HomeMy WebLinkAbout2022-02-04Clarftwn
Electronic Council Communications Information
Package
Date: February 4, 2022
Time: 12:00 PM
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Electronic Council Communications Information Package (ECCIP)February 4, 2022
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Pages
Region of Durham Correspondence
1.1. Long -Term Waste Management Plan 2021 Consultation, Final Long- 3
Term Waste Management Plan 2021 to 2040 and First Five -Year Action
Plan - February 3, 2022
Durham Municipalities Correspondence
2.1. City of Oshawa - Request for Funding to Assist Businesses Affected by 116
the Pandemic - February 3, 2022
2.2. City of Oshawa - Request to Extend the Restart Agreement Fund - 118
February 3, 2022
2.3. Township of Scugog - iGaming Model - February 3, 2022 120
Other Municipalities Correspondence
3.1. City of Brantford - Addressing the Revolving Door of Justice - 122
Accountability for Sureties and Swift Justice - January 28, 2022
3.2. City of Brantford - Closing the Revolving Door of Justice - January 28, 124
2022
3.3. Town of Aurora - Request to Province to Dissolve OLT - January 31, 127
2022
Provincial / Federal Government and their Agency Correspondence
4.1. Municipal Finance Officers' Association of Ontario - 2022 Budget 130
Consultations
Miscellaneous Correspondence
5.1. WSP - Highway 401 Westbound Pavement Rehabilitation/Simcoe Street 136
Bridge and Albert Street Bridge Replacements Detail Design and Class
Environmental Assessment Study - January 24, 2022
Page 2
February 3, 2022
Mr - � The Honourable David Piccini
• Minister of the Environment, Conservation
and Parks (MECP)
College Park 5th Floor
The Regional 777 Bay Street
Municipality
of Durham Toronto, ON M7A 2J3
Corporate Services
Dear Minister Piccini:
Department
Legislative Services
RE: Long -Term Waste Management Plan 2021 Consultation,
605 Rossland Rd. E.
Level 1
Final Long -Term Waste Management Plan 2021 to 2040 and
PO Box 623
First Five -Year Action Plan (2022-WR-1) Our File: D04
Whitby, ON L1N 6A3
Canada
Council of the Region of Durham, at its meeting held on January 26,
905-668-7711
2022, adopted the following resolution, as amended, of the Works
1-800-372-1102
Fax: 905-668-9963
Committee:
durham.ca "A) That the final Long -Term Waste Management Plan 2021 to 2040
Don Beaton, Bcom, M.P.A. as contained in Attachment #2 to Report #2022-WR-1, and the
Commissioner of Corporate first Five -Year Action Plan as contained in Attachment #3 to
Services Report #2022-WR-1, be endorsed;
B) That Attachment #2 be amended by deleting the words "will
remain consistent throughout the life of the of the Waste Plan
without further review and updating" and replacing them with the
words "will be achieved through" in the first sentence of the
second paragraph listed under the Introduction of the Durham
Region Long-term Waste Management Plan final draft, so the
paragraph reads as follows:
"The approved Guiding Principles, Vision and Objectives will be
achieved through Action Plans, with measurable targets and
accompanying actions for the following timelines — short-term
(2022 to 2026), mid-term (2027 to 2033) and long-term (2034 to
2040) which will be reviewed and updated (if required) every five
years to ensure alignment with corporate direction and associated
legislation."; and
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
Page 3
Page 2 of 2
C) That Attachment #3 be amended by deleting the words "without
further review and updating" in the last sentence of the paragraph
listed under the Guiding Principles, Vision and Objectives of the
Five -Year Action Plan, so the sentence reads as follows:
"The approved guiding principles, vision and objectives will remain
consistent throughout the life of the Waste Plan."
D) And further that the Minister of the Environment,
Conservation and Parks (MECP) be requested to ban single
use plastic bags, and that the Association of Municipalities of
Ontario (AMO) and the local area municipalities be so
advised."
A copy of Report #2022-WR-1 of the Commissioner of Works is attached
for your information.
2aph, W aLto7v
Ralph Walton,
Regional Clerk/Director of Legislative Services
RW/np
Attach.
c: Association of Municipalities of Ontario (AMO)
N. Cooper, Clerk, Town of Ajax
J. Gallagher, Clerk, Municipality of Clarington
S. Cassel, City Clerk, City of Pickering
D. Leroux, Clerk, Township of Uxbridge
F. Lamanna, Clerk, Township of Brock
M. Medeiros, Clerk, City of Oshawa
B. Jamieson, Clerk, Township of Scugog
C. Harris, Clerk, Town of Whitby
S. Siopis, Commissioner of Works
Page 4
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 3540.
The Regional Municipality of Durham
Report
To: Works Committee
From: Commissioner of Works
Report: #2022-WR-1
Date: January 12, 2022
Subject:
Long -Term Waste Management Plan 2021 Consultation, Final Long -Term Waste
Management Plan 2021 to 2040 and first Five -Year Action Plan
Recommendation:
That the Works Committee recommends that Regional Council endorse the final
Long-term Waste Management Plan 2021 to 2040 and the first Five -Year Action Plan.
Report:
1. Purpose
1.1 This report presents the final Long-term Waste Management Plan and Five -Year
Action Plan for Regional Council endorsement to guide waste management
decisions, budgets, and programs through to 2040.
2. Background
2.1 At its meeting of January 30, 2019, Regional Council directed staff to begin
developing an updated Long-term Waste Management Plan 2021 — 2040 (Waste
Plan) as part of the 2019 Solid Waste Management Servicing and Financing
Study.
2.2 In 2019, Regional staff developed a scope of work and obtained consulting
services to lead consultation and drafting efforts for the Waste Plan.
2.3 Waste Plan development kicked -off in early 2020 with a consultation plan that
included several in -person events with Regional and local area municipality staff,
Page 5
Report #2022-WR-1
Paae 2 of 12
Regional advisory groups and the public. Due to the COVID-19 pandemic, all
consultation efforts were moved to online engagement and virtual events.
2.4 Following consultation in the spring, summer and early fall 2020, the draft Guiding
Principles, vision statement and objectives were revised and presented to
Regional Council for approval in January 2021.
2.5 Regional Council approved the following five Guiding Principles:
a. Emphasize rethink, reduce and reuse principles as the first steps in reducing
waste generation.
b. Deliver cost effective waste management services to a rapidly growing and
diverse population.
C. Work with producers of designated products and packaging to implement
"Extended Producer Responsibility" and adjust Region waste programs as
required.
d. Apply innovative approaches to Region waste streams to manage them as
resources in a circular economy.
e. Demonstrate leadership in sustainability to address the climate crisis by
reducing greenhouse gas emissions from waste management activities.
2.6 The Regional Council approved the vision for the Waste Plan as:
a. Together, with our residents, we will reduce the amount of waste we create
and manage the generated waste as a resource. We will build an innovative
system, balancing financial needs and environmental sustainability.
2.7 Regional Council approved five objectives for the Waste Plan:
a. Engage with residents to build an understanding and awareness of the 5Rs
(Rethink, Reduce, Reuse, Recycle and Recover) and the Region's waste
management programs and services;
b. Reduce the quantity of waste we create;
C. Increase diversion of waste from disposal and support the Circular Economy;
d. Support the Region's greenhouse gas reduction and climate change
mitigation efforts; and
e. Protect or improve water, land, and air quality in Durham Region.
Page 6
Report #2022-WR-1
3. Previous Reports and Decisions
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3.1 The 2019 - Solid Waste Management Servicing and Financing Study (Report
#2019-COW-30) directed staff to obtain consulting services and commence
development of a Long-term Waste Management Plan 2021 to 2040 with a draft
vision to continue and enhance the reduce, reuse and recycle principles and to
incorporate using waste as a resource as a foundation of the plan.
3.2 The Solid Waste Management: 2020 Strategic Issues and Financial Forecast
(Report #2020-COW-3) described the guiding principles for the Waste Plan and
identified in general terms the consultation planned for 2020.
3.3 The Long-term Waste Management Plan 2021-2040 Development Schedule
(Report #2020-INFO-26) provided Regional Council with an anticipated
development schedule and milestones for the Waste Plan consultation and
drafting.
3.4 The Long-term Waste Management Plan 2020 Consultation, Vision and
Objectives (Report #2021-WR-1) provided Regional Council with a summary of
the consultation to date and presented revised Guiding Principles, vision and
objectives for the Waste Plan for approval.
3.5 The Long-term Waste Management Plan 2021-2040 Consultation Update (Report
#2021-INFO-62) provided Regional Council with a summary of the spring 2021
survey results. The survey was conducted to obtain early input from the public on
the targets and actions that should be considered in the Waste Plan.
3.6 The Consultation Summary for the Long-term Waste Management Plan 2021-
2040 (Report #2021-INFO-121) provided Regional Council with a summary of the
consultation efforts on the Waste Plan that began in 2020 and continued through
the fall of 2021. In total over 4,000 stakeholder contacts were made.
4. Consultation
4.1 In 2021, phase two of the Waste Plan consultation focused on the proposed
targets and actions. Details of the full consultation for the Waste Plan were
provided in Report #2021-INFO-121 and a graphical consultation summary is also
provided as Attachment #1 to this report. A general summary of comments
received during phase two consultation is provided below.
Page 7
Report #2022-WR-1
Paae 4 of 12
4.2 Waste Management staff suggested collaborations with volunteer and charitable
organizations in the Region on waste diversion efforts. Staff also confirmed the
2018 waste audit provides the most current and detailed waste composition data.
Staff also suggested exploring options to return closed landfills managed by the
Region to a naturalized state.
4.3 Local area municipality and Regional staff identified increasing subscribers to the
Waste App, Reduce and Reuse messaging and Waste App enhancements as
areas for collaboration. Accessibility of waste management programs and
services was identified as an area with few existing programs available at the
local municipality level.
4.4 Regional Advisory Committee members had suggestions for carbon offset
measures and ways to encourage more curbside diversion. Committee members
also want to ensure the public is informed of progress on actions. The Five -Year
Action Plan includes proposed annual and five-year reporting on progress toward
targets and actions.
4.5 Two public surveys were conducted in phase two of the Waste Plan consultation.
A spring survey including questions on how the public learns about waste
management programs, what type of programs the public is more interested in
using and how accessibility of waste management facilities could be improved.
Responses to the spring 2021 survey were incorporated into the proposed
actions. Details of this survey were reported to Regional Council in Report #2021-
I N FO-62.
4.6 A second public survey was included with the online open house launched on
September 19, 2021. Survey feedback included support for a 20 per cent per
capita reduction in waste disposal over the next 20 years, support for the addition
of a Reduce and Reuse webpage on Durham Region's website and support for
initiatives to use alternative, low carbon fuels in the contracted waste collection
vehicles. The feedback received was used to set the five-year waste reduction
and diversion goals in the first Five -Year Action Plan and to prioritize other
proposed actions.
4.7 A Virtual Town Hall was held on October 19, 2021. Questions received at the
Town Hall included what considerations will determine where new Waste
Management Facilities are constructed and if the Region would be setting a waste
per capita metric. The waste metrics proposed for use in the Waste Plan are
detailed below in section five.
Report #2022-WR-1 Page 5 of 12
4.8 During 2021, over 41 public emails were received to the Waste Plan email
address. The emails expressed support for existing waste management
programs, suggestions for improvements and the need for clarification on how to
access waste management services that are not weekly or bi-weekly curbside
services. Suggestions for consideration in the Waste Plan include ideas for
expanding curbside collection, enhancing the Green Bin by including diapers or
pet waste and suggestions for greenhouse gas reduction.
5. Waste Diversion Rate
5.1 Historically, the Region has measured progress towards waste reduction with an
annual waste diversion rate. The waste diversion rate is calculated based on
annual Blue Box, Green Bin organics, leaf and yard waste, and garbage collection
data submitted to the Resource Productivity and Recovery Authority (RPRA). All
municipalities in Ontario that operate a Blue Box program submit data to RPRA
where it is combined with RPRA-determined credits for programs like backyard
composting and grasscycling to generate an annual waste diversion rate.
5.2 A significant portion of the waste diversion rate is the Blue Box material that is
diverted from garbage. Since the Region has historically and currently operates
the Blue Box program, this data is readily available for waste diversion rate
calculation.
5.3 With the advent of Extended Producer Responsibility (EPR) in Ontario and the
new Blue Box Regulation, the Region will no longer be responsible for collecting
Blue Box material and the producers, who will become responsible for collection,
processing and recycling, will not be required to track Blue Box tonnages for
individual municipalities. The Region will no longer know the quantity of Blue Box
material collected from residents at curbside since it is not a regulatory
requirement for producers to track.
5.4 After July 1, 2024, when the Region transition's the Blue Box program to EPR, the
waste diversion rate will no longer be comparable to historical diversion rates
since it will no longer contain Blue Box tonnage data.
5.5 As part of the Waste Plan development, staff have proposed new metrics to
measure progress toward reducing the quantity of waste generated in Durham
Region. These metrics include:
a. Kilogram per capita garbage generation;
b. Kilogram per capita reduction of avoidable food waste in the Green Bin; and
Page 9
Report #2022-WR-1 Page 6 of 12
C. Kilogram per capita increase in Green Bin organics diversion.
5.6 Goals for the reduction or increase in kilograms per capita are outlined in the first
Five -Year Action Plan (Action Plan). These goals will be reviewed as part of the
action plan review and updated for subsequent Action Plans moving forward.
5.7 To support the transition to these new waste reduction targets, a waste audit
program will be developed to regularly look at a sample of waste generated and
measure the weights outlined above. The waste audit program will allow staff to
track progress toward these initial targets and set new targets when appropriate.
6. Waste Plan Targets and Actions
6.1 The Long-term Waste Management Plan 2021 to 2040 is provided as Attachment
2. The Waste Plan provides background information on the progress the Region
has made since its first Long-term Waste Management Strategy Plan in 2000 and
details the status of waste management currently in Ontario and Durham Region.
6.2 The Regional Council approved Guiding Principles, vision and objectives are
contained in the Waste Plan document and will remain constant throughout the
20-year life of the Waste Plan. These will guide staff efforts on targets and actions
to achieve the Waste Plan objectives.
6.3 Proposed targets, measurements and actions to work toward the objectives are
detailed in the Waste Plan. Targets and actions outline specific steps the Region
will take to encourage residents to apply rethink and reduce to generate less
waste. Actions to better measure and reduce greenhouse gas generation
associated with waste management activities and efforts to make waste
management programs and facilities more accessible to residents are also
described.
6.4 Each target has a measurement metric to be used to track progress. Input
received during consultation resulted in adjustments to the proposed
measurement metrics to better reflect stakeholder opinions.
6.5 Actions to support the targets are divided into short, mid and long-term actions.
There are many short-term actions listed that will be the focus of staff work over
the next five years. A five-year review cycle is part of the Waste Plan and will
allow development of new targets and actions throughout the 20-year Waste Plan
period to continue moving the Region toward its objectives.
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Report #2022-WR-1
Paae 7 of 12
6.6 For easy reference, the following tables provide a list of the targets and actions
associated with each Regional Council approved objective. The short-term actions
are in Table 1 and mid to long-term actions are in Table 2. A fulsome description
of the actions can be found in the attached Waste Plan.
Table 1: Objectives, Targets and Short-term Actions
1: Engage with residents to build an understanding and awareness of
Region'sObjective
the 5Rs (Rethink, Reduce, Reuse, Recycle, Recover) and the
management ..
Target 1A: Increase public engagement on the 5Rs through partnerships, increased
accessibility, and different media.
1A1
Work with schools to provide educational content and increase rethink and
reduce activities.
1A2
Transition to a central access point for residents to obtain waste management
information.
1A3
Increase Waste app subscribers.
1A4
dd a dedicated section to the Region's webpage on Reduction and Reuse.
LA5
Investigate the feasibility of including locations of donation centres on the Waste
app.
1A6
Develop digital and/or in -person educational opportunities.
7
Identify additional languages for publications, P&E materials and outreach
t
events.
Objective
Target 2A: Support residents in making behavioural changes to reduce food waste.
2A1
Continue with the Region's "Buy it, Eat it" food waste reduction campaign.
Target 213: Support residents in making behavioural changes to reduce the amount of
waste generated.
2131
Reduce quantities of materials generated such as durable goods, textiles and
single -use plastics.
2B2 Develop a monitoring program to audit waste setouts and composition on a
regular basis.
Objective 3: Increase diversion of waste from disposal and support the circular
economy.
arget 3A: Increase diversion of organics from disposal.
3A1
Develop the Mixed Waste Pre-sort and Anaerobic Digestion Facility.
3A2
Launch an enhanced Green Bin program for single-family residences.
3A3
Encourage backyard composting.
3A4
Expand collection services to Regional facilities and consider service for local
area municipal facilities and other institutional users (e.g. school boards).
Page 11
Report #2022-WR-1
e8of12
Target 3B: Revise Waste Management By-law 46-2011 to reflect changes to Regional
collection and processing programs and services.
3B1
Revise By-law to reflect new EPR programs.
3132
Revise By-law to include a new section for the Mixed Waste Pre-sort and AD
Facility.
3B3
Review options to collect waste in mid -to high density developments
Target 3C: Develop a transition plan that supports EPR programs.
3C1
�Nork with producers to understand how programs will be rolled out and the
limpact on the Region.
3C2
Develop educational campaigns to inform residents of changes to programs.
3C3
Transition the program(s) to producers.
3C4
Explore opportunities to reuse or recycle HHW not covered under the
regulation .
3C5
Assess options for the Region's recycling facility and equipment.
3C6
Evaluate if changes are required at Waste Management Facilities to adapt to
EPR regulations.
3C7
Pursue options for the Region to continue to provide recycling collection service
o ineligible sources.
Target 3D: Advocate for the expansion of existing EPR programs and for additional EPR
programs to manage more materials.
3D1
Continue to participate in the solid waste management committees of municipal
advocacy organizations and related industry associations.
3D2
Continue to participate in consultation opportunities for proposed Federal and
Provincial waste management changes.
4: Support the Region's greenhouse gas reduction and climate change
mitigationa .
Target 4A: Develop initiatives to offset or reduce GHG emissions from solid waste that
contribute to Corporate GHG emissions.
4A1
Explore opportunities to convert collection vehicles to use alternative fuels.
4A2
Identify opportunities to convert biogas to Renewable Natural Gas at Region -
owned facilities.
4A3
Identify additional methodologies to determine GHG emission reductions and
avoidance.
A4
Undertake additional analyses to review how to better recover energy resources
�rorn
waste operations
•. Region.
arget 5A: Optimize the operation and utilization of Waste Management Facilities.
5A1
Explore options to optimize the Oshawa WMF (e.g., traffic flow, new
indoor/outdoor facility).
5A2
Investigate options to improve waste diversion performance at WMFs.
