DRAFT Waste Management and Minimisation Plan. Prepared by Ōpōtiki District Council

Transcription

1 DRAFT Waste Management and Minimisation Plan Prepared by Ōpōtiki District Council April 2018

2 Prepared by: Approved by: Contact Details 09/04/2018

3 Contents Foreword 1 Part A: The Strategy Introduction What happens with our waste? What is waste and why is it a problem? Why do we need a plan? What does the plan have to contain? Other relevant strategies and plans The structure of our plan Ōpōtiki s vision, goals, objectives and targets Our vision Tangata whenua worldview of waste management Goals and objectives Targets What we have considered The waste situation Long term and global considerations Summary of national and regional waste situation and activities Our district Composition of waste to landfills Material diverted from landfill Waste minimisation performance Key issues Part B: Action plan Introduction Considerations Council s intended role Action Plan Monitoring evaluating and reporting progress Monitoring and Reporting Funding the plan Funding local actions Funding regional, sub-regional and national actions iii DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

4 8.3 TA Waste levy funding Part C: Supporting information A.1.0 Glossary of Terms A.2.0 Waste Assessment /04/2018

5 Foreword This is Ōpōtiki District Council s second Waste Management and Minimisation Plan (WMMP). It sets out how Council believes we, as a community, should be managing and minimising the waste in the district not just household waste, but the waste that comes from our businesses and industries too. This is something that we are required to do at least every six years under the Waste Minimisation Act, which came into force in The first part of the process is to produce a new Waste Assessment, which pulls together all the information we can access about what waste is produced in the District, and where it currently goes. From this information, we can identify the key areas where, as a District, we could be managing or minimising waste better. For this new draft WMMP, Council is proposing to continue with the vision from the previous plan: Towards Zero Waste Ōpōtiki was once of the first places in New Zealand to truly embrace the idea of Zero Waste and to design our collection services to help the community move towards Zero Waste. It is important to remember that Zero Waste is not a target it is an approach and a philosophy that guides our decisions. This vision is supported by a number of more specific goals and objectives. To further our progress along the path to Zero Waste, Council has developed a new action plan for waste management and minimisation over the next six years. Some of the key areas we plan to address include: Looking for improvements that could be made to the kerbside collection service Supporting regional projects investigating organic waste management options, and better regulation of the waste industry Continuing to lobby for improved product stewardship Working with iwi, industry, and the community to meet the waste management and minimisation challenges that the aquaculture industry and associated harbour development will bring Improving our data collection so that we understand better where waste is coming from and what it is Council needs to hear from the community to know whether you agree with our proposed approach and actions. Some waste management and minimisation issues are also included in the draft LTP. Your comments and thoughts are invited and appreciated, and will be considered as we develop the final version of the WMMP. 1 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

6 Part A: The Strategy 09/04/2018

7 1.0 Introduction This Waste Management and Minimisation Plan (WMMP) sets out Ōpōtiki District Council s plans for managing waste in our community. It has been prepared in accordance with the requirements of the Waste Minimisation Act 2008 (WMA). 1.1 What happens with our waste? Ōpōtiki district sent just over 1,700 tonnes of waste to landfill in In addition, there were large amounts of waste sent to cleanfill, and a significant (but unknown) quantity of waste that was disposed of on farms. It is likely that part of this waste could have been recycled or composted instead. Rubbish collected at the kerbside contains around a third of food waste which could be separated and managed locally to create a product that could be used on orchards and farms. Around 2,000 tonnes of material are diverted from landfill through recycling or recovery, either through Council s collections and resource recovery centres, or through private companies. 1.2 What is waste and why is it a problem? Most of the things we do, buy and consume generates some form of waste. This not only costs money when we have to throw things away but, if we don t manage it properly, it can cause problems with the environment and with people s health. In this WMMP, terms like rubbish, recycling, and waste will be used that may not be familiar to you or may mean something different to the way they are used here. Definitions are provided at the end of this draft WMMP in Appendix A.1.0. The Waste Minimisation Act defines waste as: material that has no further use and is disposed of or discarded The Act also describes waste minimisation as reducing waste and increasing the reuse, recycling, and recovery of waste and diverted material. Diverted material is anything that is no longer required for its original purpose, but still has value through reuse or recycling. For example your empty drink aluminium can is waste to you, but is worth money to metal recycling companies and so becomes diverted material if it is recycled. Our WMMP covers all solid waste and diverted material in the district, whether it is managed by council or not. This does not necessarily mean that Council is going to have direct involvement in the management of all waste but there is a responsibility for Council to at least consider all waste in the district, and to suggest areas where other groups, such as businesses or householders, could take action themselves. Liquid and gaseous wastes are not included except where they interact with solid waste systems. This includes hazardous wastes like chemicals and the outputs from wastewater treatment plants. 1.3 Why do we need a plan? Managing waste and ensuring good outcomes for the community can be a complex task. We need to look after the environment, take care of people s health, and make sure that this is done 3 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

8 at an acceptable cost to the community. To achieve these outcomes will require all parts of the community to work together. City and district councils have a statutory role in managing waste. Councils are required under the Waste Minimisation Act 2008 (WMA) to promote effective and efficient waste management and minimisation within their city/district. A key part of doing this is to adopt a Waste Management and Minimisation Plan (WMMP). Councils also have obligations under the Health Act 1956 to ensure that our waste management systems protect public health. This WMMP sets the priorities and strategic framework for managing waste in our district. Once the plan is adopted, the actions will be carried forward into our long term and annual plans to ensure the resourcing is available to deliver the plan s goals and objectives. In line with the requirement of section 50 of the WMA, our WMMP needs to be reviewed at least every six years after its adoption. Councils may elect to review any or all aspects of the Plan at any time prior to this, if they consider circumstances justify such a review. The previous WMMP was adopted in 2012 and most of the actions contained in the plan have been completed. 1.4 What does the plan have to contain? The plan must meet requirements set out in the Waste Minimisation Act, including to: Consider the Waste Hierarchy which sets priorities for how we should manage waste (see figure 1) Ensure waste does not create a nuisance Have regard to the New Zealand Waste Strategy and other key government policies, which emphasise reducing harm and improving the efficiency of resource use Consider the outcomes of the Waste Assessment (this is a review of all information that we have about the current waste situation in Ōpōtiki, including rubbish from households and businesses) Follow the Special Consultative Procedure set out in the Local Government Act (2002). 09/04/2018

9 1.4.1 The waste hierarchy The waste hierarchy refers to the idea that reducing, reusing, recycling and recovering waste is preferable to disposal (which in New Zealand usually means a landfill). The waste hierarchy can be shown like this: Figure 1: The Waste Hierarchy Source: 5 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

10 1.5 Other relevant strategies and plans As well as aligning to Council s LTP and Annual Plans, the joint WMMP must also support or align with other strategies and plans. Relevant government policy for local government over the current term and the last two terms ( ) has focused on the following areas: fiscal responsibility, transparency and accountability; efficiency; through service reviews, joint working, and amalgamation; sustainable procurement, with a particular focus on innovation and partnership working; and economic growth. Other key strategies related to waste include the New Zealand Waste Strategy which has two goals to reduce harm, and to improve resource efficiency. The Bay of Plenty Regional Waste and Resource Efficiency Strategy (2015), and the national New Zealand Waste Strategy (2010). The Bay of Plenty regional document has a vision of working together towards a resourceefficient region. The regional strategy recognises waste as a resource, and includes five goals: to protect our communities, land, water and air from harmful and hazardous wastes; to encourage resource efficiency and beneficial reuse of wastes that create sustainable economic growth in the region; to work together to encourage and support innovative affordable solutions, with a preference for local solutions; to reduce waste to landfill; and to promote consistent regulation and compliance monitoring requirements. As active members of the Waikato and Bay of Plenty Waste Liaison Group and the Bay of Plenty Waste Advisory Group, Ōpōtiki District Council will seek to support the regional waste strategy through our waste management and minimisation activities. 09/04/2018

