NS&OC OPA Waste Management Statement by Beyond Green

13. WASTE MANAGEMENT STATEMENT NORTH SPROWSTON AND OLD CATTON OUTLINE PLANNING APPLICATION OCTOBER 2012

CONTENTS Executive Summary

Introduction

Waste Policy in Context

Construction Waste Management

Operational Waste Management

Conclusions and Future of Waste Management at NS&OC

Appendices Appendix One – Figures

Appendix Two – International and National Policy

Appendix Three – Site Waste Management Plan

Appendix Four – Waste Management Technology Assessment

EXECUTIVE SUMMARY Peter Brett Associates LLP (PBA) has been commissioned by Beyond Green Developments to develop a Waste Management Statement as part of the outline planning application for the proposed North Sprowston and Old Catton (NS&OC) development. Waste is a key consideration in developing a sustainable community as it has environmental, social and economic impacts on the development, both in terms of physical infrastructure provision and how the site performs in the future.The purpose of a Waste Management Statement there is to consider options for mitigating and managing the impacts of waste generated because of the development. This Statement reviews the potential impact of waste generated during the construction and operation of NS&OC.It places the development plans for NS&OC in the context of regional and local waste policy as well as physical infrastructure provision and provides a road map for assessing the likely quantities of waste that will be generated during the construction and throughout the operational phase of the development. It also sets out a strategy to manage the waste generated, but more importantly, to reduce the volumes generated. The main points of the strategy are as follows: The site has not been identified within Norfolk County Councilâ&#x20AC;&#x2122;s Waste Core Strategy as being an allocated site for waste infrastructure, however Norfolk County Council have identified a need for an additional Household Waste Recycling Centre within their Draft Core Strategy in the growth triangle. Waste generated through the construction process will be managed in line with the Site Waste Management Plan Regulations 2008 and monitored through Key Performance Indicators, in line with NCC waste core strategy. There how the waste collected from the site is managed by NCC will dictate recycling and other wastes rates. Operational waste management for NS&OC is primarily aligned to the waste collection requirements of Broadlands District Council and the waste management and disposal requirements of Norfolk County Council. These incorporate existing behaviour management strategies to eliminate or reduce the volume of waste produced and promote at-source reuse or recycling. Good waste management strategies and provision of appropriate waste infrastructure within the development will add credits to sustainable codes of practice. These include the Building Research Establishments Environmental Assessment Method (BREEAM), the Code for Sustainable Homes (CfSH) as well as the CEEQUAL and considerate constructorâ&#x20AC;&#x2122;s schemes. Therefore to optimise the effectiveness of any waste strategy, waste considerations will be integrated into the development proposals at the earliest opportunity.

1. INTRODUCTION 1.1 Background Peter Brett Associates LLP (PBA) has been commissioned by Beyond Green Developments Ltd to present a waste management statement as part of the planning strategy for the proposed new community at North Sprowston and Old Catton (NS&OC) to the north of Norwich. This statement places the site in a spatial context associated with waste policy and infrastructure. Through the analysis of predicted waste generation, potential waste management technologies have been considered in the context of the site. From this preliminary analysis high level waste management options have been presented for NS&OC, and a preferred option identified. These options will be evaluated further and the preferred strategy confirmed at detailed design and planning stage, in order to deliver a sustainable waste management process for both construction and operational phases.

1.2 Site Description The site is bounded to the south by the established communities of Old Catton and Sprowston, to the east by Sprowston Manor Golf Club and to the west by Norwich Airport Industrial Estate. North of the site runs the proposed route of the Norwich Northern Distributor Road (NNDR), beyond which lies the village of Spixworth. Parts of the site fall within the four civil parishes of Sprowston, Old Catton, Beeston St Andrew, and Spixworth. The site benefits from its location on three radial routes to and from central Norwich: the A1151 Wroxham Road immediately east of the site; the B1150 North Walsham Road, which bisects it; and the unclassified Buxton/Spixworth Road to the west. Predominantly agricultural land, a significant part of the site comprises the historic Beeston Park, which, under the proposals, would become the centrepiece of a large green infrastructure network.

Gross Internal Area (sq m)

Retail

Up to 8,800

B1 (a, b, c)

Employment

Up to 16,800

Hotel

Up to 1,000

Residential

Up to 3,520 (units)

Community

Up to 2,000

Primary Schools

Up to 5,000

Table 1.1: Maximum floor space schedule

1.4 Waste Management and Preliminary Strategies The waste management design process should not necessarily be a fixed prescriptive set of tasks or protocols, but should naturally develop with the project through identifying needs and requirements of the final development and end users. The process of designing waste management facilities, techniques and management strategies should be an iterative process, with various stages that inform a flexible strategy based on the progression of the masterplan through to detailed design, whilst giving certainty to the relevant authorities and the public that a deliverable, realistic way of managing waste is available. Typically the design process for waste management needs to initially set the scene for the required strategies. This report therefore looks at a variety of strategic elements including: • • • •

The site’s position in context with local and regional planning framework; Assess the potential impacts from waste generation (both construction and municipal); Review of waste infrastructure and options to mitigate against potential impacts; and Provide an approach for delivery of waste management at NS&OC.

For NS&OC, Norfolk County Council (NCC) is the waste authority and the planning authority for any waste infrastructure proposals. Under this framework, Broadland District Council (BDC) act as the waste collection authority. The final end solution for the management of waste arising from the proposed development will therefore need to reflect the County and District Authorities requirements, local needs and regional aspirations. Waste generated both during the construction process and operational phase, i.e. when all buildings are occupied, have been considered within this assessment. The focus of construction waste management is to reduce resource consumption, and plan for reuse or recycling where possible. Construction waste management will be the direct responsibility of each block and plot developer, but can be influenced at this early stage by ensuring the principles are agreed to reduce resource consumption. Operation waste management will need to ensure resource efficiency lasts through the whole project life cycle, including beyond the developer’s ownership of the land where applicable. Therefore the operational waste management strategy is part of the wider placemaking and sustainability of the development, and requires involvement from a wider set of stakeholders including the County Authority and Local Authority and the local community. Construction waste management and operational waste management have therefore been considered separately.

1.5 Report Structure This report sets the site initially in a political context and then reflects on the likely impacts, options and approaches to manage waste at the site. This report is set out in the following format: • Section 2: Policy in Context details how the site is affected by international, national, regional and local policy; • Section 3: Construction Waste Management looks at the construction site waste management plan process. In doing so an assessment will be made of potential construction waste generation rates and review mechanisms to reduce construction waste; • Section 4: Operational Waste Management – a review of the likely waste volumes arising will be considered and a review of how this impacts the local waste regime as well as the opportunities for onsite infrastructure. • Section 5: Conclusions and Future of Waste Management at NS&OC presents a summary of potential approaches at NS&OC.

2. WASTE POLICY IN CONTEXT 2.1 Introduction A review of relevant waste management legislation and policy has been undertaken, including international, national, regional and local waste strategies and plans. • International and European policy: EU Waste Framework Directive; EU Waste Catalogue; EU Landfill Directive; • UK legislation: Environmental Protection Act 1990 Part II - Controlled Waste and the Duty of Care; Environmental Protection (Duty of Care) Regulations 1991; Landfill Tax Regulations 1996; Aggregates Levy 2002; Landfill Regulations 2002; Anti Social Behaviour Act 2003; Clean Neighbourhoods and Environment Act 2005; Hazardous Waste Regulations 2005; List of Waste Regulations 2005; Waste Management Regulations 2006; Environmental Permitting 2008; Site Waste Management Plan Regulations 2008; • National policy and guidance: Planning Policy Statement 10: Planning for Sustainable Waste Management; • Regional policy: East of England Plan 2001-2021 (May, 2008) • Local policy: Norfolk Minerals and Waste Development Framework; Joint Municipal Waste Management Strategy for Norfolk (March, 2006); Joint Core Strategy for Broadland, Norwich and South Norfolk (November, 2009); Broadland District Council Replacement Local Plan (May, 2006). International and UK legislation and policy has been presented and discussed in Appendix Two of this report which is applicable to all developments within the UK. EU waste legislation is rapidly changing and may affect the way local authorities will be required to manage waste in the future. The following sections deal with specific policy relating to the site.

2.2 Regional Policy The East of England Plan (EEP), the current Regional Spatial Strategy (RSS), was published in May 2008 and sets out the regional strategy for planning and development in the East of England to the year 2021. It covers economic development, housing, the environment, transport, waste management, culture, sport and recreation, mineral extraction and more. The RSS contains eight policies (WM1-8) relating to waste management which are summarised below: • minimise the impact of new developments on waste management requirements; • minimise the environmental impact of waste management; • seek community support and participation in promoting responsible waste behaviour and in determining proposals for planning permission; • target increases in municipal waste recovery to 50% by 2010 and 70% by 2015; • new landfill development should not compromise proposals for environmental regeneration or housing development and should only be permitted where the waste to be land filled has had maximum practicable value recovered; • developments should be designed and constructed to minimise the creation of waste, maximise use of recycled and reused materials and facilitate effective management of waste; • waste collection systems which aim to reduce waste at source should be adopted and separate collections of recyclable and compostable materials introduced; and

• Local Development Documents should identify and safeguard mineral resources to ensure that an average level of supply of 2.82 million tonnes/ year of sand and gravel (aggregates) and 0.3 million tonnes/ year of rock (including limestone, sandstone, chalk and clay) is maintained between 2001 and 2016. It is noted that central Government are looking to remove regional policy.

