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ORIGINAL
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From:
KEN FISCHER
PUBLIC SERVICES
Subject: ESTABLISH THE POSITION
OF REFUSE FIELD INSPECTOR,
RECLASSIFY THE POSITION OF
ACCOUNT CLERK II TO ACCOUNT
CLERK III AND ADD ADDITIONAL
POSITIONS TO THE PUBLIC
SERVICES DEPARTMENT
MICC Meeting Date: FEB 6, 2006
Dept:
Date:
February 3, 2006
Synopsis of Previous Council Action:
On January 30, 2006, the Personnel Committee recommended this item for approval.
Recommended Motion:
1. Add five (5) Refuse Operator II's, Range 1358, $2,647-$3,217 per month.
2. Add (1) Sanitation Route Supervisor, Range 2434, $3,867-$4,700 per month.
3. Add (1) Senior Customer Service Representative, Range 1359, $2,660-$3,233 per month.
4. Establish (1) new position of Refuse Field Inspector, Range 1398, $3,231-$3,928 per month.
5. Add (1) Equipment Mechanic II Range 1398, $3,231-$3,928 per month.
6. Reclassify one (1) Account Clerk II, Range 1331, $2,313-$3,812 per month to Account Clerk
III, Range 1350, $2,543-$3,092 per month.
7. Authorize the Human Resources Department to update Resolution Nos. 6413 and 97-244 to
reflect these actions.
8. Authorize the Director of Finance to amend the FY 05-06 Refuse budget by appropriating
$184,542 from the Refuse Fund balance to Refuse salary and benefi counts to pay for 5
months of pay for positions outlined in the staff report.
Contact person:
Ken Fischer
Phone:
384-5140
Supporting data attached: Yes
Ward:
FUNDING REQUIREMENTS: Amount:
$442,900 Annuallv
Source: (Acct. No.)
527 -412-50XX
(Acct. Description) Salary/Benefits
Finance:
Council Notes:
~~~~, -4...'fh~<-
Agenda Item No. '#- d.-3
dl/r, lob
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
Staff Report
Subiect:
Establish the new classification of Refuse Field Inspector, reclassify the position of Account
Clerk II to Account Clerk III, and add additional staffing to the Public Services Department.
Backe:round:
The City's residential refuse collection program has 26 routes staffed with 24 drivers to collect
material from each residence in the City. This staffing pattern has not changed in five years.
Continued growth in the City without an appropriate plan to meet growth has left the residential
section seriously understaffed and unable to meet the daily collection requirements. The daily
collection routes have become unbalanced and too large to reasonably complete over the course
of a day. This fact became readily apparent in July 2005 when the County temporarily closed the
Colton landfill, requiring all the City's waste to be sent to Mid-Valley landfill which added an
additional two hours travel time per route. This one change caused the collection system to be
overwhelmed. The drivers were already working overtime on a regular basis to complete the job
and there was no time available to add in two hours. The result was daily unfinished routes that
grew over the course of the week requiring mandatory overtime on scheduled off days. The
situation has caused the overuse of equipment, driver fatigue, and a lower quality of service
being provided to the customer. This situation has now been resolved due to the reopening of the
Colton landfill.
In order to address this issue an analysis completed by R3 Consulting of the operational structure
of the Refuse Division determined that:
I. The division is operating an insufficient number of solid waste collection routes to meet basic
collection needs.
2. The division is incurring excessive amounts of overtime.
3. There is a lack of sufficient management and supervisory staffing.
4. The level of vehicle availability is not sufficient to support consistent and effective collection
servIces.
5. There is a lack of effective coordination and customer data transfer between customer service
and route operations.
Staff used the results of the overview, and with the assistance of the interim solid waste manager,
completed a study of the residential operation to determine what the staffing levels should be to
correct the stated deficiencies. Due to budgetary constraints the department plans to phase in the
hiring recommendations. See attached analysis.
Refuse Operator II
The Public Services Department has established a daily performance standard of 850 homes per
collection day per driver. Industry standards call for between 800 and 1,000 homes to be
collected each day. Determining the appropriate number requires considering the demographics
of each situation. Circumstances such as travel time, housing density, set out rate, number of
trips and distance to the disposal site must be considered along with break time, time for
completion of pre-trip vehicle inspection, post-trip inspection, and daily maintenance of the
assigned equipment. Residential drivers now collect 996 black containers, 1,218 green containers
and 1,827 blue containers on daily routes. These route sizes are out of balance.
It is recommended that five (5) Refuse Operator 11 positions be approved to allow for residential
route balancing. Adding these drivers will reduce the daily collection to 913 black containers,
1218 green containers, and 1370 blue containers allowing all routes to be collected daily and
reducing the amount of overtime required daily. The current overtime budget is $300,000;
however, due to limited staffing the Refuse Division is estimating to spend $600,000. The
addition of the proposed positions is expected to reduce the overtime costs from $600,000 to
$450,000 in FY 06-07. The Refuse Division is not anticipating purchasing any additional trucks
prior to June 30, 2006. Existing units will be utilized until the mandated alternative fuel
requirements from AQMD can be resolved.
Sanitation Route Supervisor
The residential program has 24 drivers who are supervised by a single Sanitation Route
Supervisor. The standard for effective supervisor/employee ratio is one supervisor for every 8 to
12 employees. With a single supervisor handling twice that number there is insufficient time to
proactively supervise. The supervisor is forced to cut out less critical issues to complete daily
collection and respond to complaints. The result has become inconsistent standards of
performance and discipline.
It is recommended that one (1) additional Sanitation Route Supervisor be hired to provide an
acceptable level of supervision for the residential collection section.
Senior Customer Service Representative
The Customer Service Section has four (4) full-time employees who handle calls for service.
Temporary employees provide backup to the Customer Service Representatives. The section has
implemented a billing and service order system that requires each service order to be closed out
in the system. This requires additional time to setup and then close out service orders as they are
completed. The section has also developed procedures to actively pursue delinquent accounts.
With the high volume of calls related to inconsistent refuse collection and the growing customer
base it is not yet feasible to regularly track and collect on outstanding debt. Staff anticipates that
this position will be able to generate $100,000 in additional revenue each year over a 5-year
period.
It is recommended that a Senior Customer Service Representative be hired to handle the debt
collection program, assist with customer service when necessary, and provide backup
supervision for the Customer Service Section.
Establish Refuse Field Inspector Position
The Refuse Division has been moderately successful in gaining the widespread cooperation of
residential customers to use the three provided carts for the appropriate material. About 25
percent waste diversion is achieved through the residential program. This has been achieved
through newsletters, direct mailings, meeting with community groups, and participation in
special events. To increase the overall success of the program there needs to be an increased
level of ongoing consistent contact with the customers. The division has field personnel
responsible for the collection of material from the public that periodically address issues related
to proper usage of residential carts and other customer issues. Their work demands do not allow
the commitment of time necessary to address all the issues related to proper use of carts and
other refuse issues detailed in the Municipal Code, and more fully described in Council
Resolutions and in City and Department policies and procedures. Developing a classification that
will address these concerns on a regular basis will result in an improved collection system.
It is recommended that a position of Refuse Field Inspector be created to handle contamination
issues, municipal code violations, complaints, coordination with other departments and work
toward increasing the frequency of participation in the recycling program to achieve a 50 percent
diversion of residential refuse from the landfill.
Reclassify Account Clerk II to Account Clerk III
The customer growth over the last five years and technical improvements require an increased
level of tracking account information. Purchase orders, material ordering, verification of monthly
county landfill billings, tracking in-kind service costs, working with vendors on bids and
specifications have been left to the Account Clerk II. This position is asked to analyze weight
tickets, payroll information, and to interact with department supervision to develop accurate cost
information and to justify expenditures.
It is recommended that the position of Account Clerk II assigned these duties be reclassified to
the position of Account Clerk III.
Equipment Mechanic II
Having enough drivers to complete daily residential collection will allow for the successful daily
completion of work assignments so long as the equipment assigned for these tasks is
mechanically sound. We have 37 side-loader trucks assigned to collect residential materials. We
need 26 of these trucks working to collect from each residential route. It has been difficult to
keep enough vehicles available on a daily basis because nine of the units are over ten years old
and are beyond their useful life. These units frequently fail and require frequent repairs, and it is
not unusual for these older units to return to the yard several times a day to be repaired. As noted
previously there is a need to add additional routes to meet the current daily demand for service.
