Joint Municipal WasteManagement Strategyfor Merseyside 2008Headline Strategy

Members of the Merseyside Waste Partnership

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Executive Summary

1. Introduction1.1 What is the Purpose of this Update?1.2 Who is the Merseyside Waste Partnership?1.3 How is the Municipal Waste Management Service Delivered?1.4 Why do we need a Strategy?1.5 Scope of the Strategy1.6 Structure of the Strategy1.7 Consultation Process

2. Setting the Scene2.1 European Policy and Legislation2.2 National Policy and Legislation2.3 Regional Policy2.4 Local Policies / Targets2.5 Local Planning2.6 Sustainable Development

3. Aims And Objectives

4. Working Together4.1 Partnership Working4.2 Working with Stakeholders

5. Communications and Education5.1 Communications Strategy5.2 Education and Awareness Raising Activities

6. Enforcement

7. Wider Wastes

8. What Makes up our Waste?

9. Current Infrastructure

10. Procuring New Infrastructure and Services

11. Waste Prevention

12. Recycling And Composting12.1 Kerbside Collections for Recycling and Composting12.2 Development of HWRCs12.3 Bring Banks12.4 Quality of Secondary Materials

13. Waste Treatment and Disposal

14. Getting Our House in Order

15. Monitoring and Review of the Strategy

Annex 1: List of Recommendations

Glossary of Terms and Abbreviations

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Main image: BidstonMoss CommunityWoodland

Executive Summary

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This Joint Municipal Waste Management Strategy(JMWMS) sets out the guiding principles for thedelivery of the waste management service inMerseyside, over the period 2008 – 2020. TheStrategy represents the direction taken by theMerseyside Waste Partnership (MWP), and so isthe agreed view of the following authorities:· Knowsley Metropolitan Borough Council· Liverpool City Council· Merseyside Waste Disposal Authority· Sefton Metropolitan Borough Council· St Helens Metropolitan Borough Council· Metropolitan Borough of Wirral

It is an update of the previous JMWMS, publishedin 2005, designed to bring the Strategy in linewith subsequent changes in legislation, policyand performance. The original aims andobjectives have been retained as have all keypolicies and targets, unless superceded byexternal factors or new data. New commitmentsand recommendations have been added to theStrategy in the light of good practice, an analysisof the ‘sustainability’ of the Strategy and recentdevelopments. The aim of the Strategy is to‘improve the sustainability of municipal1 wasteproduced on Merseyside using the wastehierarchy’ and to ‘continuously improve theservices we provide in terms of efficiency,

effectiveness andeconomy’.

Recent AchievementsMerseyside has made significant strides inperformance in recent years and these arereflected in improved recycling and compostingrates which have risen from around 13% in 2004/5to a pooled MWP target of 26% for 2007/8. TheMWP has also been nationally recognised forwaste prevention initiatives. MWP has also beensuccessful in gaining approval for £90m of CentralGovernment Private Finance Initiative (PFI) creditsfor a residual waste Resource and RecoveryContract, to offset the costs of the significantinfrastructure development required to meet thechallenging targets to divert biodegradablemunicipal waste from landfill.

Working TogetherThe local authorities within the MWP have astrong track record of working together for thebenefit of residents in Merseyside for examplethrough the pooling of recycling targets and jointinitiatives on home composting, tackling junkmail etc. They signed a Memorandum ofUnderstanding (MOU) in 2005 and are seeking toformalise some joint working arrangementsthrough legal documents known as Inter-Authority Agreements (IAA). The MWP hasrecently expanded to include Halton BoroughCouncil, which has a separate but alignedStrategy and are working together in key areassuch as procuring use of residual waste recoveryinfrastructure. The Partnership authoritiesalready have good links with the community andprivate sectors through the current delivery ofthe waste management service and are seekingto expand these relationships and also to engagewith industry and commerce about improving themanagement of their waste.

Behavioural ChangeAnother important emphasis in the JMWMS isthe need for behavioural change and takingresponsibility for managing our wastes moresustainably at an individual, company andinstitution level. It also includes preventing wastearising in the first place as well as makingrecycling systems more accessible andcomprehensive to enable citizens to participatein the schemes. The JMWMS explains how

communications and education strategies willenable the key messages to be conveyed to theresidents of Merseyside to help supportbehavioural change to meet the more demandingtargets within the Headline Strategy. Enforcementissues are also discussed to underpin theimplementation of the Strategy and tackle anymisuse of the service.

New elements of the JMWMS are the commitmentsby the MWP to improve the management of theirwastes (from Council offices etc) and to use andprocure resources more sustainably.

Waste PreventionA range of waste prevention initiatives have beenproposed through the separate Merseyside WastePrevention Strategy 2008. This includes continuingsupport for home composting, real nappies, SwapDays, junk mail schemes and developing morere-use and refurbishment of waste goods throughpartnership with the community sector. The onlykey target altered in the JMWMS update is thatof waste growth. This was revisited in the lightof new waste growth projections and thesignificant resource identified through increasedwaste prevention activity. The estimates ofcombined Municipal Solid Waste (MSW) growthacross the MWP are +0.6% per annum initially,reducing to +0.2% in 2015.

Recycling and CompostingThis Strategy sets very challenging targets forrecycling and composting representing acombined MWP rate of 33% of household wasterecycled or composted by 2010, 38% by 2015 and44% by 2020. A new Household Waste RecyclingCentre (HWRC) is to be developed in Liverpool toimprove the coverage of these services toresidents, and a new contract is being let for therunning and development of the HWRC serviceacross the Partnership. One aspect of this serviceis the need to improve recycling performance atthe Centres.

Recovery, Treatment and DisposalAfter waste prevention, re-use, recycling andcomposting have taken place a residual fractionof waste remains. This element currently is sentto landfill, however legislation sets (reducing)limits on the amount of Biodegradable MunicipalWaste (BMW) that can be sent to landfill, and sothe Merseyside Waste Disposal Authority isprocuring alternative waste processes to treatresidual waste. The specific technology will besubject to the availability of options deliveredthrough the current Procurement Process (i.e.what the market can deliver at an affordable cost

whilst meeting or exceeding the ambitions of thisStrategy and the contract documentation), andit is anticipated that the waste treatment recoveryfacilities will be in place in 2013/14.

Sustainability of the JMWMSThe JMWMS has been the subject of a detailedSustainability Appraisal2, the findings of whichhave been incorporated into the Strategy. A keyfactor in the environmental sustainability of theStrategy is the focus on reducing greenhousegas emissions from the service and thereforereducing impacts on climate change. There area series of new national performance indicatorson climate change to be used by local authoritiesin reporting their activities, in addition to threenew national waste management indicators:Residual household waste per head; Householdwaste recycled and composted; and Municipalwaste landfilled.

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1 Municipal waste is waste under the possession or control of theWaste Collection or Waste Disposal Authorities (or their agents).2 The purpose of Sustainability Appraisal is to promote sustainabledevelopment through the integration of social, environmental andeconomic considerations.

Overview:This Section explains what is covered bythe Joint Municipal Waste ManagementStrategy (JMWMS) for Merseyside and theroles and responsibilities of thoseimplementing the Strategy. It also describeshow the Strategy is set out and the purposeof this update to the JMWMS.

This is the updated Joint Municipal WasteManagement Strategy (JMWMS) for Merseyside3;it explains the roles and responsibilities for themanagement of municipal waste in Merseyside.It provides a strategic focus and sets out thepolicies and targets to deliver the national,regional and local objectives and requirementsfor the management of municipal waste inMerseyside. This document updates the previousJMWMS published in 2005 and indicates thedirection the Merseyside Waste Partnership(MWP) is taking with regard to delivery andplanning of the municipal waste managementservice.

1.1 What is the Purpose of this Update?The 2005 JMWMS was not intended to be a staticdocument and to ensure that it remains fit forpurpose it requires updating and modifying toreflect changes in legislation, circumstance andnew developments in waste treatmenttechnologies.

The focus of this current update is to ensure thecontent of the Strategy reflects present data,specifically in terms of waste arisings, wastegrowth, and current levels of performance. Inaddition the update takes into consideration keyMWDA/MWP projects and also the ProcurementProcess currently underway to develop new, moresustainable, options to manage Merseyside’swaste. The update ensures policies, options andactions are deliverable, challenging andappropriate and give regard to the ever-changingand evolving local, regional, national andEuropean waste and resource managementagenda.

It is essential that the update remains consistentwith the original Strategy in order to support theongoing Procurement Process. Therefore theaims and objectives of the 2005 JMWMS remainthe same and recommendations have only beenamended if superseded by other policy, goodpractice and performance. A number of newrecommendations have been developed whereappropriate; as a result of the findings of theSustainability Appraisals (refer to Appendix Onefor more information on the SustainabilityAppraisal of the updated Strategy).

The 2005 JMWMS recommended that a full reviewof the Strategy should take place every five years.The full review can amend or change aims,objectives and targets of the Strategy. This willbe subject to a Strategic EnvironmentalAssessment and public consultation. It is theintention that this will take place in 2010 and the2008 update will be the basis for this moredetailed review.

1.2 Who is the Merseyside Waste Partnership?The Merseyside Waste Partnership (MWP) wasestablished in 2005, comprising of the five DistrictCouncils of Merseyside (Knowsley, Liverpool,Sefton, St Helens, and Wirral) and the MerseysideWaste Disposal Authority (MWDA). All membersof the Partnership have responsibilities for theeffective delivery of sustainable4 municipal wastemanagement in Merseyside and work togetherto meet the increasingly challenging municipalwaste management obligations now facing alllocal authorities in the UK.

In 2006 the Partnership expanded to includeHalton Borough Council5 and whilst Halton areactively engaged in establishing wastemanagement solutions with the MWP to delivershared waste management systems, the JMWMSfor Merseyside and the waste managementstrategy for Halton have not been merged.Therefore the focus of this update remains theoriginal members of the MWP6. It is anticipatedthat the next scheduled review of the JMWMS in2010 may provide the ideal opportunity to producea joint Partnership Strategy which includesHalton.

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1. Introduction

1.3 How is the Municipal Waste ManagementService Delivered?There are distinct roles within the MWP regardingwaste management. Each of the five DistrictCouncil Partners are Waste Collection Authorities(WCAs), responsible for the waste collectionservice within their District. They are alsoresponsible for implementing appropriateobjectives to reduce and recycle/compost wasteat the local level.

The Merseyside Waste Disposal Authority is thestatutory Waste Disposal Authority (WDA),responsible for the treatment and effectivedisposal of waste for Merseyside’s residents.They offer a range of services including:

· Taking the lead in developing and co-ordinatingthe JMWMS

· Managing the waste collected by the fiveMerseyside District Councils

· Managing the waste delivered to 14 HouseholdWaste Recycling Centres (HWRCs) byhouseholders

· Undertaking environmental monitoring,maintenance and restoration of seven closedlandfill sites previously used by MWDA and itspredecessors

· Providing facilities for the acceptance, treatmentand disposal of waste and recyclables collectedby the Districts

· Promoting waste minimisation and re-useactivities

1.4 Why do we need a Strategy?MWDA and the Merseyside Waste CollectionAuthorities are required by law7 to produce a jointstrategy for the management of Merseyside’smunicipal waste. This Strategy needs to take intoconsideration European, national and regionalpolicy and also the requirements of legislation.A key element is a recognition that the disposalof waste in landfill sites is unsustainable, a wasteof limited resources and contributes to climatechange through biodegradable materials breakingdown to be released as greenhouse gases. TheStrategy represents a sustainable wastemanagement solution, clearly identifying howthe MWP intends to manage its municipal solidwaste. The Strategy aims to progress the MWPtowards improved recycling and compostingtargets and the recovery of waste and diversionfrom landfill. It introduces more efficient optionscentred on good practice in sustainable wastemanagement.

Nationally the amount of waste being producedcontinues to grow, although the rate of growthhas slowed over the last few years. Merseysidefollows a similar trend with 856,399 tonnes ofmunicipal waste produced in 2006/78 withgenerally static growth over the last three yearsfor the Partnership as a whole. A high prioritycontinues to be given to waste minimisation,recycling, composting and recovery (e.g. gettingenergy from the waste), making disposal in landfillsites the last resort.

