NATIONAL CONSTRUCTION, RENOVATION
AND DEMOLITION NON-HAZARDOUS
SOLID WASTE MANAGEMENT PROTOCOL
EXECUTIVE SUMMARY
Construction, Renovation and Demolition (CRD) waste accounts for
approximately 30 % of the waste produced annually in Canada. A large portion
of CRD waste can be diverted from landfill through reuse or recycling initiatives.
The CRD Waste Management Protocol has been developed as a complimentary
implementation tool for the National CRD Non-Hazardous Solid Waste
Management Strategy. Together, they provide direction for Real Property
Services to undertake non-hazardous solid waste management actions for CRD
projects.
The inclusion of waste management into CRD projects has evolved as a
consequence of federal policies, provincial regulations, research projects
determining best practices as well as the goals outlined in the PWGSC
Sustainable Development Strategy (SDS).
Purpose of the protocol
· To facilitate the integration of waste management practices in CRD projects.
Goal of the protocol
·
·
To provide clear and concise guidelines for project and property managers,
contractors, architecture and engineering consultants and environmental
consultants, to find cost effective and environmentally responsible alternatives
to traditional waste disposal practices.
To provide practical "how to" information to facilitate waste reduction.
Intensive CRD waste management is a relatively new issue for most project
managers. Until recently, waste generated during CRD projects was traditionally
disposed directly into landfills without the implementation of waste diversion
initiatives. However, as landfill restrictions and disposal costs are increasing,
contractors and their clients are realizing the importance of sound waste
management practices. These practices are becoming more demanding and
generally require more planning, training and on-site implementation time than
has been customary. In fact, demonstration projects have shown that the
diversion of waste from landfill can reduce project disposal costs by up to 30 %.
Waste management planning should become a routine part of every project to
achieve reduced environmental impacts and cost savings. Each project will
generate different CRD waste types as situations change, new technologies arise
and problems and opportunities are seen in a new light. With the CRD Waste
Management Protocol, the implementation of a successful waste management
program can become a reality and a benchmark for the future.
TABLE OF CONTENTS
1.0 INTRODUCTION
1
2.0 PROTOCOL RATIONALE
2
2.1
2.2
2.3
2.4
2
4
6
7
FEDERAL REGULATIONS AND POLICIES
PROVINCIAL REGULATIONS AND POLICIES
ENVIRONMENTAL IMPACTS
POTENTIAL COST SAVINGS
3.0OVERVIEW OF THE PROTOCOL
7
4.0 CONTENTS OF THE PROTOCOL
8
4.1 PART I - THE W ASTE MANAGEMENT STRATEGY
4.2 PART II - THE W ASTE DIVERSION W ORKPLAN
8
9
5.0 THE PROJECT FRAMEWORK
10
5.1 PROJECT BRIEFING
5.2 THE NATIONAL MASTER SPECIFICATION
5.3 NMS NON-HAZARDOUS W ASTE AND MATERIALS MANAGEMENT SPECIFICATIONS
5.4 CONSTRUCTION, RENOVATION AND DEMOLITION CONTRACT DOCUMENTS
5.5 THE PRIME CONSULTANT
5.6 DESIGN FOR DISASSEMBLY
5.7 THE W ASTE MANAGEMENT SPECIALIST
5.8 THE GENERAL CONTRACTOR
5.9 PROPOSED CONTRACTING PROCEDURE
5.10 ADDITIONAL CONTRACTING PROCEDURES
10
11
12
13
13
14
16
17
18
20
6.0THE WASTE MANAGEMENT STRATEGY
21
6.1
6.2
6.3
6.4
6.5
THE PRELIMINARY EVALUATION
PRE-AUDIT ACTIVITIES
IDENTIFICATION OF MATERIALS TYPES
QUANTIFICATION OF MATERIALS
FINAL W ASTE AUDIT COMPONENTS
22
24
27
28
29
7.0 THE WASTE DIVERSION WORKPLAN
29
7.1 IDENTIFYING AREAS OF GREATEST W ASTE DIVERSION POTENTIAL
7.2 ASSESSING W ASTE DIVERSION PRIORITIES
30
31
1
7.3 OPPORTUNITIES FOR REUSING, RECYCLING AND REDUCING W ASTES
7.4 FINAL W ASTE DIVERSION W ORKPLAN COMPONENTS
31
41
8.0 THE WASTE DIVERSION WORKPLAN REPORT
42
9.0 SELECTION OF A GENERAL CONTRACTOR
43
9.1 SUBCONTRACTOR COMMITMENT
45
10.0 APPOINTMENT OF A FACILITATOR
46
11.0 IMPLEMENTATION
47
11.1 COMMUNICATING TO SITE PERSONNEL
11.2 DEVELOPING A COMMUNICATIONS STRATEGY
11.3 INCENTIVES
11.4 REWARDS
11.5 PROJECT TRACKING
11.6 MONITORING AND TRACKING OF W ASTE DIVERSION PRACTICES
11.6.1 W RITING THE REPORT
47
48
48
49
49
50
50
2
APPENDIX A - SAMPLE REQUEST FOR PROPOSAL (SELECTING A PRIME
CONSULTANT)
A1
APPENDIX B - SAMPLE REQUEST FOR PROPOSAL (FOR INCLUSION FOR
DEMOLITION WASTE AUDIT &WASTE REDUCTION WORKPLAN WHEN HIRING A
GENERAL CONTRACTOR)
B1
APPENDIX C - SAMPLE REQUEST FOR PROPOSAL (SELECTING A GENRAL
CONTRACTOR)
C1
APPENDIX D - CRD WASTE MANAGEMENT COST BENEFIT SCREENING
PROCESS
D1
APPENDIX E - SAMPLE LETTER OF NOTIFICATION
E1
APPENDIX F - SAMPLE WASTE AUDIT WORKSHEET
F1
APPENDIX G - SAMPLE WASTE AUDIT & WASTE REDUCTION WORKPLAN
REPORT
G1
APPENDIX H - SAMPLE PROJECT WASTE TRACKING FORMS
H1
APPENDIX I - SAMPLE SITE COMMUNICATION CHECKLISTS
I1
APPENDIX J - SAMPLE SITE WASTE TRACKING FORMS
J1
1.0
INTRODUCTION
The diversion of construction, renovations and demolition (CRD) waste from
landfill sites is an issue gaining attention within both the public and private
sectors. Surveys have indicated that up to 30% of total municipal waste streams
is generated by CRD activities. This material represents an inefficient use of
natural resources, consumes valuable landfill space and contributes to escalating
disposal costs. These increasing costs of disposal are ultimately reflected in job
costs, as contractors must incorporate anticipated disposal costs in job bids.
Facts such as these highlight the need for taking action on reducing and diverting
as much waste as possible from CRD activities.
Over the past few years, the Federal Government of Canada has taken
substantial strides towards greening its operations. Firstly, pursuant to the 1995
amendments to the Auditor General Act, federal government departments were
required to table their Sustainable Development Strategies (SDS) in the House of
Commons by December 31, 1997. In response to this legislative requirement,
Real Property Services (RPS) of Public Works and Government Services
Canada (PWGSC) has developed sustainable development commitments which
establishes the branch's goals, objectives and actions for integrating sustainable
development principles into its policies and operations.
Secondly, as part of its SDS, RPS integrates the requirements of the Greening of
Government Operations policy, approved by Cabinet in April 1995. This policy
commits federal departments and agencies to address specific issues in their
SDSs. Non-Hazardous solid waste management has been included as one of
the priority areas within the RPS sustainable development commitments and one
of the seven issues endorsed in the Greening of Government Operation's Best
Practices.
1
PWGSC is committed to conducting its business in the most environmentally
responsible way possible, consistent with its objectives of sustainable
development. With this commitment in mind, several initiatives have been
undertaken. Recently, a National CRD Non-hazardous Solid Waste Management
Strategy was prepared to provide the framework to assist department branches
to meet its objectives and targets relating to CRD solid waste management. The
RPS Construction, Renovation and Demolition Waste Management Protocol has
been developed as a complimentary implementation tool.
A large portion of CRD waste can be diverted from landfill through reuse or
recycling initiatives. At the same time, it must be recognized that a managed
approach to handling CRD waste requires additional time and resources for
planing and execution.
In a well-planned and executed waste management
program, these additional investments are commonly offset or more than offset
by cost savings and revenues.
Responding to the PWGSC sustainable
development commitments, PWGSC project managers are beginning to embrace
the principles of waste reduction in CRD projects.
2.0
PROTOCOL RATIONALE
The inclusion of waste management into CRD projects has evolved as a
consequence of federal policies, provincial regulations, and research projects
that have determined best practices. The following provides rationale for the
development of this protocol.
2.1
FEDERAL REGULATIONS AND POLICIES
At present, there are no binding federal regulations or legislation requiring the
implementation of solid waste reduction measures for CRD waste. However,
federal government policies have recently been developed.
2
These federal policies ensure the federal government's commitment to protecting
the environment, preventing the creation of pollution, and conserving resources
by using processes, materials, products, and/or energy that avoids or minimizes
the creation of pollutants and waste. In turn, these policies reduce the overall
risk to human health and the environment.
The federal policies relevant to solid waste reduction in CRD projects are
described below.
·
Amendments to the Auditor General Act, in 1995, required all federal
government departments to develop a SDS and table it in the House of
Commons by December 1997. In response to this legislative requirement,
RPS has developed sustainable development commitments which outline the
branch's
goals,
objectives
and
actions
for
integrating
sustainable
development principles into its policies and operations.
·
The Greening of Government Operations policy, approved by Cabinet in April
1995, commits federal organizations to address specific issues in their SDSs.
The goals of the policy and the SDS are to reiterate its priority to meet or
exceed applicable environmental statues, regulations and policies, by
developing and implementing Environmental Management Systems (EMS)
and best practices on several operational issues. The RPS EMS will provide
the framework by which the branch will be able to meet its objectives and
targets relating to CRD solid waste management.
As part of the requirements of the Greening of Government Operations policy
and the Auditor General Act, PWGSC tabled its SDS in Parliament on April 22,
1997.
Within the RPS branch, the Architecture and Engineering Services
(A&ES) Division coordinated the development of the RPS SDS, which was
approved by the RPS Management Committee on December 18, 1996.
3
The RPS SDS lays out goals, objectives and actions for integrating sustainable
development principles into RPS policies and operations. The RPS SDS covers
the full range of RPS's environmental responsibilities including:
·
the development of a comprehensive EMS;
·
the demonstration of environmental leadership; and
·
the reiteration of its priority to meet or exceed applicable environmental
legislation.
The Framework for the Development of the RPS EMS and the accompanying
RPS CRD Non-Hazardous Solid Waste Management Strategy address the
management of non-hazardous solid waste generated in CRD projects.
The
following target had been established for the management of solid waste
generated by CRD activities.
Improve application of construction, renovation and demolition
(CRD) waste management practices by at least 25% per year to
reacgh full implementation by March 2004 (reflects SDGO target).
The Canadian Council of Ministers of the Environment (CCME) solid waste
reduction goal was to divert 50% of solid wastes sent for disposal (i.e. to landfill
or incinerator) by the year 2000, relative to 1988 levels.
2.2
PROVINCIAL REGULATIONS AND POLICIES
Ontario is the only province regulating the necessity of waste management
programs for CRD projects. In 1994, the Ontario Ministry of the Environment
(MOE) passed the 3Rs Regulations.
The 3Rs Regulations are intended to
ensure that municipalities as well as industrial, commercial and institutional
sectors, develop programs to reduce the amount of material being sent to landfill.
4
The goal of the regulations was to reduce the amount of waste material requiring
disposal in landfill, by at least 50% by the year 2000 compared to the base year
of 1987.
The two applicable regulations pertaining to CRD projects are Regulations
102/94 and 103/94.
These regulations apply to CRD projects for one or more
buildings with a total floor area of at least 2,000 square metres.
The waste reduction activities required under Regulation 102/94 include the
following:
·
the completion of a waste audit which identifies the amount and nature of the
waste that will be generated;
·
the development of a waste reduction workplan which outlines specific
achievable diversion options for reduction, reuse, and recycling;
·
the implementation of a waste reduction workplan;
·
the documentation of the waste audit and workplan results on forms provided
by the MOE or forms that have been designed in similar format; and
·
the retention of a copy of the audit and workplan documents on file for five
years from completion of the project.
Regulation 102/94 requires that the waste audit is conducted and the workplan
completed before the beginning of the CRD project. Therefore, the audit and the
workplan will need to be completed in conjunction with the project's other
planning activities.
Regulation 103/94, deals with ICI source separation programs which requires the
following activities:
·
the implementation of a source separation program for the reusable and
recyclable materials listed in Regulation 102/94;
5
·
the specification of facilities that are sufficient for the collection, sorting,
handling and storage of these materials;
·
the communication of the source separation program and its successes to
employees, patrons, and tenants; and
·
reasonable effort in ensuring that the separated waste is reused or recycled.
The Ontario 3Rs Regulations requires that CRD projects greater than 2,000 m2
conduct a waste audit and develop a waste reduction workplan. However, above
and beyond this requirement, the PWGSC SDS requires that projects whose
area is less than 2,000 m2 must also proceed with a preliminary evaluation in
order to determine the extent of the waste management practices that should be
undertaken. The requirement also applies to civil engineering projects where
“area” is not a reasonable criteria of the scale of the project. In the instance of
civil engineering projects, the preliminary evaluation process should be
employed. This process is described in Section 6.1 of this protocol.
2.3
ENVIRONMENTAL IMPACTS
As stated, CRD waste accounts for approximately 30% of the waste produced
annually in Canada. This is problematic for a number of reasons. The most
obvious problem is that seven million tonnes of this material are sent to landfill
annually. Existing landfill sites are quickly reaching their capacity, resulting in the
requirement of new landfill sites. Odours, increased traffic, and potential
problems with ground and surface water contamination are among the many
reasons why residents are opposed to the development of landfill sites in their
neighborhood.
Although new landfills are engineered to have leachate and
methane control systems, older sites may not have these design features. In
addition to the problems with leachate and methane gas build up, there is the
loss of land to landfilling which, because of the need for disposal space, can no
longer be used for a more productive purpose.
6
Less obvious, but equally important, is that the extraction and transformation of
natural resources has its own environmental impacts.
This includes habitat
destruction, resource depletion, energy use, air pollution, water pollution and
solid waste problems. The recovery of the natural resources that are embodied in
CRD “waste” materials reduces the necessity to extract some of these natural
resources.
2.4
POTENTIAL COST SAVINGS
In the past, contractors have known that there are economic reasons for reducing
the amount of materials that they dispose of and for salvaging metals and other
selected materials. Demonstration projects have shown the diversion of waste
from landfill can reduce project disposal costs by up to 30%.
This is made
possible through reduced tipping and haulage fees, as well as the sale of
reusable and recyclable materials. The potential savings depends heavily on the
project at hand and its location. Therefore, it is important to carefully analyze
each case to determine the practical extent to which waste management
activities should be pursued and the potential savings that may be expected.
This potential for cost savings and/or revenue from the waste management
initiative should either partially, completely or more than completely offset the
additional expense and time required to implement the initiative.
3.0
OVERVIEW OF THE PROTOCOL
The purpose of the CRD Waste Management Protocol is to facilitate the
integration of waste management practices in CRD projects. The goal of the
protocol is to provide clear and concise guidelines for project and property
managers, architecture and engineering consultants, environmental consultants
and contractors to facilitate their efforts to find cost effective and environmentally
responsible alternatives to traditional waste disposal practices.
7
The protocol provides practical "how to" information to facilitate waste reduction.
It will allow project managers to develop an inventory of materials that can be
diverted from a proposed CRD project, prior to the actual commencement of the
work. Once an inventory of materials is developed, managers will be able to
more accurately:
· track the disposal costs of the CRD project;
· determine the potential for recycling and/or reuse of building materials; and
· arrange for proper disposal of waste that cannot otherwise be diverted from
landfill.
4.0
CONTENTS OF THE PROTOCOL
The protocol consists of two sections. They are a Waste Management Strategy
and a Waste Diversion Work plan.
The protocol also contains a number of
Appendices that contain tools to assist in the CRD waste management process.
4.1
PART I - THE WASTE MANAGEMENT STRATEGY
Successful waste diversion ratios are achieved if the process is clearly defined to
all members of the project team.
A waste management strategy provides
communication through the development of contract documents, projects
specifications and accurate evaluation of anticipated material types and
quantities via a waste audit. The waste audit provides data that identifies areas
where environmental impacts can be reduced.
Once the material types and quantities have been identified, the process can
continue to the development of project specifications and the development of
contract processes and documents. The protocol also addresses the use of tools
such as the National Master Specification (NMS) that can provide direction
during the specification process.
8
4.2
PART II - THE WASTE DIVERSION WORKPLAN
Following the development of the waste management strategy, the next step of
the protocol addresses the development of a waste diversion workplan that
provides direction during the project implementation stage. The workplan details
the development of a systematic approach to the management of the materials
that have been identified in the strategy. The waste diversion workplan has been
based upon the 3Rs hierarchy, however, the order has been restructured to
place the emphasis on reuse, then recycle and finally reduce.
The waste diversion workplan also permits for the cataloging of materials that
may have potential for on-site reuse or diversion to other facilities that will offer
the materials for external reuse.
Recycling of materials requires the identification of local markets and facilities.
Many construction materials are generally recyclable.
These materials may
include wiring, metals or glass. Other materials such as asphalt shingles or
drywall have regionally limited markets. Thus, for each project local recycling
markets will require identification. The recyclability of construction materials is
often affected by the degree of sorting required. Contaminated loads of materials
are often disposed into landfill sites. Therefore, it is imperative that this issue be
addressed during the development of the action plan. This portion of the protocol
also addresses options for site setup to facilitate proper recycling. The protocol
is structured to provide for the development of actions that will allow for optimized
recycling percentages.
During demolition procedures, the quantity of materials is fixed and reduction of
quantity is not an option. However, on many construction projects it is possible
to reduce materials such as packaging wastes and to reduce materials through
the use of designing for resource efficiency and disassembly concepts.
9
5.0
THE PROJECT FRAMEWORK
Intensive CRD waste management is a relatively new issue for most project
managers. Until recently, waste generated during CRD projects was traditionally
disposed of directly into landfills without the implementation of waste diversion
initiatives. The costs associated with waste removal are routinely incorporated
into bid pricing.
However, as landfill restrictions and disposal costs are
increasing, contractors and their clients are realizing the importance of sound
waste management practices. These practices are becoming more demanding
and generally require more planning, training and on-site implementation time
than has been customary.
In a well executed waste management program,
these additional cost will be balanced by avoiding other costs such as haulage
and tipping fees, the purchase of new materials, and by possible revenues from
materials sales
Prior to initiating actions regarding waste management, project managers must
have a good understanding of the types and quantities of waste that will be
generated and the diversion opportunities locally available.
