Kitakyushu Model Waste Management -...
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Kitakyushu Model Waste Management English
Transcript of Kitakyushu Model Waste Management -...
Kitakyushu Model
Waste Management
English
1
Contents
Page
Abbreviations and Glossary 2
1 Introduction 5
1.1 Purpose 5
1.2 Sustainable Resource and Waste Management Principles 5
1.3 The Cradle-to-Cradle Concept 8
2 Baseline and Policy Review 9
2.1 Purpose 9
2.2 Undertaking a Baseline and Policy Review 9
3 Developing a Resource and Waste Management Strategy 14
3.1 Purpose 14
3.2 Undertaking Policy and Strategy Development 14
3.3 Waste Characterisation and Forecasting 15
3.4 Policy Aims, Objectives and Targets 17
4 Technical Strategy Development 18
4.1 Purpose 18
4.2 Awareness and Behavioural Change 18
4.3 Developing Options for Waste Separation and Storage19
4.4 Developing Options for Waste Collection and Transport 24
4.5 Developing Options for Waste Transfer and Other Intermediate Facilities 28
4.6 Developing Options for Resource Recovery 31
4.7 Industrial Eco-Parks: Developing Resource and Waste Management as a Strategic Business 39
5 Strategy Testing and Measurement Tools 44
5.1 Purpose 44
5.2 Key Considerations 44
5.3 Main Technical Options 45
5.4 Stakeholder Consultation 46
5.5 Understanding Opportunities and Constraints 46
6 Procurement and Financing 48
6.1 Purpose 48
6.2 Key Considerations 48
6.3 Procurement of Waste Management Infrastructure 48
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Abbreviations and Glossary
ASPIRE A Sustainability Poverty and Infrastructure Routine for Evaluation –
is an integrated planning, monitoring and evaluation model for
assessing the sustainability and poverty reduction performance of
infrastructure projects in developing countries (http://www.oasys-
software.com/products/environmental/aspire.html).
ASTM American Society for Testing and Materials (now known as ASTM
International).
AWCS Automated Waste Collection System.
Bidder Firm offering to provide works, services or supplies.
BOO Build Own Operate.
BOT Build Operate Transfer.
BOOT Build Own Operate Transfer.
BREEAM British Research Establishment Environmental Assessment Method
– one of the leading design and assessment methods for sustainable
buildings.
BS British Standards.
C&I Waste Commercial and Industrial Waste – waste from businesses and
industry.
Capex Capital expenditure.
CBO Community Based Organisation.
CDEW Construction, Demolition and Excavation Waste.
D&B Design and Build.
DBB Design Bid Build.
DBFO Design Build Finance and Operate.
DBFOT Design Build Finance Operate and Transfer.
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Dirty MRF Materials Recovery Facility processing non-segregated (mixed)
waste streams.
EIA Environmental Impact Assessment.
EPC Engineering Procurement Contractor.
EU European Union.
FAQs Frequently Asked Questions.
Financial Advisor Member of the procurement team specialising in financial matters.
Gasification Thermal degradation process operating under stoichiometric
(limited air) conditions.
Hazardous waste Waste which presents a specific hazard to human health and/or the
environment.
IBA Incinerator Bottom Ash.
Incineration Thermal degradation process operating under over-stoichiometric
(excess air) conditions.
Inert waste Waste that does not undergo any significant physical, chemical or
biological transformation (within the landfill environment) or reacts
with other matter in such a way as to give rise to environmental
pollution or harm to human health.
JIS Japanese Industrial Standards.
LCA Life-cycle Assessment.
Legal Advisor Member of procurement team specialising in contract law.
LSIP London Sustainable Industries Park.
MBT Mechanical Biological Treatment.
Mixed dry recyclables Newspapers, paper, cardboard, drinks and food cans, plastics, glass,
textiles, and wood collected in some form of combination.
MRF Materials Recovery Facility processing source segregated waste
streams e.g. mixed dry recyclables.
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MSW Municipal Solid Waste – waste from households and waste of a
similar nature collected by local authorities eg waste from schools,
parks, sports facilities etc.
NGO Non-Governmental Organisation.
Non-hazardous waste Waste that is neither inert nor hazardous.
Opex Operating expenditure.
Organic waste Food and kitchen waste; dead plants, flowers; grass cuttings and
similar biodegradable materials.
PPP or 3P Public Private Partnership.
Procuring entity Organisation purchasing works, services and supplies.
Pyrolysis Thermal degradation process operating in the absence of air.
3Rs Reduce, re-use and recycle.
RCV Refuse Collection Vehicle.
Residual waste Waste that cannot be re-used or recycled.
RWMS Resource and Waste Management Strategy.
SEA Strategic Environmental Assessment.
Services contract A contract for the execution, by whatever means, of a service
corresponding to the requirements of the procuring entity. Services
are activities of an industrial or commercial character and activities
of craftsmen or of the professions provided in return for
remuneration.
SRF Solid Recovered Fuel.
Stakeholder Any individual or organisation likely to be impacted by the
proposed activity.
Supply contract A contract involving the purchase, lease, rental or hire purchase,
with or without option to buy, of products.
Technical Advisor Member of the procurement team specialising in waste
management.
UK United Kingdom.
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UNEP United Nations Environment Programme.
WFD (European Union) Waste Framework Directive.
Works contract A contract for the execution, by whatever means, of a work
corresponding to the requirements of the procuring entity. Works
are generally taken to mean the outcome of building or civil
engineering works taken as a whole that is sufficient of itself to
fulfil an economic and technical function”, i.e. fully equipped and
completed.
WRAP Waste & Resources Action Programme.
WRATE Waste and Resources Assessment Tool for the Environment.
1 Introduction
1.1 Purpose
The purpose of a resource and waste management strategy is to provide a framework for resource and waste management over a defined period of time (usually within the range of five to 20 years). This is in relation to waste minimisation, segregation, storage, collection and management methods that will enable waste to be managed in line with the waste hierarchy and in such a way so as to increase its value as a resource and thus facilitate its diversion from landfill.
1.2 Sustainable Resource and Waste Management Principles
The waste hierarchy (see Figure III-1) is a policy concept that sets out the preferred approach to management of waste from waste prevention, to re-use, recycling, energy recovery and landfill as a last resort. It is globally recognised and provides the policy basis for sustainable waste management in many countries. The Japanese Government has chosen to work towards development of the ‘3R Initiative: Towards a Sound Material-Cycle Society’ that aims to promote the 3Rs of the waste hierarchy (reduce, re-use, recycle) through effective use of materials and other resources. The waste
1-1 Background of waste management efforts in Kitakyushu
City
<Changes in awareness of residents> It was the Sanitation War of 1966 that caused the residents of
Kitakyushu to gain an understanding of waste treatment.
A city worker strike resulted in a two-week stoppage of waste
and cesspool collection, which saw the streets littered with
mountains of waste. This experience changed the attitudes of
Kitakyushu residents and fosters an environment where people sought to work with the municipal government to evaluate
solutions.
<Changes in waste treatment>
Through the following types of changes, Kitakyushu is working to transition from waste management that focuses
heavily on treatment to the promotion of recycling and the
further formation of a recycling-based society.
(1) Previous 5-city format
- Concrete waste boxes installed at each home. Waste was
raked out, placed in wicker baskets, and lifted onto collection trucks
- A single waste treatment facility, half was incinerated
and the remainder put in a landfill
- No cesspool treatment facility, majority was dumped
into the ocean or used by agricultural villages.
(2) Creation of waste treatment system
- New establishment of independent sanitation bureau
- Kitakyushu City Long-term Comprehensive Fundamental Plan drafted
- Construction of high performance incineration facility
- Uniform plastic containers placed at each house
- Constructed sewer system, final disposal plant
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hierarchy is also included in the European Waste Framework Directive that applies to all European Member States.
This represents a shift away from traditional end-of-life disposal processes to a more integrated and circular approach that recognises the value inherent in our discarded materials within the broader context of production and consumption.
Implementation of the waste hierarchy and closed-loop or cradle-to-cradle approach has led to the development of resource and waste management systems that are characterised by:
Diversity in materials, collection and treatment methods;
Integration of end-of-life management with front-end design principles; and
Engagement of product designers to facilitate sustainable end-of-life methods.
The ultimate aim is to achieve efficient and closed-loop management of material resources, reduce the amount of waste produced and achieves, as far as possible, zero waste to landfill.
(1-1Cont.)
(3) Advancements in waste treatment
- Collection based on plastic bag stations
- Designated collection bags for residential waste
- Separate fee system for large-scale waste
- Supply heat and power through incineration treatment facilities
- Designated bags for recyclable goods for resource
reclamation
- Promotion of recycling businesses and eco-town
●Reference
<Toolkit>
・一般廃棄物行政概論（J）
・Introduction to the municipal waste
Administration（E）
<Case Study>
・ごみ処理今昔物語（J）
・History on solid waste management（E）
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Figure III-1: The Waste Hierarchy
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1.3 The Cradle-to-Cradle Concept
The cradle-to-cradle concept is an innovative approach of managing natural resources more effectively with the aim of eliminating all negative environmental impacts associated with human activities. Closed-loop material and energy flows are at the centre of cradle-to-cradle thinking to avoid the generation of waste.
Government plays an important role in developing a closed-loop resource management economy. Government direction would be best applied by working across a range of principal departments such as finance, trade and industry, environment, energy and climate change, transport, urban planning and other relevant government bodies. The aim of working together is to communicate a clear and joined-up message regarding the implementation of a resource management economy describing the interrelationship between:
An overarching sustainable development strategy;
Climate change, energy and carbon management policies;
Product stewardship; and
Appropriate strategic plans in the context of consumption and production, transport, energy, water and land-use planning.
Secondary materials markets for recyclables (eg metals, plastics, paper, electronic equipment etc) must be established to develop closed-loop material cycle systems. The focus should be on driving demand for secondary materials and increasing supply by developing recycling infrastructure. Opportunities should also be identified for bringing together companies from a range of business sectors with the aim of improving cross industry resource efficiency by exchanging of materials, energy, water and/or other by-products.
1.3-1 Creation of a recycling-based society
Kitakyushu has extended its Basic Promotion Plan for
Establishing a Recycling-based Society to include "low
carbon" and "coexistence with nature" in addition to traditional "recycling" projects to present its plan as way to achieve
pioneering waste administration.
The plan focuses on the following three points and provides an overview of specific efforts.
- Creating optimal "community recycling zones"
- Contributing to a low-carbon society and a society that coexists with nature
- Promotion of international environmental cooperation
and business
●Reference：
<Toolkit>
・環境に関する国の法律及び北九州市の計画（J）
・有关环境的国家法律以及北九州市的规划（C）
・環境基本計画、環境基本条例、環境首都グランド・デ
ザインとの関係（J）
・环境基本规划、环境基本条例、环境首都整体规划之间
的关系（C）
・北九州市循環型社会形成推進基本計画（J）
・廃棄物管理パターンの考え方（J）
・新リサイクルシステム導入時に要求される行政側のプ
ランニングスキル（J）
<Case Study>
・ヒアリングメモ（廃棄物経緯）（J）
・年表（J）
・Domestic Waste Treatment in Kitakyushu City（E）
・普通废弃物处理（C）
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2 Baseline and Policy Review
2.1 Purpose
The Baseline and Policy Review is the first stage in the development of a city-wide Resource and Waste Management Strategy (RWMS). It is primarily an information gathering exercise using desk-based or other research methods. Its purpose is to obtain information that sets out the existing conditions with respect to resource and waste management such that this can be used to inform future policy direction and strategy implementation. This may be supported by additional research-based work and technical feasibility studies to help develop a robust evidence base on which to base new policy proposals. This work should be led by a specialist international solid waste management consultant in consultation with local, regional and central government.