Joint Municipal Waste Management Strategy (JMWMS)for Merseyside Headline Strategy

Figure 1: Structure of the Strategy

Sustainability Appraisals Of District Council Action PlansAppendix Seven: Knowsley Metropolitan Borough Council

Appendix Eight: Liverpool City CouncilAppendix Nine: St Helens Council

Appendix Ten: Sefton Metropolitan Borough CouncilAppendix Eleven: Metropolitan Borough of Wirral

Appendix One: Sustainability Appraisal for JMWMS

District Council Action Plans (DCAPs)Appendix Two: Knowsley Metropolitan Borough Council

Appendix Three: Liverpool City CouncilAppendix Four: St Helens Council

Appendix Five: Sefton Metropolitan Borough CouncilAppendix Six: Metropolitan Borough of Wirral

JMWMSSupplementaryReport One:Waste PreventionStrategy

JMWMSSupplementaryReport Two:Legislation andPolicy

JMWMSSupplementaryReport Three:Data andProjections

JMWMSSupplementaryReport Four:PartnershipInformation

JMWMSSupplementaryReport Five:Service DeliveryArrangements

JMWMSSupplementaryReport Six:Waste ArisingStudy

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1.5 Scope of the StrategyThe JMWMS for Merseyside covers the sub-region of Merseyside and deals with the strategicvision for managing municipal wastes in asustainable manner, for the period of 2008 –2020.

The focus of the strategy is municipal waste (alsoknown as Municipal Solid Waste, MSW); wastesunder the control of the local authorities. Themajority of this type of waste comes from thehousehold, but there are also some elementsfrom commercial and industrial sources. NationalGovernment has recently emphasized thepotential for providing new waste managementfacilities which can accept both municipal andother wastes (e.g. commercial wastes) to providea more complete infrastructure for wastesmanagement. Section 7 in this Strategy considerssuch ‘wider wastes’.

1.6 Structure of the StrategyThis Headline Strategy document sets out thekey principles of the JMWMS for the MWP. Itincludes the policies, aims, objectives, and targetsfor the management of wastes and resources inthe Merseyside area from 2008 – 2020. It issupported by District Council Action Plans(DCAPs), and a series of Supplementary Reportsas illustrated in Figure 1.

The DCAPs are the delivery mechanismsascribing responsibilities, interim targets and

performance aims in order to meet the headlinetargets and policies described within the HeadlineStrategy. Each of the District Councils has anAction Plan, which is regularly reviewed andupdated, detailing the current operationalpractices and intentions of the authorities todevelop the service over the short to mediumterm. There is a separate Strategy covering allthe Partners in relation to waste prevention andre-use (Supplementary Report 1).

1.7 Consultation ProcessConsultation with the public across Merseysideprovides the valuable link between the Authority’swork and the developments and changes it needsto put in place to manage waste in the future.MWDA undertook extensive consultation duringthe development of the 2005 JMWMS and thisconsultation has been ongoing as part of theprocess of establishing new long-term contractsfor managing waste in Merseyside.

The consultation process has included the useof opinion polls and Citizens Juries. In additionthe website and media have been extremelyuseful tools to supply information to a wide rangeof stakeholders.

The extensive public consultation undertaken in2005 to support the development of the originalJMWMS clearly found support for the aim torecycle at least 40% of household waste and toreduce the amount of waste generated9. In

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Otterspool HouseholdWaste Recycling Centre

addition there were high levels of support forhome composting and comprehensive kerbsiderecycling collections. Support was also shownfor Mechanical Biological Treatment for energyrecovery with high rate recycling and somelandfill.

Recent public consultations have been linked tothe development of new facilities to managewaste generated in Merseyside and include:

· Public consultation for a planning applicationfor an In-Vessel Composting Facility at Gillmoss,Liverpool

· Public consultation in partnership with OrchidEngineering for Department for EnvironmentFood and Rural Affairs (DEFRA) NewTechnologies Demonstrator Facility at Huyton,Knowsley

· Public consultation for Sefton MeadowsHousehold Waste Recycling Centreredevelopment, and

· Public consultation for proposed new Holt LaneHousehold Waste Recycling Centre, Netherley,Liverpool.

An extensive and detailed public consultationprogramme that will cover planning applicationsand associated communications for a range ofnew waste management and processing facilitiesas part of MWDA's Procurement Programme isproposed for 2008/09. In addition to the scheduled

programme of consultations linked to the newdevelopments, there is a requirement within theHousehold Waste Recycling Centre operationscontract for the contractor to conduct satisfactionsurveys to identify any actions for improvementto the service. This facilitates ongoing consultationand engagement with the public. A majorconsultation exercise will accompany the 2009/10review of the JMWMS.

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3 Merseyside comprises the following districts: Knowsley,Liverpool, Sefton, St Helens and Wirral. Halton Borough Councilalso forms part of The Mersey Partnership (TMP), as a memberof the Liverpool City Region, which has increasing importancein the development of Merseyside.4 Sustainable development is ‘development which can meet theneeds of the present without compromising the ability of futuregenerations to meet their own needs’, or ‘a better quality of lifenow and for generations to come’.5 Closer working with Halton is consistent with the City RegionPartnership.6 Halton has a separate Municipal Waste Management Strategy(MWMS) updated in 2008.7 The Waste Emissions Trading Act 2003 (WET Act).8 DEFRA waste statistics.9 The responses were based on an approx 12,000 sample witha total of 1613 (13.44%) returns.· 89.2% asked strongly agreed that we should we aim to recycle

at least 40% of our waste· 83.2% asked said we should reduce the amount of rubbish you

create· 64.6% asked said they would compost grass, hedge clippings,

vegetable peelings in their garden· 94.0% asked said they would separate out your recycling from

their refuse so it can be picked up at kerbside· 50.0% asked said they would separate and take recyclables to

a HWRC, bottle bank etc

New TechnologyDemonstrator, Knowsley

Overview:This Section explains the importantinfluences on the Strategy, which are mainlyderived from legislation and local, regionalor national policies. This policy andlegislation can often be led by Europeanand international developments as regardsthe environment and the issue of developingmore sustainably.

A summary of key European, national andregional targets is given in Table 1. Further detailis provided in Section 2 and Supplementary Report2 Legislation and Policy.

2.1 European Policy and LegislationThere is a broad and diverse range of Europeanpolicy and legislation governing and directing allaspects of waste management from treatmentand disposal options, to the management ofspecific waste streams. In addition to the formalDirectives which require implementation intonational legislation, the EU continues to produce

environmental action plans identifying priorityareas, supported by a number of ongoing‘thematic strategies’ including one consideringprevention and recycling of waste. This long-term strategy aims to help Europe become arecycling society that seeks to avoid waste anduses it as a resource. In addition, the contributionof sustainable waste management from wasteprevention through to waste disposal has beenidentified internationally as a key policy arearequiring action to reduce the overall gasemissions that contribute to climate change.

These policies and strategies have a direct impacton national and local waste management andinfluence the way in which municipal wastemanagement strategies are developed. Fulldetails of these policies and strategies areincluded in Supplementary Report 2.

2.2 National Policy and LegislationThe waste management agenda is moving atgreat pace at a national as well as Europeanlevel. In addition to implementing European policyand legislation, national policymakers have

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2. Setting the scene

Table 1: Summary of Key European, National and Regional Targets

Legislation

European LandfillDirective

Waste Strategy forEngland 2007

Regional WasteStrategy for theNorth West

Target

Reduce the amount of Biodegradable Municipal Waste (BMW) goingto landfill by:· 25% of 1995 levels by 2010· 50% of 1995 levels by 2013· 65% of 1995 levels by 2020

· Reduce residual waste (household waste not re-used, recycled orcomposted) by 29% in 2010 compared with 2000. Aspire to reduce levelsby 45% by 2020· Recycle or compost at least 40% of household waste by 2010· Recycle or compost at least 50% of household waste by 2020.

· Reduce growth in Municipal Solid Waste (MSW) across the Region to2% by end 2006; 1% by 2010; 0% before 2014· Recycle or compost household waste by 35% by 2010; 45% by 2015;55% by 2020· Recover value from MSW by 45% by 2010; 67% by 2015.

developed a wide range of legislation to controland direct the management of waste in a moresustainable and resource focused manner.

2.2.1 The Waste HierarchyA guiding principle of both national and Europeanwaste management is the Waste ManagementHierarchy. This identifies the best way to managewaste is not to generate it in the first place(prevention), followed by reusing, recycling andcomposting, and recovering energy from wastewhere practicable with disposal of waste beingthe least preferable option (Figure 2).

2.2.2 The Landfill Allowance Trading Scheme(LATS)The single biggest driver for change from thedisposal oriented strategy is the Landfill Directive,as implemented in England through the LandfillAllowance Trading Scheme (LATS) and associatedlegislation. Each waste disposal authority (e.g.MWDA) is allocated a tonnage of BiodegradableMunicipal Waste (BMW) permissible to bedeposited into landfill. This tonnage allocation isissued in the form of permits, and reduces eachyear. The permits may be traded with other wastedisposal authorities and their value is open tothe available market. There are fines of £150 pertonne of BMW landfilled over the amountpermissible under the Scheme.

2.2.3 Waste Strategy for England 2007The aim of the national waste managementstrategy is to break the link between economicgrowth and the environmental impact of wastewithin a context of: waste related emissionscontributing towards climate change; theunsustainable consumption of natural resources;

and, the need to move towards ‘one planet living’and sustain economic growth.Key objectives of the Strategy are to:

· Decouple waste growth from economic growthand put more emphasis on waste prevention andre-use

· Meet and exceed Landfill Directive diversiontargets for Biodegradable Municipal Waste(BMW) in 2010, 2013 and 2020

· Increase diversion from landfill of non-municipalwaste and secure better integration of treatmentfor municipal and non-municipal waste

· Secure the investment in infrastructure neededto divert waste from landfill and for themanagement of hazardous waste, and

· Get the most environmental benefit throughincreased recycling of resources and recoveryof energy from residual waste.

2.2.4 Performance IndicatorsLocal authorities have a statutory duty to securecontinuous improvement in their functions andPerformance Indicators are one measure ofdetermining performance. These have beenamended over time and a new set of NationalIndicators (NIs) has operated since April 2008.Local targets will be set through Local AreaAgreements (LAAs) and will include some coreindicators and others which may be includeddepending on the priorities and targets forindividual areas. The key National Indicatorsrelating to waste management from April 2008are:

· NI 191 Residual household waste per head

· NI 192 Household waste recycled andcomposted

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Figure 2: The Waste Hierarchy

Waste Prevention

Re-Use

Recycle / Compost

Energy Recovery

Disposal

Most Preferred

Least Preferred

· NI 193 Municipal waste landfilledIn addition there are a number of indicatorsrelating to climate change, which are indirectlylinked to waste management activities.

2.2.5 Specific Prevention, Re-use and RecyclingLegislationThe Waste Minimisation Act1998 enables localauthorities throughout the UK (except NorthernIreland) to take steps to minimise the generationof household, commercial or industrial waste.The Act gives recognition to the fact that localauthorities also have responsibilities to promotewaste minimisation. There is also legislation thatpromotes recycling through the Household WasteRecycling Act 2003. The Act requires WasteCollection Authorities in England to collect atleast two recyclable materials from households,separate from residual waste by 2010.Waste disposal authorities have also recentlybeen granted increased flexibility in issuing ofrecycling or re-use credits10 to parties undertakingthese activities, and therefore avoiding the costsassociated with disposal.

2.2.6 Landfill TaxAdditional charges are currently applied towaste going to landfill in the form of the LandfillTax. The extra costs levied in 2008/09 are £32per tonne; each financial year the landfill taxis predicted to rise by £8 per tonne per yearup to at least 2010/11 when the rate will be£48 per tonne.

2.2.7 Energy PolicyThere is a strong move to marry the energypolicies and waste policies in England. At presentlandfill gas generates the most renewable energyin England, although incineration with energyrecovery is also a significant generator.Renewable energy incentives11 are available forelectricity generated from certain wasteoperations.

A recent emphasis from Government has beenthe consideration of utilising heat generated bycertain recovery processes (e.g. incineration) inaddition to electricity generation to maximisethe efficiency of energy recovery. This is knownas Combined Heat and Power (CHP), andrequires a market and infrastructure to use theheat in particular. Where renewable energy canbe efficiently captured from wastes, this is seenas an environmentally sustainable approachand is increasingly encouraged in terms ofreducing emissions which would otherwise haveclimate change impacts, and also providingsecurity of supply.

The Government has also issued a new PlanningPolicy Statement (PPS) for Climate Change12

which requires local authorities to provide foron-site renewable energy and local communityenergy schemes to help cut carbon emissionsfrom new developments. It is the intention thatthis PPS will help speed up the shift to renewableand low carbon energy, by challenging councilsto do more to support delivery of local renewableor local low-carbon energy.

2.2.8 Planning PolicyPlanning Policy Statement (PPS) 10 provides aset of strategic decision-making principles thatshould be adhered to in the preparation of wasteplans. These principles are important for thedelivery of the Key Planning Objectives forsustainable waste management set out in PPS10.

