Waste & Recycling Business Plan
Waste & Recycling Business Plan 2012-2014 1 Waste & Recycling Business Plan 2012-2014 Table of Contents 1.0 EXECUTIVE SUMMARY ..................................................................................................................... 1 2.0 ACKNOWLEDGEMENTS .................................................................................................................... 3 3.0 BUSINESS UNIT OVERVIEW .............................................................................................................. 4 3.1 Mission\Vision\Values ..................................................................................................................... 4 3.2 Organization Chart ........................................................................................................................... 5 3.3 History .............................................................................................................................................. 6 3.4 Accomplishments ............................................................................................................................. 8 3.5 Initiatives and Major Capital Projects in Progress ......................................................................... 11 4.0 ANALYSIS ........................................................................................................................................ 12 4.1 Financial Summary ......................................................................................................................... 12 4.2 Core Business and Service Levels ................................................................................................... 14 4.3 Performance Measures .................................................................................................................. 15 4.4 Key Customers and Stakeholders .................................................................................................. 19 4.5 Current Context ............................................................................................................................. 20 4.6 SPOT Analysis ................................................................................................................................. 22 5.0 STRATEGIC INITIATIVES & OPPORTUNITIES ................................................................................... 24 Waste & Recycling Business Plan 2012-2014 1.0 EXECUTIVE SUMMARY History of Waste Management in our Community The world of managing waste has evolved from its infancy in the early 1900’s to responding to a need for a clean community. Complaints of wind blow litter, on‐site fires and the scavenging contract drove City Council to take on the responsibilities for garbage collection in 1911. The 1970’s and the 1980’s brought attention to the need for protection of the environment in how ‘Dumps’ were managed. This resulted in the introduction of engineered “Landfills”. In the 1990’s the first concerns about environmental sustainability were voiced, resulting in the introduction of new recycling programs across Canada. In Lethbridge a commitment was made to ‘Recycling Depots’ in 1992. The traditional focus of waste management systems has been on collection and waste disposal. The current focus is on environmentally sustainable integrated waste management practices. Key Accomplishments There have been significant changes in the programs delivered by Waste & Recycling Services in the last 5 years. These changes include: The successful implementation of automated cart collection to 30,000 residential dwellings. The new program was implemented in two phases, first in 2006 and the remaining core area of the city in 2009. This was the first program change of significance since the introduction of the recycling depots in 1992. In 2008 the “Large Item Service” program was introduced to replace the traditional “Spring Clean Up Program”. Coinciding with the implementation of automated cart collection, the focus was placed on diverting leaf and yard organics from the landfill. In 2006, three unmanned yard waste drop off sites were created. These evolved to a single central, staffed yard waste site that opened in June of 2009. In the fall of 2009 a “Fall Leaf Collection Program” was launched. The curbside collection program provided residents with another option to divert leaves. In 2009 & 2010, billing practices were reviewed to ensure that the principle of equity and fairness was met in the billing model. This resulted in the introduction of a new fee, the “Waste Program Fee” and a central billing profile for residential customers that were receiving commercial waste collection. 1 Waste & Recycling Business Plan 2012-2014 In 2009 changes were made to “Downtown Core Collection” with the goal of having "Bin free alleys". In 2008 & 2009 changes were made at the Landfill to bolster operations during windy weather and to enhance the recycling area, scaling operations and landscaping features. This positioned the site to create an increased focus on supporting waste diversion. The site name was changed to the Waste & Recycling Centre to bring attention to its future direction of being more than a disposal site. A look to the Future The commitment in the next 5 years is to reverse the trend of the increasing rate of per capita disposal for Lethbridge. It will be necessary to focus attention beyond traditional waste collection and managing a disposal site to offering new programs that support the principle of “Reduce”, “Reuse” and “Recycle”. To do this a number of key strategies that will result in an increase in waste diversion and a reduction in the per capita disposal have been identified. The following 5 bold steps were developed and are proposed for implementation during the next budget cycle 2012‐2014. 1. Set waste diversion and waste disposal targets. 2. Develop a communication plan and strategy to ensure that residents understand the current program and are motivated to participate in new programs. 3. Develop a new financial model that will create incentives to change behaviors that result in increased diversion and reduced disposal. 4. Enhance curbside collection programs for residential customers. Expand the programs offered at the curb that create the convenience that is necessary to increase participation. 5. 75% of Lethbridge waste disposal originates within the commercial and business sector. Success in reducing waste disposal will only happen with participation from this sector. It is recommended that a strategy be developed to engage this sector 2 Waste & Recycling Business Plan 2012-2014 2.0 ACKNOWLEDGEMENTS The following individuals participated in the preparation of the Business Plan: 1. Dave Schaaf, Waste & Recycling Manager 2. Kevin Theodore, Waste & Recycling Operations Manager 3. Steve Rozee, Waste & Recycling Specialist 4. Juliane Ruck, Waste & Recycling Engineer 5. Andrea Vaxvick, Waste & Recycling Coordinator 6. Mary Hughes, Waste & Recycling Technician 7. Graeme Woods, Facilitator 3 Waste & Recycling Business Plan 2012-2014 3.0 BUSINESS UNIT OVERVIEW The Waste & Recycling Utility provides environmentally safe, time responsive, and cost effective collection, disposal and recycling services for over 85,000 residents and other commercial customers in Lethbridge. Approximately 130,000 tonnes of solid waste, 5,700 tonnes of recyclables and 750 tonnes of leaf and yard waste are processed annually at the Waste and Recycling Centre. Additionally, approximately 3,000 tonnes of residential recyclables are collected from seven recycling depots in the City and processed at a local facility. Traditionally the focus of waste management systems has been collection and waste disposal. The current focus is on environmentally sustainable waste management practices. Waste & Recycling Services has been developing programs that focus efforts on waste prevention and waste diversion. 3.1 Mission\Vision\Values Mission: The purpose of the City of Lethbridge Waste & Recycling Services is to provide the community with an integrated and sustainable waste management system so as to maintain a clean, healthy urban environment. Vision/Values: We will be an educated, accountable community, whereby residents and businesses expect and participate in sustainable waste management and reduce waste disposal. The vision will be achieved by: Practicing environmental stewardship principles in the management of solid waste Focusing firstly on waste prevention programs and secondly on waste diversion strategies in the event that waste is generated Creating and delivering innovative solutions and programs Providing exceptional value to customers Valuing employees, who are the most important resource and key partners in success 4 Waste & Recycling Business Plan 2012-2014 3.2 Organization Chart 5 Waste & Recycling Business Plan 2012-2014 3.3 History As early as 1889, rubbish was being carted to the south end of Lethbridge and deposited at a “nuisance ground”. Scavengers, windblown litter, on‐site fires and other nuisances caused complaints by residents and caught the attention of the Health Committee. Shortly after, residents were instructed to dispose of their rubbish in metal garbage cans. Due to shortfalls in the scavenging contract, the City decided to take over the sanitation responsibilities and started to provide garbage collection in 1911. Garbage hauling with horse‐drawn dump carts came to an end in 1918 and several garbage trucks came and went. In 1982, Lethbridge’s first attempt at automation was not successful. The plastic garbage containers were too lightweight and were blown away. The decision was made to discontinue the automated service. 