This section
describes the initial planning requirements by providing a framework to ensure a
systematic and thorough decision making process.
Waste management planning should become a routine part of every project to
achieve reduced environmental impacts and cost savings.
Each project will
generate different CRD waste types; situations change, new technologies arise,
and problems and opportunities are seen in a new light. Consequently, plans
become outdated if they are not assessed for each individual project.
5.1
PROJECT BRIEFING
The objectives of a project are identified at the initial project briefing meeting. At
this briefing, the project and property managers introduce the project and all
relevant information. This includes:
10
·
the extent of the project;
·
the necessity of a Prime Consultant, based on project size and complexity;
·
project scheduling implications;
·
required funding; and
·
project details.
In order for waste management to be successfully incorporated into CRD
projects, these issues need to be incorporated at the initial planning stage. Initial
contract documents are drafted based upon the decisions formed at this early
level, and waste management requirements should be clearly defined in all
related contract documents.
5.2
THE NATIONAL MASTER SPECIFICATION
For most federal government projects, project managers use the National Master
Specification (NMS) as a resource tool for writing construction, renovation and
demolition specifications. Developed jointly by the public and private sector, the
NMS is recognized by the Canadian construction industry as the leading
construction specification tool.
The NMS is a comprehensive library of
construction specifications written in contract specification format. Its level of
detail and complexity allows for maximum protection against duplication and
errors, while minimizing the chances of misunderstandings, and liability in the
delivery of construction contracts. The NMS is routinely reviewed by industry to
ensure it represents current trade practices and construction technology. The
following are also key characteristics that encourage the use of the NMS in the
majority of federal CRD projects.
·
Time Saving and Reduced Errors - using the NMS reduces time and costs
involved in specification writing. Applicable project requirements can be
selected from the NMS, resulting in clear and concise directions. Using this
tool reduces the chances of error that can result from writing the document
from scratch each time or copying specifications from a previous project.
11
·
Adaptability - because the NMS does not restrict the project team from using
any products, design concepts, or construction techniques, it is flexible and
suitable for use on projects of any scope or size.
The sections of the NMS have been updated to include Environmental SPEC
NOTES. These indicate to the specification writer where options have been
identified that will reduce the environmental impacts of a project.
This
information identifies:
·
materials selection, handling and installation processes;
·
alternative disposal methods for CRD waste materials; and
·
energy and water conservation technologies and practices.
5.3
NMS NON-HAZARDOUS WASTE AND MATERIALS MANAGEMENT
SPECIFICATIONS
The NMS has developed specifications for non-hazardous waste and materials
management which are not specific to any particular project application. These
specifications are currently published as Section 01355 and include the following
components:
·
a generic set of specifications which may be applied to a variety of CRD
related projects;
·
a waste audit sample schedule;
·
a waste reduction workplan sample schedule;
·
generic source separation guidelines; and
·
a cost/revenue analysis workplan sample schedule to determine the
economic status of waste reduction efforts.
12
5.4
CONSTRUCTION, RENOVATION AND DEMOLITION CONTRACT DOCUMENTS
An integral part of all CRD projects are the contract documents. They set the
legal conditions of the project by defining the scope of the work, the completion
timeline and the associated costs. The contract documents include:
·
the Agreement;
·
the General Conditions; and
·
the specifications and the drawings which detail the processes and materials
that the contractor is to use on a project.
Most project contracting procedures are similar. As new CRD projects evolve,
PWGSC project managers introduce the project to senior management and
request the necessary funding. Once approved, a request for proposal (RFP) is
prepared for soliciting interest in the project.
The RFP documents have
traditionally defined the nature and scope of work to be performed and requests
qualified firms to bid on the project. Depending on the size of the project, RFPs
are either distributed to a selected number of consultants, or in the case where
the project costs exceed $25,000, the RFP is advertised through an electronic
open bidding system (MERX). The bids are evaluated using predefined selection
criteria and a standard score sheet. The contract is then awarded based on the
contractor qualifications and bid price. However, the RFP template document is
currently under review and a slightly different approach to this procedure is being
contemplated.
5.5 THE PRIME CONSULTANT
Where the PWGSC project manager elects to have a prime consultant
responsible for the delivery of all aspects of the CRD project, the project
manager must prepare a request for proposal. The RFP outlines the scope of
work and time frames, evaluation criteria and terms of agreement. In keeping
with federal government and PWGSC departmental policy, the RFP must include
the requirements of a waste management program and a commitment to specify
13
environmentally preferred materials where applicable and feasible. As with other
managerial roles such as the head electrical engineer, mechanical engineer, or
structural engineer, a waste management specialist can either be in-house or
subcontracted through an environmental consulting firm.
The prime consultant can influence the waste reduction and recycling initiatives
of a project in many ways. For example, a packaging protocol for the project can
be developed requiring suppliers to minimize or take back packing materials.
During the planning phase, the prime consultant can work directly with architects
and engineers to modify the project design to incorporate environmental design
principles and indoor air quality issues for enclosed spaces.
The prime
consultant and the project end users can also incorporate ‘Design for
Disassembly’ principles that will reduce waste generation during future
renovations. These principles, more generally applied to buildings and interior fitups, are discussed in the following section. The contract language relating to
non-hazardous solid waste management are included in a sample RFP for
selection of a prime consultant in Appendix A.
5.6
DESIGN FOR DISASSEMBLY
The construction industry has traditionally relied upon standard assembly
methods, products and routines. However, consumers and clients are starting to
demand environmentally sustainable products and practices without cost
increases or quality compromises. Unfortunately, during a CRD project materials
are often not salvaged easily for reuse or recycling.
The result is a high
percentage of waste generation. In order to combat this problem steps can be
taken early in a project to abate this scenario during future construction activities.
Future disassembly should be a consideration during the design phase.
By designing for disassembly, a greater number of materials and products may
be reused or recycled with little effort, resulting in less waste generation and
lower amounts of materials entering landfills.
However, in order to employ
14
successful design for disassembly techniques, attention must be afforded to the
specifics of material assemblies, product selection and connection details. For
instance, making finishes more readily removable, leaving connections exposed
or covering joints with an easily removable seam are three methods that promote
disassembly.
The use of reversible connections instead of nails to fasten wood framing and
other materials allows for easy disassembly. The use of reversible screws and
bolts, would allow removal from the material causing little damage, is an example
of such connectors. Not only can the material be used again, but the screws and
bolts can also be reused.
In addition, by making the connections more
accessible, disassembly will be facilitated and consequently, less waste will be
generated.
Other methods of disassembly include selecting materials that are fastened by a
tongue and groove connection rather than the use of an adhesive compound.
Adhesive compounds produce a permanent connection that contaminates the
material and affects its recyclability.
Consider the use of materials that are
classic and timeless so they will endure the life of the building and not be
removed during a renovation. Material choices such as the use of wood flooring
is often left in place for the entire life cycle of a building, while ceramic tile may be
changed two or three times during that same life-cycle due to fashion and
patterning changes.
It is also environmentally beneficial to determine from
suppliers, which materials and products have well-established recycling and
reuse markets.
The end result of designing for disassembly is the implementation of techniques
that result in substantially lower amounts of waste being produced during a
renovation or demolition project.
Such reductions decrease waste materials
entering landfills. The increased amount of reuse and recyclability of materials
15
and products also means a reduced impact on our natural resources, as the
demand for new materials is diminished.
5.7
THE WASTE MANAGEMENT SPECIALIST
The waste management specialist is responsible for ensuring that the greatest
percentage possible of waste materials is diverted from landfill. This specialist
should be a person who has a sound knowledge of recycling markets and
construction practices.
An effective and competent specialist will have a
significant impact on achieving waste management goals when fully involved in
all aspects of the waste diversion strategy and workplan.
The roles and
responsibilities of the specialist should include:
·
the identification and interpretation of government policies and regulations;
·
an evaluation of the types of materials that can be diverted to either reuse or
recycling options;
·
the preparation of a waste audit that clearly identifies anticipated materials
types and quantities; and
·
the preparation of a waste diversion workplan.
A sample RFP for the development of a waste audit and waste reduction
workplan has been included in Appendix B.
As stated earlier, waste management requires additional planning and time. The
project timeline must schedule the waste audit early in the project to ensure all
waste diversion opportunities are identified. The waste diversion strategy and
the workplan must be incorporated into the project specifications and instructions
must be included in the tender documents for the general contractor. Following
the issuing of the tender, the waste specialist’s duties should include monitoring
the progress towards the goals of the project.
16
The waste management specialist should also be available to promote and
communicate waste reduction activities, including communication links, with all
pertinent
persons
who
can
affect
waste
management
achievements.
Suggestions and input from these people should be taken and, where practical,
incorporated into the waste management practices carried out on site.
As waste materials are generated during activities on the site, the waste
management specialist should liaise between all personnel involved in the
project. These people include:
· clients;
· designers, engineers, and architects;
· materials buyer;
· site workers;
· contractors;
· sub trades;
· waste haulers; and
· recycling companies.
The waste management specialist should be responsible for gathering
documentation, such as waybills, so an accurate assessment of diversion rates
can be determined. Accurate results will ensure cost comparisons are valid.
Consequently, this will make the clients sensitive to new opportunities to reduce
costs by promoting greater efforts toward waste management activities in future
projects.
5.8
THE GENERAL CONTRACTOR
The general contractor is ultimately responsible for responding to all municipal,
provincial and federal legislation and policies and meeting the contract
specifications. The project teams should remember that waste management in
17
CRD projects is a relatively new field for most contractors.
As with the
procurement of any services, a clear description of the project requirements in
the tender documents is necessary to ensure that the respondent and PWGSC
are aware of the responsibilities, deliverables, and end results that are expected.
PWGSC will maximize its cost savings if the tender documents clearly
demonstrate that there is potential for the salvage of materials.
5.9
PROPOSED CONTRACTING PROCEDURE
The nature and extent of the project is described in the ‘scope of work’ in the
specification and drawing sections of the RFP. Currently, most CRD contracts
do not contain specifications specifically requiring material recovery. However,
contractors usually salvage and sell high value waste materials, such as copper
piping and structural steel to offset project costs. Under this protocol, the extent
of waste management practices to be integrated in the project will be identified
during the preliminary evaluation to be completed as part of the Waste
Management Strategy outlined below in Section 6.0.
Where results of the
preliminary evaluation indicate an opportunity, the results should then be
incorporated into the contract documents.
There are many approaches for integrating waste management into contracting
procedures. The approach used by this protocol is built on the premise that the
key to successful recovery and reuse is to make the process an integral part of
the project, viewed in the same manner as electrical work, mechanical work or
any other traditional project component. This means incorporating reuse and
recycling components into the RFP by specifying material recovery goals into the
scope of work, and employing an evaluation process that will emphasize
potential contractors abilities to achieve high levels of recovery at competitive
costs.
When responding to an RFP, the contractor should clearly define and explain the
reuse and recycling procedures that they intend to utilize in order to ensure
18
maximum economic and environmental benefits are realized.
For example,
procedures that divert high value dimensional lumber by recycling the material as
mulch may result in high diversion rates, but the procedure does not achieve as
high of an environmental or economic achievement as diverting the material to
reuse.
The NMS's construction and waste management specifications, the results of the
waste management strategy and the waste diversion workplan should be
included with the RFP for the contractors to use as references.
In the area of waste management, the contractor’s proposal should respond to
the RFP by including an explanation as to how they plan to:
·
achieve maximum recovery and reuse during project activities;
·
offset project costs through the recovery of reusable and recyclable materials
and the anticipated revenues from their sales and the avoidance of transport
and tipping fees;
·
establish procedures for collecting, separating and recycling waste materials
and packaging;
·
divert recyclable materials from landfill;
·
dispose of or recycle hazardous wastes; and
·
educate employees and subcontractors in order to ensure adherence to the
waste management plan.
When selecting the successful contractor, their experience in salvaging reusable
materials should be weighed along with their commitment to meeting the
recovery goals described in the RFP. All else being equal, a proposal that can
achieve greater recovery and reuse should be favoured over one that achieves a
lesser amount.
19
This approach will lead to the greatest potential for encouraging waste diversion
on large projects as it requires the bidders to compete amongst themselves to
demonstrate how they will achieve maximum materials recovery.
At the same
time, bidders have flexibility to decide how they will adjust their own business
practices in response to local market conditions with the aim of meeting the
waste diversion goals. A sample RFP that addresses waste management issues
for a general contractor has been included in Appendix C.
5.10
ADDITIONAL CONTRACTING PROCEDURES
There are several additional contracting procedures employed in the construction
industry.
One method is to negotiate material recovery and other waste
management activities after awarding the contract to the general contractor. The
client may request the contractor to prepare a waste management plan
describing how maximum recovery of materials will be achieved.
The client
evaluates and approves the plan prior to the start of the project. The success of
high recovery rates depends largely on the contractor's willingness to implement
waste management activities that may have not been contemplated during the
bidding process. If the contractor believes waste management is not profitable
he may neglect all or most of the recovery activities.
In addition, since the
contractor has already been awarded the contract the negotiating position is not
very strong. Therefore, it is preferable to have waste management practices
incorporated into the contract prior to the commencement date rather than
reopening the contract to negotiations later in the process.
Another method, which can be used in smaller CRD projects, is a two-tier
approach.
The first step involves the recovery of reusable materials at the
project site, where nonprofit organizations and other interested parties are given
the opportunity to recover the materials that are of interest to them. Usually,
there are no fees for the client or the contractors. The second step follows the
20
traditional contracting procedures for the CRD project. However, this option may
not be possible on some sites due to security and liability concerns.
Yet another method is to allow the bidding contractor to conduct their own waste
materials audit and develop their own waste management workplan and
diversion strategies according to general conditions defined in the RFP.
The
degree to which the diversion strategies and workplans are required to respond
to department policy and objectives can be incorporated into the bid evaluation
system.
6.0
THE WASTE MANAGEMENT STRATEGY
As detailed previously, it is the responsibility of the waste management specialist
to determine the practical extent of anticipated waste management practices.
The first stage in this process is accomplished by developing a waste
management strategy. The strategy is intended to gather general information
that can be used to assess the overall waste management situation. It is a
detailed analysis intended to measure the scope of the project and to gain an
understanding of what types of materials will be generated.
The following
flowchart summarizes the stages required for the development of the waste audit
report, the final product of the strategy.
21
The Visual Inventory
The Preliminary Evaluation
Identification of Potential Obstacles
and benefits
Selection of an Environmental
Consultant
The Initiation Meeting
Pre-audit Activities
Establishing a Schedule
Notification Requirements
Assembling Background
Information
Identification of Material Types
Quantification of Materials
Development of Waste Audit Report
6.1
THE PRELIMINARY EVALUATION
The preliminary evaluation is an important first step to understanding the level of
effort and scheduling that will be required. As with most project requirements,
waste management procedures should reflect the nature and scope of the
project. Smaller projects may be able to achieve acceptable waste diversion
rates through a scaled down audit and workplan, whereas larger projects often
require a more detailed evaluation as the possibility of oversights are
compounded and opportunities magnified by the size of the project.
Larger
projects may involve multiple sub-contractors, large amounts of material and are
subject to design constraints.
Intense, short schedules may preclude the
implementation of some or most waste management activities.
22
6.1.1 THE VISUAL INVENTORY
The first stage is to identify material types and quantities of the expected waste
material. A brief inventory of the materials can be determined by:
·
performing a site visit or a walk through in order to visually inspect the
material;
·
having discussions with designers, engineers, property managers and
tenants, etc.; and
·
collecting and reviewing background information such as architectural,
structural, mechanical, electrical and plumbing drawings.
When performing the visual inventory, it is important to note the reuse and
recycling options available regionally. Regional variances will impact upon the
economic feasibility and extent of the intended waste diversion. However, in
most markets in Canada a large quantity of CRD waste material can be diverted
from landfill. In heavy civil engineering projects, where the materials are
dominated by either structural metal components or concrete (reinforced or not),
the metal components are almost always recovered for recycling and the
concrete can generally be recycled in applications such as clean backfill or
crushed sub-grade material.
6.1.2 IDENTIFICATION OF POTENTIAL OBSTACLES AND BENEFITS
Following the visual inventory, the following issues should be investigated:
·
required licences and permits associated with the disposal of materials;
·
equipment necessary to collect, store and haul materials (e.g., bins,
containers, crusher, etc.);
·
storage needs i.e. is there sufficient storage on site to temporarily store the
recovered material;
23
·
landfill bans i.e. are there any restrictions or emergency permits at local
landfill sites;
·
local hauling and tipping fees; and
·
time frames i.e. does the project time frame allow for additional efforts to
complete extensive waste management procedures.
6.2
PRE-AUDIT ACTIVITIES
The purpose of a CRD waste audit is to identify the types and quantities of waste
materials generated by activities during the project.
Numerous pilot projects
have been conducted by various Federal departments to develop a methodology
for conducting and tabulating the types and quantities of materials estimated
during a waste audit. The following section details the process for developing a
waste audit.
6.2.1 SELECTION OF AN ENVIRONMENTAL CONSULTANT
If necessary, an environmental consultant specializing in CRD waste audits
should be selected to assist with the development of the waste audit.
The
members of the audit team must have a general understanding of the facility
operations and knowledge of the scope of the project.
It is mandatory for the audit team to possess a diversity of skills. The audit team
should be comprised of persons with following expertise:
·
previous waste audit experience;
·
knowledge of building envelopes and associated components, mechanical,
electrical plumbing systems and fit-up techniques;
·
knowledge of local building code requirements;
·
an understanding of environmental legislation applicable to the project; and
·
if required, knowledge of architectural and/or heritage issues and/or civil
engineering construction practices.
24
6.2.2 THE INITIATION MEETING
Before commencing the compilation of the waste audit data it is necessary to
hold an initiation meeting with all the individuals involved, including project and
property managers, site superintendents and designers. During this meeting, the
following points should be clarified:
·
the scope of the audit;
·
the client’s goals and objectives as well as specific departmental directives
that are to be met;
·
the audit process should be described, including a required time frame;
·
review of the Hazardous Materials Report to identify any materials that will be
exempted from the audit due to special disposal requirements; and
·
key project contacts for obtaining appropriate information.
6.2.3 ESTABLISH A SCHEDULE
The requirements of the waste management plan must be fully integrated into the
project. A formal schedule outlining tasks and time frames should be established
and agreed upon by all individuals who will be affected by and involved in the
waste audit. The strategy and diversion workplan should be completed prior to
and included with the final tender documents. The information included in the
strategy and the diversion workplan will allow bidding contractors to fully
understand the scope of anticipated waste diversion rates.
In addition, the
information contained in the report will allow the contractors to compile their
quotes based upon project cost savings that can be realized through the
diversion of the generated materials, unless PWGSC intends to reuse materials
or reduce costs directly.
