F,09
113
212
9,959
47,885
12,365
10,651
792
2,733
3,239
11,664
5 , 505
3,725
2,779
9,47'
12,94?
60
4,14 r,
404
V4
66
1 S6
IB. 00
0
0
24 ,4 r> ] .00
KOfW.
7,768
1 , 369
36',
15 9,,% 3
PEVr.KUF,
18.^)44.00
15,902.50
418.00
1,724.00
4,979.50
55,468.50
20,556.50
17,804.00
2,176.50
9,611.00
13,246.50
37,156.00
19,939.00
5,175.00
9,323.00
36.C-H.50
61 ,237.00
31 4 . 00
.,5,530 00
2,016.00
666.00
198.00
1 7, 8° 2. 00
5,446.50
°, 7 75. 00
{1,615.00
0
0
n
f
Oil ,961 . 00
LAST YEAR
TO DATE
LOADS
3,829
3,606
159
200
7,971
39,966
10,418
9,055
729
2,270
3,653
8,007
t; ->- '
.* , .- .
2.210
3,101
8,402
10,580
43
7,105
480
11
478
?20
93
503
7, 3? 8
1 ,371
467
133,2S
-------
As will be discussed in somewhat greater detail in the
financial section of this chapter, the public sector disposal
operation supports itself and, in fact, returns sufficient rev-
enues for the purchase of additional equipment. The Hyster com-
pactor recently purchased by the city was funded from these sur-
pl us re venur :-
5 ^ : Ixjuipin(.'ut Des cri pt ion
The collection fleet owned and operated by the Sanitation
Division is composed principally of old bodies mounted on a mix
of new and old chassis. Table 10 presents the composition of the
current fleet in terms of the chassis/body configuration and
Table 11 lists the packer bodies alone. The division practices
body transplants to obtain the maximum useful life from its
equipment purchases, a policy that is not commonly found in pub-
lic sector operations.
The chassis are a mix of IH, Ford, and Dodge products, with
the latter being the most recent addition to the fleet. All are
gas fueled but the Sanitation Division is exploring the potential
benefits offered by diesel power. Although the initial costs of
diesel vehicles are considerably higher,, service life is many
times greater than gasoline engines and operating and maintenance
costs are lower. As vehicle emissions regulations become mo-n.
severe diesel power will become more attractive a.s a choice. Also,
fuel savings will be an important factor in light of the energy
crisis.
The bodies are a mix of Leach ^nd Garwood compactors with
the major fraction (older also) being the lormer. Although it
appears that the division was shifting to Garwood, the
current head of sanitation feels that Leach may be more suitable
for his requirements. His experience with the rather elderly
Leach inventory supports his conclusion, as the historic main-
tenance patterns for the Leach equipment arc quite favorable.
52
-------
TABLE 10: COLLECTION FLEET COMPOS I
PAUITATIOU DIVISION - Kl'.l Uf.K COUTCTION - 1973 VUT.T Mrj'CTOKY
r.o. NO.
9-4250
9-4501
9-4502
9-5263
9-5501 .
9-5502
9-5503
9-5504
9-5505
9-0221
9-0291
9-6292
9- (29 3
9-6295
9-6296
9-6297
9-6298
9-6388
9-6500
9-6501
9-6502
9-6503
9-6504
9-0505
9-0500
9-6507
9-6508
9-6672
9-6675
9-0676
9-6077
9-6( 7o
9-0079
9-6680
9-6681
9-6082
9-6085
9-6684
9-6685
9-0086
9-6688
9-60G9
9-6690
9-6C91
9-639?
9-6391
9-0393
9-990S
9-9909
YKAK L
mnr.
65 Ford
' 71 Dodge
71 Dodge
49 Ford
71 Dodf.e
71 Dodge
71 Dodee
71 Dodge
71 Dodge
62 Ford
68 Ford
68 Ford
68 Vord
65 Ford
65 Ford
65 For.1
65 Ford
62 Chcv
69 Dodge
69 Dodp.e
69 Douse
70 Do .:,>-.
70 Dot! fie
70 Do.'r.e
71 Docile
71 Sod,-,'0
71 Dodc.c
64 IHC
64 IHC
64 IHC
64 IHC
64 IHC
64 IHC
64 IHC
64 IHC
63 IHC
63 IHC
63 IHC
03 IHC
63 IHC
05 IHC
06 IHC ' '
60 IHC
66 IHC
62 Chcv
62 Chcv
62. Chcv
39 Dart
45 lli[',hway
t:niM-l,
Custom
Dart
;Dart
F-3
D-100
D-100
"D-100
D-100
D-100
F-350
F-750
F-750
F-750
F-750
F-750
F-750
F-750
8503
C-800
C-800
C-800
700
700
700
C-BOO
C-800
C-800
1800
1800
1890
1890
3890
1890
1890
1890
1890
1890
3890
3890
1890
coi ;oo
1700
1700
1700
8503
8503
8503
BODY TYPE
Fordor Sedan
Fordor Sedan
Fordor Sedan
Tire Service
Pickup
Pickup
Pickup
Pickup
Pickup
9 'Stake Dump
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Garvood - 20 yd.
Garvood - 20 yd.
Garx.'ood - 20 yd.
Leach - 16 yd.
Leach - 16 yd.
Leach - 16 yd.
Garwood - 20 yd.
Garwood - 20 yd.
Garvood - 20 yd.
Lsach - 16 yd.
Leach - 16 yd.
Demp-Hoist
Leach-P.O.-20 yd.
Leach-P.O.-20 yd.
Lcach-P.O.-20 yd.
Lcach-P.O.-20 yd.
Leach-P.O.-20 yd.
Leach - 20 yd.
Leach - 20 yd.
Leach - 20 yd.
Leach - 20 yd.
Leach - 20 yd.
16' Stake Dump
Leach - 16 yd.
- Leach - 16 yd.
Leach - 16 yd.
Ureckrr
Semi Tractor
Send Tractor
26' Open Stake
26' Open Slake
GROSS
WKTCUT
*'l2,000
12,000
12,000
12,000
12,000
12,000
16,000
24,000
24,000
24,000
24,000
24,000
24,000
24,000
24,000
30,000
30,000
30,000
24,000
24,000
24,000
24,000
24,000
24,000
24,000"
24,000
20,000
30,000
30,000
30,000
30,000
30,000
30,000
30,000
30', 000
30,000
30,000
20,000
24,000
24,000
24,000
24,000
24,000
24,000
IDl.NIin CATION
OR MOTOR NO.
5D54C108422
LL41-G1B-298707
1JL41-G1B-298708
97HY201431
D14AE1S342663
D14AE1S342937
D14AE1S342934
D14AE1S342962
D1AAE1S342923
F35BK252522
F75EUC17055
F75EUC17054
F75EUC17053
F75KU722765.
F75K1I722768
F75K1J722767
F75KU722766
2C853F111540
4881920542
4881920572
4881920543
D71FLOJ108176
D71FLOJ10C175
D71FI-OJ108177
M81IIM1J304097
M81HM1J304321
M8ireilJ304356
FD65050F
FD65043F
FD65906G
1890FD56970G
1890FD56971G
1890FD56979G
1890FD56959C
1890FD56963G
1890FD25279G
1890FD252727
1890FD25274G
1890FD25275G
1G90VB25278G
S8545911F
41607011066942
41607011009187
41607011606929
2Cf,53F113r)96
2C853K113608
2C853K111548
868
5812 ^_
1973
TAG HO.
3940*
3943*
3943* -
13877
13880!
13881
138B2
13883.
13884-
13886"
13888
13889
13390 '
13891
13892
13893
1-3894'
13895
13899
13900
13901
1-3902
13903
13904
13905
13906
13907
13908
13909
13910,
1 *3Q T "1
1 *^P T 7
13913"
13<»14
1.3915.