11 1.6 The structure of our plan This plan is in three parts Part A: The Strategy: This contains the core elements of the strategy including vision, goals, objectives, and targets. It essentially sets out what we are aiming to achieve, and the broad framework for working towards the vision. Part B: Action Plan. The action plan set out the proposed specific actions to be taken to achieve the goals, objectives, and targets set out in Part A. Part B also sets out how we will monitor and report on our actions and how they will be funded. Part C: Supporting Information. This part contains the background information that has informed the development of our WMMP. Most of this information is contained in the Waste Assessment, which is included in Part C. 7 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

12 2.0 Ōpōtiki s vision, goals, objectives and targets This section sets out what we want to try and achieve through our plan. It has been developed after listening to the views of people in our community, considering how we can work best together, and taking into account all of our obligations. Council wants to hear your views on the proposed direction for waste management and minimisation in the Ōpōtiki district. 2.1 Our vision Towards Zero Waste This vision reflects the aspirations of the Ōpōtiki district community. Ōpōtiki committed to a zero waste approach in 1998, and this has been reflected in the changes and improvements made to services and facilities since this time. Council feels that this is still an appropriate path for the district to follow. Zero Waste is an approach and a way of thinking about waste, not a target. One way of thinking about zero waste is Zero Waste Waste Nothing if there is a way that we can reduce, reuse, or recycle the things we no longer want rather than disposing of them to a landfill, then we should be choosing these options. Other key aspects of zero waste include: Council and community working together to have a positive impact on the local economy and the local environment Cleaner production businesses finding better ways to do things, or to make or process products that use less resources and therefore create less waste and other negative impacts on the environment Reducing the amount the community as a whole spends on waste management through waste reduction. The Council and community have already achieved significant results in working towards the vision of zero waste. However the challenge now is to reduce the amount of waste going to landfill further over the period of this WMMP. 2.2 Tangata whenua worldview of waste management This vision aligns with tangata whenua principles such as kaitiakitanga and mauri, taking an integrated view of the environment and aiming to protect land, air and water from the possible negative impacts resulting from the inappropriate management of waste. Traditionally, tangata whenua societies produced only organic wastes which could be managed by returning these to the land. In modern times, this is no longer possible due to the increase in volumes and a shift to non-organic and potentially hazardous waste types. Kaitiakitanga, mauri, and the waste hierarchy are seen as an aligned set of principles that support our vision of minimising the amount of waste we send to landfill. 2.3 Goals and objectives Our vision will be realised through achieving a set of supporting goals and objectives set out in the table below. In some areas it makes sense for councils to collaborate to gain efficiencies, share risk and achieve greater outcomes for our communities. Where it aligns and makes sense, Ōpōtiki District 09/04/2018

13 Council will work with other territorial and regional councils, private and community sectors, and central government to achieve shared goals and objectives. Goal 1: A community committed to reducing, reusing, and recycling and minimising waste sent to landfill Code [Council] Objectives (CO) CO1: Provide sustainable services that are cost-effective to the community as a whole CO2: Improve collections and facilities so that more material, and a wider range of items, can be diverted from landfill CO3: Prioritise other waste reduction, reuse and recovery & recycling initiatives which align with other council objectives such as social & business development; and environmental protection CO4: Council and community work together where possible to implement projects, to maximise understanding and appreciation of waste management and minimisation, and gain benefit from community knowledge and energy CO5: Promote, encourage, and emphasise reduction, reuse and recycling Goal 2: A community that considers, and where appropriate implements, new initiatives and innovative ways to assist in reducing, reusing and recycling wastes Code [Council] Objectives (CO) CO6: Process and manage wastes locally wherever feasible and cost-effective CO7: Investigate and implement new services, facilities, or other initiatives that will increase the amount of waste reduced, reused, or recycled CO8: Council will work closely with commercial entities to identify opportunities to better manage non-household waste streams Goal 3: Minimise environmental harm and protect public health Code [Council] Objectives (CO) CO9: Consider the environmental impact and public health implications of all waste management options and choose those which are cost-effective to the community, while also protecting environmental and public health 9 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

14 2.4 Targets Currently there is not a great deal of certainty about the data available regarding waste quantities and types in the district, and therefore it is difficult to set meaningful targets. Council intend to implement the national waste data framework and work to improve the quality of data held over more waste streams. Once better data is available, Council will undertake further benchmarking and set targets for the remainder of the term of the WMMP on this basis. 09/04/2018

15 3.0 What we have considered In preparing this WMMP we have taken into account a wide range of considerations including the following: Information on the waste we generate and manage in our district Projections of how our population and economy might change over time Development plans for aquaculture, harbour development and associated activities Resident surveys and feedback The waste hierarchy Public health Tangata Whenua worldview on waste The potential costs and benefits of different options to manage our waste The detail of the above information is contained in the Waste Assessment (and other supporting documentation) which is presented in Part C. We have also taken into account a large number of plans, policies and legislation and their requirements. These include the following: The Waste Minimisation Act (WMA) 2008 The Local Government Act (LGA) 2002 The Hazardous Substances and New Organisms (HSNO) Act 1996 The Resource Management Act (RMA) 1991 The Health Act 1956 The Health and Safety at Work Act 2015 Climate Change (Emission Trading) Amendment Act 2008 The New Zealand Waste Strategy (NZWS) Waste Assessments and Waste Management and Minimisation Planning: A Guide For Territorial Authorities (2015) Regional Policy Statement for the Bay of Plenty Region (2015) Bay of Plenty Regional Waste and Resource Efficiency Strategy (2013) The Council s Long Term Plan Further information on the above plans, policies and legislation and how it has been considered in the formulation on this plan is contained in the Waste Assessment. 11 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

16 4.0 The waste situation 4.1 Long term and global considerations There is increasing awareness of waste issues globally, for example with the issues of plastic waste in the oceans, the amount of food that is wasted, and recently with the role of China in the global recycling markets becoming more uncertain. While consumption and populations continue to grow, waste management and minimisation will continue to be an important issue locally and globally. 4.2 Summary of national and regional waste situation and activities The management requirements in New Zealand for landfills have become stricter, and operating landfills has become more expensive, partly due to the regulations, and partly due to extra costs like the $10 waste disposal levy and the inclusion of landfills in the New Zealand emissions trading scheme. Apart from a decrease during the global financial crisis in 2011 and 2012, the amount of waste sent to landfill in New Zealand has been increasing fairly rapidly. We are now sending a third more waste to landfill than we did back in 2009 when the waste disposal levy was introduced. With the change of government in late 2017, it is now more likely that there will be changes made to national regulation and tools such as the landfill levy, which is currently $10 per tonne, product stewardship schemes, and the emissions trading scheme. There may also be more work done on the lack of data in New Zealand, following on from previous projects that focused on municipal waste going to landfills. A national project focusing on farm waste is in the final stages, with trials of various options taking place around the country. The outcomes of these trials will be important for Ōpōtiki district, with so much farming activity in our area. The Waikato and Bay of Plenty Waste Liaison Group have already worked together on a number of collaborative projects. The most recent of these involved the production of a template for Waste Assessments and WMMPs (which have been used to develop our documents) and the development of standard wording for solid waste bylaws. Possible future regional or cross-regional projects include implementation of licensing and data collection, a facilities strategy, and work on food waste. 4.3 Our district In 2016 just over 1,000 tonnes of waste were disposed of to a Class 1 landfill in 2016 from Council s services like the kerbside rubbish collection, and facilities such as the Ōpōtiki resource recovery centre. Another 700 or so tonnes was sent to landfill through private rubbish collections, demolition waste collections, or other waste collections such as medical waste services that are not managed by Council. A total of approximately 17,000 tonnes of solid waste from Ōpōtiki were disposed of to land in the last year. This includes other waste that does not go to Class 1 landfills which is where most household waste goes. Waste disposed of at Class 2-4 landfills (like cleanfills) made up approximately 47% of the total, and was equivalent to nearly one tonne per person (this is mainly inert construction and demolition waste like dirt, concrete, etc.). Farm waste makes up the second largest part of waste to land, and accounts for approximately 43% of the total. 09/04/2018