25
6.2.4 NOTIFICATION REQUIREMENTS
Communication should be developed to inform tenants and building personnel of
the auditing procedures. It is recommended that a letter be prepared to inform
tenants, staff and all personnel within the facility of the audit. The letter should
include:
·
a description of the purpose of the audit;
·
the dates of initiation and proposed completion of the audit;
·
the name(s) of the auditor(s) who will be conducting the on-site work; and
·
the resources (if any) required during the site work, such as inspection
escorts or staff required for interviews.
An example of a sample letter of notification is presented in Appendix E.
6.2.5 ASSEMBLING BACKGROUND INFORMATION
Background information on the facility should be collected and reviewed.
It
should be determined if there are any specific security requirements for audit
personnel. Security clearance may be required before access to occupied tenant
space can be obtained.
The tenant occupancy and activities should be determined, both historical and
existing, to obtain a general understanding of the operations that have been
conducted within the facility and to identify any specific structural components
that may be hidden or incorporated into the facade. This can be accomplished
with the assistance of an employee who is knowledgeable in the operations and
maintenance of the building, and who will be able to accompany the auditor
through the facility. This person is usually the building operator or the tenant
officer who is responsible for the daily activities undertaken at the facility.
26
In many cases, much of the background information will not be available from the
property and project managers, and consequently the auditor will be directed to
other sources of information such as plans and files.
6.3
IDENTIFICATION OF MATERIALS TYPES
After collecting and reviewing all background information, the next phase is to
identify the types of materials that will be generated by the project activities.
Some material types, such as finishing materials, will be easily identified by a
visual examination, but others are not visually apparent. The auditor should also
make note of components that have potential reuse opportunities. If the project
is to be completed in phases the project timeline should be analyzed and the
anticipated material types for each stage identified. During the audit, the auditor
should note:
·
potential sites for collection and storage of materials;
·
materials identified in the Hazardous Materials Report that should not be
included in the audit; and
·
any other advisement, such as known hidden elements or readily reusable
components that should be taken into account later when the diversion
strategy is being developed.
Typical material types that will be included in the audit consist of wood, gypsum,
plaster, concrete, brick, ceramics, stone, metals, insulation, HVAC equipment,
electrical components, composite materials (e.g. asphalt shingles, carpets,
ceiling tiles, etc.), windows, doors and associated hardware, and plumbing
fixtures and piping.
During the identification procedure, the auditor should note any easily reusable
fixtures, such as modular cabinetry, HVAC equipment or plumbing fixtures.
These items should still be measured and inventoried, as they must be included
in the waste audit.
27
The sample data sheet contained in Appendix F illustrates the detail required
during material identification.
6.4
QUANTIFICATION OF MATERIALS
Accurate quantification of the materials is critical to a successful waste audit. In
order to estimate the quantity of material, each area must be measured either
physically or from construction plans.
Care must be taken to ensure each
material type in each area is measured and cataloged. In buildings, plans are
often required to determine the measurements that are associated with hidden
elements such as water piping, electrical wiring and HVAC ductwork.
Once the dimensions have been taken, the material quantities can be converted
to volume measurements.
Conversion factors for building structures can be
located in numerous architectural and engineering source books and total
volumes for each material type must be determined.
This process must be
completed for each area, and each material type identified by the audit.
Material quantities are estimated in units of volumes based on the overall
building dimensions, structural components and assembly.
However, waste
handling practices are usually expressed in units of weight, either in pounds or
metric tonnes. Therefore, the volume units must be converted to units of weight.
Conversion factors to convert volumes to weight for materials are available from
architectural and engineering source books and from the MOE.
Again the
sample data sheets contained in Appendix F illustrates the detail required during
this stage.
28
6.5
FINAL WASTE AUDIT COMPONENTS
The completed waste audit should consist of:
·
a data sheet for each physical area of the project, including material type,
material usage quantity, volume and weight;
a data summary sheet to be included for each project stage that includes all
·
of the above detail in the event the project is being completed in stages; and
·
a data summary sheet for the entire project.
Examination of the data contained in the waste audit allows for identification of
areas where the greatest waste diversion efforts should be concentrated during
the development of the waste diversion workplan.
7.0
THE WASTE DIVERSION WORKPLAN
The waste diversion workplan is an organized plan of action prepared in
response to the findings from the audit.
The purpose of a waste diversion
workplan is to identify opportunities and actions that will divert materials from
landfill sites. The initiatives within waste diversion workplans are traditionally
based upon the 3Rs hierarchy of: Reduce, Reuse and Recycle. However, in
most CRD projects it is not possible to reduce the amount of waste generated
without altering the scope of the project. Therefore, for CRD projects the order of
the 3Rs should be altered to Reuse, Recycle and Reduce.
The workplan is prepared following completion of the waste audit and should also
be included in the project tender documents issued to bidding contractors. The
flowchart below illustrates the process used in developing a CRD Waste
Management Workplan.
29
Identifying Areas of Greatest Waste
Diversion Potential
Assessing Waste Diversion
Priorities
Reuse
Opportunities for Diversion
Recycling Options
Reduce
Final Waste Diversion Workplan
The Waste Diversion
Workplan Report
7.1
IDENTIFYING AREAS OF GREATEST WASTE DIVERSION POTENTIAL
A factor in determining 3Rs opportunities for waste diversion involves identifying
the material types that will constitute the greatest portion of the total material.
This organization of the waste audit data will highlight areas where the diversion
efforts reduce the environmental impacts of the project. Waste audit data should
be examined from the following viewpoints:
·
weight or volume;
· disposal cost;
· potential for source separation;
· potential to, reuse, recycle or reduce;
· complexity of handling; and
· current and potential regulatory requirements.
30
Obstacles that may appear when implementing the 3Rs programs should be
identified in order to avoid delays during the implementation process. Some of
the issues to be considered include:
· health and safety regulations;
· storage space at the project;
· availability of recycling markets and collection services; and
· operating costs.
7.2
ASSESSING WASTE DIVERSION PRIORITIES
Upon identifying general areas for potential waste diversion, the potential impacts
of other priorities listed in the 3Rs options should be examined. At this point of
the workplan, consideration should be given to the following items:
·
current and potential regulatory requirements. (i.e. check items for limitations,
such as PCB content in fluorescent light ballasts);
·
economic benefits; i.e. review the costs and benefits of each waste reduction
opportunity;
·
disposal availability, i.e. such as planned or anticipated plant or landfill
closures or other disposal limitations that may affect the disposal of the
materials; and
·
7.3
the availability of on-site storage space for the duration of the project.
OPPORTUNITIES FOR REUSING, RECYCLING AND REDUCING WASTES
From this point on, waste diversion priorities become focused on specific
diversion opportunities.
Achievement of the waste reduction goals will often
involve the cumulative effect of a number of 3Rs initiatives. This section outlines
some 3Rs opportunities that are commonly available. However, keep in mind
that regional circumstance and project specifics will vary.
31
7.3.1 REUSE
Reuse initiatives should be given the highest priority, as optimization of this
initiative provides the most efficient use of natural resources and frequently yields
the greatest economic benefit. Proper planning before commencement of the
project will facilitate an effective use of this option.
There are several specific factors that can affect the economic viability of
recovering materials from a CRD project. The most desirable option, and the
most cost-effective, is to reuse recovered materials on site. The extent to which
this practice can be employed is dictated by the materials recovered, the
potential available end uses, and future plans for the site.
In construction related projects, the design phase allows for the use of materials
deconstructed elsewhere. Materials may be reused on or off site or for a similar
or different application to their original function. For example, contractors can
reuse materials such as metal studs and fiberglass insulation salvaged on
Project A to build and insulate new walls on Project B, or they can use damaged
concrete blocks from Project B as backfill on Project C.
During renovation and demolition projects, proper deconstruction planning can
allow for material to be salvaged in a reusable form. Contractors can divert
materials from landfill by sending them to used building material depots for reuse
by a third party. To facilitate this initiative, the waste diversion workplan should
include a list of potential off-site end users. When interested end users are
identified, it is suggested that letters of interest be obtained from the end users.
Many building systems such as demountable partitions consist of a number of
components such as metal framing, plastic mouldings and gypsum wallboard.
These systems can be taken apart and the components can be used individually.
However, it should be noted that the reuse of one individual component often
32
reduces the reusability of other components. For this reason, it is recommended
that all components be considered as part of a whole system for disposal
purposes. By maintaining the integrity of the system, reuse of all components
will be ensured. Using this initiative can significantly reduce waste hauling and
tipping fees to landfill. Table 1 summarizes some reuse initiatives that can be
included in the development of the workplan.
33
TABLE 1 - EXAMPLES OF REUSE INITIATIVES
Reuse Initiatives
Explanation
Ensure that Crown Assets removes all
Some materials on a site may be identified as the property of Crown
materials identified in their report.
Assets. These should be removed or disposed of appropriately. Crown
Assets offers many items for reuse through sales held in each region.
Alternately, negotiations with Crown Assets may result in the materials in
question being reclassified and the Project Manager may arrange for
their disposal in a manner most consistent with the project’s waste
management goals.
Remove items carefully during
Disassemble items carefully during demolition to minimize damage and
demolition.
salvage for reuse. Selected residual components of construction are
often relatively simple to remove for reuse and will continue to have a
useful life span.
Invite the public to reuse materials.
If security and liability issues and/or space limitations allow, conduct a
strip-out sale or advertise that certain items are ‘free for the taking’ by the
public once they are removed from the building. Items of interest to the
public may include bundles of wood off-cuts, doors, windows, decorative
mouldings, cabinets, plumbing and electrical fixtures and appliances.
Consider sending materials to salvage yards for future reuse.
Collect and store reusable materials for
Space permitting, warehouse unused materials and salvaged items for
future reuse.
internal use or reassemble for another project. If on-site reuse is not
possible, direct the reusable materials to local reuse facilities.
Internal Reuse.
Many items have reuse potential on the job site. Reuse lumber off-cuts
as bridging, blocking or forming stakes. High price point items such as
access flooring can often be stored off-site during demolition and
renovation procedures and reinstalled during fit-up.
34
7.3.2 RECYCLING
Some materials cannot be reused, either because alternative end users cannot
be located or the attributes of the product make it inappropriate for reuse. For
example, conduit wire must often be cut into short lengths during deconstruction.
This product cannot be spliced for reuse as it will not provide required levels of
performance.
When this occurs, waste diversion can still be achieved by
diverting the material to recycling facilities.
Most CRD projects can take advantage of opportunities for external recycling of
materials.
Markets exist in most major centres accross Canada for many
recyclable materials such as steel, aluminum, corrugated cardboard, some
carpets, wood, concrete and glass. Other materials, such as roofing materials,
drywall and fiberglass insulation currently have regionally limited markets but
these are expanding.
The economics of recycling varies between material types. For some materials,
such as metals, direct revenues can be generated, whereas for others, the cost
of recycling may simply be less than the cost of landfill tipping fees. Regional
differences also have a considerable influence on the economics of recycling and
what is economical at one location may not be at another.
The waste diversion workplan should identify materials for which local recycling
options exist. When contacting and identifying potential recyclers, it is important
to itemize the following:
·
the type and condition of the materials to be diverted;
·
the volume and weight of the materials;
·
on site storage and handling limitations; and
·
the expected construction, renovation and demolition schedule.
35
It is also important to obtain letters of intent from potential recyclers, that should
include the potential purchase price, minimum quantities and handling and
shipping details. Table 2 summarizes some possible recycling initiatives.
7.3.2.1
POTENTIAL RECYCLING SERVICE OPTIONS
Recycling options typically pay more for separated materials free of contaminants
than for materials commingled and containing contamination.
For example,
metal salvagers will pay more for copper wiring that has been stripped of plastic
coatings.
Full-Service Recycling Contractors
Many or all source separation and collection tasks can be subcontracted to a
recycling contractor. Full-service recycling contractors are beginning to enter the
CRD industry. These contractors often provide on-site sorting services, but in
many scenarios the material is taken from the site and sorted at another location.
Haulage Recycling Services
Some haulage firms may offer recycling services. These services will generally
be less complete than a full-service recycling contractor, but may be sufficient if
site personnel can perform on-site sorting. If the haulage firm does not provide
resorting services, a thorough on-site sorting program should be in place.
Unsorted materials will generally be shipped to landfill, thereby reducing potential
revenues and decreasing diversion rates.
The waste diversion workplan goals should be reflected in any agreement with a
haulage firm. The agreement should specify the list of materials that are to be
recycled, a price schedule, pickup requirements, and documentation of recycling.
Subcontractors Responsibility
Project specifications can designate subcontractors be completely responsible
for setting up their own recycling and waste diversion programs.
Although
36
general contractors have often used this method, demonstration projects reveal
results can be mixed. Contractor and sub-trade commitment to waste
management is absolutely vital for achieving high diversion rates. Agreements
that simply ask contractors to be responsible for their waste seldom results in
successful diversion rates. Furthermore, in these cases it is difficult to document
what contractors are actually doing with the materials. Therefore, the contracting
procedures are critical.
In-house Recycling Programs
Although not often used, project managers, the waste management specialist or
other personnel can take responsibility for monitoring source separation,
collection, and shipping materials to reuse, recycling or landfill. Direct contact is
required with specific material type recycling services. The shipping fees and
negotiations for rebates become the direct responsibility of the project officer and
the removal of waste material is removed from the agreement with the general
contractor and the sub-trades.
37
TABLE 2 - EXAMPLES OF RECYCLING INITIATIVES
Recycling Initiatives
Explanation
Separate recyclable materials at
Sufficient recycling containers and bins should be provided on every site to
source.
facilitate source separation.
Provide adequate training.
Workers should be provided with training in source separation techniques and
supplied with adequate means to perform this task efficiently.
Avoid contamination of recycling
Make sure there is always a convenient waste option near the recycling bins to
bins.
minimize contamination.
Back charge trades.
Consider back charging trades that contaminate recycling bins. However, this
tactic can cause on-site antagonism and administrative problems. It is better to
obtain waste management commitments from all parties.
Utilize smaller, mobile bins.
Moveable bins can be used at individual work sites and then dumped at larger
recycling centres.
Use clear and easy-to-read signs.
Signs can assist individuals for waste management practices.
Avoid unnecessary pickups.
Make sure containers are full and compacted before ordering pickups, but ensure
that pickups are frequent enough to avoid overfilling and/or contaminating the
containers.
Avoid extra steps.
Make sure containers are as close as possible to where the material is being
generated. Advise crew to notify forklift operators or recycling contractors to
move bins as needed.
Investigate waste handling
Waste handling techniques and equipment such as split-bins and split-chutes are
techniques and equipment.
available. They can be useful on small sites as they help to maximize use of
space.
38
7.3.3 REDUCE
Within the 3Rs hierarchy the ‘reduce’ option is usually given the highest priority.
However, in CRD projects this initiative is usually the hardest to implement. In
demolition projects, the amount of material that will be generated is established
by the scope of work; and on construction projects contractors usually keep
materials to a minimum to reduce project costs.
The greatest potential for
reducing waste on a CRD project occurs at the design phase by designing for
disassembly (See Section 5.6).
The full potential may not be achievable
because of costs and design constraints. Proper planning during the design
stage can ensure structure dimensions correspond to standard construction
material dimensions.
This not only reduces the amount of waste that is
generated, but also reduces the need for cutting and decreases labour costs.
A clause in purchasing contracts can stipulate the supplier take back packaging
materials. Another way to reduce waste is to make subcontractors accountable
for the particular materials they generate. Under these conditions, contractors
will attempt to minimize their waste in order to maintain their profit margins.
Table 3 demonstrates potential reduce initiatives.
39
TABLE 3 - EXAMPLES OF REDUCE INITIATIVES
Reduce Initiatives
State expectations in trade contracts.
Explanation
Expectations regarding material supply, site cleanup and compliance with
waste reduction initiatives should be clearly stated in tendering and contract
documents. Establish contracts with trades to supply both labour and
materials. Alternatively, establish policies that require contractors to
remove and divert waste materials from disposal.
Produce more efficient construction
Reducing material wastage begins at the design stage.
Designers,
designs where possible.
architects, engineers and builders should evaluate their plans for efficiency
of material usage (e.g., consider standardizing room sizes and minimizing
off-cuts).
Avoid damage.
Training workers to handle and store materials properly can result in better
potential for reuse.
Use more prefabricated products.
Less waste may be generated on-site if more prefabricated or precut
products such as floor joists, trusses and truss-joints are used.
Purchase selected materials in bulk
Purchase materials such as fasteners, paints, caulking and drywall mud in
containers.
bulk containers.
Coordinate just-in-time deliveries.
Just-in-time deliveries will reduce chances of materials becoming damaged
while in storage.
Reduce neighborhood contamination.
Neighborhood contamination is a common occurrence and creates many
problems. Protect waste bins and piles by covering them, securing them
with locks and locating them in well-lit areas. Signs stating the company's
commitment to waste reduction and dumping restrictions should be posted
on-site and on bins.
40
7.3.4.1 WASTE DIVERSION STRATEGIES ASSOCIATED WITH MATERIAL PURCHASING
On construction projects, many of the waste reduction opportunities encompass
material purchasing practices.
This initiative can include developing a
purchasing policy that requires manufacturers to reduce their packaging to
ensure packaging materials are recyclable or reusable and to take back their
packaging materials.
These strategies are most effective when dealing with
suppliers of large materials such as furniture, HVAC equipment, cafeteria
equipment and so forth.
7.4
FINAL WASTE DIVERSION WORKPLAN COMPONENTS
The waste diversion workplan is a compilation of the waste reduction
opportunities that have been identified and the actions required to divert the
waste from landfill. Based on the waste audit and research into reuse, recycling
and reduce initiatives, the waste management workplan should set achievable
waste diversion targets.
The targets should be realistic so the workplan is achievable. Targets form the
basis for waste reduction actions for each material. These decisions reflect the
benefits of accurate waste audit information. Missed targets can have negative
impacts on workers attitudes and confidence in future waste diversion attempts.
The final waste diversion workplan should contain:
· a list of materials identified for reuse from the waste audit and potential
diversion options;
· a summary of the weight and volume of materials that can be diverted to
reuse;
· a list of materials identified as recyclable and potential diversion options;
41
· a summary of the weight and volume of materials that can be diverted to
recycling;
· a list of materials that can be reduced during construction activities and
potential diversion options; and
· a summary of the weight and volume of materials that can be reduced during
construction activities.
8.0
THE WASTE DIVERSION WORKPLAN REPORT
The waste diversion workplan should be compiled into a workplan report. The
final report should serve as a working tool for the project team and bidding
contractors. The body of the report should include the following components:
1. Executive Summary that summarizes the audit findings and major
recommendations.
2. Introduction that defines:
§ the scope of the audit and the project objectives; and
§ the rational for the waste management initiatives which summarizes the
regulatory, environmental, and economic reasons for the inclusion of
waste management initiatives
3. Project Overview briefly describing the project and the facility.
4. Audit Methodology detailing the methods used for estimating quantities and
types of materials that will be generated.
