th
That Cabinet agree the budget increase of
£485,000 for the financial year 2007/08 in order to support the changes to the waste collection service and review thereafter. This includes the employment of eight additional staff for the proposed Co-mingled Recycling
Service and four Waste Awareness Officers. To approve a comprehensive review of progress and report to Cabinet in December 2008/January 2009.
Globally waste and its treatment is a growing issue. Rising waste levels are causing concern in relation to the pollution they can cause, together with the loss of finite and valuable resources, including the land waste is often buried under. Therefore European and national legislation is driving waste producers and collectors to treat waste in a more sustainable manner i.e. gaining use out of it rather than simply disposing of it.
The Government via its Waste Strategy for England (2007) has set statutory recycling targets which local authorities must achieve. Coupled with this are taxes and fines which will further be imposed if targets and quotas are not achieved. Therefore there is a need to engage the public in minimising, re-using and recycling their waste (including composting). Currently the City Council has achieved its previous statutory recycling targets, but now has to make significant increases in the recyclables it collects if it is to achieve the 40% recycling rate demanded by 2010, and the following targets of 45% by
2015 and 50% by 2020.
Attached to this report is a detailed appendix outlining the actions which need to be taken in order to meet the requirements imposed by both Europe and our own
Government.
The report not only highlights how the new service will meet these targets, which are required if England is to deliver a sustainable waste strategy and protect resources, but it also shows that by adopting the proposals contained within the report, then significant savings of at least £26 million, could be realised between 2008/9 and 2013/14. The

report proposes a change to current Kerbside Recycling Service. It proposes a move to a Co-mingled Kerbside Recycling Service. This will mean an increase in the establishment of four Waste Minimisation Officers and eight Recycling Operatives.
Best Value
Budget Monitoring
Budget Strategy
Communications, Public
Relations
Employee Matters
Environmental Strategy
Equalities
Health
Modernising Local
Government
Performance
Management
Planning Strategy
Procurement Strategy
Recycling Policies
Scrutiny
Strategy and Young
People
Transport Strategy
Waste Management e Government

ENVIRONMENT DIRECTORATE
W A S T E D I S P O S A L R E P O R T
1.1 With the introduction of statutory waste recycling targets, the first being in
2003/04, local authorities have had to re-assess how they deal with the waste they collect. Across the country recycling collection services have become the norm, and householders and businesses are faced with a wide array of different methods of recycling their waste.
1.2 Initially the collection of recyclables could be carried out using several different collection methods: bags, boxes, compost bins etc. Collection services could be provided in-house or by the private sector, and often to differing quality standards.
This early often ad-hoc approach was acceptable when recycling targets were fairly low, but progressively targets have been increased and together with the introduction of the landfill tax escalator and the Landfill Allowance Trading Scheme (LATS), then the penalties for not taking recycling seriously have become more costly.
1.3 The City of Salford has taken steps to avoid such penalties by introducing kerbside collections of recyclables, sighting of recycling banks, distribution of home compost bins and more recently the introduction of a green waste collection service. As a result it has so far been able to meet Government statutory recycling targets the last being in 2005/06 when it achieved a recycling rate of 18.04% against a government target of 18%.
1.4 As is obvious from the achievement of the last target, the ability to increase our recycling rate still further using existing collection methods will be difficult. Therefore there is a need to fundamentally change the way we deliver our recycling services.
This change has been brought about by a number of factors :-

The need to achieve new Waste Strategy recycling targets

Introduction of a new waste treatment contract which will allow the delivery of mixed recyclables

The need to stem the effect of rising waste collection and disposal costs

The avoidance of financial taxes and penalties associated with under-achievement

The need to develop a more sustainable approach to the way in which we deal with the City’s waste.
1.5 Therefore what is required is a new recycling service which not only collects more recyclables but also is used by the majority of the residents of the City.
1.6 Prior to the introduction of the service, there will be a high profile marketing campaign designed to prepare the City’s residents for the new service.