139 16
13917'
13918
13919"
13920
13921
13922'
13923
13924,
13897
13896 '
13898,
4102
TAG
cosr
12.50
12.50
12.50
15.00
15.00
15.00
15.00
15.00
15.00
30.00
75.00
75.00
75.00
75.00
75.00
/5.00
75.00
75.00
100.00
100.00
100.00
75.00
75.00
75.00
75.00
75. CO
75,00
75.00
75.00
50.00
100.00
100.00
100.00
100.00
103.00
103.00
100.00
100. CO
300.00
100.00
50.00
75.00
75.00
75.00
75.00
75.00
75-00
20.00
20.00
53
-------
TABLE 11: PACKER BODY DESCRIPTIONS
ftODY NO.
9-B014
9-B015
9-B016
9-B017
9-B019
9-B020
9-B021
9-B022
9-B023
-9-B024
9-B025
9-B026
--9-B027
-9-B029
-9-B031
-9-B032
9-B03?
-9-B034
-9-B035
-9-B036
-9-B037
9-B038
9-B039
9-B040
9-B041
9-bOA2
9-B043
9-B044
'9-B045
9-B046
9-B047
9-B048
9-D001
MOUNTKD ON
TUITK 110. YEAR £, 1
9-6298 58 Lenc
9-6297 58 Leac
9-6296 58 Leac
9-6295 58 Leac
9-6672 57 Leac
9-6675 57 Lea<
9-6689 60 Lea<
9-6293 60 Lea
9-6292 60 Lea
9-6291 60 Lea
9-6690 60 Lea
9-6691 60 Le£
9-6388 62 Le;
9-6503 62 Le;
9-6504 62 Le,
9-6505 62 Le
9-6682 63 Le
9-6683 63 Le
9-6684 63 Le
9-6685 63 Lc
9-6686 63 L<
9-6677 o 64 Li
9-6678 64 L
9-6679 64 L
9-6680 64 L
9-6681 *' !
9-6500 69 C
9-6501 69 (
9-6502 69 (
9-6506 71
9-6507 71
9-6508 71
9-6675 54
MODEL JjUMBER
64 Leach - P.O. - 20 yd.
64 Leach - P.O. - 20 yd.
64 Leach - P.O. - 20 yd.
64 Leach - P.O. - 2C yd.
f>' I.e.idi - P.O. - 20 yd.
69'Ga.vood- « 0- -20yd.- LP720
69 CarvooJ - P. 0. - 20 yd. LP720
69 Garwood - P. 0. - 20 yd. U>720
71 Carwood - P. 0. - 20 yd. IP720
71 Garvood -'P. 0. - 20 yd. 1P720
71 Carwood - P. 0. - 20 yd. IP720
54 Dempster Hoist 303
SERIAL N0_.__
17834
17B40
17741
17749
17612
17611
18287
18290
18337
18243
18260
18241
18639
18635
18641
18640
22425
22424
22422
22465
22423
P-20-452
P-20-4 34
p-20-464
P-20-447
p-20-462
D286718
D286715
D286708
D340587
D339593
D340584
3577
-------
Any body purchases to be made will be at the 20 cubic yard
size. This departure from historical additions is quite logical
as the current fleet makes approximately 1.23 trips to the
disposal site each day. Presumably, a twenty-five yard packer
(holding 1.25 times the capacity of a twenty yard body), would
only have to make 1 trip per day. The time savings involved
would be coincident with attempts to reduce the work day to
eight hours.
The disposal fleet, presented in the last; section, is
relatively new in comparison with collection vehicles. Further-
more, equipment is continuously being added as necessary from
the surplus revenue funds generated by the disposal sites. As
long as the disposal sites remain profitable, equipment will be
purchased on an as needed basis.
5.6.1 : Financing and Cost
All purchases of collection and disposal equipment must be
made3 from revenues set aside from the fees exacted from customers
of the system. There is no general fund support of the public-
solid waste management operation, as it is prescribed TO operate
as a utility. Consequently, equipment purchases can be made
only when the reserve has been built to the point where vehicle
or equipment purchase is feasible.
Operating expenses are not yet being formally maintained
for each vehicle. However, the current head of sanitation hopes
to implement a computerized record keeping system by January of
1974 as a means to display operational data for all division
equipment and to identify vehicles that are excessively costly
to operate.
-------
During conversation with the division head, the subject
of operating and maintenance cost estimates was discussed.
Although there is no precise data, he estimates that approxi-
mately $1,000 per year per vehicle for every year of age on that
vehicle is spent to operate it - i.e., a 5 year old vehicle
costs about $5,000 to operate. This rule of thumb may be some-
what high as inspection of the operating budget for 1972 does
not result in a cle^r identification of the total of the
factors contributing to vehicle operation and maintenance. How-
ever, labor costs significantly contribute to the overall vehicle
operating and maintenance expenditures as the staff used to per-
form repairs was budgeted at $65,269 for 1972 (about $2,610 per
operating collection vehicle).
5.6.2: Vehicle Maintenance Policies
A major factor contributing to the relatively long life of
collection vehicles is the rigorous preventive maintenance and
inspection system used by the Sanitation Division. The division
performs essentially all of the maintenance, contracting out
machine shop repairs, and employs one supervisor, three mechanics,
one serviceman, and one storekeeper. One of the three mechanics
works on weekends and services a certain number of trucks so
that sufficient fleet strength is available during the week.
The preventive maintenance program is run from a well
developed work sheet, presented as Figure 11 . Inspection of
this work sheet indicates that an exhaustive vehicle inspection
is performed every ninety days with only .1 few points being
scheduled at 6 month interval.:. Regular servicing, including
motor oil and chassis lubrication, is done according to manu-
facturer specifications or more frequently, depending on the age
and history of the equipment.
56
-------
CITY OP WICHITA
SANITATION DIVISION
r&EVENTIVE MAINTENANCE WORK SHEET
(Pag. 1)
EQUIP. HO.
BODY NO.
MILEAGE
DATE
A - 90 Days B - 6 Months
A
B
KF.CU
(\S) OK (X) Adlustmnnt Made (0) Heeds Repair
SAFETY I
1. FRONT WHEELS - Repack bearings - Inspect brake linings, druns & cylinder*
2. REAR WHEELS - Remove Sc Inspect broke lining, druns & cylinder!
3. BRAKES * Check for leaks (* wear on muster cylinder, hoses, lin«i fc linkage.
Free up linkage & rabies and adjust brakes.
Clean »tr vent filter on hydro-vac,
A. EMERGENCY BRAKE - Inspect lining i linkage - free up and adjust
5, SiLt.RItiG - Cncck tor wi_-jrt oil level In housing & adjust tf necessary
6. FROST END Inspect spindle bolts, ball joints, axles, tie rod ends, etc.
for wear. Check toe-in and ad|uat as necessary.
ELECTRICAL!
xxxx
xxxx
xxxx
MECHANI
7. BATTERY, - Take hydrometer reading on each cell and record
1 2 3 A 5 6
Make load test & record V. If below 9.6 make 3 nln. test.
Check battery holder 6> bold, condition of cables, and clean top
of battery.
Remove £, clean battery terminals & coat with grease,
B. STARTER - Amperage draw Starter circuit resistance VL
Ground strap resistance V. Tighten mounting bolti.
Inspect starter bruohes, commutator & bearings - clean connutator
and replace brushes ft bearings as needed.
9. GENERATOR 6 REGULATOR - Inspect brushes, comrou-tator bearings & regulator
points. Test & make icpalrs as neceosary.
Set voltage regulator V. CloslnR voltage V,
Current Regulator Amp. Generator Output Anp^
10. ALTERNATOR 6. REGULATOR - Inspect brushes, siip rings, bearings, & regulator
points. Set voltage regulator V,
Closing voltage V. Alternator Output Map,
(Note; Replace needle bearing on delatron when brushes are
replaced. Slip not to be out of round over .001")
11. HIATEK S. WIPER MOTORS - Check operation and wiper blades
12. LIGHTS - Teat all lights tnr proper operation and inspect wiring
J3. INSTRUMENT PA.NCL - Check all indicators tor proper operation
14, IGNIT10H WIRING Inspect insulation & connections. Repair aa necessary,
15, PLUGS - Clean & gap - replace if neceaaary. Test cylinder leakage & record.
