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The Town of Atherton has a leash law. Please see Title 6, Chapter 4 of the Atherton Municipal Code for further information about this, and other animal related ordinances.
Title 6, chapter 4 of the Atherton municipal code discusses all topics related to animal control, including barking dogs.
The Department of Fish and Game handles Mountain Lion sightings.
Contact the Peninsula Humane Society. They will respond to your residence to pick up the dog.
Two, the City Attorney Mona E Ebrahimi and the Assistant City Attorney Andreas L Booher.
There is a noise ordinance for the Town. Please see Title 8, Chapter 16 of the Atherton Municipal Code for further details.
Some events require permits, others do not. You can find out more about the requirements associated with events by reviewing Chapter Town of Atherton Municipal Code Title 17, Chapter 56.
Please read about permits for noise levels in the Atherton Municipal code in Chapter 8, Section 16.070
You do not need a permit, however, if you are parking for an extended amount of time please inform the Police Department at (650) 688-6500.
The Library is FULLY funded via separate Library Funds and Measure L did not restrict their use. Measure L essentially restricted the use of the Town's General Fund for the project.
As of May 2017, design costs for non-Library portion of the project is $3.3 million. Basic construction costs are estimated at $22.6 million. This brought the required funding total to approximately $25.9 million for design and basic construction. Approximately $1 million was allocated to pre-project costs dropping the requirement to $24.9 million. There was $2.9 million available in building fees funds dropping it further to $22 million. Approximately $7 million was raised by Atherton Now leaving a required funding gap of approximately $15 million. Acknowledging this, the City Council returned to the voters in 2017 with Measure A.
Measure A authorizes the Town to use available unallocated General Funds toward the project - $10 million or 38% of the total project is funded by private donations and building fees.
As of June 2017, Atherton Now has raised nearly $7 million toward the project. Agenda Archive for the City Council
Currently, the Police staff use approximately 600-800 square feet in the garage for this training. In the space is workout equipment (all donated by the community and the officers themselves), mats and other training gear. The space is actively used - with one caveat - because parts of the space doubles as the weapons cleaning station, parking of motorcycle vehicles, vehicle repair area, and evidence storage - there are limitations on its use. This will be remedied in the new buildings where the spaces are built as they are required to be built by law and up to OSHA standards.
Of that total $52 million cost, the Library represents $18.8 million. The Library portion of the project is fully funded. That leaves a remainder of $33.2 million.
Included in that remaining $33.2 million is the pre-project environmental work and other geotechnical work totaling approximately $1 million. That leaves $32.2 million left for the project.
Of that total, $3.3 is architectural and design costs leaving $28.9 million. Of that total, $22.6 is construction, $2.2 million is for furniture, fixtures, and other building equipment (mostly post project), and $4.1 million is built in for contingencies. These are both design and construction contingencies.These contingencies are built in to accommodate potential changes to the project design as the project moves along and potential change orders for construction or cost escalation at bid.
At the end of the day, the true construction cost for the project will be what the market bears at the time of bid. However, the Town has hired Mack5, a professional construction estimation firm, to analyze the project in detail and provide as accurate a cost estimate as possible. The estimated cost of the project's construction is $22.6 million.
After review of bids, the Council can award a bid to a qualifying contractor. That is anticipated in March/April 2018. The project has a 27-28 month construction timeline. Construction would begin in April/May 2018 and continue until at least August 2020.
With that construction timeline, the project will cross over multiple Fiscal Years and Town Budgets - FY 2017/18, FY 2018/19, FY 2019/20, and FY 2020/21. This is where the funding timeline comes in for the project. Given that the project crosses 4 Fiscal Years, the Town is able to use funds from each of those fiscal years in its projections for funding availability.