3.0
3.1
ENVIRONMENT DIRECTORATE
BACKGROUND 2.0
2.1 Waste Management is becoming an ever increasingly complex subject, being faced by many challenges that, in many instances, never used to exist. This service last received a major
‘overhaul’ in 2001, and has, by and large, been well received by the public we serve. Since
2001, various recycling initiatives have been ‘bolted on’ to the service, as and when the
Authority has been successful in winning additional external funding. The service, at best, can be described as ‘stationary’ in its development to meet the challenges set. Some of the challenges (in no specific order), are :-
* Improve Environmental Performance
*
*
*
*
*
*
*
Improve Performance
Health and Safety
Dovetail with new Disposal Contract
Recycling
Capacity
Need to demonstrate Quality
LPSA
.
.
.
.
.
.
.
.
Recycling
Targets
Public perception
CPA, BVPI’s
Method of operation
Co-mingled
Cost
Improve types of materials that can be recycled
.
.
.
.
Increase numbers of participants
Box capacity insufficient
Best Value and VFM
See Best Value Statement ( Appendix A and comment below * )
. Linked to 25% Recycling by 31 st March
2009
2.2
*
It is acknowledged that a political decision has already been taken, that what is referred to as an Alternate Week Service, is not considered suitable. Therefore, this proposal to re-design the service, has taken place with this in mind.
All Authorities are looking to develop their recycling services, and there are many different methodologies being employed, with several authorities linking alternate weekly collection of residual waste. This is done to encourage recycling but also to secure cost efficiencies. It is, therefore, not really possible to currently benchmark directly comparable services, although we will look to establish benchmarking partners for our new service proposals. To this end, we are looking to join the APSE Benchmarking Club. We will provide regular updates on this performance management approach.
Currently, therefore, we have provided the latest value for money statement .
CURRENT SERVICE
The current refuse collection service provided, is as follows :-

ENVIRONMENT DIRECTORATE
A Residual Service
B
Green Waste
(Garden)
Paper
Kerbside Collection
- Recyclates
Residual Service
Green Waste
(Garden)
Paper
Kerbside Collection
- Recyclates
.
.
.
.
.
.
.
.
Tuesday to Friday inclusive - weekly
Provision of 240 litre wheeled bin (black)
Removal of all / any side waste
Collected on a Monday (Fortnightly)
Provision of 240 litre wheeled bin (Magenta lid)
Collected weekly on the same day as the residual service
White plastic sacks provided
.
.
.
.
.
Collected Tuesday to Friday on the same day as the residual service
Source separated at kerbside
Provided to 85,000 traditional houses
Provided to 15,000 others, i.e. flats, tower blocks etc
.
Provided to 33,000 households on a fortnightly basis
Actively trying to persuade another 11,000 to participate.
Bins purchased
. 60,000 registered for the service. Not all put out for collection on a weekly basis
46,000 registered for the service. Not all put out for collection on a weekly basis
4.0
4.1
4.2
4.3
WHY ALTER THE SERVICE AT ALL?
The most obvious reason for changing the current service is the rising costs of waste disposal. This issue will be dealt with in greater detail in point 5, but put plainly, if no change is made to the current service, (i.e. increasing recycling rates), then over the next six years, waste disp osal costs will amount to over £90 million, from 2008/9 to 2013/14. With the adoption of the proposals, and delivery of the envisaged targets, contained within the report, this could result in a total cost, for the same period, of £62 million, giving a potential saving of circa £26 million.
Even though an LPSA target of 25% has been set, the Directorate expects to achieve a recycling rate of around 30% by March. This confidence also assumes that targets within the
Local Area Agreement will also be met.
The service has continued to increase its recycling performance from 18% to 20%, but this has remained stable at this rate since May 2006, and is unlikely to increase significantly beyond this level, without an alteration to this service provision.
The Government’s statutory targets are currently being reviewed, DEFRA are expected to release a new paper, outlining Government’s intentions for a new Municipal Waste Strategy.
It is expected that the new targets, when released, may mirror these in the AGMA strategy that the Authority have already ‘signed up to’, namely :-
*
*
*
2010
2015
2020
-
-
-
40%
45%
50%
The Authority has agreed to a LPSA target of 25% by 31 st March 2009. Achieving this target will mean that the Authority will receive a sum of £539,000.