2.2 Undertaking a Baseline and Policy Review
The baseline and policy review should relate to a stated point within time (eg last full calendar year or fiscal year). Information should be obtained from credible sources (including peer reviewed and/or published information where possible) to ensure certainty of the information. This is most likely to include sources within local, regional and national governments. The Baseline and Policy Review should also be relevant to the waste streams under consideration, eg construction, demolition and excavation waste; municipal solid waste; and commercial and industrial wastes (or equivalent descriptions thereof). Table III-1 provides a checklist of information that should be obtained during this process. This should be undertaken by a specialist in resource and waste management, which may be a consultant technical adviser or a government representative.
Table III-1: Baseline and Policy Review Checklist
●Reference：
<Case Study>
・現状・政策調査チェックリスト（北九州版）（J/E/C）
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Information Requirements
Checklist Questions
Policy and Regulatory
What local, regional and national policies already in place for the management of resources and waste?
What economic and policy instruments are in use to support both the development of a resource economy and to deter less sustainable waste management methods such as landfill? This may include municipal waste tariffs, pay-as-you-throw, landfill tax, subsidies for capital investments to support development of waste infrastructure (e.g. construction, land costs, property leases), research and development grants etc.
Are there current objectives, performance targets and indicators for the management of resources and waste? This may include, for example, indicators and targets for waste generation (eg kg of waste per capita), waste management (eg percentage waste diversion from landfill, percentage waste re-used and recycled) and resource use (eg percentage recycled content in new products, construction).
What progress has been made against existing objectives and targets and how is this measured?
What other existing policy interactions are there affecting the management of resources and waste (eg energy security and supply, climate change adaptation and mitigation, water resources and water quality, green sector economy and employment)?
Are there any policies and standards in place for the re-use of secondary materials such as compost, recycled concrete aggregate, incineration bottom ash etc?
What existing legislation is in force to support policy implementation?
Is waste data being recorded and reported by the Government, local authorities and/or businesses?
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Information Requirements
Checklist Questions
Governance What are the existing institutional arrangements for solid waste management, roles and responsibilities, jurisdictions and mandates of various departments involved, including roles of municipalities, local governments, the private sector, non-governmental organizations (NGOs)/community-based organizations (CBOs) and the private informal sector?
Who has responsibility for the collection, management and disposal of waste from all sources (municipal, business and industry, construction industry)?
Waste Characteristics
Establish existing waste arisings from all sources (municipal, business and industry, construction industry) is one of the most critical aspects of the baseline review. Where such information does not exist, it may be necessary to undertake waste characterisation studies. This should comprise physical waste audits and a waste forecasting exercise as part of further strategy development, and chemical analysis of representative waste samples to determine key parameters such as moisture content, net calorific value, ash content etc [see sub-section on Waste Characterisation and Forecasting].
Establish waste growth projections and links to economic growth.
What is the composition of the waste generated from all sources identified (eg percentage content of organic material, recyclables, residual waste etc)?
What is the calorific value and moisture content of the waste generated?
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Information Requirements
Checklist Questions
Waste Management and the Waste Industry
Establish existing and planned waste management arrangements for the sources of waste identified, including source segregation methods, collection, transportation, treatment and disposal.
Are there any educational and behavioural programmes in place for resource and waste management?
What is the design capacity and throughput of existing waste management facilities? Is there a capacity gap with respect to waste infrastructure provision? This may include all forms of waste infrastructure, such as re-use centres, materials recycling facilities, waste to energy and landfill.
What are the opportunities for creating partnerships with NGOs/CBOs, the private sector and the private informal sector to improve closed-loop recycling systems, reduce negative impacts on the environment and human health, and conserve natural and secondary raw materials?
What opportunities (existing or potential) are there for the import of waste from other areas?
Suitability of existing transport infrastructure to support waste-related transport movements and logistics?
What opportunities are there to support industrial ecology within both the waste and other manufacturing industries? What are the material flows and supply chain aspects that would help to support this (eg use of solid recovered fuel in cement kilns, power plants and steel industry)?
What is the structure of the local waste market and what potential is there for new entrants?
Who are the current operators in the local waste industry and do they operate at local, regional, national or international level?
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Information Requirements
Checklist Questions
Economic and Financial
Is there an existing waste tariff to recover the costs for the collection and treatment of municipal solid waste? Are there any deficiencies such as low collection rates of bills and lack of willingness to pay for services etc?
What is the economic and market context for resource and waste management? For example, commodity markets, geo-political context, risk acceptance, secondary material markets, local industries etc.
What financing and funding regimes are used to support resource and waste programme implementation and waste infrastructure development (eg feed-in tariff for renewable energy)?
What investment incentives are available?
What external assistance to the waste sector and lessons learned from previous interventions by bilateral and multilateral funding agencies is available?
What financing schemes for improving waste management infrastructure are available such as municipal bonds, carbon credit financing and public private partnerships?
What are the environmental, economic and social drivers for developing sustainable resource and waste management in the project context?
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3 Developing a Resource and Waste Management Strategy
3.1 Purpose
The purpose of this stage is to establish a set of aims and objectives for the resource and waste management strategy. This will require heavy involvement and consultation with a set of key stakeholders as well as consultation with a wider set of stakeholders that have an interest in the development.
3.2 Undertaking Policy and Strategy Development
Table III-2 provides a checklist summary of sections that should be covered by the strategy. This approach has been used in the UK context by the Mayor of London with respect to publication of his strategies for the management of municipal and business waste. See the following link for details: http://www.london.gov.uk/publication/londons-wasted-resource-mayors-municipal-waste-management-strategy.
Working within the relevant geo-political, social and economic context, the resource and waste management strategy should make reference to other related policies such as those for sustainable development, energy security and supply, climate change mitigation and adaptation, air quality, economic development and employment. Policy proposals should also be assessed against sustainability and other criteria (eg for cost-benefit analysis) and undergo public consultation to ensure that they are fit for purpose and to facilitate engagement of the strategy with the wider public and those organisations that will be affected by them.
A change in awareness and behaviour is fundamental for the effective implementation of the resource and waste management strategy by all stakeholders involved. However, this can only be achieved by creating an interest in resource and waste management and providing society as a whole with information and knowledge about waste management to motivate people to change their
<Environmental City Grand Design> Returning to the fundamental principle that the environment is vital to supporting the survival of humanity, we are determined
to develop a town that boasts "true richness" and create a city
that can be passed down to future generations.
<Basic Environment Plan>
Drafted in October 2007 in accordance with the Kitakyushu
Basic Environment Code, this is the action plan that outlines our "Environmental City Grand Design". Revised in 2012.
<Basic Promotion Plan for Establishing a Recycling-based
Society > Includes "low carbon" and "coexistence with nature" in
addition to traditional "recycling" projects as way to achieve
pioneering waste administration. Sector-based plans within the Basic Environmental Plan.
●Reference：
●Reference：
<Toolkit>
・環境首都グランド・デザイン（J）
・環境首都グランド・デザイン（英）：COMMITMENT OF
THE RESIDENTS OF KITAKYUSHU TO ALL PEOPLE, THE
EARTH AND FUTURE GENERATIONS（E）
・環境基本計画（J）
・北九州市一般廃棄物処理基本計画（J）
・北九州市循環型社会形成推進基本計画（J）
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behaviour. A multi-sectorial approach is required aimed at engaging with all parts of the community including schools, universities, manufactures, suppliers, consumers and government agencies.
Table III-2: Policy and Strategy Development Checklist
Section Requirements
Description
Introduction Setting out the purpose of the strategy, its scope (eg geographic scope, waste streams to which the strategy applies), defined time period and a summary of policy proposals.
Existing Situation and Evidence Base
Setting out the baseline conditions (eg existing waste arisings, composition, management, infrastructure capacity) that have been used to inform development of the strategy and a discussion of why change is required to move towards development of a more sustainable city.
Aims, Objectives, Indicators and Targets
Setting out the core aims and objectives of the strategy along with quantitative indicators and targets that will be used to monitor and track progress of subsequent resource and waste management programmes.
Policy Proposals Details of policy programmes and implementation programmes.
Related Policy and Legislation
Reference to existing and proposed legislation guiding formation of the policy proposals contained within the strategy. Also with reference to related policy areas to demonstrate an integrated approach that supports eco-town models.
Implementation Plan Time-related implementation plan for policy programmes.
3.3 Waste Characterisation and Forecasting
3.3.1 Purpose
It may be necessary to undertake a waste characterisation study and waste forecasting exercise to help set out information on existing waste arisings and flows where this information either does not exist or is not fit for purpose.
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3.3.2 Undertaking a Waste Characterisation and Forecasting Study
This work would comprise a combination of desk top research of published data sources, empirical evidence and physical waste audits based on a statistical representative sampling and analysis programme. In addition, chemical analysis of representative waste samples may also be required to determine moisture content, net calorific value, ash content, heavy metal content, total organic carbon etc. The waste characterisation fieldwork shall be undertaken in accordance with a recognised standard, for example, ASTM D5231-92 (2008) ‘Standard Test Method for Determination of the Composition of Unprocessed Municipal Solid Waste’ (http://www.astm.org/Standards/D5231.htm) or similar standard. The resulting information is being used to calculate typical waste generation rates (eg kg waste per capita that would require population data) that are relevant and applicable to the project context. The output from this process should be a figure, expressed as metric tonnes per annum, according to the waste stream(s) being considered.
Baseline waste arisings data can then be used to provide projected waste arisings across the lifetime of the proposed strategy. This is achieved using a defined waste growth figure applicable to each of the waste streams under consideration; for example, a waste growth figure for municipal solid waste may be different to the that for commercial and industrial waste, or for construction, demolition and excavation waste streams. Waste growth is often linked to economic growth and so should be identified as part of the Baseline and Policy Review.
Household and business surveys may also need to be undertaken to determine the access to waste management systems and services (ie availability, quality and cost) and what improvement measures are required.
This work should be led by an international solid waste management consultant with support from national solid waste management consultants and relevant government departments.
3.3.2-1 Waste projection
To reflect the impact of a declining population, Kitakyushu
conducts future productions based on transitions in per capita exhaust volumes. That result is multiplied by future population
projections to calculate total waste volumes.
As the volume of waste will change depending on the efficacy
of various 3R policy measures, we define ranges to reflect
various efficacy projections for those policies when
determining future waste projections.
●Reference
<Toolkit>
・北九州市循環型社会形成推進基本計画（J）
<Case Study>
・資源化量（J）
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3.4 Policy Aims, Objectives and Targets
3.4.1 Purpose
Aims, objectives, indicators and targets should be developed that are specific to the project and based, in the first instance, on the information gathered within the Baseline and Policy review.
3.4.2 Developing Aims, Objectives and Targets
As part of this process, it may be necessary to:
Identify any existing local, regional or national indicators and targets that should apply (ensuring that the strategy is in conformity with other, over-riding policies and strategies where relevant).
Assess whether existing indicators and targets are sufficient to drive implementation programmes that meet the key aims and objectives (eg does a stretch target need to be developed).
Identify and consider existing measurement, monitoring and reporting regimes (eg international best practice, government requirements) that may apply.
Consider how indicators and targets for resource and waste management relate to the wider sustainability framework, for example, do they support or are they detrimental to other policy aims and objectives (what are the priorities for balancing a range of sustainability framework objectives).
3.4.2-1 Indicators, targets
Kitakyushu has established the following targets.
Consideration is given to 3R promotional activities and
historical reduction rates. (Targets, indicators (established in 2011)
- -By 2020, reduce per capita residential waste volumes to
7% of 2009 levels.
- -Achieve recycling rate of 35% by 2020
- -By 2020, reduce CO2 emissions resulting from general
waste treatment by 22,000 tons compared to 2009 levels
(emissions below 100,000t).
3.4.2-2 Are indicators and targets sufficient for policies aims at
achieving objectives?
Regarding the fundamental principles and plans within Basic
Promotion Plan for Establishing a Recycling-based Society, we first outlined principles and drafted qualitative plans based on
those principles. Figures for indicators and targets are
realistically achievable objectives based on projections. The achievement of these numerical targets will lead to the
realization of qualitative plans.