1234 5 6 7 B
16. COIL 4 CONDENSER - Make coil 6, condenser tests. Test coll for primary and
secondary resistance & kilovolt output. Test condenser for aeries
resistance, leokaee and capacity.
17. DISTRIBUTOR - Inspect cap, rotor, points, etc. for wear and corrosion.
Clean & set point gap or replace. Lubricate distributor.
Set dwell angle ° Initial ignition timing °
Check ignition timing advance, Make ignition teat.
AL:
IB. CARBURETOR t. FUUL PUMP - Clean or replace fuel filter. 'Check fuel pump. Make
combustion efficiency, intake manifold leak & air cleaner tests.
Adiusc idle and fuel mixture.
19. MANIEOLD - Tighten bolts Co spec 1 ! tea 1 1 on
20. CYLINDER HEAD - Ti2hten cylinder head bolts to apec t ficat ion
21. VALVES - Tighten roclcer arm bracket bolts. Check rocker anus d shaft for wear
and lubrication. Sec vulvi; lash.
22. COOLING & HEATING SYSiEH - Examine radiator 6. heating cores for leaks. Check
water pump. Inapoct hosua Cor wear & softness. Tighten hose claop»
and radiator bolts.
23. MOTOR - Clwck tor iL.iUb around pan a nuln bearings. Tlphten motor mounts.
2't. CLUTCH - In-spoct sljvc cyilmUi lor leakage. Ch«;ck free trjvel & adjust,
2i. TRANSMISSION - Inspect tor leaks & wear. Tighten rear bearing retainer.
Tighten bolts on tup cover & mounting bolts.
26. POWER TAKE-OFF - Inspect tor leaks i, ucur. Check shaft & U-Joint £. tighten
housing holto. Chrrk for proper lubrication. .
27. U-JOINTS 1, CARRIER UKAIUNC Insjieri lor uoor and lubrication.
2H. DIFFI'RI NT1AI. - Che.-k for lojK'J ucar^ backlash & tor<|ue axle bolts
29. SPRINGS - Tighten U-LjoUb. Cliu-<_k (or broken leuves t, wear on shackle bolts,
FIGURK 11: PREVENTIVE MAINTENANCE WORKSHEET
Reproduced from
best available copy.
57
-------
CITY OF WICHITA
SANITATION DIVISION
PREVENTIVE MAINTENANCE WORK SHEET
-------
5.6.3: Vehicle Replacement Policies
As is evident from proceeding discussion, there is yet no
formal vehicle replacement policy although the current division
head is now trying to establish a more realistic replacement
schedule. The basic reason underlying the present policy is
the necessity to postpone equipment replacement until the surplus
revenue fund has been built up to the point that vehicles can be
purchased. Because of the relatively low revenue excess being
realized by the system at this time, vehicle replacement will be
performed on a piecewise basis and it will be a number of years
before a formal schedule can be constructed-
5.7: Financial Aspects of the Wichita Solid Vraste Management Syste
Since the collection and disposal functions of the Wichita
solid waste management system are treated as profit/cost centers,
all expenditures must be made from revenues resulting from service
fees. There is no cash flow between the solid waste operation and
other operating funds (i.e., the General Fund) excepting the n jst
recent transfer from the Revenue Sharing account for collection
from indigent families.
Currently, all fiscal policy is generated at the city man-
agement and commission level. Even though the division operates
as a semi-public utility, its budget is limited by the City Mana-
ger who sets a maximum expenditure for the fiscal year. The
division then arranges the financial structure of its forthcoming
budget to keep within this limit. However, there appears to
bo considerable dialog between the Sanitation Division Head and
tho City Manager's office prior to the official specification of
tho budget lid. This would be expected because of the variable
nature1 of the revenue picture from year to year as the system
adds and do lotos customers.
59
-------
In addition to the constraints on expenditures, there is also
a constraint on revenues imposed by the City Commission. The
Commission is legally obliged to establish the rate structure that
is employed by the division for both its residential collection
and disposal functions. Although the Sanitation Director prepares
the fee schedules based on his costs, the commission has the ulti-
mate authority in the specification of residential rates. There
does not appear to be such a constraint on commerical customers
but this sector does not represent a major source of revenue.
5.7.1: Sources ofRevenue
As pointed out, the sources of revenue for the Sanitation
Division result from service fees. The two major sources are
from collection and disposal operations with only a minor contri-
bution from special pick-ups. Additionally, the city, not the
division, receive revenue from private sector collectors for
the inspection and registration of their trucks (at $100/truck/year)
Collection Revenues
The collection revenues are separated into three basic classes
Regular Volume, Limited Volume, and Commerical. The rate structure
for residential collection was presented as Table 3. Commercial
rates are set according to volume and frequency of collection as
well as accessability of the storage containers. These classes
are further subdivided as illustrated by Figure 12 which represents
the collection revenue picture for 1972. It must be noted that
the product of the number of units served times the annual unit
cost (4 times the quarterly rate of $8.50) will not equal the
revenre because the number of units are those serviced at year end.
The revenue history, by customer class, is presented in
Table 12 since 1966. The rate structure for residential customers
for these years is presented in Table 13. From Table 12 it is
60
-------
Reproduced from
best available copy.
REGULAR VOLUME
SERVICES
Single Residence
D\jple:-'.
Asar Lr. er.Ls
Total
1972 ACTUAL REVENUE
*UNITS
i'6, 424
1, 040
1,271
17,735
RATE
$8. 50
6. 00
4.00
REVENUE
$541, 216
16, 673
17, 239
575,128
LIMITED VOLUME
SERVICES
I
Tct.r.1 Co-tracts
Acdl-icr.al Containers
Total
Total Residential Re-venue
4,365
2, 584
5. 50
1.50
88, 48 Q
15, 540
104, 02-.i
$680.. 119
CG:S
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-------
TABLE 13: QUARTERLY COLLECTION FEE HISTORY
~^-~-^__Interval
Class ^^-~-__^
of Service ^^~~~~--~.a
Regul ar Volume
Single Residence
Dupl ex
Apartments
Limited Volu'v
Sfandrvd Her vice
Additional Cans
1966-1967
$6.00
4.50
2.75
4.00
1.50
1968-1970
$7.50
5.25
3.50
4.50
1.00
1971-1972
-
$8.50
6.00
4.00
5.50
1.50
03
-------
noted that regular volume revenues change in fits and starts. For
1966, and 1967, little change occurred, while for 1068, there was a
significant rise. This rise can be attributed only to the rate
change as there was a decline in regular volume customers from 1967
to 1968. The regular volume residential customer revenues were
relatively constant through 1969 but dropped slightly in 1970. The
small increment in 1971 was again the result of a rate increase
and since then, the revenues have declined somewhat. What is clear
from Tables 12 and 13, is that relatively constant annual revenues
are being maintained by rate adjustments but only at the expense
of a loss of subscribers to the service.
The limited volume revenue history is equally as significant.
During the years of 1966 through 1969, the revenues from this ser-
vice option were relatively constant and were not significantly
affected by the rate increase in 1968. However, the revenues
doubled in 1970 and have been climbing rapidly ever since. The
significant ri;o in revenues (and customers for this service as
indicated in Table 14 ) can be directly attributed to the severe
The history of revenues from the limited volume services is
equally as significant. Durirg the years of I960 through 1969,
the revenues from this service option were relatively constant
and were not significantly affected by the rate increase in 1968.
However, the revenues doubled in 1970 and have- beer, climbing
rapidly eve) since. The significant rise in revenues (and
customers for this service as indicated i ^ Table 12) can be
direr ily attributed to the severe economi< recession/depression
experienced in Wichita in the iaf2 1369--e;i i 1 \ 1970 year:;. Many
people apparently decided that they could get along witli a one-
can collection rather than the five cans collected on a regular
volxime service. This choice- seems to bo gaining in popularity
although the revenues for additional cans arc. also rising. The
data suggests that a better specification of the- two levels of
service (keeping carry-out) could be tv,o can and unlimited mixed
6-1
-------
refuse collection. From the trends in regular and limited
volume residential collection, it would appear that there may be
an optimum rate structure that could be developed. A customer
survey would be invaluable in the development of such a rate
structure.