2.3 Local Policy The Norfolk Minerals and Waste Local Development Framework (NMWLDF) is a collection of documents produced by Norfolk County Council (NCC) which together will guide mineral and waste development within Norfolk. They have been prepared to replace the existing land use Development Plan System (consisting of Structure Plans and Local Plans) as part of the Planning and Compulsory Purchase Act 2004 reform. The NMWLDF consists of the following documents: • the Minerals and Waste Development Scheme, which is primarily a programme for the preparation of Development Plan Documents (DPD’s). The scheme sets out which DPD’s will be produced, in what order and when. It provides a starting point for the community, other stakeholders and individuals to find out NCC’s minerals and waste planning polices in respect of a particular place or issue and the status of those policies; • the Statement of Community Involvement which sets out standards and the approach to involving the wider community in Norfolk in the preparation of all of the minerals and waste DPD’s (and major minerals and waste planning applications). It looks at the service level agreement between NCC and its community and stakeholders, and include methods to secure close working with the Local Strategic Partnership. The document is considered fundamental to all future production of development plans as it will enable locally based requirements and community expectations to be addressed at an early stage within plan preparation; • adopted Core Strategy and Minerals and Waste Development Management Policies DPD (CSMWDPD) which sets out the strategic vision for minerals and waste development throughout Norfolk. The strategic policies in this document provide a review, update and replacement of ‘saved’ minerals and waste policies contained within the previous adopted mineral and waste Local Plans. The DPD contains measurable objectives (to enable successful monitoring) and, where necessary, contains area based strategic policies. The core strategy also provides the policy background for the development of Energy from Waste. The Core Strategy also provides detailed development management policies for construction waste including DM11 for sustainable construction requiring BREEAM very good or excellent targets; • Waste Site Specific Allocations DPD which identifies specific sites for waste management to accompany the policies of the Core Strategy; • Minerals Site Specific Allocations DPD which identifies specific sites and, if justified, future areas of search for mineral working; • Proposals maps which will be saved and gradually reviewed as part of the Core Strategy and Minerals and Waste Site Specific Allocation DPDs; and • Annual Monitoring Reports in which NCC are required to prepare annual monitoring reports to assess the implementation of the Minerals and Waste Development Scheme and the extent to which the polices in the DPDs are being achieved. NCC assesses: whether it is meeting, or is on track to meet, the targets set out in the DPDs and, if not, the reasons why; what impact the polices set out in the DPDs are having on other targets set at a national or local level; whether any policies need to be replaced to meet sustainable development objectives; and what action needs to be taken if policies need to be replaced.

The most recent Annual Monitoring Report (AMR) published by NCC states that as of 31st March 2011 there is approximately 7.72 million cubic metres of permitted void capacity remaining in Norfolk’s landfills for non-hazardous waste (including household), and the bulk of this remaining landfill capacity is found in Blackborough End. Additional capacity has been planned allowing for capacity to 2028. There is 2.34 million cubic metres of permitted void capacity remaining in Norfolk’s landfills for inert waste. The Joint Municipal Waste Management Strategy (March, 2006) provides a framework for the management of waste in Norfolk until 2020. It was developed in 2000 using the 20,000 responses to a consultation carried out by NCC called “Your Rubbish, Your Choice” which was sent to 250,000 households in Norfolk. The strategy also includes domestic waste collection requirements. The document lists nine key underlying objectives for Norfolk reproduced below: • to reduce the growth in municipal waste by promoting waste reduction and reuse initiatives; • to promote waste awareness through public education and awareness campaigns; • to increase recycling and composting of waste to achieve statutory performance standards and national recycling and recovery standards; • to progressively increase the recovery and diversion of biodegradable waste from landfill in accordance with the Landfill Allowance Trading Scheme; • to deliver an efficient, effective and affordable waste management service that promotes the implementation of the most practical, social, environmental and economically acceptable solutions; • to procure appropriate technologies to manage and treat residual municipal waste; to ensure that the way residual waste is treated will support practices higher up the waste hierarchy; to minimise as far as possible the residual waste requiring treatment and final disposal; and • the Norfolk Authorities will work together to achieve the Objectives and Actions within the waste management strategy. The Joint Core Strategy for Broadland, Norwich and South Norfolk (JCS) sets out the long-term vision and objectives for the area, including strategic policies for steering and shaping development. It identifies broad new locations for new housing and employment growth and changes to transport infrastructure and other supporting community facilities, as well as defining areas where development should be limited. The JCS makes reference to the Growth Infrastructure Needs and Funding Study dated September 2009, which suggests there is a demand for one additional Household Waste Recycling Centre (HWRC) by 2026. The preferred location is a new facility as part of the strategic north east development, which includes the proposed Rackheath Urban Extension. The JCS outlines a number of spatial objectives, including some directly related to waste. These are: • efficient use will be made of minerals, energy and water resources, and the production of waste will be minimized; and • infrastructure that is essential to service new development will include utilities and waste management/recycling/composting facilities. Broadland District Council Replacement Local Plan was adopted in May 2006 and serves as a guide for the future development of the district. It allocates land for new development whilst seeking to protect the district’s environmental assets in order to provide for future development needs in the most acceptable way possible. The local plan is in the process of being replaced by the emerging Local Development Framework (LDF), however many of the saved polices will be retained or updated, as required. Polices and guidance relating to waste management relevant for the proposed NS&OC development are summarised below: • For major residential, employment and retail development proposals the potential for siting waste collection facilities (e.g. paper, can and bottle banks) within the development will be considered

and a site for such facilities will be sought where appropriate. All residential developments will include space for separate receptacles for recyclable, compostable and other waste.

2.4 Local Authority Consultation On the 14th December 2010 a meeting was held with NCC’s Waste Officer Daniel Jacobs to discuss the development plans at NS&OC and the current and future waste framework in the area. NCC have undertaken considerable steps to move away from landfilling. These include a wider waste collection provision from the Local Authorities to enable at source segregation of materials. NCC’s approach to infrastructure appears to be planned around these segregated waste streams. Currently WRG and NEWS (Norwich Environmental Waste Services) are the principal waste management companies used by NCC in the area. Through the Norfolk Waste Core Strategy significant emphasis has been placed on the development of an Energy from Waste (EfW) plant in King’s Lynn. It is envisaged that this plant will take the majority of residual waste generated in the Norwich area (it is noted that the King’s Lynn EfW has progressed through the planning process). Previously planning applications have been made for a mechanical biological treatment plant (MBT) which would house an anaerobic digester, to the north of Norwich. The development did not proceed. On the 14th December 2010 a meeting was also held with Broadland DC planning officers to discuss the development proposals. BDC recognised there is a lack of competition for treating biological waste in Norfolk, which means the cost of managing biological waste in Norfolk is expensive. There is political support for infrastructure such as anaerobic digestion, to manage biological waste streams in the BDC area from their members, but there is recognition of the potential risks associated with taking forward such plans near the urban fringes of Norwich.

3. CONSTRUCTION WASTE MANAGEMENT 3.1 Introduction Waste management, by its very nature, is dependent on local and regional capacity, infrastructure and transport networks. Any development that will produce waste from construction and during occupation must be considered within its wider context to ensure the private and local authority waste management infrastructure, transport network and management capacity can accommodate extra waste arising from the development. Impacts from construction are short lived but can generate high peak volumes. The infrastructure and management process for managing the construction period therefore needs to accommodate these scenarios. Waste during the construction phase is relatively easy to predict and therefore waste reduction strategies and practice can be formulated in advance of the construction activities.

3.2 Construction Waste Impacts A construction waste impact assessment has been completed. Based on the potential volumes a preliminary site waste management plan (SWMP) has been developed for the scheme. In the analysis of impacts from waste generation and management, PBA have estimated the quantity of arisings and material types from construction; reviewed current management infrastructure; and management targets at a local and regional level. Waste volumes arising from construction of the development were calculated using the land budget discussed in Section 1.3 and typical construction waste volumes1 and composition2 from the BREâ&#x20AC;&#x2122;s Smartwaste benchmark data. Using the SmartWaste benchmark data the construction waste volumes (i.e of the material volumes rather than skip volumes) and tonnage estimated for the building uses in the proposed development are summarised in Table 3.1 and Table 3.2 below: Area

Average Waste Volume

(m2)

(m3/ 100m2)

352,000A

17.7

62304

Retail

8,800

22.1

1945

Employment

16,800

20.4

3427

Hotel

1,000

16.9

169

Community

2,000

23.8

476

Primary Schools

5,000

19.8

990

Total

69,311

Construction of:

Number of Units

Residential

Up to 3,520

Estimated Waste (m3)

Table 3.1: Estimated waste arisings from construction of the building development. N.B. A Assumed average unit size 100m2

http://www.smartwaste.co.uk/filelibrary/benchmarks%20data/Waste_Benchmarks_for_new_build_projects_by_project_typ

e_30_November_2011.pdf 2

Hurley J and McGarth C (2001) Deconstruction and reuse of construction materials. BRE

The table above shows that waste from construction of the site is estimated to total 69,000m3 using the BRE’s SmartWaste benchmark data.

