Resource Recovery. 1 P a g e

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1 Resource Recovery 1 P a g e

2 Resource and Recovery Department Operating Budget Roll-up Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget REVENUES Activity Revenue $3,691,728 $3,559,683 $3,733,245 $3,242,468 $4,157,333 $4,196,464 $4,244,687 Grant Revenue 1,100 3,112 1,100 3,100 3,100 3,162 Other Revenue 19,792 38,200 38,201 38,200 20,000 20,000 20,000 TOTAL REVENUES 3,711,520 3,598,983 3,774,558 3,281,768 4,180,433 4,219,564 4,267,849 EXPENDITURES FTE Count Wages & Benefits 1,837,527 1,948,552 1,996,127 1,829,350 2,349,214 2,400,896 2,465,162 Contracted & General Services 824, , , , , , ,569 Materials, Goods & Supplies 329, , , , , , ,580 Other Expenses ,565 9,841 10,132 Internal Charges 425, , , , , , ,200 TOTAL EXPENDITURES 3,417,380 3,590,290 3,696,683 3,491,352 4,085,329 4,204,646 4,316,643 REVENUES LESS EXPENDITURES 294,140 8,693 77,875 (209,584) 95,104 14,918 (48,794) Associated Amortization 242, , , , , , ,741 Transfers to Reserves (750,715) (548,737) (626,524) (447,630) (608,233) (645,121) (652,053) Transfers from Reserves 30,000 30,000 30,000 30,000 30,000 30,000 Tax Funding Required (456,575) (510,044) (518,649) (627,214) (483,129) (600,203) (670,847) 2 P a g e

3 Resource and Recovery Department Resource & Recovery Fuel Consumption Benchmark Resource 3 P a g e

4 Service Area: Non-Residential Garbage/ Recycling/Organics (1 of 6) Collects, diverts and disposes of solid waste generated by the Non-Residential sector Ensures all disposal operations adhere to safety and environmental requirements Provides waste services as per the Town s agreements with Parks Canada Non-Residential Service Operating Budget Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget REVENUES Activity Revenue $1,950,065 $1,857,744 $2,028,356 $1,562,448 $2,365,592 $2,389,504 $2,413,670 Other Revenue 17,442 38,200 38,201 38,200 20,000 20,000 20,000 TOTAL REVENUES 1,967,507 1,895,944 2,066,557 1,600,648 2,385,592 2,409,504 2,433,670 EXPENDITURES FTE Count Wages & Benefits 680, , , ,982 1,150,430 1,181,626 1,218,156 Contracted & General Services 16,690 19,300 68,453 17, , , ,697 Materials, Goods & Supplies 56,450 52,550 52,875 50,500 35,081 35,654 35,985 Other Expenses 9,181 9,457 9,740 Internal Charges 217, , , , , , ,500 TOTAL EXPENDITURES 970,485 1,053,945 1,237, ,732 1,590,292 1,643,081 1,689,078 REVENUES LESS EXPENDITURES 997, , , , , , ,592 Associated Amortization 61,400 58,775 94,811 58,775 58,775 58,775 59,951 Transfers to Reserves (465,932) (321,330) (396,167) (216,023) (318,607) (351,209) (353,568) Tax Funding Required 531, , , , , , ,024 4 P a g e

5 Service Area: Non-Residential Garbage/ Recycling/Organics (1 of 6) COUNCIL EXPECTATIONS 1) Achieve maximum clean diversion 2) Fee structure supports councils diversion targets while remaining competitive 3) Actively seek opportunities and efficiencies to minimize rate increases Maybe Service Level Increased Successes o Enhanced waste utility pick up schedule allowing Non-Residential properties to request additional pickup on Saturdays, Sundays and Statutory Holidays o Successful expansion of the service to the Lake Louise Field Unit o Another successful year serving the Banff Field Unit o Council approved the creation of downtown depots to be implemented in Challenges/Opportunities o Extend non-residential services to entities outside the Townsite o Create convenient diversion opportunities through Targets and Tactics 2018 Priorities: Priority Status Monitor the Non-Residential diversion practises Briefing Q4 of 2018 through the clear bag imitative. Investigate the possibility of incorporating Briefing/RFD Q4 of 2018 technology into the tracking and billing of Non- Residential service provided. Work in collaboration with an environmental Ongoing Work in Progress specialist to create a program to target waste reduction Set organics diversion targets Ongoing working with the Utilities department to determine the best method to process organics. Short term solution send to commercial compost facility. Actively seek opportunities and efficiencies to minimize rate increases Ongoing - potential to expand service to commercial entities outside Banff town site Continue work with the communications department to create education materials to Ongoing and less of a concern now that we are composting encourage diversion and minimize contamination. Continue initiatives to expand commercial services outside Banff town site Ongoing - potential to expand service to commercial entities outside Banff town site Contribute to the Environmental Master Plan creation. Environmental Coordinators have been involved 5 P a g e

6 2019 Priorities: Monitor the Non-Residential diversion practises through the clear bag imitative Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.) Briefing Implement new Service Level Request that Council approves 6 P a g e

7 1 of 11 New Service Level Request Waste Diversion Targets & Tactics Budget Summary & Overview Summary of New Requests: Options for Waste Diversion Targets and Tactics Guide to Budget Options & Priorities 10 new requests are being put forward in respect to Waste Diversion Tactics. As the strategy is comprehensive, the new requests are linked and interdependent on one another. As such, administration has outlined an overview of the requests including two budget options for council to consider approving. Overview In the Banff Community Plan, the Town of Banff set a goal of being an environmental role model for communities around the world. The Town has set corresponding objectives to divert resources from the waste stream, and to increase residential and non-residential recycling. Current Council strategic priorities reflect these goals and objectives, and include the desire to investigate and implement environmental best practices in all Town functions. There are numerous environmental benefits associated with diverting waste resource materials from disposal in a landfill. In addition to conserving resources and saving valuable landfill space, waste diversion plays a significant role in reducing the Town s greenhouse gas emissions. The Town of Banff has a current waste diversion rate of 46%, including both the residential and nonresidential sectors. Following a briefing on current waste diversion and disposal rates within the Town of Banff in February 2018, Banff Council directed administration to return with options for waste diversion targets and tactics to increase diversion rates for food scraps and food-soiled paper, yard and garden materials, and mixed paper. A comprehensive approach to achieve a waste diversion target of 70% by 2028 is outlined in the Options for Waste Diversion Targets and Tactics report. On June 11, 2018, council approved a motion to accept the report as information, to act as a guide for increasing waste diversion within the Town of Banff. Council directed administration to return at Service Level Review with specific budget implications for 10 tactics outlined in the report that were moved forward by council. In order reduce waste production and achieve a diversion target of 70% by 2028, administration is requesting capital and operating resources to implement the 10 actions as moved forward by council. 7 P a g e

8 7.5 Waste Diversion Targets and Tactics Moved by Councillor Standish that council accept as information the Town of Banff Options for Waste Diversion Targets and Tactics report, to act as a guide for increasing waste diversion within the Town of Banff. CARRIED Moved by Councillor Olver that council direct administration to increase community waste diversion through implementation of Action E1 (public education and communications in the residential and non-residential sectors), with the associated operating budgets between 2019 and 2024 (Table 3) and anticipated increase in community waste diversion (14%). (To return at service review with options for implementation and funding) CARRIED Moved by Councillor DiManno that council direct administration to increase waste diversion in the residential sector by implementing Actions C6 (63 residential collection bins for food and food-soiled paper) and C8 (20 residential 3-stream recycling bins), with the associated budget (Table 4) and anticipated increase in community waste diversion (2.3%). (To return at service review with options for implementation and funding) CARRIED, Poole opposed Moved by Mayor Sorensen that council direct administration to increase waste diversion in the non-residential sector by implementing actions C1-C5, F1 and B1, with the associated budget (Table 5) and anticipated increase in community waste diversion (7.6%). (To return at service review with options for implementation and funding) CARRIED Moved by Councillor Christensen that council direct administration to bring back specific budgets for C1 (Support Banff Food Rescue) and C4 (2019 implementation of Downtown District recycling depots) for decision. CARRIED 8 P a g e