Target 5B: Increase accessibility of waste management programs and services.
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Report #2022-WR-1
Paae 9 of 12
nvestigate extending the hours of operation to make access to the WMFs more
;onvenient for users.
5132 Assess accessibility of WMFs to ensure they are physically accessible.
Target 5C: Explore options to reduce environmental impacts of closed landfills and
potential for future communitv use and/or naturalization.
5C1 Evaluate outcome of pilot project at Oshawa Landfill for an alternative landfill
cover system.
Table 2 Objectives, Targets and Mid to Long-term Actions
i arget iH: increase puoiic engagement on ine errs tnrougn parinersnips, increasea
accessibility, and different media.
Short-term actions listed above carry forward for the life of the Waste Plan.
Target 213: Support residents in making behavioural changes to reduce the amount of
waste generated.
2133 Evaluate partnerships with local charities.
Partner with local area municipalities on common messaging and approach to
2134 single use plastics and textiles.
Target 3A: Increase diversion of organics from disposal.
Expand collection services to more multi -residential buildings to divert more
3A5 material.
Target 3D: Advocate for the expansion of existing EPR programs and for additional EPR
programs to manage more materials.
Advocate to the Federal and Provincial governments for new EPR programs to
3D3 divert more materials from disposal.
Advocate for existing programs to be expanded (e.g., recycling, hazardous waste,
3D4 electronics).
Provide comments on any proposed EPR regulations to ensure Durham Region's
3D5 considerations are included.
Target 4A: Develop initiatives to offset or reduce GHG emissions from solid waste that
contribute to Corporate GHG emissions.
Develop a carbon emissions management plan in partnership with the Region's
4A5 Sustainability group.
Work with other Divisions to leverage the Region's buying power to develop in-
house Circular Economy Initiatives.
Page 13
Report #2022-WR-1 Page 10 of 12
Explore options to reduce GHGs at Waste Management Facilities (WMF) through
wind/solar installations, carbon capture technologies and other methods to offset
4A7 emissions.
Explore opportunities to reduce emissions from some/all fleet vehicles through
4A8 alternative fuels or technologies.
Assess operational practices at WMFs that would reduce emissions from
4A9 transportation. _
Technology review of CO2 capture and utilization and/or offset options for
4A10 exaanded DYEC.
Target 5A: Optimize the operation and utilization of Waste Management Facilities
5A3 I Explore options to optimize Brock and Scugog WMFs.
5A4 I Evaluate business case to develop a new WMF or smaller drop-off depots.
target 5B: Increase acce—sab—iM waste management programs and
Explore options for assisted waste collection to help residents manage set out of
5B3 materials.
target 5C: Explore options to reduce environmental impacts of closed landfills and
potential for future community use and/or naturalization.
5C2 Evaluate additional options to minimize landfill GHG generation and other
environmental impacts.
Evaluate potential to implement the alternative cover system at other Region-
5C3 owned closed landfills.
5C4 Explore options to install solar covers at closed landfills.
5C5 Evaluate potential to utilize closed landfills for community use.
5C6 Explore options to naturalize closed landfills.
7. First Five -Year Action Plan 2022 — 2026
7.1 The first Five -Year Action Plan is provided as Attachment 3. The Action Plan lists
the proposed Waste Plan targets and the metrics that will be used to measure
progress toward achieving the targets. The targets are supported by the actions
identified as short-term actions in the Waste Plan and are also listed in Appendix
A of the Action Plan.
7.2 Staff will report annually on progress toward achieving the Waste Plan targets as
outlined in the Action Plan. A detailed review of progress on all short-term actions
will be completed as part of the Action Plan review that will take place every five
years to inform the development of an Action Plan for the next five years.
7.3 Future Five -Year Action Plans may include existing actions as necessary as well
as new initiatives identified as part of the Action Plan five-year review.
Page 14
Report #2022-WR-1
8. Inclusion in Regional Budgets
Paae 11 of 12
8.1 The Region's Business Plans and Budgets are a critical component of the
Region's annual business planning cycle which also includes strategic planning,
economic and financial forecasting, and performance measurement. The Waste
Management budget is funded by property taxes, which presents both operating
and capital funding requirements.
8.2 The actions in the Waste Plan will be considered in the Region's Waste
Management business plans and budget forecasts where appropriate, as
estimates during the planning stages. Implementation details will be included in
the annual approved Region Budget which is publicly available.
8.3 Major budget impacts cannot be quantified at this time but will include the
transition of the Blue Box to Extended Producer Responsibility for both operations
and financing; the construction and commissioning of the Mixed Waste Pre-sort
and Anaerobic Digestion Facility; launch of an enhanced Green Bin program; and
the future expansion of the DYEC.
9. Relationship to Strategic Plan
9.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a. Goal 1.2 Increase waste diversion and resource recovery
b. Goal 5.1 Optimize resources and partnerships to deliver exceptional quality
services and value
C. Goal 5.4 Drive organizational success through innovation, a skilled workforce,
and modernized services
10. Conclusion
10.1 Extensive public consultation has taken place throughout the Waste Plan
development in 2020 and 2021 with over 4,000 stakeholder contacts made.
10.2 Achievement of the approved objectives is supported by the proposed targets and
specific actions. The first Five -Year Action Plan will support the launch of the
Waste Plan with the public and provide focus for staff efforts on implementing the
Waste Plan.
10.3 For additional information, contact: Gioseph Anello, Director Waste Management
Services, at 905-668-7711, extension 3445.
Page 15
Report #2022-WR-1 Page 12 of 12
11. Attachments
Attachment #1: Consultation Summary
Attachment #2: Draft Long-term Waste Management Plan 2021 - 2040
Attachment #3: Draft Five -Year Action Plan 2022 - 2026
Respectfully submitted,
Original signed by:
Susan Siopis, P.Eng.
Commissioner of Works
Recommended for Presentation to Committee
Original signed by:
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page 16
Attachment #1 to Report #2022-WR-1
Durham Region Long-term Waste
Management Plan
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DURHAM
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2020 Consultation (Phase One)
Planned to be in -person community engagement
Attachment #1 to Report #2022-WR-1
Pivoted to virtual community engagement due to COVID-19 pandemic
Phase One consultation for the Waste Plan focused on the proposed Waste
Plan framework (Guiding Principles, Vision Et Objectives)
2021 Consultation (Phase Two)
Continued virtual community engagement due to ongoing COVID-19 pandemic
Phase Two consultation for the Waste Plan focused on the Draft targets,
measurements and actions for achieving the Waste Plan objectives approved by
Regional Council in January 2021
Participation in Phase Two consultation was lower than Phase One consultation
which could be attributed to the timing of the survey coinciding with a wider
re -opening of Ontario's economy with return to in -person work and school and
a more normal after -school activity level than in phase one consultation
Ongoing Consultation
Residents can continue to provide feedback on the Waste Plan during
implementation via email at WastePlanCWdurham.ca
Attachment #1 to Report #2022-WR-1
Contents
WebExWorkshops.......................................................................................................................................................1
Project Website, Email, Newspaper and Radio...........................................................................................2
WastePlan Documents............................................................................................................................................3
Social Media and Waste App Service Alerts.................................................................................................4
Virtual Open House, Online Survey and Virtual Town Hall.................................................................5
OtherCorrespondence.............................................................................................................................................6
Survey Feedback on Proposed Waste Plan Framework.........................................................................7
Survey Results on Draft Waste Plan..................................................................................................................8
StayConnected.............................................................................................................................................................9
,BF_GION
II Durham Region Long-term Waste Management Plan Consultation Report
M�WebEx Workshops
ioio -Zozi
2020
2
Webex Workshops hosted with Regional
and Local Area Municipality staff
Attachment #1 to Report #2022-WR-1
(:5
Presentations at Regional Advisory
3.00+
Engaged individuals
2021
(:2
Webex Workshops hosted with Regional
and Local Area Municipality staff
100+
Committee meetings
26
Follow-up surveys received
5
Presentations at Regional Advisory
Engaged individuals
Committee meetings
Formal comments were received from the Corporate Sustainability
_ and Finance staff at the Region, Energy from Waste -Waste
Management Advisory Committee and the Municipality of Clarington.
Attachment #1 to Report #2022-WR-1
2020
Project Website, Email, Newspaper and Radio
2020 - 2021
2 'Ask Katherine' Newspaper Articles
Ran 72 Radio Ads
2,700 37
Unique pageviews on website Emails received
<M>
..
Newspaper circulation Digital impressions Listeners for radio ads
2021 1 `Ask Katherine' Newspaper Article
Ran 72 Radio Ads
3,900 41
Unique pageviews on website Emails received
J IL
Newspaper circulation Digital impressions Listeners for radio ads
Attachment #1 to Report #2022-WR-1
Waste Plan Documents
ioio-Zozi
Coinciding with the launch of the
open house, a magazine -style
Waste Plan Executive Summary
was posted on the Waste Plan
webpage along with the full text
of the Draft Waste Plan.
as
1
1 21800
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1 Plan Executive Summary
1
Durham Long-term
Waste Management Plan
Draft September 2021
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2021 Virtual Waste Plan Town Hall
Phase One Consultation
Durham York Energy Centre
Mixed Waste Pre-sort/
The Durham York Energy Centre(DYEC)
Anaerobic Digestion
ergy from waste facility that
To plan for growth, the Region is
prod c,% energy tram the combusti.1
building a Mixed Waste Pre-sort(MWP)
burning of garbage that remains after
and Anaerobic Digestion (AD) facilay.
all diversion programs. The facility was
When the garbage arrives at the facility,
deveLoped in parinershipwith York Region,
themixedwastepre sortwill take out
permitted to process 140.000 tonnes per
the organics, recyclables and too
year of residential garbage. This facility is
combustibles from the garbage Wig, The
the primary disposal facility for Durham
AD facility will convert organic waste
Region, processing 110.000 tonnes
into a renewable natural gas(RNG) and
annsiatly of post -diversion residential
digestate(a compsclike product). RNG
garbage. York Region send, 30.000 tonnes
will be a valuable resource of renewable
annually of post -diversion residential
energy (including for heating homes) and
garbage to DYEC.
the dig state will be used as a beneficial
agricultural fenitizer.
Tonnes Collected by the Region (2015-2020)
Sour— Durham Region, 2019 Annual Report, 2020 Waste Tonmge Summary
'2oio diversion data presented is urnerihsd by RPRA.
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2020
Social Media
2020 - 2021
l
Campaign
Ilk
Social Media Channels:
2021
1
Campaign
Ilk
Social Media Channels:
Attachment #1 to Report #2022-WR-1
and Waste App Service Alerts
3 280,839
Waste app signups
Waste App Service Alerts
78,820
1 ---------------------------------
Waste app downloads
94,300
Social media impressions
103,237 FM
1__________________________
Waste app signups
Waste App Service Alert 90,174
---------------------------------
1 Waste app downloads
57,864
Social media impressions
Attachment #1 to Report #2022-WR-1
Virtual Open House, Online Survey
and Virtual Town Hall
2020 - 2021
13,619
Users of the virtual
open house
Hosted 1 Virtual Open House
Hosted 1 Online Survey
Hosted 1 Live Virtual Town Hall
2,094
Survey responses
0
Hosted 1 Virtual Open House
Hosted 2 Online Surveys
300+
Participants in the
live town hall
Hosted 1 Live Virtual Town Hall
9,357 3,991 30+
Users of the virtual
open house
Survey responses
Participants in the
live town hall
Other Correspondence
2020-2021
37
Spring 2020 December 2020
37 emails were received from the project
start in Spring 2020 to the end of 2020.
41
January 2021 November 2021
To date, 41 emails have been submitted
between January 2021 and November 15,
2021.
This email will continue to be monitored
for resident comments during the Waste
Plan implementation.
Attachment #1 to Report #2022-WR-1
0
Attachment #1 to Report #2022-WR-1
Survey Feedback on Proposed Waste
Plan Framework
T'2020
Strong support received for the proposed Guiding Principles, Vision and Objectives
94% 95%
70%
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Guiding Principles Vision Statement Proposed Objectives
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8 Durham Region Long-term Waste Management Plan Consultation Report
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The Regional Municipality of Durham
1 7W) durham.ca
Durham Region Waste Management
DURHAM
REGION durham.ca/waste
REGION
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DURH
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The Apple logo and App Store logo are trademarks of Apple Inc.
Google Play and the Google Play logo are trademarks of Google LLC.
@RegionofDurham
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receive email updates in
the Contact Us section at
durham.ca/waste
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770771)
DURHAM
REGION
Final DRAFT — 2022-2040
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Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Contents
1 Introduction..................................................................................................... 1
2 Waste Plan Development................................................................................ 1
3 Guiding Principles, Vision and Objectives....................................................... 2
3.1 Guiding Principles................................................................................ 2
3.2 Vision................................................................................................... 3
3.3 Objectives............................................................................................ 3
4 Alignment with Corporate Strategies............................................................... 4
4.1 Strategic Plan....................................................................................... 4
4.2 Climate Change Action Plan................................................................ 5
5 Background.....................................................................................................6
5.1
History of Waste Management in Durham Region ............................... 6
5.2
About Durham Region..........................................................................
8
5.3
Current Waste Management System .................................................
11
5.4
Financing............................................................................................18
5.5
Tonnes of Waste by Material Type .....................................................
19
5.6
Tonnes of Waste Managed by Sector ................................................
19
5.7
Projected Tonnes to be Managed ......................................................
21
5.8
Performance.......................................................................................22
5.9
Waste Composition............................................................................
26
6
Regulatory Review........................................................................................
30
6.1 Durham Region Solid Waste By-law ..................................................
30
6.2 Ontario Policy Changes......................................................................
31
7
Commitment to Climate Change...................................................................
39
7.1 Corporate Emissions..........................................................................40
7.2 Community Targets............................................................................
44
8
What Will Impact Future Planning Decisions? ..............................................
44
9
Targets and Timelines..................................................................................
46
10
Targets and Actions......................................................................................
47
10.1 Objective 1 Targets and Actions........................................................
47
10.2 Objective 2 Targets and Actions........................................................
49
10.3 Objective 3 Targets and Actions........................................................
50
10.4 Objective 4 Targets and Actions........................................................
52
10.5 Objective 5 Targets and Actions........................................................
54
11
Measuring Performance................................................................................
55
11.1 Establishing Measurement Baseline Data ..........................................
56
11.2 Targets and Measurements...............................................................
57
12
Conclusion....................................................................................................
59
Page 30 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Tables
Table 1: LTWMSP 2000-2020 Goals and Achievements ................................................ 8
Table 2: Waste Management Facility Hours..................................................................
15
Table 3: Materials Accepted and Fees Charged at Region Owned Waste
Management Facilities (as of November 2021)..................................................
16
Table 4: Tonnes Collected by the Region(2015-2020).................................................
19
Table 5: Tonnes of Residential Waste Managed at the Curb (2019-2020)....................
20
Table 6: Tonnes of Waste Managed at Waste Management Facilities and Special
Events (2019-2020)............................................................................................
20
Table 7: Projected Tonnes of Curbside Green Bin Material and Garbage (to
2045)..................................................................................................................
22
Table 8: 2019 Diversion Rate(RPRA)...........................................................................
24
Table 9: Tonnes of Recyclables Marketed by Durham Region (2017-2019) .................
26
Table 10: EPR Transition Timing..................................................................................
32
Table 11: Waste Reduction and Resource Recovery Targets by Sector .......................
35
Table 12: Summary of Objectives, Targets and Timelines ............................................
46
Table 13: Targets and Measurements...........................................................................
57
Figures
Figure 1: Consultation Timeline.......................................................................................
2
Figure 2: Durham Region Past Accomplishments...........................................................
7
Figure 3: Guinness World Record for Battery Collection(2012)......................................
7
Figure 4: Durham Region Population Density...............................................................
10
Figure 5: Waste Management Facility Locations in Durham Region .............................
14
Figure 6: Comparison of Durham Region 2019 Diversion and Disposal Rates .............
23
Figure 7: Per Capita Waste Generation Rate (2001-2020)...........................................
25
Figure 8: Composition of Residential Waste Managed (2020)......................................
27
Figure 9: Single-family Garbage Composition (2018)...................................................
28
Figure 10: Multi -residential Garbage Composition(2018).............................................
29
Figure 11: 2019 Reported GHG Emissions Summary ...................................................
41
Figure 12: Corporate GHG Emissions Inventory (2007 — 2019)....................................
42
Figure 13: Timelines impacting Future Waste Management Decisions .........................
45
ii Page 31 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Disclaimer
This report has been prepared on behalf of the Regional Municipality of
Durham (Region) by HDR Corporation. This Report may not be used by any
other person or entity without the express written permission of the Region.
Any use of this report by a third party, or any reliance on decisions made
based on it, are the responsibility of such third parties. The Region and HDR
Corporation accept no responsibility for damages, if any, suffered by any third
party as a result of decisions made or actions taken based on this report.
The information presented is based on data available/current at the time this
document was prepared, forward looking statements are based upon
expectations, estimates and projections at the time the statements are made
and involve risks and uncertainties that could cause actual events to differ
from those anticipated. None of the information presented, positions taken, or
recommendations made in this document were included with the intent of
advancing a specific commercial interest of HDR Corporation or its existing
clients.
Page 32 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Glossary and Abbreviations
Glossary Term Definition
Anaerobic A process that uses bacteria but no oxygen to break down
Digestion organic material producing biogas and digestate.
Business Downtown business areas as designated by the Region.
Improvement Area
A mixture of methane and carbon dioxide produced by the
Biogas bacterial decomposition of organic waste which can be used as
a fuel.
Blue Box Designated paper and packaging products collected at the curb
Recycling in blue boxes; currently managed by Region but transitioning to
Extended Producer Responsibility.
Material disposed of by residents that is too large for garbage
bags and is collected by the Region by appointment; Oshawa
and Whitby operate bulky good programs that differ slightly from
Bulky Goods the Region -run program; examples include mattresses and
furniture; these items are also dropped off at Waste
Management Facilities. These materials are typically not
recyclable.
The source of data used by the RPRA to determine Blue Box
program costs and funding for municipalities. Municipalities
Datacall must provide data annually on their waste management
programs to receive funding. The RPRA also uses this
information to determine waste diversion rates by program.
Digestate The residuals from anaerobic digestion which can be either
liquid or solid. It can be used for soil amendments or fertilizers.
A calculation that measures (usually by weight) the portion of
waste not disposed. The RPRA diversion rate calculation
Diversion Rate includes diversion attributed to Blue Box recycling, Green Bin
materials, Leaf and Yard Waste, reuse and credits for backyard
composting, and grasscycling.
Durham York An energy -from -waste facility located in Durham Region that
Energy Centre produces energy from the combustion/ burning of garbage that
remains after all diversion programs.