Area

Average Waste Weight

Estimated Waste

(m2)

(tonnes/100m2)

(tonnes)

352,000A

19.7

69,344

Retail

8,800

34.3

3018

Employment

16,800

16.3

2738

Hotel

1,000

8.8

Community

2,000

24.7

494

Primary Schools

5,000

22.4

1120

Total

76802

Construction of:

Number of Units

Residential

Up to 3,520

Table 3.2: Estimated construction waste weight for the site. N.B. A Assumed average unit size 100m2

The table above shows that an estimated total of 76,800 tonnes of waste arising from construction will be expected from the North Norwich development. It should be noted that these values are for waste generation over the entire build duration, which will be in the region of 15-20 years. The potential of generating in excess of 70,000 tonnes of waste is considered to have an impact on Norfolk’s waste management capacity. It represents 0.7% of Norfolk’s combined inert and non-hazardous landfill capacity, if appropriate waste management strategies are not adopted to reduce these quantities.

3.3 Construction Site Waste Management Plan The development will require a Site Waste Management Plan (SWMP) as dictated by the SWMP Regulations 2008. The SWMP regulations make it a legal obligation for the client and designers to consider waste minimisation at an early stage. An outline site waste management plan has been presented as Appendix 3. This SWMP provides a framework to reduce construction waste reduce the developments impacts on the environment. In addition it provides approaches to deliver all credits for CfSH and BREEAM assessment processes.

3.4 Construction Waste Targets NCC waste core strategy requires all new developments to achieve BREEAM very good or excellent standards (policy DM11). In doing so a construction waste target of 3.2 tonnes/100m2 will be aimed for to meet the full credit score for construction waste in BREEAM. Achieving the above target will reduce construction waste rates from 76,800 to an estimated 12,000 tonnes of construction waste. This represents 0.1% of Norfolk’s inert and non-hazardous landfill capacity. However, it is likely that a main contractor for the development will be asked to set a target of zero construction waste to landfill, creating an opportunity to reduce this further.

4. OPERATIONAL WASTE MANAGEMENT 4.1 Introduction The following section details the NCC and BDC current approach to waste management within their area. An assessment of potential waste generated has been undertaken in order to assess whether there is capacity within Norfolk to manage the additional waste. Good waste management design needs to be specific to each development. A generic approach to waste management is neither sustainable nor beneficial to end users. Good waste management design should consider a variety of subjects such as scale, mass, layout, materials and energy efficiency. In addition waste management technologies require a critical mass of waste to make them viable; not all technologies will be suitable for the scheme. A review of technologies are presented within Appendix 4. Waste management should form part of the place making aspect of the design. High standards of waste management among end users should breed from high standards in infrastructure provision.

4.2 Current Waste Management Infrastructure in Norfolk The county of Norfolk operates two tiers of local government: NCC, the Waste Disposal Authority (WDA) working with the seven district, borough and city councils as the Waste Collection Authorities (WCA’s). The councils work together on waste issues as the Norfolk Waste Partnership (NWP). The NWP is responsible for dealing with Municipal Solid Waste (MSW) arising within the county. In considering waste impacts from the site we have used the available MSW figures presented by NCC. MSW comprises both household and some small scale ‘light’ commercial and industrial (C&I) waste. Household waste includes: • all mixed waste that is collected from householders; • all household materials taken to local “bring banks” or council operated recycling centres or collected at the doorstop or kerbside, for recycling or composting; and • litter and street sweepings. C&I municipal waste includes: • waste produced by trade premises, such as shops and offices; • fly-tipped materials; and • abandoned vehicles. Recent studies into private C&I waste in Norfolk shows that only 14% of Norfolk’s current C&I waste is reused or recycled, with 31% known to be landfilled and 65% unaccounted for (most likely landfilled)3 or exported to alternative disposal points (such as EfW). A spatial representation of the existing waste infrastructure network in Norfolk is shown in Figure 4.1 in Appendix One. This shows there are 19 household waste recycling centres (HWRC’s) throughout Norfolk, three of which are located in or around the Broadland district. The nearest HWRC to the proposed development is Mile Cross in Norwich approximately 5km away. In addition to the HWRC’s there are around 130 recycling sites across Broadland, located in most parishes and at main

http://www.yournorfolkyoursay.org/Consumption/groups/public/documents/general_resources/ncc085075.pdf

supermarkets. The nearest recycling site to the proposed development is the Tesco supermarket in Sprowston. The recycling banks complement the council’s refuse and recycling scheme by providing extra capacity and allowing additional materials to be recycled, including glass bottles and textiles.

4.3 Future Waste Management Infrastructure Norfolk’s current waste management infrastructure is unlikely to generate greater landfill diversion rates. The NCC Waste Core Strategy has reviewed the future waste management infrastructure requirements. There are currently no residual waste treatment facilities within the county and therefore all municipal waste requiring treatment is exported via the county’s transfer stations. The proposed EfW facility at The Willows Business Park near Saddlebow will provide the treatment capacity that NCC requires. The development of this facility will allow NCC to divert a significant amount of material away from landfill. Within their LDF, NCC has identified a number of preferred alternative sites suitable for waste management4. Figure 4.1 in Appendix One highlights the preferred alternative sites that lie within 40km of the proposed NS&OC development respectively with the closest site approximately 9.5km away. These sites present potential opportunities for locating waste infrastructure that may service NS&OC.

4.4 Operational Waste Impacts Similarly to the construction waste, a waste impact assessment has also been undertaken for the operational phase of the planned development. Waste generation rates have been calculated through the use of NCC and BDC data on current collection rates for domestic waste. These figures have been applied to the development proposals. The volume and composition of waste from commercial uses has been estimated using the EA’s National Waste Production Survey (1999)5. This survey collected data on types and quantities of waste produced, methods of disposal or recovery used, and costs (or income) from 20,000 companies. These companies were a mixture of employment, public service and industrial uses. The waste volumes are given as averages per business surveyed, per year. The composition of waste generated is given by material. This is supplemented benchmarks from British Standard (BS) 5906:2005 Waste management in buildings – Code of practice. For each commercial building use represented in the land use budget, average waste volumes per unit were taken from the EA survey for the use closest to that proposed. Where the building use is not specific (retail type for example) an average value has been taken for the range of specific uses that will cover the likely end use. The waste materials composition has been grouped into recyclable, compostable and residual types. A summary of MSW data to estimate recycling rates and residual waste used in the waste impact assessment is presented in Table 4.2 below.

4 Norfolk Minerals and Waste Development Framework, Waste Site Allocations Development Plan Document: Further Issues and Options (Preferred Options), 2009 Norfolk County Council 5

http://www.environment-agency.gov.uk/apps/wastesurvey1/Benchmark.jsp?lang=_e

Overall diversion Number of households in local authority collection (WDF estimate):

54,307

Services provided kerbside:

dry, organic, separate food, residual

Household waste total:

886 kg/hh/yr

Performance indicators Household recycling rate:

31.65%

Household composting rate:

17.82%

Household recycling & composting rate

49.48%

Table 4.2: Summary of 2008/9 waste statistics for BDC collected by WRAP6

The above figures represent a good level of waste management provision compared to the national average. NCC is one of the leading waste authorities for recycling provision and has one of the lowest rates of household waste generation. Operational waste volumes for the proposed residential, retail, commercial and education uses in the development have been estimated in order to analyse the impact of the development on the local and regional waste infrastructure. The development schedule has been applied to the benchmark data above. The results of this analysis are shown in Table 4.3. Weight of Waste per company Land Use type

(tonnes/m2/

Proposed Budget

generated from Number of

operation

Units

(tonnes/annum)

3,520

3,119

8,800

880

16,800

168

0.09

1,000

0.01

2,000

0.005

5,000

(tonnes/unit/annum)

0.886

0.1

Employment

0.01

Hotel Community

annum) Residential Retail

Primary Schools

Weight of Waste

Total

4,301

Table 4.3: Annual Operational Waste Volumes Estimated for the site

The table above shows that the combined household and C&I waste streams arising from NS&OC would approximately place an extra 4,000 tonnes/annum of residual waste on Norfolkâ&#x20AC;&#x2122;s waste management capacity. Assuming current levels of reuse, recycling, and composting in Norfolk (approximately 50% of household waste) and National levels for commercial waste (75%), the residual waste for disposal from NS&OC would be approximately 1,800 tonnes/year. Approximately 48,000 tonnes per annum of municipal waste is produced in the BDC area. Based on these values, the contributions from the proposed development at NS&OC (after recycling rates are

6http://www.wrap.org.uk/local_authorities/research_guidance/online_recycling_information_system_oris/authority_data/br oadland.html

taken into account) represent an increase in municipal waste of approximately 3%. Therefore, options are being considered to minimise this impact on local waste management plans, which will be outlined in Section 4.5.