5. Assumptions and Limitations made throughout the project process.
6. Audit Results including the volume and weight of all waste materials.
7. Potential Diversion, including a list of contact names and materials that will be
accepted.
8. Recommendations including a proposed waste management site plan.
9. Applicable Appendices.
42
A number of points should be considered in writing the report. Writing should be
concise and clear, using terminology which is familiar to those who will be
reviewing and using the report. Findings should be presented in a factual and
specific manner. Make reference to documented evidence, numbers and dates,
results of interviews, etc. Recommendations should be presented as a prioritized
action plan.
A draft report should be submitted to project management for their review. This
will ensure that the information contained within the report meets the objectives
of the project. The draft report should have restricted distribution until the final
report is completed. A sample waste audit and waste reduction report has been
included in Appendix G.
9.0
SELECTION OF A GENERAL CONTRACTOR
When selecting a general contractor to complete the CRD project, it is necessary
to make sure the contractor is receptive to the inclusion of waste management
diversion practices.
The results of the waste diversion workplan should be
incorporated into the project specifications.
When selecting the successful contractor, the submitted bids should be
evaluated on the following criteria with respect to non-hazardous solid waste
management.
Identification of Potential Diversion Options
The contractor should identify the diversion options that they intend to implement.
These options may include those listed in the prepared waste diversion workplan
and may also include other options. This encourages contractors to explore
markets and can identify new and inventive opportunities.
Equipment and Other Necessary Supplies
The contractor should identify the equipment and other necessary supplies that
will be used during the implementation of the waste management program. This
43
section should include a description of any training programs the contractor
intends to implement.
Site Provisions
There may be several other provisions required to ensure a successful recycling
program is implemented. These may consist of the following:
·
Provisions for labour related to the resorting of contaminated materials.
·
Provisions for the timely supply of adequate equipment, including containers
and clear and understandable signage.
·
Provisions to maximize efficient and safe transport of materials.
·
Provisions to use only acceptable receiving sites for the materials.
·
A site protocol for recycling activity on the site, such as location of bins or
other recycling equipment.
·
Provision to document recycling initiatives, including the surveying of
meaningful data to allow for easy tracking of results.
·
Provision to perform all labour related tasks related to recycling, including
preparation of loads for pickup, location of recycling bins and pickup of
materials.
·
Provision of established response time to calls for pickup or other services.
·
Provision for on-site training and field orientation.
·
Provisions identifying recipients of any rebates received from recycling
initiatives.
Contractor commitment to waste management is absolutely key to achieving high
diversion rates. Agreements that simply ask contractors to be responsible for
their waste tend not to be uniformly successful, and the contractors merely
neglect the responsibilities. In such cases, it often difficult to document what
diversion initiatives are being implemented.
General Contractor agreements should include the following:
44
§
Require a commitment to the overall program by integrating waste
management into the process.
§
Require full participation in training and assessment. The RFP may include
terms that require the contractor to attend orientation and assessment
meetings as part of fulfilling their waste reduction requirements.
§
Require environmentally sensitive purchasing practices.
The RFP can
include the requirements for packaging material reduction practices.
§
Solicit input from contractors. Encourage contractors to input their ideas in
waste reduction.
§
Recognize contractor participation. Whether it's required or not, contractor
participation should be recognized through job-site signage, letters of
commendation, or other means.
§
State that in general a job site with a well managed and attentive waste
management program is more likely to be a clean site and hence a safer site
with reduced liability exposure.
The RFP should clearly outline who is responsible for the implementation of the
waste diversion workplan. The general contractor is responsible for ensuring that
the subcontractors adhere to the terms of the tender documents, including all
specified waste diversion initiatives. The project team is responsible for ensuring
that the general contractor makes the sub-contractors aware of the waste
diversion initiatives.
9.1
SUBCONTRACTOR COMMITMENT
Subcontractors need to be aware of and committed to the recycling and waste
diversion objectives. This process starts with the bid and contract negotiations
between the general contractor and the sub-trades. The general contractor
should require a commitment to the overall program from all sub-trades.
Integrating waste management terms into the sub-trade agreements can
accomplish this task. The terms should require full participation in training and
45
assessment. As sub trades also have an interest in a cleaner, safer site
promoting the waste management plan in this light can elevate the commitment
of the sub-contractors.
10.0 APPOINTMENT OF A FACILITATOR
The contract documents should call for waste management issues to be
addressed throughout the project by a facilitator appointed by the project
manager, the waste management specialist or the contractor. The facilitator may
be one of the following individuals depending on the nature of the work and on
the size of project:
·
a contracted waste management specialist;
·
a waste specialist who is a member or subcontracted by the environmental
consultant; or
·
a member of PWGSC Environmental Services group.
The facilitator has the responsibility to assist the general contractor and all
subcontractors with the implementation of the waste reduction workplan
throughout the project.
The facilitator ensures the implementation of waste
diversion initiatives is made as simple as possible. Specifically, this includes:
·
meeting with the successful contractor to review the waste diversion
specifications to answer any questions or concerns;
·
providing checklists for the project manager and general contractor to assist
in the implementation of the waste management program;
·
providing disposal tracking forms for the project to support the reporting
structure which is established.
·
providing assistance to the general contractor throughout the demolition
process to ensure
any concerns may be promptly dealt with in order to
maintain the spirit and schedule of the project.
46
A sample of a project Waste Tracking Form and a Site Waste Tracking form can
be found in Appendix I and Appendix I, respectively.
The tender documents should clearly indicate whether or not a facilitator has
been appointed for the project, who the facilitator will be, and a description of the
roles and responsibilities of the facilitator.
11.0 IMPLEMENTATION
In order to make the waste management program a reality, it is necessary to
define the sequence of activities and to incorporate an implementation framework
into the project.
The implementation of the workplan is a team effort. Successful waste diversion
during a CRD project takes coordinated efforts on the part of every member of
the project team. When introducing the concepts, it is important that everyone on
the team is aware of the waste diversion goals.
11.1
COMMUNICATING TO SITE PERSONNEL
It is critical for on-site personnel to know the project is committed to waste
diversion goals. For the program to be successful, the personnel working on the
site must fully understand the project goals and requirements.
This can be
accomplished by:
·
introducing the program to all sub-trades;
·
providing program materials and being sure all questions are fully answered;
·
ensuring technical support is provided;
·
using company logos to create specific visual aids and providing adequate
supplies of visual aids such as signage and posters;
·
ensuring subcontractor compliance;
47
·
empowering project managers or other field personnel responsible for
implementing and coordinating waste management practices to use approved
incentives and disincentives; and
·
publicly advertising the commitment to waste reduction with appropriate
signage.
11.2
DEVELOPING A COMMUNICATIONS STRATEGY
A good communications strategy is vital for implementing a successful waste
diversion workplan. There are several communications tools available that can
be used to help staff and subcontractors become informed about the waste
diversion practices required. The facilitator should develop communications tools
that are applicable to the specific project. Examples of communications tools are
included in Appendix J.
11.3
INCENTIVES
To get the best results, all personnel having an impact on the amount of waste
generated on the site need to participate fully. One way to increase participation
is by providing incentives. Incentives may include:
·
providing awards that raise program awareness on the site and generate
team spirit, including hard hat stickers, T-shirts, etc.;
·
recognizing participating subcontractors and suppliers while the job is in
progress, by placing their names on job site signs;
·
scheduling a short project briefing for all site personnel at an orientation
meeting and providing a progress assessment meeting at midcourse to
analyze the site setup and other details;
·
considering ‘charge backs’ for noncompliance with the program if the
subcontractor agreement includes terms for subcontractors to participate in
the waste reduction program, however, be aware that this option may cause
antagonism on-site and administrative problems;
48
·
requiring site personnel who are mishandling recyclable materials to correct
the situation, by re-sorting the materials; and
·
promoting the fact that the waste management program will result in a cleaner
and safer site as safety issues can be a strong incentive.
11.4
REWARDS
Upon project completion, success should be rewarded. All site personnel should
be made aware of the rewards so that their participation can start at the
beginning of the project. Some suggestions include:
·
recycling T-shirts or jackets;
·
letters of recognition thanking subcontractors and suppliers for participating in
the waste reduction program. These letters can be used as part of their
marketing advertising program and for future similar projects; and
·
rebates from the cost savings or rebates from salvaged materials.
11.5
PROJECT TRACKING
Accurate records are an integral part of the project documentation. All materials
leaving the site should be tracked. This can be accomplished through bills of
sale or freight waybills. The records should clearly indicate the final destination
of the materials and whether the materials were sent for reuse, recycling or to
landfill.
The documentation should include the weight and volume and type of
materials and the associated costs.
The tracking process is imperative for determining how cost effective the waste
diversion efforts are in comparison to standard demolition procedures.
49
11.6
MONITORING AND TRACKING OF WASTE DIVERSION PRACTICES
The most effective way to communicate CRD waste management successes is
to prepare a success measurement document following completion of the project.
The success measurement should contain the following information:
· a summary of the weight and volume of the materials that were actually
generated throughout the project;
·
a summary of the weight and volume of the materials that were reused, and
recycled;
·
a summary of the costs and savings related to the waste management
initiatives including labour costs, and shipping and disposal costs and
savings; and
·
a comparison of projected diversion percentages from the rates predicted in
the waste audit.
Tracking forms are an important tool in measuring the successes and
shortcoming of the waste diversion practices. Samples of site tracking forms
have been included in Appendix I and samples of project tracking forms have
been included in Appendix H. These project-tracking forms have been
developed to be consistent with the requirements of the Ontario 3Rs Regulations.
11.6.1 WRITING THE REPORT
The report should compare quantitative information, which can be obtained from
the tracking sheets, with the information contained within the waste audit report.
This provides a comparison of anticipated and actual diversion rates.
The use of the waste material tracking sheets is essential while the project is
ongoing. It is the responsibility of the facilitator to ensure that those sheets are
all signed by both the material haulers and the site supervisor, or his designated
50
representative.
It is suggested that the facilitator address significant
discrepancies between the audit material weights and volumes and the actual
material weights and volumes. This will assist in further refining the process and
better understanding the contractor's approach for future efforts.
However, it
should be made clear from the onset that the waste audit figures are estimates
and performance under the terms of the contract is on a best efforts basis and
contract payment is not contingent upon meeting the levels of the waste audit.
Based on documentation, the report should also contain the following qualitative
information:
·
the condition of the reusable and recyclable materials upon shipping and
receiving;
·
the general and subcontractor's responses to the project including criticisms
and suggestions that may have been offered;
·
a summary of problems incurred and potential solutions; and
·
a list of recommendations for future projects.
It should be emphasized that the project manager state in the RFP prior to the
commencement of the CRD project, that this qualitative and quantitative
information is to be collected in the monitoring and tracking reports. This will
help ensure that the appropriate data is collected throughout the project process.
51
APPENDIX A
SAMPLE REQUEST FOR PROPOSAL
(Selecting a Prime Consultant)
APPENDIX A 1
PWGSC has a template document for the creation of a Request for Proposal for
the selection of a Prime Consultant. The following document has been created
to illustrate and provide a guideline for the inclusion of waste management issues
into a Request for Proposal for a Prime Consultant.
This sample has been
created for a project in the National Capital Area (NRA) and will require
adaptation for other regions.
Sample Request for Proposal for Selecting a Prime Consultant
PUBLIC WORKS GOVERNMENT SERVICES CANADA
(CRD Project Title)
Project No.: ______________
1.0 Introduction
Public Works Government Services Canada (PWGSC), on behalf of <client
name> is requesting proposals from qualified firms for <describe project>.
The intent of this project is the <(construction) (renovation) (demolition)> of the
<area> of the <building name> building. At the same time, this should achieve
the best value in terms of waste minimization and the use and the promotion of
the 3Rs (Reduce, Reuse, Recycle) philosophy.
From a materials reuse and
recycling perspective, it is the intent of this project to reuse and/or recycle
<number>% of the materials identified in the appended CRD
The goals for this project include, but are not necessarily limited to:
1) <list goals>
2) <list goals>
APPENDIX A 2
3) Health & Safety: To produce a healthy, safe and comfortable physical
environment.
4) Environment and Waste Management: The Project will be implemented in
an environmentally responsible manner.
The Consultant shall apply the
principles outlined in the National Construction, Renovation and Demolition NonHazardous Solid Waste Management Protocol, 1999. This document will assist
in providing a safe and healthy environment and reducing reliance on procedures
with high environmental impacts. Tender documents for this project will call for
the reuse and recycling of those products and components that can be retrieved
from the waste generated by the project. The 3Rs reduce, reuse and recycle will
be applied in the project.
5) Risks and Claims: Apply Risk Management and Claims Avoidance Program.
To mitigate the exposure to time, cost and construction complexity risks, the
Consultant shall develop a risk program. Related to this, the Consultant shall
recommend a construction coordination program of services that focus on
reducing the potential of claims during construction.
2.0 General Project Information
2.1 Time Plan, Schedules and Milestones
Refer to Generic RFP
2.2 Cost Plan
Refer to Generic RFP
2.3 Authorities Having Jurisdiction
The following sections are examples of Authorities having jurisdiction in the NCA.
(Enter the appropriate authorities valid for local regions and authorities).
APPENDIX A 3
2.3.1 The following Authorities have jurisdiction over the work:
Authority
National Capital Commission (NCC) *
Jurisdiction
Advisory Committee on Design
Scaffolding Design
Federal Heritage Building Review Office
Heritage and Conservation Program
Human Resources and Development
Labour Program
Canada
Health and Welfare Canada
Environmental Conditions
Designated Substances
Fire, Health and Safety
Public Works and Government Services
Design Review
Canada
Documentation Standards
Barrier Free Design
Treasury Board of Canada
Budget and Contract Award Approvals
The above table should be adapted to include local authorities.
2.3.2 The Federal Government conforms to practices required by jurisdiction at
other levels of government. Compliance with the requirements of the following
authorities is required for this project.
Authority
Provincial Ministry of Labour
Jurisdiction
Employment Standards
Construction Safety
Designated Substance Management
Workers Compensation
Asbestos Abatement Procedures and Permits
Provincial Ministry of the Environment
Building Discharges into the air, water and
soil
Disposal of Designated Substances and
Asbestos
Provincial Ministry of Consumer and
Construction Hoists
Commercial Relations - Elevating Devices
Elevators, Escalators and Dumb Waiters
APPENDIX A 4
Branch
Municipal
Zoning and Planning
Building and Plumbing Permits and
Inspection
Fire Safety, Equipment and access for fire
fighting equipment
Barrier Free Design
Local Hydro Electrical Utility
Hydro Permits and Inspection
* The above table should be adapted to include local authorities.
The Consultant will, with the assistance of the Project Manager, identify any
other Authorities having jurisdiction and ensure all design work meets or exceeds
all codes, regulations and standards of these other Authorities.
2.4 Applicable Codes
Refer to Generic RFP
3.0 Project Design Requirements
3.1 Project Design Requirements
Refer to Generic RFP
3.2 Architectural Design Requirements
Refer to Generic RFP
4.0 Project Information
4.1 Instruction to Proponents
Refer to Generic RFP
4.2 Fundamental Concepts
APPENDIX A 5
Refer to Generic RFP
4.3 Consultant Team
Refer to Generic RFP
4.4 Proponent Briefing
Refer to Generic RFP
4.5 Site Visit
Refer to Generic RFP
4.6 Inquiries during Proposal Call
Refer to Generic RFP
4.7 Submission Time, Date, Location and Identification
Refer to Generic RFP
5.0 Cost of Services
5.1 Basic Services
Functional Programming Specialist
$______________
Interior Design Fit-Up Specialist
$______________
Others (list )
$______________
Total Fee For Basic Service
$______________
APPENDIX A 6
5.2 Additional Services
Pre-Design Stage
$____________
Commissioning Consultant
$____________
Cost Control Consultant
$____________
Scheduling Consultant
$____________
Outdoor Air Consultant
$____________
Waste Management Consultant (providing waste management services)
$____________
Library Consultant
$____________
Lighting Consultant
$____________
Structural Engineering Consultant
$____________
Total Cost of Additional Services
$____________
6.0 Waste Management Standard Services
Develop a waste management program to comply with provincial regulations and
federal policies. The following are required:
1) Prepare waste audits and waste reduction workplans in compliance with the
National Construction, Renovation and Demolition Non-Hazardous Solid Waste
Management Protocol for review during preparation of construction documents.
2) Specifications reflecting non-hazardous waste management requirements.
3) Monitoring reports at the end of each phase which will consist of a detailed
breakdown of materials, weights or volumes, destination, weigh scale receipts,
other
relevant
documentation
and
any
recommendations
for
continual
improvement of the process.
4) Specify waste management requirements in the Construction Documents to
direct the reuse, recycling and disposition of materials.
APPENDIX A 7
5) Include the waste audit and waste reduction workplans in the General
Contractor specifications.
7.0 Project Approvals
Refer to Generic RFP
APPENDIX A 8
APPENDIX B
SAMPLE REQUEST FOR PROPOSAL
(for Inclusion for Demolition Waste Audit &
Waste Reduction workplan When Hiring A General Contractor)
APPENDIX B 1
SAMPLE FOR INCLUSION OF SOLID WASTE MANAGEMENT IN A
REQUEST FOR PROPOSAL FOR HIRING A GENERAL CONTRACTOR
PUBLIC WORKS GOVERNMENT SERVICES CANADA
(CRD Project Title)
Note: This RFP includes a detailed evaluation procedure on waste
management for the contractor. Since the contractor on construction
projects is not evaluated on technical aspects, but solely on lowest bid,
Appendix B is only really relevant to demolition projects. This is also the
for m an RFP would take when RPSB has not conducted the waste audit on
workplan but is asking the contractor to do so.
Project No.: ______________
1.0 Introduction
Public Works Government Services Canada (PWGSC), on behalf of <client> is
requesting proposals from qualified firms for <describe project> .
The intent of this project is the <project goal> while at the same time minimizing
the associated environmental impacts in terms of waste decreasing through the
use and promotion of the 3Rs (reduce, reuse, recycle) philosophy.
From a
materials reuse and recycling perspective, it is the intent of this project to reuse
and/or recycle <number>% of the materials identified in the Appended CRD
Waste Audit.
The Scope of Work for this project includes, but is not necessarily limited to:
1) <provide scope of work>
APPENDIX B 2
2) …
This work must be performed in an environmentally sustainable fashion,
maximizing the reuse and/or recycling of materials. All work will be carried out in
accordance with the requirements contained herein; the tender documents
identified in paragraph 1 of the tender form and the contractor's accepted
proposal.
Proposals shall include the contractor's project management plan, proposed
waste diversion methodology, work plan and work schedule.
Proposal
submission requirements and evaluation criteria are defined in Section 2 below.
Proposals must contain sufficient detail to allow PWGSC to evaluate them in
accordance with the requirements identified in Section 2. The technical proposal
of the firm is to be submitted in a sealed envelope entitled envelope ‘A’. The
price quotation is to be submitted on the attached tender form in a separate
sealed envelope entitled envelope 'B.'