Electrical and As defined by the RPRA, consists of information technology,
Electronic telecommunications, audio-visual equipment such as computers,
Equipment printers, telephones, cell phones, speakers, cameras etc.
iv Page 33 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Glossary Term Definition
The responsibility producers, importers and brand owners have
Extended to reduce the environmental impact of their products and
Producer packaging. It extends across the product lifecycle and and
Responsibility depending on the product, can be cradle -to -grave or cradle to
cradle management.
Facility Separated Organic material that has been separated from the garbage
Organics through mechanical means (i.e. at the Region's Mixed Waste
Pre-sort and Anaerobic Digestion Facility).
Material with no recycling options that is placed at the curb for
disposal by the Region (i.e. the black garbage bag). Still may
Garbage contain some divertible material (e.g. recyclables or organics)
along with non-divertible materials (e.g. diapers, plastic bags,
Styrofoam, coffee cups etc.).
Grasscycling The practice of leaving grass clippings on the lawn after mowing
to act as a natural fertilizer.
Green Bin Materials accepted by the Region in its Green Bin program that
Organics include food waste, some paper products and other compostable
items such as dryer lint, houseplants, etc.
Gases in the Earth's atmosphere that trap heat; typically refers
to carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O).
Often measured in carbon dioxide equivalents (CO2e) which is a
way to describe different greenhouse gases in a common unit.
Greenhouse A quantity of GHG can be expressed as CO2e by multiplying the
Gases amount of the GHG by its global warming potential (the amount
of warming a gas causes over a given period of time). For
example, one kilogram of methane causes 25 more times
warming over a 100-year period compared to one kilogram of
CO2, so if one kilogram of methane is emitted, it can be
expressed as 25 kg CO2e.
Hazardous and Consumer products that are hazardous to the environment if not
Special Products disposed of properly; includes items like paints, solvent,
pesticides, and compressed gas cylinders.
Leaf and Yard Material collected at the curb that is generated from outdoor
Waste maintenance of trees, bushes, and gardens, includes fall leaf
clean-up material but does not include grass clippings.
Local Area Refers to the eight municipalities comprising Durham Region:
Municipalities Town of Ajax, Township of Brock, Municipality of Clarington, City
v Page 34 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Glossary Term Definition
of Oshawa, City of Pickering, Township of Scugog, Town of
Whitby, Township of Uxbridge.
Material Recovery A facility that sorts Blue Box recycling into different material
Facility streams (e.g. aluminum, steel, glass) for marketing.
Mixed Waste Pre- The Region's planned facility which will separate recyclables in
sort and Anaerobic garbage from organic waste and other residual material that can
Digestion Facility be processed at the DYEC. Organics will be processed at the
anaerobic digestion facility.
Municipal Consumer products that are hazardous to the environment if not
Hazardous or disposed of properly; includes items like paints, solvent,
Special Waste or pesticides and compressed gas cylinders. Now termed
Household Hazardous and Special Wastes.
Hazardous Waste
Food waste, plant materials, other designated organic material;
Organics includes source separated organics (SSO) (i.e. Green Bin
materials) and facility separated organics (FSO) (i.e. organics
extracted at the Mixed Waste Pre -Sort Facility).
Producer A person or organization retained by a producer to establish or
Responsibility operate a collection or management system, prepare and submit
Organization reports.
Renewable A fuel derived from a biogas that has been cleaned up to remove
Natural Gas impurities.
Non-divertible material remaining after processing Blue Box
Residual Materials recycling at the MRF or garbage material at the Mixed Waste
Pre-sort and Anaerobic Digestion Facility that is disposed at the
DYEC.
Resource The regulator mandated by the Government of Ontario to
Productivity and enforce the Province's circular economy laws and oversee the
Recovery Authority producer responsibility programs.
Items that are used only once and may or may not be recyclable.
Single -Use Items Examples include plastic water bottles, single serve coffee pods,
paper coffee cups, paper plates, etc.
Single -Use Plastic items intended to be used for a short period before
Plastics disposal such as straws, shopping bags, cutlery, plastic water
bottles. The federal government is expected to ban plastic
vi Page 35 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Glossary Term Definition
grocery bags, straws, stir sticks, six-pack rings for beer, cutlery,
foodware made from hard -to -recycle plastics.
Source Separated Organic materials placed into the Green Bin by residents for
Organics collection by the Region.
All materials collected from residences and businesses generally
Waste consisting of garbage, Blue Box recycling, leaf and yard waste,
source separated organics, scrap metal, electronics, hazardous
and special products and bulky goods.
Waste A facility that accepts materials such as appliances, recyclable
Management materials, carpet, drywall, garbage, scrap metal, wood for a fee.
Facility There are five waste management facilities in Durham Region.
vii Page 36 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Abbreviation Definition
AD
Anaerobic Digestion
BIAs
Business Improvement Areas
CCAP
Corporate Climate Action Plan
DAAC
Durham Agriculture
DEAC
Durham Environmental
DRRCC
Durham Region Roundtable on Climate Change
DSEA
Durham Strategic Energy Alliance
DYEC
Durham York Energy Centre
EEE
Electrical and Electronic Equipment
EFW-WMAC
Energy from Waste — Waste Management Advisory Committee
EPR
Extended Producer Responsibility
FSO
Facility Separated Organics
GHG
Greenhouse Gas
HSP Hazardous and Special Products
IC&I Industrial, Commercial and Institutional
IPR Individual Producer Responsibility
ITT/AV Information Technology Telecommunications and Audio -Visual
LAM Local Area Municipality
LTWMP Long Term Waste Management Plan 2021 - 2040
LTWMSP
Long Term Waste Management Strategy Plan 2000 - 2020
LYW
Leaf & Yard Waste
MECP
Ministry of Environment Conservation and Parks
MRF
Material Recovery Facility
PRO
Producer Responsibility Organization
P&E
Promotion and Education
Region
Durham Region
RFPQ
Request for Pre -Qualification
RNG
Renewable Natural Gas
RPRA Resource Productivity and Recovery Authority
viii Page 37 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Abbreviation Definition
RRCEA Resource Recovery and Circular Economy Act
SSO Source Separated Organics
SUP Single -Use Plastic
tCO2e Tonnes of Carbon Dioxide Equivalents
U.S. United States
WMF Waste Management Facility
5Rs Rethink, Reduce, Reuse, Recycle, Recover
ix Page 38 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
1 Introduction
Durham Region (Region) developed its initial Long -Term Waste Management
Strategy Plan (LTWMSP) in 1999 to cover the 20 years to 2020. The Region
is now undertaking the development of the next Long-term Waste
Management Plan (Waste Plan) for the next approximately 20 years (2022 to
2040). As part of this exercise, the Region is focusing on maximizing the
diversion of materials from waste and recovering waste as resources to
optimize its existing and planned disposal and processing infrastructure and
minimize the need for disposal.
The approved Guiding Principles, Vision and Objectives will remain consistent
throughout the life of the Waste Plan without further review and updating.
Action Plans, with measurable targets and accompanying actions for the
following timelines — short-term (2022 to 2026), mid-term (2027 to 2033) and
long-term (2034 to 2040) will be reviewed and updated (if required) every five
years to ensure alignment with corporate direction and associated legislation.
2 Waste Plan Development
Development of the Waste Plan included a significant consultation component
to ensure feedback from various stakeholders, including the public, was
considered. Starting in the late spring through fall 2020, consultation was held
with Regional staff, Local Area Municipalities (LAMs), Regional Advisory
Committees and the public to get feedback on current and future waste
management challenges as well as the proposed vision and objectives of the
UONTWFTil
The Region, like municipalities across the world, was impacted by the
COVID-19 pandemic, starting in 2020. Consultation activities pivoted from in -
person to virtual and the Region experienced disruptions in service delivery,
continuing into 2021.
Following the initial consultation meetings, an outline and draft of the Waste
Plan was developed throughout the Fall of 2020 and Winter of 2021. Once
the drafts were completed, during the fall of 2021, a second round of
consultation was undertaken to collect feedback to better understand the
expectations of the Waste Plan and the targets and actions developed as part
of the first Five -Year Action Plan. Once the drafts were finalized, these Plans
were presented to Council for approval. In 2022, it is expected that the Waste
Plan and public education will begin the implementation phase. Consultation
activities have been documented in the Record of Consultation.
1 Page 39 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
Figure 1 outlines the consultation timeline.
Figure 1: Consultation Timeline
Spring/Summer Fall2020/ Spring/Summer/
Fall
2019 - 2020 2020 Winter 2021 Fall 2021
2021
2022
cil approved Phase 1 Consultation
Pdevelopirg
Phase 2 Consultation Finalize drafts
Present the
new Waste Virtual Meetings
-Virtual Meetings
of waste Plan
Waste Plan and
Developed an
Plan 2021- 2040 Regional Staff outline for the
Regional Staff
and Five Year
Five -Year Action
Workshop
Start development of Waste Plan and
Action Plan
Plan to Council
for approval
New Waste Plan Local Area first Five -Year
Local Area
(2021-20401 Municipalities Action Plan for
Municipalities
Start
Workshop Council review
Implementing
Procurement and approval
Regional Advisory
Waste Plan
process completed Regional Advisory
Committees
and Public
and work begins Committees Turned the
Education
with consultant - outline into a
HDR, Inc. Public 1111111draft Waste Plan
Public
Consultation and Five -Year
Regional Council
Consultation
Online
Online
approves plans for Action Plan
Anaerobic Digestion
and Pre-sort
Transfer Station
3 Guiding Principles,
Vision
and
Objectives
As part of the development of the Waste Plan, the Region undertook
consultation with stakeholders to get input on the guiding principles, vision
and objectives (see Record of Consultation for a description of consultation
activities) during 2020. Feedback from these consultation activities was
considered in the development of the following guiding principles, vision
statement and objectives that will guide the Region's waste management
programs and services over the planning period. Durham Region Council
approved the guiding principles, vision and objectives at the January 27, 2021
meeting.
3.1 Guiding Principles
1. Emphasize rethink, reduce and reuse principles as the first steps in
reducing waste generation.
2. Deliver cost effective waste management services to a rapidly growing
and diverse population.
2 Page 40 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
3. Work with producers and importers of designated products and packaging
to implement "Extended Producer Responsibility" and adjust Region waste
programs as required.
4. Apply innovative approaches to Region waste streams to manage them as
resources in a circular economy.
5. Demonstrate leadership in sustainability to address the climate crisis by
reducing greenhouse gas emissions from waste management activities.
3.2 Vision
Together, with our residents, we will reduce the amount of waste we create
and manage the generated waste as a resource. We will build an innovative
system, balancing financial needs and environmental sustainability.
3.3 Objectives
1. Engage with residents to build an understanding and awareness of the
5Rs (Rethink, Reduce, Reuse, Recycle, Recover) and the Region's waste
management programs and services.
2. Reduce the quantity of waste we create.
3. Increase diversion of waste from disposal and support the circular
economy.
4. Support the Region's greenhouse gas reduction and climate change
mitigation efforts.
5. Protect or improve water, land, and air quality in Durham Region.
ILI UZ raig
3 Page 41 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
4 Alignment with Corporate
Strategies
The Waste Plan will need to align with Corporate Strategies. Highlights of
relevant Corporate Strategies are presented in the following sections.
4.1 Strategic Plan
Durham Region's new Strategic Plan was endorsed by Regional Council in
March 2020. The Strategic Plan encompasses five main goals:
1. Environmental Sustainability
2. Community Vitality
3. Economic Prosperity
4. Social Investment
5. Service Excellence
While aspects of the Waste Plan touch on all of the goals of the Strategic
Plan in some fashion, the goal most relevant to the Waste Plan relates to
environmental sustainability. Of the five aspects related to environmental
sustainability, the following three aspects are directly associated with waste
management.
Environmental Sustainability Goal
1.1. Accelerate the adoption of green technologies and clean energy solutions
through strategic partnerships and investment - Durham Region will
accelerate the transition to a clean energy economy through collaborations
that optimize the economic, environmental, health and social benefits for our
community. Working in partnership with area municipalities, local utilities and
other organizations we will invest in programs to improve energy efficiency,
encourage renewable energy sources and green technologies, and advance
vehicle electrification initiatives.
1.2 Increase waste diversion and resource recovery - The Region will
continue to invest in programs that divert waste from landfill, while increasing
resource recovery from existing waste through innovative technologies and
solutions.
1.4 Demonstrate leadership in sustainability and addressing climate change -
Recognized across Canada as a municipal leader in sustainability, Durham
Region will respond to the climate emergency by embedding climate change
considerations across all elements of Regional business. We will concentrate
4 Page 42 DRAFT
Attachment #2 to Report #2022-WR-1
Durham Region Long-term Waste Management Plan
Final DRAFT — 2022-2040
efforts to reduce greenhouse gas (GHG) emissions, and ensure Durham is
positioned for sustainability through projects that promote resilient
infrastructure, build community capacity, and raise awareness of the need for
collective action.
4.2 Climate Change Action Plan
Durham Region has developed a Corporate Climate Change Action Plan
(CCAP) to propose a comprehensive approach to reducing greenhouse gas
(GHG) emissions from the Region of Durham's corporate operations. The
CCAP responds to Regional Council's declaration of a climate emergency in
January 2020. Five priority actions have been identified that can be
embedded into Regional operations:
1. Incorporate a carbon budget management framework into the Region's
capital investment planning and forecasting process, and annual monitoring
and reporting of progress against Council -approved emissions reduction
targets.
2. Implement a governance framework to build corporate capacity, align
priorities, and share accountability in meeting the Region's targets.
3. Develop zero carbon asset portfolio standards and transition plans in
facilities and fleet; pursue pace -setter pilot projects across corporate GHG-
emitting sectors to close the gap to near and mid-term corporate GHG
targets.
4. Develop a Climate Financing Strategy to identify mechanisms for funding
actions emerging from the carbon budget management framework including
leveraging senior government and private sector funding and using innovative
municipal financing approaches.
5. As part of the re -development of the Durham Strategic Energy Alliance
(DSEA), lead the creation of a Corporate Energy Managers community of
practice to share successes and lessons learned across Durham -based
organizations with a low carbon or net zero mandate.
The CCAP has identified the following key objectives related to GHG
reductions in waste management operations over the next 20 years.
• Increase diversion of organic waste from single-family homes and multi -
residential buildings (apartments and condos). Diversion targets set by
the Province as part of the Ontario Food and Organic Waste Policy
Statement, are 70 per cent diversion of organic waste from single-family
homes by 2023, 50 per cent diversion of organic waste from multi -
residential buildings by 2025.
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• Construct and operate a Mixed Waste Pre-sort and Anaerobic Digestion
facility to manage organic waste.
• Continue to manage GHG emissions from legacy closed landfills through
innovative approaches.
• Explore ways to mitigate corporate GHG increases associated with the
planned increase in the Durham York Energy Centre (DYEC) capacity and
population growth over the coming decade.
Further considerations and direction to work towards meeting the corporate
climate change objectives and actions are discussed in Section 7.
5 Background
The following sections provide an overview of waste management in Durham
Region, programs and services provided, waste management facilities, future
initiatives, financing, current and future quantities of materials managed,
performance and waste composition.
5.1 History of Waste Management in Durham
Region
The Region has made numerous investments into waste management
infrastructure, responded to legislation changes and implemented new
programs such as implementing the Green Bin Program across all
municipalities, developed By-law 46-2011 and By-law 33-2002 to manage
waste within the Region. In 1999, Council directed that "no new landfill site(s)
be established in the Region of Durham which resulted in the construction of
the Durham York Energy Centre.
Below, in Figure 2, is a summary of major events that occurred throughout the
lifetime of the LTWMSP 2000-2020 (this does not include all activities and
events that the Region has completed).
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Figure 2: Durham Region Past Accomplishments
2999 2000 2006 2008 2016 2018
Region 30% Green Bin 51% Diversion Commercial 63.8%
develops the Diversion Program Rate. New operation of Diversion
first Plan — Rate starts goal of 70% the Durham Rate
2000-2020 Diversion York Energy
Centre
Since 1999, the Regional Municipality of Durham has heavily invested in
waste management systems and strategies. The Region has successfully met
the committed diversion goals from the Long -Term Waste Management
Strategy Plan: 2000 to 2020 (LTWMSP 2000-2020 or Waste Strategy Plan) in
various creative ways. The Region continues to demonstrate leadership in
innovative waste management strategies. As an example, the Region was
the first municipality to launch curbside battery recycling, and in the first year
of the program, collected a record setting amount of batteries (see Figure 3).
The following Table 1 lists the goals and achievement timelines for the
Region's previous Waste Strategy Plan.
Figure 3: Guinness World Record for Battery Collection (2012)
The most batteries collected In 24 hours
"a single location Is
S,O90 kg (11,221 lb 6 oz }
and was achlered by
the Otglonal M u n Id pal Ity a! 0 u rham
�Ca aadaI is Wbit*, Data ria, Canada,
on 15 Warember 2012
cuurwess wawro weranos
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Table 1: LTWMSP 2000-2020 Goals and Achievements
To divert at least 50 per cent of the residential waste
from disposal by the year 2007 or earlier
To secure an alternate source for the disposal of
residential waste, when the City of Toronto's Keele
Valley Landfill Site is closed
To implement an integrated residential waste
management system for the collection, processing and
disposal of: (1) Blue Box recyclables, (2) Food and
Yard waste compostables, (3) residual garbage waste,
and (4) special wastes
To consider an "Energy From Waste" type facility for
the disposal of residual garbage waste
5.2 About Durham Region
Achieved in 2008; diversion
target reset to 70 per cent
FTATAi1=_ 0 fli1 1180I11PA
Achieved with ongoing
enhancements to the Blue
Box program, launch of the
Green Bin in 2003 and
Region -wide expansion in
2006, development of the
DYEC (2000-2017),
expansion of special waste
collections.
Achieved first full -year
commercial operation of the
DYEC in 2017
As an upper tier municipal government, Durham Region provides programs
and services to approximately 678,985 residents' in 2020 within eight local
area municipalities (LAM) including:
• The Town of Ajax
• The Township of Brock
• The Municipality of Clarington
• The City of Oshawa
• The City of Pickering
• The Township of Scugog
• The Town of Whitby
• The Township of Uxbridge
1 RPRA 2019 Datacall
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The Region provides service to over 237,081 households - 211,935 single-
family households and 25,146 multi -family households according to 2019
Resource Productivity and Recovery Authority (RPRA) Datacall. Oshawa
continues to be the largest municipality by population, followed by Whitby and
Ajax.
Durham Region is one of the fastest growing regions in Canada. By 2041,
Durham Region's population is expected to almost double, increasing to 1.2
million people.2
The focus of growth in Durham has been predominately in Urban Settlement
Areas, with the greatest concentration of population in the lakeshore
municipalities of Pickering, Ajax, Whitby, Oshawa and Clarington as shown in
Figure 4. Low -density (specifically single -detached) housing continues to be
the most common form of housing, but there has been a clear shift towards
more medium- and high -density forms of housing in recent years, including
townhouses and apartments.