1940’s During the early 1990’s, environmental sustainability became a major interest nationally. Behind that backdrop, City of Lethbridge waste management practices diversified. In September of 1992, five recycling depots opened in Lethbridge and other programs like the Christmas Tree Collection program, household hazardous waste roundups, Spring Chipping program and backyard composting were implemented. At the same time, the City was not successful in identifying a new City owned landfill location and the decision was made to purchase the Regional Landfill in 1999. In 2003, the City of Lethbridge took over direct control for site operations. Significant investments were made over the next 7 years to ensure environmental compliance and improve site operations. 6 Waste & Recycling Business Plan 2012-2014 In the following years electronic waste and paint recycling programs were implemented, the Large Item Service program replaced the Spring Clean Up program and residential garbage pick‐ up became fully automated. The City moved from three yard waste drop‐off sites to one manned centralized Yard Waste site, and a curbside Fall Leaf Collection Program was introduced. Yard Waste Recycling Site Yard Waste Recycling Site 7 Waste & Recycling Business Plan 2012-2014 3.4 Accomplishments Key accomplishments for Waste & Recycling Services over the last three years (2009‐2011) include: Waste Diversion In 2008 a ‘Waste Reduction Master Plan’ was completed. The master plan provides an assessment of the current city programs as well as options for future programs for residential and business customers. These new program would result in increased diversion rates. Opened a central, staffed yard waste site that replaced three yard waste drop‐off sites. Over the last years, the City’s yard waste management programs helped divert organic waste from the landfill and converted it into compost: o 110,000 kg yard waste in 2006 at three drop‐off locations o 315,000 kg yard waste in 2007 at three drop‐off locations o 660,000 kg waste in 2008 at three drop‐off locations o 750,000 kg waste in 2009 at new yard waste site Implemented a fall leaf collection program in 2009 and collected 125,000 kg. Made improvements to the Recycling Area at the Waste & Recycling Centre to make the area more customer friendly and to provide a one stop drop for recyclables and special waste. Billing processes were reviewed to ensure that all customers are being accurately billed. Billing inequities were identified with residential customers in duplexes, fourplexes, apartments and condos. Service fees were adjusted to account for waste and recycling services that are provided to them but not accounted for through the utility billing process. (e.g. Large Item Service, free Saturday landfill disposal, and recycling services). 8 Waste & Recycling Business Plan 2012-2014 Waste Collection Automated Cart Collection: o Successfully implemented automated cart collection for 30,000 residential dwellings, including 250 special needs program participants. o Program has high degree of acceptance from the community and has provided leadership to other municipalities as a Best Management Practice for waste collection. o The use of the 3 bag and 5 bag cart creates a limit on waste disposal volumes. o The user pay principle is supported by having a lower rate for the 3 bag cart customer o Fixed collection days are from Tuesday to Friday to avoid statutory holiday collection re‐scheduling. o Collection staff have a reduced risk exposure. They no longer have direct contact with waste which has resulted in a significant decrease in workplace injuries. In 2005 there were 120 Lost Time Days and Waste Operations accounted for 19% of the corporate Workers Compensation Board claims. In 2009 that was reduced to 1 Lost Time Day and less than 1% of the corporate Workers Compensation Board claims. o Re‐designed routes and redistributed workloads