5.0
5.1
ENVIRONMENT DIRECTORATE
4.4
4.5
Green Waste

If the additional 11,000 are persuaded, then this will be close to 100% participation.
Paper

Complaints about the plastic sacks - not large enough, go missing, blow away, are stolen.

New pulpable contract has been tendered by GMWDA, in conjunction with the nine
WCA’s. This will enable a greater amount of products that can be recycled.
Currently there are restrictions, i.e. no catalogues, no telephone directories, no envelopes, no yellow pages etc. No cardboard. The new contract allows for all the above to be recycled.

The target therefore, is to double our current tonnage between now and 2010. This alone would provide a 5.5% increase in the recycling rate.

However, to provide this enhanced service, will require a new type of receptacles, the sack system will not be suitable for the average household.
4.6
Kerbside Collection (Recyclates)

Even if the service was not to be re-designed, this aspect of our service will require attention.

It is an expensive method of collection, source separating at kerbside, often carrying volume rather than tonnage.

Current capacity is exhausted, so any further substantial growth would require additional resources, i.e. crews / vehicles.

The recycling boxes are now proving to be inadequate, as householders are now getting into the habit of recycling and wanting to recycle more.

The Health and Safety Executive has, nationally (in print) and locally, following an inspection, criticised this method of collection.

The new Waste Disposal Contract is designed to deal with co-mingled dry recyclates.
Therefore, there is no need to source separate at the kerbside.

Trade Unions have objected to the current service being provided by Agency workers. This proposal will remove this aspect of their complaint.
4.7
Cost of Waste Disposal
 This will be prohibitive with an expected fee (2008 / 09) of £75 per tonne. Plus increased Landfill Tax. Plus the threat of £150 per tonne LATS.
WHAT IS PROPOSED AS A NEW SERVICE?
The new service proposed is :-
Residual Service . The same as at present
Green Waste Service
. The same as at present

5.7
6.0
6.1
ENVIRONMENT DIRECTORATE
Pulpable Service
Co-mingled Service .
.
.
.
.
.
To collect using standard refuse collection vehicles
Fortnightly service - week one
Provide a blue 240 litre wheeled bin
Fortnightly service - week two
To collect using standard refuse collection vehicles
Provide each householder with a brown 240 litre wheeled bin
5.2
5.3
5.4
5.5
5.6
It is acknowledged that there are going to be types of households where the new scheme may not be suitable, i.e. flats, tower blocks and maybe some terraced properties. In these cases, variations on the main service will be required, i.e. flat dwellers utilising coloured sacks and providing larger, colour co-ordinated bins at ground floor level.


Clearly, such a major service change will require a detailed action plan, that is properly resourced. Such a plan has been drafted, the resources required will be :-


Marketing / Communication Campaign
Staff (Waste Awareness Officers) - knocking on doors and liaising with resident groups
New vehicles
Purchase (lease)
-
-
-
Six
85,000 Blue - 240 litre wheeled bins
85,000 Brown - 240 litre wheeled bins
Implementation will be phased, but it is intended to complete within six months, from commencement. Commencement date will be dependent upon when, and if, political approval is given. Should the proposal be agreed and resourced by July 2007, then implementation will be scheduled for Monday 5 th November 2007. It should be noted that this is a one month extension on the original implementation date, due to a deferment of a decision on financing the service changes.
Currently the Kerbside Recycling Service is provided by 24 agency staff. The proposed changes will bring this service in-house by the employment of eight full time members of staff.
These eight members of staff will then provide the new Co-mingled Recycling Service. This reduces our need for agency staff who in future will cover for routine casual vacancies, holidays and sickness etc.
In addition, there is the need to ensure sufficient training time is provided for the proposed
Waste Awareness Officers, a reasonable lead-in time for the purchase and / or leasing of vehicles and refuse / recycling containers, and importantly, a well-devised marketing strategy is developed and implemented. It should also be noted that during this time, it is intended to investigate sites where additional recycling facilities can be provided, such as recycling banks. This additional coverage, based on the continental model, will allow a greater number of people to recycle, particularly in those areas where kerbside collections of recyclates may prove difficult, e.g. flats.
Initial performance target, when fully implemented, during 2008/9, is 30%, although we will strive to achieve nearer the impending target of 40%, by 2009/10.
THE ROLE OF WASTE AWARENESS AND MINIMISATION OFFICERS
Central to the success of the introduction of the new recycling service, or ‘co-mingled’ as it will become known, will be a clear level of understanding within the general public, as to what is expected of them. Leaflets, adverts and even instructions via stickers on bins, will all be used, but by far the most proven successful method is face to face contact, explaining every little detail and clearing any misunderstanding there may be. This will be the role of the
Waste Awareness Officer. Tying in with the roll-out of the service, officers will begin

