MODULE 1 WASTE STRATEGY PLANNING DR DARREN PERRIN

MODULE 1 - WASTE STRATEGY PLANNING DR DARREN PERRIN

MODULE OUTLINE The aim / learning outcome of this module is to “Develop a practical understanding of what a Waste Strategy is and some of the key concepts, stages and tools required to produce, deliver and review a waste strategy and plan for future infrastructure. ” • What is a strategy and development stages • What support tools are available to support the process • Triangulated approach to waste and resource management • Key concepts of behaviour change

MODULE 1 - WASTE STRATEGY PLANNING TRIANGULATION DR DARREN PERRIN

WHAT IS WASTE? • A disregarded material which varies in terms of: • • Material composition e. g. Paper, glass, metal, . . Size Shape Density Proportion of biomass Embodied energy e. g. GCV, Chemical composition e. g. ash, chlorine. Ability to cause harm? “One persons rubbish is another persons resource” “If you can’t measure it, you can’t , manage it”

WHAT IS STRATEGIC WASTE PLANNING? A process of defining a strategy, or direction, and making decisions on allocating resources to pursue this strategy, including capital and people. The approach can be summarised as: • Vision: What/where do we want to be? • Strategy: What is the plan to get there? • Tactics: What are the specific actions we will take?

TRIANGULATED APPROACH?

POLICY AND DRIVERS • Policy will drive or “force” change • Implemented through • Legislation • Economic Instruments • Voluntary Agreements

INFRASTRUCTURE • Consider implications of strategy and infrastructure needs • Different infrastructure and interactions • Collection • Treatment and Disposal • Alternate Waste Treatment (AWT) • AWT not the answer, but possibly part of a strategic solution Avoid AWT Minimise Recycle

INFRASTRUCTURE • Range of waste technologies available • • Clean and Dirty MRF MBT / BMT MHT Conventional Mass Burn Energy from Waste Gasification Pyrolois Anaerobic Digestion / In-Vessel Composting • Need to: • Define the strategic purpose • Consider the economic viability • Consider the public perception

INFRASTRUCTURE STRATEGIC PURPOSE • • • Align with your current / future strategy Vision and Objectives? Supports targets? Relationship to existing infrastructure? Affordability ? Political acceptability / Community acceptance

INFRASTRUCTURE STRATEGIC PURPOSE • • • Reduce the mass and volume of waste? Produce an end product: • Quality Compost ? • Recyclables ? • High end value recyclables ? Pre-treat the waste to produce a feedstock for another process? • RDF ? • SRF ? Generate and export power or heat? • Electricity? • Heat / Steam ? • Biogas ? • Synagas ? Stabilise the waste prior to disposal to landfill? Maximise the life of landfill assets?

INFRASTRUCTURE – ECONOMIC VIABILITY Profit = Income ($) greater than Cost ($)

• Variable Costs • Staff Costs • Maintenance and repair costs • Utilities (Water, Gas, Electricity, Chemicals, Waste) • Other variable charges ? ? • Affordability • Self Funded • PPP • ?

INFRASTRUCTURE – PUBLIC PERCEPTION Perception. “Members of the Dovesdale Action Group are opposed to the plan amid fears of "toxic" waste and roads congestion”. Dovesdale spokesman Stewart Weir said: "This is the first public protest we will have staged against Scotgen's proposals but there will be many more planned. We apologise in advance for any inconvenience this demonstration may cause. But it will be nothing compared to the damage done to this area should this plant ever start operating, or should there ever be an incident involving one of the vehicles transporting this waste. "

PERCEPTION IS EVERYTHING……. . Or

BEHAVIOURAL • Engagement, information and education are central to the successful implementation of a strategy • Demonstrate to industry, commerce and the public the value and benefit of recycling i. e. why recycle? Or a AWT technology solution • Behavioural change a key factor in achieving desired outcome

BEHAVIOUR CHANGE • 3 complementary approaches • Change by: • • • Managing supply (providing infrastructure) Managing demand (someone tells us to change) Voluntary behaviour change (helping people to help themselves)

THE IMPORTANCE OF COMMUNICATION ? • Exercise – ‘Copy Me’ - 10 mins 1. Back to back - One way instruction – 4 mins 2. Back to back - Two way communication – 3 mins 3. Side by side - Work together – 2 mins