are based on input from collectors and City growth patterns. o Moving from a manual to an automated work environment allowed employees opportunities to develop different skill sets. For example, moving from a role of a manual waste collection to a role of customer care. Clean City Campaigns o Introduction of the “Large Item Service” to replace the traditional “Spring Clean Up Program”. The new program is a yearlong program that is more cost‐effective, promotes clean lanes, and creates more opportunities to divert waste. Large Item Service 9 Waste & Recycling Business Plan 2012-2014 o In 2008, 4300 tonnes of waste was collected and in 2009, 4100 tonnes was collected. In 2008 the program also diverted 50 tonnes of metal through the separate collection of white goods (washing machines, stoves, refrigerators, etc.), and 89 tonnes in 2009. o The “Large Item Service” creates a dedicated team of three full‐time staff to support other clean community initiatives. o Instituted a formal process to advance the clean lanes Clean Lane campaign. o Introduced “Downtown Core Collection” with the goal to provide bin free alleys. A total of 1000 bins were removed. Commercial customers were supplied with garbage carts suitable for automated curbside collection. o Increased opportunities for free disposal at the landfill. This is now a yearlong program. o Increased community participation in the Pitch‐In Program. Bin Free Alley Downtown Core Waste Disposal Enhanced the Waste & Recycling Centre to provide a one stop waste management location for residential customers and to reduce service interruptions during windy conditions. Enhancements include: o A transfer station and baler operation that allows business continuity by continuing to receive waste during windy weather o Improved relationships with neighbours o Enhanced customer service, e.g. dual scaling system to decrease wait times o Increased safety and convenience by implementing a separate drop‐off site for residents o Rebranded the site from ‘Landfill’ to ‘Waste & Recycling Centre’ to create a focus on the role of the site in supporting diversion programs 10 Waste & Recycling Business Plan 2012-2014 3.5 Initiatives and Major Capital Projects in Progress Waste & Recycling Services ‐ Current & Planned Capital Projects Name Capital Improvement Identifier Purpose of Project Landfill Master Plan 2008‐2017 E‐4 The Master plan will provide direction for future site development. This will include the staging of disposal cells, development of site infrastructure, provide options on managing landfill gas and leachate, investigate the application of new disposal technology as well as provide a future financial model to ensure that all disposal costs are fully funded. The project will also expand the site to ensure that there is 50 years of future disposal capacity. Waste & Recycling Centre Disposal Cell Development 2011‐2020 E‐7 As available landfill disposal capacity is used there is a requirement to develop new disposal cells to meet the immediate needs of the City and the region. The purpose of this project is to design and construct additional disposal cell capacity. Environmental Management 2011‐2020 E‐8 The City of Lethbridge owns two old landfill sites that at Closed Landfill Sites have minimal environmental protection measures. The generation of landfill gas and leachate can pose environmental risks if containment systems and management practices are not developed. During this project an environmental management system will be designed and constructed to protect human health and safety, and fulfill environmental compliance obligations. Gas Management System at Operating Landfill Site 2011‐2020 E‐9 Since 2009, landfills that emit over 50,000 tonnes of CO2 equivalent are required to report their emissions to Alberta Environment and Environment Canada. It is anticipated, that reduction requirements will follow the current reporting requirements for facilities that emit over 50,000 tonnes CO2 equivalent. Based on discussions with different consulting teams and considering the landfill site characteristics, the City anticipates the construction of an active landfill gas collection system in 2014. 