2.3 Regional PolicyKey regional policies and strategies include theRegional Waste Strategy for the North West(2004); the relevant targets can be found in Table1. This Strategy is undergoing a review in 2008and this will need to be a consideration for theJoint Municipal Waste Management Strategy(JMWMS) review in 2010. The Regional SpatialStrategy (RSS) is currently under developmentand will contain a number of relevant policiesand targets relating to waste managementactivities across the region; once adopted thesewill become an important consideration in thedevelopment of the Merseyside WasteDevelopment Planning Document and will alsobe a key consideration for the JMWMS review.The Regional Economic Strategy (RES) includesa variety of objectives for developing sustainableeconomic growth across the region and includestargets to reduce CO2 emissions.

Liverpool City RegionThe Liverpool City Region13 includes all fivedistricts of Merseyside and Halton at its coretherefore covering the wider Merseyside WastePartnership (MWP) authority area. The strategicdevelopment of the Liverpool City Region is underthe overview of The Mersey Partnership. Thepriority areas in the City Region cover a broadrange of issues including those against whichthe JMWMS will make a contribution, such as a‘sustainable neighbourhoods and communities’priority. A number of boards are being establishedin 2008/09 including an Environment and WasteBoard which is to be overseen by WirralMetropolitan Borough Council leader and ChiefExecutive. The City Region agenda is a guidinginfluence on the development of the partnership

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area and there are priorities and actions definedthrough the ‘Liverpool City Region Prospectus’(2007) including aspects relevant to the JMWMSsuch as tourism, housing development etc.

2.4 Local Policies / TargetsSuccessful delivery of the JMWMS will involve anumber of different stakeholders and will includekey local policies and agreements, such as:

· Local Area Agreements (LAAs)· Sustainable Community Strategies· Local authority policies

The Local Strategic Partnerships (LSPs) compriseof key community organisations such as the localCouncil, faith groups, community groups,businesses, charity groups, the police, schools,health bodies and more. They are responsiblefor driving and implementing key local policydocuments such as the Local Area Agreementsand Sustainable Community Strategies. Thesedocuments, together with the SpatialDevelopment Strategy, set out the priorities,objectives, vision and implementation targets foran area. Merseyside Waste Disposal Authoritywill play a greater role in the agreement of thesedocuments and targets as a statutory partnerauthority under the Local Government Act 2007.In addition the new performance monitoringframework works within the LAAs to setappropriate local indicators of performanceincluding waste management to support thestrategic delivery of the JMWMS.

Other local policy drivers include local authoritystrategies and policies. These can include specificissues such as Green Procurement (adoptingpurchasing or service procurement policies whichare environmentally preferable) or CarbonManagement Plans. The latter addresses the carbonimpact of the actions for which the local authorityis responsible, and new performance indicatorsinclude reporting on this aspect. Examples fromthe MWP are included in Section 14.

2.5 Local PlanningThere is a legal requirement through the Planningand Compulsory Purchase Act 2004 and othernational guidance for all planning authorities todevelop a Local Development Framework (LDF).This comprises of a suite of thematic documentscovering the different areas of development.

The key Local Development Document (LDD)for waste management in the Merseyside WastePartnership area is the Merseyside WasteDevelopment Plan Document (Waste DPD). This

document covers all aspects of wastemanagement planning including non-municipalwaste streams such as hazardous waste,industrial waste, commercial waste,construction and demolition waste etc. Theproduction of the Waste DPD for Merseyside isbeing taken forward through a process of jointworking between the Merseyside PlanningAuthorities (including Halton).

The development of the Waste DPD involvesneeds assessments, technical site appraisals,development and refinement of waste planningpolicy options resulting in the preferred optionsand strategy. Sustainability Appraisal andStrategic Environmental Assessment, HabitatRegulations Assessment, and Strategic FloodRisk Assessment are mandatory parts of theprocess. Extensive public consultation is designedto recognise and manage the tensions betweenpotential planning constraints and the clear needfor waste treatment facilities.

The Merseyside Waste DPD is currently in theearly stages of preparation, and a consultationhas taken place over Key Issues and Options tobe incorporated within it. A great deal ofconsultation is required prior to finalisation ofthe Merseyside Waste DPD. The next stage ofthe process is the Spatial Strategy and SitesReport to be published for consultation in Autumn2008. The final Waste DPD is scheduled to beapproved in late 2010.

Planning Risk ManagementFor reasons discussed elsewhere in the Strategy,specifically the need for landfill diversion ofmunicipal waste, facilities for the managementof municipal waste will need to continue to beapproved and developed prior to 2010. In orderto meet this need and mitigate against planningrisks, Merseyside Waste Disposal Authority(MWDA) is implementing a Planning Strategythat requires the acquisition and development ofa range of sites in advance of the MerseysideWaste DPD publication. MWDA’s approach toreduce planning risk (e.g. a type of planning riskwould be procuring a service but failing to getplanning permission to deliver that service) is toseek appropriate planning permissions in parallelwith the Procurement Process (see Section 10).

Infrastructure Needs and Site SelectionProcessThe MWDA Planning Strategy seeks to deliverthe necessary recycling and recovery facilitieswithin Merseyside to avoid the need for cross-boundary movements of waste wherever

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practicable, thereby complying with the conceptof self-sufficiency. The Sites SelectionProgramme undertaken by MWDA encompassesthe principles of Planning Policy Statement 10(PPS 10). Sites have been selected from a largedatabase, sources from the Waste DPD andupdated with the addition of further sitesidentified. These have then been screened andfurther reviewed according to their likelihood ofdeliverability, proximity to strategic zones andfeedback from consultation with the relevantplanning and regeneration officers.

Consultation with Department of Environment,Food and Rural Affairs (DEFRA)DEFRA have confirmed that MWDA’s PlanningStrategy is in compliance with their planningpolicy and has demonstrated that any attendantrisks have been minimized and the necessarycorresponding management processes to securea successful outcome have been put in place.

2.6 Sustainable DevelopmentWaste management services impact significantlyupon each of the three pillars of sustainability:environment; society and economy. Linkagesbetween waste management and sustainabilityissues have become increasingly apparent,including the impacts to: climate change; soil,water and air protection; resource conservation;health; transport; urban regeneration;employment; local economic development;energy production; green procurement; andcommunity engagement. Potential synergieshave emerged, allowing waste managementpolicies to contribute to the achievement of widersustainability objectives.

Sustainable Development Strategy at theNational LevelIn March 2005, Central Government publishedits new sustainable development strategy‘Securing the Future’. The Strategy identifiesclimate change as a major threat and focusesmany of its actions around reducing its potentialimpact. Improved waste management has a vitalrole to play in this effort and the strategyrecognises the importance of delivering on theactions and targets introduced by Waste Strategy2000 and reinforced by the subsequent WasteStrategy 2007 in tackling climate change andresource management.

Sustainable Development at the Regional LevelThere is a strong commitment in the North Westregion towards adopting and adhering tosustainable development principles in all aspectsof regional activities. The ‘Action for Sustainability’

programme (coordinated by the North WestRegional Assembly) represents a regionalframework and provides a strategic basis for thepromotion of relevant issues within the region.

The ‘Action for Sustainability’ programme hasidentified key areas of priority as:· Energy and Climate Change· Sustainable Consumption and Production· Natural Resource Protection and Environmental

Enhancement· Sustainable Communities

These priority areas underpin the JMWMS whichmake a positive contribution to driving the keyissues forward. The positive outcome of theSustainability Appraisal of the JMWMS, whichconsiders issues related to these priority areas,demonstrates the likely influence of the JMWMSwith regard to key sustainability issues.

There are several good practice examples ofpackages developed to assist in the decisionmaking for sustainable development in the NorthWest. Examples include:

· Planit Waste, a simulation tool designed toconsider environmental and other implicationsof waste and resource management decisionsover a virtual timescale

· Integrated Appraisal Toolkit (IAT) – is a web-based toolkit for undertaking informalSustainability Appraisals on strategies and plans

Sustainable Development in MerseysideTaking its lead from the Central Government, theMWP considers climate change to be a key driverfor achieving sustainable development. Theactivities involved in producing and managingMunicipal Solid Waste (MSW) contributes some3% of the total UK greenhouse gas emissions.The MWP are represented on a project, knownas ‘The EcoCarb Footprint of Waste in the NorthWest’, through MWDA, Sefton MetropolitanBorough Council and the North West RecyclingForum, which has been granted resources fromthe Regional Support Fund, to design indicatorsthat raise awareness of the impact that householdwaste in the North West has on sustainabledevelopment and climate change. Theseindicators will be used to influence attitudes andbehaviour towards waste.

Through its Environmental Policy statement,MWDA is committed to minimising its negativeimpact on the environment throughimprovements in sustainable waste managementand making more effective use of resources. In

13

addition, it is focused on maximising wasteprevention and minimising waste disposal usingthe waste hierarchy as a guide to sustainablewaste management unless there aredemonstrable reasons not to. MWDA’sSustainable Procurement Policy reiterates acommitment to consider the environmental,social and economic consequences of, purchasingand seeking improved alternative options wherepracticable.Several of the Districts within the MWP are alsodeveloping carbon management plans andstrategies; Knowsley, Sefton, St Helens, Wirraland Halton have all signed up to the NottinghamDeclaration14, and Sefton and Wirral haveproduced carbon strategies. More informationon District activity is provided in Section 14 ofthis strategy.

Sustainability of this StrategyMWDA remains committed to deliveringsustainable solutions in all its activities andincorporating sustainable development within itscore policies and strategies; waste managementis no exception.

To demonstrate its commitment to deliveringappropriate solutions a Sustainability Appraisal(SA) has been carried out on this Strategy andalso on each of the District Council Action Plans(DCAPs). This complies with the SustainableDevelopment Policy Statement developed by theMWDA which requires an SA to be carried out onall plans, strategies, policies, services and activities

to ensure they do not have a detrimental impacton the local, regional and global environment.

The purpose of an SA is to identify and assessthe social, environmental and economic effectsof strategies and policies. It provides amechanism for ensuring that sustainability idealsand objectives are translated into sustainablepolicies and strategies. In addition it providesan opportunity for local level considerations tobe taken account through the SA process and foroutcomes to be incorporated into the JMWMS.

For further information on this subject ofthe JMWMS read:Supplementary Report 2 - Legislation andPolicyAppendix One – Sustainability Appraisal

14

10 Guidance on the Recycling Credit Scheme, April 2006, Defra.11 Renewables Obligation Certificates, or ROCs, provide apreferential market for electricity generated from renewablesources, see Supplementary Report 2 for more information.12 PPS ‘Climate Change’ is being issued as a supplement toPPS1: "Delivering Sustainable Development”.13 The ‘Northern Way’ strategy for Northern England (2003)identifies a number of City Regions, of which Liverpool City Regionis one, which are the focus of growth and economic developmentin the North of England. Further information on the developmentand role of these City Regions can be found within the ‘NorthernWay’ strategy.14 By signing the Nottingham Declaration on Climate Change,authorities make a commitment to tackle climate issues.

Overview:This Section details the aims and objectivesof the Joint Municipal Waste ManagementStrategy (JMWMS), and therefore what theMerseyside Waste Partnership (MWP)intends to achieve in the delivery of themunicipal waste management service.

As discussed in Section 1.1 the Aims andObjectives remain unchanged from the 2005JMWMS and can be seen in Table 2.

All Partners are committed to working togetherto develop and deliver more sustainable waste

management practices, increasing resourceefficiency and reducing the carbon impact ofwaste management services and operations. Inachieving good practice and increasingperformance in terms of recycling and diversionfrom landfill, the Partnership will work collectivelyon waste awareness and waste preventionprogrammes, and support each other in deliveringhigh standards of collection and management ofmunicipal waste. MWDA will lead not only onthe development of the Strategy to support andguide sustainable waste management, but alsoon the implementation and delivery.

3. Aims and objectives

Strategic Aim

To improve the sustainability ofmunicipal waste produced onMerseyside using the waste hierarchy

To continuously improve the serviceswe provide in terms of efficiency,effectiveness and economy

Table 2: Aims and Objectives of the JMWMS

Objective

· To provide services and facilities which directlycontribute to the implementation of the JMWMS

· To optimise waste REDUCTION· To optimise waste RE-USE where reduction is not

possible· To optimise waste RECYCLING and COMPOSTING where

re-use is not possible· To optimise waste RECOVERY where actions higher up

the waste hierarchy are not practicable· To landfill waste only where actions higher up the waste

hierarchy are not possible

· Merseyside Waste Disposal Authority (MWDA) to leadin the development of a JMWMS for Merseyside

· To deliver waste services to the required performancelevels

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16

4. Working Together

Overview:This Section explains the importantrelationships that are needed to deliver theJoint Municipal Waste ManagementStrategy (JMWMS) in an effective, efficientand inclusive manner for the benefit of theresidents of Merseyside.