THE IMPORTANCE OF COMMUNICATION ? • Empowering people – making them feel that they can make a difference • Reduces opposition to new or different service • Can increase how many people use system and how well they use it • Uses local knowledge and expertise • Early identification of local issues/grievances • Two way communication

RECYCLING SPECTRUM

POSSIBLE BARRIERS TO RECYCLING • Unsure of collection day and forget to put it out • Don’t understand which materials to recycle • Recycling bin too full • Different container returned • Have not got time • Storage • Lack of appreciation for recycling • Too difficult • Don’t want to clean things • Not my problem / lack of ownership

POSSIBLE MOTIVATORS • Convenience • Financial Incentives • Being appreciated • Understand the benefits of recycling and composting • Contribution to environmental improvement • Peer pressure

CHANGING VALUES AND HABITS People at different stages of thought depending on subject: Message Types Pre-contemplation Knowledge Values Contemplation Ready for action Habit Action Maintenance Different approaches may be required for each step Motivation Instruction Reinforcement

INTERACTIVE METHODS “Tell me, and I’ll forget. Show me, and I may not remember. Involve me, and I’ll understand. ”

RELIABLE DATA • Waste data is the starting point for the development of appropriate strategies to deliver waste services and infrastructure • Informs performance and compliance monitoring / reporting • Reduces risk, increases certainty • Important to understand waste composition and waste generation rates • Has to be fit for purpose • “If you can’t measure it, you can’t manage it”

MODULE 1 - WASTE STRATEGY PLANNING PROCESS DR DARREN PERRIN

IMPACT TO OPPORTUNITY Reducing Harm on Public Health and Environment Assess Operations Record Waste Generation and Destinations Identify Hazard and Assess Risk Waste Management Plan Strategic Waste Planning

KEY POINTS TO CONSIDER. . . • • • Clear “Vision” Data Resources Political Support Partnerships and networks Identification of Stakeholders & Consultation Risk assessments Drivers (cost, social, environmental, compliance) Timing Links to other plans

EXAMPLE WASTE STRATEGY STRUCTURE

NEEDS TO “KNIT” TOGETHER Define Vision Statement Identify key targets that will measure if this “Vision” is being achieved Identify themes which reflect the strategic purpose and direction Set objectives under each “theme”; the actions required to achieve the objective and KPI’s / targets that measure if the actions/objectives have been achieved

DEFINING THEMES

STRATEGIC FRAMEWORK SMART objectives

STRATEGIC FRAMEWORK [insert name] Regional waste strategy (2013– 21) Version / Date : Approved by : [insert vision statement] Theme Objective Theme 1 e. g. Avoidance and waste reduction 1. 1 1. 2 Theme 2 Target e. g. To reduce waste 1. 1. 1 generation to 450 kg /capita by 2021 1. 1. 2 e. g. Achieve waste generation levels of 525 kg / capita by 2015 1. 1. 3 e. g. Achieve waste generation levels of 475 kg / capita by 2019 1. 2. 1 [insert rows for as many targets as required] [insert rows for as many objectives as required] 1. 2. 2 1. 3. 1 2. 1. 1 2. 2. 1 Theme 3 3. 1. 1 Theme 4 4. 1 3. 4. 1 Theme [x] [insert rows for as many themes as required] [x] e. g. Achieve waste generation levels of 500 kg / capita by 2017

ACTION PLAN [insert name] Regional waste strategy (2013– 21) Version / Date : Approved by : Theme 1 e. g. Avoidance and waste reduction Objective Action Detail of action Who is responsible? Timescale for delivery 1. 1 A Replace household kerbside 240 litre bins with 40 litre bins for general waste collection Design food waste reduction education campaign Contract manager End of July 2017 Council education officer April 2016 Detail of action Who is responsible? Timescale for delivery e. g. To reduce waste generation to 450 kg /capita by 2021 B 1. 2 Theme Objective 3 Theme Objective [x] Action

