HomeMy WebLinkAbout2019-04-12; Mandatory Organics Recycling Update; Gomez, PazTo the members of the:
CITY COUNCIL
Date '+/ l?-/l't. CA ✓ CC_·
CM / COO ~DCM (3) ✓
April 12, 2019
Council Memorandum
To: Honorable Mayor Hall and Members of the City Council
From: Paz Gomez, Deputy City Manager, Public Works
Via: Elaine Lu key, Chief Operations Officer ?-
Re: Mandatory Organics Recycling Update
· {cityof
Carlsbad
This memorandum provides an update to City Council on regulations related to Assembly Bill
1826 Mandatory Commercial Organics Recycling (AB 1826) and associated programs at the City
of Carlsbad. ·
Background
Previously, Environmental Management submitted two memoranda to City Council, providing
information related to the Recycling Program at the City of Carlsbad. The first memorandum
(Attachment A), dated June 16, 2016, included information on AB 1826 and the city's
implementation of the regulation. On April 13, 2018, a second memorandum (Attachment B)
was provided to City Council giving an update of all applicable regulations to which the city
must comply, including AB 1826 and AB 341, Solid Waste Diversion. A status of the City of
Carlsbad's efforts for each regulation was also provided.
The Mandatory Organics Recycling (AB 1826) state law requirement is a tiered regulation that
mandates businesses recycle their organic waste. Organic waste refers to food waste, green
waste, landscape and pruning waste, nonhazardous wood waste, and food soiled paper waste-
mixed with food waste. Beginning in 2016, businesses that generate more than 8 cubic yards of
organic waste per week were subject to this regulation. As of Jan. 1, 2019, all commercial
businesses that generate 4 cubic yards or more of solid waste per week are now required to
comply.
Discussion
Solid Waste in the City of Carlsbad is regulated by California Department of Resources Recycling
and Recovery (CalRecycle). The city received a letter, dated Jan. 10, 2017, and signed by the
CalRecycle Director (Attachment C), stating "it is imperative that CalRecycle fully exercise its
authority to ensure that jurisdictions' specified disposal reduction and recycling programs are in
compliance with state law." This letter emphasized the need for jurisdictions to comply with AB
341 and AB 1826, which require the implementation of mandatory commercial recycling and
mandatory organics recycling programs to divert waste generated by regulated businesses.
Public Works Branch
1635 Faraday Avenue I Carlsbad, CA 92008 I 760-602-2799 t
Memo ID #2019031
Honorable Mayor Hall and Members of the City Council
April 12, 2019
Page 2
The Solid Waste Diversion (AB 341) legislation requires jurisdictions to implement mandatory
commercial recycling programs to reduce greenhouse gases emissions. Under this regulation,
businesses that generate 4 cubic yards or more of commercial solid waste or multifamily
residential dwellings of 5 units or more must have recycling services and jurisdictions must
provide relevant outreach and education to those included.
Since 2017, Environmental Management staff implemented various programs to comply with
AB 341, based on CalRecycle's evaluation of the city's annual report and on-site
recommendations, including the following:
• Monitor AB 341 regulated businesses using a third party to provide waste assessment
and service recommendations to increase recycling and reduce waste.
• Target existing mandatory commercial recycling programs to large commercial waste
generators with low diversion and commercial businesses with trash only accounts.
• Implement process improvements to the construction and demolition diversion
program within the city and with the contracted services at the Palomar Transfer
Station.
• Establish a school pilot recycling program to implement and standardize recycling at all
the elementary schools at Carlsbad Unified School District to increase commercial
diversion.
Additionally, on March 12, 2019, the City of Carlsbad received a letter (Attachment D)
communicating CalRecycle's concern with the city's progress toward meeting Mandatory
Organics Recycling requirements. This letter requests a plan, including timelines, describing ·
how the city will meet certain AB 1826 requirements. City staff contacted Cal Recycle on March
20, 2019 and April 9, 2019 to discuss their letter and of the city's plan. A plan (Attachment E)
was submitted to Cal Recycle on April 11, 2019 containing current and future actions the city
will take to comply with those AB 1826 requirements.
Below is a summary of the actions included in the city's plan submitted to Cal Recycle:
• Requirements to plan for organics recycling infrastructure and mandatory organics
recycling program:
Beginning in 2015, continuing to the present, city staff held discussions with city
service contractors, Coast Waste Management and Republic Services, related to
options for organics recycling collection and processing.
In 2017, city staff conducted a Food Waste Reduction and Recycling Pilot
Program at the city's Senior Center. The goal of the pilot program was to assess
how much food waste was generated by the senior lunch program and explore
feasible solutions to reduce and recycle food waste at the facility.
In 2018, the city conducted a pilot to compost two routes ofthe city's residential
green waste. This pilot provided information related to feasibility and costs
associated with certified compost and contractor capacities.
Honorable Mayor Hall and Members of the City Council
April 12, 2019
Page 3
-City staff continue to collaborate with SANDAG's Solid Waste Technical Advisory
Committee on regional planning for infrastructure, programs and best practices
for organic waste reduction and diversion.
-In 2017 and 2018, City staff participated with the County of San Diego to develop
the Food Donation Action Plan for the San Diego Region. This plan was submitted
to the County of San Diego Board of Supervisors in June 2018.
In the last six months, city staff visited the Waste Management Centralized
Organic Recycling Facility in Orange County, Compost Research Project at Otay
landfill and the Republic Services Anaheim Recycling Center to discuss organic
waste recycling alternatives.
In 2018, city staff initiated the development of a Sustainable Materials
Management Plan (SMMP). This is a comprehensive, strategic plan for specific
policies, municipal code revisions, programs, services and facility capacity the
city should pursue to achieve waste reduction and waste diversion goals and
mandates. The SMMP will promote an environmentally sustainable community,
encourage waste prevention and the recycling/composting of materials to
ensure the efficient use of our natural resources.
• Requirement to identify all regulated businesses:
In April 2019, city staff will send notifications to all regulated businesses within the
city, informing them of the mandatory organics recycling requirements.
Environmental Management staff also conducted three AB 1826 workshops for
regulated businesses on Feb. 3, 2016, Feb. 8, 2017 and April 12, 2017. Staff from the
California Environmental Protection Agency and/or Cal Recycle presented along with
representative from food rescue non-profit agencies.
• Requirement to notify Multi-Family Dwelling (MFD) Complexes:
The city currently has identified 206 MFD complexes that are subject to the 2019
mandatory organics recycling threshold. All these MFD complexes were notified of
AB 1826 requirements in November 2018 and information was requested related to
their green waste recycling practices. Follow-up with 38 non-responders is ongoing.
• Requirement to regulate entities not complying with organics recyding requirement:
City staff coordinates with Coast Waste Management to determine regulated
businesses in the city. During 2019, Environmental Management staff will use
contractors to determine which of these regulated businesses are not complying
with AB 1826 and provide assistance and resources, as needed.
An additional regulation that will affect organics recycling in the City of Carlsbad is AB 1594,
related to Alternative Daily Cover (ADC). As of Jan. 1, 2020, ADC will no longer constitute
diversion of organics if used by landfills to control vectors, fires, odors, etc. In 2018, the city
sent approximately 35,000 tons of green waste to the Otay Landfill for use as ADC. The chart
below shows the City of Carlsbad's disposal rates per person per day for reporting years 2014-
Honorable Mayor Hall and Members of the City Council
April 12, 2019
Page 4
2017. Solid waste disposal rates and green waste treated as ADC have both increased over this
period.
CalRecycle Jurisdictional Disposal Rates (City of Carlsbad)
Pounds per person per day Reporting Year
2014 2015 2016 2017
Cal Recycle Target 8.4 8.4 8.4 8.4
Disposal rate without ADC 7.0 7.3 7.7 7.9
Disposal rate with no ADC credit N/A N/A 8.9 9.4 (as required by AB 1594)
To continue to meet CalRecycle targets, required under AB 939 to maintain a 50% diversion
rate, the city will need to begin composting green waste that is now being used in the landfill as
ADC, effective Jan. 1, 2020. This will increase the process cost of green waste by approximately
72%. The potential impact to residential rates (averaged among trash, recycling and green
waste) may be up to a 10% increase and up to an 20% increase for commercial green waste
services only.
Next Steps
• In 2019, city staff will present Carlsbad Municipal Code updates to City Council that
include all mandatory organics recycling requirements required by AB 1826.
• In Fall 2019, Environmental Management staff will provide a briefing to City Council
related to organics recycling.
• The city will continue working with Republic Services and Coast Waste Management,
Inc., to determine the feasibility of a local organics processing facility and other possible
organics services.
• Staff is researching potential options, including contracts, for long-term compliance with
all existing and upcoming organics recycling regulations and will provide this information
to council, as necessary.
Attachments A: City of Carlsbad Memorandum dated June 16, 2016
B: City of Carlsbad Memorandum dated April 3, 2018
C: CalRecycle letter dated January 10, 2017
D: CalRecycle letter dated March 12, 2019
E: City of Carlsbad response to Cal Recycle dated April 11, 2019
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Paz Gomez, Deputy City Manager, Public Works
Amanda Guy, Deputy City Attorney
James Wood, Environmental Manager
Avecita Jones, Recycling Program Manager
Memorandum
June 16, 2016
To: City Council Members
From: Elaine Lukey, Environmental Manager
Via: Kevin Crawford, City Manager
Attachment A
C cityof
Carlsbad
Re: New Regulation Implementation Status: AB1826 Organics Recycling
California's recycling laws changed in 2014 with the promulgation of AB1826, Mandatory
Organics Recycling. The new requirements are designed to move California to its statewide
goal of a 75 percent recycling rate, including a reduction in the level of organic waste (food
waste, yard waste, and food-soiled paper) disposal by 50 percent from current levels.
Starting in January, 2016, some businesses, schools, hospitals, government buildings and other
commercial properties that generate more than 8 cubic yards of organic waste per week must
separate an.d recycle their organic waste. Multi-family dwellings (5+ units) must separate and
recycle yard waste, prunings and lumber. The law is being phased in over time, with mandatory
commercial organics recycling required at more businesses each year.
Because large scale composting, anaerobic digestion and cogeneration facilities are not
currently available in San Diego County, city staff have been working with State regulators and
other jurisdictions to discuss potential solutions in our region.
There are a few small-scale pilot projects being operated in the City of San Diego, Chula Vista,
and Oceanside but these locations are not accepting food waste from Carlsbad businesses.
The city's hauler Waste Management is currently researching transporting Carlsbad food waste
to their Orange County facility but this option is cost-prohibitive at this time. City staff continue
to meet with them regularly to discuss opportunities.
City implementation steps to date:
• Starting in July, 2015, Environmental Management staff (city staff) have attended and
continue to attend workshops, webinars, and lectures to learn about the regulation.
City staff also continued discussions with State regulators about the lack of
infrastructure in San Diego County.
• On August 26, 2015, city staff coordinated an initial meeting with Kevin Hardy at Encina
Wastewater Authority (EWA) to discuss the concept of a pilot opportunity and capacity
at EWA for collection.
Office of the City Manager
City Hall 1200 Ca rlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2820 t
City Council Members
June 16, 2016
Page 2
• During September and October, 2015 city staff and the Communications Division
created a new brochure for public distribution, as well as outreach advertisements.
• On November 18, 2015, city staff coordinated a meeting with Economic Development
(CED) staff, and Cape Rey Resort executives to discuss possible participation in organics
recycling pilot as the generator of food waste.
• On December 3, 2015, city staff sent a letter to 126 affected businesses along with a
copy of the city's new AB1826 brochure.
• On December 15, 2015, city staff coordinated a meeting with CED staff, Kevin Hardy at
EWA, and Cape Rey executives to discuss possible pilot opportunity of Cape Rey
transporting their food waste to EWA for anaerobic digestion and energy generation.
• On February 3, 2016, city staff hosted an AB1826 workshop for Carlsbad businesses at
Faraday.
• On April 4, 2016, city staff attended CalRecycle's Conference on San Diego on Food
Waste diversion and state grant opportunities. City staff invited EWA staff to attend.
• On April 11, 2016, city staff provided implementation status briefings to City Council
Members.
• On April 12, 2016, city staff coordinated a meeting and tour of EWA with Mike Steinlicht
and EWA staff, and Charlene Graham from the State Department of Resources,
Recycling, and Recovery to discuss a pilot opportunity and options for infrastructure
upgrade grant funding.
• On April 12, 2016, city staff assisted the Carlsbad Chamber of Commerce with hosting an
AB1826 workshop for Carlsbad member businesses at Chamber offices.
• On May 24, 2016, city staff participated in a webinar to provide feedback to the state on
resources needed to implement AB1826 and recommendations that these resources be
funded through future grant offerings. City staff invited EWA staff to attend.
• City staff and Communications staff are currently creating new information for the city's
website, to focus on existing resources and best practices for reducing food waste and
donating usable food
• City staff are currently scheduling another meeting with State regulators and State grant
coordinators at EWA tentatively in July, 2016 to discuss grant opportunities for
upgrading infrastructure.
• City staff continue to collaborate with SAN DAG Recycling and Trash Technical Advisory
Committee on regional planning and best practices for food waste diversion.
cc: Ron Kemp, Assistant City Attorney
Pat Thomas, Public Works Director
Avecita Jones, Management Analyst
,
,J To the members of the:
CITY COUNCIL /
. ACM ✓ CA~CC...\l... i
Datetf/~-CM }L' COO .Jt,;..
CHAON f ~lle
April 3, 2018
To:
From!
Via:
_Re:
Council Memorandum
Honorable Mayor Hall and Me
Elaine Lu key, Public Works Directo
Scott Chadwick, Chief Operations ffi
State of California Recycling and Tr
Attachment B
(cityof
Carlsbad
The purpose of this memorandum is to provide a summary of the State of-California Recycling
and Trash Regulations and an update of the associated program at the City of Carlsbad.
Background
State laws related to materials management, including recycling and diversion qf waste, continue
to be added and amended. New requirements are intended to reduce the amoun_t of greenhouse
gases (GHG) emissions resulting from materials discarded iii landfills. Below is a summary of the
most relevant laws applicable to the City of Carlsbad:
• AB939 -Integrated Waste Management Act (1989)
This regulation requires regional agencies tor develop a County-wide Integrated Waste
Management Plan (ClWMP). To comply with this regulation, ea'ch jurisdiction w!thin the
region must prepare and implement a plan to achieve a minimum of 50 percent waste
' reduction on and after the yeai2000. This plan should include a sou·rce reduction and
recycling element to meet compliance. Also, waste reduction plans must include methods for
education, outreach, monitoring and reporting fqr each jurisdiction.