ENVIRONMENT DIRECTORATE
6.4
7.0
7.1
preparing residents for the new service via door-knocking exercises, aimed at recruiting support and explaining how the new service will work to current, and lapsed, participants, and new users alike. As well as explaining how to improve recycling rates, these officers will also promote composting, re-use, and waste minimisation techniques.
6.2 The Waste Awareness Officers will be crucial to ensuring the service is a success. Initially, adopting a coaching approach to taking part in the new service, potentially these officers could be used in an enforcement role, although this is thought to be extremely unlikely at this stage. It is hoped by a mixture of education and support, the officers will make the introduction of the new service more successful. Even when the service is fully rolled out, there will be an ongoing need to continue to provide information and education the public about the need to reduce, re-use and recycle. Also, it is highly likely that their role will be expanded to include commercial waste recycling in the next few years. The new Waste
Strategy for England 2007, mentioned earlier, will also be developed, at the local level, through the roles and responsibilities of these officers.
6.3 In light of this ongoing role, it is intended to make these positions permanent on the
Di rectorate’s establishment, as it will take in excess of twelve months to introduce and ‘bed in’ the new service, by which time these officers will have accrued the rights of full-time employees. In the unlikely scenario that their services are no longer required, then the agreed redeployment process will be instigated. During their work, it is proposed to adopt a performance monitoring approach whereby success will be measured by uptake of new recyclers, increases in the recycling tonnages and rates, as well as a reduction in the rate of waste growth within the City. Again, regular performance reports will be provided to Lead
Member and QPI meetings. Areas where progress could be reported upon could include:

Increases in numbers participating in the recycling service

Increases in tonnages recycled

Reductions in domestic waste arisings
Attached at Appendix B is the Waste Awareness Officer’s job description.
COSTS OF THE SERVICE
Refuse Collection and Recycling
The budgeted cost of the existing service for 2007/08 is £6.773m
Members will be aware from previous reports that the budgeted expenditure for the Refuse
Service has been partfunded from budgeted DSO surpluses of £0.5m and that this assumption is continuing through into the 2007/08 budget. The prevailing level of expenditure on the service is therefore of the order of £7.278m.
The proposals in this report would increase the cost of the service as follows :-
Total Cost
Less : Use of WPEG revenue grant
Net Cost
Budget available
Net increase in cost
2007 / 08
£m
7.998
0.235
7.763
7.278
0.485
2008 / 09
£m
8.007
0.235
7.772
7.278
0.494
2009 / 10
£m
8.070
0.235
7.835
7.278
0.557
2014 / 15
Peak year
£m
8.648
0.235
8.413
7.278
1.135
2015 / 16
Stabilised year
£m
8.148
0.235
7.913
7.278
0.635
7.2 Impact on Waste Levy