11 Waste & Recycling Business Plan 2012-2014 4.0 ANALYSIS 4.1 Financial Summary Infrastructure Services Waste Services 2007 Actual Budget Summary 2009 2008 Budget Budget 2010 2011 2008-2011 Budget Budget Change Revenues Other Revenues 61,893 59,000 0 0 0 (59,000) Recovery from Capital Projects 13,923 16,000 16,000 16,000 16,000 0 Sales of Goods & Services 3,904,793 3,937,300 5,287,100 5,558,100 5,747,300 1,810,000 3,980,609 4,012,300 5,303,100 5,574,100 5,763,300 1,751,000 0 5,000 3,500 3,500 3,500 (1,500) Debt Payments 292,593 292,600 292,600 606,500 606,500 313,900 General Services 390,253 531,800 304,900 238,245 242,404 (289,396) 1,079,410 1,164,500 1,078,200 1,051,879 1,080,196 (84,304) 273,358 94,700 225,515 307,471 345,140 250,440 18,747 37,100 47,300 47,300 47,300 10,200 Expenses Asset Purchases Interdepartmental Transfers Materials & Supplies Other Personnel Reserve Transfers 59,814 57,200 348,335 199,435 164,335 107,135 Transfers to Capital (103,595) 0 0 0 0 0 607,063 676,600 761,300 815,900 870,700 194,100 Wages & Benefits 1,424,721 1,152,800 2,241,450 2,303,870 2,403,225 1,250,425 4,042,364 4,012,300 5,303,100 5,574,100 5,763,300 1,751,000 61,755 0 0 0 0 0 Utilities Total Waste Services 12 Waste & Recycling Business Plan 2012-2014 Infrastructure Services Recycling Services 2007 Actual Other Revenues Sales of Goods & Services Expenses Asset Purchases 2008-2011 Budget Budget Change 19,060 0 66,000 78,500 93,500 93,500 987,954 1,082,000 1,294,300 1,361,660 1,430,600 348,600 1,007,014 1,082,000 1,360,300 1,440,160 1,524,100 442,100 0 1,000 10,500 10,500 10,500 9,500 0 1,800 1,800 1,800 1,800 0 General Services 623,298 750,500 1,013,300 1,031,164 1,128,722 378,222 Insurance Premiums & Fees 0 2,000 2,000 2,000 2,000 0 Interdepartmental Transfers 317,842 340,400 308,000 354,621 373,503 33,103 4,599 1,000 22,700 7,700 7,700 6,700 0 (48,500) (26,125) 32,375 (125) 48,375 Materials & Supplies Transfers to Capital Wages & Benefits Total Recycling Services 2,069 0 0 0 0 0 67,139 33,800 28,125 0 0 (33,800) 1,014,947 1,082,000 1,360,300 1,440,160 1,524,100 442,100 7,933 0 0 0 0 0 Infrastructure Services Recycling Services 2007 Revenues Other Revenues 2011 Financial Charges Reserve Transfers Budget Budget 2010 Revenues Budget Summary 2009 2008 Sales of Goods & Services Budget Summary 2009 2008 Actual Budget Budget 2010 2011 2008-2011 Budget Budget Change 19,060 0 66,000 78,500 93,500 93,500 987,954 1,082,000 1,294,300 1,361,660 1,430,600 348,600 1,007,014 1,082,000 1,360,300 1,440,160 1,524,100 442,100 9,500 Expenses Asset Purchases 0 1,000 10,500 10,500 10,500 Financial Charges 0 1,800 1,800 1,800 1,800 0 General Services 623,298 750,500 1,013,300 1,031,164 1,128,722 378,222 Insurance Premiums & Fees 0 2,000 2,000 2,000 2,000 0 Interdepartmental Transfers 317,842 340,400 308,000 354,621 373,503 33,103 4,599 1,000 22,700 7,700 7,700 6,700 48,375 Materials & Supplies Reserve Transfers Transfers to Capital Wages & Benefits Total Recycling Services 0 (48,500) (26,125) 32,375 (125) 2,069 0 0 0 0 0 67,139 33,800 28,125 0 0 (33,800) 1,014,947 1,082,000 1,360,300 1,440,160 1,524,100 442,100 7,933 0 0 0 0 0 13 Waste & Recycling Business Plan 2012-2014 4.2 Core Business and Service Levels Waste & Recycling Services – Core Business & Service Levels Core Business ‐ Waste Prevention: Description: Service Level: Reduce the amount of waste that is generated by the residential and business sectors of our community. Providing education and promotion regarding source reduction and re‐use Promotion of on‐site organics management (including backyard composting and grass cycling) Development of community outreach programs ‐ Environment Week, Waste Reduction Week and Pitch‐In Week Core Business ‐:Waste Diversion Description: Minimize the amount of material being disposed of in the landfill. Service Level: Promoting recycling and providing Lethbridge residents with recycling depots that handle newspaper, cardboard, plastic, metal, and glass Providing opportunities for Lethbridge residents to safely dispose of household hazardous waste, electronic waste and paint Providing opportunities for Lethbridge residents to divert organics from the landfill, including a brush chipping program, a yard waste drop‐off site, a fall leaf collection and Christmas tree chipping program Participating in provincial stewardship programs on behalf of the community – electronic waste, paint and tire recycling Core Business ‐ Waste Collection : Description: Service Level: Collect waste from residential Providing Lethbridge residents with waste collection programs: and business customers for o Weekly curb side collection disposal in the landfill o Large Item Service o Free (Saturday) landfill disposal o Demolition bin rentals Providing Lethbridge’s commercial sector with waste collection services Clean community programming, clean lanes program, construction litter programs Core Business ‐ Waste Disposal: Description: Safe disposal for end of life waste materials. Service Level: Providing safe, cost‐effective, environmentally sustainable disposal services to the community and region Managing regulatory environmental compliance Managing stakeholder relationships 14 Waste & Recycling Business Plan 2012-2014 4.3 Performance Measures The performance of the business unit will be measured by creating performance measures in 3 main areas: Employee health and safety Environmental sustainability Clean community Employee Health and Safety: Waste & Recycling Services has an active Health and Safety Committee that is committed to creating a safer work place. Progress will be measured by monitoring lost time claims, lost time days, number of injuries and the number of Workman Compensation Board claims. The following graph represents the significant improvements that were made in loss time claims and loss time days over the last 20 years. Employee Health and Safety 16 250 Loss Time Claims Loss Time Days 14 200 10 150 8 100 6 Loss Time Days Loss Time Claims 12 4 50 2 0 0 Figure 1: Employee Health and Safety 15 Waste & Recycling Business Plan 2012-2014 Environmental Sustainability Waste & Recycling Services will be creating a new focus on the environmental sustainability aspect of providing waste management services to the community. This will be done by increasing community participation in the current waste diversion and waste prevention programs. This will also be achieved by developing new diversion programs for residential and business customers. In 2008 a Waste Reduction Master Plan was completed. This plan provides options for potential programs for residential and commercial customers. Progress will be monitored by measuring program diversion rates and per capita disposal rates. The disposal rates will be benchmarked against the 2010 target of 500 kg/capita established by Alberta Environment. The following graphs show residential waste diversion performance and per capita waste disposal. Residential Waste Diversion Rate Residential Waste Per Capita Residential Diversion Per Capita % Diversion 400 18% 350 16% 14% 300 12% 250 % Diversion Kg/Capita 10% 200 8% 150 6% 100 4% 50 2% 0 0% Figure 2: Residential Waste Diversion Rate 16 Waste & Recycling Business Plan 2012-2014 City of Lethbridge Per Capita Waste Disposal 1,600 Waste Disposal Per Capita AENV target of 500 kg by 2010 1,400 1,200 kg/ capita 1,000 800 600 400 200 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 Figure 3: Per Capita Waste Disposal in comparison to 500kg target set by Alberta Environment 17 Waste & Recycling Business Plan 2012-2014 Clean Community Waste & Recycling Services have a number of programs in place that will help achieve the outcome of a “Clean Community”. These programs rely on changing community behavior as well as community participation. The programs include the annual Pitch‐in challenge, promoting the concept of bagging all material whether it is in a garbage can, a large bin or an automated collection cart. Progress will be monitored by the level of community participation in the Pitch‐in challenge, lane audits and the Tidiness effort as measured by the Communities in Bloom program. The following graph represents the clean community indices. Clean Community 120% Municpal 100% Commercial 80% Residental 60% Tidiness Effort ‐ Communities in Bloom 40% In 2008, the City of Lethbridge was not evaluated by Communities in Bloom. 20% 0% 2002 2003 2004 2005 2006 2007 Figure 4: Clean Community Indices 2009 During the next budget cycle, Waste & Recycling Services will develop more benchmark material regarding reliability of service and infrastructure, capacity, economic service delivery, efficiency, customer satisfaction and environmental protection. 18 Waste & Recycling Business Plan 2012-2014 4.4 Key Customers and Stakeholders Waste & Recycling Services – Key Customers/Stakeholders Key Customers/Stakeholders City Council Summary of Perceived Needs or Expectations Residential Customers Continuity of existing programs Be informed and engaged in support of making strategic decisions To ensure that key stakeholders are engaged Programs that reduce the amount of waste generated Programs that divert waste from the landfill Timely, convenient, cost‐effective waste collection programs Programs that support a "Clean Community" Business Customers Cost‐effective waste collection programs Programs that divert waste from the landfill Landfill Customers Capacity for waste disposal for "end of life" materials Protection of the