2 Envision Durham Proposed Policy Directions, March 2021
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Figure 4: Durham Region Population Density
Source: Envision Durham. (June 2019). Growth Management Urban System — Discussion Paper
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5.3 Current Waste Management System
Durham Region has various systems to collect and process waste from
curbside collection to drop-off events to waste transfer stations. The following
sections provide an overview of collection, other services provided, promotion
and education, the Region's waste management facilities and special events.
It should be noted that delivery of some of these services were impacted by
the response to COVID-19 which caused some operational changes. It is
anticipated that once the pandemic resolves, the Region will return to the
same level of service pre-COVID-19 or to an enhanced level of service with
the implementation of the Waste Plan.
5.3.1 Collection Services
The Region provides the following collection services to single-family homes:
• Curbside collection of residential Blue Box recycling, Green Bin organics,
leaf and yard waste and garbage in Ajax, Brock, Clarington, Pickering,
Scugog and Uxbridge,
• Curbside collection of Blue Box recycling only in Whitby and Oshawa, but
partnerships with both municipalities ensure uniform collection programs
Region -wide,
• Curbside collection of bulky items (furniture and other large items), metal
goods and large appliances, waste electrical and electronic equipment
(EEE), batteries and porcelain bathroom fixtures in Ajax, Brock,
Clarington, Pickering, Scugog and Uxbridge,
• Curbside collection of Christmas trees in Ajax, Brock, Clarington,
Pickering, Scugog and Uxbridge.
The Region provides the following collection services to apartments and
townhouses:
• Containerized collection of garbage and Blue Box recycling from
approximately 400 multi -residential buildings and townhouses.
• Collection of EEE and batteries at qualifying properties.
• Coordination of textile collection in partnership with local charities for
approximately 25 multi -residential buildings.
5.3.2 Other Services Provided
The Region provides other services intended to promote reuse, reduction and
recycling including:
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• Sale of Backyard Composters
• Hosting drop-off events for residents to donate reusable items
• Hosting events, in partnership with LAMs, for residents to dispose of used
EEE and household hazardous waste
• Hosting free compost giveaway events in partnership with LAMs
5.3.3 Promotion and Education
The Region provides promotional and educational (P&E) information through
its website, in -person outreach activities, social media (Twitter, Facebook,
Linkedln and YouTube), Waste app and through mail -outs of waste collection
calendars.
The Region has been promoting a multi -year campaign to reduce food waste
called the Buy It, Eat It program. The P&E program focused its targeted
messaging to reduce residential food waste through behavioral change.
Messaging focused on the following issues:
• Maximizing the value of food waste — managing food waste as a resource
• Debunking the myths or misconceptions around the Green Bin - odours,
animals, inconvenience
• Reducing barriers - highlighting tips to reduce common Green Bin issues -
fruit fly prevention, kitchen catcher liner bag breakage, etc.
P&E efforts also focused on the need to increase use of the Green Bin. It is
estimated that the Region's Green Bin participation rate is approximately 60
per cent. Recent waste audits also confirm that the garbage bag contains
approximately 30 per cent organics which could be diverted through the
Green Bin.
Going forward, the P&E program is incorporating a new plan that engages
residents with consistent messaging across multiple media platforms. The
results of these new and refocused efforts will be realized over the coming
years and will include new strategies to continue keeping Durham Region's
growing communities engaged in its waste management programs.
Durham Region participated in the following community outreach initiatives in
20193 alone-
3 Durham Region, 2019 Annual Report
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• Eight spring compost giveaway events, one in each local area
municipality.
• Four special waste electrical and electronic equipment drop-off events and
household hazardous waste drop-off events.
• Eight reuse drop-off events were held from March to October, partnering
with local charities.
• Promotion of waste diversion programs during National Public Works
Week.
• The Works Department's external newsletter called "Durham Works" was
distributed twice annually to approximately 220,000 households in the
Region. In 2019, it featured information on food waste reduction,
household hazardous waste, Durham York Energy Centre, landfill mining,
two -stream recycling, upcoming waste projects and waste collection
safety.
• Exchanged or replaced damaged boxes, containers and bins: 7,240 Blue
Boxes, 836 kitchen food waste containers and 6,136 curbside Green Bins.
• Sold 4,648 new Blue Boxes, 654 kitchen food waste containers, 1,202
curbside Green Bins and 121 backyard composters.
• Responded to more than 47,000 telephone calls and almost 22,000 emails
regarding waste programs.
• Over 60,000 Durham Region Waste app downloads with 70,000 weekly
waste setout reminders.
• Launched an online waste management survey with over 3,200 responses
from across the Region.
In 2019, Durham's school curriculum program reached over 2,650 students
across Durham's communities. Most programs were delivered to children and
youth from Kindergarten to Grade 12 via the school outreach program.
Overall, 30 schools (88 classes) were visited from January to June 2019. In
addition, Durham Region's Waste Management staff provided education
programming at four school board events.
In 2020 and 2021, COVID-19 pandemic resulted in changes to the Region's
typical waste management related P&E and outreach programs. In -person
events and drop-off events were cancelled, and the Region shifted its focus to
COVID-19 protocol education and focused on providing essential services
and associated messaging.
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5.3.4 Waste Management Facilities
There are five Waste Management Facilities (WMF) for household hazardous
waste, bulky good and/or garbage drop-off. The locations of these facilities
are presented in Figure 5.
Figure 5: Waste Management Facility Locations in Durham Region
Waste Management Facility
Locations in Durham Region
Waste Management Facility
Household Hazardous Waste Depot
Inactive Landfill Site
Material Recovery Facility
Durham York Energy Centre
Brock
Uxbridge j
Scugog V
94)
I
---- ...--t---- ----- --
Pickering�� S
Whitb "'�,
y i Ciarin9 ton
;Ajax' Oshawa
There are five Region -owned or contracted Waste Management Facilities
(WMF) or Household Hazardous Waste Depots within the Region.
• Oshawa Waste Management Facility
• Port Perry Waste Management Facility
• Brock Waste Management Facility
• Clarington Household Special Waste Depot
• Pickering Private Waste Disposal Facility
Port Perry, Brock and Oshawa facilities receive garbage, appliances,
carpet/underlay, drywall, furniture, porcelain bathroom fixtures, wood & brush,
yard wastes, scrap metal, tires, Blue Box materials, electronics, and
household hazardous wastes. The Region hauls the materials to various
locations for composting, recycling, re -use, energy recovery or landfill
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disposal. The Oshawa WMF has a Paint Reuse Centre for residents to drop
off or pick up good re -usable paints and stains for free.
The current hours (as of November 2021) are presented in Table 2.
Table 2: Waste Management Facility Hours
Oshawa Waste Management Tuesday to Saturday: 8am to 4pm (open until
Facility 6pm on Tuesdays only between May and
October)
Sunday, Monday: CLOSED
Holidays: CLOSED
Port Perry Waste Management Tuesday to Saturday: 8am to 4pm (open until
Facility 6pm on Tuesdays only between May and
October)
Sunday, Monday: CLOSED
Holidays: CLOSED
Brock Waste Management Tuesday to Saturday: 8am to 4pm
Facility Sunday, Monday: CLOSED
Holidays: CLOSED
Clarington Household Special Tuesday to Saturday: 8am to 4pm (open until
Waste Depot 6pm on Tuesdays only between May and
October)
Sunday, Monday: CLOSED
Holidays: CLOSED
Pickering Private Hazardous
Waste Facility (Region -
contracted)
Monday to Friday: 7am to 6pm
Saturday: 7am to 4pm
Sunday: CLOSED
All Region -owned Waste Management Facilities accept the same materials
except those that only accept hazardous waste (e.g. Clarington and the
Pickering Private Hazardous Waste Facility). In addition, fees at all facilities
are the same and charged based on the type of materials/loads that are being
accepted. Garbage, chargeable materials and mixed loads (containing both
free and chargeable items) are subject to fees. At the Pickering Private
Hazardous Waste Facility only household hazardous waste is accepted free
of charge on behalf of the Region. All other waste is subject to the rates and
hours posted by Miller Waste Durham at its private transfer station on the
same property.
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In November 2021, the general fees for most of the materials accepted were
as follows:
• $5 flat rate for loads up to 40 kilograms
• $1 for every eight kilograms greater than 40 kilograms
• $125 per 1,000 kilograms
• Fill material disposal is charged differently. This includes soil, dirt, brick,
gravel, rubble, sand, cement and concrete. Fees for these are charged at
$250 per 1,000 kilograms
The following table presents the fees charged for materials accepted (as of
March 2021) at Region -owned Waste Management Facilities.
Table 3: Materials Accepted and Fees Charged at Region Owned Waste
Management Facilities (as of November 2021)
Appliances
Blue Box recyclables
Cardboard
Carpet and underlay
Furniture
Garbage
Leaf, brush, and yard waste
Porcelain bathroom fixtures
Wood
Drywall
Scrap metal
Bulky white polystyrene
(Styrofoam)
Electrical and Electronic
Equipment (EEE)
Hazardous and Special
Products (HSP)
Tires
$5 flat rate for loads up to 40 kilograms (88lbs)
$1 for every eight kilograms greater than
40 kilograms $125 per 1,000 kilograms
Mixed loads containing both free and chargeable
items are subject to payment for the entire weight.
No Charge for loads containing only these materials
No Charge (up to 10 tires per vehicle)
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5.3.5 Closed Landfills
Durham Region maintains seven closed landfill sites. All sites are monitored
regularly and inspected at least twice a year and maintained as needed.
Maintenance activities include groundwater monitoring well repairs, soil
erosion control, site grading and landscaping. All of the closed landfills have
individual monitoring programs for groundwater, surface water and/or landfill
gas that are tailored for each site. Annual reports are prepared and submitted
to the Ministry of Environment, Conservation and Parks for review. There are
seven closed landfills in the Region's perpetual care program:
• Blackstock/Cartwright Landfill
• Brock Landfill
• Darlington Landfill
• Oshawa Landfill
• Scott Landfill
• Scugog Landfill
• Whitby Landfill
5.3.6 Durham York Energy Centre
The Durham York Energy Centre (DYEC) is an energy from waste facility that
produces energy from the combustion/ burning of garbage that remains after
all diversion programs. The facility was developed in partnership with York
Region, permitted to process 140,000 tonnes per year of residential garbage.
This facility is the primary disposal facility for Durham Region, processing
110,000 tonnes annually of post -diversion residential garbage. York Region
sends 30,000 tonnes annually of post -diversion residential garbage to DYEC.
5.3.7 Special Waste Events
The Region collects materials not only through its curbside collection services
and the Waste Management Facilities, but also through special waste events
held throughout the year.
Electrical and Electronic Equipment and Household Hazardous Waste
Collection Events are hosted by the Region for residents to drop off unwanted
items for free. Typically, four events are hosted annually that rotate between
the eight local area municipalities.
The Region's Reuse Days accept reusable items free of charge. In 2019
there were a total of eight drop-off events. The Region has partnered with
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various charities such Diabetes Canada, Habitat for Humanity and Salvation
Army Thrift Store to collect various items such as:
• Clothing, shoes and accessories
• Games, toys, puzzles and sporting goods
• Home decor, bedding and linens
• Worn out textiles and scraps of fabric
Compost Giveaway Events are hosted every spring for all Durham Region
residents, where each household can collect compost that is generated from
the Green Bin organics and leaf and yard waste collected from residents
throughout the year.
5.4 Financing
The Region's waste management system is funded primarily through property
taxes as approved by Regional Council each year. Additional funding is
derived from user fees collected at Waste Management Facilities and
curbside garbage bag tag fees. Funding from producers of products and
packaging managed in the Blue Box pays for approximately 50 per cent of net
Blue Box program costs and revenue is received from selling Blue Box
products and packaging to recyclers. Finally, revenue is received from the
sale of electricity and scrap metal from the DYEC.
The Waste Management Division participates in the Region's annual budget
process that includes 10-year capital spending forecasts. This process
establishes spending priorities for the coming year and provides information
on long-term financial needs. The waste management budget will be informed
by the approved Waste Plan and 5-year Action Plans. Examples of items that
will impact the budget in the near -term include the transition of the Blue Box
program to producer financial and operational responsibility; the construction
and commissioning of the Mixed Waste Pre-sort and Anaerobic Digestion
Facility; the launch of an enhanced Green Bin program; and the future
expansion of the DYEC. The actions identified under this plan will be subject
to Council approval of any necessary funding.
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5.5 Tonnes of Waste by Material Type
Table 4 presents the tonnes of garbage, Green Bin organics, Blue Box
materials, Leaf and Yard Waste (LYW), and other divertible materials that
contribute to the Region's diversion rate. Note that 2020 tonnages reflect the
impact of COVID-19 (e.g. people working from home and generating more
waste at home, rather than at work and school).
Table 4: Tonnes Collected by the Region (2015-2020)
Garbage
110,498
107,887
115,271
119,716
120,637
129,926
Organics
26,796
27,612
28,318
28,446
28,522
33,031
Blue Box
48,254
47,923
47,839
43,139
41,738
41,944
Leaf & Yard Waste
27,554
24,730
25,082
27,330
26,646
30,140
Other Materials
7,231
10,837
6,887
6,712
6,553
6,585
Total 220,333 218,989 223,397 225,343 224,096 241,626
Source: Durham Region, 2019 Annual Report, 2020 Waste Tonnage Summary
*2020 diversion data presented is unverified by RPRA.
5.6 Tonnes of Waste Managed by Sector
The following tables present a comparison of the tonnes of residential waste
managed at the curb and the tonnes of waste managed at Waste
Management Facilities and Special Events in 2019 and 2020. The impact of
COVID-19 can be seen on the increased quantities of garbage, Green Bin
organics, bulky/other goods and other diversion programs as residents
worked from home and had more time for clearing out unwanted goods, yard
work, etc. It is unknown if these trends will continue or if waste generation will
go back to pre-COVID rates.
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'able 5: Tonnes of Residential Waste Managed at the Curb (2019-2020)
Garbage Blue Box Green Bin Leaf and
Recycling Materials Yard
Waste
Bulky/
Other
Goods
Disposal
2019 79,322 39,084 28,522 24,375 13,892 2,048 1,755
2020 84,317 39,506 33,031 29,133 14,220 1,827 1,905
Source: 2019 and 2020 Waste Tonnage Summary
Table 6: Tonnes of Waste Managed at Waste Management Facilities and Special Events (2019-2020)
Garbage Leaf and Blue Box
Yard Waste Recycling
2019 25,667 2,271 606
2020 29,483 1,006 610
Source: 2019 and 2020 Waste Tonnage Summary
Garbage Blue Box
Recycling
Other
Diversion
Programs4
Other Diversion
Hazardous Electrical Re -use
Programs4
Waste and
Electronic
Equipment
6,121
17 9 18
6,116
No events held due to COVID-19
4 Includes re -use, metal goods recycling, HSP and EEE recycling programs.
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5.7 Projected Tonnes to be Managed
Estimating future waste tonnages requires consideration of many factors such
as population growth, housing types, household sizes, and other economic
indicators such as employment and income. Most recently, waste projections
were developed as part of the Mixed Waste Pre-sort and Anaerobic Digestion
Facility. Projections required consideration of:
• Increasing population - Durham Region's population is anticipated to
almost double by 2041.
• Shrinking household size - the average household size has decreased
from 3.5 persons in 1976 to 2.8 people per household in 2016.
• Increased densification - more townhomes and apartment units are being
constructed which can accommodate smaller households.
• Employment growth - anticipated to continue to increase over time, along
with average household income. Employment and income are tied to
waste generation.
The following Table 7 presents the projected tonnes of Green Bin material
(from single-family) and garbage (from single-family and multi -residential) that
will require management by Durham Region. These projections were
developed for the Mixed Waste Pre-sort and Anaerobic Digestion Facility,
prior to the COVID-19 pandemic and do not reflect the changes to waste
generation that have resulted or future impacts post-COVID-19 (e.g. working
from home etc.).
The projections also do not include Blue Box recyclables as the Region will
no longer be responsible for managing these materials after producers take
responsibility for Blue Box collection and management (July, 2024 for Durham
Region).
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Table 7: Projected Tonnes of Curbside Green Bin Material and Garbage (to 2045)
Curbside Green 28,700
35,100
41,700
45,700
49,200
52,600
Bin Material
Garbage 96,200
115,100
135,200
148,100
159,200
170,400
Single-family 82,200
98,800
116,500
127,700
137,300
147,000
Multi -residential 14,000
16,300
18,700
20,400
21,900
23,400
Source: RFPQ for Mixed Waste Presort and
Anaerobic
Digestion Facility
5.8 Performance
Durham Region is classified as Urban Regional by the Resource Recovery
and Productivity Authority (RPRA), along with Essex -Windsor Solid Waste
Authority, Waterloo Region, Simcoe County, Niagara Region and City of
Ottawa. This municipal grouping includes municipalities with a population
greater than 250,000 and a population density less than 4 residents per
hectare (based on 2011 Datacall). In 2019, Durham Region had the second
highest population in this category and the second highest waste generation
rate (next to Ottawa). The Region also had the highest residential waste
diversion rate.
Figure 6 presents a comparison of the 2019 diversion and disposal rates for
the Urban Regional municipal grouping.
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Figure 6: Comparison of Durham Region 2019 Diversion and Disposal Rates
6a0%
50.0%
0
c355% 34.3%
L
0
a 30.0%
200%
10.0%
a
39,096 39.3%
549%
45.1%
O.C%
Durham Region Ex Wind—SWA Waterloo Rei7on Sim County Niagara Region
■Total Residential Waste Diversion Rate ■Total Residential Disposal Rate
Source- RPRA 2019 Datacall
56.5%
City of Ottawa
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Table 8 presents the Region's 2019 tonnages grouped as per the 2019 RPRA
Datacall submission and illustrates the tonnes considered as "Diverted" and
"Disposed". In 2019, the Region's diversion rate was 63 per cent as verified
by RPRA.
Table 8: 2019 Diversion Rate (RPRA)
Diverted
Disposed
Residential Diversion and Reuse (On -property 24,454
Management, Deposit/Return)
Recyclable Material Diverted (Curbside, WMF, 80,868
DYEC)
Organic Material Diverted (Curbside, WMF) 54,272
IFSP Diverted (Recycled and Reused)
Total Diverted
DYEC1 =
Landfill (Garbage, Ash, Processing Residues)
Total Disposed
Generated Total Generated
Diversion Rate
1 Tonnage reflects mass reduction due to combustion process.
160,889
61,132
31,414
92,545
253,434
63%
Many municipalities are starting to report on the total amount of waste
generated, which typically includes garbage, Blue Box recycling, Green Bin
organics, Leaf and Yard Waste (LYW) and other materials. This may be
reported on a per capita basis (i.e. per person) to give a better indication of
how these rates are changing from year to year. This metric gives a truer
picture of all materials that municipalities must manage, rather than just
reporting on what was diverted.