●Reference：
<Toolkit>
・北九州市循環型社会形成推進基本計画（J）
3.4.2-3 Measurements and reports
To disperse information regarding the state of waste treatment
to as many residents as possible, Kitakyushu creates an annual waste report in which it provides information concerning
residential waste volumes, recycling rates, and treatment costs.
The content of the report is published in the "Kaeru Press", an environmental information magazine issued three times
annually.
●Reference：
<Case Study>
・かえるプレス（J）
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4 Technical Strategy Development
4.1 Purpose
The technical strategy development should be based on the desired outcomes for sustainable resource and waste management as defined by the aims, objectives and targets described in Section 3. In addition, it should build on knowledge of the existing waste management infrastructure including waste separation, storage, collection, transport, treatment and disposal.
4.2 Awareness and Behavioural Change
As stated above, a change in awareness and behaviour towards waste (ie waste is a resource) is fundamental for the effective implementation of any RWMS by all stakeholders involved. The main barriers to achieving high participation in waste prevention, re-use and recycling are:
Poorly designed buildings and public realm areas with inadequate storage space for recyclables and waste; and
Lack of public awareness of waste issues.
Increasing awareness of waste issues can promote a change in people’s attitudes and lead to a change in behaviour towards waste generation and waste management. This can only be achieved by creating an interest in resource and waste management and providing society as a whole with information and knowledge about waste management to motivate people to change their behaviour over time.
Behavioural change requires a long-term vision and strategic approach using traditional marketing concepts, tools and practices. The strategic approach will require an integrated balance of targeted communications to overcome the perceived barriers and an efficient supporting infrastructure to overcome the physical barriers to participation. The approach will include working with local networks and stakeholders who are able to influence others behaviour and provide the necessary peer group support.
4-2-1 Kitakyushu educational measures
Based on the idea that resolving todays environmental problems will requires "resident-centred environmental
action", wherein major members of local society combine their
knowledge, think together, and take leadership roles in action, Kitakyushu has undertaken the following types of
environmental education and information dissemination
efforts.
Kitakyushu Future Environment Learning System
includes environment learning system and eco tours.
Distributing "Separation Guidebook" and "Kaeru Press" environment information magazine to promote waste
reduction and resource reclamation
Collaborate with education council to distribute "Midori Note" at elementary schools for environmental
education in partnership with education council
Internships at companies and recycling activities city
centres, partnerships with Kitakyushu EDS Council and
NPO groups to lifelong promote environmental education
Proactive acknowledge of 3R activities and efforts by individuals, civilian groups, schools, and companies
Enforcement by way of attaching stickers and denial of
collection for homes that do not follow collection date and separation rules
●Reference：
<Case Study>
・北九州市小学校高学年用環境教育副読本（J）
・みどりのノート（J）
・Environmental Education in Kitakyushu（E）
・How to promote environmental education（E）
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The types of engagement and communication activities that can be used to raise awareness of and participation in sustainable resource and waste management include:
A simple ‘how to guide’ for recycling and waste collection and a collection calendar. (Include web link to City of Kitakyushu Environment Bureau (March 2008), Guide for Separate Collection of Household Waste – A simple and quick reference.)
Educational packs targeted at schools, residents and businesses containing information on relevant waste prevention and recycling scheme, describing why it is important and a list of FAQs (http://www.recyclenow.com/schools/).
Recycling champions/officers working with residents, business and the wider community promoting waste prevention and available schemes for recycling.
Media and literature campaigns including information packs as well activities that will provide longer term impacts such as door-stepping.
4.3 Developing Options for Waste Separation and Storage
4.3.1 Key Considerations
An appropriate waste separation and storage strategy is required to facilitate capture of recoverable materials such that they can be diverted from landfill and contribute to the secondary resources market. One of the key drivers when considering waste separation is cost and the potential revenue income from the sale of high quality recyclables (eg metals, paper/cardboard, dense plastics etc). The options for waste separation and storage should be informed by consideration of the factors listed in Table III-3.
4.3.1-1 Points of Kitakyushu plan
Kitakyushu is evaluating various policies and measures based
on the belief that by stimulating "resident-centred
environmental action" wherein major members of local society take leadership roles in action related to environmental
protection, we can work toward limited environmental burden
and address future issues including "the promotion of
comprehensive and pioneering waste management measures"
and "promotion of enhanced functionality as a base for
environmental industries and the reuse of resources."
●Reference
<Toolkit>
・北九州市循環型社会形成推進基本計画（J）
20
Table III-3: Factors Influencing Development of Options for Waste Separation and Storage
Factors Considerations
Policy Drivers Consideration of how sustainable resource and waste management principles will be applied. For example, will the approach be to maximise the quantity of waste diverted from landfill (eg using waste-based targets as a driver) and/or to focus on diversion of materials that bring about other environmental, social or economic benefits? Examples of these different approaches may be:
A focus on separation of materials that bring about greatest environmental benefits in relation to carbon savings;
A focus on materials requiring treatment infrastructure that brings about greatest employment opportunities; or
A focus on capture of high value materials which generate the highest revenue income and would help to aid waste infrastructure development.
Related policy objectives that can be influenced by actions taken on sustainable resource and waste management. For example, agricultural or food security policy objectives to generate a high quality organic fertiliser for use in countries with poor soil quality. In this case, source separation of available organic waste from homes, businesses and parks may be required to reduce contamination and provide a suitable feedstock for biological treatment methods.
Policy decisions on charges that might be levied on waste producers for collection, eg variable charging, pay-as-you-throw etc.
Waste Characteristics The waste characterisation information gathered as part of the Baseline and Policy Review, including the composition of the waste and existing and projected waste arisings. This will indicate how much of each type of material is likely to be available locally and elsewhere for capture and management by different waste management routes.
4.3.1-2 Correlation with the objectives of other sectors
To achieve enhanced functionality as a base for environmental industries, Kitakyushu is promoting the reuse of resources in
various business activities.
- The Waterworks Bureau has established policies for treating mud as a resource. Through these policies, mud
is converted into dry cakes and incinerated at the
Hiagari factory, where it is used as a heat source for waste incineration.
- Promote highly sustainable agriculture and local
growth/local consumption through the effective utilization of fertilizers and other reusable organic
materials.
- Limit production, promote reuse, and ensure appropriate treatment of construction waste products such as
concrete slag produced during public construction
projects as well as promote the use of recycled
construction materials as outlined in the "Construction
Recycled Materials Certification System". Also, as part
of our technology cooperation with Surabaya (Indonesia), we are helping spread the use of compost
devices that can be used in communities and individual
homes. Not only do we achieve reductions in waste amounts, but also contribute significantly to improving
sanitation conditions.
21
Factors Considerations
Governance Arrangements
Governance arrangements (ie who is in control of the waste?) for the available collection and transportation of captured materials and how this may be changed in the future throughout the lifetime of the proposed strategy.
How is the delivery of recycling and waste management services being funded (eg suitable waste tariff, public private partnership etc)?
Is there sufficient capacity and knowledge of waste management within the municipal and local government (ie skill shortages)?
Demographics Willingness of the public to separate recyclables and waste in their homes.
Suitability of waste separation and storage methods according to building typology and density of development. Consider how separation and storage methods can facilitate ease of collection.
Existing Collection and Transportation Arrangements
Available recyclables and waste collection equipment and infrastructure (eg collection vehicles, community recycling centres, waste transfer stations) and potential future requirements.
Existing Waste Infrastructure
Availability of existing waste infrastructure to manage separated waste streams and future waste infrastructure development potential. The latter should recognise the push-pull dynamics of creating demand for certain types of waste infrastructure (through increased separation of materials) and the requirement to ensure sufficient feedstock availability to secure the viability of developing waste treatment facilities.
4.3.2 Main Technical Options
Waste Separation at Homes and Commercial/Community Buildings
Suitable waste separation strategies should be developed for all waste streams, ie municipal solid waste commercial and industrial waste and construction, demolition and excavation waste. For municipal solid waste, a minimum three-stream waste segregation strategy should be considered (ie organic waste, mixed dry recyclable and residual waste) with potential further separation of recyclable materials according to other factors, such as space availability, waste infrastructure availability, secondary material markets etc, documented within this methodology.
4.3.1-3 Characteristics of Kitakyushu waste
<Residential waste>
For waste products other than kitchen waste, Kitakyushu
promotes separation-based collection. Of the information below, paper includes recyclable old paper (15.4pt) and
plastics include plastic containers and packaging (4.2ot).
<FY2009>
Kitchen waste <raw garbage> 48.2%, Paper 25.6%, Plastics
7.4%, Metals 0.6%, Glass 0.6%, Other 17.7% <Residential waste volumes>
For Kitakyushu, trends indicate a declining population and a
per capita reduction in waste, and thus we have established the following targets for residential waste volumes.
2009: 506g/person/day, 2015: 495g/person/day (target), 2020:
470g/person/day (target)
4.3.1-4 Separation categories and collection transport management
Until 1992, Kitakyushu focused on sanitation issues and treated all waste using incineration but changes in thinking
regarding waste management; we gradually have increased
recycling categories.
22
Depending on governance arrangements for waste management, policy and regulatory requirements, it is common for government to set out the approach to separation of municipal waste that is collected primarily from residential properties. Business waste producers may be free to choose their own methods of separation according to the types and quantities of waste generated. Alternatively, they may be required to comply with specific local policy or regulatory requirements for waste separation.
The physical process of waste separation at source is undertaken by the waste producer, whether in the home or at work. As such, it is primarily a behavioural issue that must be influenced and supported through appropriate management techniques and education, awareness and communication programmes.
Waste Storage
It is important that suitable space within buildings and public open space is being provided to accommodate the waste containers and facilitate the collection of the recyclables and waste. Space constraints often make the separation of waste into several steams difficult, which is particularly true for low and medium income communities in developing and transition economies.
It is usually the responsibility of local and/or regional government to produce developer guidelines for designing in suitable waste storage for new and refurbished premises. This should include provisions for internal and external storage and suitable access and collection arrangements.
Guidelines should also be produced for storage of waste in the public realm. Alternatively, there are existing design standards for waste and recycling storage in many countries. For example, ‘Making Space for Waste: Designing Waste Management in New Developments’ has been produced by the Association of Directors of Environment, Economy, Planning and Transport in the UK as a practical guide for developers and local authorities in addressing waste storage requirements. There are also standards for waste storage in buildings such as British Standard BS5906:2005 Waste Management in Buildings – Code of Practice (http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030050097).
4.3.1-5 Separation promotion policies in Kitakyushu
Incorporation of fee-based designated garbage bags
Changing the fee-based designated garbage bag system originally launched in 1998 to promote waste reduction,
we added recyclable products in addition to residential
waste as a category and set different prices, with the
price for residential waste garbage bags being the most
expensive, in order to promote a system through which
separation of waste is more economical. (Prices adjusted in 2006.)
Established monitoring and guidance division.
Enforce guidance to violators of rules such as illegal dumping, separation, and collection dates.
Provision of funds
To promote volunteer activities by residents, we provide
funding for community based paper collection based on
volume and collection methods (centralized collection,
house-to-house) as a way to promote efficient collection
and separation.
Adjusting collection frequency to achieve cost balance
As we need to increase recycling categories at low costs,
we decreased the number of residential collection dates (3/week > 2/week) to reflect the decrease in residential
waste achieved through the separation of waste. Those
savings were applied toward the collection of increased recycled products, thus preventing an increase in costs.
23
The technical options for waste separation and storage range from simple plastic bags, open plastic containers, fixed bins, wheeled bins, Eurobins, skips, and mobile and static compactors to underground storage containers and automated waste collections systems.
Waste Separation and Collection in the Public Realm
Waste will also arise in the public realm (eg public and civic buildings, public streets and walkways particularly with high footfall, parks etc). The provision of on-the-go recycling is important to provide an attractive and high quality environment that people want to live and work in. It is an opportunity for workers, visitors and tourists to recycle as they move around a city.