ENVIRONMENT DIRECTORATE
The impact of the proposals in this report upon the GMWDA waste levy is forecast as follows, compared with a do nothing option :-
Budget
2007/08
£m
9.000
Recycling Proposal
Targeted
Recycling rate
Disposal Costs
LATS
20%
)
) 8.967
) GMWDA Fixed
Overheads
Total Cost
Increase over budget
8.967
-0.033
-0.4% % Increase over budget
Do Nothing
Assumed recycling rate
Disposal Costs
LATS
GMWDA Fixed
Overheads
Total Cost
Increase over budget
% Increase over budget
Additional Cost of Do Nothing over Recycling option
(a) including full LATS charge
(b) excluding
LATS charge
)
) 8.967
)
20%
8.967
-0.033
-0.4%
0
0
2008/09
£m
9.000
30%
7.649
0.150
1.564
9.363
0.363
4%
20%
8.742
1.067
1.564
11.373
2.373
26.4%
2.010
1.093
2009/10
£m
9.000
40%
7.033
0.215
1.564
8.812
-0.188
-2.1%
20%
9.377
2.027
1.564
12.968
3.968
44.1%
4.156
2.344
2010/11
£m
9.000
40%
7.510
0.893
1.564
9.967
0.967
10.7%
20%
10.013
2.704
1.564
14.281
5.281
58.7%
4.314
2.503
2011/12
£m
9.000
43%
7.587
1.302
1.564
10.453
1.453
16.1%
20%
10.649
3.382
1.564
15.595
6.595
73.3%
5.142
3.062
2012/13
£m
9.000
43%
8.040
1.980
1.564
11.584
2.584
28.7%
20%
11.285
4.060
1.564
16.909
7.909
87.9%
5.325
3.245
2013/14
£m
9.000
45%
8.195
1.975
1.564
11.734
2.734
30.4%
20%
11.920
4.234
1.564
17.718
8.718
96.9%
5.984
3.725

ENVIRONMENT DIRECTORATE




Notes :
Costs at 2007/08 prices so do not allow for future inflationary increases in the GMWDA levy, but do allow for £8 per annum increase in landfill tax as per recent budget announcement
Based upon GMWDA’s current medium-term budget forecast, the levy will increase by 4.5% per annum for inflation in each of the next 5 years, and this needs to be added to the above cost projections in determining the future budget requirements for the waste levy
LATS charge of £150 per tonne included for each tonne over assumed LATS allowance for
Salford (detail has yet to be confirmed by GMWDA)
The figures and costs identified are based on current assumptions and waste arisings, there
8.0 has been no consideration given to increases in population, which could be brought about by current regeneration activities within the City. Also, these figures / costs are dependant upon no further significant rises in waste growth, which currently stands at circa 3% per annum nationally.
CONCLUSIONS
8.1 The recycling proposal would require an increase in budget provision of £0.485m in 2007/08 and £0.494m in 2008/09, rising to a peak of £1.135m in 2014/15 before stabilising at £0.635m in 2015/16. The variations are due to the manner in which leasing charges arise and expire for the annual replacement of bins.
8.2 The impact upon the waste levy is that the recycling option would minimise the additional cost of waste disposal in forthcoming years compared with maintaining the status quo.
8.3 It should be noted that even with the recycling proposals there will be substantial increases in waste disposal levy costs from 2010/11 with the operation of the LATS scheme and further options to increase waste reduction and recycling rates beyond that assumed above will need to be considered if the projected additional costs are to be avoided. This further justifies the need for retention of Waste Awareness and
Minimisation Officers.
8.4 In addition to the waste targets, it needs to be taken into account, that waste is a major issue in many of th e Council’s strategic documents, such as the Local Area Agreement, and failure to achieve such targets could have adverse effects on the standing of the City both within the
LAA but also within the Corporate Performance Assessment / CAS process.
8.5 There is undoubtedly a need to change the current service, for both economic and environmental reasons. The City Council has to be seen as an exemplar and leader of change. If this opportunity to fundamentally change the way the City deals with its waste is not taken, then it will have serious implications regarding the sustainable future of the City, and its communities.
9.0 RECOMMENDATIONS
9.1 That Cabinet agree t he budget increase of £485,000 for the financial year 2007/08 in order to support the changes to the waste collection service and review thereafter. This includes the employment of eight additional staff for the proposed Co-mingled Recycling Service and four
Waste Awareness Officers. To approve a comprehensive review of progress and report to
Cabinet in December 2008/January 2009.