Figure 7 presents the historical per capita waste generation, disposal and
diversion rates for Durham Region from 2001 to 2020. Waste generation
rates have been trending downwards since 2006. The higher generation rate
in 2020 reflects the impact of residents staying at home during the COVID-19
pandemic.
Diversion rates include tonnages attributed to Blue Box recycling, Green Bin
materials, LYW, reuse and credits for backyard composting and grasscycling.
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The impact of the introduction of the Green Bin program being offered across
the Region can clearly be seen in 2007 with a large increase in waste
diverted. Diversion rates peaked in 2008 and show an overall downward trend
until 2020, when the COVID-19 pandemic hit. It should be noted that
diversion rates can be impacted by factors such as weather (for LYW),
consumer behaviour (e.g. reading newspapers online instead of printed
versions), light weighting (thinner, lighter packaging) and packaging choices
(e.g. stand-up pouches instead of metal or glass). All of these factors are
outside the Region's control.
Disposal rates continued to show a downward trend until around 2017 when
rates started to increase again. Disposal rates in 2020 reflect the impact of
COVID-19.
Figure 7: Per Capita Waste Generation Rate (2001-2020)
450
400
350
tO 300
a
0
u
d
Q- 250
CIA
C
IO
200
Y
100
50
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
-Disposal Rate -Diversion Rate -Generation Rate
Source: Durham Region, Actual Tonnes 2001-2020
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Table 9 presents a snapshot of materials collected and marketed in Durham
Region's recycling program from 2017 to 2019. Tonnes of paper and metal
have decreased while tonnes of plastic and glass have increased. Overall
tonnes of materials marketed have decreased by five per cent and each year
the tonnages of recyclables marketed from each household has decreased.
As discussed above, this may be due to light weighting (i.e. packaging
becoming thinner and lighter), changes in packaging materials (e.g. changes
from glass or metal to stand-up pouches which are not currently recyclable),
and changes in consumer behaviour (e.g. reading newspapers online).
Table 9: Tonnes of Recyclables Marketed by Durham Region (2017-2019)
2017 32,738
4,241
2018 31,932
M
2019 29,739
4,866
Source: RPRA Tonnage
2,232 4,295
mm, 561
43,507
43,278
1,901 4,701 41,207
5.9 Waste Composition
0.19
0.17
As shown in Figure 8, in 2020, over half of the residential waste collected at
the curb and at the WMFs consisted of garbage. Approximately, 17 per cent
of residential waste consisted of Blue Box recyclables. Another 14 per cent of
residential waste consisted of Green Bin materials and 12 per cent was leaf
and yard waste. The remaining three per cent was managed through other
diversion programs (e.g. for electronics, tires, scrap metal, porcelain etc.).
Note that these values represent what was collected by the Region at the
curb and at Waste Management Facilities and does not represent what was
truly diverted. The Region's 63 percent diversion rate, as calculated by
RPRA (see Section 5.8) reflects tonnes marketed (i.e. does not include the
residue/contamination that would be reported in the tonnes collected),
diversion credits (e.g. for grasscycling and backyard composting), and counts
additional diversion from DYEC for bottom ash, metals recovered from ash
and mass reduction from the combustion process.
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Figure 8: Composition of Residential Waste Managed (2020)
Blue Box
Recyclables
Garbage
54%
Programs
3%
Source: 2020 Waste Tonnage Summary
5.9.1 Garbage Composition
LY
12%
3reen Bin
Materials
14%
A Garbage Composition Study (the Study) was conducted in 2018 and was
intended to:
1. Demonstrate the reliability of mixed waste processing to consistently
recover digester and composting -ready organics, valuable metals and
rigid plastics for recycling.
2. Provide informational value to assist in future decisions on the viability of
mixed waste processing to aid in increasing diversion.
3. Understand whether garbage originating from single-family residential
homes has the same or different diversion potential than garbage
originating in multi -residential dwellings.
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Single-family Garbage Composition
The 2018 Garbage Composition Study confirmed that approximately 50 per
cent of materials disposed of in the garbage was organic material including
food waste (30 per cent of total disposed), sanitary products and pet waste
(12 per cent of total disposed), and soiled paper (eight per cent of total
disposed). About 12 per cent of garbage consisted of Blue Box recyclables.
About 12 per cent of materials disposed were non-combustible garbage such
as concrete, rubble, ceramics/porcelain, grit and glass.
In the Region's current programs, approximately 42 per cent of materials in
the garbage stream could be diverted through existing program/service
offered by the Region (e.g. food waste, Blue Box program, HSP, EEE etc.),
39 per cent of materials cannot be diverted in current programs (e.g. Non -
Blue Box materials, construction/demolition materials, bulky items etc.), and
19 per cent consists of sanitary/pet waste and textiles that could be diverted
with future programs.
Figure 9 presents the composition of single-family garbage.
Figure 9: Single-family Garbage Composition (2018)
tines/[
ConstructionlDe
8%
HSP & E
1%
Texti I e
7%
Acceptable Blue
Materials
11%
Leaf & Ya
Waste/Otf
<1%
Bulky Items/Other
Sanitary/Pet Waste
12%
Source: 2018 Waste Composition Study — Single-family
able Blue
:erials
�0
I Waste
S0%
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Multi -residential Garbage Composition
The 2018 Garbage Composition Study confirmed that about 51 per cent of
materials disposed of in the garbage was organics that could be processed in
an anaerobic digester such as food waste (28 per cent of total disposed),
sanitary products and pet waste (13 per cent of total disposed), and soiled
paper (10 per cent of total disposed). About 16 per cent of garbage was Blue
Box materials such as paper fibers (10 per cent of total disposed), and
plastic/glass and metal containers (six per cent of total disposed).
In the Region's current programs, approximately 47 per cent of materials in
the garbage stream could be diverted in an existing program/service offered
by the Region (e.g. food waste, Blue Box program, LYW, HSP, EEE etc.), 36
per cent of materials cannot be diverted in current programs (e.g. Non -Blue
Box materials, construction/demolition materials, bulky items etc.), and 17 per
cent consists of sanitary/pet waste and textiles that could be diverted with
future programs.
Figure 10 presents the composition of multi -residential garbage.
Figure 10: Multi -residential Garbage Composition (2018)
Fines/Grit/Ceramics
2%
Construction/Demo) ition
4% -
HSP & EEE----
1%
Textiles
4%
Acceptable Blue Box
Materials
16%
Bulky Items/Other
4%
Non -Acceptable Blue
Box Materials
27%
Food Waste
28%
sanitary/Pet Waste
13%
Source: 2018 Waste Composition Study — Multi -residential
In summary, the waste profiles of single-family and multi -residential garbage
are quite similar, with the largest component of garbage consisting of food
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waste (which was found in almost equal proportions for each sector). Multi -
residential garbage had higher quantities of Blue Box fibres, likely consisting
of cardboard (e.g. boxes from moving, online shopping, meal kits etc.).
Single-family garbage had larger quantities of textile waste and fewer Blue
Box materials.
6 Regulatory Review
The regulatory landscape with regards to waste management and
environmental protection in Ontario will be undergoing significant changes in
the next five to ten years. The following sections outline the current and
proposed regulations applicable to this Waste Plan. The Regulations with the
greatest impact to the Region's waste management system will be Extended
Producer Responsibility (particularly for Blue Box materials) and the Food and
the Food and Organic Waste Framework which will impact how and what
organic materials will be managed. There are other federal initiatives targeting
plastic that will impact the types and quantities of plastic requiring
management. The Durham York Energy Centre is also subject to
greenhouse gas reporting regulations and air emissions regulations.
6.1 Durham Region Solid Waste By-law
Durham Region's primary Solid Waste Management By-law is By-law 46-
"A By-law to Regulate the Provision of the Waste Management
Services Under the Jurisdiction of The Regional Municipality of Durham". This
By-law addresses waste management service requirements for single-family
dwellings, multi -residential dwellings and privately -owned roads. It also
describes the rules for waste management facilities owned by the Region,
fees and rates, and enforcement of non-compliance.
This By-law defines the eligible properties to be collected:
1. Any single-family residential dwelling, including houses, semi-detached
houses, duplexes, townhouses (inclusive located on private property), or
any multi -dwelling building deemed eligible by the Region, and/or
2. Any townhouse on private property and multi -residential apartment or
condominium buildings deemed compliant by the Region with the
"Technical and Risk Management Guidelines for Waste Collection
Services", and/or
3. Small business deemed by the Region to conform to the provisions of
residential collection or being part of a designated Business Improvement
Area.
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This By-law defines a Multi -Residential Property as a high-rise apartment
building, condominium property, townhouse property, co-op property or other
similar residential property containing more than six (6) self-contained
dwelling units. It provides details on collection requirements including:
1. General waste collection requirements
2. Requirements for high rise buildings
3. Requirements for townhouse properties
Schedule O defines each waste stream's collection schedule, limitations, and
requirements for each of the eight Local Area Municipalities.5 Waste streams
included are:
1. Recycling
2. Green Bin
3. Garbage
4. Leaf & Yard
5. Bulky Goods
6. Metal Goods/Appliances
7. EEE & Porcelain Bathroom Fixtures
The By-law outlines the requirements of each waste stream's set out times,
weight restrictions, materials accepted and not accepted, etc.
6.2 Ontario Policy Changes
The two policy changes that will have the greatest impact on the Region's
waste management system within the next five years are the Resource
Recovery and Circular Economy Act and the Food and Organic Waste
Framework, particularly the Food and Organic Waste Policy Statement that
sets out the municipal obligations regarding organics management.
Regulatory obligations under the Greenhouse Gas Emissions: Quantification,
Reporting and Verification regulation, the Air Pollution — Local Air Quality
regulation and, to a lesser extent, the Greenhouse Gas Emissions
Performance Standard regulation could also impact the DYEC.
5 Note that the Region only collects recycling (no other stream) for the Town of Whitby
and City of Oshawa.
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6.2.1 Resource Recovery and Circular Economy Act
(RRCEA), 2016
The RRCEA provides the framework for Individual Producer Responsibility
(IPR) regulations in Ontario and includes tires, information technology,
telecommunications and audio-visual (ITT/AV) equipment, lighting equipment,
single -use batteries, hazardous or special products and Blue Box materials.
The objective of these regulations is to shift the responsibility of waste
management (this includes financial, operational and regulatory
responsibilities) from municipalities to producers of the materials and
encourage producers to invest towards improving their products and
packaging through product design. Ontario transitioned its tires program in
2019, single -use battery program in 2020 and transitioned the hazardous and
special products (HSP) and electrical and electronic equipment (EEE)
programs in 2021. The Blue Box Program is expected to transition over three
years starting in 2023. Table 10 presents the timing of the transition of EPR
programs.
Table 10: EPR Transition Timing
Used Tires December 31, January 1, 2019
2018
Single -use Batteries June 30, 2020 July 1, 2020
Electrical and December 31, January 1, 2021
Electronic 2020
Equipment (EEE)
Hazardous and June 30, 2021 October 1, 2021
Special Products
(HSP)
Blue Box December 31, July 1, 2023 — December 31,
2022 2025
Durham Region has transitioned its programs for tires, batteries and
electronics and HSP. Durham Region is scheduled to transition its Blue Box
program on July 1, 2024.
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Blue Box Program Transition
The regulation makes producers of designated products and packaging
recycled in the Blue Box fully responsible for operating and financing the Blue
Box program, including providing collection services to local communities,
managing Blue Box materials and achieving diversion targets to improve
diversion, address plastic waste and recover resources for use in a circular
economy.
Producers (i.e. brand -owners, importers, marketers of products in Ontario) will
be responsible for managing designated materials (e.g. paper products,
packaging, packaging -like products and possibly single serve food and
beverage service products). Producers will work with Producer Responsibility
Organizations (PROs) to manage these materials and ensure the provincially
mandated obligations are met.
Producers can meet their diversion targets through reuse, recycling
(mechanical or chemical), composting or anaerobic digestion, use of
materials as aggregate (e.g. road building — limited to a certain percentage).
Landfilling, landfill cover, incineration and energy from waste will not count
towards achieving diversion targets. Use of materials to generate energy or
fuel is not considered diversion but is proposed to be allowed for waste that
cannot be recycled (e.g. Blue Box residuals).
Durham Region's Blue Box Program will transition to full EPR on July 1, 2024.
There is uncertainty regarding the future role of the Region's Material
Recovery Facility (MRF) and other involvement the Region may have with the
transition such as with promotion and education or call centres. It is unknown
how the PROs will be collecting recyclables (single stream or dual stream),
what containers may be used (Blue Boxes, carts or other), how materials may
be processed, or who will be doing the collecting.
The regulation includes all single-family residences and multi -residential
buildings, schools, not -for -profit long-term care and retirement homes and
municipal public spaces/parks currently receiving municipal garbage
collection as part of the initial transition. In 2026 and beyond, non -serviced
multi -residential buildings, schools, long- term care homes can request to be
added to the service. Business Improvement Areas will not be eligible to
receive free collection under the producer -run system. The Region may be
responsible for collection of recyclables from some sectors until at least 2026,
at which point the PROs may assume collection.
At this time, it is unknown how or if the Region will be paid for Blue Box
recyclables should it elect to continue offering recycling collection services to
ineligible sources (such as businesses located in BIAs) after the Region
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transitions out of the Blue Box program in 2024. After transition, PROs may
not pay for recycling services provided to or recycling materials collected from
sources deemed ineligible under the new Blue Box regulation.
Hazardous and Special Products Transition
The Hazardous and Special Products (HSP) regulations took effect on
October 1, 2021. At that time, most materials managed in the existing
program were transitioned to the new producer responsibility regime. Select
mercury -containing devices were added to the program, but there was no
expansion of the existing program. Producers are required to implement a
P&E program soon after the regulation effective date. Products to be
managed include:
• Category A Products — non -refillable pressurized containers and oil filters
• Category B Products — Antifreeze, paints and coatings, pesticides,
solvents, oil containers, refillable pressurized containers (not including
refillable propane tanks)
• Category C Products — barometers, thermometers, thermostats
• Category D Products — fertilizers (not including those products used for
commercial or agricultural purposes or supplied in a container greater than
30L or 30kg).
• Category E Products — refillable propane cylinders
Producers of Category A and B products were responsible for transitioning
the collection and management of HSP under the new regulation. This
included establishing, reestablishing, developing or holding an equivalent
number of sites or events operated by municipalities. It appears
municipalities such as Durham Region could continue to operate HSP
collection events/sites in coordination with producers. Municipalities may
continue to collect Category C products, for which producers will be
responsible for producing a P&E campaign beginning October 1, 2021. Also
at that time, producers of Category D products will also be responsible for
creating P&E campaigns intended to instruct consumers to "use up, share or
otherwise dispose of unused fertilizer", and to "refrain from dropping off or
delivering fertilizers to municipal depots".
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6.2.2 Food and Organic Waste Framework
The Province of Ontario is beginning to shift its legislation and economics
towards a circular economy through the Strategy for a Waste Free Ontario:
Building a Circular Economy and Ontario's Food and Organic Waste
Framework. The Framework consists of two complementary components: the
Action Plan which outlines the strategic commitments to be taken by the
Province to address food and organic waste and the Policy Statement which
provides direction to the MECP, municipalities, the Industrial, Commercial and
Institutional (IC&I) sector (which includes Multi -residential Buildings), owners
and operators of processing facilities and others regarding targets for waste
reduction and recovery. These two components will help prevent and reduce
food/organic waste, reintegrate excess food into the markets, and collect and
recover food waste as a new resource. To achieve this goal, the Framework
has four objectives:
• Reduce food and organic waste
• Recover resources from food and organic waste
• Support resource recovery infrastructure
• Promote beneficial uses of recovered organic resources
There are a number of proposed Actions including banning food and organic
waste from disposal (anticipated to start in 2030) and imposing a mandatory
organics diversion strategy. These initiatives will require municipalities to
provide source separated food and organic waste collection to their residents
(if they have not already done so).
Within the Policy Statement, Ontario has set targets for waste reduction and
recovery by sector, as presented in Table 11.
Table 11: Waste Reduction and Resource Recovery Targets by Sector
4.1 Municipalities that provide source
separated food and organic waste
collection shall maintain or expand these
services to ensure residents have access
to convenient and accessible collection
services. Other collection methods, such
as directing disposal streams to mixed
waste processing, may be used to
support collection of additional materials.
70 per cent waste
reduction and resource
recovery of food and
organic waste generated
in urban settlement areas
by 2023.
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RequirementSection .- Date
4.10 to 4.13 Multi -unit residential buildings shall
50 per cent waste
provide collection of food and organic
reduction and resource
waste to their residents. Source
recovery of food and
separation is preferred but like 4.1,
organic waste generated
alternatives to collecting this stream may
at the building by 2025.
be used if it demonstrates that provincial
targets can be met. Best practices need
to be implemented and buildings need to
promote and educate residents to
increase participation.
4.14 to 4.17 The Statement provides direction to
Ranges from 50 per cent
certain groups (i.e. subject to
to 70 per cent waste
O.Reg.103194) under the industrial and
reduction and resource
commercial sectors (e.g., retail, office,
recovery of food and
restaurants, hotels, motels, large
organic waste depending
manufacturing) based on the quantity of
on the quantity of food
food and organic waste generated each
and organic waste
week.
generated in the facility by
2025.
4.14 All retail shopping establishments, retail
70 per cent waste
shopping complexes, office
reduction and resource
buildings, restaurants, hotels and
recovery of food and
motels and large manufacturing
organic waste generated
establishments, subject
in the facility by 2025.
to O. Reg. 103194 that generate 300
kilograms or more of food and organic
waste per week shall source
separate food and organic waste.
4.15 All retail shopping establishments, retail
50 per cent waste
shopping complexes, office buildings,
reduction and resource
restaurants, hotels and motels, and large recovery of food and
manufacturing establishments, not organic waste generated
subject to O. Reg. 103194, that generate in the facility by 2025.
300 kilograms or more of food and
organic waste per week shall source
separate food and organic waste.
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4.16 to 4.17 All other retail shopping establishments, No target or date
retail shopping complexes, office specified.
buildings, restaurants, hotels and motels
and large manufacturing establishments
that generate less than 300 kilograms
of food and organic waste per week
should source separate food and organic
waste.
All retail shopping establishments, retail
shopping complexes, office buildings,
restaurants, hotels and motels, and large
manufacturing establishments shall
provide users of these facilities promotion
and education materials that support and
increase participation in resource
recovery efforts.