The Public Services Department is adopting a performance standard that requires the Fleet
Division to have 125 percent of daily equipment need available every day to provide residential
refuse collection service. In the Fleet Operational Efficiency Review, completed by DMG-
MAXIMUS, it was determined that due to "an older fleet that is extremely maintenance
intensive" the City's "staffing levels are inadequate to meet the maintenance requirements for the
current size, composition and age of the fleet".
Industry standards recommend that 11 Yz employees are needed to maintain a fleet of37 Refuse
trucks with an average age of 6.3 years. The City's Fleet division has 11 employees dedicated to
the task of maintaining 85 Refuse trucks in addition to the rest of the City's heavy equipment
fleet.
It is recommended that one (1) Equipment Mechanic II be hired and assigned to the heavy
equipment section to help meet this standard.
Financial Impact:
The annual costs are:
ANNUAL COST
Establish the position of Refuse Field Inspector:
Salary $39,744
Benefits 11.388
Total $51,132
$ 51,132.00
Reclassify one (1) Account Clerk II to Account Clerk III:
Budgeted Account Clerk II
Salary $32,722
Benefits 7,988
Total $40,710
$34,320
8.248
$42,568
$ 1,858.00
Salary
Benefits
Total
Add five (5) Refuse Operator II's:
Salary $32,556
Benefits 10,363
Total $42,919
$42,919 x 5 employees = $214,595
$214,595.00
Add one (1) Sanitation Route Supervisor:
Salary $46,404
Benefits 14,619
Total $61,023
$ 61,023.00
Add one (1) Equipment Mechanic II:
Salary $39,744
Benefits 11,388
Total $51,132
$ 51,132.00
Add one (1) Sr. Customer Service Representative:
Salary $32,718
Benefits 10,386
Total $43,104
Total Annual Cost
$ 43.104.00
$422,844.00
Annual cost will be approximately $442,900. The Public Services Department is estimating that
the overtime savings and the increase in debt collection revenue could reduce the annual cost of
the proposals. The Refuse Fund ended FY 2004/05 with $537,255 in available undesignated
fund balance. $400,000 was used to offset the extra cost of taking waste to Inland Transfer
leaving an uncommitted balance of$137,255. In FY 05-06 a few equipment leases ended
resulting in approximately $400,000 available for other uses.
The Finance Department estimates that there will be an available ending balance of
approximately $530,000 at June 30, 2006. Estimates will be updated upon completion of mid-
year review. The Refuse fund will absorb all costs associated with the proposed changes.
Recommendation:
1. Add five (5) Refuse Operator II's, Range 1358, $2647-$3217 per month.
2. Add (1) Sanitation Route Supervisor, Range 2434, $3,867-$4,700 per month.
3. Add (1) Senior Customer Service Representative, Range 1359, $2,660-$3,233 per month.
4. Establish and (1) new position of Refuse Field Inspector, Range 1398, $3,231-$3,928 per
month.
5. Add (1) Equipment Mechanic II Range 1398, $3,231-$3,928 per month.
6. Reclassify one (1) Account Clerk II, Range 1331, $2,313-$3,812 per month to Account Clerk
III, Range 1350, $2,543-$3,092 per month.
7. Authorize the Human Resources Department to update Resolution Nos. 6413 and 97-244 to
reflect these actions.
8. Authorize the Director of Finance to amend the FY 05-06 Refuse budget by appropriating
$184,542 from the Refuse Fund balance to Refuse salary and benefit accounts to pay for 5
months of pay for positions outlined in the staff report.
HR/ Agenda Items:SR.PS.Residential.Refuse
On OF S.\:'\ BER~'\RDI:-;O
REruSE OPERATOR II
Cluss specificurions are in/ended /0 prt!st'nt a deseripri"t! lisr of /ht! rungt! of JutiL'S pajurmeJ by emp{oyt!es in the
d(LIS. Sp.:cifieariuns are!!!!! intended to r.:Jlecr all Juties pafarmed withillth.: jub.
SUMMARY DESCRIPTION
Under general supervision, performs a variety of tasks relating to refuse collection and transfer; drives
and operates a three-axle hydraulic front-end loading refuse collection truck; operates hydraulic and
control systems on a rear-loading roll-oft: or automated side-loading unit; loads refuse into a truck; and
performs related work as required.
ORGANlZA TIONAL RELATIONSHIPS
The class of Refuse Operator " is the leader of a two-person crew on a residential route or on a
commercial route, operating a roll-off unit with hydraulic lifts and a three-axle vehicle. Supervision is
received from a route supervisor. Lead supervision may be exercised over a Refuse Operator I on a
regular collection crew.
REPRESENTATIVE DUTIES
The following duties are typical for positions in rhis classifiea/ion. Any single position may nor perform all of these
duries and/or may perform similar related duries not lis/t!d here:
I. Provides courteous and expeditious customer service to the general public and City department staffs.
2. Serves as a leader on a two-person crew; drives a refuse collection truck on assigned routes; loads
refuse into collection truck; operates associated mechanical and hydraulic equipment.
3. Cleans up scattered refuse; picks up and empties green waste and recycling containers; replaces
empty containers; tags refuse containers that are in violation of City ordinances; occasionally explains
refuse collection ordinances and collection practices to residents; unloads refuse at City landfill sites;
records pick-ups.
4. Performs daily safety checks on assigned vehicles; checks equipment for proper servicing with oil,
gasoline, water, and air; makes adjustments by refilling, draining. cleaning or reporting for repair;
checks mechanical and hydraulic equipment for proper and safe operation before leaving City Yards.
5. Instructs and trains refuse collection crew members in proper collection practices, operation of side
loader, rear-end loader, back-loading roll-off unit and safety rules and regulations.
6. Prepares and maintains a variety of written records and reports; administers first aid for minor
injuries; operates City vehicles.
7. Performs yardman duties as assigned.
8. Routinely adheres to and maintains a positive attitude towards City and Department goals.
9. Performs related work as required.
D......oa 1
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ern Of S.\" 8t:R'\RDI'.o
Rtfll5e Operator II (Continued)
GENERAL QUALIFlCA liONS
Knowledl!e of:
Wrinen record keeping;
Appropriate safety precautions and procedun:s;
Auxiliary mechanical equipment carried on heavy vehicles;
City streets layout, routes, street locations and general City geography;
City refuse collection and disposal practices and procedures;
Basic reading, writing and spoken English;
Hazardous waste materials.
Ability to:
Maintain written records and service responses;
Manipulate heavy equipment control levers;
Assist another in pushing and pulling of wheeled bins weighing up to 900 pounds (commercial);
Perform heavy manual labor;
Follow a designated refuse collection route;
Instruct personnel in proper safety practices and lifting of heavy objects;
Operate compaction equipment on a refuse truck;
Operate a two-way radio;
Work without immediate supervision in the field;
Operate roll-off units with hydraulic lifts and backloading refuse units with up to three axles;
Prepare written reports;
Read, write and speak English fluently;
Understand and carry out oral and wrinen instructions;
Communicate clearly and concisely, both orally and in writing;
Establish and maintain effective relationships with these contacted in the course of work.
Minimum Qualifications:
High school diploma or OED equivalent, and two years of recent experience in loading, trucking and
unloading refuse; or one year as a Refuse Operator I with the City of San Bernardino.
License or Certificate:
Possession of a valid Class "8" California Driver's License with an air brake endorsement is
required. Must comply with all Department of Transportation and State requirements for operators of
commercial motor vehicles.
A copy of California Department of Motor Vehicles printout dated within 30 days of date of
application must be submitted with application.
California Department of Motor Vehicles driving record must reflect the following in the past three
years from date of application:
I) No more than two (2) moving violations;
2) No more than one (I) tailgating offense (included in the moving violations);
J) No open "Failure to Appears" (FT A); and,
4) No reckless driving or driving under the influence citations (three years from the date of
conviction, not arrest.)
D...",. ...,
ern OF S.\' B[R'ARDI\O
Refuse Operator II (Continued)
PHYSICAL DEMM1>S AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to mccessful(v perform the
essential junctions of this job. Reasonable accommodations may be made to i!nabli! individuals with disabilities to
perform the essential job functions.
Environment: Indoor and outdoor environment; exposure to noises. vibrations. fumes odors and
dust; work in inclement weather conditions.
Phvsical: Incumbents require sufficient mobility for walking, standing or sitting for prolonged
periods of time: to transport materials and supplies weighing up to 60 pounds.
Vision: See in the normal visual range, with or without correction; vision sufficient to operate
vehicles and equipment.
Hearinl!: Hear in the normal audio range, with or without correction.