The public realm recycling strategy should be aligned with the overarching strategy for resource and waste management to enable the public to recycle a similar range of materials while they are out as they do at home. This will help reinforce the recycling message and also reduce waste sent to landfill.
There are a range of containers and litter bins available for the separation of key recyclables (eg newspapers, cans and residual waste). Parks in town centres can also be equipped with, for example, self emptying litter bins (see Stockholm example http://www.envacconcept.com/the_magazine/1-11-theme-old-and-new-pioneers/first-self-emptying-litter-bins-in-a-public-space).
4.3.3 Understanding Opportunities and Constraints
Opportunities
Designing in waste storage from the outset in homes, commercial and community buildings and the public realm.
Providing sufficient space in buildings to allow for the separation of recyclables and waste.
Consider the use of underground waste storage systems.
Work with businesses, industry and the community to provide on-the-go recycling and take-back systems for a range of products (eg batteries, packaging materials etc) in shops, shopping malls, libraries etc. Offer the public bulky waste and hazardous waste collection services.
4.3.1-6 Point of consideration when selecting separation categories in Kitakyushu
Separation easily understood by residents
As waste separation by residents is necessary in terms of
both costs and cleanliness, the cooperation of residents
is invaluable.
Provide easily understandable guidance through a waste
separation guidebook that explains how to separate and
put out waste, and provide information on the state of waste management through the Kaeru Press
(environment information magazine) to request
cooperation.
Establish recycling technology, demand for reusable
goods
To avoid meaningless separation/collection/recycling,
there must be organization of recycling routes and social systems as well as demand for reusable goods.
Cost efficiency
Using energy or costs that exceed recovered resources is inefficient so we must consider costs related to
separation timing (at homes, following collection),
volume, collection transport, and selection.
Other
Consider declining capacity of final disposal sites,
recycling awareness and other social factors.
24
Constraints
Lack of space in existing building stock to store recyclables and waste.
Communities unaware of the benefits of separating recyclables and waste.
Difficulties in reaching out to different sectors of the community (eg due to language or cultural differences in cities with diverse ethnic communities).
Other more pressing priorities and needs of individuals, for example, struggle of daily survival (ie slum areas).
4.4 Developing Options for Waste Collection and Transport
4.4.1 Key Considerations
The options for waste collection and transport will rely primarily on the preferred strategy for waste separation and storage as the collection system must be able to separately collect and transport the materials that have been separated at source. For example, a three-stream waste separation strategy for organic waste, mixed dry recyclables and residual waste requires the separate collection and transportation of these materials. The waste collection method also depends on the type of buildings to be serviced and the development density.
The key considerations that should be taken into account in developing options for waste collection and transport are shown in Table III-4.
4.3.1-7 Management facilities for separated waste
<General waste>
Considering the city's need to ensure stable treatment of waste
for some 1 million residents even during times of stoppages due to maintenance or malfunctions, Kitakyushu employs three
incinerator facilities (each facility with three incinerators). As
waste volume is actually on the decline, there are no current
plans to increase the number of facilities.
<Collected resources> Separated and collected resources are treated at the recycling
business in each eco-town and by other recycling businesses.
4.3.1-8 Resident, business based voluntary paper collection
<Residents>
Residents voluntarily collect household paper products such as newspapers and magazines (resource group collection). The
municipality provides funding and lends storage space to
support paper recycling.
<Businesses>
Offices and other businesses cooperate to voluntarily collection used paper such as newspapers and copy paper. The
municipality provides funding and lends storage space to
support paper recycling.
●Reference：
<Case Study>
・日明かんびん資源化センター/ Hiagari Recycling Center for waste cans and bottles（J/E）
・家庭ごみの分け方・出し方 <分別大辞典>（J）
・How to Divide and Put Household Garbage
Out<Guide For Separate collection>（E）
・家庭垃圾的分类方法和仍出方法<分类百科词典>（C）
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Table III-4: Factors Influencing Development of Options for Waste Collection and Transport
Factors Considerations
Waste Separation and Storage Requirements
What collection and transportation arrangements are required to facilitate the preferred strategy for waste separation and storage?
What are the types and quantity of waste required to be collected?
Consider the need for certain separated waste streams (such as organic waste) to be collected at a higher frequency than once a week, to prevent e.g., build up of odour in warm climates.
What arrangements are necessary to service existing buildings (e.g., in terms of access, vehicle turning circles etc).
Catchment Area for Collection
Who is responsible for the collection of household, commercial, industrial waste (e.g., household waste is typically collected by the local authority and business waste is collected by private contractors)?
What types of housing (e.g., informal settlements, detached houses, villas, townhouses, low-rise and high-rise developments) need to be serviced?
What is the most appropriate collection method (e.g., simple carts, open panel van or cage lorries, skip lorries, compaction trucks etc)?
What is the catchment area and overall distance for collection and transportation of the specified waste type(s)?
Is there a need for waste transfer or other intermediate facilities?
Is there a need to reduce potential environmental impacts from waste collection and transportation (e.g., due to existing poor air quality or congested road infrastructure)?
Economic and Financial
How will waste collection and transport requirements be funded?
Will charges be levied on waste producers for collection, eg variable charging, pay-as-you-throw etc?
Who will be responsible for procurement, operation and ownership of waste collection and transportation equipment?
Are there existing commercial operators in the market that would be willing to contract and provide waste collection and transport services?
Environmental Is there existing rail or waterways infrastructure that could be used over long distances to help reduce environmental impacts of waste collection and
26
Factors Considerations
transportation?
Are there policy objectives for use of non-road waste-related transport solutions or reductions in emissions associated with waste?
Is the use of rail and waterways supported by the necessary ancillary infrastructure?
Social What is the current involvement of the private informal waste management sector in the collection and transport of waste?
What opportunities are there for involving CBOs and NGOs?
How can the private informal waste management sector (ie waste pickers) be integrated with the formal waste sector?
4.4.2 Main Technical Options
Waste Collection from Residential and Commercial Buildings
Within buildings, collection of waste from the producer may be either manual or automated dependent upon the types and quantities of waste likely to be generated. A combination of the two options is likely in most cities dependent upon housing density, building stock, types of waste to be collected, space availability etc. In either case, manual and automated waste collection systems should be considered as early as possible in the building design process since it may not be possible to retrofit automated waste collections systems into existing buildings.
Waste may need to be collected from a range of residential and commercial buildings such as
individual houses, residential blocks, high-rise residential blocks and mixed-use developments. For
example, residents may be asked to take their bins or bags to the kerb on collection day or to
designate communal storage areas. In high density housing and commercial buildings, it is common
that building occupants and facility management operators take their recyclables and waste to waste
rooms for collection (see Sustainable Victoria 2010. Guide to Best Practice for Waste Management
in Multi-unit Developments. www.resourcesmart.vic.gov.au).
4.4.1-1 Major points of consideration regarding waste transport
Kitakyushu has established incinerators at three locations within the city and the final disposal facility is also within the
city so long-distance transport using trains or vessels are not required.
We use large-sized garbage trucks as much as possible and use
small-sized trucks for narrow roads in order to ensure efficiency in collection labour.
Also, we are incorporating hybrid garbage trucks to contribute
to reduced CO2 emissions.
4.4.1-2 Waste collection in Kitakyushu
Kitakyushu has established waste collection stations at a ratio
of one site per 10-20 households to ensure effective operations.
Residents conduct the cleaning and management of the
stations.
27
Automated waste collection systems (AWCS) may also be a suitable collection solution. This utilises a system of interconnected, underground pipes which pneumatically transport waste from where it is generated to a central waste collection station where it can be bulked and compacted for onward transport. This system can be used for separate waste streams and can. This system however requires extensive installations and a dense development to make it commercially viable.
Waste Transportation
Road based transport commonly involves the use of specialist ‘refuse collection vehicles’ (RCVs), which mechanically lift and empty bins. These vehicles can also compact the waste they collect to improve collection efficiency.
In addition, roll on/off lorries and swing-lift lorries are being used for the collection of open containers, mobile compactors and skips.
Most RWMS will also require an element of non-specialist type collection solutions which are suitable for collecting bagged waste and bulky or unusual wastes. This may be a panel van or cage lorry. Waste transport options involving non-road transport require facilities to load freight trains or barges, such as railheads or wharf facilities. Often to be able to use these options, recyclables and waste must be compacted into containers to make the transfer cleaner and more efficient.
Waste transportation in developing and transition economies often comprise more simple forms of transport including hand and animal carts, tricycles, three-wheel auto rickshaws, tractor and trailers, small open trucks but also the type of vehicles described above.
Opportunities
Provides commercial business opportunities for those involved in collection and transportation of waste.
Provides opportunities for integration of third sector, or informal sector, approach in waste collection and transportation.
Provide a network of drop-off centres and re-use and recycling centres for the public.
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Constraints
Collection and transportation options are heavily influenced by building design and limitations of retrofitting necessary infrastructure such as that required for automated systems. Existing building stock may provide insufficient storage space and/or access arrangements to suit the desired collection and transportation option. New building stock may require supervision of development to ensure that waste storage, collection and transportation can be supported.
Transportation of waste over long distances may require waste transfer and other intermediate facilities to provide a more cost effective and environmentally beneficial solution.
Often a combination of collection and transport options presents the best solution to match particular requirements such as environmental or social impact and cost.
4.5 Developing Options for Waste Transfer and Other Intermediate Facilities
4.5.1 Key Considerations
Waste transfer involves the movement of waste from one form of transport to another, usually within a ‘waste transfer station’. The purpose of this process is to increase the payload efficiency and /or environment impact of waste collection and transportation over large distances. Examples of this process include the transfer of waste from a refuse collection vehicle to bulk transportation such as a larger articulated lorry or the transfer from a road vehicle to train or barge. In order to maximise the efficiency gains of a transfer station, the location will be key.
The key considerations in developing options for waste transfer and other intermediate facilities are outlined in Table III-5.
The first point of consideration in this process is whether there is a need for waste transfer and other intermediate facilities to increase the payload efficiency and/or environment impact of waste collection and transportation. Furthermore, what number of facilities are required and in which
* Kitakyushu has established incinerators at three locations within the city and the final disposal facility is also within the
city so interim sites or long-distance transport using trains or
vessels is not required. Efficient transport via garbage trucks is being achieved.
4.5-1 Wide-area partnership for waste treatment
Kitakyushu accepts general waste from other cities based on the following three basic rules and within specific timeframes
to contribute to the environmental protection and formation of
recycling-based societies for the surrounding municipalities.
- Does not interfere with Kitakyushu waste treatment
- Conducting recycling and reduction efforts equivalent to
those implemented in Kitakyushu
- Demonstrates commitment to unified community development and has established a relationship of trust
with this city
Currently, we are accepting and treating waste from one city and 4 towns: Nogata, Yukuhashi, Miyako, Onga, and Nakama
(collecting treatment costs from each city or town).
4.5-2 Waste collection in Surabaya
In Surabaya, Indonesia, with which Kitakyushu has an active
partnership, we have established 190 waste collection interim
sites called depo. Waste collected via wagons is temporarily
gathered at the depo where objects of value are separated and
then the waste is transported to a final disposal site. Nishihara Shoji, a local enterprise in Kitakyushu, has
established a recycling-based waste interim treatment facility
at one of the depo as a pilot program. The pilot business involves the separation and compost of general waste, which
represents the vast majority of waste.
29
locations? Waste transfer operations normally require a licence or permit from government agency or local authority.
Table III-5: Factors Influencing Development of Options for Waste Transfer and Other
Intermediate Facilities
Factors Considerations
Necessity What is the catchment area and overall distance for collection and transportation of the specified waste type(s)?
Collection frequencies and types of transportation vehicle used.