4.18 Educational institutions and hospitals, 70 per cent waste
subject to O.Reg. 103194, that generate reduction and resource
more than 150 kg of food and organic recovery generated in the
waste per week shall source separate facility by 2025.
that stream.
The Region will be required to meet a performance target of 70 per cent
waste reduction and resource recovery of food and organic waste generated
by its single-family dwellings by 2023 and 50 percent waste reduction and
resource recovery for any Multi -residential buildings to which it provides
collection service by 2025. Durham is currently in the procurement phase of
building a Mixed Waste Pre-sort and Anaerobic Digestion Facility which will
augment its existing diversion strategies and further allow the Region to
satisfy the requirements of the Policy Statement.6
6 Durham Region. (January 2020). The Regional Municipality of Durham report -
Committee of the Whole: #2020-COW-2 https-//www.durham.ca/en/living-
here/resources/Documents/GarbageandRecycling/Anaerobic-Digestion-/Council-
Reports/2020-COW-2_WMS_2020_SI FF.pdf
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6.2.3 Other Regulations
Ontario regulates industrial air emissions under the Environmental Protection
Act, Regulation 419/05 Air Pollution — Local Air Quality. Emissions from the
DYEC are regulated under this regulation. Future changes to this regulation
could impact obligations for the DYEC. The DYEC is also subject to the
Greenhouse Gas Emissions: Quantification, Reporting and Verification
regulation. The current requirements are to calculate the total greenhouse
gas emissions for the facility and to report on the non-biogenic emissions
each year. The DYEC is not currently subject to the pricing mechanisms in
place for carbon emissions in Canada or Ontario. As efforts to reduce
greenhouse gas emissions increase at the federal and provincial level, there
is a possibility that DYEC emissions will become subject to carbon pricing
over the life of the Waste Plan.
6.2.4 Other Relevant Initiatives
There are several initiatives that have been introduced to reduce and/or
eliminate plastics, particularly single -use plastics. These regulations and
initiatives have the potential to alter the composition of waste managed by the
Region, although the impact may not be felt for a number of years.
Canada -wide Action Plan on Zero Plastic Waste
On October 7, 2020 the Federal government announced a federal ban of
single -use plastics (SUPs) with regulations expected to be finalized by the
end of 2021. This legislation will ban selected SUPs that are deemed
recurring items in the environment and often cannot be recycled. The
government is proposing to ban the following items:
• Plastic grocery bags
• Straws
• Stir sticks
• Six-pack rings for beer
• Cutlery
• Foodware made from hard -to -recycle plastics
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Ocean Plastics Charter and Canada Plastics Pact
In 2018, Canada adopted the Ocean Plastics Charter which brings together
governments, businesses and organizations to move forward with a more
sustainable approach to plastics. The Canada Plastics Pact is an initiative to
collaborate and rethink the way plastic packaging is designed, used and
reused to realize a circular economy for plastic in Canada. Both initiatives
include retailers who have committed to achieving a number of targets for
reducing plastic waste. It is not anticipated that these initiatives will result in
an immediate reduction in plastic packaging but may result in reductions in
plastic packaging that has been designated as problematic or unnecessary. It
may result in packaging being designed to be reusable, recyclable or
compostable.
7 Commitment to Climate Change
In 2020, Durham Region Council declared a climate emergency. Over the
last 10 years, the Region has been making decisions supporting the need to
focus on climate action as a critical priority. Recently, the Region developed
the Corporate Climate Action Plan? (CCAP) which outlines actions to reduce
GHG emissions from the Region's corporate operations. The CCAP and the
following Corporate GHG emissions reductions targets were approved in
March 2021. The approved emissions reductions targets are as follows:
https://www.durham.ca/en/resources/CAO-Office/Durham-Region-Corporate-Climate-
Action-Plan.pdf
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Key waste management objectives relating to GHG reductions over the next
20 years include:
• Increasing diversion of organic waste from single-family homes
• Construct and operate a Mixed Waste Pre-sort and Anaerobic Digestion
facility
• Continue to manage GHG emissions from legacy closed landfills through
innovative approaches
• Explore ways to mitigate corporate GHG increases associated with future
increases in DYEC capacity and population growth over the coming
decade.
• Explore opportunities to reduce emissions through procurement and
contract management, which could include zero emissions vehicles and/or
hybrid vehicles where operationally feasible.
7.1 Corporate Emissions
From 2007 to 2019, corporate GHG emissions increased by 18 per cent,
largely attributable to DYEC commencing operation in 2016 and through an
increasing population requiring more services and supporting infrastructure.
It is important to note that the Region's methodology to calculate GHG
emissions does not reflect the reduction in GHG emissions associated with
hauling waste to landfills$ or emissions from landfills (landfills are not required
to calculate and report on GHG emissions under the Ontario GHG reporting
program) with the use of DYEC. Lifecycle analyses using alternate
calculations have estimated a net GHG reduction benefit for DYEC compared
to landfill disposal.
In 2018, emissions from DYEC and landfills accounted for approximately 59
per cent of Corporate GHG emissions. Figure 11 presents the sources of the
2019 reported emissions.
8 These are considered Scope 3 emissions. As part of future updates to the Region's
corporate GHG accounting protocol and the CCAP, opportunities to include relevant
Scope 3 emissions data will be explored.
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Figure 11: 2019 Reported GHG Emissions Summary
GHG Emissions t/CO2e
Facilities and Traffic
Signals, 12,700, 7%
Solid Waste Le
43,300,2
hicle Fleets, 30,300,
18%
ater and Sewer,
27,400, 16%
uurnam rorK tnergy
Centre, 55,800, 33%
Source: Durham Region Corporate Climate Action Plan
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Figure 12 presents the Corporate GHG Emissions inventory from 2007 to
2019.
Figure 12: Corporate GHG Emissions Inventory (2007 - 2019)
180,000
160,000
140,000
120,000
0
- 100,000
E
W
80,000
60,000
40,000
20,000
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
■ Durham York Energy Centre
-
-
-
-
-
-
-
-
-
55,600
55,000
57,000
55,800
Solid Waste Landfills
64,800
62,500
60,400
58,300
56,400
54,400
53,000
53,000
51,800
49,600
47,500
45,500
43,300
Water Supply& Sanitary Sewerage
35,100
37,300
29,100
30,400
29,700
30,500
32,600
30,000
27,900
28,300
23,300
26,600
27,400
Vehicle Fleets
24,500
24,700
23,700
24,000
25,200
25,800
29,000
30,900
29,400
30,100
30,000
31,000
30,300
Facilities & Traffic Signals
19,400
18,400
15,000
15,700
14,700
13,600
13,800
12,900
11,600
11,800
11,300
12,600
12,700
Total (Net Durham Share)
143,800
142,900
128,200
128,400
126,000
124,300
128,400
126,800
120,700
175,400
167,100
172,700
169,500
Source: Durham Region Corporate Climate Action Plan
A number of waste -related opportunities to reduce these GHG emissions
have been identified to support the achievement of the proposed targets.
• Increasing diversion of organic waste with the Mixed Waste Pre-sort and
Anaerobic Digestion Facility and conversion of biogas to Renewable
Natural Gas (RNG) is estimated to generate upwards of 4 million m3 of
RNG annually which has potential to offset 7,500 tCO2e annually through
the displacement of natural gas use. In the future, as the throughput of
the facility increases with increased tonnage, RNG production is
anticipated to generate more than 6 million m3 annually through the end of
the initial 20 year operating period which will offset more than 10,000
tCO2e annually through the displacement of conventional natural gas
usage.
• In 2019, the closed landfills managed by the Region were responsible for
an estimated 43,300 tCO2e, or 26 per cent of the Region's corporate
emissions. The Region is exploring alternative landfill cover systems
which have the potential to decrease methane emissions. A pilot project
at the Oshawa landfill is anticipated to reduce GHG emissions by up to
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12,000 tCO2e annually.9 If expanded to the remaining closed landfills, it is
estimated the total GHG emissions reduction may be 37,000 tCO2e
annually. 11
The Region's decision to develop the DYEC has increased its overall
corporate GHG emissions but has reduced GHGs associated with long -
haul waste trucking to other areas of Ontario or the U.S. and with methane
leakage from landfills. The Region's methodology does not account for
these reduced or avoided emissions. In the future, the Region will work to
retain future carbon credits as an offset against corporate electricity -
related GHG emissions inventory where financially feasible, explore the
possibility of using waste heat generated at DYEC within other Regional or
surrounding facilities including participation in district energy systems and
continue to monitor opportunities to reduce or offset emissions through
developing technologies including carbon capture and ash utilization.
• Continue to investigate the potential to utilize RNG as part of the Region's
natural gas purchases.
• Investigate opportunities to influence emissions related to contracted third
party emissions associated with waste haulage.
• Investigate options for low and zero carbon vehicles with a focus on fleet
electrification where operationally feasible.
• Optimize waste management facility operations and haulage to minimize
vehicle kilometres travelled to transport waste to disposal locations.
9 Based on 50 per cent of the site's emissions treated at 85 per cent efficiency. (CCAP)
10 Durham Region Corporate Climate Change Action Plan. Durham Region Corporate
Climate Action Plan (accessed March 2021) (see section 9.1)
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7.2 Community Targets
The CCAP also provides guidance on opportunities to reduce GHG emissions
from the community at -large. Regional council endorsed the following
community GHG emissions targets in March 2021:
• 10 percent below 2019 levels by 2025
• 30 per cent below 2019 levels by 2030
• 100 percent below 2019 levels by 2050
In 2018, waste management activities accounted for approximately three per
cent of community GHG emissions. As the Region implements GHG
reduction measures for waste management operations, a corresponding
decrease in community GHG emissions from waste management is expected.
8 What Will Impact Future Planning
Decisions?
Like many other municipalities, the Region is grappling with several issues
that will impact future planning decisions, including
• Provincial regulations for Extended Producer Responsibility for tires,
batteries, EEE, HSP and Blue Box materials
• Provincial direction for organics management including targets for waste
reduction and resource recovery of food and organic waste
• Climate change
• Population growth
• How to effectively communicate information and educate residents
• Provision of future disposal capacity at the DYEC
• How to balance innovation, convenience and cost to taxpayers
• Facility development, expansion, on -going care, and closure
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Figure 13: Timelines Impacting Future Waste Management Decisions
2023 2024 2025 2027 2032 2035 2037 2040
Proposed 1 Durham Region .
U
Mixed Waste
1 Proposed
U
1 DYEC
U
40 Population
target of 70% transitions Blue
Pre-sort and
target of 50%
estimated
reaches 1
organics Box program to
Anaerobic
organics
to be at
million. Time to
diversion from Extended
Digestion
diversion from
capacity
implement a
single-family Producer
facility is
apartments
40
New Waste Plan
homes Responsibility
operational
and condos
New Five -Year Action Plan
Figure 13 above presents the timing of the Provincial organics diversion
targets (2023 and 2025), when the Region will transition the Blue Box
program to EPR (mid-2024), when the Mixed Waste Pre-sort and Anaerobic
Digestion facility will be operational (anticipated 2025), when DYEC is
estimated to be at capacity (anticipated 2035) and when it is estimated that
the Region's population will surpass one million (2040) and a new Waste Plan
will need to be implemented. The timing of new regulations, and changes to
the Region's infrastructure will impact decisions about the Region's waste
management system.
A series of targets and actions have been developed with consideration to
these future planning decisions, as outlined in the following sections.
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9 Targets and Timelines
The following table presents targets developed to meet the objectives and the
proposed timing of the targets.
Table 12: Summary of Objectives, Targets and Timelines
Target 1A: Increase public engagement on the
5Rs through partnerships, increased x x x
accessibility, and different media.
Target 2A: Support residents in making
behavioural changes to reduce food waste. x x x
Target 2B: Support residents in making
behavioural changes to reduce the amount of x x x
waste generated.
Target 3A: Increase diversion of organics from
disposal. x x x
Target 3B: Revise Waste Management By-law
46-2011 to reflect changes to Regional collection x
and processing programs and services.
Target 3C: Develop a transition plan that
supports EPR programs. x
Target 3D: Advocate for the expansion of
existing EPR programs and for additional EPR x x x
programs to manage more materials.
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Target 4A: Develop initiatives to offset or reduce
GHG emissions from solid waste that contribute x x x
to Corporate GHG emissions.
Target 5A: Optimize the operation and utilization
of Waste Management Facilities. x x x
Target 5B: Increase accessibility of waste
management programs and services. x x x
Target 5C: Explore options to reduce
environmental impacts of closed landfills and
potential for future community use and/or x x x
naturalization.
10 Targets and Actions
The Waste Plan consists of a series of short, mid and long-term actions that
have been developed to assist with meeting the targets developed and will
enable oversight of how the Waste Plan is being implemented. Being able to
measure progress in meeting the stated objectives is critical to assess
whether the objectives and targets are being met. For each target developed,
a metric has been developed so the Region can assess the progress of
meeting the targets. Completing the actions developed for each target will
contribute to meeting the objectives.
10.1 Objective 1 Targets and Actions
Target 1A is to provide the tools and content necessary for residents to
develop an understanding of the 5Rs and to incorporate these principles into
their everyday lives. There are many residents who have embraced the
concept of waste reduction, and others who are just starting to learn about
waste reduction. The Region plans to increase the scope of public
engagement to reach more residents to encourage a new way of thinking
about waste. The actions below will be initiated and enhanced throughout the
life of the Waste Plan.
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Target 1A: Increase public engagement on the 5Rs through partnerships, '
increased accessibility, and different media
Measurement: Year over year increase (from 2018 or action start date) measured
through metrics below
Actions throughout life of Waste Plan
• 1A1: Collaborate with Eco-Schools program to increase # of schools using
rethink and reduce activities in schools. Work with Region content
schools and school boards to provide educational (41 schools in 2018)
content
• 1A2: Transition to the Region's central access point for # of contacts regarding
residents to obtain waste management information (e.g. waste management
myDurham311). Evaluate opportunities to integrate handled by
waste management information sources into the myDurham311
myDurham311 platform
• 1A3: Undertake a promotion and education
# of subscribers
campaign to increase Waste app subscribers
(50,000 in 2018)
• 1A4: Provide information on reduction and reuse by
# of visits to webpages
adding a dedicated section to the Region's webpage
• 1A5: Investigate technical feasibility of enhancements to
Evaluation of technical
Waste app to include locations of donation centers
feasibility of
including cost and maintenance implications
enhancements
• 1A6: Create and deliver content for digital and/or in-
# of views, # of
person engagement, including live online meetings for
meetings and/or tours,
residents, how-to videos, tours of waste management
# of people attending
facilities. Investigate collaborations with community
meetings and/or tours
groups
• 1A7: Work with Diversity, Equity and Inclusion
Increased # of
Department to determine additional languages for
languages available
publications, promotion and education materials and
outreach events such as multi -cultural groups and clubs
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10.2 Objective 2 Targets and Actions
Results of the consultation process clearly underscored the importance of
waste reduction. The actions below were developed to support residents in
making the behavioural choices needed to reduce waste quantities. These
actions would be complemented by the increased public engagement
described above, along with the Region's current promotion and education
activities.
Objective 2: Reduce the quantity of waste we cre---. NEW__I_ 9
Target 2A: Support residents in making behavioural changes to reduce food
waste.
Measurement: Reduce quantities of avoidable food waste in the Green Bin program.
Reduction targets to be determined with implementation of regular waste audits
Short-term Actions
2A1: Continue with the Region's "Buy it, Eat it" food waste reduction campaign
and develop additional themes for next iteration of the campaign
Target 213: Support residents in making behavioural changes to reduce the
amount of waste generated.
Measurement: Measure annual generation rates of garbage (kg per capita) to track
progress in reducing garbage. (2018: 173.1 kg garbage disposed per capita)
Short-term Actions
2131: Reduce quantities of materials generated such as durable goods, textiles
and single -use plastics. Reduce textiles in garbage by up to 5% in next five years
(as a percentage of garbage stream). Establish reduction targets for other
materials with implementation of regular waste audits.
2132: Develop a monitoring program to audit waste setouts and composition on a
regular basis to determine quantities of food waste, durable goods, textiles, single -
use plastics, etc. through audits of garbage, curbside SSO and FSO
Mid-term Actions
2133: Evaluate partnerships with local charities on common messaging, sharing
platforms and other circular economy opportunities
2134: Partner with local area municipalities on a common message and approach
to textile diversion and single -use item reduction in support of federal action to
ban some single -use plastics
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10.3 Objective 3 Targets and Actions
Waste reduction is primarily a result of decisions made by the Region's
residents, through their choices of purchasing and consumption of goods.
The Region can facilitate diversion of more materials from disposal through
the development of the Mixed Waste Pre-sort and Anaerobic Digestion
Facility, transitioning EPR programs for Blue Box materials and HSP, and
advocating for additional or enhanced EPR programs. The Region will also
support this transition through increased public engagement (Objective 1) and
other P&E activities.
Target 3A: Increase diversion of organics from disposal
Measurement: Increase Green Bin organics diversion from disposal up to 10% by
2026
Short-term Actions
• 3A1: Develop, commission, and operate the Mixed Waste Pre-sort and Anaerobic
Digestion Facility to divert organics from garbage, from multi -residential buildings
and also from single-family residences
• 3A2: Launch an enhanced Green Bin program for single-family residences
• 3A3: Encourage backyard composting by providing information about successful
composting practices and promoting the Region's sale of subsidized composters
• 3A4: Expand collection services to Regional facilities and consider service for
local area municipal facilities and other institutional users (e.g. school boards).
Mid-term Actions
• 3A5: Increase the number of multi -residential buildings being serviced by the
Region to divert more material
Target 313: Revise Waste Management By-law 46-2011 to reflect changes to
Regional collection and processing programs and services.
Measurement: Revise By-law by 2026
Short-term Actions
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3131: Revise By-law to reflect transition of EPR programs and changes to the
Region's responsibilities regarding collection of materials such as Blue Box, EEE,
HSP, batteries, definition of recycling receptacles, use/operation of the Material
Recovery Facility, schedules, etc.
3132: Revise By-law to include a new section for the Mixed Waste Pre-sort and
Anaerobic Digestion Facility and its operation/use
3133: Review options to service mid to high density developments (e.g. smaller
trucks, alternative collection containers, collection on one side of street, central
collection areas etc.) to better service the multi -residential sector and make any
necessary amendments to By-law and collection contracts as required
Target 3C: Develop a transition plan that supports EPR programs.