4.1 Partnership WorkingThe Merseyside Waste Partnership (MWP) hasbeen an informal but proactive grouping of thefive District Councils and Merseyside WasteDisposal Authority (MWDA) working to co-ordinateactivities in the delivery of the waste managementservice. There are potential practical andeconomic benefits of joint and partnershipworking, for example through: economies ofscale; reduced interface issues between collectionand disposal; and the sharing of resources tomeet the challenges of sustainable wastemanagement.

There has been a gradual move, within the MWP,towards more formal joint working, particularlywith regard to the procurement of the long termmunicipal waste recycling, treatment and disposalcontracts currently underway. In 2005 the MWPsigned a Memorandum of Understanding (MoU)between the Partners which was a voluntaryagreement committing the Partners to closerjoint working. The operational aspects of jointworking are only partly considered within theMoU. These are addressed in detail in two InterAuthority Agreements (IAA) documents which,unlike the MoU, have a legal status. One IAA isbetween each of the Merseyside Districts, andMWDA, and the other IAA is between MWDA andHalton Borough Council. The IAAs are currentlyundergoing finalisation and will support (throughcommitments to operate the service in a definedand coordinated manner) the procurementactivities and ultimately the ability to deliver moreefficiently and effectively the responsibilities ofthe Partners on behalf of residents.

The MWP is also actively engaged with otherorganisations, working closely with the

Merseyside Environmental Advisory Service forexample, specifically the Waste Planning team. It is anticipated that the future for the MWP willbe further expansion to include the private andvoluntary sector, ensuring that the Partnershipreflects and supports the changing governancestructures on Merseyside i.e. City Region Board.

KEY RECOMMENDATION 1: All Partnersshall continue to develop the WastePartnership, share best practice and seekto gain efficiency and improved servicedelivery where deliverable through jointworking

4.2 Working with StakeholdersMarket and Sector Development for RecyclablesEnvirolink Northwest is supported by theNorthwest Regional Development Agency (NWDA)to improve the competitiveness of the region’senergy and environmental technologies andservices sector and to ensure North Westcompanies realise the business opportunitiesthis sector offers. MWDA helps fund the marketand sector development programme and sits onthe Waste Board of Envirolink Northwest and isa member of the Action Network.

The work of Envirolink Northwest is focused onmarket development opportunities for recyclableswithin the region and also procurementprogrammes which aim to close the recyclingloop by promoting the use of recycled productsby organisations in the region.

Community SectorThe JMWMS aims to encourage and provide theopportunity for community enterprises tomaintain and increase their involvement in thesustainable management of waste in Merseyside.There are a considerable number of communitysector organisations currently active acrossMerseyside. They are involved in collection, repair,re-use and recycling of unwanted householditems, specifically bulky and white goods andacross the MWP support is given to this sector.These organisations are making a positive and

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effective contribution to waste management inMerseyside and the MWP recognises the addedvalue that the community sector can bring. Arecent study (commissioned by MWDA) assessedthe role of the community sector in Merseysideand made recommendations as to future activitiesand engagement. In 2007 MWDA actively engagedwith the sector, consulting with regard to aspectsof the Authority’s new waste managementcontracts and in the development of the sector’srole to deliver other services including tradewaste collections and education.

The key role of the community sector insupporting and contributing to the delivery ofsustainable management of waste is addressedfurther in the Waste Prevention Strategy forMerseyside (Supplementary Report 1).

Representation on Stakeholder ForumsRepresentatives from MWDA and the MWPactively contribute to regional forums, such asthe Waste Regional Advisory Group, the NorthWest Waste Committee, the Regional Technical

Advisory Body and other initiatives such as theNWDA’s Wider Waste Action Plan, ensuring thatactions to deliver the JMWMS also take theregional agenda forward.

KEY RECOMMENDATION 2: All Partnersshall build upon existing relationships, andfoster new ones, with the research,business, voluntary, community andacademic sectors across the MWP to ensureinvolvement where appropriate andpracticable in delivering sustainable wastemanagement solutions for Merseyside

For further information on this subject ofthe JMWMS read:Supplementary Report 1 – MerseysideWaste Prevention StrategySupplementary Report 4 – PartnershipInformation

Overview:This section emphasises the importance ofcommunication and education in order todeliver the Joint Municipal WasteManagement Strategy (JMWMS) aims,objectives and targets. It sets out thecommunications and education activity andexplains the strategy, makingrecommendations.

5.1 Communications StrategyThe success of the JMWMS depends uponchanging attitudes to waste. There is a need toencourage all residents in Merseyside to movefrom a position of some awareness regardingwaste issues to active participation in the wasteprevention and recycling services provided by theMerseyside Waste Partnership (MWP), so thatreducing waste and maximising recyclingbecomes an integral part of everyday living. AllPartners have been actively engaged incommunications activities, and a successful bidto the Waste and Resource Action Programme(WRAP) Behavioural Change Local Fund providedadditional support to four of the Districts infurther developing their communicationsstrategies, plans and actions.

In addition to the local level activity, MerseysideWaste Disposal Authority (MWDA) has arequirement to ensure that information providedis easily accessible, relevant and timely. To thisend a Communications Strategy has beendeveloped by MWDA which provides the corporateand systematic approach needed to identify anddeliver effective communications and marketingopportunities and enable risks associated withthese activities to be identified. The Strategyaims to ensure that the MWDA has appropriateways of encouraging, listening to and takingaccount of community views and aspirationsabout its services and also achieving good internalcommunications ensuring that both staff andMembers are kept well informed and involved.

The next step for the MWP is the development ofa Joint Communications Strategy to provide a

framework for education, information andawareness activities across all partners. This willcontain a common set of messages both strategic,(such as climate change, energy issues, resourcemanagement, etc) and local. Joint workingthrough the MWP will guide all communicationsof the partners providing a consistent coordinatedapproach. This will strengthen the MWP’s imageand public awareness of its services and ensurethat communications and marketing are anintegral part of corporate planning and decisionmaking. In addition, a Joint CommunicationsStrategy will provide the opportunity to strengthenlinks with other Merseyside- wide campaigns, forexample the Merseyside Cleaner Safer GreenerPartnership and to reinforce existing links withnational campaigns such as Recycle Now. A JointCommunications Group is in place and aprogramme of work to develop the Joint Strategyis underway.

5.2 Education and Awareness Raising ActivitiesMWP is committed to delivering a range ofeducation, training and awareness initiatives aspart of the overall communications approach tosustainable waste management. Examples ofactivities on Merseyside can be seen in Box 1.

Liverpool – Education and behaviouralchangeLiverpool City Council has successfullyobtained Neighbourhood Renewal Fundingto support its education and awarenessraising and is committed to provided a widerange of activities aimed at changingbehaviour including: door to door canvassing;city wide educational roadshows; promotionalcampaigns (including billboard advertising,press and radio adverts); and extensivepartnership working with WRAP and otherorganisations. Multi-agency working is a keyfactor for the educational programme andstrong partnership links are in place with awide range of organisations including privatesector companies, NGO’s and local support

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5. Communications andEducation

Box 1: MWP case studies of education andawareness raising activities

MWDA is keen to support District level educationand awareness raising activities, building uponsuccesses achieved to date, and is focused oncoordinating activities and developing more of aPartnership approach. A key communicationsproject ‘Recycle for Merseyside’ has beenlaunched across the MWP with commonmessages and information being delivered acrossall the Partner authorities15. In addition, ‘Recyclefor Merseyside Centres’ have been developed atBidston Integrated Waste Management Facilityand also at South Sefton HWRC, to provideeducational facilities for schools, communitygroups, local residents and other stakeholders,promoting the activities of the MWDA and thepartnership with regard to sustainable wastemanagement practices. A DVD has been producedby Wirral, Liverpool and Youth focus groups foruse at Key stage 2 in schools about Recyclingand the MRF. Training packs have been producedwith an emphasis on raising awareness andunderstanding in relation to the recycling,

reprocessing and treatment of waste andinnovative techniques and creative tools are beingemployed at the Centres, based on good practiceacross the region and the UK. Further activitiesare anticipated through the new contractors withthe likelihood for more Visitor Centres andeducational activities associated with the newcontracts (see Chapter 10).

The work of the Centres will build upon,complement and add value to the education andawareness activities of the Districts and MWDA,and aim to promote better understanding ofwaste prevention and recycling services and bringabout positive behaviour change at the householdlevel. With a broader focus in terms of themessages being conveyed, it is intended thatresidents will be encouraged to think differentlyabout the waste they produce and ensure thatresidents are more receptive to service relatedinformation and motivational messages providedat local level.

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networks. An extensive education and publicityplan is in place building on previous activitiestargeting a wide range of audiences acrossLiverpool.

Sefton – Education and awareness raisingin schoolsIn addition to providing recycling services inschools, a number of initiatives have beendeveloped and delivered in schools acrossSefton, designed to raise awareness andincrease understanding of recycling activitiesand improve recycling performance. Theseare wide ranging and include: a schoolsrecycling handbook; presentations; theatreperformances on recycling; recycling leaguetables; and sustainable packagingcompetitions, with pupils redesigning thepackaging of an Easter Egg.

St Helens – Waste management andsustainable developmentSt Helens have an Education Link Officerwhose task is to raise awareness in schoolsby embedding sustainability and waste issuesin the national curriculum, through thedevelopment of lesson plans, educational talksand presentations. St Helens promotes Eco-schools (15 at the moment); and holds a GreenSchool Surgery which is a drop-in session forteachers and others in education where theycan meet organisations and people who cansupport Education for SustainableDevelopment. St Helens have also developed

a Sustainability Forum, currently managed bythe Co-op with Council support. Otheractivities in schools include a Climate Changetrailer which tours high schools and theRecycler robot which is targeted at primaryschools.

Wirral – Raising awareness and changingbehaviour of children and young peopleIn addition to supporting recycling collectionfrom schools, Wirral commissioned two DVDs(in partnership with Liverpool City Council) tobe given to schools along with ‘Teacher'sToolkits’. The first of these, ‘Recycling withJake’, aimed at primary school pupils, followsthe journey of dry recyclates from Jake'sHouse, to the Materials Recovery Facility andthrough the various sorting processes to theend user. This DVD aims to give children agreater insight into the process of recyclingas a whole. ‘Bin It’, the second of these films,is aimed at secondary school pupils and isdesigned to spark a debate on the issue oflittering. From taking part in focus groups tobeing part of the cast and crew during filming,local young people were given the opportunityto contribute to the overall end product.Wirral Council has also enabled localCommunity Groups to develop anenvironmental scheme called ‘Mini-Wardens’.Engaging with children aged 7 to 14 thisscheme uses a reward system where basedon activities undertaken children ‘earn’ their‘Mini-Warden’ uniform as they proceed.

In addition to the Visitor Centres, visits to theHousehold Waste Recycling Centres aresupported by the MWDA, and other awarenessraising opportunities such as participation injoint/individual awareness raising campaigns andinitiatives e.g. WRAP’s Recycle Now Week, WorldEnvironment Day, and training programmesincluding the Planit Waste simulation arepromoted by MWDA. The Planit Wasteprogramme involves the virtual simulation ofenvironmental effects and decision making andis used to demonstrate these aspects to keydecision makers (e.g. Councillors).

MWDA has also launched a Waste Awarenessand Education Programme for CommunityGroups on Merseyside which includes aCommunity Fund for waste awareness, recyclingand prevention projects. The Fund aims to helplocal community and residents groups to deliverinitiatives that will improve their local environmentand could include projects such as communityor educational workshops, education andawareness literature or events.

An Education and Awareness Plan is beingdeveloped which will facilitate the delivery of theCommunications Strategy fully integrating arange of education, training and awarenessinitiatives within the overall communicationsapproach to sustainable waste management. Allactivities will be aligned where appropriate withDistrict local initiatives and requirements.

KEY RECOMMENDATION 3: TheMerseyside Waste Partnership will develop,agree and implement a JointCommunications Strategy by 2008

KEY RECOMMENDATION 4:Communications and education messagesdelivered by the Partnership should focuson waste prevention and recycling but makea clear link with climate change, energyand resource issues as driving forces behindthe Waste Strategy

KEY RECOMMENDATION 5: TheMerseyside Waste Partnership will develop,agree and implement an Education andAwareness Plan to support the JointCommunications Strategy by 2008

For further information on this subject ofthe JMWMS read:Education and Communications Strategiesof the Partners including joint strategies(some still under development)

20

15 Some of these aspects have not been developed with Halton,which has some separate arrangements.

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6. Enforcement

Overview:This section explains the approach and keypriority areas to maintain a healthy andclean environment and avoid abuse of thewaste management service. Enforcementcovers a range of issues from flytipping andlittering, to depositing non-recyclablematerials in recycling containers.