The revenues from commercial accounts have been relatively
constant since 1966 but have shown annual fluctuations by as
much ys 15.1 percent (1971-1972). These revenues also reflect
the recession in Wichita but not as severely as in the residen-
tial accounts. Unfortunately, the rate structure for commercial
customers is not fixed (contracts based on volume, accessability,
and frequency of service), thus it is impossible to specify
reasons for revenue fluctuation. Table 12 indicates how the
number of commercial trash and garbage accounts have been
annually changing since 1966.
Pi sposa1 Revenues
Table 14 presents the disposal revenues and estimated tonnage
history since 19G6. The revenues have increased quite rapidly and,
for a long time, were rising faster thu» the actual disposal load-
ing. The returns readied a maximum of $1.74 per ton in 1971, and
the decline to $1.67 per ton in 1972 resultcf from a shift to packer
from non-packer vehicles. Figure 10, presented previously, indi-
cates this trend, especially for the larger packer bodies 15-17,
18-20, 26-30, and 40 cubic yards). The rate schedule1, also di-
cussed in the disposal portion of this chapter, shows that uncom-
pact"d refuse is disposed at a significantly greater fee when
taken on a toniK'^o basis.
65
-------
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5.7.2: Expendit ures
Expenditures in both the collection and disposal functions
1
are monitored, to some extent, in monthly reports comparing both
/*
revenues and expenditures for the month, the same month last
year, and accumulatively for both years. Other pertinent data
is also presented in this report, as shown in Figure 13. The;
actual expenditures by class are not broken out in this monthly
report, but because of the uncomplicated nature of the system,
such detail may not be necessary.
Col 1 ect ion Expendi t_u£_e_s
The expenditures by class for the collection function are
shown in Table 15 for 1965 to 1972. As is evident, the expon-
ditur; .--, for the collection function rose fairly regularly until
1971, when austerity measures were, imposed. Both the expenditures
for personal services and capital outlay were cut back that year,
probably as a, result, of the fall i)) revenues for the previous two
years. This conclusion is not reflected in the budget request
for 1971 which asked for $974,440 and projected expected reven-
ues at $819,540 ($74,115.96 or 10% larger than 1970). It is
quite likely that fiscal developments forced the budget trimming
after the budge! was adopted.
Vi'hat is also evident from Table; 15 is that as far as the
collection function is concerned the Sanitation Division went
into a holding action in 1971 and has operated at a minimal ex-
penditure1 level ever since. Capital expenditures have dropped
essentially to zero and, while not evident in the tabular data,
employee benefits are still being paid out of refuse collection
reveriu
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68
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Note, howovor, that thiy may be false optimism as the
turnabout was made only as a result of the austerity measures
coupled with a revenue increase due to a change in the rate
structure. The cash position for 1973 has yet to be established
but may be better than in 1972 because of the system modifications
implemented by the new division head. Further, if the division
can keep its expenditures to within reasonable levels, the cash
position at the end of 1974 could be quite satisfactory because
of the anticipated influx of the $100,000 allocated for the
collection of indigent families.
Disposal Expenditures
The disposal operation has been relatively profitable for a
number of years. Table 16 presents the annual expenditures by
class, the revenues, operating ratios, and surpluses. With ex-
ception to 1970 whore there was a significant capital outlay,
the last five years have shown either respectable profits (1969,
1971, 1972) or have nearly broken even (1968).
The normal trend in personal services is observed as the
cost of skilled workers has grown in the past eight years. The
remaining three cost categories have not risen as uniformly but
do show growth over time.
The surpluses in the disposal operation are not a result of
any cost cutting; rather, they result from a competitive fee
schedule that attracts a large number of private sector collec-
tors. The conve ience of the disposal sites to the major part of
the city also contributes to the growing ; -<-,- frequency and favor-
able fiscal picture.
A change in the current profitability oi the disposal func-
tion is not expected in the near future. The new disposal site,
to be located in the southern section of the city, will be as
convenient as the current site. The northern site has many years
of use1 left. A rcl.' ively new capital expenditure, a Ilyster com-
pactor, will swell the capital expenditures for 1973 but the re-
quired revenues have been built up from surpluses accrued during
previous years.
70
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APPENDICES
Reproduced from
best available copy.
-------
APPEND]X A
SUMMAKY FROM ENVIRONMENTAL RESOURCE TASK FORCE
73
-------
APPKNDIX A
SUMMARY
The Environmental Rerource Task Force was established in 1970 by
the City and County Commissions and Board of Health. The Task Force
assumed responsibility for four problem areas: Land-Use, Air Quality,
Water Quality, and Solid Waste; sub-committees were formed respectively.
Interim activities have included recommendations on the lime sludge
disposal method, prototype zoning ordinance, and backyard trash burning.
While discussion on revising the trash burning was taking place,
concern was expressed regarding a total refuse collection system to serve
all residential units and Lhe servicing of indigent families. The Environ-
mental Resource Task Force was charged with the responsibility of such a
study and o.' developing initial considerations that would provide for:
1. The collection of all residential trash in the city.
2. The pick-up of all bulky waste.
3. A means for servicing indigent families.
Planned obsolescence and the other factors that relate to our progres-
sive society have created a situation whereby our future is dependent upon
our present management of refuse. The national production of solid waste
per capita relating only to residential waste is 5.3 pounds per day. In
Kansas, it is estimated that four pounds of solid waste per day are pro-
duced for every man, woman, and child.
Wichita is no exception in relation to the problem of solid waste. In
1971, environmentalists from the Environmental Health Division of the Deport-
ment of Community Heolth made a total of 5,483 contacts directly attri-
74
-------
butcd to refuse. At least three detrimental situations in our community
exist that include:
1. Uncollected premise trash and debris.
2. Uncoilected premise bulky waste.
3. Open dumping.
Penalties that result from these refuse practices are deterioration
in aesthetic values of neighborhoods, potential fire hazards, and the
support of fly and rat populations.
The present solid waste collection system in the City of Wichita is
an inefficient system or non-system. Block studies show that there is a
great degree of repetition of different collectors working nearly every
block. One block in particular with 20 dwelling units had 7 different
collectors picking up trash every day excepL Wednesday and Sunday. Five
out of the seven collectors only made one stop on this block.
Time studies have pointed out two facts concerning the present col-
lection system in Wichita. First, the routing necessary under this system
by a collection truck makes it mandatory for back-tracking and retracing.
Secondly, the degree of efficiency and economy of the present collection
systcn is directly related to the distance between stops. As the number
of stops per mile increases, the time required per stop decreases.
Realtors and appraisers agree that tho existence of solid waste
strongly affects the market value of a residence. This includes both
waste on the owner's property and waste on neighboring properties. The
estimated degree of i,ir!c-t devaluation ranges from 5"' to 307..
The solid waste problem in Wichita is becoming more apparent. The
"Answer H<:n" column of the Wichita Eagle-Beacon is a prime example of the
public's awareness of this problem. Also, there is an increasing m;h'!;jr
7!)
-------
of editorials and other newsworthy items being presented on this subject.
All of these show a feeling of discontent by citizens for facets of our
present collection system.
The rate of injury for refuse collectors is high for any city.
Collection practices in Wichita lends itself to injuries such as sprained
ankles and back sprains. Many cities have recently partially solved this
problem by instigating "location control of containers and the use of
trash can liners.
Information on the collection systems from other cities provides
several interesting facts concerning possible deficiencies in Wichita's
system of waste collection. First, there is a tendency to encourage
either by monetary fc.'.ors or by ordinance a more uniform container
location. Secondly, there is a growi"g use of trash can liners. Thirdly,
cities have found that a more sy:,_ematic collection process has been
more economical for the citizens, easier to control, and more easily
developed for special situations such as summer pick-up and bulky waste
pick-up.
This informatiou leads to the following recommendations that will
improve the system of solid waste collection in Wichita.
1. That a total system of refuse collection be nnployed by Wichita
in which every occupied 1-4 family dwelling trrt has its refuse
collected on a weekly basis with provisions made for indigent
residents.