9 Top 3 Diversion Opportunities (materials): 9 P a g e

10 Budget Options and Priorities While all of the 10 actions moved forward by council will be necessary to reach a diversion target of 70% by 2028, certain actions are high priority and will result in greater impact. A full time Environmental Coordinator position with Resource Recovery is critical for successful implementation of the actions outlined in Options for Waste Diversion Targets and Tactics, specifically action E1: Public Education and Communications (E1). The addition of new residential bins will make waste diversion more convenient and will support the implementation of an extensive education and communications outreach program (C6/C8). All capital costs may be funded through Solid Waste Rate Stabilization Reserve using revenue generated by contracts. Full implementation of all actions as moved forward by council on June 11, 2018 will result in an increased operating budget and will therefore impact rates in both the Residential and Non- Residential sectors. As such, administration has outlined two options that represent different budget scenarios for council to consider approving: Option 1 (Recommended): Move forward with original timeline as outlined in Options for Waste Diversion Targets & Tactics report Option 2: Focus on low-cost and no-cost actions; higher-cost actions phased in more gradually 10 P a g e

11 Budget Impact: Option 1 Recommended option: to move forward with timelines and budget as outlined in Options for Waste Diversion Targets & Tactics All actions are interdependent and complementary Focus on Public Education & Communications Focus on actions that will increase convenience for the Residential and Non-Residential sectors to divert materials Key Implications: Greater impact on initial rate increase More effective comprehensive programming Increasing convenience (i.e. addition of new bins) will increase impact of Public Education & Communications, making the overall investment more effective ToB diversion target of 70% by 2028 remains achievable 11 P a g e

12 Overview of Capital and Operating Costs: Option 1 Action Description Year E1. Education, communications and project coordination C1. Support Banff Food Rescue to expand to divert more edible food C2. Require nonresidential sector entities to provide infrastructure for diversion of food and food-soiled paper. C3. Allow the nonresidential sector to place yard and garden materials in their food scraps collection bins C4. Downtown District Recycling Depots Implementation C5. Allow the nonresidential sector to deposit mixed paper, plastic containers, metal containers and glass in residential recycling collection bins. Anticipated diversion increase 5% 10% 11% 12% 13% 14% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $225,000 $225,000 $190,000 $190,000 $190,000 $145, % 0.3% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $20,000 $20,000 $20,000 TBD TBD TBD 0.1% 0.4% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $0 $0 $7,500 $0 $0 $0 <0.1% <0.1% <0.1% <0.1% <0.1% <0.1% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $0 $0 $0 $0 $0 $0 0.3% 0.8% 1.1% 1.1% 1.1% 1.1% Capital budget TBD already in capital budget Operating budget Anticipated diversion increase TBD already in operating budget 0.3% 0.6% 0.8% 0.8% 0.8% 0.8% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Increased transfer to capital reserves $101,000 $101,000 $101,000 $101,000 $101,000 $101,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8, P a g e

13 Action Description Year C6. Additional 63 residential bins for collection of food and food-soiled paper - over two years C8. Additional 20 residential 3-stream recycling bins for collection of mixed paper, plastics & metal and glass. F1. Adjust transfer site drop-off rates for nonresidential yard and garden materials to $40/tonne B1. Ban food and foodsoiled paper and yard and garden materials from the nonresidential waste stream Anticipated diversion increase 0% 0.8% 1.6% 1.8% 1.8% 1.8% Capital budget $504,000 $504,000 $0 $0 $0 $0 Operating budget Increased transfer to capital reserves Anticipated diversion increase $21,000 $42,000 $42,000 $42,000 $42,000 $42,000 $2,000 $34,000 $64,000 $64,000 $64,000 $64,000 0% 0.2% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $189,000 $189,000 $0 $0 Operating budget Increased transfer to capital reserves Anticipated diversion increase $0 $0 $28,000 $56,000 $56,000 $56,000 $0 $0 $2,000 $15,000 $26,000 $26, % 1.0% 1.0% 1.0% 1.0% 1.0% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 0% 0% 0% 1.5% 3.0% 3.7% Capital budget $0 $0 $0 $0 $0 $0 Operating budget $0 $0 $0 $20,000 $2,000 $2,000 Total increase in diversion 6.4% 14.1% 17.0% 19.7% 22.2% 23.9% Anticipated community diversion rate 52.4% 60.1% 63.0% 65.7% 68.2% 69.9% Total capital costs $504,000 $504,000 $189,000 $189,000 $0 $0 Total increased annual operating costs $387,000 $408,000 $408,500 $429,000 $411,000 $366,000 Total increased transfer to capital reserves $10,000 $42,000 $74,000 $87,000 $98,000 $98,000 Total operating budget impact $397,000 $450,000 $482,500 $516,000 $509,000 $464, P a g e

14 Budget Impact: Option 1 Total Combined (R/NR) Capital & Operating Impact Sector Breakdown: Residential Capital & Operating Impact Sector Breakdown: Non-Residential Capital & Operating Impact Total capital costs $0 $0 $0 $0 $0 $0 Total increased annual operating costs $276,000 $276,000 $262,500 $255,000 $237,000 $210,000 Total increased transfer to capital reserves $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 Total operating budget impact $284,000 $284,000 $270,500 $263,000 $245,000 $218, P a g e

15 Budget Impact: Option 2 Focus on low-cost and no-cost options, actions phased in more gradually Diversion of priority materials, actions target: Food & Food-soiled Paper and Yard & Garden waste Low-no cost actions target: Recyclables (mixed paper) Focus on Low-hanging fruit in Residential and Non-Residential sectors Key Implications Challenging to conduct Public Education and Communications with convenient options for diversion being phased in more gradually Public Education and Communications options are limited with decreased materials and supplies budget Decreased support of community initiatives (Banff Food Rescue) ToB diversion target of 70% by 2028 may be challenging to achieve Budget Amendments Action C5: Allow non-residential sector to deposit recyclables in residential bins Postponed to 2022 Action E1: Educational materials & supplies Budget spread more gradually between Action C1: Support Banff Food Rescue Removed from budget; consider other ways that the Town may be able to support Banff Food Rescue C6/C8: Residential Bins Phased in more gradually - 50% decrease/year F1: Yard & Garden rates (postponed to 2021) *Note* C2: Non-residential food waste diversion (moved forward to 2019) 15 P a g e

16 Budget Impact: Option 2 Action Description Year E1. Education, communications and project coordination C1. Support Banff Food Rescue to expand to divert more edible food C2. Require nonresidential sector entities to provide infrastructure for diversion of food and food-soiled paper. C3. Allow the nonresidential sector to place yard and garden materials in their food scraps collection bins C4. Downtown District Recycling Depots Implementation C5. Allow the nonresidential sector to deposit mixed paper, plastic containers, metal containers and glass in residential recycling collection bins. Anticipated diversion increase 5% 10% 11% 12% 13% 14% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $205,000 $235,000 $200,000 $190,000 $190,000 $145, % 0.3% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $0 $0 $0 TBD TBD TBD 0.1% 0.4% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $7,500 $0 $0 $0 $0 $0 <0.1% <0.1% <0.1% <0.1% <0.1% <0.1% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $0 $0 $0 $0 $0 $0 0.3% 0.8% 1.1% 1.1% 1.1% 1.1% Capital budget TBD already in capital budget Operating budget Anticipated diversion increase TBD already in operating budget 0.3% 0.6% 0.8% 0.8% 0.8% 0.8% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Increased transfer to capital reserves $0 $0 $0 $0 $101,000 $101,000 $0 $0 $0 $0 $8,000 $8, P a g e