4.5 Municipal Waste Management at NS&OC The purpose of this section is to provide an assessment of potential waste management options for the final scheme to manage on site waste only. The assessment of options does not necessarily dictate how the District and County waste strategy could be managed in relation to the development site, although the scale of any waste management facility will be considered in relationship to the Local Authority strategies. The operational waste generated by the proposed development falls into the categories of waste being considered under the Norfolk Waste Core Strategy and would therefore be managed by NCC. As a baseline standard, the development proposals need to consider the NCC’s Waste Core Strategy to ensure the scheme accommodates the BDC collection arrangements and any local recycling facilities that may be appropriate for a development of this nature. The following section details the potential waste management techniques and technologies that are available for the operational phase of NS&OC. In considering this, the following aspects are covered: • waste generation and how best to try and reduce the amount of waste produced; • the waste collection methods used and how these might be accommodated; and • the ease of access for disposal of waste to a suitable waste management facility It must be noted that irrespective of the above, it will be how the waste collected from the site is managed that will dictate recycling and other wastes, not the contents of this strategy document. 4.5.1 Waste Generation NCC waste department has been leading the discipline of behaviour change for many years. Behaviour change can be direct, through education programmes providing information on waste management or indirect, by influencing individuals to perform waste reduction activities. Influencing behaviour requires appropriate management and infrastructure to be in place which, in turn, needs to be invested in at an early stage. Previously NCC launched a campaign to reduce food waste entitled ‘Give food a second chance7’. This encouraged homeowners to reduce the amount of food going to waste in their homes by reusing leftovers. Campaigns such as this are excellent ways to start behaviour change within communities; however their success or failure will ultimately be dependent on people’s willingness to change their living habits. Typical methods of influencing waste reduction behaviour in households are outlined below: • Composting is a simple way of reducing biodegradable wastes from each household. Bulk purchase of composting bins for each household and allowance of garden space for composting will help support individuals in disposing of biodegradable waste. Where garden space does not allow for individual composting, centralised composting facilities such as in-vessel composting could be provided. Such facilities suit high density housing where there may not be any garden space. The compost from such facilities can then be used in community allotments, by estate managers or, as is the case in Norfolk, for agricultural purposes. Provision of composting facilities is rewarded with credits in CfSH. 7

http://www.norfolk.gov.uk/Environment/Waste_and_recycling/Food_waste/index.htm

• Community initiatives can provide a good foundation for influencing community behaviour in waste generation. Initiatives such as the “Furniture Reuse Network” helps reduce poverty by allowing low income households access to second hand furniture, white goods and other household items at affordable prices. Other community initiatives such as the “Freecycle” type network, allow communities to exchange unwanted items that may previously be discarded. Through development of community facilities, such initiatives would have a centre to be able to support their activities. Many schemes such as these provide training and employment opportunities for communities adding to the sustainable credentials to an overall development. A key way of influencing behaviour is by allowing association of production consumption with its source and end use. Community initiatives such as “food boxes” and food reuse education allow communities to understand “life cycles” of consumed products and therefore they will be more likely to adjust their consumption and disposal of goods accordingly. The opportunity to re-use containers and bottles with co-operative shops can also reduce the need for disposal of plastics. • Investments into community enterprises are a long term vehicle for implementation and education of resource recovery. Community enterprises have the potential to support advocacy and present rewards for diversion of waste disposal. In addition community facilities such as composting associated with allotments can provide positive influences on attitudes to waste generation and reuse. The Estate Management Company Beyond Green proposes to establish at NS&OC will have a key role to play as a direct facilitator of such initiatives. • Charity shops play an important role in UK waste reduction. Provision of a space for charity shops at an affordable rent level will allow and support charitable reuse of products within a community. In addition to its support of national initiatives, there are several local initiatives across Norfolk that increase awareness, instil behavioural change in the public in line with the waste hierarchy and contribute to sustainable waste management. These include8: • • • • • • •

the pioneering Real Nappies Scheme; promoting and supporting reductions in business waste; delivering a leading home composting campaign; a highly successful Schools Waste Action Club; a Master Composter Programme; mobile phone and CD Recycling; and helping and encouraging third party organisations to increase reuse and recycling.

4.5.2 Waste Collection Waste collection strategies have design implications for the project. Domestic waste collection has implications for streetscape and attractiveness of the NS&OC development. For example the site of black bin bags left on streets is unsightly and an environmental health hazard. BDC offer an alternate weekly refuse and recycling collection scheme within the district, collecting rubbish one week and recyclable material the next, thereby reducing their impact on traffic and the environment. There is currently a three bin collection system comprising of: • a green 240 litre wheeled bin for residual household waste streams; • a grey 240 litre wheeled bin for co-mingled mixed recyclable waste streams including paper and cardboard, all types of newspapers, magazines, catalogues, junk mail (without the plastic wrapping), clean cardboard, food and drinks cans (rinsed out), empty aerosol cans and plastic

Revised Outline Business Case for PFI Credits for the Residual Waste Treatment Project, 2009 Norfolk County Council

bottles only (e.g. milk, squash, shampoo, washing up liquid, detergent etc). This waste stream is sorted at the Norwich MRF; • a brown 240 litre wheeled bin for garden waste. This is an opt-in chargeable service available to all households, costing £39 per year. Approximately 17,800 households subscribe to this service9. Alternatively garden waste can be composted at home or taken to one of the HWRC’s in the district. In addition to services mentioned above, BDC also offer a weekly household food collection service, the first of the WCA’s in Norfolk to do so. Residents are able to segregate the majority of food wastes. The scheme was introduced in March 2008, involving 6,000 properties in the urban fringe of Norwich. Following a successful trial period, BDC have expanded the service to include a further 4000 homes, and will continue to operate the service for the foreseeable future. The scheme consists of two bins, a small seven litre container called a ‘caddy’ to collect food waste in the kitchen, and a larger twenty one litre external container which is emptied on a weekly basis. Collections are currently made at ten locations from within the district before being sent to an in-vessel composting site in Parham, Suffolk. The proposed development does not lie within the current collection area, but it could be incorporated into it in the future. Adopting NCC and BDC approach should lead to high levels of separation leading to high levels of recycling and reduced volumes of residual waste ending up in landfill. The mandatory requirements for waste collection infrastructure that should be considered for the site should be developed in line with BDC’s current waste collection strategy. The properties would need adequate waste storage area for the three bins as a minimum. Provision of adequate waste and recycling areas within properties is awarded credits in both CfSH and BREEAM. Alternative waste collection processes are discussed in Appendix 4. 4.5.3 Waste Sorting, Treatment, Recovery and Disposal Waste sorting, treatment and disposal facilities can be broadly defined into four groups: community facilities such as bring to site; small sheds managing a small community’s waste; big sheds; and large scale developments such as EfW. The eventual scale of the development will be a balance of a wide set of variables including the size of the catchment, local needs and a viable operator. The NS&OC site is not designated within NCC’s waste Core Strategy as a location for a waste management facility, however BDC have expressed an interest for the provision of an additional household waste recycling centre (HWRC) within the district in their Joint Core Strategy. Consideration has been given to the provision of small scale “bring to” areas within the site, if appropriate, but, with the high levels of kerbside recycling proposed, there is limited need for such facilities unless partnered with community operations such as co-operative shops to reduce and re-use packaging. Facilities such as these will be discussed further at reserved matters stage in line with BDC and NCC’s requirements and site constraints. Waste from NS&OC will be collected by BDC and disposed of by NCC under their current contracts (which is the proposed NCC plan between 2011-2015). NCC has produced forecasts for municipal waste arisings once the 275,000 tonnes/annum EfW facility at King’s Lynn becomes operational. They anticipate that approximately 90% of the total MSW arisings within the county will be recovered (including recycling and composting). With the

http://www.wrap.org.uk/local_authorities/research_guidance/food_waste/broadland_district.html

infrastructure planned by NCC it is considered that sufficient sustainable waste management capacity is in place to accommodate additional waste generated from NS&OC. The mandatory requirements for waste collection infrastructure for NS&OC should be developed in line with BDCâ&#x20AC;&#x2122;s waste collection strategy. The properties, both residential and commercial, would need sufficient waste storage areas for collection apparatus and bins as a minimum as well as adequate access for waste collection vehicles and operatives. The commercial waste management arrangements will require adequate shared space and facilities in operational areas for recycling skips, bins and residual waste receptacles. Further commentary is provided on waste sorting and disposal infrastructure within Appendix 4.

5. CONCLUSIONS AND FUTURE OF WASTE MANAGEMENT AT NS&OC 5.1 Introduction This report provides information on waste management issues associated with the NS&OC proposals. The report documents the site in a policy context, potential waste management options, an assessment of likely waste generated and potential waste management strategies. The strategy for managing waste generated on site through the construction process and the occupation of the completed development will be managed in an appropriate and sustainable way following the waste hierarchy of “eliminate, reduce, reuse, recycle” to ensure that the environmental, social and economic risks from waste are minimised and where possible turned into opportunities.

5.2 Construction Waste Management at NS&OC The SWMP Regulations 2008 provide a framework for construction waste management strategies to follow and an obligation for compliance by all projects of the scale of NSCO. Construction waste management therefore will be based on SWMP requirements, as outlined in Appendix 3. Targets for the diversion of waste to landfill will need to meet National and Local Policy requirements. NS&OC will aim to meet the NCC waste core strategy development management policy DM11 Sustainable Development and Construction (as noted in section 2.3.2) and aim for a construction waste target of 3.2m3/100m2 where possible. The outline site waste management plan will be readdressed by the developer and their principal contractor in line with the SWMP Regulations during the planning and construction process. This will occur prior to the construction start date (subject to planning). Implementation and monitoring of the SWMP will be undertaken by both the developer (Client) and the Principal Contractor in accordance with the SWMP Regulations, using Key Performance Indicators to measure progress in line with the targets set for the development.