City of Carlsbad Efforts: The County of San Diego {County), as th~ lead regional agency,
, developed the CIWMP to_ comply with AB939. Each jurisdiction in the region reports to the
_County the programs implemented to meet this requirement. The City of Carlsbad has
implemented 46 programs as part of the Source Reduction and Recycling Element "of the
C/WMP. These programs include opportunities fc,r businesses and residents to more easily
recycle, ·divert waste from landfills, and provide relevant education. The city has implemented
several activities to collect Household Hazardous · Waste, including a one-day collection event,
two permanent drop-off facilities, drop-off service, and a door-to-door pick up service.
• AB341 -Solid Waste Div·ersion (2011)
This regulation requires jurisdictions to implement mandatory commercial recycling
programs, in an effort to reduce ~HG emissions. Businesses, including municipal agencies,
that generate 4 cubic yards or more of commercial solid waste per week or multifamily
Public Works Department
Faraday Ce~ter I 1635 Faraday Av I Carlsbad, CA 92008 I 760-602-2730
Honorable Mayor Hall <'.Ind Members of the City Council
April 3, 2018 ·,.
Page 2
residential dwellings (MFD) of 5 units or more must have recycling services. AB341
established a goal to reduce waste, recycle, or compost 75 percent of waste by 2020 and
requires jurisdktions to provide relevant outreach and education to businesses.
Cit'y of Carlsbad Efforts: As part of the waste hauler service contract, Coast Waste ·
Management assists our businesses with recycling and properly disposing of solid wa.ste
generated onsite. Additionally, city staff works to monitor, educate and encotirqge businesses
to increase their diversion, including the development and distribution of business and multi-
family informational guides. The city also sponsors a Recycling Champion Award to recognize
Carlsbad businesses that excel in diversion and recycling.
• AB1826 -M~ndatory Comr:nercial Organics R(;:cycling (2014)
Thi~ regulation set a goal to reduce organics disposal and requires jurisdictions and
businesses that generate 4 cubic yards or more of organic waste per week to have organic
waste recycling.services. Organic waste includes both green waste and food waste.
Compliance deadlines for this regulation are Jan. 1, 2020.
City of Carlsbad Efforts: The city is currently workfng with other regional agencies, non-profit
organizations and contractors to develop a Jong-term plan and program to address
commercial organics recycling. In 2017,·the city hosted a workshop for businesses affected by
these requirements. Also, the city has a dedicated web page that provides resources for food
recovery and donation.
(
• AB1594 -Waste Management (2014)
Alternative Daily Cover (ADC) is cover material placed on the surface of municipal solid waste
landfills to control vectors, fires, odors, blowing litter and scavenging. Typically, recycled
organic waste (greem waste such as grass clippings, 111ulch and compost) are used by landfills
as ADC. This regulation mandates that the use of ADC will no longer constitute diversion of
organics. Compliance deadlines for this regulation are Jan. 1, 2020. ·
City of Carlsbad Efforts: The city is currently evaluating possible options for diversion of green
waste from the landfill. These include composting programs at the·loca/ and regional levels.
A long-term program and associated resources are being researched and evaluated.
• · 581383 -Short-Lived Climate Pollutants: Organic Waste Methane Emissions Reductions
(2016)
This regulation establishes targets to achieve a minimum of 50 percent reduction in the level
of disposal of organic waste from the 2014 level by 2020 and a minimum of 75 percent
reduction by 2025. It alsp establishes a target to achieve a minimum of 20 percent of
currently disposed edible food to be recovered for human consumption by 2025.
.1
.,l
Honorable Mayor Hall and Members of the City Council
April 3, 2018
Page 3
City of Carlsbad Efforts: As with AB1826, the city is working with regional agencies, non-profit
organizations and contractors to develop a long-term plan and program to address·
commerciai organics recycling. The city has a dedicated webpage that provides resources for
food recovery and donation and is co-hosting a workshop with the Department of Resources
and Recycling and Recovery {Ca!Rec;yc/e) on May 7,,.2018 to continue discussions and provide
education related to this new regulation ..
Discussion
Currently, the City of Carlsbad is· using several methods to manage the Recycling and Trash
Program, including city staff and multiple contractors. These contracts include the following:
Coast Waste Management, Inc. -. multi-year contracts for waste hauling services
Republic Services, Inc. -multi-year contract for management of the Palomar Transfer
Station
The Ecology Center-annual contract for assistance with composting program and
education
I Love A Clean San Diego -annual contract for assistance with outreach and education for
residents and schools
Stericycle Environmental Solutions -annual contract to collect and dispose of Household
Hazardous Waste throughout the year and during the city's annual event
. .
The two multi-year contracts for Coast Waste Management and Republic were execute9 in 2012
and expire in 2022, with the potential for a three-year extension. Amendments to those
agreements, including increased compensation for additional collection, diversion, and
processing services, may be required to implement the new requirements: Another option to .
meet compliance coul.d involve conducting a request for proposals in the next year, closing out
current contracts early, and .negotiating new contracts that include all applicable regulations.
CalRecycle provides each jurisdiction with a calculated disposal rate that is used as a measure of
compliance and a trigger for potential enforcement. Disposal rates for waste going to the landfill
from the City of Carlsbad have increased over the last few years. The chart below shows the City
of Carlsbad's disposal rates per person per day for .reporting years 2014, 2015 and 2016.
t.1IRecvd.eJurl~dJr;tltin~I bi'spcis~l -R~t~~,-. . . . . . .
. .-..... -. .. ._ .. _ ...... ._ ,···.· .. :
Target Pounds per person per day
Actual Pounds per person per day
Calculated Pounds per person per day w-no
ADC (as required by AB1594)
Reporting Year
2014 2015 2016
8.4 8.4 8.4
7.0 7.3 7.7
N/A N/A 8.9
Honorable Mayor Hall and Members of the City Council
April 3, 2018
Page 4
Additionally, with AB15~4's compliance deadline of January 2020, jurisdictions will no longer be
allowed to count green waste used in landfills as diversion, but instead all organic waste
including green waste will be counted as trash. CalRecycle has stated in written notification·on
Jan. 10, 2017 and at subsequent workshops, that a good faith effort is no longer enough to meet
compliance and as a regulatory agency, their expectation is that jurisdictions make significant
movement towards compliance with all existing and future regulations.
City staff continues to work toward improved diversion through outreach and education
programs, workshops and ha~ds-on meetings with residents, businesses, and d~velopers. Staff
also attend workshops, webinars, and lectures to learn about regulations and more effective
ways to achieve compliance, and they continue to collab9rate with SAN DAG Recycling and Trash
Technical Advisory Committee on regional planning and best practices for food waste diversion.
Next Steps
Environmental Management staff are-updating applicable municipal code sections in conjunction
with the City Attorney's Office, to include all required regulations. Staff are also coordinating
with Cal Recycle to host a public stakeholder workshop on· May 7, 2018, to continue the
discussion related to SB1383 regulatory language. Invitees to this workshop include regulators,
elected officials and staff of jurisdictions in the San Diego region.
I ·'"\
Staff continues to monitor current and projected disposal rates and is research in~ potential
options for long-term compliance with all existing and upcoming regulations. This analysis will_
include an evaluation of options by an expert consultant and staff will return to City Council with
a recommendation. In order to achieve compliance, there may be a need for additional
resources, in~luding a rate increase and/or use of enterprise funds, and amendments to existing
confracts.
cc: ·celia Brewer, City Attorney
Kevin Crawford, City Manager
Heather Stroud, Deputy City Attorney
Jam.es Wood, Environmental Manager
Avecita Jone_s, Management Analyst
California Environmental Protection Agency
Attachment C
Edmund G. Brown, Jr., Governor
Cal Recycle a
Date:
To:
From:
Subject:
DEPARTMENT OF RESOURCES RECYCLING AND RECOVERY
10011 STREET, SACRAMENTO, CALIFORNIA 95814 • (916) 322-4027 • WWW.CALRECYCLE.CA.GOV
P.O. Box 4025 SACRAMENTO, CALIFORNIA 95812
January 10, 2017
Elected Officials and Recycling Coordinators
Scott Smithline, Director
Reviews of Jurisdiction Mandatory Commercial Recycling and Commercial
Organics Recycling Programs
This memo outlines how the Department of Resources Recycling and Recovery
(CalRecycle) will exercise its existing statutory authority to formally review jurisdictions'
mandatory commercial recycling and mandatory commercial organics recycling
programs more frequently as needed. Specifically, CalRecycle will initiate a review and
may refer a jurisdiction to enforcement at any time that CalRecycle receives
information that a jurisdiction has not implemented, or is not making a good faith effort
to implement, its required programs.
In establishing the requirements for jurisdictions to implement mandatory commercial
recycling programs through AB 341 (Chesbro, Chapter 476, Statutes of 2011) and
mandatory commercial organics recycling programs through AB 1826 (Chesbro,
Chapter 727, Statutes of 2014)1, the Legislature and Governor also set ambitious goals
to increase recycling and reduce statewide solid waste disposal. In particular, AB 341
established a goal to source reduce, recycle or compost 75 percent of waste by 2020.
Additionally, AB 1826 set a goal to reduce organics disposal by 50 percent by 2020.
AB 341 and AB 1826 require each jurisdiction to implement commercial recycling and
commercial organics recycling programs designed to divert waste generated by
regulated businesses. Jurisdictions' programs must, among other requirements, include
"education of, outreach to, and monitoring of, businesses," within their jurisdiction.
In spite of these goals and requirements, statewide disposal has increased every year
since 2012. As a result, it is imperative that CalRecycle fully exercise its authority to
ensure that jurisdictions' specified disposal reduction and recycling programs are in
compliance with state law. In order to ensure that mandated statewide goals are met,
AB 341 and AB 1826 specifically authorize CalRecycle to conduct reviews of
jurisdictions' mandatory commercial recycling programs and mandatory commercial
1 Per PRC 42649.82. Select rural jurisdictions that submitted a resolution to CalRecycle are exempt from
the requirements of AB 1826. In 2020, if the statewide disposal of organic waste has not been reduced by
50 percent the exemptions will be repealed .
@
ORIGINAL PRINTED ON 100 ¾ POST-CONSUMER CONTENT
organics recycling programs at any time2. This means that a jurisdiction may be formally
reviewed at any time outside of and in addition to the regular review cycle.
Conducting reviews at any time allows CalRecycle and the jurisdiction to address
program gaps early in the process so disposal reductions and mandated programmatic
requirements can be achieved. CalRecycle will continue to provide jurisdictions with
assistance, informal feedback and appropriate time to address gaps in programs.
However, if after extensive staff communication with the jurisdiction, the gaps are
not addressed and a jurisdiction has not implemented, or is not making a good
faith effort to implement, either program, CalRecycle will initiate a formal public
review sooner rather than waiting until the end of the regular 4-year review cycle.
Specifically, the following will occur:
• Staff will inform the jurisdiction that a formal Letter of Concern from Cal Recycle to
the jurisdiction is coming. Once the Letter is received, the jurisdiction will have 30
days to respond.
• After CalRecycle receives the jurisdiction's response to the Letter, or lack thereof, an
agenda item for approval by CalRecycle's Director will be presented at a CalRecycle
monthly public meeting. The agenda item will indicate one of three potential staff
recommendations:
o The jurisdiction failed to respond and staff recommends that the jurisdiction
be referred to CalRecycle's enforcement unit for consideration of a
compliance order; or
o The jurisdiction's response to the Letter is inadequate and staff recommends
that the jurisdiction be referred to the enforcement unit for consideration of a
compliance order; or
o · The jurisdiction's response to the Letter is adequate and staff recommend
that the program be assessed again in 12 months. However, if the same gaps
still persist within the next year, an agenda item that refers the jurisdiction to
the enforcement unit for consideration of a compliance order will be presented
at CalRecycle's next monthly public meeting. ·
In summary, CalRecycle plans to execute its existing authority to review compliance at
any time in a formal public setting. CalRecycle's Local Assistance staff will continue to
provide jurisdictions with tools/examples to implement your required education,
outreach, and monitoring activities. In addition, CalRecycle will be soliciting ideas on
what more the Department can do to assist local jurisdictions at SB 1383 workshops
scheduled for February 2017.
Please contact/email your CalRecycle Local Assistance liaison for any questions that
you have about this process or your program implementation.
Sincerely,
fi/~-
Scott Smithline
Director
2 Public Resources Codes 42649.3(h) and 42649.82(9)(2))
California Environmental Protection Agency
Attachment D
Gavin Newsom, California Governor
Cal Recycle a DEPARTMENT OF RESOURCES RECYCLING AND RECOVERY
March 12, 2019
Mr. Scott Chadwick
City Manager
10011 STREET, SACRAMENTO, CALIFORNIA 95814 • www.CALRECYCLE.CA.GOV • (916) 322-4027
P.O. Box 4025, SACRAMENTO, CALIFORNIA 95812
City of Carlsbad
Scott.Chadwick@carlsbadca.gov
Dear Mr. Chadwick,
This letter is formally communicating CalRecycle's concerns in regards to the City's lack
of progress towards implementation of Public Resources Code section 42649.82,
Mandatory Commercial Organics Recycling (MORe). Below I am providing an overview
of the programmatic concerns and the corrective action plans that the City needs to
submit with 30 days to avoid further compliance action. These concerns have been
directly communicated to your staff, Avecita Jones, Senior Program Manager, during
the past year.
The MORe law requires jurisdictions to implement commercial organics diversion
programs. Jurisdictions are also required to conduct annual education and outreach,
and monitoring, including follow-up activities to regulated businesses and multifamily
complexes, and to provide an update to CalRecycle each year. Additionally, Public
Resources Code section 42649.82(9)(2) authorizes CalRecycle to conduct reviews of
mandatory commercial recycling and organics recycling programs at any time.
CalRecycle recognizes that the City has informally considered organics infrastructure
needs, and has provided education and outreach to generators, including electronic ·
mention of source reduction and food donation. However, after reviewing the City's
2017 and 2018 implementation of MORe programs, CalRecycle management has
determined the City is still not making all reasonable and feasible efforts to implement
its MORe program.
The program gaps for MORe include:
• The City has not demonstrated that is has planned for the necessary recycling
infrastructure, nor is there a demonstration of actively planning or providing
organics recycling collection services to regulated businesses.
• The City has not adequately conducted the required annual monitoring, which
includes identifying regulated businesses and determining if they are recycling
through curbside, backhauling, self-hauling, or using 3rd party recyclers.