1.1 Submission Requirements:
1.1.1 Eligibility
Competitive proposals for this project will be received through the open bidding
process. Only those firms who successfully meet the technical criteria as noted in
section 3.0 will be considered for further review.
1.1.2 Submission of Proposal Document
Proposals will be received at PWGSC, <location> until <time> hours Standard
Time on <date>. Late submissions will not be accepted. Faxed submissions will
not be accepted. It is the bidders responsibility to ensure that their proposals are
submitted in sufficient time to assure their arrival before the stipulated closing
time.
APPENDIX B 3
<number> copies of the proposal submission and relevant documentation shall
be submitted to:
<Name>
<Address>
1.1.3 - Proposal Inquiries
Questions shall be directed to:
<Name>
<Details>
1.2 Site Visit:
A Prospective bidders site meeting will be held on-site on <date> at <time> A.M.
Meet at <location>.
During the meeting bidders will have the opportunity to ask questions on any
aspect of this project including the project scope, proposal requirements,
tendering procedures and waste management requirements. Representatives of
PWGSC and associated consultants will be in attendance to make the available
building plans and site available for inspection.
APPENDIX B 4
2.0 Evaluation Criteria - Envelope 'A'
2.1 Technical Criteria
Include all information requested in Sections 2.1.1 Reuse, 2.1.2 Recycling, 2.1.3
Qualitative Reuse Evaluation, 2.1.4 Project Management and Methodology and
2.1.5 Waste Management System in Envelope ‘A.’ Note that material sent to
landfill will not receive a score. The total percentage of material reused, recycled
and disposed of in a landfill shall equal 100%.
A sample table is attached
outlining a typical 3Rs waste audit form for quantifying materials to be reused or
recycled. This table shall be completed, outlining all materials and quantities
reused, recycled or landfilled for the evaluation as outlined below. It is the
objective of this project to divert from landfill <number>% of the materials
identified in the waste audit through reuse or recycling.
2.1.1 Percent % Reuse:
2.1.1.1 Description
This category applies to material contained on-site for the reuse (either internal
or external) in both the intact original form or as a component of constituent
structures. Materials may be stored on-site or transported directly to the end use
location in accordance with specification section <number>.
2.1.1.2 Evaluation
The evaluation score in this category is based on the percentage of material
reused, relative to the overall quantity of material produced during the project.
The percentage material reused is converted to a score as shown in Table 1.0.
A full score of 50 is achieved by reusing 100% of the material generated during
the course of the project. The reuse category carries a greater relative weighting
than the recycling category to reflect the environmental advantages of reuse
(resource and energy conservation, cost savings, etc.) and the order of
precedence of the 3Rs protocol.
APPENDIX B 5
The verification of the percentage of reuse subsequent to project commencement
will be performed by an analysis of the waste audit data obtained as per the
interim reporting requirements as outlined in specification section <number>.
2.1.1.3 Submission Requirements
.1 All bidders are required to clearly identify in their proposals the percentage of
material to be reused relative to the total amount of material produced.
.2 Supply specific details of the proposed method of reuse including:
·
name and address of reuse location(s);
·
specific materials to be reused; and
·
method and schedule of material transport.
(* This worktable is available in Appendix I: Sample Waste Tracking Form of this protocol.)
.3
Details are to be provided on the forms and tables attached hereto for this
section.
2.1.2 (%) Percentage Recycling
2.1.2.1 Description
This category applies to the transformation of demolition material into feedstock
for saleable or otherwise useable product. Reuse of the concrete and block
material on-site as fill material or as landfill day cover qualifies as recycled
material. On site recycling facilities may be utilized. Documentation must be
provided as per specification section <number>.
2.1.2.2 Evaluation
The evaluation score in this category is based on the percentage of material
recycled, relative to the overall quantity of material produced during the project.
The percentage material recycled is converted to a score as shown in Table 1.0.
APPENDIX B 6
A full score of 20 is achieved by recycling 100% of the material generated during
the course of the project. The reuse category carries a greater relative weighting
than the recycling category to reflect the environmental advantages of reuse
(resource and energy conservation, cost savings, etc.) and the order of
precedence of the 3Rs protocol.
The verification of the percentage of recycling subsequent to project
commencement will be performed by analysis of the waste audit data obtained
as per the interim reporting requirements as outlined in specification section
<number>.
2.1.2.3 Submission Requirements
.1 All bidders are required to clearly identify in their proposals the percentage of
material to be recycled relative to the total amount of material produced.
.2 Supply specific details of the proposed method of recycling including:
·
name and address of proposed recycling facilities,
·
source separation plan and tipping schedules,
·
specific materials to be recycled,
·
method, names of carrier and schedule of material transport, and
·
site set up details, if on-site recycling facilities are utilized.
.3 Details are to be provided on the form and attached hereto for this section.
2.1.3 - Qualitative Reuse Evaluation
.1 Description:
This category applies to a qualitative evaluation of the proposed reuse and
recycling plan and efforts made to promote maximization of reuse over
recycling.
APPENDIX B 7
.2 Evaluation:
Submissions will be evaluated on the basis of organization, completeness
and the clear demonstration of a coordinated plan to maximize the reuse of
materials. The technical adequacy and application of tracking documentation
will also be evaluated.
.3 Submission requirements:
All information requested in this section will be clearly and concisely
presented on the forms attached to this document.
2.1.4 - Project Management and Methodology
2.1.4.1 Description
This category describes the application of human and mechanical resources and
management to meet the project performance and scheduling objectives. The
proposal will include, an organization chart naming key project personnel and a
list of human resources, equipment and subcontractors. Also included is a
description of how and when equipment and human resources will be mobilized
and used on this project. Additional information on the specific site set up, safety
measures and project specific administrative procedures will also be provided.
2.1.4.2 Evaluation
The submission for this category must demonstrate that the firm's proposed
approach and methodology follows an efficient and logistical sequence that will
meet the contract requirements. The applicant must demonstrate that the project
team has the necessary background and experience to carry out the
requirements of the contract.
APPENDIX B 8
2.1.4.3 Submission Requirements
Provide a summary of the proposed project management team, schedule, and
methods to be used to manage the work on the attached forms.
2.1.5 Waste Management System
2.1.5.1 Description
This category applies to the proposed method of managing waste material
generated as a result of this project.
It includes the preparation and
implementation of a waste audit and a waste reduction workplan, including all
reporting and documentation required to effectively utilizing these strategies.
Proposals will include details such as selective demolition, the expected
composition of waste generated, the strategies that will be employed to minimize
waste generation, dust control, noise abatement strategies, the planned methods
of source separation and material management strategies. The specific set up of
the waste tracking or auditing system should also be clearly described (i.e.
volumetric or gravimetric, location of scales and flow of material through system.)
Summary details regarding proprietary or packaged management software and
samples of audit and summary forms, should be described to demonstrate the
presence of a coordinated waste management action plan.
2.1.5.2 Evaluation
Submissions will be evaluated on the basis of organization, completeness and
the clear demonstration of a coordinated plan to manage generated materials.
The technical adequacy and application of tracking documentation will be
evaluated.
APPENDIX B 9
2.1.5.3 Submission requirements
All information requested in this section will be clearly and concisely presented
on the attached forms. Only project specific information is requested. (i.e. no
brochures or generic company literature.)
2.2 Price Criteria - Envelope B:
2.2.1 Description
This category applies to evaluation of the firm's price submitted as part of the
proposal. The price, in Canadian dollars, will be the firm price quoted in the
tender form.
Bidders are advised that they are responsible for their own
quantities and take-off for the purpose of bidding.
2.2.2 Evaluation
Evaluation of the price is based on the lowest bid.
2.2.3 Submission Requirement
Prices are to be submitted in accordance with the Tender Form and submitted in
a sealed envelope marked Envelope “B." Price envelopes will not be opened if
other submission requirements have not been met.
APPENDIX B 10
3.0 Award Criteria
3.1 Technical Submission - Envelope A
Envelope A constitutes <number> % (i.e. 60%) of the total points. Proposals that
do not fully address the technical requirements will have their proposal returned
with the price envelope unopened.
3.2 Price Submission - Envelope B
Envelope B constitutes <number>% (i.e. 40%) of the total points. The tender
form must be completed in accordance with all instructions and notices.
3.3 Overall
The proposal that meets the technical requirements and submits one of the
lowest bids will be awarded the contract. The proposal with the highest points
will be awarded the contract.
4.0 Submission Forms
4.1 Reuse Options
Provide a specific summary of the methods of reuse including items outlined in
Section 2.1.1 of the Proposal Preparation and Submission requirements.
Reuse
Material Type
Diversion Option
Total Percentage
APPENDIX B 11
4.2 Recycling Options
Provide a specific summary of the methods of recycling including items outlined
in Section 2.1.1 of the Proposal Preparation and Submission requirements.
Recycle
Material Type
Diversion Option
Total Percentage
4.3 Project Management and Methodology
Provide a brief one page summary of the proposed project management team
methods as per Section 2.1.4 of the Proposal Preparation and Submission
Instructions.
4.4 Waste Management System
Provide a brief one page summary of the proposed waste management system
as per Section 2.1.5 of the Proposal Preparation and Submission Requirements
APPENDIX B 12
5.0 Proposal Evaluation Matrix
The following evaluation matrix will be used in the evaluation of proposals.
Detailed explanations of the evaluation categories can be found in Section
Table B1 – Evaluation category Table
Evaluation Category
Score
% Reuse Percentage
Varies from 0 to 50 as per Table 1.0
% Recycling Percentage
Varies from 0 to 20 as per Table 1.0
Qualitative Reuse Evaluation
Varies from 0 to 10
Project Management & Methodology
Varies from 0 to 10
Waste Management System
Varies from 0 to 20
Health and Safety
Varies from 0 to 10
Total
/100
Table B2 - Scores for Reuse and Recycling
Reuse (%)
Score
Recycle (%)
Score
100
50
100
20
90
45
90
18
80
40
80
16
70
35
70
14
60
30
60
12
50
25
50
10
40
20
40
8
30
15
30
6
20
10
20
4
10
5
10
2
0
0
0
0
APPENDIX B 13
5.2 Example of an Evaluation Criteria
The following is an example of the evaluation process for contractor's guidance.
This example will change depending upon the outcome of the grading suggested
earlier.
Table B3 - TECHNICAL CRITERIA - Envelope "A" (60%):
Reuse and Recycle Criteria
Bidder
Reuse
(%)
A
10.0
Project
Waste
Reuse
Health
Total
Total
cycle
Manage
Mana-
Eva-
&
Score
of
(%)
-ment
gement
lua-
Safety
System
tion
ReSCORE
4.0
60.
Score
60%
12.0
8.0
12.0
2.0
8.0
46.0
27.6
8.0
9.0
15.0
8.0
8.0
68.0
40.8
10.0
6.0
18.0
2.0
7.0
55.0
33.0
0
B
50.0
20.0
40.
0
C
30.0
12.0
50.
0
5.3 PRICE CRITERIA - Envelope "B" (40%):
Cost of Services
Bidder A - $800
Bidder B - $1,500
Bidder C - $1,000
§
Bidder A has the lowest cost of services and is therefore awarded 40 points.
Other qualified bids will be awarded a point value relative to the lowest bid
§
Bidder B receives - $800/ $1,500 x 40 points = 21.3 points
§
Bidder C receives - $800/$1,000 x 40 points = 32 points
APPENDIX B 14
5.4 TOTAL EVALUATION
Total Points
Bidder A = 27.6 + 40 = 67.6 points
Bidder B = 40.8 + 21.3 = 62.1 points
Bidder C = 33.0 + 32.0 = 65.0 points
Therefore Bidder "A" is awarded the contract.
APPENDIX B 15
APPENDIX C
SAMPLE REQUEST FOR PROPOSAL
DEMOLITION WASTE AUDIT & WASTE REDUCTION WORKPLAN
APPENDIX C 1
SAMPLE REQUEST FOR PROPOSAL FOR A
DEMOLITION WASTE AUDIT AND WASTE REDUCTION WORKPLAN
PUBLIC WORKS AND GOVERNMENT SERVICES CANADA
(CRD Project Title)
1.0 Background
In order to meet federal policies, Real Property Services (RPS) of PWGSC has
set objectives and targets for several environmental issues. One of the targeted
areas identified in RPS's environmental management system (EMS) is waste
generated during construction, renovation and demolition (CRD) projects. The
RPS Environmental Management System, which received final approval from the
Management Committee on April 28, 1998, states that where feasible, waste
management practices should be incorporated into CRD projects.
The PWGSC Client Service Unit <number>, serving <consultant’s name> has
demonstrated its dedication by initiating numerous construction and demolition
waste management projects each year. The results of these projects are helping
to determine the economical feasibility, and at the same reducing the
environmental impacts, of CRD projects.
Being consistent with RPS's and PWGSC’s internal policies, a demolition waste
audit has been commissioned for the <building name>.
PWGSC is fully
committed to non-hazardous solid waste management. All construction and
demolition projects over 2,000 m2 require a waste audit to be conducted and a
waste reduction workplan to be prepared. The specific area of this project is
approximately <floor number(s)> of the < building name>.
NOTE: (For projects less than 2,000 m2 the feasibility of non-hazardous solid
waste management must be determined.
The process for making this
determination is presented in Appendix D: CRD Waste Management Cost
Benefit Screening Process.)
APPENDIX C 2
The final construction documents and specifications will be submitted by a
private specification’s consultant. The waste audit and waste reduction workplan
will be part of tendering documents to hire a general contractor. The Project
Manager will review these construction documents in the subsequent <number>
weeks. On <date> a call for tenders will be issued in order to select a general
contractor for the demolition and reconstruction. In light of this, the waste audit
(detailed inventory of material being removed) will have to be completed in draft
by <date>. The draft waste reduction workplan must be received by <date> and
the final report must be submitted prior to <date>. This will leave some time for
consultation with the Project Manager to incorporate the proposed additional
tasks into the project's general specifications, as identified in the waste reduction
workplan.
1.0 Objectives
§
To conduct a demolition waste audit in order to identify the expected
waste that will be produced during the project.
§
To prepare a solid waste reduction workplan.
§
To present two copies of a waste management report to the
Environmental Advisor and Project Manager in order to finalize the call for
tenders.
3.0 Preliminary Site Visit - Job Showing
To facilitate the submission of this requested proposal, all invited consultants are
encouraged to visit the project location. The site visit will take place on <date> at
<time>. The consultants will meet the client at the <location>.
APPENDIX C 3
4.0 Project Description and Methodology
Phase 1 - Solid Waste Audit
This phase will include fulfilling the following tasks:
§
Assembling and reviewing background information (i.e. building drawings).
§
Preparation of a Designated Substances Report or similar document.
§
Initiation meeting.
§
Identifying quantities of materials by conducting site visits and by other
means.
§
Calculating volumes and weights of materials.
Wastes types must be
identified. These include brick and Portland cement concrete, corrugated
cardboard, unpainted drywall, steel and wood.
In addition to those, the
following materials must be identified:
Þ
rigid plastic, plastic film and
architectural hardware
polystyrene packaging
(e.g. curtain rods, etc.)
Þ
wooden shipping pallets
Þ
thermal insulation
Þ
doors and hardware
Þ
ceiling tiles
Þ
carpeting and hardwood flooring
Þ
other relevant materials
Þ
window glass
If applicable, identifying the potential waste to be generated by the
incoming construction material. This may be achieved by discussing the issues
with the Project Manager and other involved parties.
§
Preparing detailed waste audit summary.
The summary must include for
each material:
-percentage of total,
-volume and weight of waste,
-method used to estimate the volume and weights, and
APPENDIX C 4
-any relevant comments.
Phase 2 - Solid Waste Reduction Workplan
The duties required to prepare a sufficient solid waste reduction workplan, which
will be added to the contract documents for the general contractor, involve:
§
Reviewing and summarizing current 3Rs practices that are being undertaken
at the <Project Name>.
Some of the information that may be reviewed
includes:
1. Relevant national and regional RPS waste reduction policies, space
and security constraints.
2. Recycling equipment and services availability
3. Potential field personnel experience with waste management.
§
Identifying areas of greatest waste reduction impacts, and assessing waste
reduction priorities.
§
Establishing proposed diversion objectives and opportunities. Waste diversion
recommendations are to be made for each material, keeping in mind the 3Rs
hierarchy.
§
Research on available local markets for end users.
The results must be
clearly summarized in a simple format so that the general contractor will have
no difficulty in interpreting the information.
§
Estimated potential savings or additional costs resulting from the proposed
waste diversion initiatives.
§
Assessing
the
impact
of
material
purchasing
on
waste
reduction.
Recommendations on "green" material purchasing methods should be
provided.
These will be integrated into the general contractor's contract
documents for their consideration.
§
Preparing the waste reduction workplan summary form. The summary must
include but is not limited to the following information for each material:
§
Percentage (%) of total,
APPENDIX C 5
§
potential waste generated (kg or tonnes) per floor,
§
potential reusable material (kg or tonnes) per floor,
§
potential waste generated, reusable materials, and recyclable materials (kg or
tonnes) totals for entire project.
§
potential recyclable material (kg or tonnes) per floor, and
§
other relevant information.
§
(In the Province of Ontario, the requirements of Ontario’s 3Rs Regulations are
followed, at a minimum.)
Phase 3 - Solid Waste Audit Report and Waste Reduction Workplan
§
The final audit and workplan should serve as a working tool for the project
team.
The body of the final report should, at minimum, consist of the
following elements:
1. Executive summary;
2. Introduction;
3. Project overview;
4. Audit methodology, which should detail methods used for estimating volumes
and weights;
5. Recommendations including a proposed waste management site plan.
Considerations should be made to:
§ bin placement,
§ special handling requirements,
§ the expected waste generation schedules,
§ list of potential destinations for reuse/recycled materials
§ source separation plans, and
§ safety considerations.
6. Audit and workplan results, and
7. Appendices
5.0 Invited Consultants
APPENDIX C 6
<number> consulting firms (including your own) have been invited to submit a
proposal to carry out this work. These consultants are:
6.0 Security Clearance
Security clearance forms have to be completed by the awarded consultant before
beginning the audit. If there are no problems during the investigation, there will
be a <number> day processing period before passes are issued. The consulting
staff must carry passes at all times when on the building premises.
7.0 Tentative Project Schedule
The waste audit should begin by <date>. The waste audit report will have to be
submitted in draft no later than <date>. The draft waste reduction workplan must
be submitted before <date> and the comments from the client will be returned to
the consultant by <date>. The final report, as outlined in Phase 3 of the job
description, must be submitted prior to <date>.
8.0 Deadline for Submission of Proposal
The proposal must be received at the reception area of the <location>, no later
than <time> on <date>.
9.0 Maximum Funding Available
The maximum funding allocated for this project is $<amount>.