17 An estimated 425 tonnes of waste was sent to landfill by private collectors. Around 2,000 tonnes of waste was recovered in 2016 mainly through recycling, with most of this 1,700 tonnes coming through Council s services and facilities. 4.4 Composition of waste to landfills There is no composition data available for residual waste from the Ōpōtiki District. Estimates of composition for kerbside waste have been made based on existing national data. Figure 2: Estimated Composition of Waste to Landfill Nappies and sanitary Non-ferrous metals Ferrous 1% metals 2% 11% Textiles Glass 4% 3% Rubble 2% Putrescibles (green) 9% Timber 1% Potentially hazardous 1% Paper 14% Plastics 12% Rubber 0% Putrescibles (kitchen) 40% One study has shown that about 35% of the rubbish picked up in the kerbside rubbish bag collections is food waste. 4.5 Material diverted from landfill Although we are throwing away about 1,700 tonnes of material into landfills each year, we are recovering nearly 1,700 tonnes each year as well. Material that is recovered from landfill is called diverted material. Most of the Council recycling is green waste, glass, and metal. Significant amounts are also recovered of wood, concrete and rubble, cardboard, and paper. A number of other materials are recovered such as plastics, aluminium cans, electrical/electronic waste, tyres, Gib board, and used furniture and textiles. An additional estimated 425 tonnes is recovered through private collections and systems. 4.6 Waste minimisation performance The services provided by Council currently show a 51% diversion rate (although only 9% of the total waste stream). When compared to other councils, the amount of waste sent to landfill per person each year is very low at 204kg. However, the amount of recycling collected at the kerbside from households is also low at 58kg per person each year. The last WMMP included targets relating to waste going to landfill, and recyclables materials with a 10% improvement in each over the 2011 figures. The table below shows these figures for 2011 and the most recent figure, with the % improvement. 13 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

18 Table 1: Progress against waste reduction targets from the previous plan Measure 2011 Latest % improvement Residual waste disposed of to landfill 1,100 1,070 3% Recyclable materials collected at resource recovery centres (including kerbside recycling) 1,431 1,662 16% This shows that the target for increasing the amount that is recycled was achieved and was actually well exceeded. The target for reducing waste to landfill however was not Projections of future demand The population in Ōpōtiki is projected by Statistics NZ to decline in the future, but these projections do not take into account the potential impact of significant economic development initiatives that are underway. Revised projections that do take these factors into account suggest a 30% increase in population over the next 10 years in the Aspirational scenario. Projections which take into account the impact of economic development initiatives can be used to future demand for waste management services. The outcome of the future demand projection is shown in the chart below. Figure 3: Projections for Waste to Class 1 Landfill and Recovery ,000 4,500 4,000 Tonnes per annum 3,500 3,000 2,500 2,000 1,500 1, High Med Low 09/04/2018

19 4.7 Key issues The Waste Assessment looked across all aspects of waste management in the district, (including some of the data presented in this section), and identified the main areas where we could improve our effectiveness and efficiency in managing and minimising waste. Local council issues: issues under council s area of control are: 1. Kerbside recycling: Increasing the capacity of the kerbside recycling collection, so that householders are able to have the majority of their recycling collected at the kerbside. 2. Food Waste: Food waste is likely to represent a large proportion of the waste being landfilled. This is potentially the biggest opportunity to improve diversion. 3. Rural waste: This includes households that live in rural areas. Rural properties currently do not receive council kerbside collections. While a kerbside collection is not necessarily a cost-effective way to provide a service, it may become economical to provide service to more rural properties in future. 4. Farm waste: while originating in similar locations to rural waste, farm waste is usually very specific types of material and requires specific management. These include things like silage wrap, drench and farm chemical containers, leftover chemicals, vetinary supplies etc. Estimates suggest that there could be substantial quantities of farm waste in the district, and we need to make sure this is well managed. 5. Aquaculture/harbour development: this is likely to result in new and increased waste streams requiring management in the district. 6. Disposal and other infrastructure: disposal facilities are likely to become more limited in availability, and more expensive. 7. Kerbside refuse: Residents currently report a number of issues with dog strike resulting in litter and difficulty in collecting the rubbish. 8. Data and Monitoring: due to the lack of a weighbridge, data relating to kerbside collections is largely estimated. Composition data is not widely available. Little is known about non-household waste streams, other than the waste which passes through Council s collections or facilities. Addressing these issues is a key focus of the WMMP. Regional/Sub-regional issues: Other significant issues have been identified where regional or sub-regional co-operation is likely to improve outcomes, for example: 1 Product stewardship; particularly for medical waste 2 Targeted education & engagement; particularly around rural and construction and demolition waste 3 Infrastructure capacity, particularly around understanding market influences 4 Regional cooperation on regulation, especially licensing of waste operators and data collection 5 Food waste management 15 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

20 These issues are discussed in a little more detail below: 1. Product Stewardship (producer responsibility) Waste streams such as e-waste, tyres, and agricultural chemicals and their containers require central government to activate product stewardship and other regulatory mechanisms in order to achieve better waste management outcomes. Councils are likely to have greater influence on achieving product stewardship by presenting a unified voice. Medical waste is also an area where working together is likely to achieve better results. As home based healthcare is increased across the region, medical waste issues will increase. Working together provides the best opportunities to support DHBs to establish a medical waste product stewardship scheme to support those utilising home healthcare. 2. Targeted education & engagement Providing consistent messaging across the region will support education and behaviour change outcomes. As communities often cross district and city boundaries, consistent education and engagement messages are more effective when implemented over a wider area. In particular: Targeted messaging to the rural sector and businesses involved in C&D Encouraging markets for recovered materials 3. Infrastructure capacity Benchmarking, identifying gaps in infrastructure provision (particularly around food and C&D waste) and developing a better understanding market influences at a regional level is likely to benefit all councils. 4. Regulation licensing and data collection Following on from the development of standard clauses for solid waste bylaws, there is now potential for councils to cooperate at a regional or cross-regional level to implement parts of the bylaw. This particularly applies to the provisions relating to licensing of waste operators and data collection. 5. Food waste Food waste collections are increasingly becoming a priority work area for councils all over New Zealand, as the next significant waste stream to divert from landfill. There is potential for councils to work together in designing and implementing food waste management systems in a more cost-effective way. Council will use its influence, and work collaboratively with regional and national organisation to address these issues. 09/04/2018

21 Part B: Action plan 5.0 Introduction The following action plan sets out how Ōpōtiki District Council intends to work towards the vision, goals, and objectives, and address the issues outlined in Part A of the WMMP. The action plan aims to set out clear, practical initiatives that Ōpōtiki District Council will implement, either on our own or jointly. While the action plan forms part of the WMMP, they are intended to be useful living documents that can be regularly updated to reflect current plans and progress. Under the WMA the plans can be updated without triggering the need for a formal review of the WMMP, as long as the changes are not significant and do not alter the direction and intent of the strategy as set out in Part A. These changes would be made as part of the annual planning process. 5.1 Considerations This action plan is a strategic document outlining high level intentions for actions to meet our obligations under the WMA. Further work will be required to determine the costs and feasibility of some projects, which may impact how, when or if they are implemented. Detailed assessments of some actions will be carried out prior to their implementation. In some instances, the delivery of the actions set out in this action plan will depend on the development or amendment of contractual arrangements with providers. The nature of these contractual arrangements cannot be pre-empted and may impact the nature, timing or cost of these projects. 5.2 Council s intended role The Council intends to oversee, facilitate and manage a range of programmes and interventions to achieve effective and efficient waste management and minimisation within the district. The Council will do this through our internal structures responsible for waste management. We are responsible for a range of contracts, facilities and programmes to provide waste management and minimisation services to the residents and ratepayers of Ōpōtiki district. In addition, the councils in the Bay of Plenty region will continue to work together to deliver the vision goals and objectives set out in this plan. One of the avenues through which collaboration may be facilitated is through working with the BOPLASS (Bay of Plenty Local Authority Shared Services), an organisation that we belong to, which has been set up to take action where working together makes sense. 17 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