17 Action Description Year C6. Additional 63 residential bins for collection of food and food-soiled paper - over two years C8. Additional 20 residential 3-stream recycling bins for collection of mixed paper, plastics & metal and glass. F1. Adjust transfer site drop-off rates for non-residential yard and garden materials to $40/tonne B1. Ban food and food-soiled paper and yard and garden materials from the non-residential waste stream Anticipated diversion increase 0% 0.8% 1.6% 1.8% 1.8% 1.8% Capital budget $252,000 $252,000 $252,000 $252,000 $0 $0 Operating budget Increased transfer to capital reserves Anticipated diversion increase $10,500 $21,000 $31,500 $42,000 $42,000 $42,000 $1,000 $19,000 $34,000 $64,000 $64,000 $64,000 0% 0.2% 0.5% 0.5% 0.5% 0.5% Capital budget $0 $0 $94,500 $94,500 $94,500 $94,500 Operating budget Increased transfer to capital reserves Anticipated diversion increase $0 $0 $14,000 $28,000 $42,000 $56,000 $0 $0 $2,000 $10,000 $15,000 $26, % 1.0% 1.0% 1.0% 1.0% 1.0% Capital budget $0 $0 $0 $0 $0 $0 Operating budget Anticipated diversion increase $0 $0 $20,000 $20,000 $20,000 $20,000 0% 0% 0% 1.5% 3.0% 3.7% Capital budget $0 $0 $0 $0 $0 $0 Operating budget $0 $0 $0 $20,000 $2,000 $2,000 Total increase in diversion 6.4% 14.1% 17.0% 19.7% 22.2% 23.9% Anticipated community diversion rate 52.4% 60.1% 63.0% 65.7% 68.2% 69.9% Total capital costs $252,000 $252,000 $346,500 $346,500 $0 $0 Total increased annual operating costs $223,000 $256,000 $265,500 $300,000 $397,000 $366,000 Total increased transfer to capital reserves $1,000 $19,000 $36,000 $74,000 $87,000 $98,000 Total operating budget impact $224,000 $275,000 $301,500 $374,000 $484,000 $464, P a g e

18 Budget Impact: Option 2 Total Combined (R/NR) Capital & Operating Impact Sector Breakdown: Residential Capital & Operating Impact Sector Breakdown: Non-Residential Capital & Operating Impact 18 P a g e

19 *Please note that ALL table numbers referenced in this document match original tables from the Options for Waste Diversion Targets and Tactics report* Greenhouse Gas Emissions Reductions Potential for Waste Diversion Tactics Table 23. Summary of waste diversion actions with anticipated diversion, GHG emissions reductions and costs. # Target Material Description Anticipated Increase in Diversion by Sector Anticipated Total Community Increase in Diversion Annual GHG Emissions Reduction (t/year) Annual Capital Cost 1 Annual O&M Cost Total Annual Cost Anticipated Anticipated Cost/Tonne Cost/Tonne GHG Diverted Emissions ($/tonne) Reduction ($/tonne) Education E1 All Education and communications Convenience R& NR (1302 t) 14% 1,904 $0 $195,000 $195,000 $150 $102 C1 F Support Banff Food Rescue to expand to divert more edible food. 5% F & FSP; NR (77 t) 0.5% 64 $0 TBD TBD TBD TBD C2 F & FSP Require non-residential sector entities to provide infrastructure for diversion of food and foodsoiled paper. 5% F & FSP; NR (77 t) 0.5% 81 $0 $0 $0 $0 $0 C3 YG Allow the non-residential sector to place yard and garden materials in their food scraps collection bins 5% YG; NR (14 t) <0.1% 1 $0 $0 $0 $0 $0 C4 MP, P&M, G Downtown District recycling depots; tipping fee for mixed paper, plastic and metal reduced to $0/tonne for nonresidential sector 25% MP, P&M, G; NR (132 t) 1.1% 373 already approved already approved already approved n/a n/a R = residential sector; NR = non-residential sector; F = food; FSP = food-soiled paper; YG = yard & garden materials; MP = mixed paper; P&M = plastic and metal containers; G = glass 1. Annual capital cost is the annual transfer to capital reserves for replacement of capital items. 19 P a g e

20 Table 23 Continued. Summary of waste diversion actions with anticipated diversion, GHG emissions reductions and costs. # Target Material Description Anticipated Increase in Diversion by Sector Anticipated Total Community Increase in Diversion Annual GHG Emissions Reduction (t/year) Annual Capital Cost 1 Annual O&M Cost Total Annual Cost Anticipated Cost/Tonne Diverted ($/tonne) Anticipated Cost/Tonne GHG Emissions Reduction ($/tonne) Convenience C5 C6 C7 C8 MP, P&M, G F & FSP F MP, P&M, G Allow the nonresidential sector to deposit mixed paper, plastic containers, metal containers and glass in residential recycling collection bins. 63 additional residential bins for collection of food and foodsoiled paper Provision of food waste disposers in residential sector Additional 20 residential 3- stream recycling bins for collection of mixed paper, plastic & metal containers and glass. 20% MP, P&M, G; NR (106 t) 35% F & FSP; R (193 t) 30% F & FSP; R (165 t) 20% MP, P&M, G; R (81 t) 0.8% 300 $8,000 $101,000 $109,000 $1,028 $ % 202 $64,000 $42,000 $106,000 $549 $ % 173 $274,000 $0 $274,000 $1,661 $1, % 256 $26,000 $56,000 $82,000 $1,012 $ Annual capital cost is the annual transfer to capital reserves for replacement of capital items. *Action C7 has been omitted in accordance with administration s recommendation and council direction. 20 P a g e

21 Table 23 Continued. Summary of waste diversion actions with anticipated diversion, GHG emissions reductions and costs. # Target Material Description Anticipated Increase in Diversion by Sector Anticipated Total Community Increase in Diversion Annual GHG Emissions Reduction (t/year) Annual Capital Cost 1 Annual O&M Cost Total Annual Cost Anticipated Cost/Tonne Diverted ($/tonne) Anticipated Cost/Tonne GHG Emissions Reduction ($/tonne) Financial Incentives (F) Adjust transfer site drop-off rates for F1 YG non-residential yard and garden materials to $40/tonne Landfill Ban (L) Ban food and foodsoiled paper and yard B1 F&FSP; and garden materials YG from the nonresidential waste stream. 45% YG; NR (127 t) 20% F&FSP and YG; NR (364 t) 1.0% 13 $0 $20,000 $20,000 $ $1, % 327 $0 $2,000 $2,000 $5 $6 1. Annual capital cost is the annual transfer to capital reserves for replacement of capital items 21 P a g e

22 Considerations Rate increase for Non-Residential sector will be more significant than Residential sector With the primary focus being on increased diversion of Food and Food-soiled Paper in both options, longer term cost & GHG savings will likely occur Potential for Option 3 to be explored: Option 2 plus budget for Educational Materials & Supplies (E1) Banff Food Rescue (C1) Conclusion Option 1 will keep the ToB on track in achieving our waste diversion target of 70% by 2028 Option 2 will result in increased diversion in all sectors, with results appearing more gradually While both options will support the ToB in achieving increased waste diversion, administration is recommending Option 1 Please refer to new request forms for further detail on each action 22 P a g e