Enforcement is a key tool to ensuring thatsustainable waste management practices areadhered to and adopted. Legislation is in placeto support local authorities in enforcing againstlittering and flytipping, and powers are availableas a result of the Clean Neighbourhoods andEnvironment Act, 2005.

Where new collection schemes are initiated orproblem areas are identified (for example whererecyclables are contaminated by an incorrectmaterial placed out for collection) education andor enforcement measures may be applied. Thereare a range of practices currently in place tacklingsuch issues across the MWP. For example inLiverpool there are partnerships for crime relatedissues where sentencing delivered, for exampleto offences relating to graffiti, can includecleansing of areas and clean up of graffiti fromthe neighbourhood.

At present there are limited controls onHousehold Waste Recycling Centres (HWRCs) toprotect against non-household (e.g. commercial)waste illegally entering these sites. This canmake the challenge to divert MSW from landfillmore difficult to achieve and impact on costs ofthe service. Merseyside Waste Disposal Authority(MWDA) will develop stricter controls on HWRCsto prevent and reduce the illegal deposit of non-household waste at the site.

KEY RECOMMENDATION 6: MWDA willimplement enforcement controls at allHWRCs by 2009, linked to awareness raisingpublicity and support to businesses foralternative methods to dispose of theirwaste correctly

KEY RECOMMENDATION 7: TheMerseyside Waste Partnership will developand implement a co-ordinated andresourced action plan for enforcement andeducation to tackle environmental crimeand nuisances issues by 2009

For further information on this subject ofthe JMWMS read:Waste Prevention Strategy for Merseyside(Supplementary Report One)Partner Communications and EducationStrategies (where available)

Overview:This section considers other (non municipal)waste streams arising in Merseyside whichthe Merseyside Waste Partnership (MWP)can influence or have a role in helping toimprove its management.

Although this Strategy is focused on municipalwaste, Merseyside Waste Disposal Authoritysupports more sustainable managementpractices across all waste streams. ‘Widerwastes’ in this instance include: commercial andindustrial; hazardous; and construction anddemolition wastes. These key categories aretargeted in the Regional Wider Wastes ActionPlan. The tonnages produced each year aresubstantial, as discussed below.

Commercial and Industrial (C and I) Waste1,345,23016 tonnes of C and I waste were producedin the MWP area (including Halton) in 2005/06.Government guidance contains requirements for

reducing the amount of Commercial andIndustrial (C and I) waste produced and toincrease recycling in this sector. There areprevention and recycling targets in the RegionalWaste Strategy for the North West for C and Iwaste, and an expectation that they will behandled in a more sustainable manner. Inaddition Waste Planning Authorities are alsoexpected to give consideration to facilities neededto manage this waste stream.

There are potential environmental and economicbenefits that could be derived from developingmore C and I Waste processing capacity withinMerseyside and this is currently being consideredwithin the waste planning and procurementframework.

MWP will explore opportunities to expand theprovision of trade waste recycling services tosupport the Partnership in meeting its obligationsregarding diversion from landfill and reduce thebiodegradable element of commercial wastegoing to landfill.

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7. Wider wastes

Hazardous Waste222,444 tonnes of hazardous waste wereproduced in Merseyside (excluding Halton) in2004; of this 186,917 tonnes were exported, butan additional 112,091 tonnes were imported17.There is currently only one landfill site within theMWP permitted to dispose of hazardous wasteand there is limited capacity in the North West18.Availability of appropriate alternative options formanaging hazardous waste, such as recyclingand recovery are also limited at the present time,although it is recognised within the Merseysideplanning framework that new facilities to dealwith this waste are likely to be needed.

Construction, Demolition and Excavation Waste(CD and E)With regard to C,D and E Waste, availability ofdata at a regional and sub regional level isextremely limited. Whilst national surveys areregularly undertaken by the Department ofCommunities and Local Government (DCLG), anda recent survey was commissioned by the NorthWest Regional Technical Advisory Body for Wasteand the North West Minerals and Waste PlanningAuthorities, the ability to interrogate this datadown on a sub-regional level basis is not possible.Best estimates of this waste stream are given in

the Waste Development Plan Document (WDPD)Issues and Options report, with 2,444,744 tonnesarising in Merseyside in 200319. It should be notedthat this is likely to be an under estimation.

A significant proportion of this waste stream isalready re-used or recycled and policy supportthrough the planning framework is provided toencourage improved management of C,D and Ewaste.

KEY RECOMMENDATION 8: TheMerseyside Waste Partnership will engagein the wider waste debate to support moresustainable waste management andregional self-sufficiency

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16 Study to fill Evidence Gaps for Commercial and IndustrialWaste Streams in the North West Region of England – For NWRTAB, May 2007, Urban Mines.17 Environment Agency Hazardous Waste Interrogator database.18 Regional Waste Strategy for the North West, NWRA, 2004.19 Original source is ‘Survey of Waste Arisings and Use ofConstruction, Demolition and Excavation Waste as Aggregate inEngland 2003’ Capita Symonds 2004. The figure for Merseysidewas calculated from the North West arisings using populationto establish proportions.

Marine Lake, West Kirby, Wirral

Overview:This Section explains the make up ofhousehold waste as determined throughwaste composition studies.

Household waste varies in its compositionthroughout the year. This is most evident inelements of the household waste stream suchas garden derived wastes. It is therefore importantto analyse household wastes at different timesof the year to get a reasonable estimation of thetotal composition. A good understanding of whatcomprises household waste, makes planning foreffective management of that waste more reliable,and it is essential that the results of anycompositional studies undertaken by thePartners20 or contractors are made availableacross the Merseyside Waste Partnership (MWP)and their potential impact on services andoperations considered.

Figure 3 illustrates the composition of householdwaste in Merseyside (excluding Halton), roundedto the nearest whole percentile, and includes:

recyclables; compostables; and residual wastecollected from the kerbside, bring sites and thehousehold waste recycling centres.

The total proportion of household wasteconsidered to be biodegradable is 55.68%21.

The composition of the waste in Merseyside variesfrom the national average most notably througha lower proportion of garden waste which isestimated at ~12% on average nationally, a lowerproportion of food waste which is ~19% nationallyand slightly higher proportions of nappies andother sanitary waste and textiles in Merseyside.

For further information on this subject ofthe JMWMS read:Supplementary Report 3 – Data andProjections

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8. What makes up our Waste?

Figure 3: Waste Composition

Source data, MWDA Household Waste Analysis Compositionreport, SWAP 2006.

20 MWDA have proposed a series of composition studies acrossthe partnership within the IAA. If agreed these will commencein 2008.21 MWDA Household Waste Analysis Composition report, SWAP2006.

19%

17%

17%10%

9%

7%

5%

5%4%

2% 2% 2% 1%

Paper and card

Other material

Kitchen waste

Garden waste

Plastics

Glass

Metal and white goods

Wood (not gardenwaste)

Textiles

Disposable Nappies

Potentially reusableitems (non-electrical)

Other electrical items

Hazardous items (non-electrical)

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Overview:This Section describes the facilities andinfrastructure that are needed to deliverthe current municipal waste managementservice.

The municipal waste management activitiesundertaken in Merseyside are primarily recycling,composting and landfill. Merseyside WasteDisposal Authority (MWDA) presently has 14Household Waste Recycling Centres (HWRCs)spread around the five District Council areas, forthe deposit of domestic waste and recyclables.MWDA is seeking to improve these Centres andprocure additional sites as part of new contractarrangements (refer to Section 10). There arealso four Waste Transfer Stations for theacceptance and bulking of collectedwaste/recyclables for onward disposal andreprocessing respectively. A Materials RecoveryFacility at Bidston Integrated Waste ManagementFacility sorts recyclable materials, which havebeen collected via a co-mingled22 service, intoindividual material fractions for onwardreprocessing. Several landfill sites are used for

the disposal of Merseyside Waste Partnership(MWP) municipal waste. Key infrastructure isshown in Figure 4.

Windrow composting facilities are used by theMWP for processing green wastes and an InVessel Composting (IVC) facility at the BidstonIntegrated Waste Management Facility is availablefor processing kitchen wastes.

Each of the Districts also provides bring sites(e.g. bottle banks, can banks) for the deposit ofrecyclables23.

For further information on this subject ofthe JMWMS read:Supplementary Report 5 – Service DeliveryArrangements

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9. Current Infrastructure

22 ‘Co-mingled’ means a number of different recyclable materialscollected together in the same container (for examples paper,cans and plastic collected in a single box or bin and separatedlater at a processing facility).23 Details of bring sites near to any locality can be found athttp://www.recyclenow.com/where_to_recycle/index.html

Figure 4: Key Infrastructure

Source: MWP, Outline Business Case, 2006, amendedReproduced from Ordnance Survey Mapping with the permission of the controllerof Her Majesty’s Stationery Office © Crown Copyright.Unauthorised reproduction infringes Crown Copyright and may lead to prosecutionor civil proceedings. Merseyside Waste Disposal Authority LA07635X

N

Landfill Site

Household Waste Recycling Centre

New Technologies Demonstrator

Waste Transfer Station

Household Waste Recycling Centre / Materials RecyclingFacility / Waste Transfer Station

Household Waste Recycling Centre / Waste Transfer Station

ArpleyLandfill Site

RisleyLandfill Site

Lyme and Wood Pits

Southport HWRC

Formby HWRC

Sefton Meadows HWRC

South Sefton HWRC

West Kirby HWRC

Clatterbridge HWRC

Otterspool HWRC

Gilmoss

Ravenhead HWRC

Kirkby HWRC

Rainford HWRC

Lord St Helens

New Technologies Demonstrator

Rainhill HWRC

Newton-Le-Willows HWRC

BidstonWMF

Huyton HWRC

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Overview:This Section explains the current andforthcoming activity to procure new servicesfor the management of municipal waste inMerseyside.

The Merseyside Waste Partnership (MWP) hasinitiated a Procurement Process for three majorcontracts; these will form the delivery mechanismfor the processing, treatment or disposal of thecollected waste from the MWP in the short,medium and long term. The close working of thePartners within the MWP is important to achievegood value from contracts as it reduces risks tothe contractor(s) delivering the service to all thePartner authorities. The MWP have improved thesystems in place to demonstrate close workingand are also developing Inter AuthorityAgreements (IAAs) to commit partners to aspecified level of service delivery.

The three contracts involved in the ProcurementProcess are described in Box 2.

These new contracts and associatedinfrastructure provide an opportunity for thesustainable development of the service into themedium and longer term. The ProcurementProcess should ensure that new contractors areconsidered for high performance in customercare, good environmental management and highstandards of staff training, specifically operationalwaste management staff. Innovative trainingtechniques, such as the use of secondmentopportunities across the MWP should besupported, and sharing of good practice amongstthe MWP should be encouraged.

New infrastructure should be considered in thelight of impacts to the local community (includingaccessibility) and environment and any benefitsthat can be provided from the development. Interms of accessibility, the wide range of statutoryresponsibilities should be recognised, for examplethe need to undertake an equalities impactassessment and adopt any measures proposed.Joint procurement of infrastructure should beundertaken where feasible or appropriate acrossthe MWP, benefiting from economies of scale.

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10. Procuring New Infrastructureand Services

Sustainable procurement policy (see Section 2.5)is a relevant consideration in this area.

KEY RECOMMENDATION 9: All publicwaste management facilities shall beaccessible to all members of the community

KEY RECOMMENDATION 10: All new wastemanagement facilities shall be welldesigned and where practicable be inkeeping with local character, and whereappropriate have Visitor Centres and oropen days as part of the education andawareness raising plan for municipal wastemanagement (and its environmentalimplications)

KEY RECOMMENDATION 11: Alloperational waste management staff shallbe trained to high standards and NVQ level1 and 2 awards or equivalent offered as aminimum to encourage staff development,and improve and maintain high levels ofservice delivery

KEY RECOMMENDATION 12: TheMerseyside Waste Partnership will maintaina watching brief on waste and resourcesresearch and development which mayimpact on the delivery of the service andprotection of the environment, workers andthe public, including health impact studies

KEY RECOMMENDATION 13: All Partnersshall seek more environmentally friendlytransport options in all new waste relatedprocurements (e.g. bio-diesel, intermodaltransport etc)

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24 Excluding collection services.

1. Waste Management and RecyclingContract (WMRC) for the development ofadditional recycling, composting andreception infrastructure and operation. Itincludes the operation of existing recyclingfacilities including the Household WasteRecycling Centres, currently operated byMersey Waste Holdings Ltd. This contract isdue to commence in 2009.