22 6.0 Action Plan Regulation Reference & Title Solid waste Bylaw Regional licensing and data collection project Description Review existing bylaw to ensure alignment with any changed services, and incorporate standard clauses as appropriate Work with other council and agencies such as BOPLASS to support the implementation of any regional approach to licensing and data collection New or existing action Timeframe Funding Contribution to Targets New 2018 Minimal General support rates New 2018 Minimal rates General support Illegal dumping Continue to take enforcement action against those that dump rubbish where possible Existing Ongoing Rates General support Rationale: While Ōpōtiki District Council has a solid waste bylaw, this may need to be updated to ensure it is aligned with any changes to services and management options. While the bylaw is being reviewed and updated, the opportunity is taken to incorporate the standard template bylaw wording wherever possible to ensure consistency across the Bay of Plenty and Waikato regions. This will maximise Council s ability to take part in subsequent regional or cross-regional projects. Data Reference & Title Description New or existing action Timeframe Funding Contribution to Targets Develop a data Develop a data strategy that is New 2018 $15k - General support and guides 09/04/2018

23 strategy that is aligned with the national waste data framework aligned with the national waste data framework to ensure that Council is collecting accurate and appropriate data to use in future waste assessments. This may involve carrying out SWAP composition studies, and/or negotiating the use of a weighbridge to collect data on the quantity of wastes from kerbside rubbish and recycling collections. $25k levy funding future actions Rationale: Better data on a wider range of waste streams will enable Council to better prioritise waste management and minimisation activities in future, and to benchmark against other local authorities. Communications Reference & Title General education and engagement Expand education and engagement activities Specific education and engagement relating to any service Description Continue to provide information on services and waste minimisation generally to householders, appropriate to their situation Build on existing information provision, particularly through social media and community engagement channels If kerbside collection services or other services are changed/new services are offered, more intensive and specific information material New or existing action Timeframe Funding Contribution to Targets Existing Ongoing $5k per General support annum rates New Ongoing Minimal General support New As required $5-8k, depending on scope of change levy General support and specific support of any service changes 19 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

24 changes will be required. funding Rationale: the community needs to understand the motivations and reasons for actions Council takes, and how they can support these. When/if services are changed or new services are introduced, a one-off campaign will be needed to ensure that householders use services to the maximum potential possible and that contamination is minimised. Collections Reference & Title Review kerbside collection systems generally Food waste diversion Description Review the kerbside collection system and identify improvements that will address issues such as restricted capacity for recycling and rubbish, food waste diversion, reducing dog strike, and a subsidy policy for specific parts of the community Options for providing subsidies/discounts to target groups will be investigated. Investigate offering wheeled bins for rubbish collection, which could still be on a userpays basis. A wheeled bin service costs more to provide than the existing system. Support the regional food waste investigation project and implement agreed actions following appropriate consultation through annual New or existing action New 2018 Levy and rates (targeted and general), user charges Timeframe Funding Contribution to Targets New No cost at present Can directly support diversion from landfill and progress towards zero waste, while providing improved customer service Depending on the outcomes of the project, could directly support diversion from landfill and progress towards zero waste 09/04/2018

25 Extend kerbside collection systems Farm waste Reuse collections Peak season collections plans or LTP processes. Extend kerbside collections to additional areas, as operational efficiency makes this cost-effective, on a case by case basis Consider introducing a specific service targeting farm waste, depending on the outcomes of the current trials Investigate the potential for community groups to work with the Ōpōtiki RRC to provide a reusable items collection service Investigate the potential to introduce a summer camping system where visitors to the district and users of popular free camping areas are able to pay a charge and receive collections during peak seasons. Implement if feasible Existing Ongoing Targeted and general rates, user charges New Levy, user charges, rates New User charges New for possible implementation in summer Levy, user charges Unlikely to achieve increase in diversion from landfill Could result in a moderate increase in diversion from landfill, but more likely a decrease in the amount of waste managed on farms Could result in a small increase in diversion from landfill and progress towards zero waste Could result in a small increase in diversion from landfill and progress towards zero waste Rationale: Currently there are a number of issues with the kerbside collections, including lack of capacity for recyclables and dog strike. Households have relatively restricted capacity in their recycling collection, and are charged for delivering additional recyclables to the Ōpōtiki RRC. Introducing a kerbside food waste collection will divert a significant proportion of waste from landfill, while also ensuring rubbish is less attractive to dogs etc. Food waste can be processed locally into a beneficial product for the horticulture and orchard sectors. Feedback from the community is that wheeled bins would be preferred for rubbish collections. Farm waste is a specific waste stream which requires specific management and services. A project is currently underway trialling various services that are targeted at farm wastes. Council could implement the outcomes of this project, once results are known. 21 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

26 Infrastructure Reference & Title Extend RRCs Capital works Description Operate RRCs as currently, with improved signage, additional reuse options, reviewed charges, and incorporation of additional waste streams, microbusinesses and community partnerships Continue to undertake scheduled capital works on facilities New or existing action Timeframe Funding Contribution to Targets New Ongoing Rates, levy Moderate diversion from landfill depending on opportunities that are identified and implemented Existing Ongoing Capital allocations No impact on diversion from landfill Rationale: Currently the RRCs function very well and a wide range of materials are diverted. Signage is dated and could be improved to be more noticeable and consistent. The reuse area at Ōpōtiki could be further developed as a community partnership, and other opportunities may be identified during the course of this plan that could be incorporated into RRCs. Leadership & Management Reference & Title Work proactively with commercial and community sectors Description Identify key groups and work proactively with them to target waste stream and issues, and develop collaborative solutions e.g. form a working group to address waste issues arising from the aquaculture and harbour developments New or existing action Timeframe Funding Contribution to Targets New Ongoing Levy, rates Could achieve a significant diversion from landfill, or prevention of waste to landfill, supporting progress towards zero waste 09/04/2018

27 Rationale: Previously the commercial and community sectors have largely been independent of Council in managing waste issues. As identified in the Waste Assessment and described in this WMMP, there are potentially significant gains to be achieved by working more closely. Similarly, if closer working isn t managed, new and significant waste streams could arise in the District with little forward planning for management. Sub-regional, Regional and National Collaboration Reference & Title Participate in collaborative projects Advocate for extended product stewardship Medical Waste Collection Description Work within the Waste Liaison Group to identify and support collaborative projects, particularly those relating to infrastructure, food waste collections, and licensing/data collection. Work with local and regional councils and other organisations to promote enhanced product stewardship schemes including accredited and priority product schemes under the WMA Encourage and work with the Bay of Plenty District Health Board in providing appropriate schemes for the management of medical waste from home health care and medical facilities. New or existing action Timeframe Funding Contribution to Targets Existing Ongoing Rates Dependent on projects identified Existing Ongoing Rates Dependent on outcomes Existing Ongoing Rates Minimal impact on waste to landfill 23 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

28 7.0 Monitoring evaluating and reporting progress 7.1 Monitoring and Reporting Progress on development and implementation of the WMMP will be reported to Council through the Chief Executive on a quarterly basis, or more frequently as required to review progress and make decisions in respect to the WMMP and its implementation. Actions with significant financial implications will be referred to Council for decisions at the appropriate time. This WMMP contains a number of actions with carrying timeframes (refer to Part B), as well as a set of waste minimisation targets (refer section 0). Each of these actions and targets will be reported against in terms of progress to the Chief Executive and then to Council. 09/04/2018