23 2 of 11 New Service Level Request Waste Diversion E1 Public Education and Communications Summary: On June 11, 2018, council directed administration to increase community waste diversion through the implementation of Action E1: public education and communications in the residential and non-residential sectors (as outlined in the report Options for Waste Diversion Targets and Tactics ). The success of the 10 actions outlined in the report are highly dependent on staffing one FTE to ensure effective implementation of all activities. An extensive public education and communications campaign, to be coordinated by the FTE, is a critical step in achieving the Town of Banff s waste diversion target of 70% by Description: One of the most critical components of successful waste reduction and diversion programs is the development and diffusion of clear, consistent and creative public education campaigns which reach a diverse array of audiences in the residential and non-residential sectors. There are often strong synergies that exist between public education / communications and the tactics of convenience and financial incentives. If people don t know that a convenient and/or cost effective option for waste reduction and diversion exists, due to a lack of public educational outreach, they won t participate in the convenient and/or inexpensive program. However, even if extensive public education promotes a particular waste reduction and diversion option, many people will not tend to participate in the option if it is inconvenient and/or cost prohibitive. Approximately 10 years ago, the Town of Banff ramped up diversion programs for various recycling streams and food and food-soiled paper. At this time, an educational campaign was implemented, including bin signage and online educational materials. There have not been any major changes made to educational materials since about 2012, and the Town does not currently have any staff resources specifically dedicated to waste reduction and diversion education. Extensive educational programming and an expansion of communications resources will support increased waste reduction and diversion in the residential sector. In the non-residential sector, many managers have expressed that they felt their largest barrier to implementing more extensive waste reduction and diversion was knowledge not knowing how to start / expand programs, confusion regarding how to properly divert specific items, a desire for help to optimize bin locations and layout, and confusion regarding whether the non-residential sector is allowed to place recyclable items in residential recycling bins. Numerous business managers noted that they have many young staff members who are keen to recycle, compost and participate in other environmental initiatives. The managers that administration spoke with expressed support and strong interest in the Town expanding educational and communications resources to foster further waste reduction and diversion in both the nonresidential and residential sectors. This initiative will require funding for one FTE to plan and facilitate community education programs, print communications and education, online communications and education, as well as internal Town of Banff waste initiatives. Funding will also be required for educational materials and supplies to support programming. 23 P a g e

24 Table 7. Non-residential sector Anticipated diversion of materials currently in the waste stream through extensive public education and communications efforts Material Anticipated diversion from current waste stream Explanation Food and food-soiled paper Yard and garden materials Mixed paper Other recyclable items (mixed plastic and metal containers, glass, refundable beverage containers) 50% (768 t) 10% (28 t) 25% (70 t) 30% (85 t) The non-residential sector has repeatedly communicated that there is a need for more education around how to divert food and food-soiled paper. Relatively convenient diversion options and a financial incentive to divert already exist. Although education and communication are important; greater current barriers to diversion of this stream are financial disincentives (see Action F1) and lack of convenience (see Action C3). Education and communication regarding how to divert mixed paper in the non-residential sector are important. Other current barriers to diversion include a lack of convenience (see Actions C4 and C5) and financial incentives. Education and communication regarding how to divert these materials in the non-residential sector are important. Lack of convenience is another current barrier. Table 8. Residential sector Anticipated diversion of materials currently in the waste stream through extensive public education and communications efforts. 24 P a g e

25 Material Food and foodsoiled paper Yard and garden materials Anticipated diversion from current waste stream 25% (138 t) 60% (61 t) Explanation Education and communication are key to improving diversion of food and food-soiled paper in the residential sector. However, education will only lead to minimal increases in diversion of this material, without accompanying actions to make diversion of this stream more convenient (Action C6). These two actions are strongly synergistic both must be implemented to achieve the most benefit from either action. Communications efforts to increase awareness of currently available convenient options to divert yard and garden materials from the waste stream are instrumental to increasing diversion of this material. Mixed paper Other recyclable items (mixed plastic and metal containers, glass, refundable beverage containers 40% (69 t) 40% (83 t) Education and communication efforts are key to improving diversion of mixed paper in the residential sector. Making diversion of mixed paper more convenient is also important to address (Action C8). Education and communication efforts are key to improving diversion of other recyclable items in the residential sector. Making diversion of these material streams more convenient is also important to address (Action C8). Table 9. Anticipated results and costs from Action E1 Public education and communications E1. Public education and communications 25 P a g e

26 Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction All materials See tables 7 and 8 above (total 1302 tonnes/year) 14% achieved after 6 years; 0.5% per year in subsequent years for 5 years. 1,904 tonnes/year Annual Capital Cost Annual O&M Cost Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $0 $195,000 1 $195,000 $150 $ The anticipated O&M costs over six years for this action are as follows: year 1: $225,000; year 2: $225,000; year 3: $190,000; year 4: $190,000 year 5: $190,000; year 6 and subsequent years: $145,000. For the purpose of this comparative chart, the average of $195,000 is used as an annual O&M cost. These figures include an increased operating cost of $75,000/year for each year to collect, handle and process the increased quantity of recyclable materials diverted due to increased education and communications. Capital Costs: N/A Operating Costs: Operating cost for collection, handling, and processing of increased recyclable materials $75,000 $75,000 $75,000 Cost of FTE $90,000 $90,000 $90,000 Educational Materials & $60,000 $60,000 $25,000 Supplies Total operating budget $225,000 $225,000 $190,000 Resources Required to Implement & Maintain: Staff time (1 FTE) is the priority and most critical resource to move forward public education and communications outreach, along with the additional 9 actions listed in the Options for Waste Diversion Targets & Tactics report. Projects could be implemented over a period of two to three years, especially if the waste diversion educator also leads coordination of other waste diversion actions related to making waste reduction and diversion more convenient, providing financial incentives and implementing material bans. Additional resources from Resource Recovery Operations (in the form of collections, handling, and processing) as well as Communications (to update and develop new materials) will support the success of this action. Collaboration with Community Services will also be critical in leveraging community outreach opportunities. As with other Resource Recovery expenses, this initiative, should it proceed, would be 75% rate funded, and 25% tax funded. Estimated Delivery Date: 26 P a g e

27 Implementation of public education and communications programming will begin in Q1 of Various actions will be introduced and phased in throughout 2019/2020 and move into maturity throughout 2021/2022. Council Strategic Priority? Yes Introduce additional environmental education and interpretive opportunities for visitors and residents Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Implement a restaurant food waste diversion project. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p.11-20) Council minutes from June 11, 2018 Item 7.5 Job Description: Environmental Coordinator, Resource Recovery As a member of the Resource Recovery team, the Environmental Coordinator will plan, organize and carry out a wide variety of programs and public education activities that encourage and support Banff residents, the non-residential sector and visitors to reduce and divert waste resources from the landfill. There will be particular focus on increasing the diversion of food scraps, mixed paper and yard and garden materials. Specific responsibilities will include: creating and facilitating educational programs and events to promote waste reduction and diversion in both the residential and non-residential sectors; coordinating the creation and distribution of print and electronic waste reduction and diversion educational materials; and arranging and conducting in-person site visits to non-residential entities in Banff, with the purpose of promoting and supporting increased waste diversion. Job Duties: Conduct all interactions with a focus on the Town of Banff employee mission and core values of: Integrity, Teamwork, Efficiency, Accountability and Professionalism; Arrange and conduct site visits and/or meetings with non-residential waste clients, to promote and support increased waste reduction and diversion; Collaborate with staff across the Town of Banff to promote and support increased waste reduction and diversion throughout municipal facilities and functions; Plan and facilitate creative educational outreach programs to promote and support waste reduction and diversion among Banff residents, businesses, institutions and visitors; Work with Communications colleagues to coordinate the creation and distribution of print and electronic waste reduction and diversion educational materials and tools; Respond to public enquiries on topics related to waste reduction and diversion in a professional and friendly manner; 27 P a g e

28 Coordination implementation of other waste reduction and diversion actions related to making waste diversion more convenient, providing financial incentives, and implementing material bans; and, Research and provide recommendations on relevant policy options as directed by Council, including: Extended Producer Responsibility (EPR) and Construction, Renovation and Demolition (CRD) waste diversion opportunities. 28 P a g e