Additionally, the City did not annually conduct follow up with all of the regulated
businesses that were not recycling.
®
ORIGTNAL PRfNTED ON 100 ¾ fOST.CONSUMER CONITNT, PROCESS CHLORINE FREE PAPER
Within 30 days of receipt of this letter, we request the City prepare a plan, with
associated timelines over the next year, containing the following:
1. How the City will plan for organics recycling infrastructure and implement an
organics recycling program that meets the needs of its regulated businesses.
a. Options can include utilizing a composting facility, in-vessel digestion
facility, a wastewater treatment plant that can co-digest food waste.
b. In the interim of establishing the collection system, the City should
implement a proactive edible food recovery program.
2. How the City will identify all of its regulated businesses meeting the 2019 MORe
threshold.
a. This should include identifying all of the regulated businesses, including
those with curbside pickup, backhauling materials, using 3rd party
recyclers and those donating edible food. This should also include
identifying the regulated entities that are not recycling organics.
3. How the City will identify regulated multi-family complexes meeting the 2019
MORe threshold.
a. This should include identifying all of the regulated multi-family complexes,
and then those that are not recycling greenwaste and woodwaste via
landscapers or curbside service.
4. How the City will conduct effective annual follow-up specifically to regulated
entities that are not recycling organic materials, and notifying them of the
requirements and how to comply.
a. The City should consider the follow-up methods that will be effective in
increasing compliance, such as direct contact, enforcement, etc.
The need for a strong organics recycling program is accentuated by the City's
increasing landfill disposal tonnages. Currently, the City's annual disposal rate is
increasing faster thari the population, and the City is at risk of exceeding the 50%
diversion goal established by AB 939. Establishing an organics diversion program will
not only place the City in compliance with MORe, but will also assist with compliance
under AB 939.
Additionally, Public Resources Code Section 41781.3(2)(a}, AB 1594, specifically
mandates that, commencing .January 1, 2020, the use of green waste as alternative
daily cover (ADC) does not constitute diversion through recycling and shall be
considered disposal. In 2017, a considerable amount of Carlsbad's green waste was
used as ADC. CalRecycle recognizes that Carlsbad has encouraged solutions in
cooperation with Republic Services and Waste Management. However, based on
information submitted in the City's 2017 Electronic Annual Report (EAR) to CalRecycle,
it is not clear if the City has an alternate plan to divert additional green waste from
landfill(s) in 2020. We are bringing this to your attention now because, as mentioned,
there are concerns that the City will soon not meet the State-mandated 50% diversion
requirement. If the City has not implemented a plan to address this, and if the City does
not meet its disposal target in 2020 (i.e. 50% diversion requirement}, then CalRecycle
will not be able to make a determination that the City has made all reasonable and
feasible efforts to implement waste reduction and recycling programs. Therefore, please
also address in the plan submitted to CalRecycle steps the City will take to lessen the
amount of green waste currently used ADC.
2
Please provide these plans to your Local Assistance and Market Development (LAMD)
representative, Roberta Goldenpenny, within 30 days upon receipt of this letter. ·
Roberta will review the plan and follow-up with City staff if there are any questions or
concerns. If you have any questions, please contact Roberta Golden penny at (916)
341-6451 or roberta.goldenpenny@calrecycle.ca.gov.
Sincerely,
Ja.ft~ {;aeiloorl
Julie Trueblood
Environmental Program Manager I
cc: Paz Gomez, Public Works Director, City of Carlsbad
James Wood, Environmental Manager, City of Carlsbad
Avecita Jones, Senior Program Manager, City of Carlsbad
Jill Larner, CalRecycle Supervisor
Roberta Goldenpenny, CalRecycle Liaison
3
April 11, 2019
Ms. Roberta Goldenpenny
CalRecycle Liaison
Local Assistance and Market Development
Department of Resources Recycling and Recovery
1001 I Street
Sacramento, CA 95814
Dear Ms. Goldenpenny:
Attachment E
(city of
Carlsbad
sent via email and hardcopy
This letter is a formal response to the Department of Resources Recycling and Recovery
(CalRecycle) letter dated March 12, 2019, requesting a plan within 30 days related to concerns
of implementation of Assembly Bill (AB) 1826, Mandatory Commercial Organics Recycling. It is
the priority of the City of Carlsbad (city) to meet all state law requirements, including
compliance with this regulation. CalRecycle's letter posed four questions related to areas of
concern associated with AB 1826. This letter will describe the city's current and planned actions
to comply with each area.
1. Organics recycling infrastructure and program
CalRecycle's letter requested information on "How the city will plan for organics recycling
infrastructure and implement an organics recycling program that meets the needs of its
regulated businesses."
City Response:
The following list contains actions recently taken by the city related to AB 1826:
• Beginning in 2015 and continuing to the present, city staff has held discussions with the
city's waste collection contractors, Coast Waste Management and Republic Services,
related to options for organics recycling collection and processing.
• In 2017, city staff conducted a Food Waste Reduction and Recycling Pilot Program at the
Carlsbad Senior Center. The goal of the pilot program was to assess how much food
waste was generated by the senior lunch program and explore feasible solutions to
reduce and recycle food waste at the facility.
• In 2018, the city conducted a green waste recycling pilot for two weekly routes of
residential green waste for a period of six months. This pilot provided feasibility and cost
information for certified composting of green waste in the city and an assessment of
contractor capacities.
• For the past three years, city staff has collaborated with the San Diego Association of
Governments (SAN DAG) Solid Waste Technical Advisory Committee on regional planning
for infrastructure, programs and best practices for food waste reduction and diversion.
Public Works Branch
Faraday Center 1635 Faraday Avenue I Carlsbad, CA 92008 I 760-602-2730
Ms. Goldenpenny
April 11, 2019
Page 2
• In 2017 and 2018, city staff worked with the County of San Diego to develop the Food
Donation Action Plan (Attachment 1) for the San Diego Region. This plan was submitted
to the County of San Diego Board of Supervisors on June 2018.
• In the last six months, city staff visited the Waste Management Centralized Organic
Recycling Facility in Orange County, the Compost Research Project at Otay landfill and
the Republic Services Recycling Center in Anaheim to discuss organic waste recycling
options.
As the city continues to evaluate options for processing of mandatory commercial organic
waste, and in preparation for compliance with AB 1594 and Senate Bill (SB) 1383, several
actions are scheduled to be completed over the next year. These include the following:
• City staff will present municipal code updates to the City Council that include mandatory
commercial organics recycling requirements for regulated businesses and multi-family
complexes.
• The Environmental Management Department is requesting additional resources to
assist the city's Recycling Division with implementation of all organics recycling
requirements.
• The city is actively working with Republic Services to negotiate capacity for certified
composting of all the city's green waste at either one of Republic Services' facilities in
San Diego County starting on Jan. 1, 2020. Previously this material was used as
alternative daily cover and buried in a landfill.
• City staff will participate in bimonthly meetings with Republic Services to discuss a
permanent solution for organic food waste processing within the immediate region.
Republic Services is currently working on a Source Separated Organics (SSO) solution for
Carlsbad and the San Diego region. They have contracted a consultant to evaluate
placement of an SSO pre-processing system at Palomar Transfer Station. The project will
be similar to their Anaheim SSO pre-processing system. Tentatively, the system is
projected to process 100 tons per day (TPD) of SSO in the initial stages and potentially
up to 250 Tl?D in the future.
2. ldentific~tion of regulated businesses
CalRecycle's letter requested information on "How the city will identify all of its regulated
businesses meeting the 2019 MORe (mandatory organics recycling) threshold."
City Response
In January 2019, the city requested and received a report from the city's franchise waste hauler,
Coast Waste Management, of all businesses within the city that are subject to the 2019 MORe
threshold. The report identified 692 businesses subject to the 2019 MORe threshold. In April
2019, city staff will send a notification letter to these businesses to inform them of AB 1826 and
the mandatory organics recycling requirements. This letter will also request information via
questionnaire for each business to identify whether they are using organics curbside pick-up,
backhauling organic waste, using third party recyclers or donating edible food.
Ms. Goldenpenny
April 11, 2019
Page 3
For any businesses that do not return the questionnaire, the city will follow-up with phone calls
to request information. Beginning in June 2019, city staff will compile a list of all business that
are not in compliance and/or have requested assistance for their compliance with AB 1826. The
city will provide assistance to regulated businesses, via city staff or consultants, and explore
alternatives currently available to them. Assistance will include education about reducing food
waste, a list of options for possible AB 1826 compliant in-vessel digestion equipment, and best
practices for edible food donation.
3. Identification of regulated multi-family complexes
CalRecycle's letter requested information on "How the city will identify all of the regulated
multi-family complexes meeting the 2019 MORe threshold.
City Response:
Cal Recycle also expressed concern related to how the city would identify regulated multi-family
complexes that are subject to the mandatory organics recycling regulations. City staff have
been working to identify and reach out to each of these complexes. In 2018, the city identified
206 multi-family complexes that are subject to the 2019 MORe threshold. In November 2018,
the city sent notices (Attachment 2) to all these multi-family complexes requesting information
on green waste recycling practices at each site. For the multi-family complexes that did not
respond, the city followed up with a second notice (Attachment 3) in December 2018. In
January 2019, the city called each multi-family complex that did not reply to the previous
notices.
To date, 98 multi-family complexes replied and provided information from the landscape
· company that services their property. Following the notices and calls, an additional 14 multi-
family complexes signed up for green waste services with the city's hauler. Additionally, 56
replied that Coast Waste Management is already providing green waste services, which the city
must confirm, and 38 have not responded to the city notices or calls.
Follow-up will continue for each of the outstanding accounts. By July 2019, Coast Waste
Management will verify that they service the 56 accounts that claimed they receive green
waste service from Coast Waste Management. For any of these 56 multi-family complexes that
they don't currently service, Coast Waste Management will provide education on green waste
services and options that comply with AB 1826. For the remaining multi-family complexes, city
staff will work with the city's Business License Division to verify the accuracy of the associated
. ownership contact information. Additional contact will be made to these complexes via phone
calls and on-site visits to ensure compliance. City staff will also contact the landscape
companies, which 98 of the complexes identified as hauling their green waste, to verify they are
recycling at a certified green waste recycling center. This process should be completed by
November 2019.
4. Follow-up with regulated entities
CalRecycle's letter requested information on "How the city will conduct effective annual follow-
up specifically to regulated entities that are not recycling organic materials, and notifying them
of the requirements and how to comply."
Ms. Goldenpenny
April 11, 2019
Page 4
City Response:
In 2019, city staff will present municipal code updates to the City Council that include
mandatory organics recycling requirements for regulated businesses and multi-family
complexes. Upon approval by City Council, the city can enforce those requirements against
regulated businesses and multi-family complexes, such as through notices of violation and
citations that carry civil penalties.
As described above, the city's Recycling Division will contact businesses and multi-family
complexes subject to the 2019 MORe threshold by November 2019 to obtain organics waste
service information and to provide education about reducing food waste and AB 1826
compliance options. City staff will continue to seek opportunities to partner with local nonprofit
organizations that seek to end food waste and promote food security in the region. Some of
these organizations include San Diego and North County Food Banks, Feeding San Diego, and
San Diego and North County Food System Alliance among others. In 2019, city staff will work
with nine elementary school cafeterias in the Carlsbad Unified School District to promote waste
reduction best practices strategies among district staff and students.
Additionally, the city is working with a consultant to develop a comprehensive Sustainable
Materials Management Plan, with the goal of providing the plan to City Council by fall 2019.
This plan is a comprehensive and strategic plan for specific policies, municipal code revisions,
programs and services the city could pursue to progress toward waste reduction and waste
diversion goals and mandates, including those related to AB 1826. The Sustainable Materials
Management Plan will have a strong focus on organics recycling and promote an
. environmentally sustainable community, encourage waste prevention and
recycling/composting of materials to ensure efficient use of our natural resources.
The city prioritizes compliance with all state regulations related to waste reduction, recycling
and diversion. As indicated in past annual report responses from CalRecycle, the city has met
expectations from year to year. As described above, the city is undertaking many actions in
response to MORe requirements. In particular, the city anticipates that the planned municipal
code updates will provide a clear mechanism for the city's follow through with and, if needed,
enforcement against, generators regulated under AB 1826.
City staff welcomes the opportunity to meet with Cal Recycle representatives at any time to
discuss this plan related to AB 1826. Please let me know if you have any questions on the city's
plan for the next year to comply with the mandatory organics recycling regulation. You can
contact me via email at james.wood@carlsbadca.gov or by phone at 760-602-7584.
Sincerely,
Ms. Goldenpenny
April 11, 2019
Page 5
Attachments
1. Food Donation Action Plan for San Diego Region
2. Multi-family Complex Notification Letter dated Nov. 2, 2018
3. Multi-family Complex Second Notification Letter dated Dec. 4, 2018
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Elaine Lu key, Chief Operations Officer
Paz Gomez, Deputy City Manager, Public Works
Amanda Guy, Deputy City Attorney ·
Avecita Jones, Recycling Manager
Julie Trueblood, Environmental Program Manager I, Cal Recycle
Jill Larner, Supervisor, CalRecycle
A \WI
Attachment 1
FOOD DONATION ACTION
PLAN FOR THE SAN DIEGO
REGION
Live Well San Diego Food System Initiative
Produced in collaboration with food system and food donation organizations and
stakeholders from the San Diego region.
f ,
uv·E WELL SAN DIEGO
County of San Diego .
June 2018
Table of Content s
EXECUTIVE SUMMARY ................................................................................................................................... 2
INTRODUCTION ............................................................................................................................................. 4
FOOD/NUTRITION INSECURITY, FOOD WASTE, AND FOOD DONATION IN THE SAN DIEGO REGION .......... 4
Food/Nutrition Insecurity ......................................................................................................................... 4
The Health Impacts of Food/Nutrition Insecurity ................................................................................. 4
Nutrition Insecurity Demographics for the San Diego Region .............................................................. 5
Surplus Food and Food Waste .................................................................... · .............................................. 6
Food Donation and Redistribution ........................................................................................................... 8
Food Banks and Pantries .. : .................................................................................................................... 8
Gleaners ............................................................................................................................. '. ................... 9
Regulations .......................................................................................................................................... 10
NEEDS ASSESSMENT ................................................................................................................................... 12
Methodology ..................................................... ; ............. ; ....................................................................... 12
Key Findings ............................................................................................................................................. 12
RECOMMENDATION ................................................................................................................................... 16
ACKNOWLEDGEMENTS ............................................................................................................................... 21
1
Food Donation Action Plan For the San Diego Region
EXECUTIVE SUMMARY
A food system includes all processes and infrastructure in place to feed a population. Within all the
different facets of the food system, from growing to waste management, food donation plays an
important role in a food system that builds healthy communities, supports the economy and enhances
the environment. The main purpose of the Food Donation Action Plan, produced in collaboration with
food system and food donation stakeholders in San Diego county, is to support and improve food donation
in the region to help address nutrition insecurity, while also reducing food waste. Promoting and
increasing food donation is one of the priorities of the Live Well San Diego Food System Initiative, which
supports the Live Well San Diego vision of a region that is building better health, living safely, and thriving.