APPROVED: . . {i ~-:.... i~~DATE:
Director of Human Resources I
t../ / L/!d;)-
CS8 APPROVED DATE;
I tJ 1;;-3/0 I
HR/Job Descriptions - New:30962.Refuse.Operator.1I
O",,..a 1
CITY or SA;'; BER.."ARDINO
SA:\'IT A TIO:\" ROUTE SUPERVISOR
Class specifications are intended to prt!sent a descripri,'e list of the range of dillies performed by employees in the
class. Specificatio/ls are!!!!! illlended to reflect all dllties performed withi/l the job.
SUl\OIARY DESCRIPTION
Under direction, directs the work of numerous refuse collection cre\vs on residential or commercial
routes; ensures work quality and adherence to established policies and procedures; and perfonns
related work as required.
ORGANIZA TIONAL RELATIONSHIPS
The class of Sanitation Route Supervisor is the working-supervisory level in the refuse series.
Supervision is received from a Sanitation Route Manager. Supervision is exercised over numerous
small refuse crews on residential or commercial routes.
REPRESENTATIVE DUTIES
The following duties are typical for positions in this classification. Any single position may /lot perform all of these
duties and/or may perform similar related duties not/isted here:
I. Provides courteous and expeditious customer service to the general public and City department staffs.
2. Supervises and directs personnel working in refuse collection and disposal; inspects and reviews work
performance and methods of refuse collection crews; dispatches employees to assigned work;
prepares daily route log; records employee absences; checks employee payroll time cards for
accuracy.
3. Establishes schedules and methods for providing refuse collection and disposal services; identifies
resource needs; reviews needs with appropriate management staff; allocates resources accordingly.
4. Participates in the development of policies and procedures; monitors work activities to ensure
compliance with established policies and procedures; makes recommendations for changes and
improvements to existing standards and procedures.
5. Recommends and assist in the implementation of goals and objectives; implements approved policies
and procedures.
6. Inspects the condition of department equipment; performs safety inspections of equipment; reports
equipment breakdowns, accidents or special problems; makes arrangements for replacement vehicles
or other actions required; schedules steam cleaning of sanitation trucks.
7. Schedules commercial and/or residential routes; makes temporary changes in routes as required;
surveys routes and recommends route modifications; checks residential and commercial bins and
containers for size, amount, type of container and kind of refuse for compliance with refuse collection
ordinances; arranges for pickup of special loads of materials including tires, green waste recycling
and oil; notifies residents of the provisions of refuse collection ordinances and collection practices.
8. Surveys routes to determine if residents are using but not entitled to refuse collection services;
participates in enforcing safety rules and regulations; conducts periodic staff safety meetings; checks
refuse collection work; loads and assigns extra employees on refuse collection crews to accomplish
unusual or seasonal work loads.
Page. 1
.
CITV or SA."" BER"ARDI:'>O
Sanitation Route Supervisor (Continued)
9. Contacts businesses and industrial establishments to establish new accounts: collects fees for current
and delinquent accounts; prepares reports; investigates and settles complaints regarding refuse
collection services and charges.
10. Ensures adherence to safe work practices and procedures.
II. Participates in the selection, training, n.otivating and evaluating of assigned staff; provides or
coordinates staff training; works with employees to correct deficiencies; implements discipline
procedures.
12. Responds to and resolves difficult and sensitive citizen inquiries and complaints; investigates refuse
vehicle accidents and job-related injuries.
13. Serves as Sanitation Route Manager in the absence of that person; operates City vehicles.
14. Routinely adheres to and maintains a positive attitude towards City and Department goals.
15. Perforrns related work as required.
GENERAL OUALIFICATIONS
Knowled2e of:
Basic record keeping;
City refuse collection ordinances;
Appropriate safety precautions and procedures;
Principles of supervision and training;
City refuse collection and disposal practices and procedures;
Auxiliary mechanical equipment carried on heavy vehicles;
Provisions of the California Vehicle Code applying to the operation of equipment on streets and
highways;
City streets layout. routes and locations and general city geography.
Modem office procedures, methods and equipment including computers and related software;
Pertinent Federal, State and local laws, codes and regulations.
Abilitv to:
Drive various types of refuse equipment safely;
Operate a two-way radio;
Coordinate the schedule of a fleet of trucks and collection crews;
Make field emergency repairs and minor adjustments to the equipment;
Read, write and perform mathematical calculations at the level required for successful job
performance;
Instruct personnel in proper safety practices and lifting of heavy objects;
Plan and schedule work assignments, train and set priorities for, evaluate, select and recommend
discipline of subordinates;
Operate a variety of office equipment including a computer and applicable software applications;
Understand and carry out oral and written instructions;
Communicate clearly and concisely, both orally and in writing;
Establish and maintain effective relationships with those contacted in the course of work.
Page - 2
CITY OF S.-\;o.; BER'iARDI'\O
Sanitation Route Supervisor (Continued)
Minimum Qualifications:
Graduation from high school or GED equivalent, and three years of lead and/or supervisory
experience performing refuse trucking, collection, disposal and dispatch, of which one year must have
been as a Refuse Operator II or III for the City of San Bernardino or in an equivalent position in
either another public agency or private refuse collection company.
License or Certificate:
Possession of a valid Class "B" California Driver's License is required.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative oj those that must be met by an employee to sllCcessJully perform the
essential Junctions oj this job. Reasonable accommodations may be made to enable individuals with disabililies to
perform the essential job Junctions.
Environment: Indoor and outdoor environment; exposure to noises, vibrations, odors and dust; work
in inclement weather conditions.
Physical: Incumbents require sufficient mobility for walking, standing or sitting for prolonged
periods of time; to transport materials and supplies weighing up to 60 pounds.
Vision: See in the normal visual range, with or without correction; vision sufficient to read small
print, computer screens and other printed documents; to operate vehicles and equipment.
Hearinl!: Hear in the normal audio range, with or without correction.
.-
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DATE:
d(~Io;L.
c71/e?t~~
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APPROVED:
Director of Human Resources
CSB APPROVED DATE:
HR/Job Descriptions - New:20983.Sanitation.Route.Supv
~
Page - 3
CITY OF SA:'II BERNARDI:'IIO
SEi'10R CUSTOMER SERVICE REPRESENTATIVE
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the
class. Specifications are not illtended to reflect all duties performed within the job.
SUMMARY DESCRIPTION
Under general supervision, leads, guides and participates fully in the work of an assigned unit engaged in
customer service activities such as billing, posting and customer records maintenance; performs the more
difficult work of the clerical unit; trains, instructs and corrects the work of assigned unit members in the
performance of specific tasks; and performs related work as required.
ORGANIZATIONAL RELATIONSHIPS
The class of Senior Customer Service Representative is the lead supervisory level in the customer service
series. Supervision is received from a higher level supervisory or managerial staff member. Lead
supervision is exercised over customer service trainees and representative.
REPRESENTATIVE DUTIES
The following duties are typical for positions in this classification. Any single position may not perform all of these
duties and/or may perform similar related duties not listed here:
1. Provides courteous and expeditious customer service to the general public and City department staffs.
2. Guides, checks, monitors, inspects and reports on the work of a clerical unit engaged in customer
service activities; assigns specific tasks to assigned staff members; trains, instructs and corrects the
work of assigned staff, insuring that accepted work methods are practiced.
3. Verifies the work of assigned employees for accuracy, proper work methods, techniques and
compliance with applicable standards and specifications.
4. Deals in person and by telephone with customers who are dissatisfied with services provided by
subordinate staff.
5. Calculates and quotes costs of new service installations to customers; researches, analyzes, calculates
and collects fees for new services; authorizes service turn-offs.
6. Processes consumer adjustment requests; prepares certified letters to owners for charges due;
researches records to locate property owners.
7. Inputs all adjustments made on accounts; standardizes input into computer for uniformity of
information; inputs all information such as closing bills, name and address changes and new services;
schedules daily computer printing of reports.
8. Makes arithmetical calculations and checks various statistical and accounting tables and reports;
reconciles records to established balances, identifying and/or resolving discrepancies; handles
individuals' complaints.
9. Operates a calculator, computer terminal, word processor, photocopier, typewriter and related
equipment.
10. Responds to public inquiries in a courteous manner; provides information within the area of
assignment; resolves complaints in an efficient and timely manner.