Presently, the project is designed with 7 Alternates (some could add cost some could deduct cost)
Alternate 1 - Deduct: Hyrdoseed at City Hall instead of the designed planting plan -$223,000Alternate 2 - Add: Energy Monitoring at City Hall - $13,000Alternate 3 - Add: Microgrid at City Hall - $594,000Alternate 4A - Add: Photovoltaic at City Hall - $539,000Alternate 4B - Add: Photovoltaic at City Hall - $527,000Alternate 4C - Add: Photovoltaic at City Hall - $1,130,000Alternate 4D - Add: Photovoltaic at City Hal - $124,000Alternate 5 - Add: 25,000 gallon thermal energy storage tank - $192,000Alternate 6 - Add: Use copper gutters instead of painted aluminum - $75,000Alternate 7 - Use Stone Veneer instead of pre-cast concrete at wall base - $21,000
The deducts and/or adds are NOT included in the base costs of the building. They are only added or eliminated (deduct) if selected by the Council at the time of award of bid. The City Council is also looking at additional items to add to this list. These include:
- Eliminate the Corporation Yard- Postpone the New Council Chambers- Replace the Clay Tile Roof with Asphalt Shingle- Replace the CMU Fencing with Chain Link- Simplify or Reduce Interior Finishes- Change Traction Elevator to Slower Hydraulic Elevator- Postpone the renovation of historic Town Hall- Remove any custom built furniture (counters)- Replace rammed earth walls with typical wall construction (library)- Replace wood window framing with aluminum- hydroseed in lieu of planting
These would need to be designed so that they could be bid as deducts. If selected, these would reduce the cost of the construction by approximately $4.5 million.
CARRIAGE HOUSE SQUARE FOOTAGE – 1160
JENNINGS PAVILION SQUARE FOOTAGE – 2360
The Police Department performs house checks for residents.
The Police Department has a website to allow viewing of daily activity, crime statistics and more.
Instructions for connecting your alarm to the Police Department can be accessed below.
Items of this nature should be turned into the Atherton Police Department. Items found in other cities should be turned into the appropriate agency for that jurisdiction.
The Housing Element typically includes:
1. Housing Needs Assessment: Examine demographic, employment, and housing trends and conditions that affect the community's housing needs.
2. Evaluation of Past Performance: Review the prior Housing Element to measure progress in implementing policies and programs.
3. Housing Sites Inventory: Identify locations of available sites for housing development or redevelopment to ensure that there is adequate capacity to address the Regional Housing Needs Allocation (RHNA).
4. Community Outreach and Engagement: Implement a robust community outreach and engagement program, with a particular focus on outreach to traditionally underrepresented groups.
5. Constraints Analysis: Analyze and recommend remedies for existing and potential governmental and nongovernmental barriers to housing development.
6. Policies and Programs: Establish policies and programs to fulfill the identified housing needs
The State of California determines the number of homes that are needed for the Bay Area, consistent with state law. The Association of Bay Area Governments (ABAG) then distributes a share to each local government in the nine (9) Bay Areas counties. Each jurisdiction is assigned a portion of the regional need at various income levels based on factors such as future population, access to jobs, and other factors. This assignment is known as the Regional Housing Need Allocation (RHNA) and is intended to promote the following objectives:
Increase the housing supply and the mix of housing types in an equitable manner
Promote infill development that encourages alternatives to solo driving and reduces greenhouse gas emissions
Balance jobs and housing
Discourage housing development patterns that segment communities
Affirmatively further fair housing
Each jurisdiction must ensure there is enough land with appropriate zoning to accommodate its RHNA allocation in its Housing Element.
Housing Elements are a guide to all of the ways that a jurisdiction plans to meet the State mandate for affordable housing. The Housing Element will identify opportunity sites for different types of housing development and policies to guide that development. Those policies and development opportunities are translated into law via land use ordinances and zoning law.
The Town is presently predominately zoned single-family; but, with the adoption of the 6th Cycle Housing Element, the Town must identify and rezone property for multi-family development. Such multi-family development can occur at various levels of density (usually defined as how many housing units per acre). The Town is conducting an environmental review to determine the impacts of development at specific density levels in order to determine an appropriate level of density for particular properties.
Currently, the Town is looking at increased density at the following properties: (written as of 10/24/23):
999 Ringwood, 352, 318, and 296 Bay Road
175, 185, and 197 Ravenswood
properties in the Park and Open Space Zone
Private School sites
The Town of Atherton has been assigned the allocations by income category, listed below for this cycle:
[Table: Town of Atherton 2023-31 RHNA Allocation]
Very Low & Low
Total New Housing Units
Projected Dwelling Units
Lot Splits (SB 9)
RM 10 (23 Oakwood)
PFS (Private Schools)
Multi-Family Residential Opportunity Sites
Dwelling Unit Total
Total Net New Units Above or below RHNA
To figure out how many units a jurisdiction must meet, the State looks at several factors - existing jobs, population growth, socio-economic population data, commute, new jobs, existing housing, housing needs, etc.