Measurement: Successful transition to EPR in 2024
Short-term Actions
• 3C1: Work with producers to understand how programs will be rolled out and the
impact on the Region
• 3C2: Develop promotion and education campaigns, in collaboration with the
producers, to inform residents of the programs' transitions and educate them on
changes to the programs
• 3C3: Transition the program(s) to producers and make any required modifications
to areas remaining under the Region's responsibilities
• 3C4: Explore opportunities to reuse or recycle materials not covered under the
regulations for HSP (e.g. refillable propane cylinders, or fertilizer)
• 3C5: Assess options for the Region's MRF building and equipment
• 3C6: Evaluate if changes to accepted materials or handling practices are required
at WMFs to adapt to EPR regulations
• 3C7: Pursue options for the Region to continue to provide recycling collection
service to ineligible sources (i.e. small businesses in BIAs and other small
businesses currently serviced in the curbside collection program)
Target 313: Advocate for the expansion of existing EPR programs and for
additional EPR programs to manage more materials.
Measurement: Number of advocacy efforts (e.g. letters, conversations, participation
in related webinars/feedback sessions) towards new or expanded EPR programs for
materials such as compostable packaging, mattresses, carpets, furniture, appliances,
textiles, hard plastics, fertilizers, appliances, etc.
Short-term Actions
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3D1: Continue participation in the solid waste management committees of
municipal advocacy organizations and related industry associations including
Association of Municipalities in Ontario, the Regional Public Works
Commissioners of Ontario, Municipal Waste Association, Circular Innovation
Council, Canadian Biogas Association and Ontario Waste Management
Association
3132: Continue to participate in consultation opportunities for proposed federal
and provincial waste management changes
Mid to Long-term Actions
• 3133: Advocate to the Federal and Provincial governments for implementation of
new producer responsibility programs to divert more materials from disposal
• 3134: Advocate for existing programs to be expanded (e.g., recycling, hazardous
waste, electronics)
• 3135: Provide comments on any proposed producer responsibility programs to
ensure Durham Region's considerations are included in the development of
regulations
10.4 Objective 4 Targets and Actions
The Region has developed a plan to reduce GHGs and the impact of climate
change. Actions have been identified that will contribute to reducing the
impact of waste management activities to the Region's Corporate GHG
emissions. Through municipal leadership, the Region will work with its
partners to reduce GHG emissions.
Target 4A: Develop initiatives to offset or reduce GHG emissions from solid
waste that contribute to Corporate GHG emissions.
Measurement: Annual actions to implement initiatives to reduce GHG emissions to
contribute to the Corporate GHG emissions reduction target of 40 per cent below
2019 levels by 2030 (and 100 per cent below 2019 levels by 2045)
Short-term Actions
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• 4A1: Explore opportunities for a pilot program to convert contracted collection
fleet vehicles to alternative fuels in advance of contract expiry
• 4A2: Identify opportunities for conversion of biogas to RNG at Region -owned
facilities (e.g., Mixed Waste Pre-sort and Anaerobic Digestion Facility, Water
Pollution Control Plant)
• 4A3: Identify additional methodologies which could be used to determine GHG
emission reductions and avoidance associated with waste reduction, reuse,
recycling and recovery that are not currently reflected in the Corporate GHG
inventory
• 4A4: Undertake additional analyses such as heat balance between Anaerobic
Digestion Facility, Water Pollution Control Plant and DYEC and a review of better
or higher uses of materials such as wood waste received at the Waste
Management Facilities (WMFs)
Mid to Long-term Actions
• 4A5: Develop a carbon emissions management plan in partnership with the
Region's Sustainability group
• 4A6: Work with other Divisions (e.g., Purchasing, Facilities, Legal, Sustainability
Office) to leverage the Region's buying power to develop in-house circular
economy initiatives
• 4A7: Explore options to reduce GHGs at Waste Management Facilities (WMF)
through wind/solar installations, carbon capture technologies and other methods
to offset emissions.
• 4A8: Explore opportunities to reduce emissions from some/all fleet vehicles
through alternative fuels or technologies.
• 4A9: Assess material management from WMFs to evaluate operational practices
(e.g., compaction, transfer) at WMFs that would reduce emissions from
transportation
• 4A10: In anticipation of a capacity expansion at the DYEC, undertake a
technology review to evaluate available technologies to capture and utilize or to
offset generated CO2
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10.5 Objective 5 Targets and Actions
While it is envisioned that all of the actions described above would contribute
to protecting or improving water, land and air quality in the Region, specific
actions have been identified for the Waste Management Facilities and closed
landfills in the Region.
Target 5A: Optimize the operation and utilization of Waste Management
Facilities (WMFs).
Measurement: Annual actions to optimize operations at WMFs
Short-term Actions
• 5A1: Explore options to optimize the Oshawa WMF (e.g., traffic, new
indoor/outdoor facility)
• 5A2: Develop actions to improve waste diversion performance at WMFs (e.g.,
fertilizer reuse, bulky plastics recycling, separation of renovation/construction
materials)
Mid to Long-term Actions
• 5A3: Explore options to optimize Brock and Scugog WMFs
• 5A4: Evaluate business case to develop a new facility or smaller drop-off depots
with consideration to under -serviced areas
Target 513: Increase accessibility of waste management programs and services.
Measurement: Changes to operating hours and physical accessibility of WMFs
Short-term Actions
• 5131: Investigate extending hours of operation (i.e. open later in the evening,
different/more days, seasonal hours) to make access to the WMFs more
convenient for users, especially those who work more traditional hours (e.g. 9-5).
• 5132: Assess accessibility of WMFs (e.g. signage, access to containers, stairs,
ramps etc.) to ensure they are physically accessible
Mid-term Actions
• 5133: Explore options for waste collection with accessibility considerations
Target 5C: Explore options to reduce environmental impacts of closed landfills
and potential for future community use and/or naturalization.
Measurement: Annual progress towards implementing alternative landfill cover
systems at closed landfills and conversion for community use and/or naturalization
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Short-term Actions
• 5C1: Evaluate outcome of pilot project at Oshawa Landfill for an alternative landfill
biocover system
Mid to Long-term Actions
• 5C2: Maintain current landfill monitoring and perpetual care program while
evaluating additional options to minimize landfill GHG generation and other
environmental impacts
• 5C3: Based on outcomes of Oshawa Landfill pilot project, evaluate potential to
implement biocover at other Region -owned closed landfills
• 5C4: Explore options to install solar covers at closed landfills
• 5C5: Evaluate potential to rehabilitate closed landfills for community use
• 5C6: Explore options to naturalize closed landfills by improving/establishing
natural habitats for wildlife, encouraging pollinator species, providing food sources
and shelter, improving fish habitat in adjacent waterbodies/wetlands etc.
11 Measuring Performance
The Region, along with many other municipalities, has typically reported an
annual diversion rate as a performance measure. As with other
municipalities, the Region has seen its diversion rate stall, despite programs
to reduce and divert waste due to factors outside its control such as climate
events, consumer behaviour and changes to packaging.
Waste generation (the total amount of waste created) or garbage disposal
(the waste that is disposed at DYEC or landfill) rates can more accurately
capture the effect of reduction and reuse activities which divert materials from
being managed by the Region's programs. These measurements are less
impacted by changes outside the Region's control compared to diversion
rates. Diversion rates can still be used, for historical perspective, but do not
really measure progress towards meeting goals. It should be noted that it is
unclear how the new Blue Box EPR program will impact diversion rates and it
is not known how comparable diversion rates will be from 2024 onwards. It is
also unclear whether the Region will still be reporting waste generation and
diversion data on an annual basis to RPRA.
The Region will report annually on the progress of achieving the targets
against the stated baseline as part of the Five -Year Action Plan. Specifically,
progress updates on achievable targets, associated measurements and the
key actions taken in the reporting year will be provided. Some targets have
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annual actions that will be reported on regularly, and others have a specific
timeframe to achieve the target and will be reported on within that timeframe.
Following the end of the first five-year term, the Region will review the Action
Plan and make any required adjustments to the targets and actions. As part
of the review, the Region will assess the implementation of the short-term
actions, whether any will need to be carried forward and develop a plan to
start implementing the mid to long term actions. Action Plans will be reviewed
every five years until 2040 when it is anticipated the Waste Plan will be
updated. Action Plans will be stand-alone documents, separate from the
Waste Plan.
For some measurements, such as the quantities of food waste, textiles,
durable goods, single -use plastics etc. found in the garbage, the Region will
need to conduct periodic waste audits. Waste audits of garbage and Green
Bins, along with observations of curbside setouts as necessary, will provide
more detailed information about how residents are managing their materials,
including reductions in divertible materials, or the presence of materials that
can be diverted. These will be done at regular intervals, prior to any major
change to a program (such as a relaunch of the Green Bin program) and then
at regular intervals following a program change to monitor progress.
Developing a waste audit program to conduct waste audits at regular intervals
is an early action to support targets under objectives 2 and 3: Reduce the
quantity of waste we create and Increase diversion of waste from disposal
and support the circular economy.
11.1 Establishing Measurement Baseline Data
To measure progress towards achieving the targets, it is important to
establish a baseline. Baselines were established as follows:
• For those actions related to waste composition, 2018 was chosen as the
baseline year for all measurements based on the year in which the most
recent waste audit was completed. The 2018 audit provides the waste
composition and generation rate data used to establish the quantities of
materials such as organics, textiles and other divertible materials in the
garbage stream. Some of the target materials (such as single use plastics
or durable goods) do not have baseline audit data as these materials have
generally not been categorized separately during waste audits. Baseline
quantities for these additional target materials will be established in a
future auditing program and will be updated with the five-year review of
the Action Plans.
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• Target 4A (reducing GHG emissions) is aligned with the Region's
Corporate Climate Change Action Plan which uses 2019 as the baseline
for GHG reduction targets.
• Some of the targets represent annual improvements to programs and
services. Their baseline will be the status quo program or service (for
example, operating hours at the Waste Management Facilities).
• Some of the actions are new initiatives and there is no baseline data (e.g.
transitioning to the EPR program).
11.2 Targets and Measurements
Table 13 summarizes the measurements that will be used to track progress
on meeting the Waste Plan targets.
Table 13: Targets and Measurements
Target 1A: Increase public
engagement on the 5Rs through
partnerships, increased accessibility,
and different media
Target 2A: Support residents in
making behavioural changes to
reduce food waste
Target 213: Support residents in
making behavioural changes to
reduce the amount of waste
generated
Target 3A: Increase diversion of
organics from disposal
Year over year increase (from 2018 or action
start date) measured through indicators such
as # of schools using Region content, #
myDurham311 contacts, # of Waste app
subscribers, # of visits to webpages, # of
views, number of languages materials are
available in etc.
Reduce quantities of avoidable food waste in
the Green Bin program. Reduction targets to
be determined with implementation of regular
waste audits.
Measure annual generation rates of garbage
(kg per capita) to track progress in reducing
garbage.
Increase Green Bin organics diversion from
disposal up to 10% by 2026
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Target 313: Revise Waste Revise By-law by 2026
Management By-law 46-2011 to
reflect changes to Regional collection
and processing programs and
services
Target 3C: Develop a transition plan
that supports EPR programs
Target 31): Advocate for the
expansion of existing EPR programs
and for additional EPR programs to
manage more materials
Target 4A: Develop initiatives to
offset or reduce GHG emissions from
solid waste that contribute to
Corporate GHG emissions
Target 5A: Optimize the operation
and utilization of Waste Management
Facilities (WMFs)
Target 513: Increase accessibility of
waste management programs and
services
Successful transition to EPR in 2024
Number of advocacy efforts (e.g. letters,
conversations, participation in related
webi nars/feed back sessions) towards new or
expanded EPR programs for materials such
as mattresses, carpets, furniture, appliances,
textiles, hard plastics, fertilizers, appliances,
etc.
Annual actions to implement initiatives to
reduce GHG emissions to contribute to the
Corporate GHG emissions reduction target of
40 per cent below 2019 levels by 2030 (and
100 per cent below 2019 levels by 2045)
Annual actions to optimize operations at
WMFs
Changes to operating hours and physical
accessibility of WMFs
Target 5C: Explore options to reduce Annual progress towards implementing
environmental impacts of closed alternative landfill cover systems at closed
landfills and potential for future landfills and conversion for community use
community use and/or naturalization and/or naturalization
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12 Conclusion
Durham Region is poised to implement a number of actions that will
contribute to reducing and diverting waste and reducing GHG emissions.
These actions will be enhanced by the collective efforts of Durham Region
residents in making changes to how they think about and manage waste.
The next twenty years will see significant changes to how waste is managed
in the Region, which will contribute to the collective goals of a circular
economy and recognizing waste as a resource. With the next update of the
Waste Plan in 2040, the guiding principles, vision and objectives will be
reviewed and reset as necessary, to enable the Region to continue to be a
leader in municipal waste management.
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tilt
0
DURHAM
REGION
1714
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Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Glossary and Abbreviations
Glossary Term Definition
5Rs Rethink, Reduce, Reuse, Recycle, Recover.
BIA Business Improvement Area — downtown business areas as designated by
the Region.
DYEC Durham York Energy Centre - An energy -from -waste facility located in the
Municipality of Clarington, Durham Region that produces energy from the
combustion/ burning of garbage that remains after all diversion programs.
EEE Electrical and Electronic Equipment - As defined by the Resource
Productivity and Recovery Authority (RPRA), consists of information
technology, telecommunications, audio-visual equipment such as computers,
printers, telephones, cell phones, speakers, cameras, etc.
EPR Extended Producer Responsibility - The regulated responsibility producers,
importers and brand owners have to reduce the environmental impact of their
products and packaging. It extends across the product lifecycle and
depending on the product, can be cradle -to -grave or cradle to cradle
management.
FSO Facility Separated Organics - Organic material that has been separated out
from the garbage through mechanical means (i.e., at the Region's Mixed
Waste Pre-sort and Anaerobic Digestion Facility).
GHG Greenhouse Gas - Gases in the Earth's atmosphere that trap heat; typically
refers to carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O).
HSP Hazardous and Special Products - Consumer products that are hazardous to
the environment if not disposed of properly; includes items like paints,
solvent, pesticides, and compressed gas cylinders.
LTWMP Long-term Waste Management Plan (or Waste Plan).
MRF Material Recovery Facility - A facility that sorts Blue Box recycling into
different material streams (e.g., aluminum, steel, glass) for marketing.
SSO Source Separated Organics - Organic materials placed into the Green Bin by
residents for collection by the Region.
WMF Waste Management Facility - A facility that accepts materials from public
drop-off such as appliances, recyclable materials, carpet, drywall, garbage,
scrap metal, wood for a fee. There are five waste management facilities in
Durham Region.
Page 99
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
1 Introduction
Durham Region (Region) developed its initial Long -Term Waste Management Strategy
Plan (LTWMSP) in 1999 to cover the 20 years to 2020. The Region has developed the next
Long-term Waste Management Plan (Waste Plan) for the planning period of the next 20
years (2021 to 2040). As part of this Waste Plan, the Region is focusing on maximizing the
diversion of materials from waste and recovering waste as resources to optimize its existing
and planned disposal and processing infrastructure and minimize the need for disposal.
This Action Plan outlines the Council -approved objectives and focuses on the short-term
targets and actions for the first five years of the plan (2022 to 2026) following approval of
the Waste Plan and Action Plan by Council. The Action Plan will be reviewed in five-year
intervals to monitor progress toward meeting the targets.
Each objective has targets with measurements intended to show progress toward achieving
the target. Progress updates on achievable targets, associated measurements and the key
actions taken in the reporting year will be provided. The Region will report on the full Action
Plan targets, measures and actions during the five-year Action Plan review and update.
2 Guiding Principles, Vision and Objectives
As part of the development of the Waste Plan, the Region undertook consultation with
stakeholders to get input on the guiding principles, vision and objectives. Feedback from
these consultation activities were considered in the development of the following guiding
principles, vision statement and objectives that will guide the Region's waste management
programs and services over the planning period. Durham Region Council approved the
guiding principles, vision and objectives at the January 27, 2021 meeting. The approved
guiding principles, vision and objectives will remain consistent throughout the life of the
Waste Plan without further review and updating.
2.1 Guiding Principles
1. Emphasize rethink, reduce and reuse principles as the first steps in reducing waste
generation.
2. Deliver cost effective waste management services to a rapidly growing and diverse
population.
3. Work with producers and importers of designated products and packaging to implement
"Extended Producer Responsibility" and adjust Region waste programs as required.
4. Apply innovative approaches to Region waste streams to manage them as resources in
a circular economy.
5. Demonstrate leadership in sustainability to address the climate crisis by reducing
greenhouse gas emissions from waste management activities.
Page100 2
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
2.2 Vision
Together, with our residents, we will reduce the amount of waste we create and manage
the generated waste as a resource. We will build an innovative system, balancing financial
needs and environmental sustainability.
2.3 Objectives
a
1. Engage with residents to build an understanding and awareness of the
A G 5Rs (Rethink, Reduce, Reuse, Recycle, Recover) and the Region's waste
management programs and services.
2. Reduce the quantity of waste we create.
3. Increase diversion of waste from disposal and support the circular
economy.
4. Support the Region's greenhouse gas reduction and climate change
mitigation efforts.
5. Protect or improve water, land, and air quality in Durham Region.
3 Timeline for Targets
The following Table 1 presents the 20-year targets developed to meet the objectives, and
the timelines for implementation. It should be noted that some of the targets, for example,
Target 1A, will have actions that will continue to be implemented throughout the life of the
Waste Plan. Implementation of later targets and actions may be built upon as the short-
term actions are implemented. The Region has prioritized actions to start in the short-term,
and others to be implemented later, in the mid to long-term. Feedback received through
phase one and phase two of the Waste Plan development about the targets and actions
has been considered for the timing of implementation of the targets and actions.
Page 101 3
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
Table 1: Timeline for Targets
Objective 1: Engage with residents to build an understanding and awareness of the 5Rs
(Rethink, Reduce, Reuse, Recycle, Recover) and the Region's waste management programs
and services.
Target 1A: Increase public engagement on the 5Rs x x x
through partnerships, increased accessibility, and different
media.
Objective 2: Reduce the quantity of waste we create
Target 2A: Support residents in making behavioural x x x
changes to reduce food waste.
Target 2B: Support residents in making behavioural x x x
changes to reduce the amount of waste generated.
Objective 3: Increase diversion of waste from disposal and support the circular economy.
Target 3A: Increase diversion of organics from disposal. x x x
Target 3B: Revise Waste Management By-law 46-2011 to x
reflect changes to Regional collection and processing
programs and services.
Target 3C: Develop a transition plan that supports EPR x
programs.
Target 3D: Advocate for the expansion of existing EPR x x x
programs and for additional EPR programs to manage
more materials.
lObjective 4: Support the Region's greenhouse gas reduction and climate change mitigation
efforts.
Target 4A: Develop initiatives to offset or reduce GHG
emissions from solid waste that contribute to Corporate x x
GHG emissions. Jow
Objective 5: Protect or improve water, land, and air quality in Durham Region.