PROGRESS REPORTING [insert name] Progress Report Version / Date : Approved by : Headline Progress and Achievement Statement: 1. 1 1. 2 1. 3 2. 1 2. 2 [x] e. g. To reduce waste generatio n to 450 kg /capita by 2021 Detail of action Complete ? Discussion of achievement to date New / subsequent actions required based on achievement Target achieved? / on track to achieve? 1. 1. 1 Yes A Replace household kerbside 240 litre bins with 140 litre bins for general waste collection Ongoing 60% of council area now on 140 litre bins Need to source alternative supplier to meet target and 100% rollout by July 2017 1. 1. 2 Behind B Design food waste reduction education campaign Yes Campaign been live since November 2014 ahead of schedule No further action 1. 1. 3 On track 1. 1. 4 On track Actions Target Objective

WHERE ARE WE TODAY ? • Population and demographic information • Current and planned waste and resource recovery collection and processing systems • Waste tonnage data, including: • historical waste trends and projections • key performance indicators • waste composition • Waste and resource recovery collection, processing and disposal contracts • Governance, policy and legislation • Stakeholders

TOOLS - UNDERSTANDING YOUR CONTEXT SWOT (Strengths, Weaknesses, Opportunities and Threats) Strengths • X • X Opportunities • X • X Weakness • X • X Threats • X • X

TOOLS - UNDERSTANDING YOUR CONTEXT

WHERE DO WE WANT TO GO? • • Clear, consulted, strategic vision Information, Data Target setting Gap analysis

TOOLS – UNDERSTANDING ASPIRATION Organisation Spectrum Exercise In groups: • Where your organisation is ‘Now’ • • 2 minutes Where you think your organisation see itself / wants be in the future • Leadership and Innovation Good Practice Risk Management 2 minutes Compliance

WHAT DO WE NEED TO DO? • Develop Options • Assess Options • Cost • Diversion • Environmental impact • Social • Score Options • Weighting • Relative Importance

OTHER POINTS TO NOTE IN OPTIONS ANALYSIS • • • Condition of existing infrastructure and future life Flexibility and compatibility of infrastructure options Unintended consequences Political context Affordability Alignment with existing operations Availability of suitable sites Approvals process Timeframe from idea to operation can vary significantly • • • Waste Transfer Station 2 -4 years Landfill 7+ years AWT 4 -6 years can be 20+

PROCESS……. Options Assessment Waste Strategy Define Vision Baseline Review Targeting Setting Define Objectives and Priorities Action Planning Define Criteria Understand solutions to meet criteria Assess, infrastructure and behavioural change requirements required Implementation Stage Technology / Infrastructure Procurement process (EOI, PQQ, ISOS, ISDS etc) Behavioural change programmes Introduce systems

STRATEGY MODELLING PROCESS Regional Profile • Population • Households • Sociodemographics • Geography Waste Generation • Quantities • Composition • Growth profile Collection Systems • • Availability Design Presentation Effectiveness Baseline Position Mass Flow / Infrastructure • Transfer, treatment and disposal infrastructure • Material flows • Mass, Cost, Impact

STRATEGY MODELLING PROCESS Regional Profile Waste Generation • +/- waste qty • +/ • Change populations composition • +/- households Collection Systems Mass Flow / Infrastructure • +/- Change coverage • +/participation • +/- recognition • +/- number of materials • +/- number of facilities • +/- facility performance • Change waste flows • +/- cost Options Assessment

STRATEGY MODELLING PROCESS • • • Option ‘n’ Option ‘n Collection Systems Waste Generation Regional Profile • • • Option ‘n’ Option ‘n’ Option ‘n Mass Flow / Infrastructure • • • Option ‘n’ Option ‘n

STRATEGY MODELLING PROCESS • • • Option ‘n’ Option ‘n Collection Systems Waste Generation Regional Profile • • • Option ‘n’ Option ‘n • • • Option ‘n’ Option ‘n’ Option ‘n Mass Flow / Infrastructure • • • Option ‘n’ Option ‘n = Scenario X = Scenario ‘n’

MULTI-CRITERIA ASSESSMENT

IMPLEMENTING ACTIONS • How the strategy aims and objectives will be met • Action Plans • How • Who • When • Review and ongoing monitoring of Action Plan • How • Who • When

IN SUMMARY • • Understand your context Have a clear vision Be prepared (rubbish in = rubbish out) Consultative approach Set achievable goals Focused strategy = live document Consider in light of infrastructure assessment Approach • Vision: What/where do we want to be? • Strategy: What is the plan to get there? • Tactics: What are the specific actions we will take?