10.0 Other Submission Stipulations
APPENDIX C 7
§
In the consultant proposal, the costing will be broken down for each activity
performed.
§
The consultant will deliver the above services in a manner that complies with
appropriate health & safety measures.
§
The consultant will provide at least one sample of a CRD waste audit and
workplan report previously prepared by the consultant.
Proposal Requirements
§
Outline the methodology that will be used to carry out the project,
§
Provide a profile of the company, describing the history, experience and
demonstrated abilities of the firm in the area of CRD waste management.
Describe why the firm is well suited to undertake the project,
§
Identify individuals who will be involved in this project, the role they will play
and their relevant training and work experience. Describe the project team's
organization, and
§
Provide a detailed outline of the costing for this project.
APPENDIX C 8
EVALUATION CRITERIA FOR THE UNDERTAKING OF SOLID WASTE
AUDITS OF FEDERAL OFFICE FACILITIES
1.0 Proposal Form and Content
PWGSC is seeking proposals specific to this project. The proposal must
demonstrate a creative and analytical response to the specific nature of the
project as set out in the Terms of Reference.
The proposal should be set up with the same headings in the same order as the
five criteria listed on the Evaluation Criteria Table. These criteria are meant to
permit a connected, logical presentation of the proposal.
The proposal is to contain all the material necessary to fully represent the project
proposal and to allow PWGSC to evaluate it fairly. If the proponent chooses to
submit additional supporting material, it will be treated as supplementary.
The five criteria are detailed on the following pages. The text under each heading
sketches what PWGSC means by these headings. These sketches are not
exhaustive and proponents are responsible for fully representing their proposals.
Complete one copy of the Cost of Services document (Attacehd) and enclose it
in a separate sealed envelope clearly marked on the outside with the proponent's
name and the project identification.
2.0 Evaluation Process
Proposals will be evaluated against the five criteria listed below. A PWGSC
Evaluation Board will evaluate all proposals against each criterion and, where
listed, each sub-criterion. Each criterion and sub-criterion (as the case may be)
APPENDIX C 9
are initially assigned a score from 1 to 10. These are then multiplied by the
appropriate weight factor as indicated in the Evaluation Criteria Table to produce
a weighted rating. It should be noted that in some of the evaluation criteria, the
basic criteria weight represents the sum of the sub criteria weights. A minimum
score of <number> (i.e. 60%) is necessary for a proposal to receive further
consideration. The Evaluation Board will then proceed to evaluate the cost of the
services.
The Board will open the Cost of Services envelopes of the submissions in
contention. At least three cost envelopes will be opened, (assuming that at least
three proposals have been received). The remaining Cost of Services envelopes
submissions will be returned unopened.
APPENDIX C 10
Table C1 - Evaluation Criteria Table
EVALUATION CRITERIA
Sub Criteria
Basic Criteria
Weight
Weight
1. UNDERSTANDING OF THE PROJECT
10
1.1 Analysis of project goals and requirements
5
1.2 Approach to major issues
5
2. SCOPE OF SERVICES AND WORK PLAN
20
2.1 Completeness of offered services
5
2.2 Creative potential
5
2.3 Work plan, schedule, quality assurance
10
3. MANAGEMENT OF SERVICES
3.1 Organization and management of the team
15
3.2 Roles of key groups/individuals
10
4. PROJECT TEAM
4.1 Qualifications and overall experience
15
4.2 Staffing Level
5
4.3 Experience on similar completed projects
10
25
30
5. QUALIFICATIONS AND EXPERIENCE OF FIRM(S)
15
TOTAL
100
APPENDIX C 11
3.0 Evaluation Criteria
3.1 Understanding of the Project
What do you understand to be the project goals and how they should be
achieved.
What we are looking for:
§
A demonstration that the proponent understands;
the goals of the project,
the functional/technical requirements, and
the constraints.
§
Identification of the issues that will shape the end product, the selection of
resources and the way the services are to be delivered.
§
Recognition of the roles of the client user, PWGSC and other key players.
Information to be supplied:
Description of the project goal and requirements, emphasizing those that are
particularly significant to the project and the delivery of services, for example:
§
the existing situation, including the needs giving rise to this project,
§
specific project goals, broader goals (e.g.. sensitivities),
§
the philosophies and values of the client user and PWGSC,
§
the functional and technical requirements of the client user and PWGSC,
§
the relationship between the project and any earlier proposals ,
§
implementation strategies, and
§
issues, constraints and other significant items.
APPENDIX C 12
3.2 Scope of Services and Work Plan
What do you propose to do for us?
What we are looking for:
§
Completeness of services required to meet the goals and objectives.
§
The approach to dealing with the major issues during the project.
§
A realistic work plan that describes the tasks and activities.
Information to be supplied:
§
Scope of Services:
List of services flowing from part 1, above, and the Terms of Reference.
Description of the products (deliverables) of the services which will
contribute to the project goals.
§
Work plan of the services showing:
implementation strategy
description of key activities
inputs by PWGSC, client user/others
work breakdown chart with description of services
Project control and other methods proposed for each phase of the project:
Project schedule, cost and quality control and waste management
methodology.
4.3 Management of Services
How do you propose to perform the services and meet the constraints?
What we are looking for:
·
how the team will be organized,
·
how well the team can be expected to perform, and
·
how the services will be managed.
APPENDIX C 13
Information to be supplied:
§
Management Structure:
Organization chart with position titles and names, and profiles of the key
positions.
§
Management Procedures:
Project schedule, cost and quality control of the services.
4.4 Project Team
Is the firm capable of doing what is offered?
What we are looking for:
The ability and the capacity of the consulting team to provide the quality of
services described in the earlier sections:
§
Completeness of the team. Are all the roles and specialties covered?
§
Will the staffing levels be sufficient to meet the time frames in the work
plan?
§
A commitment to provide qualified resources to the project.
§
Qualifications/experience of the designated personnel.
§
What back up will be committed if any proposed personnel is not
available?
Information to be supplied:
Details about primary and back-up personnel (in appendix for large teams):
• academic and professional qualifications, year of professional registration
or technician graduation, summary of overall experience,
• experience on each comparable projects including for each project:
the names of firm(s) worked for at the time and position in firm(s),
scope of involvement of the firm and the individual on the listed
projects, and
APPENDIX C 14
references,
• length of time and experience with the present and previous firms,
• percentage of time the key personnel will spend on the project, and
• where the work will be undertaken and location of team members.
4.5 Qualifications and Experience of the Firm(s)
Tell us who you are.
What we are looking for:
Level of qualifications and experience of the firm(s) in relation to the project
requirements:
• size of firm and depth of experience of the firm(s) on various project types,
• experience on similar projects,
• range of experience that can be drawn on from other individuals in the firm,
• depth of the firm to provide additional resources if and when needed,
• potential spill-over effect of other work entering the firm, and
• stability
Information to be supplied:
• brief history of the firm and overall experience,
• a selected list and brief description of completed projects in the last, five
years, that are representative of the range of work by the firm and major
sub-consultants, including:
role of the firm (names of other firms in a consortium, if applicable),
project stages completed,
project value (total project and portion of firm's responsibility),
references (name and address).
• a list with details about similar projects in which the firm was involved,
APPENDIX C 15
• a selected list and brief description of recent relevant studies, research,
etc., and
• physical resources.
APPENDIX C 16
APPENDIX D
CRD WASTE MANAGEMENT
COST BENEFIT SCREENING PROCESS
APPENDIX D 1
1.0 CRD Waste Management Cost Benefit Screening Process
The availability and costs of landfills, waste haulage, landfilling, recycling,
composting, and other waste handling alternatives varies from region to region.
Accordingly, the economic costs and benefits of implementing recycling and
other waste diversion initiatives will vary from region to region as well.
The
following is a methodology for conducting a preliminary estimate of the cost
effectiveness of a CRD waste diversion program.
Step 1 - Data Collection
Determine the following:
· the cost of the current waste management practices;
· the cost of implementing a recycling program; and
· the savings and benefits resulting from a recycling, reuse, and waste
reduction programs.
**Use Table D1 to document and tabulate this information.
Step 2 - Comparison of Expenditures and Savings
Once all the relevant information is collected and entered in the worksheet, the
totals for each category must be summed and compared. If the total cost of the
waste management program including deconstruction, reuse, and recycling, is
less than the total savings, then recycling and other waste reduction programs
would be cost effective and should be further investigated.
Step 3 - Further Analysis or Continue with Solid Waste Management
Program
If the cost benefit analysis showed that either recycling or other waste reduction
programs are feasible, then a more detailed waste management audit and
workplan are recommended.
RPSB’s National Construction, Renovation and
Demolition Non-Hazardous Solid Waste Management Protocol is recommended
as a guide document for carrying out this process.
APPENDIX D 2
Table D1 – Cost Benefit Analysis Worksheet
Part A
1
Current Waste Management Costs
Est.
Actual
Est.
Actual
Est.
Actual
Est.
Actual
Fixed Asset Costs of Waste Handling:
rent or purchase of compactors, roll-off containers, dedicated trucks
In-house Waste Operations Costs:
• personnel & maintenance (construction, renovation, and demolition workers)
Hauling Costs:
• contract prices for hauling.
Disposal Costs:
• total tipping fees at the landfill
Minus Revenues:
• money received from the sale of reusable and recyclable materials
Total Current Waste Costs
•
2
3
4
5
6
Part B
7
8
9
10
11
12
Part C
13
Reuse and Recycling Costs
Project Management Costs:
• anticipated costs to implement and monitor the program
CR&D Waste Audit and Waste Reduction Workplan Costs
• potential consulting fees
Fixed Asset Costs:
• purchase or rental costs of cardboard balers, roll-off containers
• costs for creating and setting up collection and storage processes and areas
Operational Costs:
• labour costs for deconstruction and source separation of reusable and
recyclable materials
• cost of additional electricity and water, and maintenance of equipment
• communication and education programs
Hauling Costs:
• cost to locate buyers or collectors and
• the cost to transport reusable and recyclable materials to market
Total Reusing and Recycling Costs
Potential Savings From Waste Management
Avoided Fixed Costs:
savings from avoided rental of dumpsters, roll-off containers, etc.
Avoided Waste Hauling and Disposal Costs:
• savings from reduced number of hauls and in tipping fees at the landfill
If Applicable, Tax Credit for Waste Reduction:
• savings from statutory tax breaks from dedicated recycling equipment
Revenues:
• money received from the sale of reusable and recyclable materials
Costs Avoided Through Reduction and Reuse Initiatives
• savings achieved by reducing materials purchased, reusing suitable
construction or renovation materials, etc.
Other Benefits Associated with CR&D Waste Management:
• environmental benefits, policy commitments, enhanced public image, etc.
Total Savings From Waste Management
•
14
15
16
17
18
19
Part D
20
Feasibility, or Net Savings From Waste Management
Feasibility = Total Waste Management Savings - (Total Current Waste
Management Costs + Total Reuse and Recycling Costs)
= Line 19 - (Line 6 + Line 12)
APPENDIX D 3
APPENDIX E
SAMPLE LETTER OF NOTIFICATION
APPENDIX E 1
Letter of Notification to Property Manager/Tenant
Dear __________,
In support of Government objectives identified in a Guide to Green Government,
and Public Works and Government Services Canada’s own Ssustainable
Development Strategy, <RPS organization/Prime Consultant>, will be conducting
a <construction/renovation /demolition> waste management audit in the <name>
building in <city/town/village>, which is occupied by your Department.
The purpose of this assessment is to identify materials, generated by the
construction /renovation/demolition project in the building, that are suitable for
reuse or recycling. The ultimate goal is to ensure that the maximum benefit is
realized from the resources represented by these materials, that project costs are
minimized and that the amount of waste sent to landfill is minimized.
The audit, will be conducted by <name(s)>, of <auditing firm>, and is expected to
cause little or no disruption to your operations. The audit will be conducted on
_[date]_, and should be completed on the same day. The audit may involve
some brief interviews with members of your staff to determine or confirm certain
details regarding the building and/or its use.
Authorization and a guide to
accompany the auditors through any restricted areas may also be required.
Your anticipated co-operation in this project is appreciated. If you or your staff
have any questions or concerns, please contact <Project/Property Manger’s
name> at <phone number>.
Project Manager/Property Manager (signature)
APPENDIX E 2
APPENDIX F
SAMPLE WASTE AUDIT WORKSHEET
APPENDIX F 1
SAMPLE WASTE AUDIT WORKSHEET
Building Name
Name/Use:
NMS Division
Number
Material
Class
Material
Type
Material
Usage
DIVISION 3
Concrete
CONCRETE
CONCRETE
CONCRETE
CONCRETE
CONCRETE
Blocks
Blocks, Light
Poured
Poured
Stairs
Walls
Walls
Floors
Walls
Stairs
DIVISION 4
Masonry
BRICK
STONE
Blocks
Foundation
Walls
Foundation
DIVISION 5
Metals
METALS
METALS
Stairs
Structural
Stairs
Walls
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
Cabinetry
Mouldings
Plywood
Plywood
Plywood
Plywood
Siding
Stairs
Structural
Structural
Structural
Plywood
Cabinetry
Mouldings
Ceilings
Floors
Roofs
Walls
Walls
Stairs
Floors
Roofs
Walls ext.
Walls Int.
BUILT UP ROOFS
COMPOSITES
COMPOSITES
INSULATION
INSULATION
INSULATION
METALS
METALS
METALS
WATERPROOFING
Shingles
Tar & Gravel
Cellulose
Fiberglass
Solid SM
Aluminum Siding
Galvanized Siding
Tin
EDPM
Roofs
Roofs
Walls and Ceilings
Walls and Ceilings
Walls and Ceilings
Walls
Walls
Roofs
Roof
WINDOWS
DOORS/FRAMES
DOORS/FRAMES
DOORS/FRAMES
DOORS/FRAMES
METALS
WINDOWS
WINDOWS
WINDOWS
Wood Frame
Garage
Metal
Screen
Wood
Door Hardware
Aluminum Frame
Plastic Frame
Storm
Wood Frame
Garage
Metal
Screen
Wood
Door Hardware
Aluminum Frame
Plastic Frame
Storm
DIVISION 9
Finishes
CERAMIC
COMPOSITES
COMPOSITES
COMPOSITES
COMPOSITES
GYPSUM
GYPSUM
METALS
PLASTER
WOOD
Tiles
Floors
Acoustical Ceiling Supported
Acoustical tile
Unsupported
Carpets/Cushion Floor/Vinyl Tiles
Other
Other
Painted
Ceilings
Painted
Walls
For plaster walls & ceilings
For mesh
Walls
Hardwood
Floors
DIVISION 10
Specialties
GYPSUM
FIRE HOSE
Vinyl Clad
DIVISION 12
Furnishings
COMPOSITES
WOOD
Blinds/Curtains
Blinds/Curtains
Laboratory Casework
DIVISION 15
Mechanical
HVAC
HVAC
HVAC
METALS
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
Oil Furnace
A/C, Heat Units
Ducts
Cast Iron
ABS
Bathroom Sink
Cast Iron
Copper
Kitchen Sink
Shower Enclosure
Steel/Galvanized
Toilets
Tub
Utility Sink
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
Baseboard Heaters
Breaker/Fuse Boxes
Exit Signs
Fluorescent Fixtures
Hot Water Tanks
Incandescent Fixtures Ext.
Incandescent Fixtures Int.
Outlets/Switches/Wiring
Suspended Convection Heaters
DIVISION 6
Wood/Plastics
DIVISION 7
Thermal/Moisture
Protection
DIVISION 8
Doors/Windows
DIVISION 16
Electrical
Number
of
Units
Dimensions
Height
Length
(Feet)
10' X 10'
Equivalent
Cubic Yards
Volume
Cubic
Yards
Weight/Volume
Conversion Factor
Lbs./cubic yard
Weight
in
lbs.
Weight
Metric
Tonnes
Total Weight
lbs.
Total Weight
Tonnes
each 8' flight
each 8' flight
each 8' flight
each unit
each unit
each unit
each unit
each unit
Walls
each unit
Oil Furnace
Ducts
Radiator
Water Return
Bathroom Sink
Main Return
Water Feed
Kitchen Sink
Shower Enclosure
Main/Water Feed
Toilets
Tub
Utility Sink
each 4' x 3' window
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
each unit
Total Volume
Cubic Yards
APPENDIX F
APPENDIX G
SAMPLE WASTE AUDIT AND
WASTE REDUCTION WORKPLAN REPORT
APPENDIX G 1
SAMPLE WASTE AUDIT AND
WASTE REDUCTION WORKPLAN REPORT
1.0
Introduction
The objective of this report is to provide a demolition waste diversion workplan
for the demolition phase of the construction/renovation project in the <building
name>located at <building address>, <city>, <province>. This audit provides an
estimate of expected material types and quantities and potential diversion
options.
This report has been prepared prior to the commencement of
deconstruction procedures as a guide for the general contractor.
It is estimated that construction and demolition waste accounts for approximately
one third, or seven million tonnes, of the waste annually produced in Canada.
Existing landfill sites are quickly reaching their capacities.
It has become
increasingly difficult to locate suitable new sites. There are alternative disposal
opportunities for many waste materials generated by construction, renovation
and demolition (CRD) procedures. These opportunities often provide financial as
well as environmental benefit.
Diversion opportunities reduce costs by avoiding tipping fees and reducing
transportation costs in many scenarios. Revenues may also be generated from
the sale of recovered materials.
Taking advantage of these opportunities
requires the adoption of new attitudes and procedures by all members of the
deconstruction team. Reuse of materials on-site can also reduce the project
costs by reducing the expenditures for new materials.
APPENDIX G 2
This report contains the following sections:
·
Project Overview
·
Methodology
·
Waste Generation Profile
·
Alternate Disposal Options
·
Waste Reduction Workplan
·
Implementation Tools
·
Recommendations
·
Appendices
2.0
Project Overview
2.1 Federal Policy
This project provides an opportunity to incorporate environmental initiatives into
traditional building demolition processes.
These procedures demonstrate the
environmental and economical benefits of environmental design.
In addition,
incorporating demolition waste diversion techniques into this project is consistent
with the federal government’s Greening of Government Operations (GGO) policy.
This policy reiterates the federal government’s commitment to comply with
applicable environmental legislation and confirms its resolution to exceed federal
environmental statutes and regulations. It also emulates the best practices from
the public and private sectors, as outlined in the federal government’s Guide to
Green Government.
PWGSC is committed to meeting the requirements of the Greening of
Government Operations policy and the Auditor General Act. On April 22, 1997,
PWGSC tabled its first Sustainable Development Strategy (SDS) in Parliament
and followed this with its second SDS tabled on Feb <date>,2001. These
documents commit PWGSC to pursue waste diversion initiatives in construction,
renovation and demolition projects.
APPENDIX G 3
The Real Property Services (RPS) Sustainable Development Commitments lay
out goals, objectives, and actions for integrating sustainable development
principles into RPS policies and operations. This includes the management of
non-hazardous solid waste including construction, renovation and demolition
waste.