29 29 P a g e

30 3 of 11 New Service Level Request Waste Diversion C1 Support Banff Food Rescue Summary: Supporting Banff Food Rescue in its efforts to expand into a non-residential space with greater storage, along with cooler and food handling space, will allow the non-profit organization to collect greater volumes of edible food from the non-residential sector. Description: Banff Food Rescue provides an important opportunity for entities in the non-residential sector to segregate and send edible food items back into the community for human consumption, including food items that are packaged. Statistics show that from July 2017 to June 2018, 7673 people have been served by Food Rescue and over 1000 volunteers have assisted. This non-profit group on average diverted 2,700 kg of food each month. This is equivalent to the diversion of more than 32 tonnes of edible food each year. Diversion of food through Banff Food Rescue is a much preferred option for edible food items than placement in the food waste bin for composting, or the waste bin for landfilling. However, individuals involved with Food Rescue have indicated that their ability to accept more food items for distribution in the community is currently constrained by limited storage, handling and cooler space. Currently, Banff Food Rescue is operated on a volunteer basis by in one volunteer s home. Until a larger, non-residential space with additional storage and cooler space can be established, it is not possible for Banff Food Rescue to accept greater volumes of edible food from the nonresidential sector, even though there are non-residential entities that have communicated to Banff Food Rescue that they are keen to donate more edible food for re-distribution within the community. It is proposed that council support Banff Food Rescue s expansion into a rented space which is centrally located (for accessibility) and assist with overhead costs. At this time Banff Food Rescue s income is by donation only and barely covers utility costs. In the future the goal is to have a hired staff member to oversee the operation and reimburse volunteers for gas costs. Staff in Community Services have an ongoing collaborative relationship with volunteer coordinators of Banff Food Rescue. The Town could explore further ways to support Banff Food Rescue in its efforts to expand into a nonresidential space with greater storage, cooler and food handling space, so that it can collect greater volumes of edible food from the non-residential sector. Administration estimates that if Banff Food Rescue was able to collect greater volumes of edible food from the non-residential sector, this would result in a 5% decline in food going to the waste stream from the non-residential sector. In addition to this economic perspective, from social, and environmental standpoints there is a very strong case to be made for increasing the diversion of edible food items to Banff Food Rescue, and away from both the waste and compost streams. From a social well-being standpoint, diverting edible food to people who need it improves the health and overall well-being of Banff residents. From an environmental standpoint, great quantities of resources go into growing and preparing food; it is most environmentally efficient to use this food to feed people, when the food is still edible. 30 P a g e

31 Table 10. Anticipated results from Action C1 Support Banff Food Rescue to expand to divert more edible food. C1. Support Banff Food Rescue to expand to divert more edible food Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction Annual Capital Cost Annual O&M Cost food 5% increase in diversion of food from the non-residential sector (77 tonnes/year) 0.5% 64 tonnes/year Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction N/A $20,000 $20,000 $259 $32 Capital Costs: N/A Operating Costs: Cost of space rental $20,000 $20,000 $20,000 As with other Resource Recovery expenses, this initiative, should it proceed, would be funded 75% by rates, and 25% by taxes. Resources Required to Implement & Maintain: Supporting Banff Food Rescue in its efforts to expand into a non-residential space with greater storage, along with cooler and food handling space will require a financial investment and staff time (involving Resource Recovery and the Community Services team) in continuing to foster a collaborative relationship with the organization. Estimated Delivery Date: Funding will be provided in Q1, Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Implement a restaurant food waste diversion project. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. 31 P a g e

32 Supporting Materials: 1. Options for Waste Diversions Targets and Tactics - Report (p. 24) 2. Council minutes from June 11, 2018 Item US EPA Food Recovery Hierarchy 4. Organizational Operating Budget (as outlined by Banff Food Rescue) Rent 18,000 19,800 21,000 Utility 6,000 6,600 7,200 Taxes 2,400 2,520 2,700 Bank charges Insurance 1,200 1,200 1,200 Internet/phone 1,020 1,020 1,020 Supplies Inventory fixtures Gas/vehicle 960 1,440 1,560 Advertising Prof fees Wages 33,600 3, ,400 TOTAL 66,000 70,920 76, P a g e

33 4 of 11 New Service Level Request Waste Diversion C2 Require Non-Residential Sector Entities to Provide Infrastructure for Diversion of Food and Food Soiled Paper Summary: An option to increase diversion of food and food-soiled paper from the non-residential waste stream is to amend the Non-Residential Waste Bylaw 377 requiring all non-residential building owners provide adequate infrastructure to facilitate the diversion of food and food-soiled paper materials. Description: Administration has spoken with managers from numerous non-residential entities who have indicated that they are interested in diverting food and food-soiled paper from the waste stream; however, they rent space in a building where there is currently no access to a food scraps recycling bin or food waste disposer. An option to increase diversion of food and food-soiled paper from the non-residential waste stream is to amend the Non-Residential Waste Bylaw 377 to require that all building owners provide adequate infrastructure to facilitate the diversion of food and food-soiled paper materials generated at non-residential premises. The requirement to provide the opportunity to divert food and food-soiled paper from the waste stream is often a precursor to a community implementing a ban of food and food-soiled paper from the waste stream. Administration expects that this initiative could divert at least 5% of the food and food-soiled paper currently found in the waste stream for the non-residential sector. Although this action would lead to increased demand for collection service for food and food-soiled paper in the non-residential sector, it should also lead to a corresponding decline in the frequency of garbage pick-up for the sector. Table 11. Anticipated results from Action C2 Require non-residential sector entities to provide infrastructure for diversion of food and food-soiled paper C2. Require non-residential sector entities to provide infrastructure for diversion of food and food-soiled paper Target material Food scraps and food-soiled paper Anticipated increase in sector 5% increase in diversion of food and food-soiled paper from diversion the non-residential sector (77 tonnes/year) Anticipated increase in total 0.5% community diversion GHG emissions reduction 81 tonnes/year Annual Capital Cost Annual O&M Cost Total Annual Cost 1 Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $0 $950 $0 $0 $0 Capital Costs: N/A Operating Costs: One-time communications effort $950 $950 $6,550 Resources Required to Implement & Maintain: 33 P a g e

34 Implementing this action would require staff time to amend the Non-Residential Waste Bylaw, and a communications effort at the time of the bylaw change to notify all non-residential sector entities of the new requirement. This action would also lead to increased demand for collection service for food and food-soiled paper in the non-residential sector; however, it should also lead to a corresponding decline in the frequency of garbage pick-up for the sector. Cost savings from reduced amounts of food and food-soiled paper in the waste stream should off-set cost increases from collection service. Estimated Delivery Date: Bylaw amendment should take place in 2021, following education and communications efforts to inform the nonresidential sectors of these changes. Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Implement a restaurant food waste diversion project. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item 7.5 Town of Banff Bylaw P a g e