Is there a need to reduce potential environmental impacts from waste collection and transportation (eg due to existing poor air quality or congested road infrastructure)?
Location Where is there a need for a facility to be located?
Are there suitable sites available in the right location to accommodate waste transfer and other intermediate facilities?
Economic and Financial
How will waste transfer facilities be funded?
What are the cost/benefits of development against increasing the number and/or frequency of existing collection vehicles?
Who will be responsible for design, build, operation and ownership?
Environmental Is there a suitable permitting or licensing regime in place to monitor and control the potential environmental impacts of developing and operating waste transfer and other intermediate facilities?
Is there existing rail or waterways infrastructure that could be used over long distances to help reduce environmental impacts of waste collection and transportation?
Consider visual and odour impacts.
Social Consider the likely employment potential of skilled and unskilled labourers?
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4.5.2 Main Technical Options
Waste Transfer and Intermediate Facilities
A waste transfer station usually takes the form of a large, enclosed reception hall with suitable floor space and height for storage and turning vehicles. In all, it should be suitable to facilitate the waste transfer process of transfer and bulking. Specialist equipment, other than a mechanical grab loader, is generally not required providing that no other waste treatment or sorting activities are undertaken. Additional compaction equipment may or may not be required.
Waste transfer may be undertaken in conjunction with some form of treatment of the materials or waste. This could involve additional sorting of the materials to remove contamination or further separate the materials to produce a more refined stream of recyclable materials which may result in a greater financial return. As for other waste infrastructure development, planning and permitting requirements are likely to be more stringent in this case than use of a simple waste transfer station alone.
Ancillary Infrastructure
It may be possible to use existing rail and waterways infrastructure to transport waste over long distances, thus involving the transfer of waste from road to rail container/barge and vice versa. In these cases, suitable wharves, docks and rail depots would be required. It may be necessary to safeguard such facilities for future waste management use through the planning regime.
4.5.3 Understanding Opportunities and Constraints
Opportunities
Development of waste transfer and other intermediate facilities can provide significant employment potential depending upon the number and size of facilities used.
Can help to regenerate riverside wharves and use of rail and waterways infrastructure.
Constraints
31
Costs associated with establishing a waste transfer station (site acquisition, planning, permitting, construction and operation) need to be carefully balanced against the gains in efficiency that will result. Often many factors to be considered, such as reduced congestion or reduced greenhouse gas emissions, may not have a direct financial benefit and so strategic decisions may have to be made.
By their very purpose, waste transfer and other intermediate facilities are likely to be situated away from clusters of other waste infrastructure. As with all waste infrastructure development, there will be a need to mitigate environment impacts through the design and operation of the facility but this will be more important for a facility that may be sited in isolation from other waste infrastructure.
4.6 Developing Options for Resource Recovery
4.6.1 Key Considerations
Table III-6 provides a checklist of factors that should be considered in the development of options for resource recovery.
Table III-6: Factors Influencing Development of Resource Recovery Options
Factors Considerations
4.6.1-1 Overview of related laws
- Law for Promotion of Effective Use of Resources
- Containing and Packaging Recycling Act
- Home Appliance Recycling Act
- Foodstuff Recycling Act
- Construction Recycling Act
- Automobile Recycling Act
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Factors Considerations
Policy, Planning and Regulatory Context
What are the policy objectives driving waste infrastructure development (eg City of San Francisco objective to send zero waste to landfill or incineration)?
What economic and policy instruments are in use to support waste infrastructure development?
What types of waste infrastructure development are supported by the urban planning process?
Are there wider regeneration aims that waste infrastructure development could contribute to?
Are there any synergies between waste infrastructure and other infrastructure development such as combustion of sewage sludge from wastewater treatment works or industry (eg supply of heat from waste to energy for the food industry)?
Are there appropriate sites available at suitable cost to support waste infrastructure development?
Is there likely to be suitable transport and distribution infrastructure available to support development?
Scale What type and quantity of waste will a facility be required to treat i.e. consider in conjunction with waste separation strategy)?
Will there be a need to import waste from other areas to make a plant commercially viable? Do policy objectives, regulatory controls and transport and distribution infrastructure allow this?
Would infrastructure suited to smaller scales of development (or vice versa) be more appropriate in the context of a particular city? For example, land availability and/or cost may prevent the development of infrastructure such as conventional thermal treatment that is more commercially viable at larger scales (eg 100,000 tonnes per annum and above).
Potential gate fees (based on per tonne basis)?
33
Factors Considerations
Existing Infrastructure
What existing waste treatment infrastructure is there and what is the remaining commercial lifetime of these facilities?
Is existing infrastructure sufficient to meet policy objectives and regulatory requirements? Is there likely to be a capacity gap in the future?
What combination of waste infrastructure is, or may be, required in the short (0-5 years), medium (5-15 years) and longer term (+15 years) terms?
Are there likely to be future changes in policy direction or regulatory requirements that change the need for different types of waste infrastructure?
Which types of infrastructure may be most suited to existing to support development of closed-loop?
Secondary Material Markets
What is the market for recyclables, both locally, regionally, nationally and internationally?
Do existing secondary markets support the sale and use of outputs from a waste treatment process?
What work is required to support development of secondary markets (eg change in policy, legislation, industry collaboration, development of standards and quality protocols)?
Economic and Financial
Who will be responsible for design, build, commissioning, testing, operation and ownership?
What is the most appropriate procurement route?
What is the investment potential for infrastructure development?
What sources of finance available in the current economic climate?
Are there financial incentives available for development and generation/use of off-takes?
Environmental Is there a suitable permitting or licensing regime in place to monitor and control the potential environmental impacts of waste infrastructure development and operation?
34
Factors Considerations
Social (Public Perceptions)
How might political and social attitudes affect waste infrastructure development (eg opposition to specific types of treatment technology such as incineration, perceptions about air quality and health impacts)?
What influence do stakeholders have in the planning process and does this present a risk to waste infrastructure development?
What are the opportunities to generate employment for skilled and unskilled workers?
Will new waste management infrastructure contribute to the improvement of human health (e.g., due to better air and groundwater quality, avoidance of diseases associated with poor waste management)?
4.6.2 Main Technical Options
Waste treatment options may be required to treat different types of waste from each of the three key waste streams, ie municipal solid waste (MSW), commercial and industrial (C&I) waste and construction, demolition and excavation waste (CDEW).
The types of waste requiring treatment may include: Inert waste; Non-hazardous waste; and Hazardous waste.
Table III-7 provides an overview of the main waste treatment categories and technologies available, which range from mechanical separation to biological and thermal treatment, and integrated treatment centres and eco-industrial parks, to final disposal facilities.
4.6.2-1 Incineration treatment in Kitakyushu
Kitakyushu, which has a population of over 1 million people,
employs a system of using three facilities (each with three incinerators) for incineration treatment.
In consideration of the fact that the final disposal site is facing
capacity issues, the Shinmoji facility was equipped with ash
smelting equipment that enables us to recycle ash. The other
two facilities use stoker incinerators.
<Reason for three facilities>
1. Waste collection vehicle transport efficiency
Considering road conditions in Kitakyushu, we use waste collection vehicles with a load capacity of 2-3
tons. The time for a single collection run is
approximately 30 minutes, after which waste is transported to an incinerator facility. This is repeated
five times daily. Considering this transport efficiency for
waste collection vehicles, we have established three incinerator facilities within the city.
2. Facilities investments for incinerator facility
When comparison systems based on two and three incinerator facilities, the two-facility system would
mean that in the event of a facility shutdown due to
regular maintenance or malfunction, a single facility would have to treat waste for the entire city. This would
require excessive facilities investments to allow for such
capacity. Under the same conditions but with a three-facility system, waste treatment is achieved from the
remaining two facilities and construction can be
implemented based on normal capacity and facilities
investments.
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Table III-7: Waste Treatment Categories and Technologies
Waste Treatment Categories Waste Treatment Technologies
Mechanical Sorting/ Fuel Preparation
Materials Recovery Facility
Mechanical Biological Treatment
Mechanical Heat Treatment
Biological Treatment Aerobic Composting
Anaerobic Digestion
Biofuel Production
Thermal Treatment Co-combustion of solid recovered fuel (cement kilns, power industry, steel industry)
Incineration (moving grate, fluidised bed, rotary kiln)
Advanced Thermal Treatment Gasification
Pyrolysis
Plasma Gasification
Disposal Incineration (without energy recovery)
Engineered landfill for inert waste
Engineered landfill for active waste (without energy recovery
Engineered landfill for hazardous waste
Integrated Treatment Centres/Eco-industrial Parks
Combination of the above technologies and industrial process
Mechanical Sorting/Fuel Preparation
Mixed dry recyclables may be separated by a range of physical and mechanical processes that rely on different properties of the materials for separation. This can range from different shapes (2D as opposed to 3D for separating paper and card), to different densities in plastics, which can be separated using near infrared detection technology. Separation can also be undertaken by hand,
(4.6.2-1Cont.)
3. Improvement of resident services
To help develop local businesses, Kitakyushu conducts
fee-based incineration for certain industrial waste (paper, wood, organic waste, textiles, etc.). Establishing
incinerator facilities in three locations within the city
allows us to achieve improved resident services.
Certain incineration facilities are near to water treatment
plants or wholesale environmental centres (waste
collection vehicle base), which allow for the effective
use of heat and electricity.
36
through a picking station where employees hand sort mixed materials into single streams. These technologies are frequently used in combination within a Materials Recovery Facility (MRF) to process mixed dry recyclables into separated material streams which can be baled or bulked for transport to reprocessor.
Any residues from the mechanical sorting process, which have no market value or are not recoverable, can be made into a solid recovered fuel (SRF) fraction for co-combustion in cement kilns, steel industry or power industry. Alternatively, the SRF can be used for energy recovery (electricity, heat and cooling) using thermal and advanced thermal treatment technologies.
Residual waste may be treated in a number of ways depending on their composition and policy or strategy objectives. If high levels of valuable material remain within the waste it may be processed through a ‘dirty’ MRF to extract recyclable materials. Alternatively, it may be processed by mechanical biological treatment (MBT), which uses a combination of treatment processes comprising a mechanical sorting step, followed by a biological treatment step to stabilise the waste.
Biological Treatment
There is considerable value in organic waste in form of nutrients for soils. The biological treatment of waste principally comprises aerobic composting and anaerobic digestion of organic matter with the aim of producing a high quality compost product for use as an organic fertilizer.
Replacing chemical fertilisers with an organic fertilizer has the potential to be beneficial, both in terms of improving poor soil quality and generating a revenue income provided the quality of the compost is high. The organic waste needs to be separated at source, which can be a constraint because extra space is required to accommodate suitable containers.
Aerobic Composting
Composting breaks down organic waste in the presence of oxygen into a product that can be used to enrich soils. There is no creation of useable heat or electricity. There is a range of available and proven technologies including:
Home composting;
4.6.2-2 Final disposal in Kitakyushu
Due to insufficient inland disposal sites, Kitakyushu conducts
managed shore side landfill operations in order to secure
stable, long-term waste disposal sites. Final disposal sites are managed to ensure the appropriate disposal of waste.
4.6.2-3 Waste reduction, resource creation
As food waste represents approximately half of all household
waste, we conduct educational activities to promote "full use",
"eating leftovers", and "draining water". We also conduct seminars that teach about compost methods
for food waste as a way to promote reduction and resource creation in communities and households.
In addition to promoting the use of our financial support
system for electric raw waste compost machines, we introduce methods for the utilization of created fertilizer and are
evaluating other methods for effective use of compost.
4.6.2-4 Compost efforts in Surabaya
In Surabaya, Indonesia, with which Kitakyushu has an active
partnership, we are working to promote food waste "Takakura
Method" composting in some 17,000 homes. Also, we have established 17 compost centres that use city
waste (vegetable waste, etc.) from Surabaya.
