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Underused Kingman recycling pilot running a $147,000 deficit; council weighs marketing push or cancellation
Summary
The recycling program launched Oct. 2 processed 114 loads through December, generated $812 and carries about $147,000 in one-time costs plus ongoing operating costs estimated at roughly $265,000 yearly. Council members debated aggressive marketing and a six‑month review versus ending the pilot; staff will include the program in March solid‑waste rate discussions and report back at the May budget session.
Kingman — City staff told the City Council on Jan. 27 that the curbside/drive‑up recycling pilot launched on Oct. 2 has underperformed against use and revenue expectations. Staff said the program is open Thursday through Saturday (8 a.m.–2 p.m.), charges $7.50 per load (reduced from an original $7.53), and through December had 114 loads and about $812 in revenue against roughly $147,000 in one‑time program costs (equipment, containers and a baler that was ordered).
Staff characterized the pilot’s recurring operating costs as about $265,000 a year if the program were continued without change, with labor representing the largest component. The presentation noted the city currently covers staffing by using overtime among existing employees while hiring plans and part‑time positions are completed; staff said the contracted baler was obtained for under $30,000 but has not yet been delivered and the vendor will not accept a return if the city cancels after delivery.
Council debate split between members urging an aggressive marketing and outreach push — including ribbon cuttings, community outreach through the Clean City Commission and more digital promotion — and members urging the city to "cut our losses" and consider ending the program. Staff said they will ramp up marketing and return a status report during the May budget work session; solid‑waste rate recommendations that would address program subsidies are scheduled for March.
Staff noted constraints on revenue generation: the program’s RFP limited acceptable commodities to those that could yield revenue, and that narrow list plus strict condition requirements reduces participation. Staff also said they will explore operating‑cost adjustments (fewer staff hours or different staffing models) before proposing permanent changes.