After evaluating this data, the State assigns the region (the Bay Area), a number called the Regional Housing Needs Allocation or RHNA (pronounced 'ree-nah'). It is then up to the region, in the Town's case - the Association of Bay Area Governments (ABAG) to decide how much each jurisdiction is responsible for based on their size and projections for growth (Plan Bay Area). This cycle, all jurisdictions have a higher target than in the past. More details about RHNA are available here. All jurisdictions must adopt a plan that meets or exceeds the allocation.
State law via the Housing Accountability Act (HAA) has a provision informally known as the 'builder's remedy' that provides that a local agency shall not disapprove a housing development project as defined within the Act, or condition it in a manner that renders it infeasible. The option for 'builder's remedy' only exists while the jurisdiction is not in compliance with State law (i.e. a housing element that is not certified by the State). The project proposed as the builder's remedy must meet certain criteria - such as the provision of housing for very-low, low-, or moderate-income households, or an emergency shelter. Such projects are subject to the California Environmental Quality Act (CEQA).
In order for a project to qualify for the builder's remedy, the development must be either 20% affordable to low-income categories, or 100-percent affordable to moderate income categories. Such projects are defined as residential units only; or mixed use developments with at least 2/3rds designed for residential use; or transitional or supportive housing.
The Town of Atherton has not yet received any builder’s remedy project proposals, but our neighbors in Menlo Park and Los Altos Hills have.
The California Environmental Quality Act (CEQA) requires governmental agencies to inform decision-makers and the public about the potential environmental impacts of proposed projects or decisions, and reduce those impacts to the extent feasible.
The Housing Element Update is subject to CEQA and the Town prepared a Negative Declaration upon its initial adoption of the Housing Element in January 2023, but before proceeding any further with policy and ordinance adoption, the Town has to conduct a full CEQA analysis. A CEQA analysis will evaluate the potential environmental impact of all selected opportunity sites at varying levels of project development and will recommend mitigation measures for significant impacts, as required.
CEQA has a public review component and the Town will engage the public in the process along the way. All polices, programs, zone changes and changes to opportunity sites must be evaluated as part of CEQA.
MOUs are bargained at different periods of time and, depending on their length will expire at different times. The current MOU with the Atherton Police Officers Association (APOA) expires in June 30,2023.
The fact finding panel is charged with making written findings of fact and advisory recommendations covering unresolved issues during negotiations. The panel is empowered to conduct investigations, hold hearings and take any steps it deems appropriate to resolve the bargaining impasse, including the issuance of subpoenas requiring witness testimony and the production of evidence.
If the impasse is not settled by the panel within 30 days after appointment, they must submit any findings of fact and recommended terms of settlement to the parties. The public agency is required to make these findings and recommendations publicly available within 10 days of receiving them. After applicable mediation and fact finding procedures have been exhausted, but no earlier than 10 days after the issuance of the panel's written findings and recommendations, a public agency may implement its last, best and final offer. Prior to doing so the agency must hold a public hearing regarding the impasse.
Agency experience with the 2012 State law has revealed that the new fact finding/impasse tends to be a costly solution to negotiation stalemates.
Yes. The Town contracts with HdL to produce a summary of tax information for the Town. This Report is prepared and shared with the Town’s Finance Committee in November/December each year. Here is a link to the latest Report released in 2019.
In addition, information about Tax Rate Areas and other services entities can be found on the Municipal Services webpage.
The project will have significant traffic and neighborhood impacts on Marsh Road in order to perform the work and to allow for construction equipment and material staging. There will be unavoidable impacts to traffic flow and significant impacts to the surrounding neighborhoods (traffic, noise, etc.). The project construction is wedged between the immovable boundaries of April 15 and October 15 (State law). The project is further constricted by school traffic/timing and the Town’s waste hauler route audit. It has also been suggested that the project limit its impact during the school year (mid-June and early-August) – to accommodate these boundaries, the project construction period would be limited to mid-May 2016 to mid-October 2016 (5 months) – pushing the project to school year end or school year beginning, but not both.