29 8.0 Funding the plan The Waste Minimisation Act 2008 (s43) (WMA) requires that the Councils include information about how the implementation of this Plan will be funded, as well as information about any grants made and expenditure of waste levy funds. 8.1 Funding local actions There are a range of options available to local councils to fund the activities set out in this plan. These include: Uniform Annual General Charge (UAGC) - a charge that is paid by all ratepayers User Charges - includes charges for user-pays collections as well as transfer station gate fees 1 Targeted rates - a charge applied to those properties receiving a particular council service Waste levy funding - The Government redistributes funds from the $10 per tonne waste levy to local authorities on a per capita basis. By law 50% of the money collected through the levy must be returned to councils. This money must be applied to waste minimisation activities Waste Minimisation Fund - Most of the remaining 50% of the levy money collected is redistributed to specific projects approved by the Ministry for the Environment. Anyone can apply to the WMF for funding for projects Sale of recovered materials - The sale of recovered materials can be used to help offset the cost of some initiatives Private sector funding - The private sector may undertake to fund/supply certain waste minimisation activities, for example in order to look to generate income from the sale of recovered materials etc. Council may look to work with private sector service providers where this will assist in achieving the WMMP goals. Funding considerations take into account a number factors including: Prioritising harmful wastes; Waste minimisation and reduction of residual waste to landfill; Full-cost pricing - polluter pays ; Public good vs. private good component of a particular service; That the environmental effects of production, distribution, consumption and disposal of goods and services should be consistently costed, and charged as closely as possible to the point they occur to ensure that price incentives cover all costs; Protection of public health; Affordability; and Cost effectiveness. The potential sources of funding for each of the actions are noted in the tables in Part B of the WMMP. Budgets to deliver the activities set out in this plan will be carefully developed through 1 Most councils in the region own transfer stations and or landfills and are able to set the fees at these facilities and can derive income from these activities. In accordance with s46 (2) of the Act, the Councils can charge fees for a facility that are higher or lower than required to recover the costs to provide the service, providing the incentives or disincentives will promote waste minimisation. 25 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

30 our Annual Plan and Long Term Plan processes. The approach taken will be to implement as many of the activities as possible while controlling costs and, where possible, taking advantage of cost savings and efficiencies. It is anticipated that by setting appropriate user charges, reducing costs through avoided disposal, more efficient service delivery from joint working, and targeted application of waste levy money, the increased levels of waste minimisation as set out in this WMMP will be able to be achieved without overall additional increases to the average household cost. 8.2 Funding regional, sub-regional and national actions There are a range of waste issues that make sense to collaborate on at a sub-regional, regional or national level where efficiencies can be made through collaborative funding. The Council will provide funding towards agreed regional projects through the Annual and Long Term Plans. This may be funded from rates, waste levy funding, user charges, or other sources as determined by Council at the time. There is also opportunity to leverage regional collaboration to access the contestable Waste Minimisation Fund (WMF) for larger capital projects that will support the wider region/s. Delivery of each regional project and management of associated regional project budgets will be the responsibility of Waikato Regional Council or a Project Lead Council, who will have agreed guidelines for oversight of the project and responsibility for spending. Projects will be chosen based on agreed criteria for funding of regional initiatives. 8.3 TA Waste levy funding Council receive, based on population, a share of national waste levy funds from the Ministry for the Environment. It is estimated that at the current rate of $10 per tonne our council s total share of waste levy funding will be approximately $30,000 per annum. While the amount of levy money received may rise in the future if the levy goes up, this is not certain and we have not made any current provision for this. The WMA requires that all waste levy funding received by Councils must be spent on matters to promote waste minimisation and in accordance with their WMMP. Waste levy funds can be spent on ongoing waste minimisation services, new services, or an expansion of existing services. The funding can be used on education and communication, services, policy research and reporting, to provide grants, to support contract costs, or as infrastructure capital. We intend to use our waste levy funds for a range of waste minimisation activities and services as set out in the Action Plans including participating in regional, sub-regional and national activities. In addition, we may make an application for contestable waste levy funds from the Waste Minimisation Fund, either separately, with other Councils, or with another party. The Waste Minimisation Fund provides additional waste levy funds for waste minimisation activities. 09/04/2018

31 Part C: Supporting information Glossary of terms Waste Assessment 27 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

32 C&D Waste Cleanfill Disposal A.1.0 Glossary of Terms Diverted Material Domestic Waste ETS Food waste Green waste Hazardous waste ICI Landfill Waste generated from the construction or demolition of a building including the preparation and/or clearance of the property or site. This excludes materials such as clay, soil and rock when those materials are associated with infrastructure such as road construction and maintenance, but includes building-related infrastructure. A cleanfill (properly referred to as a Class 4 landfill) is any disposal facility that accepts only cleanfill material. This is defined as material that, when buried, will have no adverse environmental effect on people or the environment. final deposit of waste into or onto land, or incineration Anything that is no longer required for its original purpose and, but for commercial or other waste minimisation activities, would be disposed of or discarded. Waste from domestic activity in households. Emissions Trading Scheme Any food scraps from preparing meals, leftovers, scraps, tea bags, coffee grounds Waste largely from the garden hedge clippings, tree/bush prunings, lawn clippings Waste that can cause harm or damage, to people or the environment, like strong chemicals. Shouldn t go in to landfills. Industrial, Commercial, Institutional Tip or dump. A disposal facility as defined in S.7 of the Waste Minimisation Act 2008, excluding incineration. Includes, by definition in the WMA, only those facilities that accept household waste. Properly referred to as a Class 1 landfill LGA Local Government Act 2002 LTP Managed Fill MfE MGB MRF MSW New Zealand Waste Strategy Long Term Plan A disposal site requiring a resource consent to accept well-defined types of non-household waste, e.g. low-level contaminated soils or industrial by-products, such as sewage by-products. Properly referred to as a Class 3 landfill. Ministry for the Environment Mobile garbage bin wheelie bin. Materials Recovery Facility Municipal Solid Waste A document produced by the Ministry for the Environment in Currently being reviewed. 09/04/2018

33 NZWS Putrescible, garden, greenwaste New Zealand Waste Strategy Plant based material and other bio-degradable material that can be recovered through composting, digestion or other similar processes. Recovery a) extraction of materials or energy from waste or diverted material for further use or processing; and Recycling b) includes making waste or diverted material into compost The reprocessing of waste or diverted material to produce new materials Reduction a) lessening waste generation, including by using products more efficiently or by redesigning products; and Reuse RRP RTS Rubbish Service Delivery Review TA Transfer Station b) in relation to a product, lessening waste generation in relation to the product The further use of waste or diverted material in its existing form for the original purpose of the materials or products that constitute the waste or diverted material, or for a similar purpose Resource Recovery Park Refuse Transfer Station Waste, that currently has little other management options other than disposal to landfill As defined by s17a of the LGA Councils are required to review the cost-effectiveness of current arrangements for meeting the needs of communities within its district or region for good-quality local infrastructure, local public services, and performance of regulatory functions. A review under subsection (1) must consider options for the governance, funding, and delivery of infrastructure, services, and regulatory functions. Territorial Authority (a city or district council) Where waste can be sorted for recycling or reprocessing, or is dumped and put in to larger trucks for transport to landfill Treatment a) means subjecting waste to any physical, biological, or chemical process to change its volume or character so that it may be disposed of with no or reduced adverse effect on the environment; but WA Waste b) does not include dilution of waste Waste Assessment as defined by s51 of the Waste Minimisation Act A Waste Assessment must be completed whenever a WMMP is reviewed Means, according to the WMA: a) Anything disposed of or discarded, and b) Includes a type of waste that is defined by its composition or source (for example, organic waste, electronic waste, or 29 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