2. Resource and Recovery Contract (RRC)primarily for the processing of residualmunicipal waste to divert it from landfill. Thisis the largest of the contracts with >90% ofthe new infrastructure investment requiredover the next twenty years to be deliveredthrough this contract. Government fundsthrough the Private Finance Initiative (PFI)scheme were sought to enable access to PFIcredits to support the expenditure neededfor the infrastructure. In order to obtainfunding the MWP needed to demonstrate itsplans for the contract, and a Reference Casehas been developed which would deliver the

targets within this strategy. The ReferenceCase in terms of the recovery contract is fortwo Mechanical Biological Treatment (MBT)plants each with a co-located thermaltreatment facility to process part of theoutputs from the MBT. The PFI credits havebeen approved by Government for thiscontract. This contract is due to be awardedin 2010.

3. Landfill contract to secure additionallandfill services from the period prior tocommencement of the recycling and recoverycontracts to the point of commissioning ofthe reference facilities. This contract willcommence in 2008.

4. Furthermore, there will be a separatecontract being let for the Design andConstruction of a new Materials RecoveryFacility due to commence 2009. The Authorityis also considering the need for an InterimContract to achieve LATS diversion until mainrecovery facilities are built.

Box 2: Key Procurement Activity24 anticipated 2007 – 2010

Overview:This Section considers the issue of avoidingwaste arising in the first place and whatthe Merseyside Waste Partnership (MWP)can do to achieve this aim. This issue isexplored in more detail in the accompanyingMerseyside Waste Prevention Strategy.

Waste Prevention is defined as activities designedto reduce the quantity of municipal solid waste(MSW) that would otherwise arise for collection25.This also includes the re-use of unwantedgoods/items which would otherwise enter themunicipal waste stream.

The importance of taking responsibility for ourwaste is an important theme of this Strategy andnational policy. This has particular relevance forwaste prevention initiatives as they often requirebehavioural change upon the part of either theproducers or consumers of products.

The Joint Municipal Waste Management Strategy(JMWMS) 2005 set the following waste preventiontargets for MWP:

· Reduce the growth of waste to 2% by 2010

· Reduce the growth of waste to 0% by 2020

However, the rate of increase in MSW andhousehold waste is lower than previouslyobserved in Merseyside, showing no consistentincrease over the last four years. The 2005JMWMS was based upon a rate of 3% growthhistorically observed across the Partnership,declining over time (2% by 2010, 1% by 2015) toa zero rate of growth by 2020. This does notappear to remain a realistic estimate of futuregrowth and it is on this basis that the new targetshave been developed within the Waste PreventionStrategy (Supplementary Report 1).

30

11. Waste Prevention

Figure 5: Municipal Waste Arisings in Merseyside

1,000,000

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02003/4 2004/5 2005/6 2006/7

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The following targets represent total MSWarisings growth rates across the MWP:

· Limit municipal waste growth to +0.4% per yearby 2010

· Limit municipal waste growth to +0.2% per yearby 2015

· Limit municipal waste growth to 0% per yearby 2020

Waste minimisation and re-use strategies weredeveloped by MWP to attempt to influence andreduce waste generation rates. Figure 5illustrates the rate of growth of municipal wasteover the last five years, and the red line the lineartrend of growth over this period.

The MWP has been engaged in a wide range ofwaste prevention activities, and whilst these arediscussed in detail in the Merseyside WastePrevention Strategy (Supplementary Report 1),a summary is provided below.

In 2005, Merseyside Waste Disposal Authority(MWDA) and the District Councils establishedthe Merseyside Real Nappy Network. As well aspromoting the benefits of real nappies throughpromotional material (leaflets, booklets, andnappy mornings in local community centres),midwife nappy training kits were produced anddelivered at events and in maternity wards. Inaddition an incentive scheme was establishedwhere new parents could either claim £50 to dohome laundry of reusable nappies or receive aone month free trial of nappy laundry service.

The Merseyside Composting Network wasestablished by MWDA to help raise the awarenessof composting and also highlights the benefitsof recycling green waste either at HouseholdWaste Recycling Centres or using the kerbsidecollection service. Local events are used todistribute the compost to residents for no charge. In addition, all Districts have now becomeinvolved with the WRAP Home CompostingCampaign, and residents are able to purchasesubsidised compost bins.

MWDA funded a pilot scheme in 2006 to promotethe Mail Preference Service (MPS) with a roll outof the scheme in 2007. Liverpool City Council,Sefton Metropolitan Borough Council and MWDAwon an environmental award for this work.

MWDA have coordinated a number of Swap Dayswhere unwanted items are brought to acentralised point in the community and residentscan take items away for free, this also received

an environmental award for good practice.

In the longer term, incentive schemes toencourage householders to reduce waste put outfor disposal and therefore reduce waste to landfillcould be considered. Potentially these mayinclude financial incentives such as variable ordirect charging for waste management.

The Merseyside Waste Prevention Strategy buildsupon the success of the activities undertaken todate, and supersedes the 2006 WasteMinimisation Strategy and Re-use Strategy. Itaims to achieve unified waste prevention,recycling and diversion targets as a whole andhighlights the requirement for partnershipworking and the need for effectivecommunications and awareness raising tofacilitate a positive behavioural change.

Targets and recommendations in relation to wasteprevention can be found in the Merseyside WastePrevention Strategy (Supplementary Report 1).

For further information on this subject ofthe JMWMS read:Supplementary Report 1 – Waste PreventionStrategySupplementary Report 3 – Data andProjectionsSupplementary Report 6 – Waste ArisingsStudy

31

25 This definition is based on the NWRF Waste Prevention Toolkitplus a review of definitions used in other local authority wasteprevention strategies. This definition is considered to be fit forpurpose and meet the needs of the MWP.

Overview:This Section considers the pastperformance and future targets for recyclingand composting in Merseyside. Thisincludes the types of materials separatelycollected from households and themanagement of recyclable materials orcompost that are collected.

The Merseyside Waste Partnership (MWP) hasfocussed its efforts to date on improving recyclingand composting collection and processing inorder to deliver on their Best Value PerformanceIndicator obligations. Figure 6 illustrates thelevels of recycling and composting achieved bythe individual MWP members for the period2000/1 – 2006/7, and also includes the target for2007/8. The 2007/8 target is a statutory

performance target derived from an applicationto pool recycling targets across the Partners.This application was approved by the Departmentfor the Environment, Food and Rural Affairs(DEFRA) in 2007. Despite most Partners missingtheir targets for 2003/4 and 2005/6, there hasstill been a significant rate of progress as shownin Figure 6.

There is however still a long way to go for allPartners in terms of recycling performance ifthe MWP strategy for diversion from landfill isto be realised. Part of the challenge lies in thehousing type and urban nature of Merseysidemaking the highest levels of recycling moredifficult to achieve. This issue is explored in moredetail in the Data and Projections SupplementaryReport 3. The Partners are however makingstrides in developing the collection systems andthe Household Waste Recycling Centres (HWRC)

12. Recycling and Composting

Figure 6: Recycling and Composting Performance and Pooled Target for 2007/8

32

Knowlsey

Liverpool

Sefton

St Helens

Wirral

MWDA (HWRCs)

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

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PI

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b p

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tag

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2001/2 2002/3 2003/4 2004/5 2005/6 2006/7 2007/8PooledTarget

performance in order to make the step changesneeded in recycling performance. This is a keychallenge of this Strategy.

The District Councils have set out challengingindividual annual recycling and compostingcollection targets to help continue to deliverperformance improvement. Key longer termrecycling and composting targets agreed by theMWP are included in Table 3 and illustrated inFigure 7.

The combined recycling and compostingperformance has been projected26 to 2027 andFigure 7 shows the remaining residual wasteafter recycling and composting has taken place,set against the overall MSW arisings estimate.The fall in arisings is a prediction of the effect ofintroducing enforcement measures at HWRCs,excluding an element of non-household wastefrom the municipal stream.

Municipal Waste - %recycled, composted

MWDA – (HWRC Sites)KnowsleyLiverpoolSeftonSt HelensWirralOverall Pooled Targets

2010Target

45%33%33%35%33%30%33%

2015Target

50%38%38%38%38%40%38%

2020Target

55%44%44%40%40%40%44%

Table 3: Key Targets

Figure 7: Residual waste after estimated recycling and composting

33

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KEY RECOMMENDATION 14: All Districtsare committed to improving recyclingperformance and achieving key targets andwill incorporate a range of approaches toensure that the challenging recycling andlandfill diversion targets of 2010 and beyondare delivered. These approaches include:

· Maintain the separate collection of dryrecyclables, biodegradable waste and residualwaste, using kerbside sort, commingled orwheeled bin collection systems

· Collect recyclables as frequently aspracticable, moving towards alternateweek residual waste collection

· Move towards the kerbside collection ofkitchen waste

· Optimise Bring Bank locations tocomplement the kerbside collection servicetowards an optimum saturation rate.

The processing of this residual municipal wasteis considered in Section 13 of this Strategy.

12.1 Kerbside collections for recycling andcompostingSeparate collection of biodegradable recyclablematerials is often a cost-effective means ofdiverting Biodegradable Municipal Waste (BMW)from landfill. Levels of recyclables, includingbiodegradable material such as paper, card andsome textiles, collected through existing kerbsideschemes will be increased by:

· A full Merseyside-wide roll-out of multi-materialkerbside collections

· Increasing public awareness of schemes

· Assessing and implementing best practice forthe collection of recyclables and compostablematerial.

Garden waste is a significant component of BMWin the waste stream. Therefore, it is vital thatgarden waste is managed effectively in allDistricts by:

· Introducing garden waste collections to allsuitable properties

· Expanding garden waste collections to allsuitable properties

· Increasing public awareness of schemes

· Work with Merseyside Waste Partnership (MWP)to increase composting capacity for green wasteto at least 100,000 tonnes per annum by 2010

· Support for community composting groups

· Co-ordinate home composting and green wastecollection activity.

As recycling and compostable material collectionsare enhanced and further developed, fortnightlycollections of residual waste offer the opportunityto offset the costs of new collections. Alternateweek residual waste collections can also impacton the level of participation in recycling schemesin a positive manner. The introduction of alternateweek waste collections will be investigatedthrough:

· Consultation with elected Members to seek anunderstanding of financial implications

· Consultation with the public and members toconsider alternate week collection schemes

· Review of good practice and latest research inthis area27

Kitchen waste is a further significant element ofBMW, however at present not all members ofthe MWP are collecting this element of householdwaste. There are two technologies primarily

used for treating this material: In-VesselComposting and Anaerobic Digestion. As kitchenwaste is a considerable proportion of the residualwaste stream, work is required as to how besttreat this waste stream. This will be done by:

· Consulting with the public on kitchen wastecollections

· Consulting with elected Members to seekunderstanding of the cost implications of notdiverting sufficient BMW and the implicationsof kitchen waste collections

· Continuing work on setting internal targets forDistrict Councils on BMW recycling/composting

· Considering energy / environmental benefits ofprocessing kitchen waste

· Working with the Waste Resources ActionProgramme (WRAP) through their ROTATE teamto understand the specific impacts of introducingkitchen waste collection in each District.

KEY RECOMMENDATION 15: MWDA willconsider treatment options includingAnaerobic Digestion for the processing ofkitchen waste by 2010

12.2 Development of Household WasteRecycling Centres (HWRCs)Currently a quarter of Merseyside’s householdwaste is collected through the HWRCs. A newHWRC is planned in Liverpool and improvementof existing sites is scheduled within new contractarrangements. In addition, as part of the newcontract arrangements it is intended that therange of materials collected at HWRCs is to beextended. Also each HWRC will be a designatedcollection facility for Waste Electrical andElectronic Equipment (WEEE) items.

The MWP will optimise separate collection ofBMW through HWRCs and increase recycling by:

· Establishing short, medium and long termrecycling targets for HWRCs

· Increasing and improving education andawareness

· Establishing best practice for operations atHWRCs to increase recycling

· Improving provision of HWRCs where requirede.g. in Liverpool

· Merseyside Waste Disposal Authority (MWDA)to upgrade existing HWRCs to make them moreuser friendly by 2010

· Reduce non-household waste illegally enteringthe sites through improved systems andenforcement.

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35

KEY RECOMMENDATION 16: MWDA willimprove the segregation of paper and cardfor recycling and garden waste forcomposting at HWRCs by 2010. MWDA willwork closely with its current and futurecontractors to identify ways of improvingperformance to optimise recycling rates

12.3 Bring BanksThe Joint Municipal Waste Management Strategy(JMWMS) will support the expansion of District‘Bring Bank’ locations across Merseyside. AllDistrict Councils in Merseyside are expanding‘Bring Bank’ provision and or recycling facilitiesfor multiple occupancy properties and theJMWMS will encourage this to continue.

The Waste Strategy for England 2007 encouragesthe assessment and development of on streetrecycling bins to improve the opportunities torecycle litter waste, and a consultation hasrecently been held on this issue (Recycle on theGo, November 2007). This relates to the evolutionof the Street Scene in each District and shouldbe considered in this context.