2.2 Ontario’s 3Rs Regulations
In 1994, the Ontario Ministry of the Environment (MOE) passed the 3Rs
Regulations. Regulations 102/94 and 103/94 are applicable to construction and
demolition projects consisting of one or more buildings with a floor area greater
than 2,000 m2. The federal government voluntarily adheres to Ontario’s 3Rs
Regulations as they represent the only regulated practice in Canada. These
regulations represent the minimum performance acceptable to PWGSC.
Regulation 102/94 requires the following:
·
the completion of an on-site waste audit that identifies the amount and
nature of the waste that will be generated,
·
the development of a waste reduction workplan that outlines specific
achievable diversion options for reduction, reuse and recycling,
·
the implementation of the waste reduction workplan,
·
the documentation of the waste audit and workplan results, on forms
provided by the MOE or forms that have been designed in the same
general format, and
·
the retention of a copy of the audit and workplan documents on file for five
years from completion of the project.
Regulation 102/94 requires
the waste audit be conducted and the workplan
completed before the beginning of the CRD project.
APPENDIX G 4
Regulation 103/94 requires the following:
·
the implementation of a source separation program for the reusable and
recyclable materials listed in Regulation 102/94,
·
the specification of facilities sufficient for the collection, sorting, handling
and storage of these materials,
·
the communication of the source separation program and its successes to
employees, patrons and tenants, and
·
reasonable effort in ensuring the separated waste is reused or recycled.
3.0 Methodology
A waste audit was conducted on the building during <date>. The auditing team
audited each floor of the building under renovation to determine the type and
quantity of the materials present. The audit consisted of a visual inspection of
the premises to verify information generated from takeoffs of the demolition
plans.
3.1 Identification and Quantification of Materials
The data from the audit was entered into a data sheet. This data sheet has been
designed to calculate an estimate of the amount of waste material that will be
generated during the deconstruction.
This audit includes items related to the following areas of the building:
·
structural wood components;
·
internal wall finishes;
·
internal ceiling finishes;
·
concrete;
·
structural and finishing metals;
·
HVAC equipment;
·
electrical fixtures and components;
APPENDIX G 5
·
composite materials – carpets, ceiling tiles, etc.;
·
windows;
·
doors;
·
fire control equipment;
·
plumbing fixtures and components; and
·
heating and/or cooling units above and beyond the base building
components.
3.2 Assumptions and Limitations
The values and quantities of materials contained in this report are
approximations based upon buildings of similar size, style and construction.
Unless otherwise indicated the following assumption(s) has/have been made:
·
the building was constructed to minimum building code requirements.
An assessment of hazardous materials is not included in this report. This audit
does not include articles above the base building elements that may be left onsite. While the audit has made every effort to provide a detailed audit of the
building’s components, there may be some that were not apparent. Additional
components should be viewed as unexpected opportunities rather than
complications. Most building materials can be diverted from landfill through the
appropriate end use channels.
4.0
Waste Generation Profile
The waste generation profile for the <building name> building consists of
<number> main categories with appropriate sub-categories.
The main
categories are:
·
wood;
·
gypsum, plaster and lath;
·
concrete;
·
doors;
APPENDIX G 6
·
metals;
·
HVAC equipment;
·
electrical;
·
plumbing;
·
windows;
·
fire control equipment;
·
roofing materials;
·
architectural detail;
·
heritage components; and
·
composites.
The total expected waste generation for this project is approximately <number>
tonnes. The attached contains a tabulation of the estimated waste generation for
each area of the building and for the complete project. The profiles include
tabulations of the anticipated volumes of each material type that will be
generated throughout the demolition.
4.1 Projected Tipping Fees
Many landfills throughout the country are reaching capacity or are being closed
for noncompliance with current environmental standards. This reduction in space
coupled with increasing regulations has resulted in elevated tipping fees.
A
survey of local landfill sites (both private and public) found the current tipping fee
for CRD waste is $<amount> per tonne. This project is expected to generate
<number> tonnes of waste resulting in tipping fees of approximately $ <amount>.
It should be noted that waste bins are approximately $<amount> per 30 cubic
yard container, with a maximum weight of 12 tonnes. Most wastes will fill the bins
prior to reaching the weight limit. Approximately <number> bins will be required
for a total waste management cost of $<amount>.
APPENDIX G 7
4.2 Waste Handling
This project will be completed in <number> phase(s). There (will be) (will not be)
discernible sub-periods of waste generation. In addition, this site (has) (has no)
areas for bin placement which are indicated on the site plans and may be viewed
during the site visit.
5.0
Alternate Disposal Options
Achieving the highest possible waste diversion rate requires a systematic
approach.
The first step is the development of an action plan that is both
economically viable and physically feasible. Experience has proven that within
current markets, the facilities exist that are capable of recycling or reusing most
types of deconstruction waste.
The waste diversion workplan is based upon the 3Rs hierarchy of reduce, reuse
and recycle. However, in deconstruction the “reduce” option does not technically
exist as the amount of material that will be generated is fixed and cannot be
reduced.
The other two options, reuse and recycle, are therefore explored.
Through the implementation of a waste diversion workplan the amount of
material being sent to landfill can be drastically reduced. In fact diversion rates
of 90% are often attained. The attached appendix <include the designation and
title> illustrates the potential of each waste type to be reused or recycled.
The sale of salvaged deconstruction materials can generate positive revenues
instead of increasing project expenditures. The contractor must be prepared to
exert extra efforts to achieve the additional profits. Materials must be sorted,
stockpiled and stored in a manner that will ensure contamination does not occur.
Care must also be taken to ensure the storage site does not become a health
and safety liability. The attached appendix <include the designation and title>
includes a list of potential diversion options.
APPENDIX G 8
The following course of action is recommended:
1. Contact reuse end users and negotiate for the removal of as many building
components as possible. This should, in effect, strip the building rather than
involve actual deconstruction procedures. Contractors may be able to locate
subcontractors who will supply the labour required for these procedures in
exchange for the salvaged materials.
2. Contact recycling end users and negotiate terms and conditions for the
removal of the recyclable materials from the site. The degree of sorting must
be established and the acceptable levels of contamination must be agreed
upon. In many cases recyclers may provide sorting bins and transportation.
In all cases, on-site sorting will generate higher revenues.
3. Commence deconstruction procedures that will allow for the salvage of
materials. Where negotiations have included subcontractor supplied labour,
allow these procedures to begin under supervised conditions to ensure the
soundness of other materials, and that the site is maintained.
4. Establish sorting sites and commence final deconstruction procedures.
Ensure workers understand the sorting procedures and requirements.
5.1 Reuse Options
There are numerous enterprises able to provide second-life use options for used
or leftover building materials. Some facilities are operated by charities, other
facilities are privately owned and operated for profit.
Facilities have been contacted regarding their ability to accept materials from this
site for reuse or recycling. In some cases these facilities are able to provide
labour in exchange for materials or may offer a free-of-charge pickup service.
APPENDIX G 9
However, the services provided are very project specific and details will need to
be finalized by the general contractor when the exact details and phases of the
project have been established. The attached appendix, <include the designation
and title>lists facilities that have expressed interest in obtaining any reusable
materials that will be generated during the deconstruction.
5.2 Recycling Options
Metals generated from deconstruction procedures have traditionally been
recycled as they have an established market value. New markets have emerged
for almost all other types of uncontaminated CRD waste.
Recycling these
materials may generate revenues for the contractor. These options are at least
of lesser or equal cost to landfill. However, the most economical choice is often
dependent upon the quantity of the materials generated.
The arrangements
regarding delivery and material sorting are also project specific.
The attached
appendix, <include the designation and title> lists facilities that have expressed
interest in obtaining any recyclable materials that will be generated during the
deconstruction.
6.0 Waste Reduction Workplan
6.1 Waste Material Groupings
Materials generated by the deconstruction of the <building name> building can
be placed in four groupings. By grouping the waste materials the contractor can
identify where the greatest degree of effort will be required to achieve the
maximum diversion.
The paragraphs below outline the issues that are
associated with each grouping. Appendix <include the designation and title>
outlines the allocation of wastes within each grouping.
For the purposes of this report, actual diversion will be determined by the weight
of the diverted material. However, for proper waste management to take place
the waste will also be quantified by volume.
APPENDIX G 10
6.2 Group A –Reuse
The materials included in this grouping are:
·
hardwood floors;
·
vinyl clad gypsum;
·
structural metals;
·
door hardware;
·
fire control equipment;
·
fibreglass insulation;
·
fluorescent fixtures;
·
incandescent fixtures;
·
breaker/fuse boxes;
·
hot water tanks;
·
ceiling tiles;
·
door frames;
·
fire control equipment
·
sinks; and
·
toilets.
Together, they make-up <number>% (<number>tonnes) of the total weight of the
waste and represent <number>% (<number> m3) of the total waste volume. This
grouping identifies materials that can be diverted with little effort on the
contractor’s behalf. There are numerous facilities that offer reuse opportunities
for these materials.
There are a few issues that need to be addressed by the contractor.
The vinyl-covered gypsum boards are components of demountable partition
systems. The boards will have the greatest potential for diversion if the other
components of the system, such as the metal studs and trim, are kept together
during the deconstruction process. These materials should be diverted as a unit
APPENDIX G 11
to a single source.
The same issue is applicable for the doors and door
hardware. During the deconstruction process the associated hardware for each
door should be attached to the unit. These additional efforts will greatly increase
the potential reuse value of these materials.
Clean fibreglass insulation is a readily reusable commodity accepted by most
used building material outlets. The material often requires bagging in order to be
accepted. This may require additional effort but it will result in a substantial
diversion of material. The suspended fiberglass ceiling tiles can also be diverted
for reuse.
These materials are friable and care will be required during the
deconstruction to ensure the material remains in a reusable condition. As with
the demountable partitions, the ceiling tiles are part of a system and the t-bars
and other components of the system should be diverted simultaneously.
Some of the electrical fixtures may have reuse options, with the exception of
ballasts containing PCBs.
The contractor should consult the designated
substances report for this site to identify this hazard. If PCBs are present, these
materials should be diverted to authorized disposal facilities. Care should be
taken to ensure these materials are not shipped to landfill.
Other reusable materials such as the plumbing fixtures and hardwood flooring
require removal and haulage. Some reuse facilities are willing to provide labour
and haulage for materials salvaged for reuse. The contractor should negotiate
these options on a site-by-site basis.
6.3 Group B - Traditional Recycling
The materials included in this grouping are:
·
metal reinforcement;
·
metal stairs;
·
tin roofing;
·
oil furnace;
APPENDIX G 12
·
duct work;
·
outlets and wiring; and
·
cast iron, steel and copper plumbing.
Together, they makeup <number>% (<number> tonnes) of the total weight of the
waste and represent <number>% (<number> m3) of the total waste volume. This
grouping identifies materials that can be diverted with little effort on the
contractor’s behalf.
There are numerous facilities that offer recycling
opportunities for these materials.
The materials contained in this grouping are primarily metals.
Metals are
traditionally recycled as they have an established market. The contractor should
understand the degree of sorting required to generate the highest possible return
for these materials. On-site sorting bins should clearly identify which materials
are acceptable. Site personnel should be trained to thoroughly understand the
sorting process. Even an aluminum soft drink can, in the wrong bin can be
considered contamination and will lower the resale value of a container. The
checklists provided in the attached Appendix, <include designation and title> will
provide guidance in establishing on site sorting procedures.
6.4 Group C - Alternative Diversion
The materials included in this grouping are:
·
all woods;
·
plywood;
·
drywall and plaster;
·
concrete;
·
brick;
·
ceramic tile;
·
tar and gravel; and
·
carpet.
APPENDIX G 13
Together, they makeup <number>% <number>tonnes) of the total weight of the
waste and represent <number>% <number>m3) of the total waste volume.
These materials
are traditionally sent to landfill, but with minimal effort the
contractor can divert this material either for recycling or reuse.
In some
situations the contractor may be able to avoid tipping fees through diversion
options.
In some demolition procedures concrete can be used as inert backfill. Many road
contractors will accept used concrete, brick, ceramic tile and tar and gravel
roofing for roadbed aggregate. This material does not represent a high volume
of waste but does account for a large percentage of the total anticipated weight
of waste generation. Diverting this material for reuse as roadbed aggregate can
provide the contractor with significant cost-savings as these materials often
require additional bins due to their inherent density. Haulage will still be a factor,
but many local road contractors are willing to negotiate this point. If clean, this
material may also be accepted at landfills as daycover. Composite materials
such as tar and gravel roofing are not acceptable in this application, of course.
This site will generate approximately <amount> cubic meters of wood waste.
Through proper deconstruction techniques a large percentage of this wood can
be diverted to reuse facilities. Some facilities will divert all of this material as feed
stock for particleboard manufacture regardless of the condition of the material.
Waste shipped to this site is received in an unsorted state. The waste is ground,
all metals are magnetically removed and the remaining wood is diverted as feed
stock. Tipping and hauling costs can be comparable to landfill costs.
Recycling options for the used carpet is dependent upon specific conditions.
Two carpet fibre manufacturers BASF and DUPont, offer carpet-recycling
programs for specific types of nylon carpet fibre. This option falls outside of the
general contractor’s control and needs to be addressed before specifications for
APPENDIX G 14
this project are completed. Both companies will provide carpet recycling under
the following conditions:
·
the removed carpet fibre must meet the specifications of the program,
·
the replacement carpet must contain fibres manufactured by the company,
and
·
the quantity must meet the requirements of the program.
While these waste diversion opportunities will require some additional efforts and
coordination on the part of the project team, the implementation of these options
will divert a substantial quantity of material from landfill.
6.4.4 Group D – Landfill
The materials included in this grouping are:
·
solid insulation,
·
waterproofing,
·
built-up roofs,
·
unsupported acoustical tile, and
·
other composites.
Together, they make-up
<number>% <number>tonnes) of the total weight of
the waste and represent
<number>% (<number>m3) of the total waste volume.
If all of the above waste diversion options are maximized some material will still
require shipment to landfill. Most of these materials are composites for which
recycling options have not yet been developed. Although these materials will be
accepted with other unsorted demolition waste by <Facility Name>, they are
ultimately sent to landfill.
APPENDIX G 15
7.0 Implementation Tools
Successful waste diversion requires that workers and subcontractors have a
thorough understanding of the waste diversion process. If these attitudes are not
in place, the expected diversion rates will not be achieved. This report includes
several tools/checklists designed to provide guidance to help the contractor
develop a waste diversion strategy for this project. These tools checklists can be
found in the attached Appendix <include designation and title>.
7.1 Waste Audit Tables
Waste audit tables have been completed for each floor of the <building name>.
These reports are included in the attached Appendix <designation and title>.
These tables provide an estimate of the amount of waste that will be generated
within each material category.
Concentrating diversion efforts towards high
volume and weight materials will increase the success of the project.
7.2 Waste Management Action Plan
The Waste Management Action Plan included in the attached Appendix
<designation and title>, itemizes disposal opportunities for each material type.
This list will provide the contractor with guidance when negotiating pricing and
container requirements with potential diversion sources. The information
contained in this appendix should be used in conjunction with the Potential
Diversion Sources List included in the attached Appendix <designation and title>.
The facilities and organizations listed in this Appendix are capable of diverting
CRD waste from landfill either through reuse or recycling. Some materials such
as metals, light and plumbing fixtures and some mechanical components will
generate positive revenues from some of these sources.
APPENDIX G 16
7.3 Checklists
The final tools provided to the contractor are checklists that will provide
systematic guidance during the development of the waste diversion process.
Following these checklists will ensure crucial points required during the diversion
process have been addressed. The checklists can be found in the attached
Appendix <designation and title>.
7.4 MOE Forms (For Projects in the Province of Ontario)
The forms contained in the attached Appendix <designation and title> meet the
requirements of Ontario Regulations 102/94 and 103/04. These documents are
designed to track the waste diversion and should be kept on file by the general
contractor for a period of five years, following completion of the project.
8.0 Recommendations
With proper implementation this project should be able to divert at least
<amount>% of the materials from landfill. These procedures can be conducted
without increasing project costs.
·
Diversion of materials to reuse facilities allows for complete diversion with
little or no additional cost.
·
Remaining material can be diverted through recycling facilities, which should
also be cost-effective.
·
There may be some additional labour-hours required to conduct the
deconstruction procedures. These costs should be offset by the redzuction of
tipping fees.
·
Some reuse facilities expressed interest in supplying free labour in exchange
for materials if the quantity and quality is sufficient.
In order to continue the process of incorporating successful waste diversion
techniques into this project it is suggested that:
APPENDIX G 17
·
New attitudes are required during a construction project that incorporates
waste diversion techniques. This report should be included with the tender
documents.
The Crown Assets Report should be examined to accurately determine which
items of salvage value, above the base building elements, will be left on site.
APPENDIX G 18
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Roof
NMS Division
Number
Material
Usage
Volume
Cubic
Yards
7.50
Weight
Metric
Tonnes
9.59
DIVISION 4
Masonry
BRICK
Blocks
Walls
DIVISION 5
Metals
METALS
Stairs
Stairs
9
each 8' flight
2.00
1.01
WOOD
WOOD
WOOD
WOOD
Plywood
Stairs
Structural
Structural
Roofs
Stairs
Roofs
Walls ext.