Food donation helps address food/nutrition insecurity.
Food insecurity exists when people lack secure access to sufficient amounts of safe and nutritious food
for normal growth and development and an active and healthy life. Food insecurity is perhaps more
accurately referred to as nutrition insecurity as the nutritional quality of food,. not Just availability, is
important to prevent the negative health outcomes of poor nutrition. Individuals facing food insecurity
are at an increased risk for obesity, diabetes, heart disease, and hypertension. In the San Diego region, an
estimated 1 in 7 people are food insecure. Food security and access to food have been identified as the
number one social determinant of health for San Diegans. Food donation helps address food insecurity by
redirecting wholesome, edible, surplus food to feed those in need.
Food donation is also a food waste prevention measure that has positive economic and
environmental impacts.
Oftentimes, wholesome and healthy food that could have fed individuals and families in need, ends up
being wasted, thrown in the trash, and not consumed. In the United States, 40% of food is wasted. It is
estimated that the largest volume of food waste occurs at the restaurant, agricultural, retail, and
institutional levels (57%} versus at tiome (43%}. When food is wasted, all the resources that were
dedicated to producing it, such as water, fuel, energy, labor, and land are also wasted. Presently, the
United States spends over $218 billion growing, processing, transporting, and disposing of food that is
never eaten. Moreover, food contributes more waste to landfills than any other category and, as it
decomposes in the landfills, it produces methane, a greenhouse gas many times more powerful than
carbon dioxide in terms of its glcibal warming potential.
The food donation system in the San Diego region is effective in rescuing wholesome food for
people in need but there are still some barriers that need to be addressed.
Food banks, food pantries, and gleaners are key in recovering wholesome, edible, surplus food, which
would otherwise go to waste, to feed individuals and families in need. There are two main food banks in
the San Diego region, as well as over 450 pantries and five gleaning organizations throughout the region
that help recover, store, and distribute food. While this food donation network is effective in recovering
food for donation, there are numerous challenges and infrastructure needs for this network to continue
to assist food-insecure individuals and families. Permitting requirements can be a financial burden for
most pantries. Furthermore, most pantries and gleaning organizations rely on volunteers for their
operations and use their volunteers' vehicles to pick up food from donors. This means that most pantries
and gleaners don't have a reliable access to transportation to pick up donated food. Also, pantries that
don't have a refrigerator or freezer, which is often times cost-prohibitive for pantries, have a limited ability
2
to accept donated food that requires refrigeration. On the donor's side, not all potential food donors are
aware of existing liability protections and fear that if the food they donate causes someone to become ill,
then the donor may be held liable. This perceived liability might dissuade donors from donating food.
Additionally, some individuals and businesses may not know how to safely donate food or where to
donate it. Similarly, individuals or families experiencing food insecurity might not know where or how to
access food or nutrition assistance programs.
Continued collaboration between food banks, pantries, non-profit organizations, and public and
private entities is key to supporting and improving food donation in the region
The following recommendations for organizations involved in or in support of food donation were
developed based on stakeholder input and on results from a pantry survey conducted by the County of
San Diego. Stakeholders will continue to meet and collaborate to implement the recommendations and
seek funding at the local, state, and federal government levels, as well as with local foundations and the
private sector. Implementation of the recommendations below will support and improve food donation
practices in the region, which will help address food insecurity and support food waste reduction.
Recommendations
Food Safety 1. Implement a self-assessment and certification checklist for pantries on food safety best
management practices.
2. Provide training on food handling.
3. Provide support with permitting/registration fees for pantries.
4. Provide thermometers for refrigerators and digital probe thermometers for pantries to
monitor safe food temperatures.
5. Provide stickers with handwashing, refrigeration, hot holding, and dishwashing instructions
to distribute to pantries.
6. Print and distribute food safety posters for pantries with food safety tips.
7. Develop and distribute a guide for safe food handling for transporters of donated food.
Infrastructure 8. Provide grant funding to pantries for racks, tables, shelves, pallets, pallet jacks/dollies.
9. Provide grant funding to pantries for refrigerators, freezers, or combination uni.ts.
10. Provide grant funding to pantries and gleaners for cargo vans and trucks.
11. Provide grant funding to pantries for computer hardware and software to facilitate food
donation activities.
Food 12. Provide crates, boxes, and reusable bags for pantries and gleaners to collect and distribute
Distribution food.
Materials 13. Provide disposable food grade containers/pans for pantries that distribute prepared food.
Outreach 14. Distribute the "Too Good To Waste" Food Donation Guide for organizations, such as
restaurants, to promote safe food donation and provide information on liability protections.
15. Provide resources to pantries on how to connect their customers with other nutrition
assistance programs, such as Cal Fresh, WIC, and Federal School Meal Program.
16. Develop and implement a marketing campaign to promote food donation, connect food
donors to food banks, and connect nutrition insecure individuals with food pantries.
17. Provide trainings for schools on currentrequirements for share tables and food donation.
Volunteers 18. Provide guidance on establishing a volunteer driver program.
Trainings to 19. Provide training for pantries on outreach, computer systems, and finances, including grant
Improve applications.
Pantry 20. Provide a process to pantries for implementing practical, client-centered strategies for a
Operations health-focused environment.
· Further 21. Conduct research to identify under-utilized infrastructure in the region that could be
Research enlisted to support increased food donation.
3
INTRODUCTION
A food system includes all processes and infrastructure in place to feed a population. Within all the
different facets of the food system, from growing through waste management, food donation plays an
important role in a food system that builds healthy communities, supports the economy and enhances
the environment. The main purpose of the Food Donation Action Plan (Plan) is to support and improve
food donation in the San Diego region to help address food and nutrition insecurity, while also reducing
food waste, which are priorities of the Live Well San Diego Food System Initiative. This initiative supports
the County of San Diego's (County) Live Well San Diego vision of a region that is building better health,
living safely, and thriving. The Plan includes an infrastructure needs assessment for non-profit, food relief
agencies (pantries) as well as recommendations based on the needs assessment and stakeholder input on
how to improve food donation infrastructure and practices in the region. Stakeholders involved in the
development of this Plan included food banks, pantries, non-profit organizations, local jurisdictions,
school districts, universities, waste management companies, and food donors from the private sector.
FOOD/NUTRITION INSECURITY, FOOD WASTE, AND FOOD DONATION IN
THE SA N DIEGO REGION
Foo d/Nutrition Insecurity
The Health Impacts of Food/Nutrition Insecurity r -------------------·
\ I I ,
1 Food Insecurity Food insecurity is a complex societal, community and 1
individual issu·e. International organizations define : A situation that exists when people lack
food insecurity as a situation that exists when people secure and nutritious food for normal
lack secure access to sufficient amounts of safe and growth and development and an active
healthv life. nutritious food for normal growth and development .. _ · ----------------------..
and an active and healthy life.1 Food insecurity is perhaps more accurately referred to as nutrition
insecurity which focuses on the food safety and nutritional quality, in addition to physical availability; of
food. This is especially important as the health impacts of nutrition insecurity are considered.
In the United States, we face a unique challenge called the double burden of malnutrition, meaning people
can be overweight, yet undernourished. 2 It is not enough to simply have enough calories from ultra-
processed products; it is essential that human beings have adequate intake of diverse micro and macro
nutrients.3 Individuals facing food insecurity are at an increased risk for a variety of negative physical and
mental health outcomes and health disparities, including obesity and chronic diet-related diseases such
as diabetes, heart disease, and hypertension. Children experiencing food insecurity are at an increased
risk for mental health problems, including delayed cognitive development, making learning in school much
more difficult compared with food-secure chjldren4
1 FAO, IFAD, UNICEF, WFP and WHO. 2017. The State of Food Security and Nutrition in the World 2017. Building
resilience for peace and food security. Rome, FAQ.
2 World Health Organization. 2018. Nutrition. Double Burden of Malnutrition.
http://www.who.int/nutrition/double-burden-malnutrition/en/
3 Monteiro, C.A. et al. 2013 Ultra-processed products are becoming dominant in the Food System . Obesity
Reviews. Vol. 14, S2. 2013, 21-18pp. Online at: https://onlinelibrary.wiley.com/doi/full/10.1111/obr.12107
4 Office of Disease Prevention and Health Promotion. U.S. Department of Health and Human Services. 2018. Food
· insecurity. Healthy People 2020. https://www.healthypeople.gov/2020/
4
The cycle of food insecurity and chronic disease begins when an individual or family cannot afford enough
nutritious food. The combination of stress and poor nutrition can make disease management even more
challenging. Further, the time and money needed to respond to
these worsening health crises drains the household budget, leaving
little money for essential nutrition and medical care. This causes
the cycle to continue. Many families experiencing food insecurity
"Food security and access is the
number one social determinant
of health for San Diegans."
often have several, if not all, compounding factors which makes maintaining good health extremely
difficult. 5 The latest Community Health Needs Assessment conducted jointly by hospitals throug~out San
Diego county identified food security and access to food as the number one social determinant of health.
for San Diegans. 6 The County tracks food insecurity in the region as a key indicator of progress to achieve
the Live Well San Diego vision of a region that is building better health, living safely, and thriving.
••• Tf~~I-~
1 in 7 e pie
in San Diego county
are food insecure
tt
61% 39%
)
55%
have a job
INSECURE•IN SAN DIEGO COUNTY?
. 486,000
people
50%
are flVing with
a disabifrty
+ people at risk of food
insecurity should they
lose their Cal Fresh or
WIC benefits
--
• • T~I-~ 1 in 5 peopl _
in San Diego county
are food insecure or at
risk of food insecurity
SAN DIEGO ••
I-IUNGE:R •
COALITION •
According to the latest research fro;n 2016 provided by the San Diego Hunger Coalition, an estimated
486,000 (1 in 7) people in San Diego county are food insecure. This represents 323,000 adults (of which
55% have a job) and 163,000 children. Research also shows that there is disproportionality when it comes
to the food-insecure population in the county. Of the total number of food-insecure adults in the region,
61% are women arid 39% are men. Fifty percent of low-income African Americans are food insecure,
compared to 42% of Latinos, 40% of Whites, and 34% of Asians. Also, 50% of food-insecure adults are
living with a disability.
5 Feeding America. 2018. Hung.er and' Health 101. What are the Connections between Food Insecurity and Health?
https://hungerandhealth.feedingamerica.org/understand-food-insecurity/hunger-health-101/
6 Hospital Association of San Diego & Imperial Counties; and Institute for Public Health, San Diego State University.
2016. San Diego 2016 Community Health Needs Assessment.
5
Additionally, there are 185,000 people at risk of food insecurity should they lose their benefits from the
federal Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) or the
Supplemental Nutrition Assistance Program also known as CalFresh in California. This represents 96,000
adults and 89,000 children. This means that the total population who is either currently food insecure or
at risk of food insecurity should they lose their WIC or CalFresh assistance is 671,000, or 1 in 5 people. 7
The County's Health and Human Services Agency's Eligibility Operations Office currently partners with the
food banks in the region to provide outreach and resources on how to apply for CalFresh.
Surplus Food and Food Waste .
Food waste refers to any food that is grown and produced for human consumption but ultimately is not
eaten. 8 It includes food scraps resulting from food preparation processes (e.g. potato peels) and food that
we don't eat from our plates. Food waste also includes surplus wholesome edible food, \ I / ... ,,.
resulting from overproduction or purchase, which is inadvertently left to
Food Waste "In the United States,
40% of food is wasted."
rot or expires and ends up in the landfills.
In the United States, 40% of food is
wasted. 8 It occurs throughout the food
l
I
l Any food that is gro'v\'.n 1
system: during the growing and production process, distribution,
manufacturing, in retail stores and restaurants, and in our own homes. It
has been estimated that the largest volume of food waste occurs at the
and produced for human :
1 consumption but 1
: :._ _u~i~~t,:1~ ~ ~o~ !a~e_n:._ _:
restaurant, agricultural, retail, and institutional levels (57%) versus at home (43%). Presently, the United
States spends over $218 billion. (1.3% of GDP) growing, processing, transporting, and disposing of food
that is never eaten. 9 Consequently, the economic impact of food waste is felt by all facets of the food
system and many sectors of the economy.
Food waste also has a negative social impact. Oftentimes, wholesome and healthy food that could have
fed individuals and families who experience food insecurity, ends up being wasted, thrown in the trash,
and not consumed. There are many factors that contribute to the wasting of wholesome food from the
farm to retail levels that could have been donated, from variations in the size and appearance of produce
that deviates from packaging standards and/or aesthetic expectations from consumers ("ugly food"),
production practices in the restaurant or catering industry, misinterpretation of food labels and lack of
information on assessing food expiration ("sE;!II by'1 vs. "best if used by" vs. "expiration date" vs. actual
expiration of food products), to over-sized portions in restaurants. According to the United States
Department of Agriculture (USDA); the top three categories of food being wasted at the retail (grocery)
and consumer levels combined are dairy products (19.1%), vegetables (19%), and fruit and grain products
(both tying at 13.9%).10 These food categories provide high nutritional value, and if recovered for donation
could have supported the nutritional need of individuals experiencing food insecurity.
7 San Diego Hunger Coalition. 2018. Hunger Free San Diego Issue Brief: 2016 San Diego County Food Insecurity. San
Diego, CA, 4pp.
8 ReFED. 2016. A Roadmap to Reduce U.S. Food Waste by 20 Percent.
8 National Resources Defense Council. 2017. Wasted: How America is losing Up to 40 percent of its food from farm
to fork to landfill. Second edition.
9 ReFED. 2016. A Roadmap to Reduce U.S. Food Waste by 20 Percent.
10 National Resources Defense Council. 2017. Wasted: How America is losing Up to 40 percent of its food from farm
to fork to landfill. Sewnd edition. Data estimated by USDA.
6
BREAKDOWN OF TOTAL FOOD WASTE IN THE UNITED In addition to economic and social impacts,
food waste also has environmental impacts.