If all the weekdays in the above period were open, this limits the project to 100 construction days; assuming the project is confined to the Town’s established Monday through Friday, 8 am to 5 pm construction requirements. That is not sufficient time for the project to complete. Staff worked with the construction management professional and developed three potential construction schedules addressing the concerns as much as possible. In broad summary, the proposed construction schedule would involve an 8-week full closure (48 working days) of Marsh Road (access to local driveways permitted) with active construction from 9 am to 8 pm, Monday through Saturday. The remainder of the necessary construction period (42 days) would have daytime flagging of 1-lane, 2-way traffic control and active construction from 9 am to 5 pm, Monday through Friday.
The Council was and is keenly interested in the opportunity to cover the channel at a future date with the possibility of bicycle and/or pedestrian pathways along it. However, there are a number of issues to work through first - 1) environmental review; 2) termination of the bike/ped at Fair Oaks in the County...then what? 3) capacity issues related to the covered channel
The addition of an emergency response lane is something that the Menlo Park Fire District has suggested as a priority when/if the channel is ultimately covered. Because Marsh Road is a detour corridor for Highway 101, a thruway for travel through Atherton to other destinations, and an emergency response route to areas around Atherton, the question becomes who should contribute to the widening of the roadway? Should the cost be borne by solely Atherton residents? Or, should the cost of the project be spread amongst the State, the Fire District, and other regional agencies with an interest in the improvements?
At the present time, the Town is solely interested in a project that can rehabilitate the channel. It is currently deteriorating to the point that the roadway itself is in jeopardy of failing. The cost to do this incremental repair is nearly $3.5 million (all in) - all at the expense of Atherton residents. Bigger projects addressing bigger issues with far more substantial costs will be considered at a later date. Roadway safety is the primary issue driving the project at this point.
Sharrows do not represent a designated traffic lane for bicyclists - they serve as a lateral guide for bicyclists and an alert for motorists. A bicycle lane is a designated traffic lane for bicyclists and is represented by a solid white line, typically breaking into a dotted line ending before it reaches a corner.
The California Vehicle Code provides Safety Tips for Bicyclists and Motorists to assist bicycle riders and motorists alike in managing the rules of the road. Bicycle riders on public roads have the same rights - and the same responsibilities - as motorists.They are both subject to the same rules and regulations. The California law requiring motorists to leave 3 feet from a bicyclist as they pass applies on shared roadways. The law applies to any place a vehicle passes a bicyclist - regardless of whether there is an identified bicycle route, lane, or not. If there is not enough room for a driver to give three feet of space, the must slow down before safely passing. Bicyclists must obey traffic signs and signals - just like any other vehicle.
In 2014, the City Council confirmed the priorities and accepted the Town's Bicycle and Pedestrian Master Plan. The Town of Atherton has developed a Bicycle & Pedestrian Master Plan. The primary purposes of the Plan are to:
• Provide a comprehensive plan for bicycle/ pedestrian improvements throughout the Town; • Provide connectivity with adjacent agencies; • Improve bicycle and pedestrian safety; • Become more strategic and successful competing for bicycle/pedestrian grant funding; and • Identify barriers and solutions for residents to safely access bicycle and pedestrian destinations within the Town of Atherton and to other regional destinations.
Phase I Implementation involved the installation of Class III Bicycle Routes - identified routes to connect cyclists moving through Town North/South and West/East. There are sharrows on the pavement and associated signage. The routes direct cyclists N/S along Fair Oaks Avenue, Atherton Avenue, Watkins Avenue, Park Lane, and Camino Al Lago. The routes also direct cyclists W/E along Elena Avenue, Faxon Road, Barry Lane, Selby Lane, Dinkelspiel Station Lane, Austin Avenue, and Emile Avenue.
The Manual of Uniform Traffic Control Devices (MUTCD) controls how and where sharrows may be placed and are based on a number of factors such as road width, curb presence, parking, etc. In some areas, you may see a sign that says "Bicycles May Use Full Lane" - this is because under the California Vehicle Code, the sign is required along routes where there are no designated bicycle lanes or shoulders that are usable by bicyclists and where travel lanes are too narrow for bicyclists and motor vehicles to operate side by side.