2. That a consulting engineer be retained to provide detailed and
specific information necessary for the implementation of the
recommended collection system (collection by all existing
qualified licensed private industry operators and the Sanita-
7G
-------
tion Division on an assignee! aiva basis).
3. That polyethylene trash can liners be used in a test area to
determine their attributes os they relate to our situation
in the City of Wichita.
77
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APPENDIX B
SOLID WASTE ORDINANCE
78
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APPKNDIX B
C I T Y OF W 1 C 11 I T A, KANSAS
REFUSE ORDINANCE
Reproduced from
best available copy.
AN ov'UNANCE RELATING TO GARBAGE, TRASH OR RUBBISH,
SALVAGE 1IATEUIALS, AND DEAD ANIMALS; DEFIN1KG CERTAIN
TEiMS; I'ROV'iDIKG 10k AND REGULATl KG THE ACCUMULATION,
COLLECT1 OH , AND DISPOSAL OF SUCH REFUSE; CHAKCES A\TD
FEES 10!; THE COLLECTION AND DISPOSAL OF SUCH REFUSE;
PROVIDING rU'LE'. AND REGULATIONS FOR SUCH PURPOSES:
PROVIDING ] i K'ALTIFS FOR VIOLATION THEREOF.
79
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ur Jill-; 1-J T> 01' W I Ul I J A
CHAPThK 7.08
Sections:
7.08.010 Definitions.
7. 08. OX) Duty of commerci a 1. cst abl ishments to provide garbage con-
tainers ; speci f i cations.
7.08.030 Commercial garbage to bo placed in containers.
7.08.040 Collect ,' >n .ind rouova] of commercial garbage by city or
licenser! collet Lors only.
7.08.030 Charges for commercial garbage collection service by city.
7.08.000 Frequency of collection and disposal of commercial garbage.
7.08.070 Draining, vnvipping and storing of icsidential garbage; frequency
of collections and time of disposal.
7.08.080 Supervision of collection and disposal of salvage materials.
7.08.090 Supervision of collection and disposal of rubbish, trasb and
garbage.
7.08.100 RefuseCollection and disposal by city and charges therefor.
7.08.110 Refuse storage containers for residential accumulations.
7.08.120 Storage of rubbish or trash on premises other than residential.
7.08.130 Depositing or .spilling refuse on streets, public grounds, etc.
7.08.140 Vehicle operation requirements.
7.08.150 License require.'.
7.08.160 Application for license.
7.08,170 License fee and term of license.
7.08.180 Licenced vehiclesConstruction, equipment required for
collection of commercial garbage.
7.08.190 Same - Construction, equipme.it required for collection of
rubbish, trash, by licensed independent refuse collectors.
7.08.200 Same -- Type of construction and < quip;, ent required for the
collection " rubbish, trash, salvage materials and waste
mate-rials produced by construction, remodeling or demolition of
residence' , and commercial or industrial establishments.
7.08.210 Same -- Type, of construction and equipment required for
collect'ion of tree trim;,,ings, limbs or logs.
7.08.220 Conditions precedent to issuance of license.
7.08.230 Issuance of lie. use.
7. 08. 240 Reg i si., a ti on tags for vehicles.
7.08.2.50 Transferabi 1 ity of license.
7.08.260 Revocation of licenses; light of appeal..
7.08.270 Disposal requirements.
7.08.280 Fees for disposal services per forme ' 1 -- city.
7.08.290 Dead animals Definitions.
7.08.300 Col Lect ion, collection fees, and disposal of small dead animals.
7.08.310 Rules and regulations.
7.08.320 Accumul at i ons not in oonf orr.iance \iJ ;.h chapter declared
nuisance.
7.08.330 Penalry.
80
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7.(U;.010 Definitions. The- following terms used in this chapter shall
have the me,tilings rer.pootJ vel y ascribed to them In this section:
(a) COM D.RCIAL GA1T.ACE shall mean all garbage produced by grocery stoics;
produce' mjiVots; res! aurnnU.; .schools, public, private or parochial; hospitals;
or any civ "rcial or othei establishment that processes, sells or serves food
or food p i oduct s.
(b) D'LRECIOR CIF C01IMUNTTY HEALTH shall mean the director of the Wichita-
Sedgwicl; County department of commuivity health, or his authorized representative.
(c) CARCAGE slial] bo construed to mean all organic waste or residue of
nndna], fruit, vegetable or food material from kitchens and dining rooms, or
from the preparation or dealing in or storage of meals, fowl, fruits, grains,
or vegetables.
(d) 1UWVJSI1 OR TE'">SH shall be construed to mean all refuse such as paper,
tin cans, bottles, glass containers, rags, ashes, lawn trimmings, tree trimmings,
tree branches, limbs, tree trunks and stumps, and waste materials from promises
including that produced 1rom remodeling or construction, paper sacks, boxes,
pack-ing materials and like materials from dwellings, and business, commercial
or industrial establishments and the offices thereof, except the following:
(1) garbage; (2) sewage; (3) dirt, rock, concrete or masonry materials;
(4) accumulations from mud traps and settling basins; (5) dead animals or
animal excrement; and (6) .salvage materials..
(e) SALVAGE MATERIALS shall be construed to be waste paper, scrap metals,
building m-ii trials, or any other type of waste material that has a value to the1
producer, owc-r or oc ci< ;ant of the premises upon which ir is produced or stored
over and above, the nctu.,1 cosi; of collection and disposal.
(f) SANITATION DIRECTOR shall mean the sanitation director of the sanitation
division of the department of public works of the city, or his authorized repre-
sent at i /v.
(g) SANITATION DIVISION shall mean the sanitation division of the department
of publi; works of the city.
(h) CENTRAL INSPECTION DIVISION shall mean the central inspection division
of the department oi public works of the city.
(i) SUPERINTENDENT OE CENTRAL INSPECTION shall mean the superintendent
of the central inspection division of the department of public works of the
city or his authorized representative.
(j) MAINTENANCE DIVISION shall mean the maintenance division of the depart-
ment of public worVs of the city.
(k) l.J CENSED I\'D) ]M;NI,ENT KEEUSE COLLECTOR shall nv.. : any collector of
mbb i :--h, I i ash or residential garbage from any premise, residential, commercial
or huh.* l r i al , except that which is, occupied by him, and for which a fee is.
dialed for the seiviic;; pcrfouued. (Ord. No. 27-569, Section 1.)
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7.08.020 Duty of con mere In! ostabl i shmont s lo provide garbage; conta i ners ;
specif i cat ions. It shall be the duly of every commercial e.' Labi ishmont on
whose premises garbage is produced for collection and not for disposal by
garbage grinders Lo provide and at all times to keep on the premises in a con-
venient" place for collection, proper, suJtable and adequate 1 i qu 1 d-1 i ght ceni-
taJners of a kind to be approved by the djicrtov of community health. Each
such container shall be closed by a vater-tight and fly-tight cover at all t:ii-c'-
c-.xcept when garbage is being deposited therein. (Ord. No. 27-569, Section 1.)
7.08.030 Commercial garbage to be placed in containers. All commercial
garbage produced on the premise:; of commercial es tab J i shv.eui r , as set forth in
subsection (a) of Section 7.08.010 of this chapter, shall be placed in the
container so required. It shall be unlawful to place or de-posit any con.meicial
garbage for collection in trash containers, incinerators, unless the incinerator
is of a smokeless and odorless type supplied by auxiliaiy fuel and approved by
the Wichita fire departncnt and the Wiehita-Sedgvirk County department of com-
munity health, or any other place except in approved commercial garbage contain-
ers. (Ord. No. 27-569, Section 1.)
7.08.040 Collection and removal of commercial garbage by city or licensed
collectors only. All commercial garbage accumulated in containers for collection
shall be collected and removed only by the sanitation division or by a licen.-«. d
garbage collector with equipment as required by Section 7.08.180. It shall be
unlawful for any other person to use the streets, alleys or avenues of the city
for the purpose of transporting commercial garbage thereover, or to collect and
remove commercial garbage from any establishment within the city limits. It
shall be unlawful for any unauthorized person to open, interfere with, damage cr
destroy anv commercial garbage contain -r or the contents thereof. (Ord. l\o.