35 5 of 11 New Service Level Request Waste Diversion C3 Allow the Non-Residential Sector to Place Yard and Garden Material in their Food Scraps Collection Bin Summary: The implementation of Action C3 would offer the non-residential sector the option of including yard and garden materials in their food scraps bin, for collection by the Town through the food scraps collection service. The compost facility is already to set up to accommodate this change which would make it more convenient for the non-residential sector to divert yard and garden materials. Description: Currently, in order to divert yard and garden materials from the waste stream, the non-residential sector can transport materials to either the Town of Banff waste transfer site located in the industrial compound, or to the Francis Cooke Facility located 45 km east of Banff, near Exshaw. The Town of Banff does not currently provide a collection service for yard and garden materials to the non-residential sector. Over the past two years, on average 68% of the yard and garden materials collected at the Town waste transfer site were from the non-residential sector. However, the compost facility where the food and food-soiled paper is currently sent for composting is able to accept yard and garden materials. The Town could offer the non-residential sector the option of including yard and garden materials in their food scraps collection bin, for collection by the Town through the food scraps collection service. It would be the responsibility of non-residential sector entities to ensure that they maintain adequate food scraps collection service frequency to ensure that they have adequate space for food and food-soiled paper in their collection bin, if yard and garden materials are also included. It is likely that many non-residential entities will continue to choose to transport their yard and garden materials directly to the transfer site, especially when they generate large amounts of yard and garden materials. However, this option of including yard and garden materials in food scraps bins could provide a convenient option for entities that are not generating high volumes of food scraps or yard and garden materials. This option is linked to Action C2 (Bylaw 377 Amendment), which describes changing the non-residential waste bylaw to require that non-residential entities provide infrastructure for the diversion of food and food-soiled paper. Table 12. Anticipated results and cost of Action C3 Allow the non-residential sector to place yard and garden materials in their food scraps collection bin. C3. Allow the non-residential sector to place yard and garden materials in their food scraps collection bin. Target material Yard and garden materials Anticipated increase in sector diversion 5% increase in diversion of yard and garden materials for non-residential sector (14 tonnes/y) Anticipated increase in total community diversion <0.1% GHG emissions reduction 1 tonne/year Annual Capital Cost Annual O&M Cost Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $0 $0 $0 $0 $0 Resources Required to Implement & Maintain: Implementing this action would require staff time to notify all non-residential sector entities of the change. This education and communications effort could happen concurrently with Action C2 and therefore would not require additional staff resources. 35 P a g e

36 Estimated Delivery Date: Implementation of Action C3 would take place concurrently with Bylaw Amendment 377, by 2021, following education and communications efforts to inform the non-residential sectors of these changes. Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item P a g e

37 6 of 11 New Service Level Request Waste Diversion C4 Downtown District Recycling Depots Summary: The reconfiguration of, and addition to recycling depots in the Downtown District will make it more convenient for the non-residential sector to divert recyclable materials. Description: In 2017, Council approved a project to take place in 2020 to increase the convenience of recycling various material streams in the Downtown District by providing additional recycling depots within or adjacent to four downtown parking lots. This project would result in the reconfiguration of the current recycling depot near the fire hall, and the addition of three more recycling depots in the following locations: laneway behind the United Church, Bear Street parking lot and Town Hall parking lot. This approved project proposes to offer recycling opportunities for mixed paper, plastic / metal containers and glass at each of the recycling depots. The non-residential sector would specifically be invited to use these bins to deposit the appropriate recyclable materials. Administration has spoken about this initiative with various managers of non-residential establishments within the Downtown District. The managers communicated that increasing the availability of downtown recycling depots would make it more convenient for them to recycle all of the recycling streams that would be available. Table 13. Anticipated results of Action C4 Downtown District recycling depots and accepting various recyclable materials from the non-residential sector at transfer site for no charge C4. Downtown District recycling depots Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction mixed paper, plastic and metal containers, glass 25% increase in diversion of mixed paper, plastic and metal containers and glass for non-residential sector 10% due to establishment of depots and 15% due to recycling financial incentive (132 tonnes/y) 1.1% 373 tonnes/year Annual Capital Cost Already in budget Annual O&M Cost Already in budget Total Annual Cost Already in budget Estimated Cost/Tonne Diverted n/a Estimated Cost/Tonne GHG Emissions Reduction n/a Capital Costs: *already in capital budget, see approved 2017 service review Capital Budget $409,000 $0 $0 Operating Costs: *already in operating budget, see approved 2017 service review Operating Budget $131,000 $131,000 $131, P a g e

38 Impacts on Operating Solid waste reserve: Expected beginning balance 925, ,989 1,054,286 1,343,532 1,542,779 Downtown District Recycling Depots 98, C&T Tire Expenses *1 (90,000) - - (90,000) - C&T Tire Transfer *1 30,000 30,000 30,000 30,000 30,000 Lake Louise contributions *2 160, , , , ,855 Country Run contributions *2 111, , , , ,392 C4 - Operating - 50% of $131K *3 (65,500) C4 - Capital (409,000) C4 - Transfer to Capital * Expected ending balance 760,989 1,054,286 1,343,532 1,542,779 1,832,025 Asumptions: 1) Tires will be replaced beginning 2019 and ) Surplus transferred for 2022 and 2023 equaled to ) Operating costs will be incured mid 2019, the one for 2020 and forward were already budgeted as project approved 4) No transfer to capital as must have been already taken into account as project previously approved Resources Required to Implement & Maintain: Capital and operating resources will be required for the creation and ongoing servicing of the new recycling depots. Education and communications, primarily staff time, will also be critical in promoting the usage of the new depots. Estimated Delivery Date: Implementation of this action was originally planned for However, an option that Council could consider is to move implementation from 2020 to 2019, to help support earlier increases in waste reduction and diversion from non-residential sector entities located in the Downtown District. The earlier implementation of this project could be partially funded from the Budget Stabilization Reserve dedicated to Resource Recovery, as there are currently some funds available within this reserve. The budget for this action has already been approved as part of the 2017 Service Review. Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item Capital Reserve Summary 38 P a g e

39 7 of 11 New Service Level Request Waste Diversion C5 Non-Residential Mixed Recyclables (Bylaw 376 Amendment) Summary: The Town could amend the Residential Waste Bylaw 376 to enable the non-residential sector to use any residential recycling bins within the Town of Banff to deposit mixed paper, plastic containers or metal containers for recycling. This would increase the convenience of recycling these items for all non-residential entities within the Town, including those entities not located in the Downtown District near the recycling depots. Description: Allowing the non-residential sector to deposit mixed paper, plastic and metal containers in residential recycling bins would increase convenience for non-residential entities located outside of the Downtown District to increase diversion of recyclable materials. Non-residential entities would still be able to transport loads of these materials to the transfer site, where the cost to deliver these recyclable items would be $0/tonne. The non-residential sector would remain prohibited from placing cardboard or food and food-soiled paper in residential recycling collection bins, as there is a convenient Town collection service for these materials already in place. Table 14. Anticipated results and cost of Action C5 Allow the non-residential sector to deposit mixed paper, plastic and metal containers in residential recycling collection bins. C5. Allow the non-residential sector to deposit mixed paper, plastic containers, metal containers and glass in residential recycling bins. Target material mixed paper, mixed plastic and metal containers, glass Anticipated increase in sector 20% increase in diversion of mixed paper, plastic, metal and glass for diversion non-residential sector (106 tonnes/y) Anticipated increase in total 0.8% community diversion GHG emissions reduction 300 tonnes/year Annual Capital Cost Annual O&M Cost Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $8,000 $101,000 $109,000 $1,028 $363 Capital Costs: Increase to capital reserves $8,000 $8,000 $8, P a g e

40 Operating Costs: Increased collections frequency $101,000 $101,000 $101,000 Resources Required to Implement & Maintain: Costs include increasing the collection frequency for residential recycling bins located near non-residential entities to accommodate usage by the non-residential sector. Additionally, staff time and communications support to inform applicable non-residential entities of this option. As with other Resourse Recovery expenses, should council approve this initiative, it would be 75% rate funded and 25% tax funded. Estimated Delivery Date: Action C5 could be implemented as early as 2019; however there is the option to postpone until 2020/2021 if needed. Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item P a g e