As mentioned above, sharrows are used to assist bicyclists with lateral positioning in lanes that are too narrow for a motor vehicle and a bicycle to travel side by side and alerts motorists of the lateral location of bicyclists likely occupying portions of the traveled way. On Atherton streets, the MUTCD requires that the center of the sharrow be at least 4 feet from the edge of pavement where there is no curb. The bicyclist should ride to the right of the center of the sharrow.
The Town is also moving forward with analysis for Class I and II lanes along Selby Lane, Watkins, Atherton Avenue, and Valparaiso. For more information on the Town's Bicycle and Pedestrian Master Plan visit the Town's website.
Recology of San Mateo County will recycle your batteries.
Read about the various choices regarding your unwanted computers.
If you wish to recycle the phone(s) you can do so with Recology of San Mateo County.
You may donate your cell phone to your local Verizon Wireless store as part of their Hopeline Program.The closest Verizon store to Atherton is located 1.5 miles North in Redwood City at 2501 El Camino Real.
San Mateo County offers choices for disposal.
If you have a gun, grenade or other explosive device in your residence that you wish to dispose of contact the Police Department and an officer will respond to your residence. Please do NOT bring the items to the Police Deparment. Our goal is to asist you in a safest manner possible. The best way to for us to do so is to allow us to handle the items.
San Mateo County has many locations to safely dispose of your unused medications.
Household hazardous waste programs are available within San Mateo County.
Upon your request, the Atherton Police Department will dispose of any ammunition you may have at your house. Just call the police department at 650-688-6500, or you can bring your ammunition down to the station. We will also dispose of any old firearms you do not want. If you bring a firearm to the police department for disposal, make sure it is unloaded and keep it in the trunk of your vehicle until an officer meets with you in the lobby. You can also call the police department at 650-688-6500 and an officer will meet you at your home.
The Town was one of the founding members of the South Bayside Waste Management Authority (SBWMA). The Authority is a Joint Powers Authority (JPA) made up of various cities, towns, the County and a sanitary district in San Mateo County. The Authority was created in order for these agencies to manage their own destiny of sorts by building their processing facility for waste. Each agency retained the authority and responsibility to franchise for their own waste hauler (Recology) and the SBWMA assisted by providing model franchise agreements for each agency to use for bid and agreement purposes. Ultimately, each agency ended up contracting with Recology for waste collection and through “flow control” each agency provided their waste stream to the SBWMA (essentially the various cities, towns, county and sanitary district) for processing. The SBWMA, as a JPA it is an independent governmental agency itself, contracted with South Bay Processing to operate the facility.
Over the years, the Town paid its share of the costs of operation and expansion of the processing facility (in San Carlos). Whenever debt was incurred to expand the facility’s processing plant, buy trucks, heavy equipment, etc. - the Town paid its fair share (roughly 3%-5%) of the costs involved. Most of the participating agencies have grown significantly over the years of operation of the facility. Most have grown by way of commercial and multi-family development. This development increases the processing needs at the facility and as the facility has expanded to meet that need, the Town has had to pay a share of that increase even though the Town has not grown. With recent State legislative requirements, the processing facility will need to be significantly expanded again in the near future. Much of that impact will be on the commercial, industrial and multi-family waste streams - of which, the Town has nearly zero. Nonetheless, if the Town remained a member of the SBWMA, the Town (its residents through rates) would have to pay for those expansions. In 2019, when a bond measure came before the SBWMA for expansion, the Town voted NO. We were out-voted at the SBWMA. When that same bond measure was required to be approved by each member agency (or a least a majority), the Town again, voted NO. We were again, out-voted and ultimately, the SBWMA voted to refinance and increase its bonded debt by another $20 million. At that point, the City Council opted to explore other options.
The SBWMA had outgrown the land use demographic and waste stream demographic of the Town and if we remained a member, we would (and our residents through rate increases) would continue to have to pay for expansion of programs and services that did not apply to the Town. We voted to separate from the SBWMA and use the Town’s Rate Stabilization Fund (can only be used for refuse issues) to pay off our exit cost. This was not out of the Town’s General Fund and did not result in any rate increase or tax to residents.