34 construction and demolition waste); and c) To avoid doubt, includes any component or element of diverted material, if the component or element is disposed or discarded. Waste Assessment A document summarising the current situation of waste management in a locality, with facts and figures, and required under the Waste Minimisation Act. Waste Hierarchy A list of waste management options with decreasing priority usually shown as reduce, reuse, recycle, reprocess, treat, dispose WMA Waste Minimisation Act (2008) WMMP WWTP Zero Waste A Waste Management and Minimisation Plan as defined by s43 of the Waste Minimisation Act 2008 Wastewater treatment plant A philosophy for waste management, focusing on Council/community partnerships, local economic development, and viewing waste as a resource. Can also be a target (but not in this case). 09/04/2018

35 A.2.0 Waste Assessment 31 DRAFT ŌPŌTIKI DISTRICT COUNCIL WMMP

36 Waste Assessment Prepared for Ōpōtiki District Council DRAFT March 2017 Prepared by Eunomia Research & Consulting Ltd

37 Prepared by: Lisa Eve Approved by: Duncan Wilson Director Contact Details Eunomia Research & Consulting Ltd PO Box Grey Lynn Auckland 1245 New Zealand Tel: Web: i

38 Contents 1 Introduction Structure of this Document Purpose of this Waste Assessment Legislative Context Scope General Period of Waste Assessment Consideration of Solid, Liquid and Gaseous Wastes Public Health Issues Strategic Context New Zealand Waste Strategy International Commitments National Projects Local and Regional Planning Context Long Term Plan ( ) Regional Council Plans Cross-Regional Collaboration Bay of Plenty Region Overview Regional Waste and Resource Efficiency Strategy Regional Water & Land Plan Long Term Plan Our District Physical Characteristics Overview Geography Climate Demographics Economy Building consents Implications of Economic and Demographic Trends Waste Infrastructure Disposal Facilities ii

39 4.1.1 Class 1 Landfills Resource Recovery Centres Closed Landfills Class 2-4 Landfills Assessment of Residual Waste Management Infrastructure Hazardous Waste Facilities and Services Medical Waste Agrecovery Rural Recycling programme Recycling and Reprocessing Facilities Recycling and Reprocessing Facilities Outside the District/City Assessment of Recycling and Reprocessing Facilities Waste Services Council-provided Waste Services Council Collection Services Other Council Services Waste Education and Minimisation Programmes Solid Waste Bylaw Litter Control, Street Cleansing, Stream, Beach, Park Cleaning Enforcement of Illegal Dumping Public Litter Bins Abandoned Vehicles Rural and Farm Waste Hazardous Waste Assessment of Council-provided Solid Waste Services Funding for Council-provided Services Non-Council Services Situation Review Waste to Class 1-4 Landfills Definitions Used in this Section Overview of Waste to Class 1-4 Landfills Waste Quantities Waste to Class 1 Landfills Other Waste Disposed of to Land Summary of Waste Disposed of to Land iii

40 6.4 Composition of Waste to Class 1 Landfills Activity Source of Waste Potentially Diverted Materials Overview of Potentially Diverted Materials Council Kerbside Recycling and Drop-Off Facilities Composition of Kerbside Recycling Non-Council Diverted Materials Summary of Estimates for Waste and Diverted Materials Performance Measurement Current Performance Measurement Per Capita Waste to Class 1 Landfills Per Capita Domestic Kerbside Refuse to Class 1 Landfills Per Capita Kerbside Recycling Council Bag Share of Kerbside Refuse Market Public Feedback Future Demand and Gap Analysis Future Demand Population Economic Activity Changes in Lifestyle and Consumption Changes in Waste Management Approaches Summary of Demand Factors Projections of Future Demand Future Demand Gap Analysis Waste Streams Hazardous Wastes Initial Review of the 2012 Waste Management and Minimisation Plan Data Key Issues Other Issues Not Addressed New Guidance Actions Council Role Key Initiatives iv

41 9.5.3 Targets Implementation Plan Progress Statement of Options Key Advantages/Key Issues to Be Addressed by WMMP Data Council Services Kerbside Collections Council Services - Facilities Aquaculture and Harbour Development Landfill Disposal Farm Waste Seasonal Wastes Regulation Measuring and Monitoring Education and Engagement Collection & Services Infrastructure Statement of Council s Intended Role Statutory Obligations and Powers Overall Strategic Direction and Role Statement of Proposals Statement of Extent Protection of Public Health Effective and Efficient Waste Management and Minimisation v

42 1 Introduction This Waste Assessment has been prepared for Ōpōtiki District Council (Council) in accordance with the requirements of the Waste Minimisation Act 2008 (WMA). This document provides background information and data to support the Council s waste management and minimisation planning process. 1.1 Structure of this Document This document is arranged into a number of sections designed to help construct a picture of waste management in our district. The key sections are outlined below. Introduction The introduction covers a number of topics that set the scene. This includes clarifying the purpose of this Waste Assessment, its scope, the legislative context, and key documents that have informed the assessment. BOP Region This section presents a brief overview of key aspects of the region s geography, economy, and demographics that influence the quantities and types of waste generated and potential opportunities. It also provides an overview of regional waste facilities, and initiatives that may be of relevance to how we manage our waste. Our District This section presents a brief overview of key aspects of the district s geography, economy, and demographics that influence the quantities and types of waste generated and potential opportunities. Waste Infrastructure, Services, Data and Performance Measurement These sections examine how waste is currently managed, where waste comes from, how much there is, its composition, and where it goes. The focus of these sections is on the regional picture. Gap Analysis and Future Demand This section provides an analysis of what is likely to influence demand for waste and recovery services in the region and identifies key gaps in current and future service provision and in the Council s ability to promote effective and efficient waste management and minimisation. Statement of Options & Councils Proposed Role These sections develop options available for meeting the forecast future demand and identify the Council s proposed role in ensuring that future demand is met, and that the Council is able to meet its statutory obligations. Statement of Proposals 1

43 The statement of proposals sets out what actions are proposed to be taken forward. The proposals are identical to the actions that will be put forward in the upcoming Waste Management and Minimisation Plan (WMMP) so the Waste Assessment simply references the WMMP for this section. Appendices The appendices contain additional waste management data and further detail about facilities in each district. This additional data will enable territorial authorities (TAs) to drill down and access information about their district. This section includes the statement from the Medical Officer of Health as well as additional detail on legislation. 1.2 Purpose of this Waste Assessment This Waste Assessment is intended to provide an initial step towards the development of a WMMP and sets out the information necessary to identify the key issues and priority actions that will be included in the draft WMMP. Section 51 of the WMA outlines the requirements of a waste assessment, which must include: a description of the collection, recycling, recovery, treatment, and disposal services provided within the territorial authority s district a forecast of future demands a statement of options a statement of the territorial authority s intended role in meeting demands a statement of the territorial authority s proposals for meeting the forecast demands a statement about the extent to which the proposals will protect public health, and promote effective and efficient waste management and minimisation. 1.3 Legislative Context The principal solid waste legislation in New Zealand is the Waste Minimisation Act 2008 (WMA). The stated purpose of the WMA is to: encourage waste minimisation and a decrease in waste disposal in order to (a) protect the environment from harm; and (b) provide environmental, social, economic, and cultural benefits. To further its aims, the WMA requires TAs to promote effective and efficient waste management and minimisation within their district. To achieve this, all TAs are required by the legislation to adopt a WMMP. The WMA requires every TA to complete a formal review of its existing waste management and minimisation plan at least every six years. The review must be consistent with WMA sections 50 and 51. Section 50 of the WMA also requires all TAs to prepare a waste assessment prior to reviewing its existing plan. This document has been prepared in fulfilment of that requirement. The Council s existing Waste Assessment was written in 2011 and the WMMP was adopted in Further detail on key waste-related legislation is contained in Appendix A