27-5G9, Section 1.)
7.08.050 Charges for commercial garbage collection service by city. The
board of city commissioners hereby authorises the sanitation division to charge
for the collection and disposal of corr.Moroi al garbage. The charges for the
collection and disposal of commercial garbage by the city si all be determined
by the sanitation director and shall be based upon the volume of garbage,
frequency of collection, and accessibility to the place of collection. (Ord.
No. 27-569, Section 1.)
7.08.060 Frequency of collection and disposal of commercial garbage. All
commercial gaibage shall be collected and removed at least twice a week and
disposed of in a manner and at a site approved b" , ' director of comMunitv
health. Accumulations OL commercial garbage cons t.i I .it i np a nuisance sh 111 be
collected ,'t more frequent intervals a1- requ:red by the director of conrMnitv
health. Disposal of coM'iereial garbage r.iall be inae'c- . .thin sixteen houis
after collection is made. (Ord. No. 27-569, Section 1.)
7.08.0/0 Draining, wrapping and storing, of residential garbage; frequency of
collections, and time of disposal. All garbage produced bv icsidential unit.; and
not: disposed of by garbage grinders shall be drained of all excess 11 quid;., and
securely wrapped in p-iper, cloth or either m;:terial. and placed in an approve -J
container .so that the outside, of the wi.'.jipe-i \;ilJ remain drv until collection
is made. Tt shall be the duty oi each owner 01 occupant of re: si dent i al premises
em which garbage is produced for collection to prt>vide and naintain at his own
expensi , liejuid- tight ceuitai ner:; of a kind to be approved by the director oi"
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community health, with a fly-tight and water- tight lid or cover for storage of
wrapped gaihagtj. It shall be unlav. ful to place or deposit any garbage in trash
burners, i nr i ncrators or in any other place except: In the above-described con-
tainers, unless in an J DC i iieralor of a smokeless and odorless type: supplied by
an au::i]iaiy fuel and appi ow .' by the WichJta fire depar t meat and Uich J ta-Sedgwick
Conn I^ depart merit of c.or.irn i., J t y lic'alth. The container used for storage or \;r-vp?d
garbage nay also be vised for the storage of trash and rubb.ish. All residential
garbage stored :i n containers as described in this section shal 1 be collected from
the pic: ises at least every seven days and removed to a disposal site approved
by the director of cor.r.iuinity health. Disposal shall be made within sixteen
hour.', after collect ion is made. (Ord. No, 27-569, Section 1.)
7.08.OHO Supervision c>r collection and disposal of salvage materials. The
transportation of all salvage materials over the streets and alleys of the city
shall be under the supervision of the superintendent of the central inspection
c1, ivif-'on. The provision'; of this chapter relating to the hauling of refuse
shall, insofar as the- same may be applicable, govern such transportation.
(Ord. No. ?/-5G9, Section 1.)
7.08.090 Supervision of collection and disposal of rubbish, trash and garbage.
The collection and subsequent disposal of all rubbish, trash and garbage in the
city shall be under the supervision of the sanitation director. (Ord. No. 27-569,
Section 1.)
7.08.100 Refuse Collection and disposal by city and charge's therefor. The
sanitation division, with the approval of the board of city commissioners is
hereby . t'luri: ed to engage, with the equipment and fac.il ' '. i es of the city, in
the rollvCLion mid disposal of any refuse in any part of the city. The sanitation
director shall prepare a schedule of charges for regular volume and limited
voluni' collections and disposal of refuse from residential premises which shall
be ef f ect L »<. upon approval by the board of city commissioners. When such charges
are appir>\\d, they shall be payable to the city for the cost of the services
perfumed l,y the sanitai'on division, subject, however, to change by the sani-
tation director upon the approval of the board of city couiiiu sci oners. The charget
for the collection and disposal of refuse from commercial establishments shall
be determined by the sanitation director and shall be based upon the volume of
refuse, frequency of collection, and accessibility to the place of accumulations.
The issuance of a license, to private persons for the collection and disposal of
refuse ui.der the further provisions of this chapter shall in no manner prevent
or restrict the. sanitation divjt ion from engaging in the collection and disposal
of refuse- as herein authorized. (Ord. No. 27-569, Section 1 . )
7.OK. 110 Refuse storage containers for residential accumulation'-. (a) O.~;ic-r>
or occupants of all premises, on which is located one or more dwellings (a dwell in]
is any luiilding, mobile home, house- trailer or portion i hereof which is designed
or used for residential purposes.) who produce rubbish, flash or wrapped garbage
shall maintain, at their own expense, liquid-tight containei.-, with a fly-tig lit:
aird water-tight ^ i d or cover for propel storage, at all times of all rubbish, trasl
or garbage produced on tire premises; 1'UOVIUK)), that combustible trash or rubbish
that i'- burned in an approved i\pe of trash burner or: incinerator shall be exclucli
from ti,;s section; PKoVIDKLi 1WTHKU, that no garbage OI none oribus tib 1 o trash may
be deposited in trash bui ners or irrc inor.j [ n j ,. Tree trJih.u i n.",s or lumber not stor-
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.in containers shall he1 stored in such a manner as to prevent, the harboi age of
rats. The- eniore.ement of storage container requirements shall be under the
supc i vi si on of tho Director of Community Health.
(b) Owneis or occupants of premises on which arc located one or more
dwe 11 i ngs, who pioduce. rubbish, trash or wrapped garbage, for collection srrvi.ro
bv the Cii.y or any licensed collector, .shall at a.l 1 times, at their own expense',
provide and mahtnin on their premises suitable1 r.bi rtv-gal.i on 1 iqni d-t i ght con-
tainers with a fly-tight and wat er-t i ght lid or cover, of a type approved by
the Director of Cor -un i i v Health; PROVIDED, that in lieu of such tin rt y--;',n] 1 oa
containers a confain< rlzed system usJng attachable refuse containers of e
type approved by the Director of Community Health may b' utilized. Each thirtv-
ga.lUw container, wlien filled with rubbish, trash or v.n apped garbage, shall not
have- an overall weight in excess of seventy-five pounds per thirty-gallon con-
tainer, including both the container and the convents thereof. All accumulations
placed in containers for collection shall be readily accessible, and out5-i de
of residences or other structures on the premises at the time of collection.
Licensed collectors r.mst report to the Director of Community Health any person
requesting regular collection service when the person does not use suitable
containers as specified herein.
All rubbish, trash or wrapped garbage, other than tree trirmings accumulated
on the premises, shall be placed in containers; PROVIDED, however, that no
offal, dead animals or animal excrement shall be placed in containers. Tree
trim1'irr s or brandies for collection shall be not more than four feet in length,
ti:.<.' in bundles and placid by the refuse, containers.
The collection of remodeling or construction wastes, deed animals and animal
excrement sbOl not be denned to constitute a part of tip; regular residential
collection service; PROVIDED, however, such refuse may be collected as a special
pick up service. The ch .rge for such service, when performed by the City, shall
be determine^ by the Sanitation Director and shall be. based on the volm,:e of
refuse to be collected. (Ord. No. 30-865, Section 1.)
7.08.120 Storage of rubbish or trash on premises other than residential.
Ownrus or ore- /rants of premises other than -residential, upon which rubbish or
trash is pr. -cod, shall, at all tines,, at their own expense, provide and main-
tain on tin-' premise,? suitable metallic containers with a proper lid or ce vr
for proper storage, at all times, of all rubbish or trash produced orv the p i c'.i'ise
In the event the rubbish or trash shall be of such quantity ar> to make it im-
practicable to place the same in containers, it thall he. the duty of the owner,
lessee, occupant or the person in charge of, or :'n ,- :- TOSS.! on of such premises
to cause all such rubbish or trash to be accumul; tor --nn; tlie b..n!' of, or in, .my river, stream,
d? nag.c1 canal, drainige ditch or nr;lur,,l w;, I e rcwirsc', or other ]>lace \ntliin the
city limits, oxeepi a!" such dumping .aid el isp.jsal ].J ae es or giounds as fhalJ i>e
der. i gnateci for the pve, pc>: c by the s,:mitation director.