Simultaneously, the Town put out a Request for Bid for refuse services. Recology, because they were locked into the multi-agency agreement with the SBWMA member agencies, opted NOT to apply to continue services to the Town. In October 2020, the Town adjusted its refuse rates. Those adjustments were projected cost increases due to bringing carts more in alignment with actual costs to collect and process waste. The adjustment (the increase you see in your rates) had no relation to Greenwaste. They were designed to be effective on January 1, 2021. These were the rate revenues that Greenwaste’s contract was negotiated under. That contact took effect January 1, 2021 using the rates set under the Recology franchise.
In addition, the expansions required under the SBWMA’s facility were partially triggered by the State’s Organic Mandate under Senate Bill 1383. The SBWMA is still planning on how to comply with that regulation but they advised all member agencies to plan for increases in costs of up to 30%. Greenwaste was the sole bidder to the Town’s Request for Bid. Greenwaste’s collection and processing is also compliant from Day 1 with Senate Bill 1383. The only adjustments that the Town will see over the course of the franchise agreement are those related to increases costs for fuel, cost of living and other adjustments that are anticipated/predictable in nature. Unlike the SBWMA/Recology situation, where the Town is routinely outvoted by other members that have different processing and land use demographic needs. The Greenwaste franchise and the Town’s departure from the SBWMA allows the Town to control its own destiny and thereby control the impacts to resident’s refuse collection and processing rates over the next 20 years.
Greenwaste became the Town’s service provider effective January 1, 2021.
Yes and no. The Town increased its service rates under the franchise agreement with Recology in October 2020. Those rates were not effective until January 1, 2021. However, the Town changed franchisees to Greenwaste on that date as well. The rates under which the new franchise was negotiated were the Recology rates that would have been effective January 1, 2021.
However, because of Recology’s billing cycle, some residents were only billed for 2 months out of a 3-month quarter in order to terminate the service on December 31, 2020. Their new initial billing from Greenwaste was for a full quarter beginning January 1, 2021. Therefore, the final billing from Recology and the initial billing from Greenwaste cannot be effectively compared as they represent different numbers of months of service.
In addition, during the transition of services, the Town and Greenwaste discovered that the subscription service levels provided by Recology to the Town and Greenwaste during the service transition did not always match the service level provided to the resident. In some cases, the resident was receiving a higher level of service than they were being charged for under their billing services. Greenwaste will be connecting with each resident that has an incorrect attributed service level to determine exactly what service level they desire to retain and their billing will be adjusted accordingly.
No. Greenwaste provides the same level of service that you currently subscribed to receive from Recology. This service level was based on the subscription levels of service provided for your residence by Recology during the month of December.
Greenwaste bills quarterly, during the first month of each quarter. The first bill can be expected in January with the next bill to be received in April, etc.
The cart replacement process will begin on January 18, 2021 and will occur during a 2-3 week period. Your carts will be replaced on your service day during that period. Set all carts in their service location by 6:30am on your service day, even if they are empty. Please leave carts out until 6pm, as the replacement will occur after the carts are serviced. GreenWaste and Recology are using the same cart removal/delivery subcontractor to minimize the opportunity for disruption. You will receive the same size and number of carts you currently have based on the information in Recology’s database. Your old carts will be removed at the same time your new carts are delivered.
The cart delivery subcontractor will be removing all carts set out at the curb. If you have additional carts that you own and wish to keep, do not bring them to the curb during the replacement period. Please also keep in mind that these customer-owned carts may only be used for incidental extra material and may not be used for regular weekly collection.
All carts set out Curbside for removal during the weeks of cart transition will be removed. However, your account with Recology has a specific per cart subscription and there is a subscription fee (service and/or cart rental) associated with each cart. Only the amount of carts on that subscription will be replaced. We don’t want to begin charging for services you may not want to receive, so if you are currently paying for service on fewer carts than you set out, you will only be delivered the number and type of carts based on the information in Recology’s database. The excess carts will be removed but not replaced. In this case, a cart hanger will be left on your new carts indicating how many and what type of carts were removed and not replaced, and you can contact Customer Service if you would like to subscribe to additional services.