●Reference：
<Case Study>
・クリーンな環境のための北九州イニシアティブ（J）
・Kitakyushu Initiative for a Clean Environment
（E）
37
Windrow composting;
Aerated static piles;
In-vessel composting; and
Vermicomposting.
Anaerobic Digestion
Anaerobic digestion is a process which involves the decomposition of organic waste in an oxygen-free environment to create a biogas than can be used to power gas engines to create electricity and heat. In addition, it produces a solid and liquid by-product similar to compost that can be used as an organic fertiliser in, for example, agriculture.
The biogas produced can also be upgraded to bio-methane and used for vehicle fuel or injected into the gas grid. There are many different technologies in the marketplace offering a range of solutions.
Thermal Treatment
Waste that cannot be recovered through mechanical sorting processes may be treated thermally, which will greatly reduce the volume and mass of the waste and produce energy. Thermal treatment options range from mass-burn incineration (which may be done by a number of different methods) to more advance thermal treatments (gasification and pyrolysis) producing a syngas which can be used as an energy source. These processes all result in a residual ash or char by-products. For example, bottom ash from the incineration of municipal solid waste can be recycled into secondary construction aggregate (http://aggregain.wrap.org.uk/specifier/materials/incinerator.html). However, standards relating to, for example, the chemical properties (eg chlorine and heavy metal concentrations) of incineration bottom ash (IBA), and their use as a secondary construction aggregate varies from country to country. For example, melting of IBA is typically required when used in construction products and asphalt paved roads to meet Japanese Industrial Standards (ie JIS A 5031 and JIS A 5032 respectively). Air pollution control residues (ie fly-ash) from incineration would typically be considered to be hazardous waste and requires disposal to properly engineered hazardous waste landfill.
●Reference：
<Toolkit>
・焼却工場建設時に要求される行政側のプランニングス
キル（J）
・廃棄物管理マネージメントにかかる北九州市の技術力
（J）
・新門司工場建設工事工程表（J）
<Case Study>
・日明工場/HIAGARI INCINERATION FACILITY,CITY OF
KITAKYUSHU(J/E）
・日明工厂（C）
・皇后崎工場（J）
・KOGASAKI INCINERATION FACILITY（E）
・皇后崎工厂（C）
・新門司工場（J）
・SHINMOJI INCINERATION FACILITY（E）
・新门司工厂（C）
・ヒアリングメモ（焼却）（J）
38
Landfill Disposal
Residual waste may also be sent directly to landfill for disposal, which is normally the least preferred option and only relied upon when no other option for diversion or recovery is available. In cases where landfill disposal is still be used, it may be necessary to transform existing sites into sanitary landfill disposal sites (where this is not the case) with landfill gas capture. This can either be flared-off at site or otherwise used for energy generation.
The disposal of waste in engineered landfills for the disposal of inert, non-hazardous and hazardous waste is still one of the most proven and affordable waste management solutions in many developing and transition countries. However, there is an opportunity to learn from the mistakes of the developed world, and implement more sustainable methods of waste management described above.
4.6.3 Understanding Opportunities and Constraints
Opportunities
All of the waste treatment technologies specified can be combined within an integrated treatment centre and, on a much wider scale, within an industrial eco-park complex, alongside complementary industries that altogether help to maximise resource efficiency. This integrated approach to managing ‘waste’ typically results in maximising the diversion of waste from landfill and the recovery of valuable secondary materials as well as energy. More detail on industrial eco-parks is provided in Section 4.7.
Waste infrastructure development can result in significant employment potential (dependent upon the waste treatment and disposal technologies employed) and lead to skills diversification within the local and regional area.
Growth of resource-based industries can make a significant contribution to key growth sectors including environmental goods and services, renewable energy technologies and low carbon technologies.
●Reference：
<Toolkit>
・北九州市最終処分場建設工事スケジュール（J）
<Case Study>
・響灘西地区廃棄物処分場（J）
・HIBIKINADA-NISHI FINAL DISPOSAL SITE（E）
・北九州市の廃棄物処分場（J）
・ヒアリングメモ（最終処分）（J）
・クリーンな環境のための北九州イニシアティブ（J）
・Kitakyushu Initiative for a Clean Environment
（E）
39
The generation of a high quality organic fertilizer has the potential to make fertiliser more affordable for small to medium size farmers in developing countries assisting in increasing food production and food security.
Constraints
The costs and risks associated with waste infrastructure development (ie funding and investment, site acquisition, planning, permitting, construction and operation) need to be carefully balanced against the costs associated with other options as well as the objectives of relevant policies. In order to make many waste infrastructure options financially viable, it is often necessary to establish long-term contracts or operate plants over a long period of time. This can inhibit flexibility and mean a strategy may be locked into a particular approach for up to 25 years. It is important to consider this when selecting treatment options and establishing waste management infrastructure.
Waste infrastructure facilities have a finite life in the range of 10-25 years depending upon the technology process. Thought should be given to maintenance requirements and longer-term planning to ensure continuity of provision of waste infrastructure beyond the initial lifetime of the chosen technology(ies). Landfill disposal options, where used, also have a finite life in terms of available capacity that is drawn down over a number of years.
Market supply and demand of feedstock materials and outputs may affect gate fees and commercially viability of a plant.
4.7 Industrial Eco-Parks: Developing Resource and Waste Management as a Strategic Business
4.7.1 Introduction
The City of Kitakyushu has adopted an industrial eco-park approach to the development of its ‘resource recycling-based society’. This is characteristic of industrial symbiosis that seeks to achieve resource conservation in terms of energy, water, waste and materials.
40
The Kitakyushu approach involves a geographical clustering of materials industries within the City in close proximity to other local enterprises and a dedicated science and research park. This facilitates industry-academia collaborations, encourages an entrepreneurial approach and makes use of existing industry and manufacturing infrastructure within the City.
In addition to the environmental benefits of resource conservation, this approach can bring about social and economic benefits to an area through increased employment opportunities, realisation of cost-savings and competitive advantage for businesses, attracting inward investment and subsequent growth in the environmental industries sector (both diversifying from and working in conjunction with existing industries).
To this end, the industrial eco-park approach adopted by Kitakyushu is supported by the City’s Environment Bureau and the Kitakyushu Environmental Industry Promotion Strategy, which aids education, research, technology and commercialisation to create an environmental industrial complex. Such approach can lead to the development of areas as an enterprise district that provides long-term commitment and certainty to investors looking to contribute to the development of clean industries and technology.
4.7.2 Key Considerations
Aspects with the potential to support industrial symbiosis will have been identified through the initial Baseline and Policy Review. This includes:
Opportunities for creating partnerships between the public and private sector and also with third sector and ‘informal’ organisations;
Assessment of the suitability of existing transport infrastructure to support waste-related transport movements and logistics; and
Existing industries and associated material flows and supply chain logistics.
The key considerations in further developing a geographical cluster of industries as an industrial eco-park concept (and as based on information gathered during the Baseline and Policy Review) are as follows:
4.7.1-1 About eco-towns
Kitakyushu has developed eco-towns that utilize the unique
characteristics of the local community to work towards zero emissions and promote a resource recycling-based society.
There are some 26 eco-towns around the country but
Kitakyushu is unique for its diversity and size. Kitakyushu drafted the "Kitakyushu Eco-Town Plan", which
focuses on the promotion of environment and recycling
industries. In July 1997, we obtained government approval for unique local policy that integrates environmental preservation
policies and industrial promotion policies and began our eco-
town project in the Hibikinada district of the Wakamatsu Ward.
<Community characteristics>
- "Monozukuri" town: cumulation of people, technology,
and know-how; industrial infrastructure
- Partnerships/networks: Partnerships between residents,
industry, and government to eliminate pollution
- International environmental cooperation: Over 20 years
of history in cities throughout Asia
- Advantages of Hibikinada district: Land, managed final
disposal sites, industrial zone, port, etc.
Also, the Kitakyushu method includes the comprehensive development of the following three areas.
- Education and basic research: Establishment of
environmental policy principles, basic research, human
resource development, base for industry-academic
partnerships
- Technology and empirical research: Support for empirical research, incubation of local industry
- Commercialization: Support SME and venture business,
recycling business, and environmental business
development
●Reference
<Case Study>
・北九州エコタウン事業の概要（J）
・北九州エコタウンの取組み（J）
41
Identify existing and potential industries, material input requirements and outputs.
Requirements for retro-fitting of existing manufacturing infrastructure.
Land availability and cost.
Land use planning policy and area designations such as strategic employment or industry zones.
Proximity to science and research institutions.
Feedstock security and promotion of secondary markets for outputs.
Transport, distribution and logistics features that facilitate physical movement of resources (eg presence of port/container terminal, rail and road infrastructure, utility distribution infrastructure etc).
Partnership facilitation and funding.
4.7.3 Main Technical Options
The development of an industrial eco-park may be based on an existing industrial area or take the form of a newly developing industrial zone that has the potential to grow and to support the objectives of achieving closed-loop resource-based systems. The development of an eco-park requires the collaboration of a number of parties able to influence its development. This is demonstrated further in Table III-8.
See Case Study section for the examples of industrial eco-parks.
Table III-8: Requirements for Developing an Industrial Eco-Park
Requirements Description
Policy Regime It is important that the waste policy regime promotes extended producer responsibility to support the development of industrial eco-parks.
4.7.2-1 System of cooperation between industry and government
As Kitakyushu has create a recycling industry based on local government-sponsored eco-towns, the local government
provides broad-based support, from entry points in the form of
creating resource collection systems to exit points such as supporting sales routes for recycled products.
<Creating resource collection systems (entry)>
- Enhancement of laws and regulations
- Securing resource collection volume through wide-area
collection routes
- Inner city collection system: Installation of resource
collection boxes
<Sales support for recycled products (exit)>
- Supporting environmentally friendly product sales
through the Kitakyushu Eco-Premium Industry Development Project
- Promote purchase of recycled goods through green
purchase promotion
- Displays at Eco-town centres
●Reference
<Toolkit>
・中国におけるエコタウン導入ガイドライン（J）
・中国生态度工业园建设手册（C）
・新規リサイクル事業立地の検討ポイント（J）
・新资源再生项目立地条件探讨要点（C）
<Case Study>
・北九州エコタウン事業（J）
・Kitakyushu Eco-town Project（E）
42
Requirements Description
Urban Planning Regime Development of an urban planning framework by local and regional planners to support industrial symbiosis and eco-park development, including associated transport, distribution and logistics infrastructure. As in Kitakyushu, the urban planning regime should support the geographical clustering of industries that are synergistic to each other. This is such that cost savings and competitive advantage for businesses can be realised by having resources and outlets for products and by-products close at hand.
Enterprise Organisations Setting up of local and regional enterprise organisations that can facilitate the process of bringing all parties together and help attract businesses and industries that are synergistic to each other.
Government Support Government support for attracting new businesses and industries to an eco-park, including measures such as reduced business rates, financial and technical support for new start-up businesses and small and medium-sized companies, skills development training, and development of knowledge management and transfer partnerships.
Resource Mapping Development of a resource map for each business within the eco-park to fully identify materials inputs, products, by-products, wastes and other resource (e.g. energy, water) consumption.
Research and Development
Development of associated science and research parks in close proximity to an eco-park. This is to ensure that industry-academia collaboration can facilitate research into the development of new technologies and systems that may be required to support industrial symbiosis.
Funding Combined government and research council funding to facilitate scientific and technological research within higher education establishments, contribute to development of knowledge management and transfer partners.
Public Engagement Formation of a public engagement organisation (eg Kitakyushu Environment Bureau) to promote clean industry and the local products and services created within the eco-park.
4.7.2-2 Transport and logistics
For the collection and transport of recycled resources, we
implement a mixture of station collection (same as for residential waste), site collection at commercial facilities,
collection by private businesses, and resident-based collection
in order to ensure efficiency. Also, efficient transport between businesses within the Eco-town is possible because the
businesses are adjacent to each other.