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b) I'I RMIT !'I :;c, LO/nS TO SeATThll OK STILL. It shall be- further unlawful
i mv pei son (tair-po:) in~ or haul in;; any rubbish or trash, p,arhaj',C', waste
r rials produced from cfestruct ion, remodel i n;', or elemo] i t ion, dirt , rock,
i . neto, mas- nry ni 11 e r i . 1 > or "alvnj'.e materials over or alonr, the streets,
n -inies, bouli .Mrd; , allc'vs or other public ways of the city, to scatter or
,-ill such mat. rials upon, en to ILttor the streets and public ways, of the
v llv ',''- ('. s.i-.c , or to pe iTiij t , allow or suffer any rubbish., trash, p,aibap,c,
w,- ,te 't' ' 's produced i i on: c ens t rue I i on, remodel in;., or demolition, dirt,
i oc b , t-(>:ici~i ' i , Masi nry ma 1 er i a 1 s. or salvage materials to be spilled or
seal (eros, e1 r to rei.ain \n en llie strc-ots, avenues, bou U'vard ,, alleys or
otlsa public ways of the (ity. (Orel. No. 27-.'>G9, Section 1.)
7.(>;,.l/;0 Vehicle operation --- Requirement s. All vehicles transporting
oi h'.ujin;', i ubb i sb, i,asb, or ;,ai bage v.'ithin the city shall, at all times, when
in motion, either p.ntiallv or fully loaded, be securely and completely cov-
ercid in such , r.annc i that the. contents beinp, transported v;ill not be allowed
or pel mi fed to escape from the vehicle. All trucks or trailers transporting or
haul in;; rubbish, trash or ;',arbarc>, whc n in motion, either partially or fully
loaded, ball be se'curely and completely covered and shall be equipped with a tail
f.ele i i ) : 1 v secured and fastened in a closed position in such a manner that no
rubbish or trash, rarbage e>r debris will escape from the vehicle. All vehicles,
trucks (i trailers t ranspor t i n;; or bau.li.np, waste materials produced from con-
struction, re lodoliiip, or demolition within the city shall, at all Lines when
in motion, e'ithe-r partially or fully loaekiel, be securely and completely cov-
ered 01 otherwise; r-,eeur"ii in such a manner that the contents being"; t ransport eel
will no! be' allowed or per..lifted to escape' from f he vehicle. All vehicles,
tran 'sei t in;; or hau'.in;', dh t , sand, rock, concrr le 01 iiica",onry materials within
the '' ' t : , \'\ e;, in m f ion, either partial ly or fully loaded, .'hall have fi, .<:
boa1 ' ., sid;. be the vehicle. (Ord. No. 27-569, Section 1.)
7.0'-'.1'>e! | i rinse- rccjuircd. It shall be- imlawful for any poison to collect,
Iran: p ri CM* ban'] over any (if the streets or allc>': oi the e-J ty or diipe c of
any rub, i< '., t ra ,li or parhaj,c- ac cirnul a t( el in flu city wjtbou1 a proiper Meonse1
for : ueb. e'c^Mc'Ct ion and disposal; piovidc-d, however, th;:t this secticm sba.l 1
net be r, ,r t rue-d te ,a]>])T\ tie the1 sanitation division cn~ to either divisions, of
tie fit), or local royei n'-'ont s , nor to persons who collect ;nd transport rukbi.-.h
or t!,.ei ,aad '.'ripped fsnbap.e produe:ed on reo i dc. n t Uil previlscs. occui)iec! by tliC'in;
pro.icb ' ilia! su< 1. pi i seas :bal! conyMv \'ifh all rer.n'l a t i on.; set iorlh in this
cs.st- , ,iri pie-i i';bed bv the s'inila!.io,i director for the trauf-port .11 r'-- CM"
. ts and alley:-. Collection and removal of rubbish., trash
i i c i ; 1 p > i i'i 1 ;;es. , and rub! ish or [-rash and wrapped ferb, 'e
p i" i '.'- i s> s ("'ber than thc% properly occupied by the poison
h i ' :M \- I ,aic' i ol lection, shall rc'cjuiic1 a liec'ns.e arid t-e[ui pint at ,is.
e r ',-. , this i hap t e r . (lei i 1 ec t i en and i t i 'o vn 1 of sa 1 \ ,;;'/ of materials
i'1'11 or i a. I ]-i educed b;, cons t j uel Ion , ) < mode I i'i/, or deinc) I i I i on c-J
> and coi'..'icial er indu.trial c:s tab 1 i ,slu:,c n t s sh, 1 1 requi)\ a lice-nic'
a-: ( 'p'.i p.: . ut a., provided lor by this chapter. (Ord. i,1... :'7-569, Section 1.)
7.0!;. \<-'< Applic,.' inn for license. bach person je-cpiired by this, chapter to
be I i een d to i'oll'C( i e,- ii'iiciM' rubh i ' b, trash, 'y,arba;ie 01 \T,IS. te mati.-ri.il'
within the cily si; t| file with llie city Lie.ise.rei an appl i ; a I i on for such
1 i i i i)1 >' in ' ueh I o j i. as shall be pros c r j bed by ! lie e i I y ! t easnre r. (Ord . I'o .
27 .')(>'.', .".eel ion I . )
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7.08.17(1 L'cense lee and term of license. Each applicant for a license
required by this chapter fO)- it1(. coUc'd'on of commercial garbage' shall nay
a foe of one hundred dollars, in advance, Jor each vehicle to be1 licensed.
Kuch applicant for a license required by this chapter for the colK it ion of
rubbish, ira'h and residential j-.arbnge as an independent refuse loMc'-tv:
shall pay a fee of one' hundred dollars, In advance, for each vehii le to he
licensed. Each applicant for any other license required in this chapter
the coll. clioii and removal of rubbish, trash, garbage' or waste mr t or i a 1 s
pay a fee e>f twenty- five dollars, in advance, for each vehicle"1 to be- 1 ic
The tern of the' license shall he foi a period of om year commenci M;; -'a;
and cr.p ' r i "i:;1, February 2f', oi. the next year. No license fee shall be pro-
or refi>se<-d. Any 1 Lce'ii^o renewal r.uist be made by April J, after which dal< a
ten percent per month penalty will be assessed. (Ord. No. 27-5f>9, Pec I ion 1.)
7.08.180 Licensed Vehicles -- Construction, equipment required for cognation
of commercial or residential garbage. The body of each vehicle to be .licensed
for the collection and removal, of commercial or residential garbage shall be
of all ratal construction with all joints being welded so that the bed is
liquid-tight. The body shall be a totally enclo-.cd compactor-type1 col 1 ei L 'i ".
body. If the body is equipped with side loading doors, thev are to be }< pt
closed at all times except when garbage is being de-pcss i toel therein. Ko garba; <
or refuse may be transported or hauled in the hopper of a compact or--tvpc body
without a hopper cover or door being in a closed posit ton. The body of the
vehicle '".ha] i be so constructed that, when loaded, not icn o:" the vehicle w i 1 "
not cause liquid or garbage to escape. (Ord. No. 29-592, Section 2.)
7.08.190 Licensed Vehicles -- Type of construction and ceun'pmcnt required
for collection of rubbish o> trash by licensed i.ndep'-n'V'nt refuse col 1 < ' ' ov' .
All vehicles to be liccired by an independent refuse; collector for the coll'>e l len
and removal of rubbish or trash under the provisions of this ordinance' sha'U h>.
of all-steel, water-tight: construction and totally enclosed. All door; in ih"
boely of SIH h vehicle she!1 be Vept closed v?hcn the vehicle is moving, r,nd at
all times except, when refuse is being deposited therein or removed therefrom.
(Orel. No. 29-592, Section 3.)
7.08,200 Same Type of construction and equipment roqu'.rc.d for the eol 1 c e t ion
of rubb i fab, trash, salvage mate-rials and waste- materials produce M by const - icL'on,
remodeling or demolition of resi denc.c ,s , and commcrcl al er i ndus i r i ,-! establishment
All "chicles to be licensed fen the e-o'lection of rubMsh, irn.s'n, salve; e i'^ter',,1
or waste ina teri als pi odnc'ed by e:onvfc d tliercby sin 11 be
secure! y contained..