Page - I
CITY OF SA:>; BER'lARDI'lO
Senior Customer Service Representative (Continued)
II. Routinely adheres to and maintains a positive attitude towards City and Department goals.
12. Performs related work as required.
GENERAL QUALlFICA nONS
Knowlede:e of:
Principles of lead supervision and training;
Advanced customer service procedures, practices and regulations;
Business math;
Accounting principles, procedures and terminology;
Advanced account record keeping procedures pertinent to the assignment of the position;
Modem office procedures and equipment including computers and applicable software applications;
Word processing techniques;
English usage, spelling, grammar and punctuation;
Data processing as it relates to accounting.
Abilitv to:
Lead, organize and review the work of staff;
Plan and schedule work assignments;
Deal effectively with customers both in person and over the phone;
Deal effectively with irate customers and maintain composure while working under stress;
Perform financial and statistical clerical work;
Maintain accurate and interrelated financial records and identifY and reconcile errors;
Accomplish alphabetical and numerical sorting;
Operate a variety of office equipment including a calculator, computer terminal and/or word
processor;
Understand and carry out oral and written instructions;
Communicate clearly and concisely, both orally and in writing;
Establish and maintain effective relationships with those contacted in the course of work.
Minimum Qualifications:
Graduation from high school or G.E.D. equivalent and three years of customer service work including
proficiency in billing and posting.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the
essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential job functions.
Environment: Normal office setting.
Phvsical: Incumbents require sufficient mobility to work in an office setting and operate office
equipment.
Vision: See in the normal visual range, with or without correction; vision sufficient to read small
print, computer screens and other printed documents.
Hearine:: Hear in the normal audio range with or without correction.
Page - 2
CITY OF SA:'; BER."I;ARDI:';O
Senior Customer Service Representative (Continued)
APPROVED:
DATE:
Director of Human Resources
CSB APPROVED DATE:
HR/Job Descriptions-Class&Comp App:Sr.Customer.Svc.Rep.30223
Page - 3
CITY OF SAN BER:"IARDINO
REFUSE FIELD INSPECTOR
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the
,'/.155 Specifinltions are !!Q!. intended to reflect all duties performed withil! the job.
SU:\-IMARY DESCRIPTION
Under general supervision, performs field inspections, investigates and handles complaints and assists in
the enforcement of the municipal code provisions and City policies pertaining to refuse collection.
ORGANIZA TION RELATIONSHIPS
The class of Refuse Field Inspector is a new general unit position in the Refuse Division. Supervision is
received from the Solid Waste Manager. Supervision may be exercised over refuse collection crews.
REPRESENTATIVE DUTIES
The following duties are typical for positions in this classification. Any single position may not perform all of these
duties anr:/;or may perform similar related dUlies not listed here.
I. Performs field inspections to determine the sources and quantities of rubbish being generated;
"l
Investigates and handles complaints;
3. Assists in the establish and maintenance of refuse collection account records;
4. Ensures that sections of the Municipal code pertaining to rubbish collection, service charges and size,
content and replacement of containers are enforced;
5. Contacts and explains to residents and commercial establishments the classification of residential and
commercial rubbish charges;
6. Issues citations for violations of the code;
7. Files complaints and appears in court;
8. Ensure work areas comply with California Industrial Safety Orders;
9. May assume duties of the Sanitation Supervisor in his absence;
10. Keeps records and prepares reports;
11. Performs other related duties as required.
GENERAL QUALIFICATIONS
Knowlede:e of:
City refuse collection and disposal practices and procedures;
Investigation and complaint processes;
Written record keeping and report writing;
Municipal Codes pertaining to refuse collection ordinances;
Customer service procedures and practices
California Industrial Safety Orders;
Supervisory principles.
Ability to:
Interpret practices and procedures related to City ordinances, municipal codes and California Industrial
Safety Orders pertaining to refuse collection and disposal;
Conduct thorough field investigations, gather evidence, and conduct interviews;
Prepare wri tten reports;
CiTY OF SAN BERNARDINO
(Position Title) (Continued)
Serve as liaison for the City on court complaints;
Modem office equipment including a computer and applicable software applications;
Understand and carry out oral and written instructions;
Establish and maintain effective relationships with those contacted in the course of work.
Minimum Oualifications
Open to employees of the Refuse Division of the Public Services Department who have two (2) years'
service as a Motor Sweeper Operator, Refuse Operator, Light Equipment Operator, Heavy Equipment
Operator or Clerk, with a good knowledge of all duties of the classification.
License or Certificates:
Possession of a valid Class "C" California Driver's License is required.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the
essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential job functions.
Environment: Work in a variety of environmental conditions both indoors and out.
Phvsical: Transport loads weighing up to 50 pounds in the course of work.
Vision: See in the normal visual range with or without correction; vision sufficient to read small
print, computer screens and other printed documents.
Hearine: Hear in the normal audio range with or without correction.
APPROVED:
DATE:
Director of Human Resources
C58 APPROVED DATE:
HR/Job Descriptions-Class&Comp App:(Position Title/Class Code)
Page - 2
CITY OF SA;,\/ BER.'1ARDINO
EQUIPMENT MECHAl'I1C II
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the
class. Specifications are ~ intended to reflect a/l duties performed within the job.
SUMMARY DESCRIPTION
Under general supervision, performs fully skilled diagnosis and repair work in the maintenance of light,
medium and heavy gasoline and diesel-powered automotive and construction equipment; performs
preventive maintenance duties; and performs related work as required.
ORGANIZATIONAL RELATIONSHIPS
The class of Equipment Mechanic n is the journey level in the equipment repair series. Supervision is
received from a Supervising Equipment Mechanic. Supervision is exercised over assigned helpers.
Positions in this class work varied shifts including weekend and holiday work.
REPRESENT A TIVE DUTIES
The following duties are typical for positions in this classification. Any single position may not perform all of these
duties and/or may perform similar related duties not listed here:
I. Provides courteous and expeditious customer service to the general public and City department staffs.
2. Inspects, diagnoses and repairs mechanical defects or malfunctions in gasoline and diesel-powered
vehicles and construction equipment, such as automobiles, buses, motorcycles, trucks, tractors, power
shovels, graders, street sweepers, cranes, bulldozers and other power-driven mechanical equipment.
3. Inspects motorized and mechanical equipment; diagnoses problems and determines extent of
necessary repairs; performs routine preventive maintenance.
4. Operates automotive test equipment, such as oscilloscopes, compression gauges, electrical testers,
micrometers, exhaust analyzers and other testing equipment.
5. Troubleshoots, tears down, rebuilds, replaces or adjusts major assemblies and complex components,
such as transmission and clutch assemblies, automatic transmissions, differentials, power steering
mechanisms, front and rear axle assemblies, electricallhydraulic systems and other mechanical
accessones.
6. Grinds and adjusts valves; tunes engines; inserts cylinder sleeves, measures crankshafts and fits
crankshafts into main bearings; fits pistons and rings into cylinders; fits connecting rods to
crankshaft; aligns camshaft to drive mechanism.
7. Repairs, adjusts and replaces brake systems including wheel cylinders, masters cylinders, disc pads,
machine drums and rotors, and hydraulic and air brakes.
8. Diagnose, maintain and repair electrical system components, ignition systems, alternators, starters and
batteries.
9. As assigned, performs skilled repair work in the service, diagnosis, maintenance, repair and testing of
specialized fire apparatus systems and components including fire pumps, pump transmissions, pump
pressure control systems, transfer valve systems, priming systems, water tank, foam systems, high
pressure hydraulic systems, aerial devices, safety interlock systems, electronic diesel engines,
electronic transmissions, secondary braking systems and other related systems, including fire
apparatus.
10. As assigned, performs certification testing for fire pump and aerial device performance as required by
the National Fire Protection Association (NFP A) standards.
11. As assigned, installs, maintains and repairs emergency warning systems both audio and visual and
corrununication systems.
12. Performs necessary acetylene, electric and wire feed welding in the cutting, repair and fabrication of
components.
rl Performs emergency repairs out of shop as necessary; may be placed on-call to respond to after hour
emergency repair needs.
Page - 1
CITY OF SA:'\" BER.'lARDINO
Equipment Mechanic II (Continued)
14. Maintains and repairs shop equipment; cleans and maintains assigned work area; disposes of
hazardous materials according to established policies.