When food is wasted, all the resources that
STATES BY FOOD CATEGORY AS ESTIMATED BY THE USDA
FOR THE RETAIL {GROCERY) AND CONSUMER LEVELS
COMBINED11 were dedicated to
producing it, such as
GRAINPR0DI.JCTSl3.9~~ water, fuel, energy,
labor, and land are
also wasted. Food
rnurrta.9% waste accounts for
the equivalent of
21% to 33% of U.S.
"Food waste
accounts for the
equ ivalent of 21%
to 33% of U.S.
agricultural water
use."
MEAT. POULTRY .AND ASH 11.s,, agricultural water use. Moreover, according to
the United States Environmental Protection
llAIRYPRODUCTS l9J¾
Agency (EPA), food waste represents 21.6% of
municipal solid waste, which contributes more
waste to landfills than any other category.11 As
food decomposes in the landfills it produces methane, a greenhouse gas up to 86 times more powerful
than carbon dioxide in terms of its global warming potential.12
On September 16, 2015, the USDA and EPA announced the first ever national goal to reduce food waste
by half by the year 2030. The EPA has developed the Food Recovery Hierarchy (shown below), which is a
diagram that prioritizes actions that create the most benefits for the environment, society, and the
economy. Food donation is the second most-preferred action, behind reducing the volume of surplus food
generated. At the state level, AB 1826 and SB 1383 established requirements to divert food waste from
the landfills and to rescue wholesome, edible food for donation. Coordinated efforts such as the
Food Recovery Hierarchy
Source Reduction
R~v,;e the volume of surplus food 9ener.!1e-d
Fe&d Hungry Pe-0ple
Donat• 9%trll food to food banks. ,oup kitchens an<I srn,lters
Feed Animals
Divert food scraps lo animal feed
:r.t-', Landfflll • ,fnclneratlon
-: Last resort lo'
. \-~sposal,
\.\
I
Plan meals and don't over shop, reduce
meal portions to avoid leftovers.
Donate surplus, wholesome, edible
food to food banks and pantries.
Feed animals with food scraps or other
food not suitable for human consumption.
Use landfill or incineration as. last n,sort.
11 U.S. Environmental Protection Agency. 2018. Sustainable Management of Food.
https://www.epa.gov/sustainable-management-food/sustainable-management-food-basics#what
12 International Panel on Climate Change. 2013. Fifth Assessment Report.
7
development and implementat1on of this Plan will be key in meeting food waste reduction goals and
requirements and in helping address food insecurity locally.
Food Donation and Redistribution
Food Banks and Pantries
There are two food banks in the San Diego region, the Jacobs & Cushman San Diego Food Bank (San Diego
Food Bank), with its additional North County Food Bank chapter, and Feeding San Diego, a member of the
national Feeding America Network. Together,
the San Diego Food Bank and Feeding San
Diego distributed 51.2 million pounds of food
locally in 2017, serving hundreds of thousands
of people each year through their more than
450 non-profit partner agencies (pantries) with
feeding programs.
f:~i,rd~t~~r?"!~~:?~~1·q fi6~~~~:11ki 1n~.•F~e-dl~]i{-:' r Sail O,ie~o,distributec! 5L2 milli?ri po,un~s of food
b locally.in2017, se~ving hundreds of thousands of r people· each year thro~gh. their .!TIOr,e tha[l. 450 non-
profit partner agencies (pantries) with feeding
programs."
For purposes of this Plan, the term "pantry" refers to feeding organizations of various sizes and scope,
from small, volunteer-run operations that collect and distribute non-perishable items, to large
organizations that may collect and distribute all kinds of food and may also prepare and serve (or deliver)
meals to nutrition-insecure customers. Some pantries may also offer other services and programs, such
as temporary housing, rehabilitation, and job training. Pantries in the region may or may not have a
partnership with the food banks. Examples of pantries include: non-profit or volunteer-run food pantries,
soup kitchens, shelters, low-income daycare centers, senior centers, faith-based organizations, schools,
and day centers for the elderly and disabled.
Food donations are accepted at both the food banks and the pantries. The food banks receive food from
a range of sources including locally-run food drives, the USDA, growers, gleaners, retailers, and
wholesalers. Once the food arrives at the food banks warehouses (either picked up by the food bank or
delivered by the donor), they rely on volunteers to inspect (for edible quality and food safety) and sort
the food. Food can be categorized by food group and boxed and bagged for distribution to the community.
Approximately 37,000 people volunteer at the food banks' warehouses every year -saving significant
labor costs. The San Diego Food Bank distributes food directly to families and individuals in need at 180
distribution sites throughout the county every month. Feeding San Diego's Mobile Pantry, a farmer's
market style distribution, delivers food twice per month to underserved neighborhoods (predominantly
rural areas, especially in the North and East county) that have a high incidence of poverty and lack
consistent access to transportation to reach grocery stores or
other sources of fresh, healthy food. The food banks also provide
food to their member pantries, which are held to the food banks'
administered food safety guidelines and governing procedures
to ensure food is distributed safely to the end consumer.
"Approximately 37,000 people
volunteer at the food banks'
wa rehouses every year -saving
significant labor costs."
In addition to the food banks' direct distributions, pantries pick up food from the food banks' warehouses
or accept deliveries from the food banks and distribute the food to people in need in their areas. Some of
the larger pantries may also serve as food donation hubs for smaller pantries in the community. Pantries
also conduct their own food drives and also receive1donations directly from donors, such as households,
gleaners, supermarkets, and restaurants in their communities. Most relationships between supermarkets,
restaurants, and other organizations and pantries (especially for the smaller pantries) are established
8
and/or managed by the food banks, this way, donated food is moved more safely and efficiently from the
donating party to a nearby pantry.
Pantries distribute food to the end consumer mainly through boxed distributions or a customer choice
system. With boxed distributions, pantries put together boxes or bags of assorted food items to be
distributed to customers at the pantry or other off-site location; on the other hand, customer choice,
which is the ideal method of meeting consumers' needs and preventing food waste, is a system where
individuals that come to the pantry personally choose only the items they need. Sometimes, pantries may
also use donated food to prepare and serve meals to customers who may not have the ability to cook
their own meals, or they may re-portion prepared food donations (for example, from a restaurant) to
distribute to end consumers.
Overall, this food donation structure of food banks partnering with donors and pantries is effective and
efficient since the food banks have the capability to connect food donors with pantries in their own
communities. Also, the food banks have the ability to store and redistribute large amounts of donated
food received from local donors, out of state partnerships with other food banks as part of the California
Association of Food Banks, the Feeding America network, and federal programs. Additionally, the food
B.-:·food banks have the ability to sto re and
~ redistribute large amounts of donated
food~Additionally, the food banks serve as a central
point of contact for pantries in terms of training
opportunities to improve their operations and in
terms of making other resources available to
individuals experiencing nutrition insecurity."
banks. serve as a central point of contact for
pantries in terms of training opportunities to
improve their operations and in terms of
making other resources available to individuals
experiencing nutrition insecurity. Currently,
the County Department of Environmental
Health (DEH) partners with the food banks to
· reach out to pantries to share information
about food safety practices and conduct
assessments to determine if a health permit is required. This partnership also facilitates outreach
regarding food safety measures to prevent spread of diseases during an outbreak.
Gleaners
Gleaning, as defined by USDA, is the act of collecting excess fresh foods from farms, gardens, farmers'
markets, grocers, restaurants, state/county fairs, or any other sources in order to provide it to
those in need.13 Gleaning organizations rely on volunteers ________________ _
and donated funds to run their operations, which consist of Gleaning
partnering with local growers, residents with fruit trees, or
other food donors, to harvest or collect their excess produce
for free. Then, gleaners take the collected food to a food
bank or pantry.
There are five gleaning organizations in the San Diego region
The act of collecting excess fresh
foods from farms, gardens, farmers
markets, grocers, restaurants,
state/county fairs, or any other sources
in order to provide it to those in need.
and, together, they collected over 500,000 pounds of food in ----------------------
2016.14 This is equivalent to 250 tons of edible food diverted from the landfill and approximately 1.5
13 USDA. 2010. Let's Glean: United We Serve Toolkit.
https://www.usda.gov/sites/default/files/documents/usda gleaning toolkit.pdf
14 San Diego Food System Alliance. 2018. Gleaning. http://www.sdfsa.org/gleaning/
9
"There are five gleaning
organizations in the San Diego
region and, together, they collected
over 500,000 pounds of food in
2016, which equates to 1.5 million
servings of fresh produce to .
individuals experiencing nutrition
insecurity"
million servings of fresh produce to individuals experiencing
food insecurity in the region. According to a recent study on
residential gleaning possibilities in the San Diego region, there
are approximately 2,352,000 pounds of produce from one
season in one year that could be available for gleaning from
homes in the region. This is equivalent to 1,176 tons of edible
food diverted from the landfill and over 7 million servings of
fresh produce. 15
Gleaners provide an important service to donors who may riot
have the means (e.g. labor and transportation) or the established relationship with a food bank or pantry
to donatetheir excess produce. Gleaners are also important to food banks and pantries who benefitfrom
the donation of local produce and other wholesome and nutritious food items, which otherwise may have
gone to waste.
The County Department of Agriculture, Weights & Measures (AWM), has partner.ed with gleaning groups
to help them connect with farmers' markets in the region so that wholesome produce that goes unsold
at the end of the market day can be collected by gleaners and donated to a food bank or pantry. AWM
also informs gleaners about quarantine areas where plans and plant material should not be moved outside
of the area to protect agriculture against harmful pests and plant diseases. AWM also connects residents
who own backyard orchards with gleaning groups in the region so their excess fruit can be harvested for
donation by a gleaning group.
""J'f" ~; "'.',.;"!''. ..... --:--.· -~~ ~,.
RESIDENTIAL GLEAN ING POSSIBILITIE·s 11\fTt-iE-SAN DIEGOiREGION ~-.
2,352,000
pounds of produce from one season
in one year that could be available for
gleaning from homes in the region
Regulations
. • -'-~ --;: ;;/_ :!,.~,._:,, .'#. .•_ I
1,176
tons of edible food
diverted from the landfill
Over 7 million
servings of fresh produce
The following is a list of existing and proposed regulations related to food donation. These regulations
include mandates to divert food from going landfills, tax incentives, and legal protections to donors of
food who may have liability concerns.
15 Clay, Karen. 2018. San Diego County Residential Gleaning Possibilities. This is an independent report based on
data and projections from the County Department of Agriculture, Weights & Measures, SAN DAG, Cal Recycle, the
San Diego Hunger Coalition, the San Diego Food System Alliance and San Diego gleaning organ izations.
10
Existing:
Bill Emerson Good Samaritan Food Donation Act-H.R. 2428 (1996)
The purpose of this law is to encourage the donation of food and grocery products to nonprofit
organizations that distribute food to people in need. The Good Samaritan Act provides that a person or
gleaner be protected from civil and criminal liability from the nature, age, packaging, or condition of food
donated in good faith to a nonprofit organization for ultimate distribution to needy individuals.
California Good Samaritan Food Donation Act-AB 1219 (2017)
This law expands liability protections to cover past-date foods that are evaluated to be fit for human
consumption by the donor at the time of donation, and states that no person, gleaner, or food facility will
be liable for any damage or injury resulting from the consumption of the donated food, except for injury
resulting from the negligence or intention~! misconduct in the preparation or handling of donated food.
Tax Deduction for Charitable Contributions (Internal Revenue Code, Section 170)
This section of the Internal Revenue Code pertains to the allowance of deduction for charitable
contributions and gifts and encourages donations by allowing "C" corporations to earn an enhanced tax
deduction for donating selected surplus property, including food.
Food Donations and Pupil Meals: Schools -SB 557 (2017)
This law allows food service staff, students, and faculty at public schools to donate leftover unopened ·
food to "share tables" (share tables are predesignated tables where individuals can place unopened food
and drinks that they are not going to consume for others to take) that are available to students during the
course of the school year, or to a food bank or any other nonprofit charitable organization. The State
Department of Education is tasked to update specified guidelines on the donation of leftover food.
Food Labeling: Qua lity and Safety Dates -AB 954 (2017)
This law addresses confusing food date labels such as "sell by," best by," and "best before" to prevent
people from throwing away safe food. The bill requires the California Department of F_ood and Agriculture
to publish information to food manufacturers, pr~cessors, and retailers that promotes the consistent use
of uniform terms on food labels to communicate quality and safety dates.
Solid Waste: Organic Waste -AB 1826 (2014)
This law requires businesses and multifamily complexes that generate a specified amount of organic waste
per week to arrange for recycling services for that waste, and for jurisdictions to implement a recycling
program to divert organic waste from businesses subject to the law. Strategies for businesses to reduce
organic waste may include donation of surplus edible food. Jurisdictions can exempt businesses and
multifamily complexes from the requirements of the law if the business or multi-family complex
implements actions (such as food donation) that result in the recycling of organic waste.
Short-lived Climate Pollutants: Methane Emissions: Dairy and Livestock: Organic Waste: Landfills-SB 1383
(2016)
This law requires statewide reduction of organic disposal volumes by 50% by 2020 and 75% by 2025 and
recovery of 20% of edible food by 2025. Food waste prevention, food donation, arid having the necessary
infrastructure in place to manage food donations will be key in meeting these requirements.
11
Proposed:
Limited Service Charitable Feeding Operation -AB 2178 (2018)
This bill would exempt limited service charitable feeding operations, such as food pantries doing limited
preparations, from the definition of food facility. The purpose of this bill is to provide greater regulatory
flexibility for non-profit charitable feeding operations to serve wholesome food to those in need with a
primary focus on food safety and provide a clear direction and guidance to both operators and local
enforcement agencies.
NEEDS ASSESSMENT
Methodology
The County of San Diego (County) convened a stakeholder group including the two food banks in the
region, pantries, gleaners, non-profit organizations, local jurisdictions, school districts, universities, waste
management companies, and a number of food donors from the private sector to conduct qualitative
research and learn about the barriers and opportunities regarding food donation in the San Diego region.
This group also developed a survey for pantries to gather qualitative and quantitative data and help inform
infrastructure needs to support food donation. As part'of the process, the County also consulted with
researchers from the University of San Diego's (USD) Caster Family Center for Nonprofit and Philanthropic
Research, who in 2015 had conducted an assessment of the capacity of food pantries in the region.