44 1.4 Scope General As well as fulfilling the statutory requirements of the WMA, this Waste Assessment will build a foundation that will enable Council to update its WMMP in an informed and effective manner. In preparing this document, reference has been made to the Ministry for the Environment s Waste Management and Minimisation Planning: Guidance for Territorial Authorities 1. A key issue for this Waste Assessment will be forming a clear picture of waste flows and management options in the city/district/region. The WMA requires that a waste assessment must contain: A description of the collection, recycling, recovery, treatment, and disposal services provided within the territorial authority s district (whether by the territorial authority or otherwise). This means that this Waste Assessment must take into consideration all waste and recycling services carried out by private waste operators as well as the TA s own services. While the Council has reliable data on the waste flows that it controls, data on those services provided by private industry is limited. Reliable, regular data on waste flows is important if the TA chooses to include waste reduction targets in their WMMP. Without data, targets cannot be readily measured. The New Zealand Waste Strategy 2010 also makes clear that TAs have a statutory obligation (under the WMA) to promote effective and efficient waste management and minimisation in their district. This applies to all waste and materials flows in the district, not just those controlled by councils Period of Waste Assessment The WMA requires WMMPs to be reviewed at least every six years, but it is considered prudent to take a longer-term view. The horizon for the WMMP is not fixed but is assumed to be centred on a 10-year timeframe, in line with Council s Long Term Plan (LTP). For some assets and services, it is necessary to consider a longer timeframe and so this is taken into account where appropriate Consideration of Solid, Liquid and Gaseous Wastes In line with the Council s previous WMMP, this Waste Assessment is focused on solid waste that is disposed of to land or diverted from land disposal. The guidance provided by the Ministry for the Environment on preparing Waste Management and Minimisation Plans states that: Councils need to determine the scope of their WMMP in terms of which wastes and diverted materials are to be considered within the plan. The guidance further suggests that liquid or gaseous wastes that are directly managed by a TA, or are disposed of to landfill, should be seriously considered for inclusion in a WMMP. Other wastes that could potentially be within the scope of the WMMP include gas from landfills and the management of biosolids from wastewater treatment plant (WWTP) processes. 1 Ministry for the Environment (2015), Waste Management and Minimisation Planning: Guidance for Territorial Authorities 3

45 Biosolids from the WTTP processes are managed through vermicomposting and so it is reasonable to consider them in the context of this assessment. Therefore, apart from some liquid hazardous wastes that are managed through solid waste facilities, this Waste Assessment and the subsequent WMMP will focus primarily on solid waste Public Health Issues Protecting public health is one of the original reasons for local authority involvement in waste management. The New Zealand Waste Strategy 2010 contains the twin high-level goals of Reducing the harmful effects of waste, and Improving the efficiency of resource use. In terms of addressing waste management in a strategic context, protection of public health can be considered one of the components entailed in reducing harm. Protection of public health is currently addressed by a number of pieces of legislation. Discussion of the implications of the legislation is contained in Appendix A Key Waste Management Public Health Issues Key issues that are likely to be of concern in terms of public health include the following: Population health profile and characteristics Meeting the requirements of the Health Act 1956 Management of putrescible wastes Management of nappy and sanitary wastes Potential for dog/seagull/vermin strike Timely collection of material Locations of waste activities Management of spillage Litter and illegal dumping Medical waste from households and healthcare operators Storage of wastes Management of biosolids/sludges from WWTP Management of hazardous wastes (including asbestos, e-waste, etc.) Private on-site management of wastes (i.e. burning, burying) Closed landfill management including air and water discharges, odours and vermin Health and safety considerations relating to collection and handling Management of Public Health Issues From a strategic perspective, the public health issues listed above are likely to apply to a greater or lesser extent to virtually all options under consideration. For example, illegal dumping tends to take place ubiquitously, irrespective of whatever waste collection and transfer station systems are in place. Some systems may exacerbate the problem (infrequent collection, user-charges, inconveniently located facilities etc.) but, by the same token, the issues can be managed through methods such as enforcement, education and by providing convenient facilities. In most cases, public health issues will be able to be addressed through setting appropriate performance standards for waste service contracts. It is also important to ensure performance is monitored and reported on and that there are appropriate structures within the contracts for 4

46 addressing issues that arise. There is expected to be added emphasis on workplace health and safety under the Health and Safety at Work Act This legislation could impact on the choice of collection methodologies and working practices and the design of waste facilities, for example. In addition, public health impacts will be able to be managed through consideration of potential effects of planning decisions, especially for vulnerable groups. That is, potential issues will be identified prior to implementation so they can be mitigated for. 1.5 Strategic Context New Zealand Waste Strategy The New Zealand Waste Strategy: Reducing Harm, Improving Efficiency (NZWS) is the Government s core policy document concerning waste management and minimisation in New Zealand. The two goals of the NZWS are: 1. Reducing the harmful effects of waste 2. Improving the efficiency of resource use. The NZWS provides high-level, flexible direction to guide the use of the tools available to manage and minimise waste in New Zealand. These tools include: The Waste Minimisation Act 2008 Local Government Act 2002 Hazardous Substances and New Organisms Act 1996 Resource Management Act 1991 Climate Change Response Act 2002 and Climate Change (Emissions Trading) Amendment Act 2008 International conventions Ministry for the Environment guidelines, codes of practice Voluntary initiatives. The flexible nature of the NZWS means that councils are able to decide on solutions to waste management and minimisation that are relevant and appropriate to local situations and desired community outcomes. Section 44 of the WMA requires councils to have regard to the NZWS when preparing their WMMP. For the purpose of this Waste Assessment, the council has given regard to the NZWS and the current WMMP (2012) International Commitments New Zealand is party to the following key international agreements: 1. Montreal Protocol to protect the ozone layer by phasing out the production of numerous substances 2. Basel Convention to reduce the movement of hazardous wastes between nations 3. Stockholm Convention to eliminate or restrict the production and use of persistent organic pollutants 5

47 4. Waigani Convention bans export of hazardous or radioactive waste to Pacific Islands Forum countries National Projects A number of national projects are underway, aimed at assisting TAs, business and the public to adopt waste management and minimisation principles in a consistent fashion National Waste Data Framework Project The first stage of the National Waste Data Framework (NWDF) project, led by WasteMINZ, was funded by a grant from the Waste Minimisation Fund. The development of the NWDF took the following form: A staged development approach, focusing initially on the most important elements while also setting out a clear upgrade path to include other elements. The first stage of the Framework (which has been completed) includes data on waste disposed of at levied disposal sites (Class 1 landfills) and information on waste services and infrastructure as well as other areas where practicable. Subsequent stages of the Framework will include more detailed data on diverted materials and waste disposed of at non-levied disposal sites. The first stage of the Framework is complete. WasteMINZ is now working on the implementation phase. The Framework will only be successful if it is widely adopted and correctly applied. The implementation report clearly sets out a range of options to move the Framework forwards. The Council intends to be a part of the implementation of the NWDF by using the categories and terminology of the Framework in the Waste Assessment and the forthcoming WMMP National Standardisation of Colours for Bins Until recently, councils and businesses in New Zealand had used a variety of colours to indicate what waste streams can be placed in what bins. This was viewed as possibly creating confusion when colours were used inconsistently and increasing the likelihood of contamination. In October 2015 WasteMINZ, the Glass Packaging Forum, and councils around New Zealand agreed on a standardised set of colours for mobile recycling and rubbish bins, crates and internal office bins. Companies wishing to implement nationwide recycling schemes are strongly encouraged to use these colours both for their bins and also on their signage. This will ensure that the colours used are consistent with both public place recycling and household recycling. The recommended colours are: For bin bodies: For 240 litre and 120 litre wheeled bins, black or dark green should be used. These colours maximise the amount of recycled content used in the production of the bins. For bin lids, crates and internal office bins: Red should be used for rubbish Yellow should be used for commingled recycling (glass, plastic, metal and paper combined) 6