15. Performs safety inspections on all City vehicles and ensures all repairs have been completed.
16. Maintains and keeps a wntten work history on each vehicle.
17. Routinely adheres to and maintains a positive attitude towards City and Department goals.
18. Performs related work as required.
GENERAL QUALIFICATIONS
Knowled2e of:
Appropriate safety precautions and procedures;
Basic record keeping;
Shop math applicable to the mechanical trade;
Methods, materials, tools and techniques used in the overhaul, maintenance and repair of gasoline and
diesel-powered automotive and specialized fire equipment;
Principles of internal combustion and diesel-powered engines, air conditioning, hydraulics and
electrical systems;
Principles, care and operation essential to the maintenance and repair of specialized systems of fire
fighting apparatus and other emergency response vehicles and related equipment;
The National Fire Protection Association (NFPA) standards pertinent to the maintenance, repair and
testing of fire apparatus and equipment.
Ability to:
Diagnose needed mechanical repairs;
Perform heavy manual labor;
Use shop tools, including drills, presses, grinders, reamers and brake relining machines safely and
efficiently;
Perform skilled work in the repair of gasoline and diesel-powered automotive, construction and fire
equipment, including electrical, mechanical and hydraulic systems, transmissions, brakes and
drive systems and air conditioning;
Lead the work of helpers;
Read, understand and apply technical manuals, schematic diagrams, specifications and parts lists;
Understand and carry out oral and written instructions;
Communicate clearly and concisely, both orally and in writing;
Establish and maintain effective relationships with those contacted in the course of work.
Minimum Qualifications:
Graduation from high school or GED equivalent, and two years of experience in journey level fleet
maintenance performing skilled repairs to light and heavy gasoline and diesel-powered automotive
and construction equipment; or one year as an Equipment Mechanic 1.
Possession of three (3) current Automotive Service Excellence (ASE) Certifications in any
combination (truck and/or automotive).
License or Certificate:
A valid Class "C" California's Driver's License. For out-of-state applicants, a valid driver's license is
required. A valid Class "C" California Driver's License must be obtained within ten (10) days of
appointment (CA Vehicle Code l2405c).
Page - 2
CITY OF SAN BER.'lARDINO
Equipment Mechanic n (Continued)
Special Oualifications:
Fire DeDartment:
. Possession of a valid Class "B" California Driver's License with an "X" Endorsement is required
within six (6) months of appointment; fire apparatus experience is desirable.
. ASE Heavy Duty Truck Technician Certification or Fire Mechanic I or II Certification or
Emergency Vehicle Technician I or n Certification is highly desirable.
Public Services Deoartment:
. Possession of a valid Class "B" California Driver's License with appropriate Passenger and/or
Tank and/or Hazmat endorsement(s) will be required prior to completion of probationary period.
. ASE Heavy Duty Truck Technician Certification is highly desirable~
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representati~'e of those that must be met by an employee to successfully perform the
essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential job functions.
Environment: Indoor and outdoor environment; exposure to noises, vibrations, odors and dust; work
in inclement weather conditions.
Phvsical: Incumbents require sufficient mobility for walking, standing or sitting for prolonged
periods of time; to transport materials and supplies using appropriate equipment weighing up to 150
pounds.
Vision: See in the normal visual range, with or without correction; vision sufficient to read small
print, computer screens and other printed documents; to operate vehicles and equipment.
Hearinl!:: Hear in the normal audio range, with or without correction.
Fire Department: Subject to on-call status.
APPROVED:
DATE:
/1 / I q /O~3
. I I
CSB APPROVED DA IE:
/ II ! -J-/(~S
HR/Job Descriptions-Class&Comp App:Equipment.Mechanic.II.30902
Page - 3
CITY Of SAN BEIt....ARDI:-iO
t
Sal Beru III
ACCOUNT CLERK II
Class specijications are intended 10 present a descriptive list of the range of duties performed by employees in the
class. Specifications are!!Q! intended to reflect all duties performed within the job.
SUMMARY DESCRIPTION
Under general supervision. performs a variety of specialized and responsible accounting work of average
difficulty in connection with the preparation. review and maintenance of financial and statistical records
and processing of payroll; and perfonns related work as required.
ORGANIZATIONAL RELATIONSHIPS
The class of Account Clerk II is the journey level in the account clerical series. Supervision is received
from an accountant or supervising personnel of the assigned department.
REPRESENT A TIVE DUTIES
Thefollowing dllties are typicalfor positions in this classification. Any single position may not perform a// of these
duties and/or may perform similar related duties not /isted here:
I. Provides courteous and expeditious customer service to the general public and City department staffs.
2. Performs account record keeping and analysis of average difficulty in an assigned area of
responsibility; researches packing slips and invoices and obtains authorization for payment; checks
prices, extensions, tax and discounts; codes invoices for payment; batches documents for computer
input; enters account and purchase order numbers, vendor numbers, amounts of payables and related
data to computer tennina\.
3. Assembles accounts payable documents for approval; calculates unit cost of stock; audits summaries,
enters to computer and prepares worksheets; enters journal entries and edits data processing print-
outs; posts information to a variety of records, and controls and balances records; prepares financial
related reports; audits documents for accuracy of computation and completion.
4. Collects, sorts and posts bills, invoices. receipts and other data; posts, checks balances and adjusts
accounts; makes arithmetical calculations and checks various statistical and accounting tables and
reports; reconciles records to established balances. identifying and/or resolving discrepancies; reviews
invoices and receiving reports for adequacy and accuracy and prepares vouchers and checks for
payment of obligations.
5. Generates request for payment letters for NSF checks; records and receipts all payments for NSF
checks; distributes a copy of payment to appropriate department; maintains and files payment
receipts; prepares non payments for sending to collections.
6. Accepts applications for new customer services and prepares appropriate work orders for
departments; provides assistance to low income applicants in processing applications; inputs data to
establish accounts; bills for services; corrects billing errors and closes accounts by means of computer
terminal; audits bills; stuffs envelopes; prepares listings of past due accounts; answers customer
complaints, referring to supervisor as appropriate; prepares handwritten materials; prepares journal
vouchers.
7. Calculates and verifies all infonnation relating to City tax exemptions; generates reports of City tax
exemption status; processes requests for payments for refunds of City tax; calculates City tax charged
in error on utility bills.
8. Inputs payroll time sheets for employees; types payroll checks; processes payroll wage garnishments;
posts vacation, sick leave, holiday, comp time, military leave and overtime accrued; requests warrants
for payroll deduction payments; generates fonns and reports for various payroll records.
....
Page - 1
CITY OF S":,, BER.'\jARDr.-;O
Account Clerk II (C ontinlled)
\
9. Answers telephone; performs varied general clerical work for assigned work unit; operates a
calculator, computer terminal, word processor, photocopier, typewriter, and related equipment; types
letters, memoranda, schedules, checks, lists, reports and related documents.
10. Accepts and processes paperwork for the administration of US Passport applications.
11. As assigned, collects, balances, prepares report and submits to central cashier daily revenue taken in
by the department.
12. Routinely adheres to and maintains a positive attitude towards City and Department goals; and
performs related work as required.
GENERAL OUALIFICA nONS
KDowledl!e of:
Advanced account record keeping methods;
Accounting principles, procedures and terminology;
Data processing as applied to accounting work;
Modem office procedures; methods and equipment including a calculator, computer and related
software.
Operation of general office machines and equipment including a computer terminal and calculator;
Spreadsheet applications;
Business math;
English usaQe, speIling, grammar and punctuation;
Basic customer service principles.
Ability to:
Perform financial and statistical clerical work;
Maintain accurate and interrelated financial records and identify and reconcile errors;
Accomplish alphabetical and numerical sorting;
Write legibly;
Make comparisons quickly and accurately;
Read, understand and apply moderately difficult materials;
Operate a variety of office equipment including a calculator, computer and applicable software
applications.
Prepare clear and accurate financial reports and statements;
Understand and carry out oral and written instructions;
Establish and maintain effective relationships with those contacted in the course of work.
MiDimum OuaUflcatiou:
Graduation from high school or GED equivalent and one year of recent intermediate-level clerical
accounting experience; or, six months as Account Clerk I with the City of San Bernardino.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representaJive of those that must be met by an employee to successfully perform the
essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential job [unctions.
EDviroDmeat: Normal office setting.
Phvsical: Incumbents require sufficient mobility to work in an office setting and operate office
equipment; transport materials and supplies weighing up to 20 pounds.
.
~
Page - 2
Crr\' OF SAS BERNARDISO
Account Clerk II (Continued)
Vision: See in the normal visual range with or without correction; vision sufficient to read small
print. numerical figures. computer screens and other printed documents.
Heario2: Hear in the normal audio range with or without correction.
. CI!~
APPROVED: VA', .y~
Director of Hu n Resources
DATE:
Ii) / /f /d/
.