5.3 Operational Waste Management at NS&OC The waste impact analysis of likely waste generation from the occupation of NS&OC development shows that approximately 4000 tonnes of waste will be generated per annum. NCC has planned infrastructure to manage and accommodate waste arising from NS&OC, including landfill diversion rates of up to 90%. It is therefore considered essential to support NCC in adopting NS&OC within their waste management strategy to ensure security of waste supply for this planned infrastructure. On delivery on the EfW scheme at Kings Lynn it is expected that residual waste from NS&OC would be 400 tonnes/annum. Municipal waste collection at NS&OC is likely to be administered and undertaken by BDC. If BDC become the waste collector for NS&OC then provision for each property to have 3 wheeled bins will be needed. This should be sufficient to gain the relevant CfSH credits. Consideration has been given to the provision of small scale “bring to” areas within the site, if appropriate, but, with the high levels of kerbside recycling proposed, there is limited need for such facilities unless partnered with community operations such as co-operative shops to reduce and re-use packaging. Facilities such as these will be discussed further at reserved matters stage in line with BDC and NCC’s requirements. 17

Public wastes from street bins will need to be managed appropriately with design being considerate of both visual place making but also the local authorityâ&#x20AC;&#x2122;s capacity to manage and collect from bins. The infrastructure in public waste collection therefore needs to consider local authority capacity to collect from the infrastructure in line with the Broadlands municipal waste collection strategy.

APPENDIX 1 – FIGURES

Figure 4.1 – Existing Waste Infrastructure Network within Norfolk

Figure 4.2 â&#x20AC;&#x201C; Preferred Waste Site Allocations within Norfolk

APPENDIX 2 – INTERNATIONAL AND NATIONAL POLICY Introduction We have provided a summary of European and national waste policy below this is for limited guidance only.

International and European Policy The EU Waste Framework Directive (EU WFD) provides the overarching legislative framework for the collection, transport, recovery and disposal of waste, and includes a common definition of waste. It encourages the prevention and reduction of harmful waste by requiring that Member States put waste control regimes into place. These waste management authorities and plans should ensure that necessary measures exist to recover or dispose of waste without endangering human health or causing harm to the environment. The requirements include permitting, registration and inspection requirements and should also encourage the development of clean technologies and disposal techniques. The directive also puts an end to co-disposal of waste streams. The definition of waste for the UK is governed by the EU WFD as: “any substance or object…which the holder discards or intends or is required to discard.” It is the responsibility of the holder of a substance or object to decide whether or not they are handling waste. The Environment Agency is the authority responsible for enforcing waste management legislation in England and Wales, but where there is a disagreement as to whether or not something is waste it is ultimately a matter for the courts to decide The European Waste Catalogue was transposed in UK as List of Wastes (England) Regulations 2005 and List of Wastes (Wales) Regulations 2005. It is part of the waste management regulations and falls under the EU waste framework directive where it classifies hazardous and non-hazardous wastes with six digit codes. These codes must be used on Duty of Care documentation, such as transfer notes and influence where contractors recycle/ dispose of their waste. The European Landfill Directive is in place to reduce the negative effects of landfilling on the environment and health. It aims to encourage waste minimisation and increased levels of recycling and recovery; the increased costs of landfilling associated with compliance with the Directive will also encourage alternative waste management methods. The first requirement of the regulations was a ban on the co-disposal of hazardous waste with non hazardous waste in landfills. The Directive has also imposed a ban on whole tyres going to landfill since 2003, with this ban extending to shredded tyres from July 2006, while liquid wastes were banned from landfill from October 2007. The Directive also brings with it tighter site monitoring and engineering standards. This is supplemented by the European Waste Catalogue, which has extended the range of materials classified as 'hazardous', and the Waste Acceptance Criteria, which has introduced potential pre-treatment requirements.

UK Legislation The strategy proposes that national waste management targets set out in the National Waste Strategy 2007 be adopted for the region and provides estimated future waste management requirements to inform decisions on the location and nature of future facilities in local development plans and waste management strategies. The strategy promotes the “best practicable environmental option” (BPEO) 21

and “proximity principle” approach whereby neighbouring authorities make cross-boundary provisions to meet regional waste management needs. The strategy also encourages the use of rail and waterway transport for waste in preference to road transport. Section 33 of the Environmental Protection Act (EPA) deals with the treatment, storage and disposal of waste. It makes it an offence to: • deposit controlled waste, or knowingly cause or knowingly permit controlled waste to be deposited on land unless it is done in accordance with the provisions of the waste management licence; and • treat, keep or dispose of controlled waste (or knowingly cause or knowingly permit controlled waste to be treated, kept or disposed of) in a manner likely to cause pollution of the environment or harm to human health. The Act requires that, while on-site, waste must be stored in such a way as to prevent it from causing damage to the environment or posing a risk to human health, i.e. it must be stored in appropriate containers or as a defined stable compound, such as stone (monolithic waste). The licence/permit also requires that the containers be labelled with an accurate and detailed description of their contents to ensure future waste handlers treat them correctly. Further to this the EPA requires that those organisations treating, storing or disposing of waste specific to the types and quantities of waste to be treated and would specify the general technical requirements and the precautions to be taken by the permit holder. The competent authorities may periodically check that the conditions of the permit are being met. There is an additional cost for gaining appropriate permits. Builders must ensure that they only pass waste onto landfill sites/ recycling facilities with the appropriate certification to handle the waste stream. Builders disposing of waste should ask to see a copy of the operating licence/permit and conditions for the site to which they are taking their waste. It is also their responsibility to ensure that the waste is appropriately labelled to ensure that licence/permit conditions are met. Breaches of this legislation could result in successful prosecution in criminal courts, followed by civil action for damages caused by the crime. Statutory nuisance could apply if the waste on the building site is prejudicial to health or is a nuisance, e.g. smell. This later rule is only applicable in England. Builders disposing of their own waste would require a permit. Builders are not allowed to burn waste on behalf of third parties and must obtain a permit from the competent authority. Environmental Protection (Duty of Care) Regulations 1991 covers all those who produce or handle wastes from demolition, earthworks and construction activities are now legally obligated to ensure its safe keeping, best practice management, transport and subsequent recovery or disposal. Failure to comply with this can result in a fine. This means that for those who are producing or transporting waste, the following applies: • to ensure that all waste you produce is handled, recovered and disposed of responsibly. Even if you are a subcontractor and the contractor arranges for your waste disposal, you remain responsible under the Duty of Care; • only registered waste brokers and carriers can be used for dealing with and transporting waste. You will also need to register as waste carrier if you are taking care of transporting your own waste; and • to keep a record of all waste received or transferred using Waste Transfer Notes. One of the aims of the Duty of Care is to stop waste producers from simply handing waste over, without considering where it will be going. On a construction-site, the waste producer is the person carrying out the work which gives rise to the waste, not the person who issues instructions or removes a sub-contractors waste, the main contractor is acting as a broker and all three parties are therefore subject to the duty.

Wherever waste is being stored, it must not be allowed to escape. This means that all containers/skips must be safe and secure, and they should also be labelled accurately. Waste should also be segregated to prevent mixing. It is the employer’s responsibility to make sure that all employees are aware of the location of the containers, and what can go in each. Landfill Tax Regulations 1996 introduced landfill tax, which is levied on the disposal of waste in landfill sites throughout the UK, and was introduced on 1 October 1996. This aims to encourage waste producers to produce less waste, recover more value from waste (for example through recycling or composting), and to use more environmentally friendly methods of waste disposal. Landfill (England & Wales) Regulations 2002 provides amendments to the landfill regulations reclassified landfill sites as ‘hazardous’, non-hazardous’ and ‘inert’ and initiated a ban on the landfill of certain types of waste. These included: non sludge liquid waste (as off 30 October 2007), waste that is explosive, corrosive, oxidising, flammable, highly flammable or infectious (immediate effect) and whole or shredded tyres (as of July 2006). As of July 2005 waste has had to meet certain chemical parameters known as waste acceptance criteria (WAC) or it cannot be landfilled. The WAC includes pH and organic content criteria as well as leaching criteria for hazardous substances, for example for toxic metals. The regulations also set out Waste Acceptance Procedures (WAPs). These outline the information that waste producers must provide to landfill operators on the characterisation of the waste. Details that must be provided include the origin of the waste, its consistency, e.g. smell, shape, colour, treatments that have been applied to it, the European Waste Catalogue code and whether it can be recovered or recycled. The Aggregates Levy, introduced in 2002, aims to reduce demand for primary aggregates by increasing their cost, which in turn makes the use of recycled and secondary materials more viable. The Aggregates Levy Sustainability Fund aims to reduce the environmental impacts per tonne of aggregates extraction and encouraging the use of alternative materials such as recycled materials and certain waste products. As the levy is applied to all new aggregate products, it is in industries best interest to think about using recycled aggregates instead. However, they must ensure that these products are of the same quality as primary aggregates. With increasing tax levy’s, organisations may have to source new suppliers for recycled materials. This will therefore have an effect on suppliers to the construction industry, with some losing out to those who are able to offer recycled products. Anti-social Behaviour Act 2003 provides the tools for practitioners and agencies to effectively tackle anti-social behaviour. It builds on existing legislation to clarify, streamline and reinforce the powers that are available to practitioners. Measures have been designed to combat: • • • • • • • • •

local troublemakers and intimidating groups; nuisance neighbours; crack houses; air weapons and imitation firearms; graffiti and vandalism; fly-tipping and litter; beggars; abandoned cars; and trespassers.