(',>) AM such vehicle" sh;ll be e'quipp. d I'ith a permanently altached ao-. e i
C1 i t lie i of Y i g i d cons t i no i i on or of a <.].""., 1 J Ice i ;a t c J i a 1 w i i h suitable1 fasten-
(i:; so tb.it the cove) will run in se'v.uiel\ in pi Ke and ]u i , it no rubb i h, trash,
saL\agi r'lte-riaJs or waste :ia( e /1,; I:, to e . cape al any l.i.i.c.
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()) AM v.'hir IPS to be- llrpir.ed under, this section r.hnll be- eqvil ppe-d
with a laM >',.ite of rij', id const i ucL J on and of a height equal to the si (Us
Of UK. bed, which. \;b( n elosed s<. cu re 1 y, Kb.,11. hold and contain rubbish,
( rash and -.',. ( ma L e r i al s. (Ord. No. 2/--'iGy, Section 1.)
/'. OS. 210 Se,.ie -- Typo of cons t rvict J on and equipment req\'ircd for col Sort-ion
of t n. o t r i >'ii.limy,, limb.-, or loj'.s. All vehicles license-d undi-r this chapter
lu be- used by I j OP tiinsors shall have the proper e.ejui pmcnt necessary Lo
.secure (.1 ( entail! tree- tj i mmi ngs, limbs or lojy. bclnp, hauled oil such vobiclc;-1.
A.11 tvoi' t ) i i-. i ).,;:> hanltd by r.uch veliiclcTs shall be- Joaded tut that' no par'r
ol Lbo loa.d p:.!.ondr. beyond Vbo sides of the bed and so V.hal. branches hanging
ovet tht rear of llu: bed sliaJT be loaded with ar.iple clearance alnive {'.round
level. (Ord. No. 27-569, Section 1.)
7.0o.?20 Condition", ]>ret edent to issuance of license. No license to
collect or rc;.,ovc rubbish, trash or p.arbagc \,dthin the city shall be issued
unlJ 1 :
(J) 'Ihi' vthicle to be1 li(.ens(>d and operated under the license applied for
sha1 i b' irs;,<_ ct ed and approved by the police department as to compliance v.'ith
this c1!'- , ,aid other ei ty ordinances and with state statutes relating to equip-
i.ien; .UK' opei'atior. of motor vehicles.
(2) 'i'lio vehicle to be licensed and operated under the lice-nse applied for
shall I".- i r.spoi ted and appioved by the cential inspect ion division as bein^,
]'rope;"l\ ccipst ructcd and e.quLpped for compliance with the provisions of tbic
chapter. (Ord. No. 27-569, Section 1.)
7.0! (ir j,arba,';e \TJthin the. city in a manner and upon the conditions of this
chapt'-r. (Ord. No. 27-569, Section 1.)
/. O;'.''40 KCJ; i si ra t ion (,-;;, for vehicle?;. Upon issuance of a license to
collict o) rt .'ov<_ lubhi'di, tr.i.'.h or [;arbc:p,e. within the city, required innler
the |iro,'i:; i on ; of this cli-pter, the city treasurer sli.il I deliver to the licensee
two I1:-!,-) rei^isi rat ion lay.s heaiinp, the numljer of the particular license;
em- t-, shall be s. curelv attafheJ to c:ach side ol the vehicle- by the licensee
in 've'. /i position that, it sh .: I 1 be at all time:., clearly visible. (Ore. No. 27-
!;6°, r,. -t ion 1 . )
7.t):'.';Sn 'i j-uii'- f oraV i 1 i t y of liceivuL;. No license' to collect or remove
rub!, i -.h , t ra h or j-.arba"/1 \, i I h i n the- city, issued u.i'iei tlie ]M"ovi sions of this
"hapio1 . ,'!].. II l>e , <-, s, ij;iK <1 c>r tiansli r-jod by the |)C-r<.c>n ho Id i n;; the s.^me as
I i'"' a .1 i . /,'-iy SIK], 1 ioensci I:\M'> hovevC'j-, chan;',e the j Oj; i s, t ra; ion of the.
Vi h i <. 1 i o]i' -r, i i -d under his 1 i c i as< i.],on the ) o ' I o\.' ' nj1. cond i t i ems :
(' 1 The- vil.icle to be ne'.'l-, i'c >,' i s, t e red shall be inspected and app)<;\vd
bv tie ) o I : e c d')',,]- i irent and t ii c, -n 11 a I i n^pec 1 i on d i v i i on in the manner
pio'i<; .i Ln cceii.'p 7.0: .'.'.'.'(' o! this chapter.
('.'') The M, istretion ol th- vebicK- tluietoioie opeiatod undei such
1 i e< ;i .c '.lia I I he su i re nde red .
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(3) Tin sum of o:>e dollar, as a fee for the transfer of rep, i si rat i on of such
vehicle-, shall be. paid by tbe licensee to the city treasure!. (Ord. No. 2~/ -'.jh'J ,
Section 1.)
7.0R.2GO Revocation of licenses; right of appeal. If after seven (lavs'
notice: of roquireiiK'ii ts, any licensee shall fail to comply with any provi .ions
of this chapter or othe-r city ordinance, the supc-rint endent of contra] inspec-
tion may, upon forty-eight bom.-,' written not ice to such .licensee, revoke and
cancel such license to collect and remove rubbish, trash or garbage with;u the
city. Any licensee feeling aggrieved at such rcvocat ion may appeal, within
five ('ay: , the action of the superintendent of central inspection to the bo,,tu
of coi " Is si earners of the- city. fn no event will any portion of the licer e 'e.
be refunded to the licensee upon revocation of such ljcen:,c. (Ord. l.'o. i1./--5U',1,
Section 1.)
7.08.270 Disposal requirements. The issuance of a license: to collect or
remove', rubbish, trash or garbage, within the city required by this c.lu'pte-r sha! I
carry with it the right of tbe licr.nsee to dispose of trash, rubbish, garb, ge
or debris at any public disposal site, operated by the city, subject to any
charges the1 city may levy for disposal and 10 any such rules and regulations
as shall be in effect at such disposal sites. All trash, rubbish or garbage
collected by individuals, licensed haulers, departments of the city, or any
other person, rc.ust be disposed of at a site, or sites, approved by tbe director
of community health. (Ord. No. 27-569, Section L.)
7.08.280 Fee's for disposal services performed by city. Tbe sanitat'en
director shall prep re a schedule of fees for the disposal of refuse, which
shall be effective upon approval by the board of city cou\T,iss i oners. VJho.n
such fees are approved, they shall be payable to the city fcr dii-posaJ services
performed by the sanitation division; subject, however, to change by the- srn-
itat'ion director upon approval of the board of city coi.imiss i one.rs. (Ord. L/>.
27--^.y, Section 1.)
7.08.?:'0 L'cv.d animals-~jy>finit ions. (a) SMM/L 1)K/ "0 A?1 PI -,LS iliali V -
construed to in: an dead animals such as dogs, cats, rabbits., squ j.r^'cl s, she/' l ,
ope)ssums, rodents ant i o'' 1.
(b) LARGE ijl.AD AMMAi S shall be construed to mean ('< nd animals, such as
horses, cows, ponies, ca]vr?s, slie-ep, goats and swine. (Orel. No. 27-l">6(),
Section 1.)
7.08.300 Collection, collection fees, and disposal of small dead aivmal; .
Tbe maintenance division is hereby authori;-e-el to i- " T'-, wiih the eciu'pi out
and facilities of thi city, in the collection ami c1 , us,, e'is]Hisir,'
of such animal or animals in a manner ..pprewed by tbc- director of c-c.'"':iun i t \r
health; provided, hov.evei; i[ .'liill I;, ,'iilewlul fo/ .-; pe),,(ni, 't..l or siliilai bus, i ii'"".l.e-S. , to dispose s,.! ]^"l,ices as
ai)]ii o\'i u b\ the d i r e-r i o r t> i c oiii'iuin i I v he.1 a 1 t h .
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