KEY RECOMMENDATION 17: All Districtsshall consider the potential for introductionof street recycling bins by 2010

12.4 Quality of Secondary MaterialsBy meeting the targets within the JMWMS,considerable tonnages of additional secondarymaterials will be generated for use in the market.Where there are other local authorities who areseparating recyclables and compost this maycreate competition by the reprocessors or millsfor higher quality materials. It is important thatthe quality of output from recycling andcomposting collection and treatment processesis a high priority.

KEY RECOMMENDATION 18: All Districtsshall agree a protocol for acceptance ofcollected materials for recycling withrelevant parties, which meets the needs ofall Partners, by 2010

KEY RECOMMENDATION 19: All Partnersshall use awareness raising andenforcement measures where appropriateto improve the quality of recyclate collectedand reduce contamination

KEY RECOMMENDATION 20: MWDA toprocure recycling/composting/treatmentcapacity with a priority on high quality ofoutput product. Relevant standards (e.g.BSI PAS 100) should be sought whereverpracticable to enhance the value andapplication of secondary materials

KEY RECOMMENDATION 21: All Partnersare committed to delivering good qualityrecyclate to the market place andmaximising the recovery of materialsthrough an efficient collection and treatmentprocess

KEY RECOMMENDATION 22: Links withMarket Development organisations (e.g.Envirolink North West) shall be enhancedand local markets for materials should beencouraged

KEY RECOMMENDATION 23: All Partnersshall specify appropriate recycled /secondary materials in purchasing andspecifying decisions where practicable

KEY RECOMMENDATION 24: All Partnersshall highlight positive local uses formaterials derived from recycling/composting activity, promote compost give-aways and Swap Shops

For further information on this subject ofthe JMWMS read:Supplementary Report 3 – Data andProjections

26 Enviros, 2007.27 The WRAP guidance on AWC highlights that it is not anappropriate system for all areas, WRAP 2006.

Overview:This Section explains the approach todealing with residual municipal waste (e.g.‘black bag’ type waste) as an alternative tothe current practice of landfill disposal. Itincludes projections and targets for divertingwaste from landfill, especially biodegradablewaste which contributes detrimentally toclimate change.

A key component of this Strategy is to reduce thereliance upon landfill as a municipal wastemanagement option. A significant driver forreducing landfill is the effect of the LandfillDirective which restricts the amount ofBiodegradable Municipal Waste (BMW)permissible into landfill. Disposal to landfill inMerseyside has been reducing (Figure 8) howeverit is important that this reduction is not onlysustained, but develops further and at a moresignificant rate over the next five to ten years inparticular.

The Landfill Directive requires all waste enteringlandfill to undergo pre-treatment. In the case ofhousehold waste this is achieved in Merseysidethrough the recycling collections altering thecharacter and composition of residual wastegoing to landfill. There is also a need forcommercial, industrial and other waste streamsto undergo pre-treatment prior to deposit intolandfill.

As shown by Figure 8 the prime diversion methodfrom landfill to date has been to increase recyclingand composting, however detailed modelling29

has shown that despite a significant increaseplanned in recycling and composting (doublingthe current level of recycling by 2020, to 44% ofhousehold waste) and intensive efforts to reducewaste (through waste prevention and re-useinitiatives) there will still be insufficient diversionfrom landfill to meet the Merseyside WastePartnership’s (MWP) obligations. A significantamount of BMW will also require diversionthrough recovery techniques by either biologicallydegrading the waste under controlled conditions

13. Waste Treatment andDisposal

Figure 8: Management of Municipal Solid Waste (MSW) 2003/04 – 2006/0728

36

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and/ or thermally treating (e.g. combusting) thewaste under controlled conditions. Recoverytechnologies such as Mechanical BiologicalTreatment (MBT) and Thermal Treatment usuallytake between four and eight years to implement,as facilities need to be properly planned andpermitted prior to commencement ofconstruction, and then commissioned prior tooperation.

The MSW arisings and BMW component areprojected to 2027 as illustrated in Figure 9.

Figure 9 shows that the need to divert BMW fromlandfill becomes more intense in the period 2010– 2013 in particular. The projected decrease inresidual waste in response to expanded recyclingand composting, as shown in Figure 7, does notkeep pace with the diversion required in Figure 9.

The technologies proposed for the recovery ofmunicipal waste in Merseyside have beenassessed through a series of modelling exercisesto determine the likely costs, performance andrisks posed by the various options. Publicconsultation (Section 1.7) also informed thedecision over which technology solution was mostappropriate for Merseyside. The ‘reference case’(i.e. an option considered appropriate in the lightof the work undertaken to date) comprises oftwo Mechanical Biological Treatment (MBT)facilities producing Refuse Derived Fuel, each

co-located with a thermal treatment facility (e.g.an Energy Recovery Facility).

An MBT plant is a facility designed to separateand or prepare municipal waste into usable(biodegradable) fractions. Some MBT plantsgenerate renewable energy through a processknown as Anaerobic Digestion. One major outputfrom most MBT plants is a combustible fraction(mostly the paper, plastics and in some casesdried organic fraction of the waste) usually knownas Refuse Derived Fuel (RDF) or Solid RecoveredFuel (SRF). To ensure there is an outlet for thisfuel the MWP has considered in its referencecase30 the siting of dedicated thermal treatmentfacilities to capture the energy content of the fuel.

A new technology for processing residual waste,known as a Mechanical Heat Treatment process,has been developed in the Knowsley area as ademonstration plant to assess its effectivenesson residual MSW. This plant was part funded bythe Department for Environment, Food and RuralAffairs (DEFRA) through its New TechnologiesProgramme. It uses the technology to heat andthen separate MSW into different grades ofalternative fuel, and also extract some recyclablesfrom the waste. This plant was constructed in2007 and commenced operation in 2008.

Central Government and EU policy is currentlyemphasising the importance and benefits of

Figure 9: Projected municipal waste arisings in Merseyside

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Total MSW

Total BMW

BMW permissablein landfill

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getting as much energy out of the waste as ispracticable, where recovery operations take place.Recent policy drivers (regional and national, seeSection 2) mean that CHP should be consideredfor any energy recovery operation in Merseyside.

There is a commitment to divert residual wastefrom landfill through treatment and recovery.Table 4 includes the agreed targets.

KEY RECOMMENDATION 25: Where energyis generated (either through biological orthermal processing), CHP systems shall beencouraged to maximise the efficiency ofthe conversion process

For further information on this subject ofthe JMWMS read:Supplementary Report 3 – Data andProjections

28 Excludes clinical waste sent for incineration (300 – 500 tonnesper year).29 Enviros Consulting, Waste PFI Project Outline Business Case,May 2006.30 It is the Procurement Process combined with the planningand permitting processes that will determine the actual solutionfor Merseyside, which may differ from the Reference Case cited,based on an evaluation of the bids submitted by contractors, totackle the MSW from the Partnership.

Recovery of Residual WasteLandfill of Residual * WasteLandfill Allowances

2010

15%52%31%

2015

46%16%16%

2020

46%10%13%

38

Table 4: Key MWP Targets for Residual Waste

* After Recovery, Recycling and Composting

Liverpool waterfront

39

Inset image: PortSunlight Village, Wirral

Overview:This Section explains what the localauthorities are doing to improve theirinternal waste management practices (i.e.what they are doing in council offices toreduce their environmental impact).

The members of the Merseyside WastePartnership (MWP) have made a commitment,through this Strategy, to improve themanagement of wastes within their offices andpremises. The MWP has also agreed to purchasemore responsibly and consider the environmentalimplications of procurement activity. Someexamples of current good practice are describedin Box 3.

Knowsley – Environmental Policy andManagement SystemIn the 2007 Groundwork Merseyside 21 Awards,Knowsley was awarded ‘best local authorityarea’. Knowsley has made considerable effortsto put systems in place to reduce itsenvironmental impact. An environmental policyexplains the direction the Council is taking onimproving environmental performance, andthe introduction of a pilot EnvironmentalManagement System (EMS) to internationalstandards will help in the continualimprovement of that performance(http://www.knowsley.gov.uk/resources/208889/environmental_policy.pdf).

Sefton – Setting a benchmark for sustainabledelivery of servicesA series of policy and strategy developmentsin Sefton has led to a more sustainableapproach to in-house activities and servicedelivery. Sefton was the first MerseysideCouncil to develop a Carbon Management Plan,containing actions for reducing carbonemissions. It is in the process of implementinga European Standard EnvironmentManagement System to demonstrate asystematic approach to considering andreducing environmental impact. Sustainableprocurement policies are in place (e.g. buying‘greener alternative products and introducingbiodiesel into Council vehicles) and offices arealso informed as to how well they areperforming in terms of office recyclingschemes.

St Helens - Recycling and Re-useSt Helens Council have made strides inimproving recycling from their offices withpaper, cardboard and ink cartridges separatelycollected in all offices and cans and plasticbottles also collected for recycling from somepremises. Fluorescent tubes from the officesand St Helens schools can be deposited incontainers at the Town Hall and HardshawBrook depot for recycling. Two major highwaysschemes (Blackbrook Diversion and the TownCentre Focal Point) were let with a zero wastepolicy. Both achieved impressive results insustainability, re-use and recycling. Forexample, all the old town centre block pavinghas been re-used elsewhere.

Wirral – Sustainable procurement policyWirral is committed to green purchasing andas such has developed a policy which aims to:minimise the consumption of non renewableresources; eliminate waste and maximise re-use and recycling; use goods and serviceswhich are least harmful to the environmentand human development; achieve and promotebest practice with respect to purchasing andsustainable development. In order to achievethese, Wirral is committed to a range ofmeasures including reducing purchasing ofnew products by cutting down on waste andrepairing or reusing existing products. Inaddition product specifications focus onrecycled content and the ability to recycle orre-use the product. Good practice guidancehas been developed and Wirral are proactivein sharing their experiences with others.

14. Getting Our House in Order

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Box 3: MWP Case studies of good waste management practice

41

The Partnership makes the following KeyRecommendations for all partners:

KEY RECOMMENDATION 26: All Partnersshall undertake an audit of waste arisingsin their main premises to determine thenature and quantity of wastes arisings by2009

KEY RECOMMENDATION 27: All Partnersshall establish practices and systems toreduce waste arisings and re-use, recycleand compost increasing proportions of theremaining waste by 2009

KEY RECOMMENDATION 28: All Partnersshall seek to reduce and sustainablymanage the hazardous elements of thewaste stream

KEY RECOMMENDATION 29: All Partnersshall implement green procurementalternatives for all local authoritypurchasing, and implement moreenvironmentally friendly alternativeswherever practicable and economic to doso. A green procurement guidance or policyshould be developed and implemented by2009

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Marine WayBridge, Sefton

Overview:This section explains when and how theJoint Municipal Waste ManagementStrategy (JMWMS) is reviewed andmonitored, both during implementation andin terms of review of the headline strategy,targets etc.

The JMWMS is supported by a series of additionalStrategies and Action Plans (i.e. District CouncilAction Plans, Merseyside Waste PreventionStrategy, and a Procurement Plan31); these aredocuments which are designed to set out actionsto facilitate the delivery of the JMWMS targets.Headline targets are usually broken down withinAction Plans into annual targets to enablemonitoring and clear reporting of achievementof the JMWMS ambitions. Progress towardstargets and recommendations are reportedthrough a variety of mechanisms includingGovernment and locally agreed annual indicators

(for example recycling and compostingachievements), Partner websites, councilmagazines and press releases. More regularreporting takes place between the Partnersthrough the Merseyside Waste Partnership (MWP)meetings and Local Strategic Partnerships.

This update of the JMWMS retains the aims,objectives and key targets of the original (2005)Strategy but brings it into line with the latestdevelopments to retain its relevance in the rapidlychanging area of municipal waste management. Amajor review of the Strategy will take place in2009/10 and will consider all aspects of the Strategyincluding key targets and the Strategy direction.This review will require a Strategic EnvironmentalAssessment (SEA) of the Strategy and would be anopportunity to bring the JMWMS and HaltonMunicipal Waste Management Strategy into acommon document to strengthen partnershipworking across the Liverpool City Region.

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31 For key procurement activity see Box 2, section 10.