environment through environmental site compliance Service suppliers Other Stakeholders (Neighbours, Organizations, Regulator) Good business relationship (fair, reliable & managed risks) Rewards and recognition Clarity of roles and scope Maintain profitability Support their mandate Understand their perspective Engage in decision making process Establish roles, responsibilities and expectations 19 Waste & Recycling Business Plan 2012-2014 4.5 Current Context Waste & Recycling Services identified trends, political factors, economic climate factors, customer needs, uncertainties and other factors that influence decision, strategies, program success and operation of the business unit. All factors are presented below. BUSINESS UNIT AND INDUSTRY TRENDS: Community has seen a large number of waste and recycling program changes in the last 5 years Increased customer awareness on environmental issues City of Lethbridge is recognized as providing waste management leadership in the region Commercial sector is engaging in sustainable business practices to meet customers’ environmental concerns Relevant waste data and program monitoring results are incorporated into program design, customer education and stakeholder engagement Increase in industry and government driven stewardship programs Decreased demands for recycled commodities Waste generation and disposal rates are increasing Provincially and regionally cautions approach on environmental issues Increased alignment of environmental policy nationally and in North America POLITICAL FACTORS: ECONOMIC CLIMATE: Stable local economy with strong agricultural and governmental business sectors Landfill tipping fees are increasing in the global marketplace Lower recycling commodity prices internationally Financial accountability 20 Waste & Recycling Business Plan 2012-2014 CUSTOMER NEEDS: Convenient and reliable service There is an increasing trend for demand for higher levels of service and new programs combined with the willingness to pay for both Program awareness and information Access to Waste & Recycling Services staff Fairness and equity in billing structure Program stability Program evolution Future waste generation, disposal volumes and disposal capacity Community’s acceptance of program changes Community’s acceptance of rate increases to support new programs The best communication tool to reach the customer How aggressive future regulatory changes will be regarding greenhouse gases and construction and demolition waste GPS and mapping tools can improve hauling route efficiencies User pay model will evolve from volume to weight based systems Waste industry technology is becoming more sophisticated (e.g. optical sensors for sorting in recycling facilities) UNCERTAINTIES: OTHER FACTORS: (Technology, Facilities, etc.) 21 Waste & Recycling Business Plan 2012-2014 4.6 SPOT Analysis A SPOT analysis (Strengths, Problems, Opportunities, and Threats) helps to specify the objective of the business unit and to identify the internal and external factors that are favorable and unfavorable to achieve that objective. Strengths, Threats, Problems and Opportunities are presented below. Visible, appreciated and cost effective programs Program design provides customers with a number of options Good business unit credibility and valued services Good working relationship with stakeholders Ownership of Waste & Recycling Center (Landfill) and buffer land Passion of business unit members for their work and a “Can deliver” attitude PROBLEMS: Successful programs rely on strong customer participation Community perception of program value (cost versus willingness to pay and costs versus benefits) Program changes can exceed community’s capacity for change Customer acceptance and knowledge of programs Develop customers’ understanding of his/ her ownership responsibilities of waste generated Finding the best communication channels for our customers Measuring program performance in the commercial sector Few programs targeted at the industrial and commercial sector that generates 75% of the waste generated within Lethbridge Passive approach to by‐law enforcement STRENGTHS: 22 Waste & Recycling Business Plan 2012-2014 OPPORTUNITIES: Establish diversion targets and have more aggressive approach to program participation Increase diversion rates by developing new programs Understand and communicate the full cost of disposal Develop partnerships with the commercial sector. This will increase participation in diversion programs (e.g. homebuilders, waste haulers/ processors, retail sector) Improve