The County survey consisted of 69 questions in the areas of organization. and client characteristics,
short-and long-term infrastructure needs, and operations. The survey was distributed on line through
the food banks to a total of 455 pantries, of which 162 completed it (a response rate of 35%). Data was
collected over ·a 30-day period.
Key Findings
Overall, findings from the pantry survey are consistent with stakeholder input and corroborate previous
findings from USD's researchers regarding infrastructure needs and barriers: funding for transportation
and storage (including racks and refrigeration) is a top barrier and need for pantries to better address
nutrition insecurity in communities.
Following is a summary of key findings from stakeholder meetings as well as the pantry survey conducted
by the County related to barriers and needs to improve food donation in the San Diego region. These ·
findings were used to develop the recommendations section of this report.
12
BARRIERS
Permitting/ Registration
Pantries currently fall under the regulatory requirements of
the California Retail Food Code (CRFC). For most pantries,
CRFC permitting requirements can be a significant financial
burden. The currently proposed State bill on non-profit
charitable feeding operations, AB 2178, would provide
flexibility to certain pantries to continue running under
specific guidelines and a registration in lieu of a permit.
However, not all pantries will qualify for this registration and .
will either still require permits or have to cover registration
costs. DEH is working with the food banks and pantries to
assess the pantries' level of operation and provide food safety
and regulatory permitting guidance accordingly.
Transportation
Most pantries and gleaning organizations rely on volunteers
for their operations and use their volunteers' vehicles to pick
up food from donors. This means that most pantries and
gleaners don't have reliable access to transportation to pick
up donated food. Securing a dedicated vehicle to pick-up and
transport donated food can be cost-prohibitive for most
pantries.
Refrigeration
Some fresh food, such as produce, meats, dairy, and some
prepared food may require refrigeration for food safety or to
extend its shelf life. Pantries that don't have a refrigerator or
freezer, which is often times cost-prohibitive for pantries,
have a limited ability to accept donated food that requires
cold storage. This means that certain food items that can
contribute to the nutritional needs of communities
experiencing nutrition insecurity cannot always be accepted
by certain pantries. Moreover, the lack of cold storage
significantly shortens the time window that a pantry has to
distribute certain food items, which could potentially lead to
food going to waste and unrealized opportunities to meet the
nutritional needs of pantry customers.
9
Perceived liability
Some individuals or businesses may not donate food because
of perceived liability risks. Donors who donate food in good
faith have legal protections at the federal and state levels.
However, not all potential food donors are aware of existing
liability protections and fear that if the food they donate
causes someone to become ill, then whoever donated the
food may be held liable.
lack of Education on How or
Where to Donate/Access Food
While there are opportunities to rescue edible food from going to waste and to donate it, some individuals and businesses may
not know how to safely donate food or where to donate it. Similarly, individuals or families experiencing nutrition insecurity
might not know where or how to access food or nutrition assistance programs.
STORAGE NEEDS
Pantries are in need of additional:
" ~ ~.,_=-.-.. ..
TRANSPORTATION AND TECHNOLOGY '· ~
,. ,...,_. _t
OVER indicated that
50% their volunteers OVER use their own 50% vehicles to pick up
of pantries ... or distribute food.
)
indicated they we re
need at least one interested in computer
I cargo van or truck and/or financial
within the next year training (including
to meet their grant writing) ..
transportation needs.
SOURCES OF DONATED FOOD
Pantries receive food from food banks and:
90%
80% -i ~ 0 ·-Ill 70% C ._ OVER a, 0 .,, ·;: .,, .,, ... 60% Ill QI 0 Ill 30% C QI ... ... .2 QI "' > ~ ..c: C 0. 50% ·.::: "' -C ·-110 QI 0 ... ::s 'G E;o ~ 40% ...... ...
QI ..c: ~ .,, indicated they would · "' ..c: ... Ill C Ill ... ... ... Ill "' ... be interested in C 30% 0 0 QI Ill c; a, C 0 ... Ill ...
u QI ... Ill i;:: receiving prepared ... ..c: E ::s 0 0 a, 20% s 111 ... ... Q. 0. Ill ... 0 food donations from Ill C LL. QI ..c: 0 10% a:: u II') z restaurants.
0% ---Food Donation Sources
100%
90%
80%
Ill 70% cu ·;:: .... C 60% ra 0.. -0 50% cu tl.O ra .... 40% C cu u .. cu 30% 0..
20%
10%
Most pantries rece_ive
donations of shelf-
stable food.
Type of Food Donations Received by Pantries
QJ :a ra .... VI I '.:!::
QJ .I:. VI
Ill cu :a ra ....
QJ tl.O QJ >
"0 C ra
Ill .... ·s ... u.
Types of Food Donations Received
Pantries indicated that their
highest need is proteins, closely
followed by fruits and vegetables.
OVER
30%
indicated they do on-
site food preparation
and/or serving.
While many pantry customers could benefit from nutrition assistance
programs ...
information on Caf Fresh
to their customers.
information on WIC to
their customers.
cal fresh
RECOMMENDATION
The following recommendations were developed based on stakeholder input as well as results from the pantry survey. Implementation of the recommendations will be led by different organizations involved in or in support of food donation;
therefore, continued and expanded partnerships with stakeholders will be key. Stakeholders will continue to meet on a regular basis to ensure implementation moves forward in a timely manner and to address potential roadblocks. County
staff will take a leadership role in convening stakeholder meetings, collecting information on implementation status, and collecting and reporting data on measures of.success. Cou~ty staff and stakeholders will collaborate on seeking and
securing funding opportunities for implementation from the local, state, and federal government levels, as well as from local foundations and the private sector. Funding needs identified in the recommendations below are projected for the
total number of pantries in the region (estimated at 455 based on food bank affiliation) and will help cover initial investments to improve the food donation system in the region. Funding ne_eds will continue to be assessed on an ongoing basis.
Implementation of the recommendations below will support and improve food donation practices in the region, which in turn will help feed families experiencing nutrition insecurity and support food waste reduction.
Category Recommendation Leading Organization(s) Status What is Needed for Timeframe Measure of Success
Implementation
Food Safety 1. Implement a self-assessment and certification checklist on The County's Department of Ongolng effort, pending The self-assessment and certlflcatlon Temporary, pending Short-term (1 year): Number of
Goal: Improve food safety best management practices of food safety, Thls checklist is Environmental Health (DEH), adoption of AB 2178 by the checklist ls curr.ently being Implemented. adoption of AB 2178. pantries that have comPleted
in pantry operations. to be completed by local food pantries as a toOI to assess food banks, and pantries. State legislature. DEH has had Continued partnership between the DEH, the self-assessment and
their food safety needs and current operating levels. This an active role in the the food banks, and food pantries will be certification checklist.
self-assessment and self-certification checklist will be development of the proposed essential for this effort. Long-term [after 1 year}: Assess
supplemented with a "user guide" that will serve as an AB 2178, which would amend 100% of identified pantries to
educational reference tool for t~e food pantries. the California Retail Food Code determine food safety needs.
(CRFC) to provide greater
regulatory flexibility and clarity
in oversight of charitable
feeding operations. If AB 2178
Is adopted, the new bill will
provide direction and guidance
to both operators and local
enforcement agencies. .
2. Provide funding for pantries that conduct food Food banks and pantries. Currently, pantries may access Seek funding opportunities from state Within 24 months. Short-term (within 1 year):
preparation to have a representative in charge take the food handler training and and local governments, foundations, and Identify and secure funding.
national Food Safety Manager Course. This course will allow certification through private the private sector to sponsor Food Safety Mid-term {within 2 years):
the designated Food Safety Manager at pantrles that companies or through the food Manager certifications for pantries that Number of individuals who
conduct food prep'aration to train and test staff/volunteers banks' own certified Food conduct focid preparation to be able to ·• have completed the training
on site to meet food handler certification re~uirements for Safety Managers for a reduced offer onsite food handler training and and received Food Safety
no additional cost. · cost. However, if a certified issue food handler cards to their Manager Certification.
Food Safety Manager is volunteers. Partner with food banks to Long-term (after 2 years}: 100%
available at each pantry that manage funding. Funding of $15,000 of food preparatlon sites have a
conducts food preparation, this would provide 100 certifications. Food Safety Manager..
Manager could train and test
staff and volunteers on site for
no additional cost. This is
beneflclal in improving food
safety and avoiding recurring
costs for training vdlun~eers.
16
Category Recommendation Leading Organization(s) Status What is Needed for Timeframe Measure of Success
Implementation
Food Safety 3. Provide support with permltting/reglstratl_on fees for DEH. To be developed, pending Seek support from the County Board of Within 12 months. Short-term (within 1 year}:
Continued pantrles. adoption of AB 2178 and Supervisors to waive Board action to waive fees and
Goal: Improve food safety corresponding permitting permitting/registration fees for food provide GPR to DEH to recover
in pantry operations. requirements. This bill would pantries and provide General Purpose costs.
provide greater regulatory Revenue (GPR) to DEH to recover cover Long-term (after 1 y:ear}:
flexibility for non-profit costs. Depending on whether AB 2178 is Continued financial savings to
charitable feeding operations adopted, annual costs can vary from food pantries as a result of fees
to serve wholesome food to $215,390 (if bill passes) to $476,520 (if bill being waived.
those in need with a primary doesn't pass).
focus on food safety and
provide a clear direction and
guidance to both operators
and local enforcement
agencies.
4. Provide thermometers for refrigerators and digital probe Food banks and pantries. To be developed. Seek funding opportunities from state Within 18 months. Short-term {within 1 year}:
thermometers to monitor food that is being prepared and local governments, foundations, and Identify and secure funding.
(portioned) by pantries. the private sector. Partner with food Mid-term (within 18 months}:
banks to manage funding, Funding of Number of pantries receiving
$10,650 would provide 500 resources.
thermometers. Long-term (after 18 months}:
100¾ of pantries have digital
probe thermometers for food
safety.
5. Provide stickers with hand-washing Instructions, DEH, food banks, and pantries. To be developed. Seek funding opportunities from state Within 18 months. Short-term (within 1
refrigeration (41 "F), hot holding (135"F), and dlshwashing and local governments, foundations, and year}: Identify and secure
methods to distribute to pantries. the private sector. Partner with food funding.
banks to manage funding. Funding of Mid-term (within 18 months}:
$600 would provide 500 stickers of each Number of pantries receiving
kind. resources.
Long-term (after 18 months}:
100% of pantries have received
resources.
6, Print and distribute food safety posters that can be placed DEH, food banks, and pantries. To be developed. Seek funding opportunities from state Within 18 months. Short-term {within 1 yearl:
ln each pantry with easily readable food safety tips. These and local governments, foundations, and Identify and secure funding.
posters would help refresh safe food handling tips for staff the private sector. Partner with key Mid-term (within 18 months}:
working/volunteering at the pantries. organizations such as food banks, local Number of pantries receiving
government, or non-profits to procure resources.
and distribute resources. Funding of $400 Long-term (after 18 months}:
would provide 500 posters. 100% of pantries received food
safety posters.
7. Develop and distribute a guide for safe food handling that DEH,•food banks, and pantries. To be developed. Seek funding opportunities from state Within 18 months. Short-term {within 1 year}:
would include information on how to safely transport, and local governments, foundations, and Identify and secure funding.
handle, store, and distribute food for transporters of the private sector. DEH to develop guide Develop guide.
donated food. in partnership with key organizations Mid-term (within 18 months]:
such as food ba_nks and pantries. Funding Number of food donation
of $3,135 would allow staff to cover transporters receiving guide ..
development costs and print 500 guides. Long-term (after 18 months):
100% of food transporters
receive guide
17
Category Recommendation Leading Organization(s) Status What is Needed for Timefraine Meas_ure of Success
Implementation
Infrastructure 8. Provide grant funding to pantries for DEH,approved non-County of San Diego, food To be developed. Seek funding opportunities from state Within 24 months. Short-term (within 1 ~ear]:
Goal: Improve capacity and refrigerated food storage such as metal racks, tables, banks, and pantries. and local governments, foundatlons, and Identify and secure funding.
reliability for pantries and shelves, pallets, pallet Jacks/dollies. the private sector to provide grants to Mid-term (within 2 years}:
gleaners. pantries In need of infrastructure. Partner Number of pantries receiving
with food banks to manage funding. An grants.
initial Investment of $50,000 would Long-term (after 2 years}:
establish a mini grant program to provide Number of pantries with·
approved non-refrigerated food storage secured infiastructure.
infrastructure to approximately 50¾ of
pantries.
9. Provide grant funding to pantries for cold storage such as County of San Diego, food To be developed. Seek funding opportunities from state Within 24 months. Short-term (within 1 year}:
energy efficient, DEH-approved refrigerators, freezers, or banks, and pantries. and local governments, foundations, and identify and secure funding.
combination units. the private sector. Partner with food Mid-term (within 2 years}:
banks to manage funding. An initial Number of pantries receiving
investment of $900,000 would allow to grants.
establish a mini grant program to provide Long-term (after 2 years}:
approved cold storage infrastructure to Number of pantries with
approximately 60% of pantries. secured Infrastructure.
10. Provide grant funding to pantries and gleaners for food County of San Diego, food To be developed. Seek funding opportunities from state Within 24 months. Short-term (within 1 year}:
donation transportation, such as cargo vans and trucks banks, and pantries. and local governments, foundations, and Identify and secure funding.
(refrigerated and unrefrigerated-). the private sector. Partner with food Mid-term (within 2 years}:
banks to manage funding. An initial Number of pantries/gleaners
Investment of $500,000 would allow to receiving grants.
establish a mini grant program to provide Long-term {after 2 years):
20 cargo vans to pantries/gleaners. Number of pantries/gleaners
with secured infrastructure.
11.-Provide grant funding to pantries for computer hardware County of San Diego, food To be developed. Seek funding opportunities from state Within 24 months. Short-term {wifhin 1 year}:
(I.e. desktops, laptops, and tablets) and software (such as a banks, and pantries. and local governments, foundations, and Identify and secure funding.
standard office sulte or other specialized software) to the private sector. Partner with food Mid-term (within 2 ~ears]:
facilitate food donation actiylties, such as inventory banks to manage funding. An initlal Number of pantries recelving
management, reporting, etc. Investment of $50,000 would allow to grants.
establish a mini-grant program to provide Long-term (after 2 years}:
cOmputer hardware and software to Number of pantries with
approxlmately 50 pantries. secured infrastr1:1cture.