48 Lime green should be used for food waste and food waste/garden (referring to green) waste combined; noting that food waste-only collections are strongly encouraged to use a smaller bin size than combined food and garden collections. Dark Green should be used for garden waste. Light Blue should be used for commingled glass collections (white, brown, green glass combined). Grey should be used for paper and cardboard recycling. Ōpōtiki District Council s kerbside recycling collection crates was established using black crates, and these are still used for consistency and to make communications easier. Council will consider the national standards for any future collection containers Rural Waste Minimisation Project Environment Canterbury is leading the New Zealand Rural Waste Minimisation Project to better understand the nature of waste on farms and to begin to identify alternatives to burning, burial and bulk storage of waste. The project has the following objectives: 1. To determine the impacts on and risks to New Zealand s natural resources (land, water and air), economy, and social and cultural wellbeing from current rural waste burning, burying and stockpiling practices. 2. To identify new waste minimisation options for rural waste management and assess the technical and economic feasibility of these. 3. To develop implementation plans with service providers for feasible waste minimisation options. Practical outcomes from this project could facilitate the development of rural waste solutions in our district. 1.6 Local and Regional Planning Context This Waste Assessment and the resulting WMMP will have been prepared within a local and regional planning context whereby the actions and objectives identified in the Waste Assessment and WMMP reflect, intersect with, and are expressed through other planning documents. Key planning documents and waste-related goals and objectives are noted in this section Long Term Plan ( ) A key part of the Long Term Plan (LTP) is the vision that has been set for the Council. The Council s vision is: Strong Community Strong Future The key focus areas for the Council and the key actions for each of these areas are shown in the table below: Focus Area Economic Growth Key Actions Ōpōtiki Harbour development Providing visitor and business investment information and support Supporting local and regional business growth and workforce 7

49 Quality of Life Environmental Quality Strong Community Spirit development Promotion of facilities and activities to increase visitors, including historic precinct development and Mōtū Trails cycleway. Provision of infrastructure; e.g. roads, water, stormwater, sewerage, waste management, renewal of Ōpōtiki Township wastewater reticulation network Advocacy with and on behalf of Ōpōtiki communities to central government The development of the Technology and Research Centre Walkways and cycleway maintenance Support initiatives for development in the Coast ward. District Plan review and implementation Maintenance and enhancement of parks and reserves Partnership with community groups and BOPRC and DOC to undertake environmental restoration projects Continuing the partnership with Gisborne District Council, Whakatōhea, DOC and Mōtū Trails Charitable Trust in maintaining and enhancing the Mōtū Trails cycleway. Tri-ennual community awards event Promotion and support for community events Regional Council Plans The Regional Waste Strategy ( ) presents a regional position on managing waste, hazardous substances, hazardous waste and contaminated sites in the Bay of Plenty. The Regional Waste Strategy has a vision of working together towards a resource-efficient region. The Strategy also contains six key focus areas through which the vision and associated goals will be achieved: 1. Foster collaboration, partnerships and promote forward planning 2. Improve data and information management 3. Review regulatory environment governing waste 4. Increase resource efficiency and beneficial reuse 5. Reduce harmful impacts of waste 6. Stimulate research and innovation. The Waste and Resources Advisory Group (WRAG) has been established to support progress within these six focus areas, and also to manage a small annual publicly contestable funding round ($50,000 in 2015) Cross-Regional Collaboration The Bay of Plenty and Waikato regional councils are working together on a number of pan-regional collaborative projects that have been identified as priority actions by the constituent councils. The areas of collaborative work include: Waste assessments and waste management and minimisation planning 8

50 Solid waste bylaws, licensing and data Education and communication Procurement Rural waste Projects are currently under way for the first two of these priorities and there is also ongoing collaborative work among the constituent councils of the two regions on rural waste, tyres, and education and communication. 9

51 2 Bay of Plenty Region This section presents a brief overview of key aspects of the region s geography, economy, and demographics. These key aspects influence the quantities and types of waste generated and potential opportunities for the Council to manage and minimise these wastes in an effective and efficient manner. 2.1 Overview Bay of Plenty is one of the country s primary fruit growing regions, and also has important forestry and tourism industries. It is home to the Port of Tauranga, the country s largest and fastest growing container port, which places Bay of Plenty in a strategic position. The region has a population of approximately 279,600 (Statistics NZ 2011 population projections). The largest urban centre is Tauranga with a population of approximately 117,100 in the greater urban area. There are no other centres of significant size in the region. The region is divided into seven TAs spread across approximately 12,200 km² of land and 9,500 km² of coastal marine area. Figure 1: Map of Region and Territorial Authority Areas 10

52 Source: Bay of Plenty Regional Council Annual Report Regional Waste and Resource Efficiency Strategy The Bay of Plenty Regional Council reviewed their waste strategy following the completion of the last waste and infrastructure stocktake in They then adopted the Bay of Plenty Waste and Resource Efficiency Strategy (BoP WRES) in This document noted that the Waikato and Bay of Plenty regional waste stocktake had recently been completed. While there is no specific action to update the stocktake, the document does note that success would look like (amongst other points) a reliable waste data network that meets all obligations is established and populated with data and that information enables progress to be measured and gaps to be identified. The BoP WRES sets out the key waste issues and priorities for the region, and outlines a programme of action through to The focus areas for the actions are: A. Foster collaboration, partnerships and promote forward planning B. Improve Data and Information management C. Review regulatory environment governing waste D. Increase product stewardship, resource efficiency and beneficial reuse E. Reduce the harmful impacts of waste F. Stimulate research and innovation to develop new solutions. In addition the BoP WRES identifies a range of issues/opportunities for developing initiatives. These are: Accessing consistent reliable data Cleanfills and managed fills Construction and demolition wastes Contaminated soil and special wastes Dry recyclables and commodities Farm dumps Liquid wastes Organic wastes Product stewardship Recycling and waste diversion services and facilities Regional facilities Relationships and responsibilities between private, public and community sector Regional Water & Land Plan Bay of Plenty Regional Council s Regional Water and Land Plan, operative from 1 December 2008, states that the council will: Encourage management practices which avoid the production of leachate, including: a) diversion of organic materials from landfills by composting, reuse of organic materials where opportunities are available, and land application of organic materials b) limiting the volume of liquid or sludge wastes disposed to landfills 11

53 2.1.3 Long Term Plan Waste-related issues contained in the Bay of Plenty Regional Council s long term plan potentially fall under a number of headings. These are noted below. Resource Regulation and Monitoring The largely unregulated disposal of special waste (inappropriate disposal of special waste has the potential to cause significant adverse effects) Pollution Prevention Activity A key role of this team is to provide leadership on minimising waste, including hazardous waste, generated by people An anticipated negative impact was that identifying the true cost of waste disposal may have a negative financial impact on some of the community, in terms of waste disposal charges A key project listed in the long term plan was to support the national rural waste investigation project that was to quantify the extent of non-consented private landfills on rural land. This project was listed in the year and has been completed. 12

54 3 Our District This section presents a brief overview of key aspects of the district s geography, economy, and demographics. These key aspects influence the quantities and types of waste generated and potential opportunities for Council to manage and minimise these wastes in an effective and efficient manner. 3.1 Physical Characteristics Overview Ōpōtiki District has a land area of 3, km² (310,454 hectares). The district is located on the north-western half of east cape with 160 kilometres of coastline largely facing in towards the Bay of Plenty. The main population centre in the district is Ōpōtiki Township (pop approximately 4,000) which accounts for roughly half of the population of the area. Figure 2: Map of District Source: Ōpōtiki District Council Long Term Plan Geography The topography is predominantly steep hills dissected by fast-flowing rivers, the largest being the Motu. The coastal floodplains and terraces provide the only flat land. Ōpōtiki township is situated on the largest flat at the conjunction of the Otara River and the Waioeka River. The district comprises 25% of the Bay of Plenty region and contains 50% of the Bay of Plenty coastline. 13