15. Monitoring and Review of theStrategy

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KEY RECOMMENDATION 1: All Partners shallcontinue to develop the Merseyside WastePartnership, share best practice and seek to gainefficiency and improved service delivery wheredeliverable through joint working

KEY RECOMMENDATION 2: All Partners shallbuild upon existing relationships, and foster newones, with the research, business, voluntary,community and academic sectors across theMerseyside Waste Partnership to ensureinvolvement where appropriate and practicablein delivering sustainable waste managementsolutions for Merseyside

KEY RECOMMENDATION 3: The MerseysideWaste Partnership will develop, agree andimplement a Joint Communications Strategy by2008

KEY RECOMMENDATION 4: Communicationsand education messages delivered by thePartnership should focus on waste preventionand recycling but make a clear link with climatechange and energy resource issues as drivingforces behind the Waste Strategy

KEY RECOMMENDATION 5: The MerseysideWaste Partnership will develop, agree andimplement an Education and Awareness Plan tosupport the Joint Communications Strategy by2008

KEY RECOMMENDATION 6: MWDA willimplement enforcement controls at all HWRCsby 2009, linked to awareness raising publicityand support to businesses for alternative methodsto dispose of their waste correctly

KEY RECOMMENDATION 7: The MerseysideWaste Partnership will develop and implementa co-ordinated and resourced action plan forenforcement and education to tackleenvironmental crime and nuisances issues by2009

KEY RECOMMENDATION 8: The MerseysideWaste Partnership will engage in the wider wastedebate to support more sustainable wastemanagement and regional self sufficiency

KEY RECOMMENDATION 9: All public wastemanagement facilities shall be accessible to allmembers of the community

KEY RECOMMENDATION 10: All new wastemanagement facilities shall be well designedand where practicable be in keeping with localcharacter, and where appropriate have VisitorCentres and or open days as part of the educationand awareness raising plan for municipal wastemanagement (and its environmental implications)

KEY RECOMMENDATION 11: All operationalwaste management staff shall be trained to highstandards and NVQ level 1 and 2 awards orequivalent offered as a minimum to encouragestaff development, and improve and maintainhigh levels of service delivery.

KEY RECOMMENDATION 12: The MerseysideWaste Partnership will maintain a watching briefon waste and resources research anddevelopment which may impact on the deliveryof the service and protection of the environment,workers and the public, including health impactstudies.

KEY RECOMMENDATION 13: All Partners shallseek more environmentally friendly transportoptions in all new waste related procurements(e.g. bio-diesel, intermodal transport etc).

Annex 1: List ofRecommendations

45

RECOMMENDATION 14: All Districts arecommitted to improving recycling performanceand achieving key targets and will incorporate arange of approaches to ensure that thechallenging recycling and landfill diversion targetsof 2010 and beyond are delivered. Theseapproaches include:

· Maintain the separate collection of dryrecyclables, biodegradable waste and residualwaste, using kerbside sort, commingled orwheeled bin collection systems.

· Collect recyclables as frequently as practicable,moving towards alternate week residual wastecollection

· Move towards the kerbside collection of kitchenwaste

· Optimise Bring Bank locations to complementthe kerbside collection service towards anoptimum saturation rate.

KEY RECOMMENDATION 15: MWDA will considertreatment options including Anaerobic Digestionfor the processing of kitchen waste by 2010.

KEY RECOMMENDATION 16: MWDA will improvethe segregation of paper and card for recyclingand garden waste for composting at HWRCs by2010. MWDA will work closely with its currentand future contractors to identify ways ofimproving performance to optimise recyclingrates.

KEY RECOMMENDATION 17: All Districts shallconsider the potential for introduction of streetrecycling bins by 2010.

KEY RECOMMENDATION 18: All Districts shallagree a protocol for acceptance of collectedmaterials for recycling with relevant parties,which meets the needs of all Partners, by 2010.

KEY RECOMMENDATION 19: All Partners shalluse awareness raising and enforcementmeasures where appropriate to improve thequality of recyclate collected and reducecontamination.

KEY RECOMMENDATION 20: MWDA to procurerecycling/composting/treatment capacity with apriority on high quality of output product. Relevantstandards (e.g. BSI PAS 100) should be soughtwherever practicable to enhance the value andapplication of secondary materials.

KEY RECOMMENDATION 21: All Partners arecommitted to delivering good quality recyclateto the market place and maximising the recoveryof materials through an efficient collection andtreatment process.

KEY RECOMMENDATION 22: Links with MarketDevelopment organisations (e.g. Envirolink NorthWest) shall be enhanced and local markets formaterials should be encouraged.

KEY RECOMMENDATION 23: All Partners shallspecify appropriate recycled / secondary materialsin purchasing and specifying decisions wherepracticable.

KEY RECOMMENDATION 24: All Partners shallhighlight positive local uses for materials derivedfrom recycling/ composting activity, promotecompost give-aways and Swap Shops.

KEY RECOMMENDATION 25: Where energy isgenerated (either through biological or thermalprocessing), CHP systems shall be encouragedto maximise the efficiency of the conversionprocess.

KEY RECOMMENDATION 26: All Partners shallundertake an audit of waste arisings in their mainpremises to determine the nature and quantityof wastes arisings by 2009.

KEY RECOMMENDATION 27: All Partners shallestablish practices and systems to reduce wastearisings and re-use and recycle and compostincreasing proportions of the remaining wasteby 2009.

KEY RECOMMENDATION 28: All Partners shallseek to reduce and sustainably manage thehazardous elements of the waste stream.

KEY RECOMMENDATION 29: All Partners shallimplement green procurement alternatives forall local authority purchasing, and implementmore environmentally friendly alternativeswherever practicable and economic to do so. Agreen procurement guidance or policy should bedeveloped and implemented by 2009.

46

Best Value – places a duty on local authoritiesto deliver services (including waste collectionand waste disposal management) to clearstandards – covering both cost and quality –by the most effective, economic and efficientmeans available.

Biodegradable Municipal Waste – any wastethat is capable of undergoing anaerobic or aerobicdecomposition, such as garden waste, kitchenwaste, paper and cardboard.

Bring site – a localised collection point forrecyclates, e.g. glass, paper and cans.

Combined Heat and Power – a highly fuelefficient technology which produces electricityand heat from a single facility.

Commercial waste – waste arising frompremises which are used wholly or mainly fortrade, business, sport, recreation orentertainment, excluding municipal andindustrial waste.

Community sector – including charities,campaign organisations and not-for-profitcompanies.

Composting – an aerobic, biological process inwhich organic wastes, such as garden and kitchenwaste are converted into a stable granularmaterial which can be applied to land to improvesoil structure and enrich the nutrient content ofthe soil.

Corporate Social Responsibility – operating ina manner that meets or exceeds the ethical,legal, commercial and public expectations thatsociety has of an organisation.

DEFRA – Department for the Environment, Foodand Rural Affairs.

Duty of Care – applies to anyone who imports,produces, carries, keeps, treats or disposes ofwaste. Everyone subject to the duty of care hasa legal obligation to comply with it and there aresevere penalties for failing to do so. The Duty of

Care does not apply to waste collection fromhouseholds.

EC Directive – a European Community legalinstruction, which is binding on all MemberStates, but must be implemented through thelegislation of national governments within aprescribed timescale.

ELV – End of Life Vehicle: a vehicle which is wastewithin the meaning of Article 1 of the WasteFramework Directive.

Energy from waste – includes a number ofestablished and emerging technologies, thoughmost energy recovery is through incinerationtechnologies. Many wastes are combustible, withrelatively high calorific values – this energy canbe recovered through (for instance) incinerationwith electricity generation.

Green waste – vegetation and plant matter fromhousehold gardens, local authority parks andgardens and commercial landscaped gardens.

Home composting – compost can be made athome using a traditional compost heap, a purposedesigned container, or a wormery.

Household waste – this includes waste fromhousehold collection rounds, waste from servicessuch as street sweepings, bulky waste collection,litter collection, hazardous household wastecollection and separate garden waste collection,waste from civic amenity sites and wastesseparately collected for recycling or compostingthrough bring or drop-off schemes, kerbsideschemes and at civic amenity sites.

Incineration – is the controlled burning of waste,either to reduce its volume, or its toxicity. Energyrecovery from incineration can be made byutilising the calorific value of paper, plastic, etc.to produce heat or power. Current flue-gasemission standards are very high. Ash residuesstill tend to be disposed of to landfill.

Glossary of Terms andAbbreviations

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Industrial waste – waste from any factory andfrom any premises occupied by an industry(excluding mines and quarries).

Kerbside collection – any regular collection ofrecyclables from premises, including collectionsfrom commercial or industrial premises as wellas from households. Excludes collection servicesdelivered on demand.

Landfill sites – are areas of land in which wasteis deposited. Landfill sites are often located indisused quarries or mines. In areas where thereare limited, or no ready-made voids, the practiceof landraising is sometimes carried out, wheresome or all of the waste is deposited aboveground, and the landscape is contoured.

Minimisation – see prevention

Municipal waste – municipal waste includeshousehold waste and any other wastes collectedby waste collection authorities (or their agents)such as municipal parks and gardens waste,beach cleansing waste, commercial or industrialwaste and waste resulting from the clearance offly-tipped materials. Collected municipal wasteis defined in the Landfill Allowance TradingScheme (England) Regulations 2004 as ’all wastewhich comes into the possession or under thecontrol of (a) a waste disposal authority, or (b) awaste collection authority within the area of awaste disposal authority.’

Prevention - achieving as much waste preventionas possible is a priority action. Prevention can beaccomplished within a manufacturing processinvolving the review of production processes tooptimise utilisation of raw (and secondary)materials and recirculation processes. It can becost effective, both in terms of lower disposal costs,reduced demand for raw materials and energycosts. It can be carried out by householders throughactions such as home composting, reusingproducts and buying goods with reduced packaging.

Producer responsibility – is about producersand others involved in the distribution and saleof goods taking greater responsibility for thosegoods at the end of the product’s life.

Proximity principle – suggests that wasteshould generally be disposed of as near to itsplace of production as possible.

Recycling – involves the reprocessing of wastes,either into the same product or a different one.Many non-hazardous industrial wastes such as

paper, glass, cardboard, plastics and scrapmetals can be recycled. Special wastes, suchas solvents can also be recycled by specialistcompanies, or by in-house equipment.

Re-use – can be practised by the commercialsector with the use of products designed to beused a number of times, such as reusablepackaging. Householders can purchase productsthat use refillable containers, or re-use plasticbags. The processes contribute to sustainabledevelopment and can save raw materials, energyand transport costs.

Renewables Obligation – this was introducedin 2002, amended in 2006 and 2007 and createsa market in tradable renewable energycertificates for which each supplier of electricitymust demonstrate compliance with increasinggovernment targets for renewable electricitygeneration.

SEA (Strategic Environmental Assessment) –this is an assessment procedure that variousplans and strategies are subject to and whichis designed to ensure that their environmentalimpact is properly assessed.

Sustainable development – development whichis sustainable is that which can meet the needsof the present without compromising the abilityof future generations to meet their own needs.

Sustainable waste management – means usingmaterial resources efficiently, to cut down onthe amount of waste we produce. And wherewaste is generated, dealing with it in a way thatactively contributes to the economic, social andenvironmental goals of sustainable development.

Treatment – involves the chemical or biologicalprocessing of certain types of waste for thepurposes of rendering them harmless,reducing volumes before landfilling, orrecycling certain wastes.

Unitary Authority – a local authority which hasthe responsibilities of both Waste Collection andWaste Disposal Authorities.

Waste – is the wide ranging term encompassingmost unwanted materials and is defined by theEnvironmental Protection Act 1990. Wasteincludes any scrap material, effluent or unwantedsurplus substance or article which requires tobe disposed of because it is broken, worn out,contaminated or otherwise spoiled. Explosivesand radioactive wastes are excluded.

Waste arisings – the amount of waste generatedin a given locality over a given period of time.

Waste Collection Authority – a local authoritycharged with the collection of waste from eachhousehold in its area on a regular basis. Canalso collect, if requested, commercial andindustrial wastes from the private sector.

Waste Disposal Authority – a local authoritycharged with providing disposal sites to which itdirects the Waste Collection Authorities for thedisposal of their controlled waste, and withproviding civic amenity facilities.

Waste Hierarchy – suggests that: the mosteffective environmental solution may often be toreduce the amount of waste generated – reduction;where further reduction is not practicable, productsand materials can sometimes be used again,either for the same or a different purpose – re-use; failing that, value should be recovered fromwaste, through recycling, composting or energyrecovery from waste; only if none of the aboveoffer an appropriate solution should waste bedisposed of.

Waste management industry – the businesses(and not-for-profit organisations) involved in thecollection, management and disposal of waste.

Waste streams – waste generated from differentsources.

WEEE – Waste Electrical and ElectronicEquipment.

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Design by: Kiosk www.kioskcreative.co.uk. Additional images suppliedby The Mersey Partnership, Waste Resources Action Programme (WRAP)and Ron Jones / Merseyside Photo Library.

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Joint Municipal WasteManagement Strategyfor Merseyside 2008Headline Strategy

Members of the Merseyside Waste Partnership