communication, apply social marketing techniques and have community outreach programs to improve customer knowledge and awareness Focus on waste prevention over recycling (e.g. smart shopper – how we buy, encourage reuse, grass cycling, take it or leave it programs and paint exchanges) Stay engaged with regulatory agencies and industry organizations Regional economic issues can effect rate of change within programs Conservative value to environmental issues within Alberta Uncertainty in future regulations and “end of life” disposal costs Loss of key staff THREATS: 23 Waste & Recycling Business Plan 2012-2014 5.0 STRATEGIC INITIATIVES & OPPORTUNITIES According to the business unit’s mission to form an integrated and sustainable waste management system for a clean and healthy community the following 5 bold steps were developed and are proposed for implementation during the next budget cycle 2012‐2014. Waste & Recycling Services – 5 Bold Steps Bold Step Primary/Secondary Objectives 1. Set Waste Diversion and Increase waste prevention Waste Disposal Targets Increase waste diversion Reduce waste disposal Establish benchmarks to measure program performance against Alignment with ICSP/MDP Create community buy‐in Create corporate commitment Align with Alberta Disposal Targets 2. Develop a Consistent messaging Communication Customers understand their Strategy and Plan options Strengthen staff communications skill set Communication strategy made in Lethbridge for Lethbridge Key Stages/ Tasks Approval 2011 In 2012, background research and development of an implementation plan with stakeholder input, designed targets and recommendations for data collection improvements Council approval of targets in 2012 Approval 2011 In 2012, preparatory work including, discussions with Corporate Communications, scope, assess current practices, hire professional assistance In 2013, build strategy that includes communication templates, a matrix that matches communication tools to programs, identifies customer needs and barriers In 2013, test tools and develop implementation plan 24 Waste & Recycling Business Plan 2012-2014 Waste & Recycling Services – 5 Bold Steps Bold Step 3. Develop Curbside Diversion Programs Primary/Secondary Objectives Increase waste diversion Approval 2011 Reduce waste disposal Respond to community expectations Support diversion and disposal targets Preparatory work including, development of a project plan & a communication plan, stakeholder consultation, professional system analysis, and pilot design in 2012 Reduce greenhouse gases Extend life of landfill Council approval for Pilot & funding in 2012 Increase program participation and convenience Inform decision makers and educate the community about life cycle costs Implementation of 12 mo. pilot including procurement of trucks and carts and selection of pilot areas in 2012/2013 In 2014 reports results of pilot, incorporate decision into 3 yr operating budget (2015‐2017) & amend capital budget. Target implementation in 2015‐2017 4. Create a New Financial Model Key Stages/ Tasks Catalyst for community learning Increase waste prevention Approval 2011 Increase waste diversion Discourage waste disposal Change behaviours Achieve diversion targets Educate stakeholders In 2012, preparatory work including, development of a project and a communications plan, research of other communities, analysis to understand the true disposal cost, development of financial model options and evaluate associated risks In 2013 develop model for different sectors (commercial, residential and other municipal customers) Council approval to implement 2015‐ 2017 25 Waste & Recycling Business Plan 2012-2014 Waste & Recycling Services – 5 Bold Steps Bold Step 5. Develop an ICI (Industrial, Commercial and Institutional) Strategy Primary/Secondary Objectives Key Stages/ Tasks Increase waste prevention Increase waste diversion Reduce waste disposal Increase ICI sector participation Develop a long term working relationship with our ICI partners Approval 2011 In 2013, preparatory work including, research of other municipalities and current local practices and understanding the ICI motivators and barriers In 2014, building the strategy. The strategy will include, a stakeholder communication plan, a City leadership strategy, identification of champions, recognition events, assessment of infrastructure needs and a method for tracking ICI waste diversion. Implementation of the strategy will be in 2014‐2017 business plan cycle. 26
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