Food Distribution 12. Provide crates for gleaners and boxes and reusable bags County of San Diego, food To be developed. Seek funding opportunities from state Within 18 months. Short-term (within 1 year):
Materials for pantries to collect and distribute food. banks, and pantries. and local governments, foundations, and Identify and secure funding,
Goal: Support efficient the private sector. Partner with food Long-term (afte·r 18 months):
collection and distribution banks to manage funding. An initial Number-of pantries/gleaners
of donated food. Investment of $15,000 would provide receiving resources.
approximately 25 crates, 1,500 boxes,
and 5,750 reusable bags.
13. Provide disposable food grade containers/pans for County of San Diego, food To be developed. Seek funding opportunities from state Within 18 months. Short-term (within 1 year):
pantries that distribute prepared food. . banks, and pantries. and local governments, foundations, and Identify and secure funding.
the private sector. Partner with food Long-term (after 18 months}:
banks to manage funding. Funding of Number of pantries receiviiig
$10,000 would provide 10,000 resources.
containers.
18
Category Recommendation Organization(s) Status What is Needed for Timeframe Measure of Success
Implementation
Outreach 14. Distribute the "Too Good To Waste" Food Donation DEH Ongoing. DEH Has posted the Funding Is needed to print the "Too Good Guides would be Short-term {1 ~ear}: Number of
Goal: Promote food Guide for organizations, such as restaurants and other 11Too Good To Waste11 Food to Waste'1 food donation guide to be distributed as part of guides distributed.
donation and nutrition permitted food operations, to promote food donation and Donation Guide on lts website distributed to restaurants and other routine Inspections, long-term {after 1 )'.ear}: 100%
assistance programs. food safety. The guides include a p~mphlet on how to safely and lts health inspectors stand potential donors. There are Which currently take of food facilities received guide.
donate food, where to donate food, and regulatory language ready to distribute printed approximately 14,000 food facilities In the place once per year.
explaining llability protections. The guide also Includes a re-versions of the guide to region who could benefit from this guide. If funding were
usable, dry-erase-marker tracking sheet for kitchens to track restaurants and other Funding of $5,800 would allow to print secured for 14,000
permitted kitchens as part of 14,000 guides (Including re-usable, dry-guides, all food donations and related Information for reporting purposes. the"ir routine Inspections. erase-marker tracking sheets}, which facilities would have
would be distributed to every food'facility a guide within one
In the region. year.
15. Provide resources and educate pantries on how to County Health and Human HHSA's Eligibility Operations County HHSA and San Diego WIC Offices Within 18 months. Short-term (1 year}: Number of
connect their customers with other nutrition assistance Services Agency (HHSA), San Office currently partners with to connect with food banks to expand pantries provided with
programs, such as CalFresh, WlC, and Federal Schoof Meal Diego WIC Offices, food banks, the food banks to provide outreach and resources to pantries. resources.
Program. pantries. Information on Cal Fresh to Pantries would need to train their staff
their customers. Efforts need and volunteers to offer Information on
to be expanded to ensure nutrition assistance programs to their
lnformation on CalFresh and customers in a sensible way.
other nutrition assistance
programs and how to apply to
these programs reaches all
customers.
-16. Regional Marketing Campaign to promote food County of San Diego, local To be developed. Form a coalition to develop a unified Within 18 months. Short-term {6 months}:
donation, connect food donors to food banks, and connect jurisdictions, food banks, message that supports food donation Formation of coalition. Se~ure
nutrition insecure individuals with food pantries. Include a pantries, and the private across the San Diego region and to help Funding.
regional recognition component for sector. inform the marketing campaign. Seek Mid-term (within 18 months):
organizations/businesses that donate food. funding opportunities In the region to Hire professional marketing
fund the development and firm. Development and
implementation of the regional campalgn. implementation of marketing
Work with a professlonal marketing flrm campaign.
to ~evelop and Implement.the regional long-term {after 2 llears):
campaign. A request for quotes would be Increase ln food donations.
needed to estimate costs associated with
these effo_rts.
17. Provide training/outreach to school districts on current California Department of To be developed. Form a steerlng committee to develop a Within 12 months. ·short-term {1 li'.ear): Number of
requirements f.or schools to have share tables and donate Education, San Diego County unified message that supports share table school districts receiving
food from share tables or kitchen production. Office of Education, DEH, implementation and food donation at training.
School Districts, County schools across the San Diego region. Long-term {after 1
Department of Public Works Work with California Department of ~ Increased number of
(Recycling), and food banks. Education, San Diego County Office of school sites with share tables
Education, the food banks, and interested and food donation programs.
stakeholders to develop and conduct the
reglonal training. Training to take place
annually for three years, then on an as
needed basis.
19
Category Recommendation Organization(s) Status What is Needed for Timeframe Measure of Success
Implementation
Volunteers 18. Provide guidance on establishing a volunteer driver County of San Diego, Meals on To be developed. Develop a partnership with existing Within 18 months. Short-term (within 6 months}:
Goal: Support volunteer program. Wheels, and pantries. pantries with successful programs, such Identify successful existing
engagement. as "Meals on Wheels" that could be used models and form partnerships
as a model. Develop and provide to develop a guide to establish
-guidance to pantries on replicating a volunteer driver program.
successful volunteer driver programs. Mid-term (within 18 months}:
Number of pantries that have
received guide.
Long term [after 18 months}:
Number of pantries that have
establlshed a volunteer driver
program.
Trainings to Improve 19. Provide trairilng for pantries on outreach, computer Foc.d banks, pantries, and Food banks currently offer Food banks to promote existing training Within 12 months. Short-term (within 1 y:ear):
Pantry Operations systems, and finances, Including grant applications. other non-profits. regular trainings to their opportunities, including on the topics identify existing training
Goal: Improve pantry partner pantries on a variety of mentioned in this recommendation, and opportunities and make them
operations to make them topics. make them available to pantries. available to pantries.
more efficient and support Long term {after 1 ;tear}:
health-centered practices. Number of pantries benefiting
from training.
20. Provide a process to pantrles for implementing practical, Leah's Pantry, food banks, Leah's Pantry Is a statewide Develop a partnership between Leah's Within 18 months. Short-term {within 1 y:ear):
client-centered strategies for a health-focused environment. Pantries. non-profit organization Pantry and the food banks to expand the Make program available to
currently Implementing the reach of the "Nutrition Pantry Program" pantries.
"Nutrition Pantry Program" in the San Diego region. long-term (after 18 months}:
which provides a process for Number of pantries
implementing practical, client-implementing program.
centered strategies for a
health-focused environment ln
all food distribution sites. In
' the San Diego region, two ,•
pantries have already achieved -gold certification within the
Nutrition Pantry Program with
six more in proceSs.
Further Research 21. Conduct research to Identify what, if any, under-utilized County of San Diego, local To be developed. Partner with food banks, pantries, local Within 18 months. Short-term {within 1 year}:
Goal: identify additional infrastructure exists In the region that could be enlisted to Jurisdictions, food banks,-Jurisdictions, non-profits, and the private identify under-utilized
opportunities to support support increased food donation, includlng transportation, pantries, non-profits, and the sector to Identify under-utilized Infrastructure.
food donation. commerclal kitchens, and cold storage. private sector. infrastructure that could be made Mid-term (within 18 months}:
available to support food donations. Establish partnerships to make
infrastructure available for food
donation activities.
long-term {after 18 months):
Number of pantries that benefit
from infrastructure.
20
ACKNOWLEDGEMENTS
County of San Diego Staff
Land Use and Environment Group
Domingo Vigil
Bianca Lorenzana
Erin Bechtol
James Inglis
Jessica Northrup
Mel Millstein
Vincent Kattoula
Sarah Aghassi
Community Services Group
Natalia Hope
Department of Agriculture, Weights &
Measures
Karen Melvin
Dina Morris
Department of Environmental Health
Gloria Estolano
Heather Buonomo
Jacklyn Mikhail-Fox
Vanessa Mello
Department of Public Works
Jennifer Winfrey
Michael Wonsidler
Health and Human Services Agency
Ariel Hamburger, Public Health Services
Elena Quintanar, Central & South Regions
Juanita Garcia, Central Region
Meghan Murphy, Public Health Services
Melissa Roberts, North Regions
Naomi Billups, Public Health Services
Ismael Lopez, Eligibility Operations Office
Wendy Shigenaga, Aging and Independent
Services
Sheriff's Department
Kurt Greiner
University of California Cooperative Extension
Lori Renstrom
Shirley Salado
Stakeholders
Adrienne Markworth, Leah's Pantry
Alicia Saake, Feeding San Diego
Ana Carvalho, City of San Diego
Ana hid Brakke, San Diego Hunger Coalition
Angela Kretschmar, Heaven's Windows
Avecita Jones, City of Carlsbad
Barbara Hamilton, San Diego Food System
Alliance
Bob Brody, San Diego Unified School District
Brendan Rosen, Jewish Family Service
Carelyn Reynolds, Transportation Alliance .
Group
Chuck Samuelson, Kitchens for Good
Dan Brand, Yellow Cab
Dan DeMarco
David DiDonato, City of Chula Vista
Dorothee Lien hart, Solana Center for
Environmental Innovation
Doug Ferris, Interfaith Community Services
Elle Mari, University of California San Diego
(UCSD) -Center for Community Health
Elly Brown, San Diego Food System Alliance
Eric Larson, Farm Bureau
Erica Brown, San Diego Hunger Coalition
Fred Espinosa, San Diego Unified School District
Gail A. Gousha, Escondido Union School District
Geertje Grootenhuis, San Diego Food System
Alliance
Heidi Gjertsen, San Diego Hunger Coalition
Holly Bauer, Lemon Grove School District
Isabel StGerman Singh, Community Resource
Center
Jamie Phillips, Vista Unified School District
Jamie Symons, EDCO
Janet Whited, San Diego Unified School District
21
Jerry L Smith, San Diego County Office of
Education
Jessica Sprague, Feeding San Diego
John A. Economides, Community Resource
Center
Julie Sands Tyne, City of San Diego
Karen Clay, My Mamma's Place
Lindsey Seegers, Feeding San Diego
Mary Jo Schumann, University of San Diego
(USD) -Caster Family Center for Nonprofit and
Philanthropic Research
Mary Long, USD -Caster Family Center for
Nonprofit and Philanthropic Research
Mary Nielsen, The Foundry Community Church
Michael Simonsen, Republic Services
Nicolas Paul, City of Chula Vista
Nita Kurmins Gilson, Produce Good
Noel Stehly, Stehly Farms Organics
Paul Melchior, San Diego State University-
Dining Services
Prem Durairaj, Community Health Improvement
Partners
Ramon Hernandez, UCSD -Center for
Community Health
Richard Mariam, San Dieguito Union High
School District
Richard Winkler, San Diego Roots Sustainable
Project/ Victory Gardens San Diego
Sandi Aceves, San Diego Zoo
Sarah Davis, City of Oceanside
Sharon Geraty, Yellow Cab
Stephanie Oh, City of Chula Vista
Stephen Zolezzi, Food and Beverage Association
Tom Hueso, USA Cab
Tracy Delaney, Public Health Alliance of
Southern California
Travis Jossenberger, San Diego Zoo
Valinda Garcia, Grossmont Union High School ·
District
Vanessa Moore, San Diego Food Bank/ North
County Food Bank
Vince Hall, Feeding San Diego
Yanira Frias, Community Resource Center
Pantry Survey Participants
31st Street SDA Church
38th Church of Christ
All Saints' Food Pantry
Amity Foundation
Anchor Church (Revival Tabernacle)
Arabic Church of God
Armando Lomeli/MAAC Project Nosotros
Armed Services YMCA
Ashley Fennell
Bayside Community Center
Beatriz Palmer
Becky Barnett
Being Alive San Diego
Big Sister League of San Diego
Birth line of San Diego County
Bread of Life Rescue Mission
Brenda Blake
Brett Robertson
Bridge of Hope as, Inc.
Brother Benno Foundation
Calvary Chapel Julian
Calvary Chapel Ramona
Calvary Ranch
Carolyn Nichols
Casa Del Sol Clubhouse
Catholic Charities
Catholic Charities/La Posada
Cause of Christ
Christian Credit Counselors
City Heights Community Development
Corporation
Community Food Bank of National City
CRF Casa Pacifica
CRF East Corner Clubhouse
Crossroads Foundation
Debra Childers Feeding the Flock
Embrace Brisa del Mar
Embrace for Affordable Housing
Episcopal Refugee Network
Esperanza Crisis Center
Fallbrook food Pantry
Feeding Kids First
Got Your Back SD
22
First Christian Church
Food Bank at Chollas View
Foothills Christian Church
Foundation for Affordable Housing (Corp}
Friends & Family Community Connection
Good News Baptist Church
Grace Presbyterian Church
Grossmont College
Guardian Angels Catholic Church
Hand in Hand Mission Outreach
Healthright360
Heartfelt Helpings
Heartland Community
Hearts & Hands Working Together
Heaven's Windows
Holy Family Conference SSVDP
Holy Trinity Catholic Church
House of Metamorphosis, Inc.
Imperial Beach United Methodist Church
Jamul Community Church
Janice Stankus
Jewish Family Service of San Diego
Julie Atherton
Kitchens for Good
Klassic Kids Loma Portal
I
La Maestra Community Health Centers
La Mesa Adventist Community Service
La Vid Church
Lakeside Christian Helps Center
La Rue Fields
Latter Rain Mission and Training Center
Leon's place, LLC
Life Renewal
Life's Investments 501c3
Lighthouse Cares Foundation
Linda Bovet/WSCRC
La's Arcos
MAAC
MAAC Child Development Program
MAAC Project San Martin De Porres
Martha Noderer, LMFT
Masjidul Taqwa San Diego
Meals with a Message
Meridian Southern Baptist Church
Mesa View Baptist Church
Mission San Antonio de Pala
Mission Village Christian Fellowship
Mt. Manna (CUMCJ}
NAMI Next Steps
NEIL NATH/ Provision SD
New Life Christian Covenant Church
Noah Homes
North County Lifeline
North County Serenity
Pacific Southwest Community Development
Corporation
Paradise Valley Adventist Community Services
Paradise Valley Community Center
Pauma Valley Community Church
Project Access
Provision SD
Ramona Food and Clothes Closet 1824 22
Ramona Food Distribution
RAW Ministries
Restoration Ranch
Robert Webb
Ronald McDonald House
Salvation Army Kroc Center
Samoa Independent
San Diego Fil-Am church
San Diego Freedom Ranch
San Diego Rescue Mission
Scotty Ricks
Senior Saviors
Sha back
Society of St. Vincent de Paul
Sonia Tucker
Sunshine Haven
South Bay Community Services
Southeast Alano Club
Southwestern College
Southwestern College
St. Alban's Episcopal Church of El Cajon
St. John of the Cross Church
St. Paul's Food Pantry
St. Andrew's Episcopal Church
St. John of the Cross Food Pantry
St. Mark's Episcopal Church
23
St. Rose of Lima Parish
Stepping Higher Inc.