(olnk)/
CS8 APPROVED DATE:
HR/Job Descriplions-Class&Comp App:Account.Clerk.l1.30031
...
Page. 3
CITY OF SAN BERNARDL"lO
ACCOUNT CLERK m
Class specifications are intended to present a descriptive list of the range of duties perfonned by employees in the
class. Specifications are!!.!?! intended to reflect all duties performed within the job.
SUMMARY DESCRIPTION
Under direction, performs a variety of difficult specialized and responsible work in cOMection with the
preparation, review and maintenance of financial and statistical records; maintains, updates, processes and
completes the distribution of accounts payable checks on a weekly basis; and performs related work as
required.
ORGANIZA TIONAL RELATIONSHIPS
The class of Account Clerk III is the advanced journey-level in the account clerical series. Supervision is
received from a professional-level accountant or other supervisory staff.
REPRESENTATIVE DUTIES
The following duties are typical for positions in this classification. Any single position may not perform a/l of these
duties and/or may peiform similar related duties not listed here:
I. Provides courteous and expeditious customer service to the general public and City department staffs
2. Performs account record keeping and analysis of above average difficulty on a broad range of
assignments; maintains payroll or fringe benefits and voluntary deduction records; inputs persoMel
information; maintains records of salaries, labor distribution, retirement, employment tax
withholding, fringe benefits and voluntary deductions; computes time sheets, inputs time, verifies
payroll pre-edit for accuracy and corrects discrepancies; authorizes payroll direct deposits; types
checks; verifies accuracy of check registers and makes payroll transfers.
3. Requests warrants for voluntary deduction payments; prepares salary, benefit and overtime billing for
reimbursement from other agencies; prepares employer tax reports; prepares retirement fund reports.
4. Provides information to the public regarding services and charges; codes and maintains records of
service; prepares periodic reports and statistical summaries; reconciles bank accounts to statements;
collects, sorts, and posts bills, invoices, receipts and other data; posts, checks, balances and adjusts
accounts.
5. Makes arithmetical calculations and checks various statistical and accounting tables and reports;
reconciles records to established balances, identifying and/or resolving discrepancies; handles
individuals' complaints.
6. Assists in the compilation of the aMual budget and budget reports; prepares cost projections for
persoMel services and equipment usage.
7. Establishes and maintains all vendor accounts for City-wide usage; updates vendor information.
8. Processes requests for payments for all City departments; analyzes request for accuracy including
invoice, purchase, contract order and general ledger account numbers; verifies authorized signatures
for payment; batches requests for payment and inputs into the accounts payable system; reviews,
verifies and approves final accounts payable register.
9. Operates a calculator, computer terminal, word processor, photocopier, typewriter and related
:.. equipment; types letters, memoranda, schedules, checks, lists, reports and related documents; reviews
- invoices and receiving reports for adequacy and accuracy and prepares vouchers and checks for
payment of obligations; prepares journal vouchers; answers telephone.
0..,.. 1
'"
CITY OF SA:'l BEIL'\;ARDI:'lO
Account Clerk m (Continued)
10. Routinely adheres to and maintains a positive attitude towards City and Department goals; and
performs related work 3S required.
GENERAL OUALlFlCATIONS
Knowled2e of:
Business math;
Accounting principles, procedures and terminology;
Advanced account record keeping procedures pertinent to the assignment of the position;
Modem office procedures, methods and equipment including computers and related software;
Principles and practices of double entry bookkeeping;
Operation of general office machines and equipment;
English usage, spelling, grammar and punctuation;
Data processing as it relates to accounting.
Abilitv to:
Classify fiscal documents and transactions;
Perform financial and statistical clerical work;
Examine and verify financial documents and reports;
Maintain accurate and interrelated financial records and identify and reconcile errors;
Accomplish difficuh financial clerical work involving independent judgment;
Accomplish alphabetical and numerical sorting;
Write legibly;
Make comparisons quickly and accuratoly;
Read, understand and apply difficult materials;
Operate a variety of office equipment including a calculator, computer and applicable software
applications;
Speak clearly and distinctly;
Prepare clear, concise and easily understood statistical and narrative reports;
Understand pertinent procedures and functions quickly and apply them without immediate
supeMslon;
Understand and carry out oral and written instructions;
Establish and maintain effective relationships with those contacted in the course of work.
Minimum Oualifications:
Graduation from high school or QED equivalent and three years of recent advanced clerical
accounting experience; or two years as an Account Clerk II with the City of San Bernardino.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those thaI must be met by an employee to successfully perform the
essential functions of this job. Reasonable accommodations mcry be made to enable individuals with disabilities to
perform the essential job fllnctions.
Environment: Normal office setting.
Phvsical: Incumbents require sufficient mobility to work in an office setting and operate office
equ ip ment.
0.",.,. ..,
CITY OF SAN BER1'lARDINO
Account Clerk m (CoDtiDued)
Vision: See in the normal visual range with or without correction; vision sufficient to read small
print, numerical figures, computer screens and other printed documents.
Hearin2: Hear in the normal audio range with or without correction.
APPROVED: &~ ~ ~~DATE:
Director of Human Resources
If !)'I[tJrr
CSB APPROVED DATE:
I t;(:r3!o I
HR/Job Descriptions - New:30041.Account.Clerk.11I
o...no .,
DIRECTOR
PUBLIC SERVICES DEPARTMENT
SOLID WASTE MANAGER
REFUSE DIVISION
ACCOUNT CLERK II(YARD)
REFUSE DISPATCHER
ADMINISTRATIVE CLERK II (YARD)
REFUSE ROUTE MANAGER
REFUSE SUPERVISOR
ROLL OFFS
REFUSE OPERATOR III
19
REFUSE SUPERVISOR
RESIDENTIAL
REFUSE OPERATOR II
24
REFUSE SUPERVISOR
COMMERCIAL
REFUSE OPERATOR I
16
ADMINISTRATIVE OPERATIONS SUPERVISOR
ACCOUNT CLERK II (BILLING)
SENIOR CUSTOMER SERVICE REP
FT PERM CUSTOMER SERVICE REP
4
PT PERM CUSTOMER SERVICE REP
2
TEMP CUSTOMER SERVICE REP
1
FLEET MANAGER
FLEET DIVISION
EQUIPMENT MAINTENANCE SUPERVISOR
FLEET OPERATIONS COORDINATOR
ADMINSTRATlVE OPERATIONS SUPERVISOR
ACCOUNT CLERK II
ADMINISTRATIVE CLERK II
SENIOR FLEET PARTS SPECIALIST
STOREKEEPER
SUPERVISING EQUIPMENT MECHANIC PM
EQUIPMENT MECHANIC II
2
EQUIPMENT MECHANIC I
2
EQUIPMENT MECHANIC II
5
EQUIPMENT MECHANIC I
1
AUTO BODY REPAIR
EXTRA RELIEF HEAVY LABOR
n ~ r_'(6ect
DIRECTOR
PUBLIC SERVICES DEPARTMENT
SOLID WASTE MANAGER
REFUSE DIVISION
FLEET MANAGER
FLEET DIVISION
REFUSE DISPATCHER
ACCOUNT CLERK II
EQUIPMENT MAINTENANCE SUPERVISOR
ACCOUNT CLERK lIlcYARD)
FLEET OPERATIONS COORDINATOR
ADMINISTRATIVE CLERK II (YARD)
ADMINSTRATIVE OPERATIONS SUPERVISOR
REFUSE ROUTE MANAGER
REFUSE SUPERVISOR
ROLL OFFS
ADMINISTRATIVE CLERK II
REFUSE OPERATOR III
19
SENIOR FLEET PARTS SPECIALIST
STOREKEEPER
REFUSE SUPERVISOR
RESIDENTIAL
REFUSE OPERATOR II
15
REFUSE SUPERVISOR
RESIDENTIAL
REFUSE OPERATOR II
14
REFUSE SUPERVISOR
REFUSE OPERATOR I
16
ADMINISTRATIVE OPERATIONS SUPERVISOR
ACCOUNT CLERK II (BILLING)
SENIOR CUSTOMER SERVICE REP
EQUIPMENT MECHANIC II
5
SENIOR CUSTOMER SERVICE REP
EQUIPMENT MECHANIC I
1
FT PERM CUSTOMER SERVICE REP
4
AUTO BQDY REPAIR
PT PERM CUSTOMER SERVICE REP
2
EXTRA RELIEF HEAVY LABOR
TEMP CUSTOMER SERVICE REP
1
City of San Bernardino
Residential Routing
Analysis and Recommendations
Residential routes were established in 1990 or 1992, according to operations staff
recollection. There are no contemporary documents; but there is general agreement as to
the time frame. In any case, rerouting is justified now, with additional routes need for
refuse and recycling, and full green waste service required.l
. 2 more daily refuse routes are needed to accommodate past growth, and prevent
vehicle overloading
. 3 additional daily recycling routes are needed to allow timely completion of daily
collection, and prevent collection of recycling in refuse trucks
. 2 existing green waste routes need to be activated daily, with adequate equipment
and personnel2
Background
San Bernardino operates daily refuse, recycling, and green waste collection routes;
collected Monday through Friday, using 10-hour shifts (6 a.m. until 4:30 p.m.). However,
current routes are so large that 8,531 overtime collection hours were worked in the last
full year (November 2004 through October 2005, excluding scheduled special events).