IN SUMMARY: If you want excess carts removed but not replaced, you can set them out; but, if you want all carts removed and replaced (increasing your subscribed service level), contact Customer Service when you receive the cart hanger. If you do not want your owned carts replaced, do not set them out during the transition weeks.
The major change is that food waste and food soiled paper go in the Mixed Compostables cart rather than the Green Cart.
The updated waste-sorting practices allow Greenwaste to extract resources from all three waste streams and ensure the highest and best use of all materials recovered from those waste streams. By removing the food scraps and food soiled paper from the Green Cart, we are able to produce a higher quality end-product. The clean yard trimmings material from the Green Cart will be used to produce OMRI-listed compost, which is used in agricultural applications. When the contents of the Gray Cart are processed, the food scraps and food soiled paper will be recovered and turned into a landscape compost. Additionally, we have found that when food scraps are allowed to be mixed with yard waste, many customers still placed food waste in their garbage cart so there was food waste in both carts. This new program is designed to make it easier for customers to use while maximizing diversion from landfill.
GreenWaste can accept this material in nearly any form – loose or bagged (paper, compostable plastic, plastic). Since all material is processed through the Materials Recovery Facility (and garbage material is removed), the best way for our facility to accept the material is loose. If you’d like to bag the material, the best option is a paper bag or compostable plastic bag, with plastic bags being the least desirable.
No. When food waste is added to the Green Cart, the material can no longer be processed into an organic-certified OMRI-listed compost. Orchard fruit and vegetables from a garden (including pumpkins) that have NOT been brought into a building for preparation for consumption may be placed in the Green Cart. However, any fruit or vegetables grown that are prepared in any fashion for consumption must go into the Gray Cart.
Backyard Service is an extra service provided by GreenWaste when the driver disembarks the vehicle to manually collect carts that are more than 5’ from the curb and not readily accessible by the collection vehicle. Backyard service allows collection in locations including a back or side yard, or other non-Curbside location. The fees are based on distance (0’ – 100’, then 50’ increments thereafter) and the total number of Gray Carts. Distance measurements begin just beyond the reach of the truck arm. NOTE: Only BLUE and GRAY Carts are eligible for new Backyard Service.
In order to make the new services cost-effective, GreenWaste is using fully-automated trucks, which means the driver does not need to exit the vehicle to collect carts. These trucks have an arm that reaches out to pick up the carts and empties the contents into the collection vehicle. The carts need to be easily accessible to the truck arm for curbside collection to occur efficiently. Backyard charges will apply when carts are set out at a location that require the driver to disembark the vehicle.
Extra material will be collected and additional charges will apply based on volume and material type. The first 32-gal of extra material each year will be collected for no additional charge.
MIXED COMPOSTABLE MATERIALS must be properly labeled, set out Curbside next to the Mixed Compostables cart and either:
RECYCLABLE MATERIALS must be properly labeled, set out Curbside next to the Recyclable Materials cart and either:
CARDBOARD must be set out Curbside and secured such that the bundle or box remains intact upon lifting and:
YARD TRIMMINGS must be set out Curbside, and either:
Greenwaste (and Recology) has the ability to charge for extra mixed compostable materials (gray cart material) whenever the volume of materials exceeds the capacity of the cart. This is determined in a number of ways.
It is preferred that residents reach out to Greenwaste and make arrangements at least one (1) day in advance of the regular collection day for excess materials. Excess material is charged based on a 32-gallon set-out rate:
Residents may set out household batteries and cell phones placed on top of their Recyclable Materials Cart in clear zip-close plastic bags.
Tape the contacts/terminals of lithium and lead acid button cell batteries with clear tape prior to placing in the plastic bag.
Residents may set out used motor oil (in plastic containers with a screw on lid only) and filters (in sealed plastic bags only), next to their Blue Cart, for collection at no additional charge (limited to five (5) gallons of oil per collection. Free containers and bags can be requested by calling Customer Service.
Excess material can be placed in boxes, bags or bundles net to your cart, in an extra container, or within your cart if the lid was open eight (8) inches or more. There will be charges on your next invoice for the materials collected. For full details, see the instructions by clicking here. If materials is propping your lid open by eight (8) inches or more you have excess material.