3
1
1
1
36
82
each 8' flight
36
82
8
36
72.20
0.10
31.7
2.90
8.05
0.02
4.11
0.37
BUILT UP ROOFS
INSULATION
METALS
WATERPROOFING
Solid SM
Tin
EDPM
Walls and Ceilings
Roofs
ROOF
1
2
1
1
36
36
1
36
63.80
76.20
0.10
1.10
8.68
1.73
0.03
0.67
257.60
Total Volume
Cubic Yards
34.26
Total Weight
Tonnes
DIVISION 7
Thermal/Moisture
Protection
Material
Type
Dimensions
Height
Length
(Feet)
11
16
Number
of
Units
4
DIVISION 6
Wood/Plastics
Material
Class
82
82
16
82
Notes
1... TAR & GRAVEL ROOF
The exact material under rubber membrane was unable to be confirmed, it has been assumed to be plywood
2... MISCELLANEOUS MATERIALS
Large pulley system for elevator
APPENDIX G
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Basement
NMS Division
Number
Material
Class
Material
Type
Material
Usage
Number
of
Units
1
1
Dimensions
Height
Length
(Feet)
8
120
20
20
Volume
Cubic
Yards
14.22
7.29
Weight
Metric
Tonnes
16.41
12.23
DIVISION 3
Concrete
CONCRETE
CONCRETE
Blocks
Poured
Walls
Floors
DIVISION 4
Masonry
BRICK
STONE
Blocks
Foundation
Walls
Foundation
1
1
1
3
7
6
2.00
1.00
1.96
1.12
METALS
Stairs
Stairs
3
each 8' flight
0.52
0.32
WOOD
WOOD
Plywood
Structural
Floors
Floors
1
6
16
5
20
15
0.49
1.78
0.05
0.23
DOORS/FRAMES
DOORS/FRAMES
METALS
Metal
Elevator
Door Hardware
Metal
Metal
Door Hardware
2
5
2
3
each unit
7
each unit
0.66
0.65
0.0040
0.10
0.09
0.0050
DIVISION 9
Finishes
METALS
PLASTER
METALS
WOOD
For plaster walls & ceilings
With wire mesh
Walls and Ceilings
For plaster walls & ceilings
Hardwood
Floors
1
1
1
1
31
31
31
5
95
95
95
15
0.56
4.54
0.56
0.11
0.66
6.68
0.66
0.01
DIVISION 10
Specialties
DIVISION 15
Mechanical
FIRE HOSE
0.13
0.02
6.00
8.40
0.09
0.02
0.01
0.01
0.35
0.11
1.36
5.18
0.01
0.04
0.02
0.02
0.04
0.01
0.0400
1.20
0.61
0.0010
7.20
0.0010
0.05
0.10
0.0004
4.44
58.56
Total Volume
Cubic Yards
51.82
Total Weight
Tonnes
DIVISION 5
Metals
DIVISION 6
Wood/Plastics
DIVISION 8
Doors/Windows
DIVISION 16
Electrical
1
HVAC
HVAC
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
PLUMBING
Oil 'Furnace
Ducts
Bathroom Sink
Cast Iron
Copper
Steel/Galvanized
Toilets
Utility Sink
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
Exit Signs
Fluorescent Fixtures
Hot Water Tanks
Incandescent Fixtures Ext.
Outlets/Switches/Wiring
Oil 'Furnace
Ducts
Bathroom Sink
Main Return
Water Feed
Main/Water Feed
Toilets
Utility Sink
each unit
1
1
1
2
1
2
1
1
each unit
95
each unit
each unit
31
95
31
95
each unit
each unit
1
3
1
1
6
each unit
each unit
each unit
31
95
31
Notes
1... FURNACE DETAILS
Dominion Bridge, Boiler #RM.756, Size:S200, TP:.60, MAX WP:15
Date of Manufacture: 15.1.48
Physical size: 6' long X 7' high X 4' wide
2... WOOD FLOORS
In storage room between electrical room and old boiler room, there is a wood floor with little support.
3... WOOD FLOORS
All floors are added in these items for elevator shaft modifications
4... ELEVATOR
Old OTIS elevator, no serial numbers
5... MISCELLANEOUS MATERIALS
Fire Hose Cabinet with Fire Hose & Fire Extinguisher
6... COMMENTS
There is ± 13 cubic feet hole to back fill, where the old boiler was, part of the rubble can be used for it
APPENDIX G
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Mezzanine Level
NMS Division
Number
DIVISION 6
Wood/Plastics
Material
Class
Material
Type
Material
Usage
WOOD
WOOD
Structural
Plywood
DIVISION 9
Finishes
GYPSUM
METALS
PLASTER
WOOD
Painted
Walls
For plaster walls & ceilings
For mesh
Walls
Hardwood
Floors
DIVISION 10
Specialties
FIRE HOSE
DIVISION 15
Mechanical
HVAC
A/C, Heat Units
1
DIVISION 16
Electrical
ELECTRICAL
ELECTRICAL
Exit Signs
Fluorescent Fixtures
1
2
Notes
1... VENTILATION SYSTEM
Floors
Walls Int.
Number
of
Units
1
1
1
1
1
1
1
Dimensions
Height
Length
(Feet)
4
23
8
62
8
8
8
4
62
62
62
23
each unit
each unit
each unit
each unit
Volume
Cubic
Yards
0.37
4.78
Weight
Metric
Tonnes
0.05
0.62
0.81
0.09
0.75
0.14
0.48
0.11
1.10
0.02
0.13
0.02
1.85
0.09
0.04
0.80
0.0010
0.03
2.82
Total Volume
Cubic Yards
2.52
Total Weight
Tonnes
Ventilation System: 3/4 hp r22 208/230volt ac/heat
model #: FB4ANF048000ADAA, TPW-TCP:25-25-06
APPENDIX G
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Ground Floor
NMS Division
Number
DIVISION 6
Wood/Plastics
Material
Class
Material
Type
Material
Usage
WOOD
WOOD
WOOD
Structural
Structural
Structural
Floors
Walls Int.
Walls ext.
DOORS/FRAMES
METALS
Wood
Door Hardware
Wood
Door Hardware
DIVISION 9
Finishes
CERAMIC
COMPOSITES
GYPSUM
GYPSUM
METALS
PLASTER
WOOD
Tiles
Floors
Carpets/Cushion Floor/Vinyl Tiles
Painted
Ceilings
Painted
Walls
Pplaster walls & ceilings
With mesh
Walls
Hardwood
Floors
DIVISION 10
Specialties
FIRE HOSE
DIVISION 15
Mechanical
HVAC
METALS
PLUMBING
PLUMBING
Ducts
Cast Iron
Copper
Steel/Galvanized
ELECTRICAL
ELECTRICAL
ELECTRICAL
Exit Signs
Fluorescent Fixtures
Outlets/Switches/Wiring
DIVISION 8
Doors/Windows
DIVISION 16
Electrical
Number
of
Units
1
1
1
Dimensions
Height
Length
(Feet)
10
25
10
70
10
151
Volume
Cubic
Yards
1.00
6.80
14.50
Weight
Metric
Tonnes
0.13
0.88
1.89
3
4
each unit
each unit
1.00
0.0080
0.07
0.01
1.10
2.70
3.90
3.90
0.30
3.08
0.40
2.37
0.52
2.29
2.32
0.30
3.08
0.05
each unit
0.13
0.02
1
2
1
1
1
1
1
13
31
31
30
9
9
10
1
Notes
1... RADIATOR DIMENSIONS
2... MISCELLANEOUS MATERIALS
Ducts
Radiator
Water Feed
Main/Water Feed
31
36
77
77
82
151
151
25
1
2
1
1
31
31
77
each unit
77
77
6.80
0.49
0.01
0.10
4.20
0.07
0.02
0.22
1
35
1
each unit
31
77
0.037
14.00
1.00
0.001
0.56
0.60
61.26
Total Volume
Cubic Yards
19.60
Total Weight
Tonnes
7 cast iron steam radiators, dim: ±43"x23"x6"
Fire Hose Cabinet with Fire Hose & Fire Extinguisher
APPENDIX G
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Floor 1
NMS Division
Number
DIVISION 5
Metals
Material
Class
Material
Type
Material
Usage
Number
of
Units
1
Dimensions
Height
Length
(Feet)
8
32
Volume
Cubic
Yards
3.00
Weight
Metric
Tonnes
1.54
METALS
Structural
Walls
WOOD
WOOD
WOOD
WOOD
WOOD
WOOD
Mouldings
Plywood
Stairs
Structural
Structural
Structural
Mouldings
Ceilings
Stairs
Floors
Walls ext.
Walls Int.
1
1
1
1
1
1
0
41
31
77
each 8' flight
4
18
9
213
9
199
0.0004
2.00
0.07
0.27
18.00
17.00
0.0001
0.20
0.01
0.03
2.39
2.24
INSULATION
Fiberglass
Walls and Ceilings
1
9
23.00
0.22
DOORS/FRAMES
METALS
WINDOWS
Wood
Door Hardware
Aluminum Frame
Wood
Door Hardware
Aluminum Frame
7
7
1
each unit
each unit
2
5
2.31
0.01
0.80
0.15
0.02
0.14
DIVISION 9
Finishes
CERAMIC
COMPOSITES
COMPOSITES
GYPSUM
METALS
PLASTER
Tiles
Floors
Acoustical tile
Unsupported
Carpets/Cushion Floor/Vinyl Tiles
Painted
Walls
For plaster walls & ceilings
For mesh
Walls
1
1
2
1
1
1
31
31
31
9
9
9
77
77
77
199
213
213
3.68
3.70
2.65
3.00
0.36
2.95
0.58
0.61
0.52
1.72
0.43
4.34
DIVISION 10
Specialties
GYPSUM
FIRE HOSE
Vinyl Clad
Walls
1
1
8
32
each unit
0.42
0.13
0.25
0.02
DIVISION 12
Furnishings
COMPOSITES
WOOD
Blinds/Curtains
Laboratory Casework
Blinds/Curtains
6
each 4' x 3' window
0.03
0.0029
DIVISION 15
Mechanical
HVAC
HVAC
METALS
PLUMBING
PLUMBING
PLUMBING
A/C, Heat Units
Ducts
Cast Iron
Cast Iron
Copper
Steel/Galvanized
Ducts
Radiator
Main Return
Water Feed
Main/Water Feed
1
1
6
1
1
1
each unit
31
77
each unit
each unit
31
77
31
77
1.85
6.81
1.48
0.02
0.01
0.12
0.09
4.20
0.20
0.02
0.02
0.22
DIVISION 16
Electrical
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
Breaker/Fuse Boxes
Exit Signs
Fluorescent Fixtures
Outlets/Switches/Wiring
3
1
38
1
each unit
each unit
each unit
31
77
0.06
0.0400
15.20
0.97
0.03
0.0010
0.61
0.60
109.94
Total Volume
Cubic Yards
21.40
Total Weight
Tonnes
DIVISION 6
Wood/Plastics
DIVISION 7
Thermal/Moisture
Protection
DIVISION 8
Doors/Windows
Notes
1... CARPET
213
The 'Carpet, Linoleum' entry has been doubled as the carpet has been laid on top of the linoleum flooring
2... RADIATOR DIMENSIONS
7 cast iron steam radiators, dim: ±43"x23"x6"
3... MISCELLANEOUS MATERIALS
All floors have a A/C & heat unit suspended next to elevator doors
Fire Hose Cabinet with Fire Hose & Fire Extinguisher
APPENDIX G
SAMPLE WASTE AUDIT
Building Name
Sample Building A
Name/Use:
Floor 2
NMS Division
Number
DIVISION 5
Metals
DIVISION 6
Wood/Plastics
Material
Class
Material
Type
Material
Usage
Number
of
Units
1
Dimensions
Height
Length
(Feet)
8
48
Volume
Cubic
Yards
3.74
Weight
Metric
Tonnes
2.30
METALS
Structural
Walls
WOOD
WOOD
WOOD
WOOD
WOOD
Plywood
Plywood
Structural
Structural
Structural
Ceilings
Floors
Floors
Walls Int.
Walls ext.
1
2
2
1
2
31
4
4
9
9
77
4
4
83
213
1.77
0.05
0.13
7.17
36.92
0.20
0.01
0.02
0.93
4.79
INSULATION
Fiberglass
Walls and Ceilings
1
9
213
23.43
0.22
DOORS/FRAMES
METALS
WINDOWS
Wood
Door Hardware
Aluminum Frame
Wood
Door Hardware
Aluminum Frame
7
7
1
2
5
2.31
0.01
0.80
0.15
0.02
0.14
DIVISION 9
Finishes
COMPOSITES
COMPOSITES
COMPOSITES
GYPSUM
GYPSUM
METALS
PLASTER
Acoustical Tile
Supported
Ceiling Tile
Ceiling Tile
Carpets/Cushion Floor/Vinyl Tiles
Painted
Ceilings
Painted
Walls
For plaster walls & ceilings
With wire mesh
Walls
1
1
2
1
1
1
1
31
31
31
3
9
9
9
77
77
77
10
35
213
213
3.68
3.88
2.65
0.05
0.51
0.36
2.95
0.58
0.61
0.52
0.03
0.30
0.43
4.34
DIVISION 10
Specialties
GYPSUM
FIRE HOSE
Vinyl Clad
Walls
1
1
8
48
each unit
0.63
0.13
0.37
0.02
DIVISION 12
Furnishings
COMPOSITES
Blinds/Curtains
Blinds/Curtains
6
each 4' x 3' window
0.03
0.0030
DIVISION 15
Mechanical
HVAC
HVAC
METALS
PLUMBING
PLUMBING
PLUMBING
A/C, Heat Units
Ducts
Cast Iron
Cast Iron
Copper
Steel/Galvanized
Ducts
Radiator
Main Return
Water Feed
Main/Water Feed
1
1
6
1
1
1
each unit
77
each unit
each unit
31
77
31
77
1.85
6.81
1.48
0.01
0.01
0.01
0.09
4.20
0.20
0.02
0.02
0.01
DIVISION 16
Electrical
ELECTRICAL
ELECTRICAL
ELECTRICAL
ELECTRICAL
Breaker/Fuse Boxes
Exit Signs
Fluorescent Fixtures
Outlets/Switches/Wiring
4
1
27
1
each unit
each unit
each unit
33
77
0.07
0.04
10.80
1.04
0.05
0.0010
0.43
0.64
113.32
Total Volume
Cubic Yards
21.64
Total Weight
Tonnes
DIVISION 7
Thermal/Moisture
Protection
DIVISION 8
Doors/Windows
Notes
1... CARPET
each unit
each unit
31
The 'Carpet, Linoleum' entry has been doubled as the carpet has been laid on top of the linoleum flooring
2... RADIATOR DIMENSIONS
6 or 7 cast iron steam radiators, dim: ±43"x23"x6"
3... MISCELLANEOUS MATERIALS
All floors have a A/C & heat unit suspended next to elevator doors
Fire Hose Cabinet with Fire Hose & Fire Extinguisher
APPENDIX G
APPENDIX H
SAMPLE SITE WASTE TRACKING FORMS
APPENDIX H 1
SAMPLE SITE WASTE TRACKING FORMS
Load
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Date
Time
Hauler
Bin Size
Material(s)
Type
Waybill
#
Destination
Facility
Reuse
Recycling
Landfill
APPENDIX H
APPENDIX I
SAMPLE SITE COMMUNICATION CHECKLISTS
APPENIDX I 1
Checklist # 1- End User Preparation
To achieve the highest possible waste diversion rate, the general contractor must
negotiate arrangements with end users that will clearly define the conditions
under which the materials will be received. The action plan developed for the
<building name> building has identified both reuse and recycling options for
waste materials that will be generated.
REUSE END USERS
·
Decide exactly what materials from each floor will be diverted to reuse end
users.
·
Determine which materials will be received in an as/is condition and which will
be dismantled before transfer of ownership.
·
Identify any particular preparations, such as sorting, or bundling that will
maximize pricing.
·
Request copies of way bills or other documentation of final usage from reuse
end users.
·
Verify transport requirements for salvaged materials.
RECYCLING END USERS
·
Determine which materials will be accepted by each recycler and establish
acceptable levels of contamination.
·
Establish which materials will be sold and which will be removed from the site
in exchange for hauling costs.
·
Ascertain which recyclers will be able to supply sorting bins and negotiate
pricing and supply conditions.
·
Clarify the advance notice required for bin pickups and the quantity of
material required for minimum loads.
·
Determine any special on site arrangements that will minimize hauling costs.
·
Request copies of waybills or other documentation of final usage from all
recycling end users.
APPENIDX I 2
Checklist #2 - Site Preparation
The highest waste diversion rates will be achieved if the demolition site has been
planned and is maintained in a manner that will provide workers with convenient
sorting processes. Even the most conscientious worker will be tempted to take
shortcuts if the process has been made inconvenient.
·
Establish an identification system to ensure demolition procedures do not
begin until all deconstruction or stripping processes have been completed.
·
Plan the process carefully to avoid mixing materials. Clearly indicate which
materials are to be sorted from each individual building or area..
·
Plan the locations of the sorting bins at each site. Ensure that both workers
and haulers can easily access the bins.
·
Place bins where the volume of material is likely to fill ita bin, or in positions
that will easily allow feeding from numerous buildings or areas.
·
Label all bins with large weatherproof signage in the languages of the workers
on- site. The signs will clearly indicate what materials are acceptable in each
bin. Be sure that the signage is maintained and always visible
·
Supply wheeled carts to collect separated waste to be rolled to the main
sorting bins.
·
Supply bags for materials that will be generated in smaller quantities.
·
Establish weatherproof and secured storage facilities for materials that will be
diverted through reuse options.
·
Anticipate the amount of material that will be generated each day. Replace
bins as soon as they are full to reduce the possibility of contamination.
· Compact materials to minimize bin pickups.
APPENIDX I 3
Checklist # 3 – Communications
The success of the waste diversion plan will require the individual efforts of both
workers and subcontractors. The project manager needs to be sure that the
process is clearly understood to prevent confusion and bin contamination.
·
Brief all personnel to be sure the process is understood. One person can
contaminate an entire load of material. Emphasize to all subcontractors and
workers that they are expected to comply with the on-site waste management
plan.
·
Identify any barriers the subcontractors and workers feel will impede the
diversion process.
·
Provide the waste management goals and strategies in written detail that will
eliminate any opportunities for misinterpretation.
·
Select subcontractors and workers that have experience in waste
minimization.
·
Insist that subcontractors and workers submit a waste minimization
commitment.
·
Emphasize to the subcontractors and workers that they are not handling
garbage. They should consider the materials as commodity products.
·
Make it understood that it will be mandatory for workers who contaminate
bins, to re-sort the materials to restore the necessary integrity.
Consider back-charging any subcontractors who fail to comply with the waste
reduction rules or negotiate a commitment to cooperate in exchange for
eliminating back charges.
APPENIDX I 4
APPENDIX J
SAMPLE PROJECT WASTE TRACKING FORMS
APPENDIX J 1
SAMPLE PROJECT WASTE TRACKING FORMS
Waste Reduction Workplan Summary
For Period
Industrial, Commercial, And Institutional Establishments
Construction and Demolition projects
Year
to
Shaded areas are for Industrial, Commercial and Institutional Establishment use only
Name of Company
Name of contact person
Telephone No.
Project site/location
Total Waste disposal last year
Material
weight
tonnes
Materiel Category
Projections
Proposed action to divert material
Wood
Concrete
Insulation
Metals
Windows
Doors
Gypsum
Electrical
Plumbing
Stone
HVAC
Composites
OCC
I hereby certify that the information provided is complete and correct.
Signature of authorized official
Reduction
tonnes
Reuse
tonnes
Recycling
tonnes
Start date
End date
Title
Status
Date
Waste Audit Summary
Industrial, Commercial, Institutional Establishment
Name of company
Name of contact person
Telephone no.
Project site/location (if applicable)
Date of Audit
Type of Project
Square metres
Square metres
Construction
Material category
Demolition
Waste generated (tonnes)
Reused material (tonnes)
Recycled material (tonnes)
Wood
Concrete
Insulation
Metals
Windows
Doors
Gypsum
Electrical
Plumbing
Stone
HVAC
Composites
OCC
Total
Material bought/sold that contain recycle content
Material
Percentage of recycled content
Gross Summary
Base Year
Current Year
Increase / Decrease (+/-)
Waste Generated
Less Reused & Reduced
Less Recycled
Equal Disposed
APPENDIX J