ENVIRONMENT DIRECTORATE
Appendix A

ENVIRONMENT DIRECTORATE

ENVIRONMENT DIRECTORATE

ENVIRONMENT DIRECTORATE

ENVIRONMENT DIRECTORATE
Appendix B
Environment
Liveability
Waste Awareness Officer
Scale 6
Turnpike House
Senior Waste Awareness Officer
N/A
36 hours per week in accordance with the flexible working hours scheme. The post-holder may be required on occasion to work outside normal working hours. Where there is an entitlement to any payment such payment will be in accordance with the
National Scheme of Conditions of Service.
Promoting recycling and waste minimisation to Salford’s diverse communities; in particular ‘hard to reach’ groups and residents living in areas with low participation in recycling services.
The post requires a mix of desk work (approx. 30%), site visits (50%) and attendance at meetings (20%).
ELD00103
1. Assist in the development of Salford’s recycling awareness programme.
2. Maximise opportunities to promote recycling and waste minimisation in the local press, Council publications and other media.
3. Encouraging and initiating recycling schemes; developing the Council’s recycling infrastructure; setting up, monitoring and expanding existing schemes and liaising with contractors on a day-to-day basis.
4. To carry out waste audits at residential and commercial premises.
5. To carry out surveys to support the recycling services.
6. To report Street Scene related matters. i.e. graffiti / fly tipping etc.
7. To issue fixed penalty notices in line with agreed procedures

ENVIRONMENT DIRECTORATE
8. Assist in the development of promotional materials for recycling services.
9. Manage enquiries, complaints and requests pertaining to the directorate’s recycling service.
10. Dealing with correspondence and enquiries from residents, elected Members and MPs .
11. To receive and process requests for services and complaints in a courteous and helpful manner. Requests will come from the Call Centre, directly from residents, members of the Operational Staff and Management.
12. Assist in the maintenance of systems and records relating to Liveability.
13. To monitor and report progress on any report when requested to do so by operational staff or Management.
14. To input and retrieve information from a variety of IT systems for use in the production of appropriate performance monitoring.
15. Producing reports, briefing notes and performance monitoring data in order to maintain and develop services provided by the Liveability division.
16. To assist in the production and distribution of publicity material relating to the recycling service.
17. To file and retrieve all records, paper and computer based, as required to support an efficient service.
18. To communicate information on work related matters by telephone, radio, fax, e-mail and directly to all operational staff.
19. Undertake word / excel processing duties as required.
20. Ensure that personal time/performance information is recorded in an efficient and timely manner.
21. The postholder must carry out their duties with full regard to the City Council’s Equal Opportunities, Health and Safety and Community Strategy policies.
22. To contribute and demonstrate a commitment to the City Council’s Crime and Disorder Reduction Strategy.
23. To undertake any other such duties that are reasonably commensurate with the level of this post
The details contained in this job description reflect the content of the job at the date it was prepared. It should be remembered, however, that it is inevitable that over time, the nature of individual jobs will change, existing duties may no longer be required and other duties may be gained without changing the general nature of the duties or the level of responsibility entailed. Consequently, the council will expect to revise this job description from time to time and will consult with the postholder at the appropriate time.
Salford City Council are currently in the process of undertaking a job evaluation exercise as part of its commitment to achieve an equitable grading system for its staff. It is envisaged that this system will be ready for implementation for the budget year 2008/2009. It is inevitable as a

ENVIRONMENT DIRECTORATE consequence of this that the grade of some jobs will change. Implementation will be phased over a period of up to 3 years at the conclusion of the process and in consultation with our
Trade Union colleagues. Progress in respect of the job evaluation exercise will be communicated to all staff via regular newsletters and briefings as appropriate.
Date job description prepared/revised: March 2007
Prepared/revised by: Damian Thornton
Agreed job description signed by holder: