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(IC&I) Waste 3R Strategy
City of Ottawa, 2008. Diversion 2015: An IC&I 3R Waste Diversion Strategy for Ottawa.
Solid Waste Services Branch, Public Works &
Services, City of Ottawa
Copyright City of Ottawa, 2008
Acknowledgements:
The following firms undertook research,
analysis, and provided advisory services
in support of the preparation of this document:
GENIVAR
Jacques Whitford
Environmental Limited
Kelleher Environmental
Project management and document preparation
were carried out by:
Solid Waste Services
and the
Strategic &
Environmental Services Division of
Public Works &
Services Department
The City would like to thank the
Stakeholder Advisory
Committee
for the thoughtful advice and criticism
provided in the developmental stages of this
strategy.
City of Ottawa
Public Works & Services
Solid Waste Services Branch
110 Laurier Ave. W.
Ottawa, ON.
3.0
Goals 8
4.0
Objectives 8
5.0
Areas of Focus 9
6.0
Approach 11
7.0 Monitoring, Reporting, and Updating the
Strategy 13
8.0 Costs 13
1 – IC&I Waste Composition 9
2 – C&D Waste Composition 9
Whether at work or at home, we all generate waste.
The waste we generate at home is collected and managed, including recycling and disposal, by the City of Ottawa. Waste from industrial, commercial and institutional (IC&I) facilities such as schools, government and business offices, hospitals, retail malls, and restaurants collectively know as the IC&I sector, is managed by those entities using private contractors.
Waste generated in construction and demolition (C&D) activities, which is part of the overall IC&I sector, is also managed by the private sector and is included in this Strategy. C&D waste is generally categorised separately from IC&I waste as it has significantly different characteristics. C&D waste is included in the overall IC&I strategy presented here.
How much waste is there?
The total amount of waste generated in the City of Ottawa averages approximately 860,000 tonnes per year. Of this between 30% and 40% is from the residential sector and 60% to 70% from the IC&I sector (including C&D Waste).
It is estimated that less than 20% of IC&I waste is recycled in
some manner based upon 2004 Statistics Canada estimates. This compares to current residential
diversion rates of over 30% through%
through recycling programs. The
City has long-term plans and programs for increasing residential diversion
rates, such as composting of organic wastes however, without focussed effort
the same cannot be said about the IC&I sector.
The waste generated by the IC&I sector has a major impact on the City’s ability to plan for and manage future disposal capacity and careful planning is required in order to deal with it effectively.
What has the City done so far to Deal with IC&I Waste?
In order to address the need for IC&I diversion over the past several years the City has proactively undertaken several initiatives at the Trail Waste Facility to divert IC&I recyclables from disposal.
Despite these actions, landfills in Ottawa are under pressure. Expanding our IC&I waste diversion efforts is therefore, essential.
A long-term strategy is needed to stimulate waste minimization,
maximize diversion, optimize local landfill capacity, and create a sustainable
waste management system for Ottawa’s businesses, institutions, and residents.
The IC&I Strategy outlined in this document analyses the internal
and external factors that affect our ability to move forward with aggressive
diversion in the IC&I sector and outlines how the City proposes to address
them.
The regulatory framework affecting waste management in Ontario is complex and multi-jurisdictional. Regulation over the generation and management of IC&I waste occurs at all three levels of government.
Government of Canada
The federal government deals with the larger scale issues, which are more national in scope. The Government of Canada sets product standards that include specifications regarding the form and function of packaging and manufactured goods. Such laws may include requirements that particular goods contain a minimum percentage of recycled content; or, that the goods be made of a substance that can be recycled commercially; or that the packaging of the goods is not excessive. Their impact is less direct and geared towards long term waste reduction initiatives that will affect Canadian society as a whole.
They also deal with issues related to transportation of hazardous materials and cross border movement of waste.
Province of Ontario
The provincial government provides more direct regulatory control of waste management activities. The province regulates and controls the collection, transfer, processing, and disposal of waste through Certificates of Approval and licensing. Its control is over the form and function of waste management systems in the province.
The province does not track the amount of waste generated in the province, where or how it is processed, or plan for its long-term management. Rather, it focuses its efforts on the review, approval, and monitoring of all waste facilities; on regulating source separation amongst large-scale generators; and on designing systems to deal with problematic wastes (e.g. tires and waste electronics).