This equates to 4.22 equivalent regular operators, and costs the equivalent of 6.33
operators.J
Estimated single-family dwelling units are 43,844 in 2005. This includes one, two, three
and four unit residences served by residential side loaders. The estimate is derived by
dividing the 2000 Census household size of3.19 into the 2005 population of 199,803
then adjusting the ratio of single-family to multi-family residences.
While not all homes are occupied, they must be included on routes. Vacancies are offset
by multiple container stops, requiring longer stops to service the residence.
Unfortunately, the City's records do not fully document residential service levels (an
issue address later in this analysis).
I "The Division is operating an insufficient number of solid waste collection routes to meet the basic
collection needs of its customers" (Final Report: Collection Operations Review; R3 Consulting Group;
2005;p.3)
1 "The Division should immediately staff additional residential collection routes of sufficient number to
assure that materials are collected safely, as scheduled" (Final Report: Collection Operations Review; R3
Consulting Group; 2005; p. 3)
1 "The Division is incurring excessive amounts of overtime, and effectively has been forced to operate on a
5-day collection schedule in part due to the closure of Colton Landfill" (Final Report: Collection
Operations Review; R3 Consulting Group; 2005; p. 3)
Page I
01/26/06
The City has seen 20% to almost 40% growth in service demand factors since the last
routing. Moreover, demand will continue to increase as more homes are built and
occupied.
. San Bernardino's population increased from 164,164 in 1990 to 199,803 in 2005.
This 22% growth reflects increased household size and additional new homes.
. The California Integrated Waste Management Board uses population to correlate
increased residential waste generation. CIWMB's formula shows a 36.5%
increase in the City's residential waste between 1990 and 2003.
. San Bernardino prepared a Source Reduction and Recycling Element,
documenting 1990 waste generation, as part of its AB 939 planning. The City
reported 77,668 tons of residential waste in 1990. Collection totals for 2005 are
projected to be 107,487 tons - 38.4% higher than 1990.
. The City's Housing Element projects that approximately 10,600 new single-
family homes are likely to be built on vacant land ("Table 33a: Vacant Land with
High Development Potential", July 2002) - another 25% increase in service.
Summary
Routing is based on weight and drive time. Working four, 10-hour days, City crews must
travel from the City Yard to the route, drive the route until the truck is full, deliver the
load to a transfer station or landfill, return and complete the route, deliver the second
load, and return to the Yard. It has become common for completed route trucks to divert
to help finish other routes.
The immediate need is to continue hiring and training more operators. Only 24 Operator
II positions are filled for residential service -- less than the current 26 routes. One of the
operators has been on light-duty because injury for the past year, so only 23 operators are
available. However, injuries, illness, vacation, and holiday time further reduce
availability. It is common practice to pull operators from commercial and roll-off routes,
hampering the ability to fiilish those routes, and to staff only 7 of the 9 green waste routes
- requiring regular overtime completing those routes.
Vehicle availability exacerbates personnel problems.4 There are 37 side-loader residential
trucks in the City's fleet. However, 9 are 1995 models (the remainder are 2001 and
2002). The industry standard is to replace trucks after 5 to 10 years of operation. Older
trucks require more frequent maintenance and repairs, and replacement parts availability
becomes more limited. The newer trucks also have experienced parts availability
problems, although the Canadian manufacturer recently opened a California warehouse.
R3 documented vehicle availability of about 70% during their study period, between 26
or 27 vehicles. Availability seems to fluctuate between as low as 24 and as high as 29
vehicles. On-route breakdowns, hydraulic spil1s, and mechanical malfunctions are not
4 "The level of vehicle availability is not sufficient to support consistent and effective collection services"
(Final Reoort: Collection Ooerations Review; R3 Consulting Group; 2005; p. 3)
Page 2
01/26/06
uncommon (although the fleet software does not readily identify on-route problems).
Often, a truck breaking down on-route is returned and replaced with a truck just returned
from the shop - providing the slimmest of margins for continuing service.
Besides truck aging, problems result from extended operator hours. When routes cannot
be timely completed, there is not sufficient allowance for inspecting, identifying and
reporting problems. Moreover, long hours take a toll on equipment, with side-loading
automated arms especially vulnerable to over-use.
Preventative maintenance and repairs are sacrificed to fix breakdowns, due to mechanic
shortages. The night shift particularly is understaffed, so overnight repairs often are
relegated to the next day's schedule. Even when foreseeable problems are identified,
budget and time restrictions are likely to prevent them being addressed.
Outside backup repair services should be identified, and arrangements made to assure
sufficient vehicles are available. The goal of 125% of daily vehicle need is
recommended. An interim goal of 80% of current total vehicles should be adopted until
more City mechanics or outside repair contracts are available.5
Replacement residential trucks are needed now (seven have been approved in the City's
budget but are hung-up in South Coast Air Quality Management District's maze). Two
new trucks will be needed to accommodate additional recommended residential refuse
routes, and two more will be needed for the additional recycling routes.
R3 succinctly summarizes the problems of vehicle availability:
"Ideally, the Division would have fewer spares, and associated capital costs, and
greater vehicle availability. The bottom line is that the Division needs to have a
sufficient number of vehicles on a daily basis, with a reasonable but not excessive
number of available back up vehicles so that it can operate the required number of
daily routes. In the case of both the front-loaders and the side-loaders, the number
of reported vehicles in service during the period reviewed raises serious concerns
about the ability of the Division to operate the required number of daily routes on
a consistent basis.,,6
The "Perfect Storm"
When San Bernardino County closed Colton Landfill to City vehicles in July 2005,
routing deficiencies quickly became apparent. Added drive and wait time at Mid-Valley
Landfill crashed collection schedules until arrangements allowed the use of Inland
5 "The Division should work closely with Fleet Services to provide 80% or greater daily vehicle
availability, or contact for certain repair and maintenance services unless or until adequate vehicle
availability can be assured" (Final Report: Collection Operations Review; R3 Consulting Group; 2005; p.
3)
6 Final Report: Collection Operations Review; R3 Consulting Group; 2005; p. 6
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Transfer Station. Operators and supervisors were forced to work longer daily hours, and
to endure mandatory overtime days to catch-up. Morale was strained, and equipment
overworked. The volume of uncollected containers confused and alanned residents, and
customer service representatives were overwhelmed with calls and complaints.
Arrangements to use the Inland Transfer Station relieved the strain on routes. But
equipment and employee overwork problems lingers. Many truck bodies now are
showing metal fatigue resulting in leaking fluids. Collection anns are malfunctioning.
Employee absences leave scheduled routes unstaffed. Frequent accidents occur involving
City trucks.
Ultimately, the County reopened Colton Landfill to the City. But the experience
demonstrates the tenuous nature of relying on outside contractors to provide municipal
services.
The City engaged R3 Consulting Group to review its collection operations and make
short-tenn and long-tenn improvement recommendations. The following short-term
recommendation reinforces the need for additional routes (emphasis added).
The Division needs to take immediate steps to provide additional residential
routes to service the current work load. While the use of the Inland Transfer
Station should help relieve some of the stress on the current collection system it is
not anticipated to have a significant impact on the number of required routes as
compared to the prior use of the Colton Landfill. At the time the City was using
the Colton Landfill there were insufficient routes to handle the existing
workload, accordingly even with the use of the Inland Transfer Station
additional routes will be required to effectively manage the current work
load.,,7
While the County has reopened Colton Landfill to City vehicles, other options need to be
utilized. The Colton Landfill has limited the City to 2,200 tons/week. Colton Transfer
Station is convenient to routes ending in the south end of the San Bernardino, reducing
travel time to discharge the load. This timesaving can be significant as residential routes
extend into evening commute hours.