The key element of this legislation that affects the construction industry is the development of “Flycapture”. This is the national database of fly-tipping incidents that has been set up by Defra, the 23

Environment Agency and the Local Government Association to get a better picture of the problem of illegally dumped waste. The information provided will help users develop local enforcement strategies in partnership with key stakeholders. It will report on the nature and scale of fly-tipping, and the vehicles believed to be involved. The Clean Neighbourhoods and Environment Act 2005 contains a variety of environmental measures, including changes to the system of recycling credits. This legislation also deals with fly-tipping, and introduces tougher penalties for this. Under this, employees are no longer able to use the excuse of working under their employers’ instructions if caught fly tipping. The court may also order the accused to pay for the costs of cleaning the land, and also the Environment Agency’s and waste collection authority’s costs. Any vehicles suspected of being involved in fly tipping may be seized. It is the responsibility of everyone working in the construction industry to ensure all waste is disposed of properly. All employees will need to be made aware that if they are tasked with waste disposal this must be carried out in accordance with the law, or they risk being fined and having their vehicles seized. The Hazardous Waste Regulations 2005 ensure the tracking of hazardous waste from cradle to grave and require the pre-registration of hazardous waste for collection and segregation on-site for storage and movement. Until 15 July 2005, the Hazardous Waste Directive was transposed in England by the Special Waste Regulations 1996. From 16 July the Directive is transposed by the Hazardous waste (England and Wales) Regulations 2005 and the List of Waste (England) Regulations, as a result of the EU waste directive. Regulation 19 within the legislation prohibits the mixing of hazardous waste with other classes of hazardous waste, and with non-hazardous waste. Producers of hazardous waste are obliged to notify their premises to the Environment Agency every 12 months, and a fee is payable. It is an offence to remove waste from premises which are neither notified nor exempt. Exempt premises are still required to ensure that only an authorized person, e.g. a registered carrier, removes waste. When hazardous waste is moved between premises, the producer is responsible giving each consignment of hazardous waste a consignment code. The producer must also keep a record of all hazardous waste that leaves their site, which should include the type, quantity, destination, carrier, origin and the treatment method. The List of Waste Regulations 2005 introduce the European Waste Catalogue Codes to the UK. The Waste Management Regulations 2006 developed an extension to the Environmental Protection Act 1990 to define further the concept of duty of care as well as create clarity on the concept of controlled wastes. The Waste Electrical & Electronic Equipment Regulations 2006, aim to reduce the amount of waste electrical and electronic equipment being disposed in landfills by promoting separate collection, treatment and recycling. Applicable to those involved in manufacturing, selling, distributing, recycling or treating electrical and electronic equipment. The following items are covered by the Regulations: • • • • • • • • • 24

large household appliances; small household appliances; IT and telecommunications equipment; consumer equipment; lighting equipment; electrical and electronic tools; toys, leisure and sports equipment; medical devices; monitoring and control instruments; and

• automatic dispensers. Environmental Permitting, 2008 is a single environmental permitting and compliance system that simplifies and combines pollution prevention and control (PPC) permitting and waste management licensing (WML). All other regulatory permitting regimes such as discharge consenting, water abstraction, radioactive substance regulation, remain in force. Site Waste Management Plan Regulations (SWMP), 2008 create efficiency in waste management planning, on-site management, and final disposal. The Regulations state that the SWMP should identify: • • • • •

who will be responsible for resource management; what types of waste will be generated; how the waste will be managed – will it be reduced, reused or recycled; which contractors will be used to ensure the waste is correctly recycled or disposed of responsibly and legally; and how the quantity of waste generated from the project will be measured.

The SWMP does not replace the responsibility of contractors to manage their waste responsibilities in line with all waste management, duty of care and environmental regulations. It is the responsibility of the Client and Principal Contractor to meet their obligations under the Site Waste Management Plan Regulations 2008. Planning Policy Statement 9: Biodiversity and Geological Conservation sets out planning policies on protection of biodiversity and geological conservation through the planning system. The statement sets out for regional planning bodies and local planning authorities to adhere to the following key principles to ensure that the potential impacts of planning decisions on biodiversity and geological conservation are fully considered: • the planning bodies should develop planning policies and planning decisions should be based upon up-to-date information about the environmental characteristics of their areas. These characteristics should include the relevant biodiversity and geological resources of the area. In reviewing environmental characteristics local authorities should assess the potential to sustain and enhance those resources; • planning policies and planning decisions should aim to maintain, and enhance, restore or add to biodiversity and geological conservation interests. In taking decisions, local planning authorities should ensure that appropriate weight is attached to designated sites of international, national and local importance; protected species; and to biodiversity and geological interests within the wider environment; • plan policies on the form and location of development should take a strategic approach to the conservation, enhancement and restoration of biodiversity and geology, and recognise the contributions that sites, areas and features, both individually and in combination, make to conserving these resources; • plan policies should promote opportunities for the incorporation of beneficial biodiversity and geological features within the design of development; • development proposals where the principal objective is to conserve or enhance biodiversity and geological conservation interests should be permitted; and • the aim of planning decisions should be to prevent harm to biodiversity and geological conservation interests. Where granting planning permission would result in significant harm to those interests, local planning authorities will need to be satisfied that the development cannot reasonably be located on any alternative sites that would result in less or no harm. In the absence of any such alternatives, local planning authorities should ensure that, before planning permission is granted,

adequate mitigation measures are put in place. Where a planning decision would result in significant harm to biodiversity and geological interests which cannot be prevented or adequately mitigated against, appropriate compensation measures should be sought. If significant harm cannot be prevented, adequately mitigated against, or compensated for, then planning permission should be refused. Planning Policy Statement 10: Planning for Sustainable Waste Management is Government policy on how waste should be managed using the land-use planning system. It sets out policy for all waste planning bodies, at both regional and local level, in England. PPS10 affects: • plan makers at all levels, and the stakeholders they consult and work with when formulating waste management strategies and plans; • waste management companies who need to apply for planning permission for waste management facilities; • authorities responsible for pollution control; and • everyone in the community, as producers of waste in their own right, and as consumers of goods and services that rely on processes which themselves generate waste. PPS10 promotes the principle of “driving waste management up the hierarchy” which means that waste planning authorities should always try to ensure that waste is managed by the best possible environmental means, represented by the highest levels of the hierarchy i.e. waste reduction, reuse and recycling. Therefore this puts further emphasis on the need for the construction industry to be reusing and recycling as much as possible. This will also impact on waste management companies, who need to apply for planning permission for waste management facilities. This could mean it takes longer for them to get up and running.

APPENDIX 3 – SITE WASTE MANAGEMENT PLAN

Document Control Sheet Project Name:

North Sprowston and Old Catton

Project Ref:

24109

Report Title:

Site Waste Management Plan

Doc Ref:

R1/rev01

Date:

July 2012

Name

Position

Signature

Date

Prepared by:

Jonathan Riggall

Associate

June 2012

Reviewed by:

Jenny Allen

Principal Scientist

June 2012

Approved by:

Keith Mitchell

Chairman

July 2012

For and on behalf of Peter Brett Associates LLP

Revision

Date

Description

Prepared

Reviewed

Approved

Rev1

June 2012

Site Waste Management Plan

Peter Brett Associates LLP disclaims any responsibility to the Client and others in respect of any matters outside the scope of this report. This report has been prepared with reasonable skill, care and diligence within the terms of the Contract with the Client and generally in accordance with the appropriate ACE Agreement and taking account of the manpower, resources, investigations and testing devoted to it by agreement with the Client. This report is confidential to the Client and Peter Brett Associates LLP accepts no responsibility of whatsoever nature to third parties to whom this report or any part thereof is made known. Any such party relies upon the report at their own risk. ÂŠ Peter Brett Associates LLP 2012

CONTENTS 1

Context of Development and Construction Waste Management

SWMP Responsibilities 32

Waste Management Options

1. CONTEXT OF DEVELOPMENT AND CONSTRUCTION WASTE MANAGEMENT 1.1 North Sprowston and Old Catton Development This outline site waste management plan (SWMP) for Planning has been prepared to accompany a planning application by Beyond Green Developments Ltd for a sustainable development at North Sprowston and Old Catton known as â&#x20AC;&#x153;NS&OCâ&#x20AC;?.

1.3 Development Description The site is being promoted as a residential led mixed use development. The proposed development places a strong emphasis on the creation of a sustainable community. The site is being promoted as a residential led mixed use development. The proposed development places a strong emphasis on the creation of a sustainable community. The development schedule of the scheme is shown in Table 1.1 below:

Use Class

Gross Internal Area (sq m)

Retail

Up to 8,800

B1 (a, b, c)

Employment

Up to 16,800

Hotel

Up to 1,000

Residential

Up to 3,520 (units)

Community

Up to 2,000

Primary Schools

Up to 5,000

Table 1.1: Maximum floor space schedule

This document sets out the principles and strategy for the construction phase of the development. The strategy is based on the requirements set out in national and local policy requirements, and takes account of the National Planning Policy Framework (NPPF).