Municipal Governments
Municipal governments in Ontario are responsible for the collection, transfer, diversion, and disposal of residential waste, but not IC&I waste. In carrying out these responsibilities, municipal governments must ensure that there is sufficient long term capacity to process and dispose of residential waste, which can include the siting or contracting of landfills or other disposal capacity as well as development and operation of recycling, composting and other diversion programs.
Private Sector
The private sector plays a significant role in the management of waste in Ontario. In addition to providing contracted collection, diversion, and disposal services on behalf of municipal governments for several residential waste and recycling programs, waste service providers are the sole managers of IC&I waste, with the exception of smaller and remote municipal operations.[1]
Provincial
In 1994, the Province of Ontario adopted two regulations under the Environmental Protection Act, R.S.O. 1990 with the objective to minimize waste generation and maximize reuse and recycling in the workplace (i.e. IC&I waste).
O.Reg. 102/94, Waste Audits and Waste Reduction Work Plans requires owners of specific types and sizes of establishments to conduct waste audits, develop and implement waste reduction plans, and to update the audits and plans annually.
O.Reg. 103/94, Industrial, Commercial and Institutional Source Separation Programs requires owners of establishments listed in 102/94 to have source separation programs for specified wastes to ensure that those wastes are recycled.
The list of those affected includes larger facilities such as: hotels or motels with 75 units or more; office buildings with a floor area of 10,000m2 or greater; restaurants with annual sales of $3 million or more; large institutions such as hospitals, colleges and universities; as well as the construction and demolition industry depending upon the size of the project.
In 2006, the Ontario Ministry of the Environment (MOE) announced that it would take steps to improve compliance with the above regulations in order to meet its provincial target of 60% waste diversion by 2008. Compliance promotion and enforcement activities have increased significantly since then, and inspection results indicate that many businesses and institutions in Ontario are undertaking some form of waste recycling, but not to the degree required by the regulations, and not as part of an overall waste reduction work plan with dedicated staff and resources.
However, it is important to consider that:
For these reasons there is a role for the City to play in further encouraging and facilitating diversion amongst all businesses and institutions in Ottawa.
Municipal IC&I Approach
What Legal Authority does the
City have to control the IC&I Waste Stream?
A legal review of the Municipal Act, 2001 as amended by Bill 130, focused on the
City’s ability to legislate and control the IC&I waste stream, indicates
that the City has the authority to pass by-laws that impose requirements on
users of the City’s municipal waste management system. However, the City may not regulate and
control private, non-municipal waste management systems, except to the extent
that it affect’s the Municipality’s system.
Under the City of Ottawa Act, 1999, the City’s consent is required for the facilities for receiving, dumping and disposing of waste. The consent can require that certain conditions be met and/or compensation required. The exceptions, where the City’s consent is not required, include the services and facilities to deal with non-residential waste, or for facilities that were in place prior to December 31, 2000. The City can control what comes in to the public system through regulatory and financial means but cannot control the flow of waste to private sector operators.
This is the situation across the Province and typically municipal governments take a hands-off approach to the management of IC&I waste, leaving it up to the private sector to put programs and systems in place to competitively manage it.
Currently, the City of Ottawa receives IC&I waste at the municipal Landfills and offers the Yellow Bag program for collection from small business. The Yellow Bag program is offered on an as requested basis to commercial enterprises that generate waste of comparable materials and volumes to those of households. Currently there are approximately 150 businesses involved in the program. All other businesses and institutions contract with the private sector for waste collection, diversion, and disposal services.
The City can control what materials are disposed of at municipal facilities but the City’s only option to control the overall IC&I waste stream would be to take over the provision of waste management services to the IC&I sector. There are however, significant legislative, financial and economic, and logistic barriers to undertaking such a drastic change in municipal service provision.
Private Sector IC&I Approach
The private sector assesses the market place and addresses gaps in waste management services in a competitive manner. Traditionally, this has meant the provision of collection services, siting and operation of private sector landfills or transfer stations; and, the development of recycling facilities to accommodate commercially viable recyclables from the IC&I sector.
In all cases it is economics or regulation, which drives the private sector process. When waste materials have limited commercial value, the private sector limits recycling services or prices them accordingly[5]. Where there is insufficient demand for recycling due to the lack of regulatory requirements or the size of the local economy, the service will not be provided unless doing so can optimize use of other systems, such as the residential infrastructure, in an economic fashion.
The current approach to managing IC&I waste has led to a situation where the private sector is responsible for managing the overall system, for reacting to waste diversion requirements and for putting programs in place. This has led to a system where:
This strategy describes how the City proposes to address these issues.
3.0 GOALS
The primary goals in development of this strategy are:
In order to
maximize diversion, and meet these goals, a fundamental shift in mindset needs
to occur within the IC&I sector. A
change needs to occur in how waste businesses view waste that they generate.
Waste ceases to be
“garbage” and becomes a resource when someone is willing to take it or buy it
from the generator. The process by
which this occurs is a function of the quality and quantity of the material separated
from the waste stream, and the proximity to viable markets. When businesses begin to think of waste as a
commodity, they are more willing to invest time and resources into maintaining
the quality of the product and preparing it for market.
Unfortunately,
processing systems and markets do not exist in Ottawa for all recyclable
materials, even if this mind shift were to occur. Stimulating market development and ensuring market availability
for recyclable materials then becomes an important part of any long-term waste
diversion strategy.
The City can
attempt to facilitate the market development process by banning materials from
disposal and making diversion mandatory.
These initiatives do however require a reasonable notification and
implementation period to be successful.
The business community, if given a reasonable timeframe and a suitable
financial framework will then respond with the set up of appropriate
systems. In addition to fostering waste
diversion, such measures can also stimulate business development and job
creation.
However, when we
consider:
·
The City’s limited legal ability to manage and control the IC&I
waste stream and related systems;
·
The availability of private sector landfills both within and outside of
the City, and private sector transfer stations shipping waste out of the City,
all of which are outside of the City’s control; and,
·
The significant economic and logistic barriers to the City taking over
control of the IC&I waste stream.
The City’s ability
to direct and control the overall IC&I waste management system is minimal.
A realistic and
sustainable IC&I waste management strategy must therefore focus on those
portions of the system that are within the City’s direct control and on areas
where the City can have some influence.
The approach needs to address maximizing diversion of materials that are
present in the largest volumes and for which viable markets exist or can be
readily established.
4.0 OBJECTIVES
Our overall objectives can be summarised
under the following major categories:
Through provision of education, training, and technical assistance programs to the IC&I Sector.
Through the use
of financial controls at our own facilities, lobbying other levels of
government for legislative changes, working with the Private Sector such that
similar controls are in place and development of public recognition programs to
promote IC&I diversion success.
Working with the
waste service sector on the range of services needed to meet waste collection
and processing requirements and work with the Private Sector on facilitating
development of markets for recyclable materials.
Through the use of appropriate regulatory
and financial tools to control access to the Municipal system to ensure
that Ottawa businesses and institutions are able to operate on a level playing
field with respect to the City’s management of solid waste and to use
regulatory and financial tools to stimulate market development for recyclable
materials.
Through a comprehensive in-house waste diversion plan and the
championing of solid waste diversion issues at the municipal, provincial, and
national level.
Through focus on waste streams that represent significant volumes of
waste, or materials for which diversion programs can be readily and affordably
established, specifically: paper products; blue box materials; organics;
asphalt shingles; gypsum board; and clean wood, and to work on market development
in order to ensure viable long term markets for recyclable materials.
5.0 AREAS
OF FOCUS
Where will the City focus their efforts?
The City will need
to focus on addressing the areas within our control and on influencing those
areas outside of our control.
The initial focus
will be on implementing controls designed to maximise diversion from disposal
at our own facilities, such that IC&I waste delivered to the City owned
facilities, or collected from City owned or operated facilities must meet our
regulatory requirements for separation, diversion and disposal.
Once regulatory
restrictions are in place at the City’s landfills this may have the effect of
diverting more material away from the City’s facilities, to private sector
facilities outside of the City’s control.
While this approach may seem to go against broader environmental goals,
since the regulation of private facilities is outside of the City’s control, it
transfers the focus to an economic process.
As the cost of shipping increases local private facilities will begin to
focus on local options, which will result in increased focus on waste diversion
to preserve capacity at their facilities.
Eventually, when a
situation arises where these facilities are no longer available the IC&I
sector will then need to comply with the City’s requirements for waste
separation and diversion, before waste can be delivered to our facilities,
ultimately accomplishing the purpose we have set out to.
The focus of our
efforts will be on the materials present in the largest volumes and with viable
markets, this includes:
§
Paper including:
o
Old Corrugated Cardboard (OCC);
o
Mixed Paper; and
o
Old Newspaper.
§
Blue Box Materials:
o
Plastic bottles;
o
Aluminium; and
o
Ferrous metals.
As the City’s
composting programs develop and the organics composting facility is in place, steps can be taken and programs can be developed for:
§
Kitchen Organics, in the following
sectors:
o
Accommodation & Food Services;
o
Health Care & Social Services;
o
Retail Food Stores; and
o
Educational Facilities.
As Markets develop
for C&D materials, steps can be taken and programs can be developed for:
§
C&D:
o
Asphalt Shingles,
o
Metals,
o
Clean Wood,
o
Gypsum Board.
Figures 1 and 2
illustrate the percentage of the waste stream that each material represents.
Figure
1 – Ottawa IC&I Waste Composition, estimate
Figure 2 – Ottawa C&D
Waste Composition, estimate
Diverting 75% of
the paper, blue box, and organics in the IC&I portion of the waste stream,
and 75% of the shingles, metal and wood waste contained in the C&D waste
stream will achieve the targeted diversion rate of 60% of the combined waste
stream. To exceed that level will
require a shift in focus to materials of smaller volume or that are more
difficult to separate for recovery.
Eventually, a point will be reached where the cost to divert certain
materials will far exceed the benefits to be derived (i.e. the Law of
Diminishing Returns).
6.0 APPROACH
In order to
achieve measurable success in waste diversion we have developed a Strategy that
consists of three distinct, yet overlapping Phases:
Phase 1 –
Gathering information and Demonstrating Leadership
Phase 2 –
Promoting, Enabling & Mandating Diversion
Phase 3 –
Maintaining a Level Playing Field
Phase 1 – Gathering
Information and Demonstrating Leadership
Gathering Information
One of the
difficulties encountered during the preparation of the Strategy is the
significant information gap that exists in quantifying the level of diversion
activity currently underway in the IC&I Sector. Existing data collection
tools do not provide sufficient information to allow us to accurately assess
IC&I activities.
As a result one of
our key areas of focus will be to gather better information regarding IC&I
waste generation, diversion, and disposal trends in the City and to put in
place systems to keep the information updated.
This will involve
the following key activities:
§
Establish a Waste Service Providers Advisory Group;
§
Review and update the current waste management facility Consent Program
to capture information on waste flow into, through, and out of the City;
§
Provide assistance to businesses and institutions interested in
conducting waste audits and sharing their findings; and
§
Confirm local baseline waste generation and diversion rates in our
current dynamic environment.
Demonstrating Leadership
The City of Ottawa
has almost 14,500 employees, owns over 900 buildings and facilities that occupy
almost 1.2 million m2 of space. The City also manages waste
collection from public spaces (e.g. city parks, transit stations, and
sidewalks.)[6] As a corporation, however, while the City
has a diversion program in place, the diversion level, which is currently
approximately 25%, can be improved, as can our in-house recycling efforts to
address areas not currently covered. As
the driver of the IC&I strategy, it is essential that the City demonstrate
leadership by optimizing recycling at its various facilities and sites.
Toward that end
the City will need to develop plans and programs to expand our efforts,
including providing appropriate levels of service in public spaces.
Working with the
various City Committees, Departments and Agencies that have jurisdiction over
City buildings, facilities and programs, the following key activities will be
undertaken:
§
Confirm current programs, diversion rates and levels of service in City
facilities;
§
Establish target levels of service by facility type;
§
Install or modify recycling systems and review collection contracts and
approach to address service gaps;
§
Promote diversion at City facilities to staff and visitors;
§
Implementation of recycling at events held in municipal facilities and
parks;
§
Develop a plan for recycling at OC Transpo sites including bus stops;
and
§
Develop a plan for recycling in parks and public rights-of-way.
Phase 2 – Promoting,
Enabling & Mandating Diversion
The process of
promoting, enabling and mandating diversion consists of 5 key steps and
involves the gradual introduction of non-regulatory and regulatory measures on
a material-by-material basis to restrict delivery of commercially recyclable
wastes to City owned landfills or other disposal outlets. The five-step approach involves:
5 Steps |
|
Description |
|
|
|
Step 1 Promote & Educate |
|
Inform IC&I
waste generators of the importance of waste minimization and diversion, of
their regulatory obligations, and of opportunities to increase
diversion. Work with haulers and
private sector operators to standardize data collection methods and
structure. |
|
|
|
Step 2 Facilitate Diversion |
|
Provide IC&I
waste generators with tools and information that will help them to improve
their diversion rates, and use strategic partnerships to expand the scope of
diversion services, including material markets, available in Ottawa. Promote the Yellow Bag program and work
with Haulers to develop/expand appropriate collection programs for
recyclables. |
|
|
|
Step 3 – Implement Differential Tipping
Fees |
|
Use financial
incentives including imposing a surcharge at the municipal landfills on loads
containing specific recyclable materials.
Work with the Private sector to maintain similar fee structure. |
|
|
|
Step 4 Mandate Diversion |
|
Require
mandatory source separation of those recyclable materials with available
markets. Work with Private sector
service providers to enact similar requirements. Use the Municipal Consents program where possible to address
requirements for new and/or expanded facilities within the City. |
|
|
|
Step 5 – Impose Ban at City Landfills |
|
Prohibit the
disposal of specific recyclables at municipal landfills in Ottawa and work
with private sector facilities to mirror the City’s approach. |
The value of this
approach is that it allows individual waste streams (e.g. mixed paper and
metals) to be addressed separately according to the volume, ease of diversion,
program availability, and whether viable markets exist. In some cases, such as blue box material and
office paper, the City can move quickly through the steps or actually skip some
steps, as there is a well-established history of diversion with local
processing facilities and markets in place.
Appendix A provides details on the status of programs for various
materials as well as the timing for moving through the 5-step process.
Phase 3 – Maintaining a
Level Playing Field,
Once key elements
of this strategy are in place, the impact on diversion rates will depend upon
the degree to which Ottawa’s businesses and institutions make use of and comply
with the City’s diversion policies and programs. The regulatory approach proposed in this strategy places all
IC&I facilities on a level playing field when it comes to the use of City
facilities and programs.
As previously
mentioned, the movement of material away from the City’s facilities as the
City’s regulatory requirements become more stringent is highly likely to occur.
While implementing mandatory diversion
addresses the requirement at City facilities, it will not on it’s own address
the impacts of this movement of material to private sector facilities and the
potential poor participation in waste diversion initiatives set up by the
City. Eventually however, when a
situation arises where the private sector facilities are no longer available
the IC&I sector will then need to comply with the City’s requirements for
waste separation and diversion in order to use our facilities.
At that point
achieving and maintaining diversion targets will require compliance monitoring
and enforcement. A visible and
meaningful compliance monitoring and enforcement program is important for three
reasons:
§
It provides waste processors (markets) with some assurance that
investments made to support increased diversion will be worthwhile;
§
It provides a level playing field amongst Ottawa’s businesses and
institutions, and a willingness to comply; and
§
It serves as a deterrent to those that typically do not participate
unless penalized for non-compliance.
The specific
design of the compliance monitoring and enforcement program and any associated
requirements, will be undertaken as part of the finalization of the strategy
after public consultation and during the development of an overall
implementation plan.
7.0 MONITORING,
REPORTING & UPDATING OF THE STRATEGY
Significant effort
and investment will be required to achieve the goals and objectives of Diversion 2015. The targets and projections contained herein
are based upon best estimates of population and employment growth and available
waste characterization and volume data, which may change over time. Ongoing review and assessment will be needed to
monitor and quantify the progress towards the diversion goal, as well as to
ensure that the approach and methods employed are appropriate and achieving the
desired results. Development of data
collection and management strategies in the early stages of the process will be
important in order to accurately assess progress.
The strategy has been developed with a goal of achieving 60% diversion by 2015. Each year from now until 2015 a report will be prepared for Council outlining the status of diversion efforts and the progress towards the 60% target, along with the program and budget for the next year’s activities.
In order to
measure the effectiveness of waste diversion efforts, changes in the waste
stream will be tracked over time. The
primary method of measurement will be the overall reduction in tonnes of
IC&I waste disposed in the City and the associated reduction in per capita
waste disposal when compared to 2007 levels.
8.0 COSTS
Implementation of
this strategy will require significant investment over time. In return for this investment, the diversion
of IC&I waste from disposal will increase from approximately 17% to 60% by
2015.
Upon approval of
the strategy, a budget will be prepared each year as part of the annual work
plan and report to Council, with the first budget to be tabled as part of the
City’s 2009 budget.
IC&I waste
generators will also incur costs as a result of this strategy, particularly
where they have limited or no recycling services in place, where separation and
segregation of waste is required for recycling and where there is limited space
to facilitate waste separation.
However, it is expected that over time the cost to recycle will be less
than the cost for disposal. Once the
initial investment is made in setting up systems and programs we expect that
businesses will experience an overall reduction in their costs as they move
away from managing “garbage” towards managing “recyclables”. Some recyclables can already be hauled free
of charge when quantities are large and market conditions are favourable,
further there are already some financial incentives for delivery of clean loads
of separated materials to recycling facilities.
An initial estimate
of $1,000,000 for the first three year of the program has been prepared based
on the following assumptions:
· An allowance for production and distribution of outreach information and undertaking any associated activities each year for 3 years. There are approximately 26,000 businesses of varying sizes in the City and not every one can be visited in the first 3 years of the program, as a result a combination of direct mail, telephone surveys and personal visits by staff will be employed. The goal will be to contact each and every business in the City within the first 3 years in some way to ensure they have information and tools to advance their waste diversion efforts.
· An allowance for outside support form consulting firms to assist in development of tools and surveys, as well as to assist in efforts associated with facilitating market development.
The implementation plan prepared using input from stakeholders at the end of the consultation process will address the adequacy of the estimated funding allocation and staffing levels proposed.
Appendix A – Overview by
Material
Material |
Estimated Tonnage 2005 |
Percentage of Whole |
Availability
of infrastructure & services |
Level
of Awareness |
State
of the market |
Regulatory
Status |
Current
approach at Municipal facilities |
Proposed
timing |
Old Corrugated Cardboard |
64,000 |
15% |
Readily
Available. 95-gallon carts, 6 or 8
yd3 front-end containers, roll-off bins or cardboard compactors. |
Widespread
amongst retail malls and major outlets.
Less known amongst small business owners |
Good Market. Number of Haulers, providing
services. One local processor. Significant variability in costs reported
by IC&I generators. |
O. Reg. 103/94
requires OCC to be recycled by various larger sized IC&I generators |
Restricted from
disposal. Surcharge of 100% on mixed
loads. Bunker available on-site for
separation of small loads. |
Ban from disposal
at City facilities Jan. 1, 2010. (Step 5) |
Mixed Paper & Old Newsprint |
143,000 |
32% |
Readily
available. 95-gallon carts, 6 or 8
yd3 front-end containers, roll-off bins. |
Widespread
amongst office buildings and institutions.
Less known amongst other generators. |
Good Market. Number of Haulers, providing
services. One local processor. Significant variability in costs reported
by IC&I generators. |
O. Reg. 103/94
requires Fine Paper and Newsprint to be recycled by various larger sized
IC&I generators. |
Restricted from
disposal. Separation requested. No Surcharge on mixed loads. |
Differential
tipping fees for mixed loads Jan. 1, 2009.
Ban from disposal at City facilities Jan. 1, 2010. (Step 5) |
Blue Box Materials |
106,500 |
22% |
Readily
available. 95-gallon carts, 6 or 8
yd3 front-end containers, roll-off bins. |
Widespread
amongst many IC&I generators surveyed. |
Good Market. Number of Haulers, providing
services. Significant variability in
costs reported by IC&I generators. |
O. Reg. 103/94
requires certain restaurants and hotels/motels to recycle Aluminium, glass,
steel and PET. Only large
manufacturers are required to recycle LDPE / HDPE and polystyrene. |
Restricted from
disposal. Separation requested. No Surcharge on mixed loads. |
Differential
tipping fees for mixed loads Jan. 1, 2009.
Ban from disposal at City facilities Jan. 1, 2010. (Step 5) |
Material |
Estimated Tonnage 2005 |
Percentage of Whole |
Availability
of infrastructure & services |
Level
of Awareness |
State
of the market |
Regulatory
Status |
Current
approach at Municipal facilities |
Proposed
timing |
Metals |
17,000 |
8% |
Available
provided metals are separated from other waste. Range of services offered for collection (various sizes of
roll-off containers) |
High level of
awareness reported during consultation, metals have high value in the
marketplace. |
Good
marketplace. IC&I generators are
charged for collection/haul although price of this commodity is high. |
O. Reg. 103/94
requires large construction and demolition projects (over 2,000 m3) to
recycle steel. |
Restricted from
disposal. Separation requested. Generally well separated due to high
value. |
Differential
tipping fees for mixed loads Jan. 1, 2009.
Ban from disposal at City facilities Jan. 1, 2010. (Step 5) |
Clean Wood |
51,000 |
23% |
Many outlets will
accept wood for processing. Haulers
offer range of services for collection (various sizes of roll-off containers) |
High level of
awareness reported during consultation. |
Good marketplace
with many options for clean wood processing.
A number of waste service providers will collect wood wastes. |
O. Reg. 103/94
requires large construction and demolition projects (over 2,000 m3) to
recycle clean wood |
Separated loads
of clean, untreated wood can be chipped and used on site. Nothing in place for loads if mixed
wood. Possible pilot scale program
under investigation |
Work on Market
development for treated wood.
Differential tipping fees Jan 1, 2011, ban from Disposal Jan. 1, 2012.
|
Organics |
70,000 |
16% |
Not readily
available. |
Generators have
less knowledge/awareness or organics diversion options. When surveyed only one IC&I generator
reported having organics collection. |
Poor market
currently. Few haulers, providing
services. |
No regulated
requirement for organics diversion by IC&I sector. |
No programs in
place. Composting facility for City
organics under development. Programs
for IC&I organics can be developed once facility is in place. |
Differential
tipping fees starting Jan. 1, 2011.
Ban from disposal at City facilities Jan 1, 2012. |
Material |
Estimated Tonnage 2005 |
Percentage of Whole |
Availability
of infrastructure & services |
Level
of Awareness |
State
of the market |
Regulatory
Status |
Current
approach at Municipal facilities |
Proposed
timing |
Asphalt Shingles |
31,000 |
14% |
No current
programs in place |
Limited. |
No current
options for processing shingles.
Competitive marketplace needs to develop. |
O. Reg. 103/94
does not require diversion of asphalt |
No current
programs in place for asphalt shingles.
Possible pilot scale program under investigation. |
Work on Market
development. Differential tipping
fees Jan 1, 2012, ban from Disposal Jan. 1, 2013. |
Gypsum |
18,000 |
18% |
Not readily
available. |
Generators have
less knowledge/awareness or gypsum diversion options. Only one IC&I generator surveyed
reported diverting gypsum. |
Poor market
currently. Few haulers, providing
services. Currently the only
processor is located in Oakville, necessitating long haul of gypsum for
diversion. |
O. Reg. 103/94
requires large construction projects (over 2,000 m3) to recycle gypsum. |
No current
programs in place gypsum. Some
investigations have been done by the private sector. Local market development required to
reduce haulage costs to Oakville. |
Work on Market
development. Differential tipping
fees Jan. 1, 2013, ban from Disposal Jan. 1, 2014. |
[1] Ottawa
is an exception, with two sizable municipally owned landfills that accept waste
from the IC&I sector.
[2] Source: 2001 Statistics Canada, NAISC for Ottawa.
[3] Ibid, estimate based upon
number of businesses with 5 or fewer full-time employees.
[4] Source: MOE, March 28, 2008.
[5] High prices can render
recycling unaffordable.
[6] Source: RPAM and HR, May 2008.