41 8 of 11 New Service Level Request Waste Diversion C6 Add 63 Additional Residential Collection Bins for Food Scraps and Food-Soiled Paper Summary: Adding 63 new residential collection bins for food scraps and food-soiled paper will make it more convenient for residents to divert these material from the waste stream. Description: There are currently five residential collection bins for food and food-soiled paper, 48 residential recycling bin locations and 100 residential garbage bin locations found throughout Banff. Most Banff residents do not walk more than 150 metres to access a garbage bin. However, currently, for many residents, it is much more inconvenient to access a food scraps collection bin. In order to make depositing food scraps and food-soiled paper in a residential food scraps bin as convenient as placing these items in a garbage bin, a food scraps bin could be added to each recycling bin location that doesn t currently have a food scraps bin. If the proposed expansion of residential recycling bins detailed in Action C8 goes forward, it would be necessary to add 63 additional residential collection bins for food and food-soiled paper to recycling bin locations, bringing the total number of collection bins for food and food-soiled paper to 68. Increasing the availability of residential bins to collect recycling, food scraps and food-soiled paper will make recycling of all these materials more convenient, and lead to higher rates of material diversion. This should reduce the required collection frequency for garbage bins, which over time will reduce the Town s costs to collect and manage the garbage stream. Table 15. Anticipated results and cost of Action C6 Addition of 63 residential food scraps bins C6. Addition of 63 residential food scraps bins Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction Annual Capital Cost Annual O&M Cost Food scraps and food-soiled paper 35% increase in diversion of food scraps and food-soiled paper (193 tonnes/y) 1.8% 202 tonnes/year Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $64,000 $42,000 $106,000 $549 $525 Capital Costs: Capital Budget $504,000 $504,000 $0 Increased transfer to capital reserves $2,000 $34,000 $64,000 Operating Costs: Operating Budget $21,000 $42,000 $42,000 As with other Resource Recovery expenses, should council approve this initiative, it would be 75% rate funded and 25% tax funded. 41 P a g e

42 Impacts on Operating Solid waste reserve: Expected beginning balance 925, ,489 46, , ,279 Downtown District Recycling Depots 98, C&T Tire Expenses *1 (90,000) - - (90,000) - C&T Tire Transfer *1 30,000 30,000 30,000 30,000 30,000 Lake Louise contributions *2 160, , , , ,855 Country Run contributions *2 111, , , , ,392 C4 - Operating * C4 - Capital *3 - (409,000) C4 - Transfer to Capital * C6 - Operating (21,000) (42,000) (42,000) (42,000) (42,000) C6 - Capital (504,000) (504,000) C6 - Transfer to Capital - (2,000) (34,000) (64,000) - Expected ending balance 710,489 46, , , ,525 Asumptions: 1) Tires will be replaced beginning 2019 and ) Surplus transferred for 2022 and 2023 equaled to ) Original C4 project was budgeted for 2020 and No transfer to capital as must have been already taken into account as project previously approved Resources Required to Implement & Maintain: Capital and operating resources will be required for the creation and ongoing servicing of the residential food scraps bins. Various educational and communications actions, along with supporting materials (print, online) will help to foster increased and proper use of the bins. Estimated Delivery Date: Expansion of residential food scraps bins could be phased in over 2019/2020. Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item 7.5 Town of Banff: map of collections bins 42 P a g e

43 9 of 11 New Service Level Request Waste Diversion C8 Residential Recycling Bins Summary: Adding 20 new residential collection bins for recyclable materials will make it more convenient for residents to divert these material from the waste stream. Description: There are currently 48 residential recycling bin locations throughout town, and 100 residential garbage locations. As a result, for numerous Banff residents, it is easier to access a residential garbage bin than it is to access a recycling bin. This is likely a contributing factor in the fact that the residential waste stream for Banff contains 13% mixed paper and cardboard, 5% mixed plastic containers, 3% metal containers, 3% beverage containers, and 3% glass. These are all items which are recyclable at any of the residential recycling bin stations. Strategic placement of 20 additional recycling bin locations could help to resolve this situation, making it as convenient for the majority of residents to transport materials to a recycling station as to a residential garbage bin location. Increasing the convenience of waste diversion and strong public education to promote waste diversion are synergistic actions that combined together lead to the highest rates of successful diversion of recyclable materials. Increasing the availability of residential bins to collect recycling, food scraps and food-soiled paper will make recycling of all these materials more convenient, and lead to higher rates of material diversion. This should reduce the required collection frequency for garbage bins, which over time will reduce the Town s costs to collect and manage the garbage stream. Table 17. Anticipated results and cost of Action C8 Add 20 residential recycling bin locations. C8. Add 20 residential recycling bin locations. Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction Annual Capital Cost Annual O&M Cost Mixed paper, plastic and metal containers, glass 20% increased diversion of mixed paper, plastic and metal containers, and glass in the residential sector (81 tonnes/y) 0.5% 256 tonnes/year Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $26,000 $56,000 $82,000 $1,012 $ P a g e

44 Capital Costs: Capital Budget Increased transfer to capital reserves $0 $0 $189,000 $189,000 N/A N/A $0 $0 $2,000 $15,000 $26,000 $26,000 Operating Costs: Operating Budget $0 $0 $28,000 $56,000 $56,000 $56,000 Impacts on Operating Solid waste reserve: Expected beginning balance 925,370 1,235,489 1,119,786 1,190,032 1,129,279 Downtown District Recycling Depots 98, C&T Tire Expenses *1 (90,000) - - (90,000) (90,000) C&T Tire Transfer *1 30,000 30,000 30,000 30,000 30,000 Lake Louise contributions *2 160, , , , ,855 Country Run contributions *2 111, , , , ,392 C4 - Operating * C4 - Capital *3 - (409,000) C4 - Transfer to Capital * C8 - Operating - - (28,000) (56,000) (56,000) C8 - Capital - - (189,000) (189,000) - C8 - Transfer to Capital - - (2,000) (15,000) (26,000) Expected ending balance 1,235,489 1,119,786 1,190,032 1,129,279 1,246,525 Asumptions: 1) Tires will be replaced beginning 2019 and ) Surplus transferred for 2022 and 2023 equaled to ) Original C4 project was budgeted for 2020 and No transfer to capital as must have been already taken into account as project previously approved Resources Required to Implement & Maintain: Capital and operating resources will be required for the creation and ongoing servicing of the residential recycling bins. Various educational and communications actions, along with supporting materials (print, online) will help to foster increased and proper use of the bins. As with other Resource Recovery expenses, should council approve this initiative, it would be 75% rate funded and 25% tax funded. Estimated Delivery Date: Addition of 20 new residential recycling bins could be phased in over 2021/ P a g e

45 Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item 7.5 Town of Banff: map of collections bins 45 P a g e

46 10 of 11 New Service Level Request Waste Diversion F1 Adjust Non-Residential Transfer Site Dropoff Rates for Yard and Garden Material Summary: Adjusting non-residential transfer site drop-off rates for yard and garden materials will increase diversion of these materials. Description: In 2016, the creation of a 65% financial disincentive to drop off yard and garden materials at the waste transfer site for recycling resulted in a 40% decline in the amount of materials dropped off for recycling. Administration predicts that adjusting the current non-residential drop off rate for yard and garden materials from $85/tonne to $40/tonne, combined with a communications effort to the non-residential sector to indicate that this change has been implemented, would prompt diversion of 45% of the yard and garden materials currently in the waste stream (127 tonnes). This change to a tipping fee of $40/tonne would represent a 22% financial incentive to self-haul yard and garden materials to the transfer site for recycling, compared with placing this material in a nonresidential garbage bin. Managers in the non-residential sector have indicated that the current financial disincentive is a major barrier to recycling yard and garden materials. Some managers indicated that they find the current financial disincentive to be a greater barrier than the lack of a Town-run collection program for yard and garden materials from the nonresidential sector. Table 21. Anticipated results and cost of Action F1 Adjust transfer site drop-off rates for yard and garden materials to $40/tonne F1. Adjust transfer site drop-off rates for yard and garden materials to $40/tonne Target material Anticipated increase in sector diversion Anticipated increase in total community diversion GHG emissions reduction Annual Capital Cost Annual O&M Cost Yard and garden materials (including scrub and brush) Divert 45% of yard and garden materials in the non-residential sector waste stream (127 tonnes/y) 1.0% 13 tonnes/year Total Annual Cost Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $0 $20,000 $20,000 $157 $1,538 Capital Costs: N/A Operating Costs: Transfer site revenue decrease due to adjusted drop-off rate $20,000 $20,000 $20, P a g e