1.4 Background to Construction Waste Minimisation 30

Every year the construction industry produces 1.45 tonnes of waste for every person living in the UK and is the single largest UK waste stream, producing over 20% of all hazardous waste and 20% of fly-tipped waste. It is because of this that construction waste generates resource constraints on both the natural and physical environment. Construction waste can account for up to 5% of a project’s value. It is therefore financially prudent to reduce the volume of waste being generated on building projects through strong construction waste management practices. The key to minimising waste on construction projects is to ensure that site engineers, surveyors, planning and procurement experts accurately assess the quantity of materials required and the potential for their re-use and recycling both on and off site is devised up front. Construction waste management is an important tool for all stakeholders to help prevent waste and reduce costs for developments of all sizes. The Regional Environment Strategy for The East of England (July 2003) commits to “reduce the global environmental impact” of the region. This involves an aim to “reduce the amount of waste it produces and increase the amount of waste recovered under the waste hierarchy”. The “Waste Hierarchy” is explained in paragraph 3.1.1 of this document. In England and Wales, as of April 2008, there is a requirement to manage construction waste through the use of a SWMP as legislated in the SWMP Regulations 2008. These regulations set out the framework for managing construction waste. The principle of the SWMP will be to set out the: • • • • • • •

responsible persons; training and management structure; guidance for identification of waste streams; potential options for reuse and recycling of waste; duty of care of contractors; site and materials management; and a system for regular waste performance monitoring and reviews for all projects.

1.5 NS&OC SWMP This document sets out principles for the NS&OC SWMP. The SWMP structure and format will follow the regulatory requirements set out in the recent Site Waste Management Plan Regulations, 2008. The final SWMP should be formulated between the Client and the Principal Contractor of the project. Importantly the SWMP will form a tool kit of information for the client, principal contractor and their subcontractors to utilise in order to manage waste effectively. This document is set out in two further chapters: • Chapter Two – Responsibility: defines who, where and when site waste management activity and responsibility should be held by. By defining responsibility a greater waste reduction impact will be achieved; and • Chapter Three – Waste Management Options: the waste hierarchy and minimisation statement will be defined for the site. On site reuse and recycle options will be explored and off site waste facilities listed. A strategy should be adopted by the project management team to progress with the SWMP from cradle to grave. For the purposes of this preliminary strategy the chapters are presented in draft. Once the development scheme has been produced in more detail during the detailed design/reserved matters process a SWMP can be devised. In order to obtain the best strategy for the site, the processes and options set out for the development will consider the site’s location and the future use of the development. Where possible, infrastructure set out for the SWMP will be utilised for the life span of the development. 31

By combining all of these waste related issues waste resource management will be streamlined. A well prepared SWMP with a strong supporting structure will reduce costs associated with waste on any project.

2. SWMP RESPONSIBILITIES 2.1 Introduction In order to achieve success in waste minimisation and management practices a clearly defined list of responsibilities is required. By defining responsibilities across all levels of the project management team a common goal can be sought, with individuals named to deliver all aspects of the SWMP.

2.2 The Client The overall responsibility for construction waste management should be assumed by the client. The client should make sure that all contractors engaged in the project have an obligation to reduce the quantity of construction waste likely to be produced. This lead role can be initiated through the project tendering process. Making waste reduction a key issue in all packages of work including design, procurement as well as during construction and demolition will significantly increase the project’s potential success in this area.

2.3 Architect and Design Team The architect should take responsibility for “designing out” waste in the design of the development. Detailed estimates of material specification and purchase volumes should be undertaken under responsibility of the quantity surveyor to ensure reduction of waste from over ordering and incorrect ordering. The design team should give consideration to potential opportunities for designing waste management strategies such as incorporation of a waste platform, into the build.

2.4 Materials Procurement Manager The materials procurement manager should take responsibility for defining materials for purchase that contain recycled content, have low or no packaging and for purchasing materials from those suppliers that have a “buy–back” strategy for unused materials, where possible, or use returnable packaging. The materials procurement manager should also take responsibility for assigning appropriate waste management contractors, ensuring they are suitably licensed and approved and that they are aware of, and in compliance with their duty of care obligations.

2.5 Principal Contractor The principal contractor will be charged with responsibility for management of all waste streams during development. This will involve responsibility for the waste segregation, storage and collection regime on-site, ensuring all sub-contractors are aware of the SWMP specification and for monitoring and auditing of the SWMP process.

2.6 Sub-contractors 32

Sub-contractors are responsible for compliance with the SWMP in use, for adoption of good practice in waste management and efficient materials storage and use.

2.7 Local Authority In order for waste management to be effective, agreement of the waste management plan should be sought with the local authorities up front.

3. WASTE MANAGEMENT OPTIONS 3.1 Introduction A hierarchy of waste management shall be adopted for the SWMP. The hierarchy in order of merit are: • waste prevention through good design and procurement mechanisms; • material reuse to provide innovative design features to the development to use materials in their current state and form (for example removing all doors and using them in new buildings). Alternatively where materials can remain in their original form but be reused by a third party elsewhere (for example roof tiles won on site being used on building roofs off site); • material Recycling by using materials won on site and recycling them into an alternative form that can be used for any construction purposes (for example crushing concrete for road construction material). Alternatively where material won on site are taken off site to material recycling facilities to be processed and used in another form (for example scrap metal being reformed into useable material); and • disposal – the least preferred option where the waste stream would be subject to a final disposal route such as landfill or incineration. Some waste streams will inevitably end up with such a solution (for example asbestos). It is expected that NS&OC will target zero construction waste to landfill. All waste management options at the site have to consider the site’s location, natural environment, and available infrastructure. The options presented are required both to produce waste reduction mechanisms and, by following the separate code of construction practice document, satisfy health and safety and environmental protection requirements. The waste management options will review each of the waste hierarchy stages and assess which materials are suited to each stage. For material use and disposal off site, a review of waste management companies will be undertaken to assess the capacity for certain materials to be recovered.

3.2 Waste Management Operators The waste hierarchy will be taken into account, where reuse takes priority over recycling and where solutions closer to the site take priority to those further away. The logistics of using each operator will be accounted for as will the operators’ processing or disposal capacity. Targets for waste management contractors will be agreed before construction activities start and regulatory information for each agreed waste management operator will be confirmed.

3.3 Reuse, Recycling and Disposal Options

A review of the available methods for reuse, recycling and disposal of identified waste streams will be undertaken prior to construction and a list of likely operators prepared to deal with the different waste streams to environmental best practice. Development of possible targets for reduction, reuse and recycling of waste, to be used in monitoring the success of the SWMP will be undertaken. These will align to NCC waste score strategy DM11 – sustainable construction. These will provide the project with a framework to manage the waste arisings over the demolition and construction phase of the development.

3.4 Management of Construction Materials and Waste On-Site The following actions will enable waste to managed efficiently on site: • identify an area of the site to be set aside for storage of new materials and for waste management and segregation; • identify measures to be put in place to deal with expected and unexpected hazardous waste; • evaluate the use of materials required, throughout construction, to avoid future over-ordering. Investigate the potential for returning unused materials to the supplier or reusing on another job; • investigate the potential for use of secondary or recycled materials in construction wherever possible; • investigate possibility of returning unwanted packaging from materials to the supplier for reuse or recycling; • outline the requirements for segregation of waste streams and clear labelling of skips/ containers for waste; and • demonstrate compliance with “Duty of Care” procedures through provision of transfer notes, checking authorisation of registered carriers, registered exempt sites and licensed waste management facilities. It is assumed that some level of earthworks will be required on site if only to allow for the provision of foundations and amenities, therefore waste will definitely arise. Excess arisings from the earthwork phase may include soil (top and sub soils), sands, gravel and foundation debris. It is recommended therefore that a Materials Management Plan be prepared, under the umbrella of the SWMP, to effectively manage the excavation, storage and reuse of earthworks arisings on-site. Current best practice for the storage and reuse of materials arisings from earthworks is detailed in industry guidance from CIRIA: C52810 and C52911. By managing “cut and fill” operations on a site, it is reasonable to commit to exporting zero waste excavation arisings from the site. This will result in reduced disposal costs and reduced financial and environmental costs for importing virgin material for on-site landscaping. Another method of improving efficiency while reducing waste and driving down costs is to prepare a Materials Logistics Plan (MLP) for the project during the planning process. This plan will cover management of materials on-site from design to construction phase (including supply routes, handling, storage, security, use and reuse, recycling and disposal) through to project demobilisation and completion. The main types and quantities of materials required for the development will be listed and estimated in order to assess potential for sourcing materials in an environmentally responsible way, for example by using recycled local sources. By reducing the consumption of new materials, using recycled or secondary resources, and appropriately managing the imported volumes, the construction process is approached in a more sustainable manner and the scope for waste generation during the construction phases can be reduced.

http://www.ciria.org/acatalog/C528.html

http://www.ciria.org/acatalog/C529.html

The Considerate Constructors Scheme is a national initiative to improve community relations and the environmental performance of construction sites. In procuring construction materials, green purchasing policies and specifications could be applied, for example: • • • • •

supply of timber from well managed or sustainable sources; use of suppliers with proven environmental awareness and performance; use of recycled materials where possible; request suppliers to provide re-usable packaging / minimise packaging; and request materials to be sourced locally where possible.

3.5 Monitoring, Auditing and Validation of SWMP During the construction process it is important to develop the SWMP further. This should include developing: • an action plan to measure the quantities and types of waste being produced and to compare to predictions made in the waste materials audit; • a plan to check and monitor agreed waste management procedures on a regular basis. Plan to produce regular reports on waste quantities, treatment/ disposal routes and costs incurred; and • a plan to update the SWMP if circumstances change and record the process. Keep track of problems that occur during the project to refine the process in future.