Summit Church
Teen.Challenge
The Anchor Church of San Diego
The Cupboard on 54th
The Fellowship Center
The Foundry Community Church
The Gleaning Field Foundation
The Salvation Army Oceanside Corps
The Santee Food Bank
Tricia McKenzie
TSA SD Centre City Corps
Turning Point Crisis Center
Unions United/United Way of San Diego County
Vista Balboa Crisis Center
Vista Hill Foundation
Vista Teen Outreach
Volunteers of America Southwest
Wesley Community Services. Center
24
Attachment 2
{"cityof
Carlsbad
November 2, 2018
BUSINESS NAME
ADDRESS
CARLSBAD CA 92008
ATTN: PROPERTY MANAGER/OWNER
SUBJECT: AB18 26-GREEN WASTE RECYCLING REQUIREMENT FOR M ULTIFAMILY PROPERTIES
Dear Property Owner or Property Manager:
The California Legislature recently passed Assembly Bill 1826 -Mandatory Commercial Organics
Recycling. This law requires multi-family properties and homeowners' associations that
generate a certain amount of green/landscaping waste to develop a program to recycle that
waste, rather than sending it to a landfill. Green/landscaping waste includes leaves, grass
clippings, landscape wood waste, and weeds.
Under the law, City governments are required to advise affected properties about the green
waste recycling requirement and local recycling opportunities. Your property has been
identified to likely meet the threshold for AB1826 green waste requirements. Therefore, your
property must implement a green waste recycling program in order to comply with AB1826.
Please select any of the following green waste recycling options to ensure compliance with
AB1826:
✓ Require your landscaper contractors to recycle your green waste by hauling it to a
composting/recycling facility**
✓ Arrange for Waste Management to recycle your green waste for you.
✓ Self-haul your green wastes to a recycling, composting or agricultural facility**
**Property owners must provide proof in the form of receipts that the landscape company is using a
green waste recycling service .
Self-Hauling or Hauling by Landscapers: Green waste from your property may be self-hauled
or taken by your landscapers directly to a composting or recycling facility. The following
facilities accept and recycle/compost your green waste:
• El Corazon Compost Facility -760-439-9920 Oceanside, CA
• Miramar Greenery -858-492-6100 San Diego, CA
• San Pasqual Valley Soils -760-644-3404 San Diego, CA
• Pacific In land Resou rces -619-390-1418 Lakeside, CA
Environmental Management -Recycling Program
1635 Faraday Avenue I Ca rlsbad, CA 92008 I 760-602-754646 I recycle.trash@carlsbadca .gov
AB1826-Green Waste Recycling Requirement for Multifamily Properties
October 10, 2018
Page 2
Documentation must be submitted to the city in the form of receipts to verify recycling of green waste.
Green Waste Recycling Assistance through Waste Management: Waste Management can
provide you with special containers to collect landscaping waste separately. Landscaping
contractors can use these containers to deposit prunings, grass clippings, and branches from
recurring landscaping operations. Please contact Waste Management Customer Service at
(760) 929-9400 for more information.
Reporting Requirements: The City of Carlsbad is required to report to the State of California on
how many properties in the city are affected by AB 1826, and the status of compliance.
Please compiet e the enclosed Green Waste Self Reporting Form and return it to the City of
Carlsbad Recycling Program on or before November 16, 2018.
Thank you for participating in this important program to help conserve environmental
resources. If you have any questions, feel free to contact me at (760) 602-4646.
Sincerely,
~eita,fawJ
Recycling Program Manager
City of Carlsbad -Environmental Management
GREEN WASTE SELF-REPORTING FORM
(City of
Carlsbad
Please return before November 16, 2018 to:
City of Carlsbad
Attn: Recycling Program
1635 Faraday Ave., Carlsbad, CA 92008
Ph: 760-602-4646 email: recycle.trash@carlsbadca.gov
Property Name:
Street Address:
Mailing Address:
Contact Person/Title: _________________________ _
Contact Phone: E-mail: ____________ _
Our multifamily property currently complies with AB1826-Madatory Commercial Organics
Recycling by recycling and/or disposing of green waste as described below:
Our landscape maintenance contractor delivers green waste to a compost or recycling facility.
Please provide your landscape company name and phone number below:
Landscape Company Name Phone#
Please provide name of compost/recycling facility your landscaper is recycling the green waste at:
Business Name City Phone#
We self-haul our green waste; we deliver green wastes to a compost, recycling or agricultural
facility directly. Please provide the name of the recycling/compost facility you self-haul to:
Business Nome City Phone#
Our green waste is collected by Waste Management, Inc. -city will verify with WM.
None/Other -please describe: _____________________ _
This information will be used to determine compliance with AB 1826 and reported to the State of California.
I am the authorized representative of the above named entity and I certify that the foregoing is true and
correct to the best of my knowledge.
Signature of person filling out this form Date
Multifamily Green Waste Recycling
Why green waste recycling in Carlsbad?
In order to comply with state law AB-1826 -Mandatory Commercial Organics Recycling, the city will
implement a phased approach program to source separate organic waste material. Mandatory
recycling of organic waste is the next step toward achieving California's aggressive recycling and
gre_enhouse gas (GHG) emission goals.
What are the recycling thresholds and implementation dates?
January 1, 2017: Complex es that generate 4 + cubic yards of green waste (1 large dumpster) and/or
nonhazardous wood waste per week must have it recycled.
January 1, 2019: Complexes that generate 4 + cubic yards of solid waste (including recyclables) per w eek
must have their green waste/nonhazardous wood waste recycled
Summer/Fall 2021: If Cal Recycle determines that the statewide disposal of organic waste in 2020 has not
been reduced by 50 percent of the level of disposal during 2014, the organic recycling requirements will
e x pand to cover complexes that generate two cubic yards (1 small dumpster) or more of commercial solid
waste per week.
What is green waste?
Green waste includes: yard waste, branches & twigs, flowers, weeds & roots, leaves, grass & plant
clippings and wood (non-painted, stained or oiled) & chips. Cactus or palm bra nches are not
considered green waste for recycling purpose s.
What is NOT green waste?
Glass, metal, aluminum, plastic (bags, flower pots), rocks, dirt concrete, and treated or coated
wood (painted, stained, oiled)
Who is responsible for recycling green waste; the landscaper or the multifamily property?
Green waste must be recycled by the multifamily property owner. Typically, property owners use an
outside landscape company that includes disposal service. It is the property owner's responsibility to
verify t hat the landscape company is using a green waste recycling service.
Can I obtain green waste service through Waste Management? What container do I need? What size?
Waste Management, the city's waste hauler, can provide a free audit to determine your green waste
recycling needs. Property owners can select containers based on the levels of service needed and space
constraints.
How can a Carlsbad multifamily property owners comply with green waste recycling?
Here are a variety of ways for a multifam.ily property to comply.
Landscapers can be required to haul green waste collected from a multifamily property away to a
recycling location. Multif amily property owner/manager must verify that the green waste is recycled.
Multifamily property owner can haul green waste from the complex to a recycling facility, or other
location that collects green wast e to be recycled. Documentation must be submitted to the city
to verify recycling of green waste.
Multifamily property can have a dedicated container (provided by Waste Management) on site to
collect green waste from the property
The best option will depend on the unique circumstances of each complex. Free waste assessments are
available to help property owners and managers determine how best to comply with the law. To schedule
a free waste assessment, contact City of Carlsba d Recycling P rogram at 760-602-4646 or by email at
recycle.trash@carlsbadca.gov.
Attachment 3
(ci ty of
Carlsbad
SECOND ,NOTICE
December 4, 2018
SUBJECT: A81826-GREEN WASTE RECYCLING REQUIREMENT FOR MULTIFAMILY PROPERTIES
Dear Property Owner or Property Manager:
The California Legislature recently passed Assembly Bill 1826 -Mandatory Commercial Organics
Recycling. This law requires multi-family properties and homeowners' associations that
generate a certain amount of green/landscaping waste to develop a program to recycle that
waste, rather than sending it to a landfill. Green/landscaping waste includes leaves, grass
clippings, landscape wood waste, and weeds.
Under the law, City governments are required to advise affected properties about the green
waste recycling requirement and local recycling opportunities. Your property has been
identified to likely meet the threshold for AB1826 green waste requirements. Therefore, your
property must implement a green waste recycling program in order to comply with AB1826.
Please select any of the following green waste recycling options to ensure compliance with
AB1826:
✓ Require your landscaper contractors to recycle your green waste by hauling it to a
composting/recycling facility**
✓ Arrange for Waste Management to recycle your green waste for you.
✓ Self-haul your green waste to a recycling, composting or agricultural facility**
**Property owners must provide proof in the form of receipts that the landscape company is using a
green waste recycling service.
Self-Hauling or Hauling by landscapers: Green waste from your property may be self-hauled
or taken by your landscapers directly to a composting or recycling facility. The following
facilities accept and recycle/compost your green waste:·
• El Corazon Compost Facil ity -760-439-9920 Oceanside, CA
• Miramar Greenery -858-492-6100 San Diego, CA
• San Pasqual Valley Soils -760-644-3404 San Diego, CA
• Pacific Inland Resources -619-390-1418 Lakeside, CA
Documentation must be submitted to the city in the form of receipts to verify recycling of green waste.
Green Waste Recycling Assistance through Waste Management: Waste Management can
provide you with special containers to collect landscaping waste separately. Landscaping
contractors can use these containers to deposit prunings, grass clippings, and branches from
Environmental Management -Recycling Program
1635 Faraday Avenue I Carlsbad, CA 92008 I 760-602-754646 I recycle.trash@carlsbadca.gov
AB1826-Green Waste Recycling Requirement for Multifamily Properties
November 7, 2018
Page 2
recurring landscaping operations. Please contact Waste Management Customer Service at
(760) 929-9400 for more information.
Reporting Requirements: The City of Carlsbad is required to report to the State of California on
how many properties in the city are affect~.d byAB1826, and the status of compliance.
Please complete the enclosed Green Waste Self Reporting Form and return it to the City of
Carlsbad Recycling Program on or before December 14, 2018.
Thank you for participating in this important program to help conserve environmental
resources. If you have any questions, feel free to contact me at (760} 602-4646.
Sincerely,
dk~ilw $ol'te<Y
Recycling Program Manager
City of Carlsbad -Environmental Management
GREEN WASTE SELF-REPORTING FORM
{'cityof
Carlsbad
Please return before December 14, 2018 to:
City of Carlsbad
Attn: Recycling Program
1635 Faraday Ave., Carlsbad, CA 92008
Ph: 760-602-4646 email: recycle.trash@carlsbadca.gov
Property Name:
Street Address:
Mailing Address:
Contact Person/Title: _________________________ _
Contact Phone: E-mail: -------------
Our multifamily property currently complies with AB1826-Madatory Commercial Organics
Recycling by recycling and/or disposing of green waste as described below:
Our landscape maintenance contractor delivers green waste to a compost or recycling facility.
Please provide your landscape company name and phone number below: ·
Landscape Campany Name Phone#
Please provide name of compost/recycling facility your landscaper is recycling the green waste at:
Business Name City Phone#
We self-haul our green waste; we deliver green wastes to a compost, recycling or agricultural
facility directly. Please provide the name of the recycling/compost facility you self-haul to:
Business Name City Phone#
Our green waste is collected by Waste Management, Inc. -city will verify with WM.
None/Other -please describe: _____________________ _
I
This information will be used to determine compliance with AB 1826 and reported to the State of California.
I am the authorized representative of the above named entity and I certify that the foregoing is true and
correct to the best of my knowledge.
Signature of person filling out this form Date
Multifamily Green Waste Recycling
Why green waste recycling in Carlsbad?
In order to comply with state law AB-1826 -Mandatory Commercial Organics Recycling, the city will
implement a phased approach program to source separate organic waste material. Mandatory
recycling of organic waste is the next step toward achieving California's aggress ive recycling and
greenhouse gas (GHG) emission goals:
What are the recycling thresholds and implementation dates?
January 1, 2017: Complexes that generate 4+ cubic yards of green waste (1 large dumpster) and/or
nonhazardous wood waste per week must have it recycled.
January 1, 2019: Complexes that generate 4+ cubic yards of solid waste (including recyclables) per week
must have their green waste/nonhazardous wood waste recycled
Summer/Fall 2021: If Cal Recycle determines that the statewide disposal of organic waste in 2020 has not
been reduced by 50 percent of the level of disposal during 2014, the organic recycling requirements will
ex pand to cover complexes that generate two cubic yards (1 small dumpster) or more of commercial solid
waste per week.
What is green waste?
Green waste includes: yard waste, branches & twigs, flowers, weeds & roots, leaves, grass & plant
clippings and wood (non-painted, stained or oiled) & chips. Cactus or palm branches are not
cons idered green waste for recycling purposes.
What is NOT green waste?
Glass, metal, aluminum, plastic (bags, flower pots), rocks, dirt concrete, and treated or coated
wood (painted, stained, oiled)
Who is responsible for recycling green waste; the landscaper or the multifamily property?
Green waste must be recycled by the multifamily property owner. Typically, property owners use an
outside landscape company that includes disposal service. It is the property owner's responsibility to
verify that the landscape company is using a green waste recycling service.
Can I obtain green waste service through Waste Management? What container do I need? What size?
Waste Management, the city 's waste hauler, can provide a free audit to determine your green waste
recycling needs. Property owners can select containers based on the levels of service needed and space
constraints.
How can a Carlsbad multifamily property owners comply with green waste recycling?
Here are a variety o f ways for a multifamily property to comply.
@ Landscapers can be required to haul green waste collected from a multifamily property away to a
recycling location. Multifamily property owner/manager must verify that t he green waste is recycled.
@ Multifamily property owner can haul green waste from the complex to a recycling facilit y, or other
location that collects green waste to be recycled. Documentation must be submitted to the city
to verify recycling of green waste.
@ Multifamily property can have a dedicated container (provided by Waste Management) on site to
collect green waste from the property
The best option will depend on the unique circumst ances of each complex. Free waste assessments are
available to help property owners and managers determine how best to comply w ith the law. To s chedule
a free waste assessment, contact City of Carlsbad Recycling Program at 760-602-4 6 4 6 or by email at
recycle.trash@carlsbadca.gov.