Continued growth in City refuse volume and area traffic congestion may justify
construction of a municipal transfer station, near the City Yard. Transfer stations allow
consolidation of multiple refuse loads for more efficient delivery to area landfills. A
transfer station also provides options to the County landfill system. As the current Waste
Disposal Agreement expires (in 2012), the City should identify and explore options now.
A 5-year lead-time is typically needed to secure needed permits and construct solid waste
facilities.
A transfer station also could enhance City diversion programs, allowing either
intennediate or final recycling processing, and organic composting feedstock upgrading.
7 Final Reoort: Collection Ooerations Review; R3 Consulting Group; 2005; p. 24
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The City is tendering Requests for Proposals now for recycling and composting services,
and consideration of enhanced City support operations should be a part of those
deliberations.
Service Analysis
The City's Route Manager and Residential Supervisor identified routes that typically run
over scheduled time, requiring backup help to complete. The following analysis looks at
available residential data to verify their recommendations. The data supports the
recommendations. Service standards appear to be met or exceeded for vehicle weight and
houses served, for all types of service. As stated in the opening paragraph, the City needs
to add two more refuse routes, add three more recycling routes, and fulfill two existing
yard waste routes.
It is important to note that the City's records inconsistently identify residential service
demand. R3 's report includes two different reports of container counts, for example. The
estimated number of single-family residences is used here to provide comparability.
Multiple container stops simply cannot be fully represented at this time. Part of the
needed RouteSmart implementation (discussed below) must include an accurate count of
customers and containers. At that time, more accurate service levels can be established.
Refuse Service
Refuse is collected on 11 daily routes. This means each route serves an average of 996
residences. Serving 800 to 1000 houses daily comprises the "industry standard".
Optimum collection frequency is estimated at 100 houses per operating hour (about 36
seconds per stop, including travel time).8 Therefore, at least 10 hours are needed to serve
current routes, when all goes well. Time for pre- and post-trip inspections, and drive time
(to and from the route, and to deliver loads) further diminishes efficiency.
Refuse loads typically compact more than yard waste or recycling, comprising wet dense
materials like food and soiled paper. The legal limit of 10 tons requires two loads for
refuse trucks, collecting an average of 20.5 tons per day.
By adding two routes, service load will be reduced to more manageable 843 houses per
route, and 17.35 average daily tons. The reduced load will assure that work will be
completed as scheduled, and allow some ability to accommodate route growth.
Refuse (Black containers)
Current Recommended
Routes 44 52
Single-family dwellings 43,844 43,844
DU/route 996 843.15
Annual tons collected 46,906 46,906
8 See "Using Spreadsheet Models for Estimating Collection Costs for Residential and Commercial
Customers", Susan Erndorff, MSW Management, Elements 2000.
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Total annual routes 2288 2704
Average tons/route 20.5 17.35
Recvcling
Recycling is collected on 6 daily routes, a total of 24 each week. This means each route
serves 1,827 residences on average. Recycling setout is lower than refuse, so that more
homes can be included on routes. However, meeting the 100-stops/hour standard would
necessitate that only about 50% of houses set out containers each week. It is unlikely that
the setout rate is that low. Setout typically ranges from 70% to 85%.9
City recycling routes current collect 9.67 tons daily, reflecting lower compaction of dry
paper-rich and plastic container loads.
Adding 3 daily routes reduces average route size to more manageable 1,218 stops (which
can be accommodated since fewer homes set out recycling containers weekly, compared
to refuse containers).
Recycling (Blue containers)
Existing Recommended
Routes 24 36
Single-family dwellings 43,844 43,844
DU/route 1827 1218
Annual tons collected 11,569 11,569
Total annual routes 1248 1872
Average tons/route 9.27 6.18
Yard Waste
Yard Waste is scheduled for 9 daily collection routes. This means each route would serve
1,218 residences. However, due to staffing shortages there often are only 7 or 8 green
waste trucks in service, an average of 1,370 to 1,555 residences collected respectively.
Yard waste setout and volume varies seasonally, peaking in the City's spring, summer
and fall seasons while declining in winter. The last full reporting year, 2004, showed
winter green waste totaling 4,580 tons with the other 3 quarters ranging from 7,005 to
8,387 tons. Routing needs to anticipate peak demand, however.
Yard waste routes annually collect between 11.8 tons on average daily when fully
operational (9 routes), and 15.16 tons with 7 routes.
Adequately staffing and equipment the full 9 daily yard waste routes is needed to service
them daily. As with recycling containers, fewer yard waste containers are set out than
refuse, so it is feasible to collect 1,218 homes daily.
9 See "Using Spreadsheet Models for Estimating Collection Costs for Residential and Commercial
Customers", Susan Emdorff, MSW Management, Elements 2000.
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Yard Waste (Green containers)
Routes 36*
Single-family dwellings 43,844
DU/route 1218**
Annual tons collected 22066
Total annual routes 1872*
A verage tons/route 11.79***
*Typically only 28 or 32 routes weekly; 1,456 to 1,664 annually
**Typically 1,370 to 1,555 residences daily
*** Typically 13.26 to 15.16 tons daily
Management and Supervision
There is one Route Supervisor assigned to residential service. The Route Manager
supports him, often at the expense of other needed tasks. R3' s analysis of management
and staffing finds that:
"The level of available management and supervisor staff is low for an
organization with the number of customers and employees the City has.
Accordingly, it appears that the Division does not currently ',ave adequate
management staff to effectively support existing operations. ,,10
R3 describes a typical municipal operation, comparable to San Bernardino. II In addition
to a Deputy/ Assistant Residential Division Manager, there would be one supervisor for
every 8 to 12 routes (with one lead supervisor designated). Therefore San Bernardino's
ratio of one supervisor for 26 routes is substandard. With four additional routes
(and no Deputy/Assistant Residential Division Manager position), two more
residential supervisor positions are warranted.
R3 also found that:
"Management and supervisory staff need to have clearly defined daily
operating and longer-term planning objectives, responsibilities and
performance standards. Furthermore, operations management needs the
support of the City both politically and financially to enable it to make the
changes to the current system that are required to achieve reasonable
operating resuIts.,,12
There is much additional work needed to define and implement goals, objectives,
responsibilities and productivity standards. Operator training, discipline, reward, and
accident investigations require more supervisor and management time than is available
now, however, and additional work cannot be reasonably expected under current
10 Final Report: Collection Operations Review; R3 Consulting Group; 2005; p. 9. See also, p. 3, "Due to
vacancies and stafftumover, there is a lack of sufficient management and supervisory staffing."
II Final Report: Collection Operations Review; R3 Consulting Group; 2005; pp. 9-10
I: Final Report: Collection Operations Review; R3 Consulting Group; 2005; p. 10.
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conditions. The incoming Solid Waste Manager may provide some relief to the Route
Manager and Supervisor, but there will be many other tasks requiring his attention.
Refuse Division employees are overburdened with daily challenges to complete routes.
The Route Manager and Supervisor work long hours daily to assure that the City's streets
are cleared. They are not included as mid-managers eligible for overtime pay. If either is
absent, work becomes even more demanding. Additional supervisor and management
staffing is needed to fix current problems and allow the City to plan and receive enhanced
future serVice.
RouteSmart
The City of San Bernardino purchased operating rights to RouteSmart, a geographic
information system (GIS) based routing software package. However, RouteSmart and
accompanying databases have not been implemented.
R3 recommends that "The Division should request that the City's Information Services
department install RouteSmart 9x and associated information database system needs.',13
Resources need to be applied to implementing RouteSmart (or another routing
software system). The GIS information needs to be completed, and customer records
fully described, in support of routing software.
The rerouting needed now should be reconfigured once the GIS software is working.
Experience shows that RouteSmart and other systems are productivity assets, but that
implementation can be challenging once it begins. San Bernardino needs to begin.
Consider of a 5-day collection schedule should be deferred until routing software is ready
to be implemented. 14 There are advantages to a 5-day schedule, including reduced daily
vehicle use and increased time for inspections, preventative maintenance and repairs, less
conflict with evening commuter traffic, and reduced operator fatigue. However, rerouting
entails changes for residents that should be minimized. Implementation of as-day
schedule as part of a comprehensin system GIS-based reroute would be less
disruptive than a series of incremental changes.
~
11 Final Reoort: Collection Operations Review; R3 Consulting Group: 2005; p. 3.
14 Final Report: Collection Ooerations Review; R3 Consulting Group; 2005; pp. 4.25
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