Furthermore, in May 2002 the Kitakyushu port was designated by the MLOT as a recycling port, a port able to safely and
efficiently handle recyclable resources, and thus we have
formed a marine transport network with the nations recycling ports for transporting recycled goods.
Additionally, we have developed the Shinwakato Road and
the Kitakyushu Distribution Terminal.
4.7.2-3 Existing industry and the flow of raw materials
Kitakyushu has developed as an industrial city that is home to
steel and other manufacturing industries, and thus local technology, human resources, and know-how are being utilized
towards our Eco-town project.
The input and output of raw materials is mapped and identified for each industry.
4.7.2-4 Securing resources and promotion of secondary
product markets
As resource volume must be secured in order to improve
profitability, the majority of businesses have expanded their
scope of collection to include not only Kitakyushu but the broader Kyushu region and western Japan in order to secure
resource volume.
Secondary products are promoted through the municipal Eco Premium System, which encourages products and services
with a low environmental footprint, proactive green procurement by municipal agencies, and promotional activities
directed at residents.
43
4.7.4 Understanding Opportunities and Constraints
Opportunities
Opportunities for employment within an industrial eco-park are both a strong social and economic driver for development.
Working in collaboration with local research and academic institutions can help to develop regional skills and deliver a local workforce to support new growth sectors.
There are also opportunities for public engagement and raising awareness (eg through schools education and public visitor centre) to promote local industry, products and services.
Constraints
Requires good integration of regional development policies with those for environmental, social and economic policy.
Land availability and cost, conflicting land planning policies and location of existing infrastructure may be a constraint in developing an eco-park cluster.
Development of an eco-park cluster may also require significant capital and operational investment in additional transport and distribution infrastructure and in supply chain logistics to facilitate the physical movement of resources.
Fluctuations in recyclables and waste generation that may affect security and cost of supply of resource inputs.
Standards for manufacture of secondary products and public and industry perceptions related to the quality of such products.
4.7.2-5 Partnerships and securing capital
To promote education, basic researched, and human resource
development, Kitakyushu works as a city of academics and technology research by gathering universities and research
institutes at a single campus to promote partnerships with
industry.
Striving for zero emissions, waste that can be utilized as raw
materials are traded within the Eco-town and the municipality also conducts interviews to support this system.
Also, the following is available as Eco-town funding
- Special Fund for International Logistics Special Zone (funding related to business zone)
- Kitakyushu Resource Recycling Industry Facility
Promotion Fund (support for the construction of recycling industry facilities)
- Future Environmental Technology Development Fund
(funding for internships and development)
●Reference：
<Case Study>
・平成 24年度版 北九州エコプレミアム（J）
・北九州エコプレミアム事業（J）
・Kitakyushu Eco-Premium Industry Creation
Project（E）
・北九州エコタウン事業（J）
・Kitakyushu Eco-town Project（E）
・北九州生态工业园区工程（C）
・ヒアリングメモ （エコタウン）（J）
・ヒアリングメモ（環境産業推進）（J）
4.7.4-1 Employment creation
Employment creation efforts include approximately 1,399
people employed within the Eco-town. Some 29 companies (largest in Japan) and 57 research institutes with investments
totalling \66.8 billion (\6.7b from the city, \12b from
government, \48.1b from private companies) *All based on 2012 statistics
44
5 Strategy Testing and Measurement Tools
5.1 Purpose
The strategy should be tested throughout its development to ensure it is appropriate to proceed to the next stage of strategy development. Testing and measurement typically relates to overall viability, environmental performance, affordability and financial performance, and tends to be quantitative in nature.
5.2 Key Considerations
The policy aims, objectives and targets set out in the strategy (see Section 3) apply throughout the life-cycle of a project. The overall viability of the strategy should be tested early in the development cycle utilising data from the Baseline and Policy Review. Social, environmental and financial performance should be tested next as delivery options are evaluated (assuming there are appropriate targets to be achieved) with detailed financial performance tested towards the end of the cycle.
Overall viability and environmental performance testing and measurement should be undertaken by a specialist in resource and waste management, which may be a consultant technical adviser or a government representative.
Financial performance testing and measurement should be undertaken by a specialist financial advisor, supported by a specialist in resource and waste management, which may be a consultant technical adviser or a government representative.
Social performance testing and measurement may be in relation to a variety of factors such as employment provision, contribution to economic growth or benefits to a wider group of stakeholders that may be directly or indirectly affected by the strategy’s proposals. This may form part of wider sustainability appraisal, stakeholder consultation or specific economic assessment and undertaken by relevant specialists in these areas supported by a specialist in resource and waste management. Again, this may be either a consultant technical adviser or government adviser. More information on stakeholder consultation is provided in the following section.
4.7.4-2 Resident participation and attitude reform
Originally, residents rejected the idea of bringing in waste but we explained that waste is a resource that would help promote
local development. We provide tours of all factories inside the
Eco-town to help alleviate the feelings of concern, distrust, and unpleasantness among residents.
Also, we established an Eco-town Centre to provide
comprehensive support of Kitakyushu Eco-town businesses. This Centre serves as a core support facility for conducting
environmental education, training, and seminars.
For fluorescent bulbs, medical devices, and PCB treatment, areas of particular concern among residents, we ensured
stability from the business planning stage and after the launch
of operations as well conduct environmental management (voluntary publication of measurement data, Eco-town district
environmental monitoring, etc.).
4.7.4-3 Correlation between environmental, social, and
economic policies and local development policies
To speed up and support filing procedures, Kitakyushu has
created a centralized service desk operated by the Environment Bureau Future City Promotion Department.
It is rare for an Environment Bureau to be involved in
industrial promotion.
4.7.4-4 Attitudes regarding quality of secondary products
Kitakyushu has implemented awards systems for products and
services through its Green Purchasing Promotion and Eco-
Premium Industrial Development Project in order to promote
understanding and interest among residents.
45
5.3 Main Technical Options
Table III-9 sets out a checklist of the main testing and measurement tools applicable to a resource and waste management strategy.
See the case study for the examples of testing and measurement tools.
Table III-9: Testing and Measurement Checklist
Item Testing and Measurement Tools
Viability Sensitivity Analysis: relating to waste generation, waste composition, population demographics and waste collection efficiency.
Multi-Criteria Analysis: comparative assessment of delivery options utilising stakeholder defined evaluation criteria and weightings.
Mass Balance Approach: energy and process mass balance calculations and process flow diagrams.
Environmental Performance
Life Cycle Assessment (LCA): using specialist waste management LCA software such as the UK Waste and Resources Assessment Tool for the Environment (WRATE).
Greenhouse gas calculators.
Mass Balance Approach: energy and process mass balance calculations.
Environmental Impact Assessment (EIA).
Strategic Environmental Assessment (SEA).
Cost Capex and Opex spreadsheets derived from empirical data.
Life-cycle replacement costs.
Financial Performance
Discounted cash-flow model to establish Net Present Value, Project Internal Rate of Return etc.
Social Performance Sustainability Appraisal (ASPIRE Tool) Stakeholder Consultation
Poverty and Social Analysis
Capacity-Building and Knowledge Management Plan
Resettlement Action Plan
5.3-1 Communication with related parties
Founded on the idea of working as a community to create a model for a sustainable city, Kitakyushu identifies the roles of
major entities that form our community to promote
partnerships and collaboration.
- Residents: Promote re-evaluation of lifestyles
Environmental education, participation and cooperation
in environmental preservation activities
- Businesses: Fulfil social responsibilities as a business
Promote information disclosure
- NPOs: "group collection" and other activities
Partnerships and collaborations between groups
Environmental learning, social business
- Local government: Act as coordinator to promote action
Efforts in line with characteristics of the community
Increase sustainable activities
5.3-2 Community formation
To promote the formation of a town and community led by its
residents, Kitakyushu has formed a town development council
and has establish resident centres that serve as bases for information sharing and exchange between residents.
The groups forming the council vary depending on the
community but include local municipalities, neighbourhood
associations, and women's associations.
46
5.4 Stakeholder Consultation
In addition, wider ‘qualitative’ testing of the strategy should be undertaken with all interested stakeholders – these will include regulatory bodies, local authorities, trade bodies and citizens. Genuine stakeholder consultation will engage with interested parties at the earliest opportunity when meaningful dialogue can take place. Each stakeholder will have different priorities and may, therefore, require a different approach in terms of mode and means of consultation. To this end a separate stakeholder consultation strategy should be prepared, implemented and managed by a specialist in waste communication and public consultation.
Stakeholder consultation can also be extended to potential service providers and lenders through soft market testing in the form of workshop where the strategy can be explained to the market and general comments and feedback invited. Such days are likely to be more beneficial to the market where the procuring organisation’s position on key risks can be made known. Therefore, a workshop is best held following the Risk Workshop (see Section 2: Procurement and Financing). The workshop require various participants but organisation and delivery should be undertaken a specialist in waste communication and consultation or meeting facilitation.
5.5 Understanding Opportunities and Constraints
Opportunities
Testing and measurement provides an assurance that the policy proposals and implementation plan developed as part of the strategy are fit for purpose.
Outcomes from the process can help to guide decision-making process and subsequent programme implementation.
Demonstrates that proposals are viable and that key stakeholder concerns have been taken into account during the process.
5.3-3 Risk communication
To gain the understanding and trust of residents, when
providing explanations to residents we publish data and open facilities to provide as much information as possible and
ensure that risks are communicated.
For example, when we established the Eco-town, residents rejected the idea of bringing in waste (collection resources) but
we conducted data measurement and monitoring as well as
provided tours of all factories inside the Eco-town in order to gain the trust of residents.
●Reference
<Toolkit>
・北九州市民は環境問題とどう向き合ってきたか～リス
クコミュニケーション実践の歴史（J）
・How citizens in the City of Kitakyushu have
faced environmental problems（E）
<Case Study>
・100万人のごみ戦争（J）
・ヒアリングメモ（コミュニティ）（J）
47
Constraints
May be a need to consider alternative options if testing does not provide desired or expected outcomes.
Managing expectations, and balancing the competing objectives of, stakeholders.
48
6 Procurement and Financing
6.1 Purpose
The purpose of procurement is to realise the preferred technical option on the best possible commercial terms with regard to both risk transfer and cost. To achieve this procurement takes the form of a competition. The competition has a number of stages with the actual number of stages reflecting the value and complexity of the procurement. In multi-stage procurements the number of competing firms is reduced at the end of each stage to ensure competitive momentum is maintained.
6.2 Key Considerations
In order to successfully procure and finance the infrastructure and/or services required to deliver the strategy, the risks associated with delivery need to be identified and understood, along with the market’s position on specific risk issues.
6.3 Procurement of Waste Management Infrastructure
In many countries and in particular developing economies, central government support alone cannot finance infrastructure programmes. Local governments are using own-source revenues such as taxes, user fees for services and municipal assets or borrowing from private capital markets. Public private partnerships (PPPs or 3Ps) are becoming a common route for providing capital to finance infrastructure projects (http://www.localpartnerships.org.uk; http://www.worldbank.org; http://www.unece.org; http://www.pppportal.jp).
Prior to commencing the procurement of infrastructure works (or an integrated works and services contract), a Project Risk Workshop should take place involving a range of specialists to provide technical (waste management), legal, financial, procurement and risk management advice. These stakeholders may comprise of a consultant technical adviser and/or a government representative. Table III-10 outlines the primary risk factors associated with infrastructure projects in general and
6.2-1 Efforts, characteristics related to acquisitions and implementation
<Separation> Kitakyushu implemented a system of fee-based designated
garbage bags for residential waste and recyclables in order to
promote waste reduction (2006). We conducted the following when implementing this program.
- Environmental information magazine "Kaeru Press" ,
posters, television and radio commercials and announcements
- Resident explanatory seminars (held explanatory meeting
at town halls, schools, and businesses). Totalled over 1300 sessions.