APPENDIX 4 – WASTE MANAGEMENT TECHNOLOGY ASSESSMENT Alternative Waste Collection Options Underground Waste Storage Systems (UWSS) have been developed to address aesthetic issues of public litter bins and improve waste stream segregation. Typically UWSS are used in public places where typical surface council managed bins offer public opportunities to throw incidental litter in a bin rather than litter the streets. As UWSS are below ground, temperatures stay low reducing odours during summer months or warmer years. They can be collected by a single operator but depend on the waste collector (usually the local authority or its contractors) having the appropriate vehicle, which is an additional expense. In addition UWSS can be used for “end of street” collection where each household takes their waste to the end of the street rather than disposing of their waste in their traditional wheeled bins. There are significant human behaviour change issues with “taking one’s waste out” beyond the boundaries of a home in the UK. BDC currently do not require UWSS. Single Material or Kerbside Sorting Collections offer additional method of waste collection other than comingled collection currently being undertaken by BDC. Single material collection offers easy bulking for direct sale to a processor. Due to the wide variety of recyclable products single material collection is often seen as a limited approach to waste reduction. Kerbside sorting allows for specialist operatives and collection vehicles to undertake sorting from co-mingled collection scheme at the source. A generalised MRF is then not necessarily needed and a higher quality of material is collected. This system is labour intensive and more costly when compared to co-mingled. Neither of these collection methods have been adopted by BDC, and are therefore are not considered appropriate for the site, as the required infrastructure would not be suitable to the local authority’s needs. Envac12 have generated a semi vacuum collection system that uses a network of underground pipes which “suck” waste from collection points (bins) and mechanically sorts the waste to material recycling centres. Such a system reduces the need for collection vehicles, replaces communal waste storage areas, frees up development space and help increase recycling capacity. These systems require investment in both the infrastructure and operation of the activities. Operation costs are increased with the need to supply electrical energy for the vacuum system. A waste vacuum system is not considered economically viable for the site and therefore hasn’t been considered further.

Waste Recycling and Management Options Bring sites or Household Waste Recycling Centres (HWRC’s) are areas where a local community can bring segregated waste types and deposit them in bottle banks, clothing bins, paper banks etc. A centralised HWRC reduces the expense on waste collection authorities in collecting different materials from households. It is recognised though that the levels of recycling is diminished by a populations need to travel to the facilities. In addition HWRC’s become slightly redundant with high recycling service provision by local authorities, with a population not needing a “tip to the HWRC” at the weekend. Discussions on such facilities will continue with BDC and NCC as the NS&OC progresses to agree requirements for bring to sites. Material Recycling Facilities (MRF) are mechanical facilities that sort co-mingled waste streams and tend to be larger the that typical HWRC covering a greater number of waste sources. The mechanical process or manual picking separates materials according to their physical properties using equipment such as magnets, screens and trommels. Due to the wide range of materials collected MRF have developed advanced

http://www.envac.net/frameset.asp

equipment capable of separating wastes such as glass and plastic from paper or mingled soft and hard plastics. Guidance for the design of modern MRFs is well documented from both WRAP and DEFRA including costing tools for scales of development. Typically MRFs are housed in sheds controlling visual, noise and odour issues. These sheds can occupy a plot area ranging from 0.5 hectares taking 50,000 tonnes of waste per annum to 3 hectares taking 300,000 tonnes per annum. MRFs are fundamental in a waste authority’s strategy for dealing with municipal waste. Due to the size of an MRF and that NS&OC is not a strategic site within the NCC waste core strategy it is unlikely that a MRF would be developed on site. Aerobic Digestion (or composting) is a biological process in which biodegradable waste is decomposed by micro organisms in the presence of oxygen. The process requires control of temperature, moisture, oxygen, material porosity and nutrients. The quality of the compost from an aerobic digestion process is increased when segregated waste sources are used. The resulting composts are typically used in garden applications. Aerobic digestion can take the form of “windrow” or in-vessel. Windrow techniques are well established and are a low cost waste recycling method. Typically the application of windrow occurs outside (although can be housed) and therefore has associated air, odour and noise issues, which may be a potential concern in an urban setting. Windrow techniques are only suitable for green wastes. In-vessel composting allows accelerated composting conditions to occur increasing the speed of achieving the biodegradable waste recycling in a shorter space of time. In-vessel composting offers benefits of reducing biological municipal waste to landfill and is therefore an attractive proposition to a local authority. In addition, in-vessel composting can digest food and animal products. Aerobic digestion facilities can be scaled to take low volumes of waste and typically they are not used for town sized waste streams but with associated processes (see mechanical biological treatment below) can be scaled to take around 100,000 tonnes per annum. NS&OC is not a strategic site within the NCC waste core strategy it is unlikely that an aerobic plant designed to take county wide municipal waste would be developed on site. Anaerobic Digestion (AD) is a biological process in which biodegradable waste is decomposed by microorganisms in the absence of oxygen. An AD system will decompose biological municipal waste (BMW) into ‘digestate’ and biogas. The production of biogas (methane and carbon dioxide) is attractive as it can be burned to produce electricity or used in heating systems. At the time of writing electricity generated from AD plants obtain Ofgem renewable obligation certificates which can be sold to energy suppliers to form a source of income. AD technologies are common on the continent and it is anticipated that the application of AD to reduce BMW will increase in the UK especially in relation to specific single constituent waste streams such as agricultural slurry, sewage, abattoir wastes and food wastes. AD generates both digestate and a liquor that require further treatment prior to reuse as compost. AD plants can be scaled to manage small specific single waste streams or large volumes. There are very few large AD plants operational taking town sized waste streams. NS&OC is not a strategic site within the NCC waste core strategy it is unlikely that an AD plant designed to take county wide municipal waste would be developed on site. Mechanical biological treatment (MBT) facilities comprise of a number of other waste management technologies under one roof. Typically MBT facilities will contain MRF, sorting and composting technologies. MBT will always contain both a mechanical process and a biological process. MBT therefore complements other waste management technologies such as composting or recycling rather than replacing them. An MBT plant can be configured into local or regional requirements. Often MBT facilities are used to generate refuse derived fuels (RDF) and can often be the centre point of a resource park development. RDF can be used for solid fuel CHP applications. MBT plants can be scaled depending on the waste catchment area. A small MBT plant would generally take 20,000 to 50,000 tonnes per annum where as larger facilities could take up to 600,000 tonnes per annum. The facility would take up to 1 to 5 hectares of land. Due to the 37

size of an MBT plant and that NS&OC is not a strategic site within the NCC waste core strategy it is unlikely that a MBT would be developed on site. Mechanical heat treatment is a technology where heat (usually as steam) and pressure are used to sterilise and clean waste. The purpose of this process is to turn waste items into a form that can be more readily recycled. Plastics, metals and glass are generally cleaned for onward recycling and other materials such as fabrics, paper and card are shredded to form refuse derived fuel (RDF). The technology is used in the USA and has limited success to date in the UK. There are only small scale demonstrator facilities in the UK and therefore scale and capacity is difficult to draw on. Due to the size of an MHT and that NS&OC is not a strategic site within the waste core strategy it is unlikely that a MHT would be developed on site. Thermal treatment involves the incineration of untreated waste or RDF. The oxidised waste streams are heated to around 850 °C where they are converted to mainly carbon dioxide and water. Incombustible elements such as glass, metal and stone are left in the incinerator bottom ash and collected for recovery. There are over 20 thermal treatment plants in the UK all recovering energy from waste, but significantly more planned for regionally. Due to the capacity to recover energy this treatment method is likely to be a key method for local authorities to reduce municipal waste entering landfill. Modern facilities work on a ‘moving grate’ principle. These plants can take up to 600,000 tonnes per annum but typically capacity to take between 100,000 to 350,000 tonnes per annum. There are thermal treatment facilities available that take around 60,000 tonnes per annum. Typical thermal treatment plants can be between 1 to 5 hectares in size depending on capacity etc. Fluidised bed technologies can also be used in thermal treatment plants where hot gases are used to drive processed and homogenised waste over a “bubbling bed” of sand/silica. This technology is often used to recover energy from sewage. NS&OC is not a strategic site within the NCC waste core strategy it is unlikely that a thermal treatment (or indeed advanced thermal treatment, discussed below) plant would be developed on site, especially due to plans at Kings Lynn. Pyrolysis is a medium thermal treatment technology where waste is broken down under the action of heat without oxygen. Only carbon containing wastes can be pyrolysed. Waste will required pre-treatment therefore to remove non-organic fractions. RDF is often therefore used in Pyrolysis plants. The waste streams are broken down to produce a syngas. Syngas (which can be formed to an oil) can be used in engines to generate electricity. From 1st April 2009 electricity generated from pyrolysis would receive renewable obligation certificates from Ofgem making the development of pyrolysis plants a more bankable technology. Gasification is similar to pyrolysis but oxygenates the system by adding air or oxygen and water. Renewable obligation certificates are also available for gasification. Both pyrolysis and gasification are not widely used on a commercial scale in the UK and they are typically small, accepting between 30,000 to 60,000 tonnes per annum and occupy plot areas of between 0.5 hectare and 1 hectare.