47 Resources Required to Implement & Maintain: Resources required to implement and maintain Action F1 include: operating budget to account for increased selfhauling of yard and garden waste by the non-residential sector, as well as staff time and communications support to inform applicable non-residential entities of the rate adjustment. As with other Resource Recovery expenses, should council approve this initiative, it would be 75% rate funded and 25% tax funded. Estimated Delivery Date: Implementation of Action F1 would take place in Q1 of Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item P a g e

48 11 of 11 New Service Level Request Waste Diversion B1 Non-residential Material Ban Summary: Within the Town of Banff, it would be feasible to consider implementing material bans as a waste diversion tool for the non-residential sector. Food scraps and food-soiled paper represent the best candidate for consideration as a material banned from the waste stream. Yard and garden materials in the non-residential sector are also a good candidate for a material ban. Description: Currently, the Town of Banff offers collection services for garbage, cardboard and food / food-soiled paper for this sector. The most practical candidates for a material ban would be food and food-soiled paper, yard and garden materials, and potentially other recyclable materials. The current Non-Residential Waste Bylaw states in section 6.2: Every Owner shall separate Cardboard from Garbage ; however, this material ban has not been actively enforced to date. Food scraps and food-soiled paper represent the best candidate for consideration as a material banned from the waste stream, given that an extensive collection program for this material has existed for many years, and it comprises the largest component of the non-residential waste stream. Although extensive education programming would likely lead to substantial increases in waste diversion in the non-residential sector, achieving 70-80% diversion would likely require implementation of a material ban for this material. Yard and garden materials in the non-residential sector are also a good candidate for a material ban, especially if Action C3 is implemented first, to increase the convenience of diverting yard and garden materials for this sector, and Action F1 is implemented to provide a financial incentive. Implementation of a material ban for yard and garden materials following these previous actions would help to achieve a diversion rate of at least 80% of yard and garden materials from the non-residential waste stream. Given that the Non-Residential Waste Bylaw already indicates that the non-residential sector must separate cardboard from the waste stream for recycling, the Town could choose to begin enforcing this material ban. The low proportion of cardboard in the non-residential waste stream (1.5%) would suggest that actively enforcing this material ban should be a lower priority than implementing material bans for food and food-soiled paper and yard and garden materials which comprise a much greater proportion of the waste stream. The recent implementation of a requirement for the non-residential sector to use clear bags for garbage disposal would facilitate compliance monitoring and enforcement of any material bans. Given Banff s relatively small community size, there would be an opportunity to conduct extensive public education, engagement and direct communication with the non-residential sector as part of the planning and implementation of any material disposal bans. 48 P a g e

49 Table 22. Anticipated results and cost of Action B1 Material ban for food and food-soiled paper and yard and garden materials from the non-residential sector waste stream. B1. Ban food and food-soiled paper and yard and garden materials from the non-residential waste stream. Target material Food and food-soiled paper, yard and garden materials Divert 20% of food and food-soiled paper and yard and Anticipated increase in sector garden materials currently in non-residential sector waste diversion stream (364 tonnes/y) Anticipated increase in total 3.7% community diversion GHG emissions reduction 327 tonnes/year Annual Capital Cost Annual O&M Cost Total Annual Cost 1 Estimated Cost/Tonne Diverted Estimated Cost/Tonne GHG Emissions Reduction $0 $2,000 $2,000 $5 $6 Capital Costs: N/A Operating Costs: Communications Resources $0 $0 $0 $20,000 $2,000 $2,000 As with other Resource Recovery expenses, should council approve this initiative, it would be 75% rate funded and 25% tax funded. Resources Required to Implement & Maintain: Action B1 would require staff time to implement an education and communications effort that would notify all non-residential sector entities of the material ban. This action would also lead to increased demand for collection service for food and food-soiled paper in the non-residential sector; however, it should also lead to a corresponding decline in the frequency of garbage pick-up for the sector. Cost savings from reduced amounts of food and food-soiled paper in the waste stream should off-set cost increases from collection service. Estimated Delivery Date: Implementation of Action B1 would take place in Q1 of P a g e

50 Council Strategic Priority? Yes Be an environmental role model for communities around the world. Divert recovered resources from the waste stream. Increase residential and commercial recycling. Implement a restaurant food waste diversion project. Investigate and implement environmental best practices in all Town functions. Reduce the Town s impact on the surrounding national park. Reduce Banff s ecological footprint. By 2018, existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and uptake on environmental grants. Supporting Materials: Options for Waste Diversion Targets and Tactics Report (p ) Council minutes from June 11, 2018 Item 7.5 Town of Banff Bylaw P a g e

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53 Service Area: Town Run (2 of 6) Service pedestrian garbage and recycling bins throughout downtown core Stock dog waste bag dispensers Litter pick (the downtown core) Provides assistance on non-residential and cardboard trucks Town Run Operating Budget Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget EXPENDITURES FTE Count Wages & Benefits $140,662 $166,258 $131,084 $171,476 $152,136 $152,790 $147,641 Contracted & General Services 7,389 2,950 2,950 3,000 3,000 3,245 3,310 Materials, Goods & Supplies 20,377 13,500 13,500 13,500 13,500 13,900 14,178 Internal Charges 20,800 21,300 21,300 22,100 20,900 22,600 22,900 TOTAL EXPENDITURES 189, , , , , , ,029 REVENUES LESS EXPENDITURES (189,228) (204,008) (168,834) (210,076) (189,536) (192,535) (188,029) Associated Amortization 16,090 12,061 12,061 12,061 12,061 12,061 12,302 Transfers to Reserves (62,233) (63,034) (63,034) (64,286) (64,699) (65,976) (67,278) Tax Funding Required (251,461) (267,042) (231,868) (274,362) (254,235) (258,511) (255,307) 53 P a g e

54 Service Area: Town Run (2 of 6) COUNCIL EXPECTATIONS 1) Staff continue to be Town ambassadors 2) Bins and area are kept clean Service Level Maintained Successes o Replaced the majority of the end of life cycle pedestrian bins with new pedestrian bins that have a greater capacity to store waste. o Added an evening shift to assist in the increased in visitor ship Challenges/Opportunities 2018 Priorities: Priority Status Increase frequency of downtown pedestrian bins cleaning. Replace pedestrian bins that are at their life cycle end and as per 2016 capital Work with Engineering on schedule for expanded for 2nd year if Bear Street and proposed Wolf/and Caribou project. Ongoing Ongoing acquired the bins and in the process of applying wood veneer Ongoing Woonerf still in trial period 2019 Strategic Plan Priorities: Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.) 54 P a g e

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56 Service Area: Residential Garbage/ Recycling /Organics (3 of 6) The residential garbage division provides daily pickups of: Garbage Recycling Food waste Illegally dumped items Door-to-door pickup of unwanted items Benchmarks for Residential Garbage/Recycling/Organics See Below: 1. Residential Solid Waste System Total Cost 1 (cost per tonne collected) 2. Residential Solid Waste System Total Cost 2 (cost per tonne collected) 3. Collection Total Costs (cost per tonne collected) 4. Recyclables, Handling & Marketing Processing Total Costs (cost per tonne recycled) 5. Garbage handling & Disposal Total Costs (cost per tonne garbage collected) 6. Residential Solid Waste System Total Cost 3 (cost per dwelling unit serviced) 7. Collection Total Cost (cost per dwelling unit serviced) 8. Recyclables, Handling & Marketing Total Costs (cost per dwelling unit serviced) 9. Garbage, Handling & Disposal Total Costs (cost per dwelling unit serviced) 10. Recyclables, Handling Total Costs (cost per tonne recycled, front end) 11. Labour Cost vs Total Solid Waste Direct Cost (percent) 12. Amortization Solid Waste Assets (cost per tonne collected) 13. Productivity (dwelling units serviced per truck hour of operation) 14. Residential Solid Waste Statistics (KG per capital) 56 P a g e

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