- Distributed sample garbage bags and placed telephone
calls
- Waste disposal manner education activities included placing volunteers and city workers at every 3-4 stations
to provide guidance regarding use of designated bags.
<Collection/transport> Collection in Kitakyushu is based on environment centres (city
operated) 30%, environment development association
(suburban group) 40%, and private businesses 30%. Moving forward, management by the city will not change but
we will continue to adjust to ensure balance in terms of costs
and conditions.
49
secondary risk factors specifically associated waste infrastructure projects that should be considered within a Project Risk Workshop.
Table III-10: Project Risk Workshop Checklist
Primary Risk Secondary Risk
Planning Delayed planning permission and/or other site approvals
Refusal of planning permission and/or other site approvals
Onerous conditions/requirements
Design Default with regard to translation of requirements of Contract Specification in to design
Design change instigated by procuring entity
Design change instigated by service provider
Design change instigated by external influences
Construction Unforeseen ground conditions
Delays in gaining access to site
Non-availability of utilities etc
Third party claims
Compensation events
Relief events
Force Majeure
Termination for Force Majeure
Main Contractor default
Industrial action
Protestor action
(6.2-1 Cont.)
<Treatment>
For Kitakyushu, the Environment Bureau directly manages
incineration facilities. Operations are contracted to private companies but
maintenance is conducted by the city to ensure orders to local
businesses.
(Contracting both operations and maintenance to private
contractors would prevent the development of technicians.)
Normal administrations leave everything to manufacturers but the unique aspect of Kitakyushu is our focus on industrial
promotion.
As part of SME promotional activities, Kitakyushu collects
industrial waste from SME businesses (5 designated categories) together with general waste. Our treatment facility
plan includes capacity for this type of joint collection.
<Establishment of special accounting for waste-based power
generation>
- To clarify business support for power businesses related to waste-based power generation, we established special
accounting for waste-based power generation in July
1995.
- Income is treated as a bond for the procurement of facilities related to power distribution (electric utility
operators) and revenue from sales to power companies.
- Expenditures include power distribution facility management and maintenance, chemical products,
operator personnel expenses, bond repayments, etc.
50
Primary Risk Secondary Risk
Operation Latent defects
Change in specification imposed by procuring entity
Relief events
Force Majeure
Termination for Force Majeure
Sub-standard performance
Termination due to default by procuring entity
Default by service provider leading to step-in by lenders
Termination due to default by service provider
Financial Inflation
Change in structure
Insurance
Interest rate risk pre- and post-financial close
Demand Changes in volume of demand for services
Regulatory Discriminatory changes in legislation
Industry specific changes in legislation
General changes in legislation
Changes in taxation
Compliance with new regulations involving capital cost
The output from the project risk workshop is a risk register that provides an initial allocation of the identified risks between the procuring entity, the service provider or both. Initial risk allocation provides an indication of the procuring entity understanding of specific risks and overall risk appetite.
Procurement of infrastructure works alone can be undertaken as either a series of work packages with the work packages awarded on an individual basis or under the auspices of a single Engineering Construction and Procurement (EPC) contractor. Both routes are effectively design and build (with separate arrangements being made by the procuring entity for the operation and maintenance of the infrastructure). The principal difference between the two routes is the level of risk transfer that can
6.2-2 Waste treatment facilities utilizing PFI method
Kitakyushu operates plastic resource centres that utilize the PFI method.
- Facility name: Kitakyushu Plastic Resource Centre
- Operating period: 2006 - 2021
- Handled items: Plastic containers and wrapping
- Capacity: 60 tons/day
- Treatment method: Separation, compression, packing
- Operating method; BOO method
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be achieved. Where individual work packages are used the procuring entity will carry the majority of design and interface risks and may also have to assume responsibility for construction management. Where an EPC contract is used many of the design and interface risks can be transferred to the EPC contractor, who will also be responsible for construction management.
6.3.1 Procurement of Waste Services
In this context ‘services’ means provision of operational waste management including, for example, waste collection or the operation and maintenance of waste management infrastructure and includes the supply of operational equipment. Stand-alone supply or service contracts are usually funded directly by the procuring authority from capital and/or revenue budgets.
Supply contracts are used where the procuring authority wishes to procure equipment only, for example, waste containers. This type of contract is appropriate where the procuring authority is also responsible for operational delivery and can specify its requirements precisely. Equipment specifications can vary in complexity ranging from relatively simple container specifications to technically detailed vehicle specifications as shown in Table III-11 below.
Table III-11: Example List of Container Specification
For containers the specification might address: For vehicles the specification might address:
General requirements;
Capacity;
Construction materials;
Apertures; and
Finishing.
General requirements;
Capacity;
Engine type;
Turning circle;
Crew cabin configuration;
Bin lifting mechanism;
Height;
Compaction ratio;
Gross vehicle weight; and
Finishing.
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Procurement decisions using supply contracts are normally evaluated solely on cost, although, other factors may be considered, for example, vehicle maintenance packages.
Equipment can be purchased using a number of mechanisms from outright purchase of capital assets; to a variety of leasing agreements; to more complex mechanisms such as sale and lease-back. The choice will depend on the procuring authority’s cash position and asset management strategy.
Service contracts are used where the procuring authority wishes to procure operational delivery via a third party. Service contracts can include the provision of equipment, for example, containers and collection vehicles although the procurement of the necessary equipment is normally the responsibility of the service provider and ‘rolled up’ in to the service specification. Service specifications for waste collection are a mixture of inputs and outputs. Inputs specify what is required and how the requirement is to be achieved. Outputs specify what is required but not how the requirement is to be achieved; this being for the service provider to determine. Table III-12 provides examples of input and output based requirements and the contrast in how the ‘how’ is specified.
Table III-12: Example Input and Output Requirements
Type of Requirement ‘What’ ‘How’
Input Frequency of waste collection
The service provider shall ensure every domestic property receives a collection once every seven days between the hours of 07:00 and 16:00
Output Materials recycling The service provider shall ensure at least 50% by weight of collected waste is recycled.
Input Delivery points The service provider shall deliver:
All recyclable waste to…
All non-recyclable waste to…
Output Collection rounds The service provider shall establish collection rounds that minimise the annual mileage of the collection fleet.
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Type of Requirement ‘What’ ‘How’
Input Container type The service provider shall provide rigid containers of the following design and capacity in the approved colour scheme. Every container shall contain 50% recycled material.
Output Container type The service provider shall provide containers of a design and capacity appropriate to the proposed method and frequency of collection in an agreed colour scheme. Every container shall contain a proportion of recycled material.
The risk share profile, between the procuring authority and the service provider, will reflect the balance of input driven requirements (risks generally borne by the procuring authority) and output driven requirements (risks generally borne by the service provider) and how they interact. For example, if a procuring authority is prescriptive in its specification of a piece of equipment which then impacts on operational delivery the service provider is unlikely to accept sole responsibility for the failure. Whereas, if the requirement is simply to supply equipment that is fit for purpose and the supplied equipment ‘fails’ responsibility for the failure will more clearly reside with the service provider.
Procurement using service contracts, particularly those which are output bias, requires an evaluation of both quality (of the service offered) and price to establish value for money. Sufficient time should be included in the procurement programme to understand and evaluate the proposed methods of operational delivery.
See Toolkit section for the pricing contracts uses a Schedule of Rates.
6.3.2 Procurement Routes
The approach to managing risk can then be factored into the determination of the preferred procurement route, which should also consider the level of integration required. For example, are
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operations and maintenance to be part of the requirement and what is the level of direct control the procuring entity wishes to exercise (ie input versus output based requirements).
The preferred financing arrangements and who will source the necessary finance will also influence the choice of procurement route, with third party lenders having their own selection criteria regarding project finance. Table III-13 describes some of the more common procurement routes.
Table III-13: Procurement Routes
Route Description Advantages/Disadvantages
Design and Build (DB)
Construction contract where both the design and the construction of a structure are the responsibility of the same contractor.
Less interface risk than with DBB. Overall value for money needs careful evaluation. Operation and maintenance subject to separate contractual arrangement – can be provided by a third party or in-house.
Design Bid Build (DBB)
Design and construction phases of a construction project are bid and performed by two independent con tractors under two distinct contracts.
Significant interface risks. May secure better prices for design and/or construction elements than with DB. Operation and maintenance subject to separate contractual arrangement – can be provided by a third party or in-house.
Design Build and Operate (DBO)
The public sector finances and owns the new infrastructure asset. The private sector is providing the integrated design, construction and operation of the infrastructure asset via a single DBO contract following a competitive and transparent bid process.
Advantage of combining responsibility for
design, construction and operation
(maintenance) under a single entity. Procuring
entity must clearly identify their needs in a
project specification. The procuring entity is
retaining the operating revenue risk and any
surplus operating revenue.
Design Build Operate and Transfer (DBOT)
As for DBO but asset is transferred to procuring entity on expiry of the lease.
Appropriate where procuring entity can contribute assets, typically land and finance. Procuring entity receives asset (residual value accounted for in financial arrangement).
Design Build Finance and
Financial arrangement similar to BOOT but operated under a long-term
Appropriate where procuring entity can contribute assets, typically land. Procuring
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Route Description Advantages/Disadvantages
Operate (DBFO)
lease rather than a concession. Asset (but not necessary the land upon which it is built) remains the property of the service provider on expiry of the lease. Sometimes called Build Own Operate (BOO).
entity does not receive asset but no residual value issues to consider.
Design Build Finance Operate and Transfer (DBFOT)
As for DBFO but asset is transferred to procuring entity on expiry of the lease.
Appropriate where procuring entity can contribute assets, typically land. Procuring entity receives asset but may have long-term financial liability with regard to residual value.
Build Operate Transfer (BOT)
Similar to BOOT except that the operating period is usually shorter, with longer term operation and maintenance passed to a third party upon transfer.
Appropriate where procuring entity has no assets to contribute. Procuring entity receives asset but may be a more expensive option than BOOT. Operation can be taken in-house.
Build Own Operate Transfer (BOOT)
Financing arrangement in which a developer designs and builds a facility at little or no cost to the procuring entity; then owns and operates the facility for a specified period of time after which the facility is transferred to the procuring entity.
Appropriate where procuring entity has no assets to contribute. Procuring entity receives asset (residual value accounted for in financial arrangement). Concession nature of contract may restrict future initiatives.
Further information on some of these procurement routes can be found at www.businessdictionary.com.
The Project Risk Profile associated with different types of procurement route is shown in Figure III-2. Note that in the figure BOT is differentiated for illustration purposes from DBOT, although, in practice, BOT procurements can include a design element.
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Figure III-2: Project Risk Profile of Procurement Routes
Figure III-2 shows that the project risk profile is the lowest where the procuring entity transfers the responsibility for the delivery of the infrastructure and its subsequent operation to the private sector using a concession type contract (ie ‘integrated’). The project risk profile is the highest where the procuring entity takes direct responsibility for the procurement of the infrastructure, which is undertaken using a number of individual work packages (i.e., ‘segregated’) and directly funded from capital and/or own-revenue budgets.
Segmented Integrated
High Risk
Low Risk
DBB
DB
BOT
DBB with CM
DBO
DBFO DBFOT
BOOT DBOT
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6.3.3 Procurement Roles
The typical roles and responsibilities of the various parties involved in the procurement of works and/or services are described in Table III-14.
Table III-14: Roles and Responsibilities
Party Role and Responsibilities
Procuring entity Key decision-maker
Project management and administration of the procurement process
Nomination of Preferred Bidder
Award of contract
Technical Advisor Technical due diligence with regard to bidders
Development of Output Specification
Development of Performance Management System
Advice on bidders’ proposed technical solutions
Evaluation of technical proposals
Financial Advisor Financial due diligence with regard to bidders
Advice on bidders’ proposed financing structures
Evaluation of financial proposal
Development of Payment Mechanism
Legal Advisor Preparation of contract agreement
Advice on liabilities
Advice on bidders’ proposed company structures
Evaluation of commercial proposals