Target 5A: Optimize the operation and utilization of Waste
Management Facilities. x x x
Target 5B: Increase accessibility of waste management
programs and services. x x x
Target 5C: Explore options to reduce environmental
impacts of closed landfills and potential for future x x x
community use and/or naturalization.
Page102 4
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
4 Establishing Measurement Baseline Data
To measure progress towards achieving the targets, it is important to establish a baseline.
Baselines were established as follows:
• For those actions related to waste composition, 2018 was chosen as the baseline year
for all measurements based on the year in which the most recent waste audit was
completed. The 2018 audit provides the waste composition and generation rate data
used to establish the quantities of materials such as organics, textiles and other
divertible materials in the garbage stream. Some of the target materials (such as single
use plastics or durable goods) do not have baseline audit data as these materials have
generally not been categorized separately during waste audits. Baseline quantities for
these additional target materials will be established in a future auditing program and will
be updated with the five-year review of the Action Plans.
• Target 4A (reducing GHG emissions) is aligned with the Region's Corporate Climate
Change Action Plan which uses 2019 as the baseline for GHG reduction targets.
• Some of the targets represent annual improvements to programs and services. Their
baseline will be the status quo program or service (for example, operating hours at the
Waste Management Facilities).
• Some of the actions are new initiatives and there is no baseline data (e.g. transitioning
to the EPR program).
Page103 5
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
5 First Five -Year Action Plan
This document presents the targets developed to meet the objectives, the measurement of
how the target will be achieved, and the actions developed to meet the targets.
Actions have been developed for the short-term (2022 to 2026), mid-term (2027 to 2033)
and long-term (2034 to 2040) (see Appendix A and B for a list of the actions). This Five -
Year Action Plan is intended to cover the short-term targets and actions. The Five -Year
Action Plan is intended to be a living document. Every five years, these actions, along with
the measurable targets, will be reviewed and updated (as required) to ensure alignment
with corporate direction and associated legislation and other factors that can impact the
Region's waste management system (for example, a global pandemic).
5.1 Annual Reporting on Targets
The Region will report annually on the progress of achieving the targets against the stated
baseline as part of the Five -Year Action Plan. Specifically, progress updates on achievable
targets, associated measurements and the key actions taken in the reporting year will be
provided. Some targets have annual actions that will be reported on regularly, and others
have a specific timeframe to achieve the target and will be reported on within that
timeframe.
Table 2 presents the expected timing of reporting on the targets. It should be noted that
there could be external/ policy/ technology/ etc. factors that alter this reporting timeline.
At the end of the five-year term of this Action Plan, the progress of achieving the targets will
be reviewed. During the Action Plan review, the metrics used to measure achievement of
targets may be updated.
Page 104 6
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
Table 2: Timeframes for Reporting on Targets
Target 1A - Education
X
X
X
X X
Target 2A - Reduce Food Waste
X
X
X
X X
Target 2B - Reduce Waste
X
X
X X
Target 3A - Increase Organics Diversion
X X
Target 3B - By -Law Update
X
Target 3C - EPR Transition
X
Target 3D - EPR Advocacy
X
X
X
X X
Target 4A - Reduce GHG Emissions
X
X X
Target 5A - Optimize WMFs
X
X
Target 5B - Increase Accessibility
X
X
Target 5C - Closed Landfill Options
X
X
X
X X
Page105 7
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026 Attachment #3 to Report #2022-WR-1
The following Table 3 provides an example of how the Region will report on progress
towards achieving the targets developed to meet the Waste Plan objectives.
A system such as the following will be used to denote progress.
Projected to meet or surpass target
Projected to be near target
% Projected to be at risk of not meeting target
Table 3: Example of Reporting on Progress of Target Achievement towards Meeting
Objectives
Target Progress of
1A actions comprising
this target
Status quo for
existing programs,
others will be new
initiatives with no
baseline.
Projected to 45 schools
meet or engaged
surpass 90,000 app
target
subscribers
• Transition to
Durham 311
pending
The following Table 4 presents the format for reporting on progress of achieving targets which will
include information similar to what is presented in the example above for those targets which will be
reported on.
Page106 8
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026 Attachment #3 to Report #2022-WR-1
Table 4: Reporting on Progress of Target Achievement towards Meeting Objectives
Target 1A - Progress of actions 2018: 50,000
Education comprising this target app subscribers;
41 schools,
others will be
new initiatives
with no baseline
Target 2A - Reduce quantities of No baseline, will
Reduce Food avoidable food waste in be a new
Waste the Green Bin program. initiative
Reduction targets to be
determined with
implementation of
regular waste audits.
Target 213 - Measure annual 2018: 173.1 kg
Reduce Waste generation rates of garbage
garbage (kg per capita) disposed per
to track progress in capita
reducing garbage
Target 3A -
Increase Green Bin
2018: 41 kg
Increase
organics diversion from
Green Bin
Organics
disposal up to 10% by
organics
Diversion
2026
collected per
capita, 50 kg of
food waste in
garbage per
capita
Target 313 - By- Revise By-law by 2026 Existing By-law
Law Update
Page107 9
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026 Attachment #3 to Report #2022-WR-1
Target 3C - EPR Successful transition to
Transition EPR in 2024
Target 31) - EPR
Advocacy
Target 4A -
Reduce GHG
Emissions
Target 5A -
Optimize WMFs
Target 513 -
Increase
Accessibility
Target 5C -
Closed Landfill
Options
Number of advocacy
efforts undertaken
,WNW
Existing EPR
programs for
tires, single -use
batteries, EEE,
and HSP. Blue
Box still to be
transitioned in
2024
Annual actions to
implement initiatives to
reduce GHG emissions
to contribute to the
Corporate GHG
emissions reduction
target of 40 per cent
below 2019 levels by
2030 (and 100 per cent
below 2019 levels by
2045)
Annual actions to
optimize operations at
WMFs
Changes to operating
hours and physical
accessibility of WMFs
Annual progress
towards implementing
alternative landfill cover
systems at closed
landfills and conversion
for community use
and/or naturalization
Existing
advocacy efforts
2019 Reported
Corporate
Emissions
(tonnes CO2e)
Existing WMF
operations
Existing WMF
hours and
signage
Existing closed
landfill perpetual
care program
Page108
10
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan — 2022-2026
Attachment #3 to Report #2022-WR-1
6 Future Five -Year Plans
Following the end of the first five-year term, the Region will review the Action Plan and
make any required adjustments to the targets and actions. As part of the review, the
Region will assess the implementation of the short-term actions, whether any will need to
be carried forward and develop a plan to start implementing the mid to long term actions.
Action Plans will be reviewed every five years until 2040 when it is anticipated the Long-
term Waste Management Plan will be updated.
7 Inclusion in Regional Budgets
The Region's Business Plans and Budgets are a critical component of the Region's annual
business planning cycle which also includes strategic planning, economic and financial
forecasting, and performance measurement. The Waste Management budget is funded by
property taxes, which presents both operating and capital funding requirements.
The actions presented in Figure 1 will be included in the Region's Waste Management
business plans and budget forecasts, where appropriate, as estimates during the planning
stages noted below. Implementation details will be included in the annual approved Region
Budget which is publicly available.
8 Proposed Implementation Timeline
Figure 1 presents the proposed implementation timeline for the short-term actions,
indicating the planning, implementation and operations phases for each action. Some
ongoing actions will be updated and carried forward into future planning phases. As part of
the five-year update of the Action Plan, this timeline will be reviewed and updated as
necessary. It should be noted that there may be factors, both within and outside the
Region's control, that may alter this schedule.
Page109 11
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan Attachment #3 to Report #2022-WR-1
Figure 1: Implementation Timeline for Short-term Actions
5 year review of LTWM P
--------------------"----- "--------------------""'--------------`-------
R i R t R t
Short-term Mid-term Long-term
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
1A1
Work with schools to provide educational content and increase rethink and reduce activities.
1A2
Transition to a central access point for residents to obtain waste management information.
1A3
Increase Waste appsubscribers _
1A4
Add a dedicated section to the Region's webpage on Reduction and Reuse'"
1A5
Investigate the feasibility of including locations of donation centres on the Waste app.
1A6
Develop digital and/or in -person educational opportunities-
1A7
additional the languages es for materials and outreach events.
too
�- - �■■■■■■■■■■�^�■■
2A1
Conti
waste
Continue with the Region's "Buy it. Eat il" food waste reduction campaign.
, Eat it
281
Reduce quantities of materials generated such as durable goods, textiles and single -use plastics.
282
Develop a to measure waste collected and waste composition on a regular basis
3Af
Develop the Mixed Waste Pre-sort and Anaerobic Digestion Facility.
e Mixed to Pre
®■®■■■■■ ■■■■■■■
3A2
Launch an enhanced Green Bin program for single-family residences.
3A3
Encourage backyard composting.
3A4
Expand collection services to more Regional facilities.
3131
Revise By-law to reflect new EPR programs.
382
Revise By-law to include a new section forthe Mixed Waste Pre-sort and AD Facility.
3133
Review options to collect waste in denser developments.
3C1
Work with producers to understand how programs will be rolled out and the impact on the Region.
3C2
Develop educational campaigns to inform residents of changes to programs.
_--_
3C3
Transition the program(s)to producers.
3C4
Explore opportunities to reuse or recycle HHW not covered under The regulations.
3C5
Assess options for the Region's recycling facility and equipment.
3C6
Evaluate if changes are required at Waste Management Facilities to adapt to EPR regulations.
3C7
Evaluate if the Region will continue to provide recycling collection service to ineligible sources.
3131
Continue to participate in the solid waste management committees of municipal advocacy organizations.
3D2Continue
to participate in consultation opportunities for proposed Federal and Provincial waste management changes.
4A1
4A1
Explore opportunities to convert collection vehicles to use alternative fuels.
�■�■■■■■■■■■■■■■■■■
4A2
Identify opportunities to convert biogas to Renewable Natural Gas at Region -owned facilities.
4A3
Identify additional methodologies to determine GHG emission reductions and avoidance.
4A4
Undertake additional analyses to review how to recover energyresources from waste operations
5A1
-goer
Ex lore options too optimize the Oshawa WMF e. traffic Flow, new indoor/outdoor facili
Explore
®_■■■■■■■■■■■■■■�■
5A2
Investigate options to improve diversion at WMFs.
5131
Investigate extending the hours of operation to make access to the WMFs more convenient for users.
5B2
Assess accessibility of WMFs to ensure they are physically accessible.
5C1
Evaluate outcome of pilot project at Oshawa Landfill for an alternative landfill covers stem.
_Planning ®implementation _Operation Action Complete
Page110 12
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan
Attachment #3 to Report #2022-WR-1
Appendix A
Short-term Actions
Page111 13
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan
Attachment #3 to Report #2022-WR-1
Objectives, Targets and Short-term Actions (2022 to 2026)
Target
1A: Increase public engagement on the 5Rs through partnerships, increased accessibility
JW&ULIpedin
1A1
Work with schools to provide educational content and increase rethink and reduce activities.
1 A2
Transition to a central access point for residents to obtain waste management information.
1A3
Increase Waste app subscribers.
1A4
Add a dedicated section to the Region's webpage on Reduction and Reuse.
1A5
Investigate the feasibility of including locations of donation centres on the Waste app.
1A6
Develop digital and/or in -person educational opportunities.
1A7
Identify additional languages for publications, P&E materials and outreach events.
•.
-.
Target 2A: Support residents in making behavioural changes to reduce food waste.
2A1
Continue with the Reaion's "Buv it. Eat it" food waste reduction camgaian.
Target 213: Support residents in making behavioural changes to reduce the amount of waste
generated. _
2131 Reduce quantities of materials generated such as durable goods, textiles and single -use
plastics.
2132 1 Develop a monitoring program to audit waste setouts and composition on a regular basis.
Target 3A: Increase diversion of organics from disposal.
3A1 Develop the Mixed Waste Pre-sort and Anaerobic Digestion Facility.
3A2 I Launch an enhanced Green Bin program for single-family residences.
Encourage backyard composting.
3A4 I Expand collection services to Regional facilities and consider service for local area
municipal facilities and other institutional users (e.g. school boards).
Target 313: Revise Waste Management By-law 46-2011 to reflect changes to Regional collection
and processing programs and services.
3131 Revise By-law to reflect new EPR programs.
3132 Revise By-law to include a new section for the Mixed Waste Pre-sort and AD Facility.
3133 Review options to collect waste in mid -to high density developments
Target 3C: Develop a transition plan that supports EPR programs.
3C1 Work with producers to understand how programs will be rolled out and the impact on the
Region.
3C2 Develop educational campaigns to inform residents of changes to programs.
3C3 Transition the program(s) to producers.
3C4 Explore opportunities to reuse or recycle HHW not covered under the regulations.
3C5 Assess options for the Region's recycling facility and equipment.
3C6 Evaluate if changes are required at Waste Management Facilities to adapt to EPR
regulations.
3C7 Pursue options for the Region to continue to provide recycling collection service to ineligible
sources.
Page112 14
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan Attachment #3 to Report #2022-WR-1
Target 3D: Advocate for the expansion of existing EPR programs and for additional EPR programs
to manage more materials.
3D1 Continue to participate in the solid waste management committees of municipal advocacy
organizations and related industry associations.
3D2 Continue to participate in consultation opportunities for proposed Federal and Provincial
waste manaaement chanaes.
Target 4A: Develop initiatives to offset or reduce GHG emissions from solid waste that contribute to
Corporate GHG emissions J� JML J&
4A1 Explore opportunities to convert collection vehicles to use alternative fuels.
4A2 Identify opportunities to convert biogas to Renewable Natural Gas at Region -owned
facilities.
4A3 Identify additional methodologies to determine GHG emission reductions and avoidance.
4A4 Undertake additional analyses to review how to better recover energy resources from waste
operations
Target 5A: Optimize the operation and utilization of Waste Management Facilities
Al Explore options to optimize the Oshawa WMF (e.g., traffic flow, new indoor/outdoor facility).
5A2 Investigate options to improve waste diversion performance at WMFs.
a rget 5 crease accessibility of was nagement programs and services
5B1 Investigate extending the hours of operation to make access to the WMFs more convenient
for users.
5B2 I Assess accessibility of WMFs to ensure they are physically accessible.
Target 5C: Explore options to reduce environmental impacts of closed landfills and potential for
future community use and/or naturalization.
5C1 Evaluate outcome of pilot project at Oshawa Landfill for an alternative landfill cover system.
Page113 15
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan
Attachment #3 to Report #2022-WR-1
Appendix B
Mid to Long-term Actions
Page114 16
Durham Region Long-term Waste Management Plan
DRAFT Five -Year Action Plan Attachment #3 to Report #2022-WR-1
Objectives, Targets and Mid to Long-term Actions (2027-2040)
Target 213: Support residents in making behavioural changes to reduce the amount of waste generated.
2133 Evaluate partnerships with local charities.
Partner with local area municipalities on common messaging and approach to single use
2134 plastics and textiles.
Target 3A: Increase diversion of organics from disposal.
3A5 Expand collection services to more multi -residential buildings to divert more material.
i argei Ju: HavocaTe Tor ine expansion or existing crK programs ana Tor aaaiuonai crK programs io
manage more materials.
Advocate to the Federal and Provincial governments for new EPR programs to divert more
3D3 materials from disposal.
3D4 Advocate for existing programs to be expanded (e.g., recycling, hazardous waste, electronics).
Provide comments on any proposed EPR regulations to ensure Durham Region's
3D5
considerations are included.
Target 4A: Develop initiatives to offset or reduce GHG emissions from solid waste that contribute to
Corporate GHG emissions.
Develop a carbon emissions management plan in partnership with the Region's Sustainability
4A5 group.
Work with other Divisions to leverage the Region's buying power to develop in-house Circular
4A6 Economy Initiatives.
Explore options to reduce GHGs at Waste Management Facilities (WMF) through wind/solar
4A7
installations, carbon capture technologies and other methods to offset emissions.
Explore opportunities to reduce emissions from some/all fleet vehicles through alternative fuels
4A8
or technologies.
4A9 Assess operational practices at WMFs that would reduce emissions from transportation.
4A10 Technology review of CO2 capture and utilization and/or offset options for expanded DYEC.
•.Region.
Target 5A: Optimize the operation and utilization of Waste Management Facilities.
5A3 Explore options to optimize Brock and Scugog WMFs.
5A4 Evaluate business case to develop a new WMF or smaller drop-off depots.
arget 513: Increase accessibility of waste management programs and servic
5133 Explore options for assisted waste collection to help residents manage set out of materials.
arget 5C: Explore options to reduce environmental impacts of closed landfills and potential for future
ommunity use and/or naturalization.
5C2 Evaluate additional options to minimize landfill GHG generation and other environmental
impacts.
Evaluate potential to implement the alternative cover system at other Region -owned closed
5C3 landfills.
5C4 Explore options to install solar covers at closed landfills.
5C5 Evaluate potential to utilize closed landfills for community use.
5C6 Explore options to naturalize closed landfills.
Page115 17
Oshawa -
File A-2100
February 3, 2022
Corporate Services Department
City Clerk Services
DELIVERED BY E-MAIL
amo@amo.on.ca
Association of Municipalities of Ontario
Re: Reauest for Fundina to Assist Businesses Affected by the Pandemic
At its meeting of January 24, 2022 Oshawa City Council adopted the following recommendation of
the Finance Committee:
"Whereas the pandemic has negatively impacted economies, businesses, workers and
communities; and,
Whereas immediate action needs to be taken to assist our small and community -owned
businesses that have been hardest hit by the economic impacts of COVID-19. Small
businesses are an essential component of Oshawa's dynamic and diverse neighborhoods
and their sustainability is a critical pillar of our community; and,
Whereas the Ontario government is providing targeted relief for businesses and people
impacted by the current public health measures aimed at blunting the spread of the
Omicron variant; and,
Whereas a comprehensive plan to support workers and businesses was announced by
the Provincial government for COVID-19 Small Business Relief Grant for small
businesses; and,
Whereas, the Provincial government, as part of the plan, is introducing a $10,000 grant for
eligible businesses that are subject to closures under the modified reopening plan and is
providing additional electricity -rate relief for businesses, as well as workers and families
spending more time at home; and,
Whereas the province has announced an expanded rebate program for affected
businesses however more is needed to bring timely and lasting support to local business
in the community, including not only those that have had to close but also those that are
subject to occupancy restrictions;
Whereas the Mayor's Economic Recovery Task Force, the Greater Oshawa Chamber of
Commerce and the Downtown Oshawa Business Alliance support any effort by the City to
advocate for greater financial assistance from upper levels of governments for local
businesses;
The Corporation of the City of Oshawa, 50 Centre Street South, Oshawa, Ontario L1 H 3Z7
Phone 905-436-3311 1.800.667.4292 Fax 905.436.5697
www.oshawa.ca Page 116
-2—
Therefore be it resolved:
1. That Mayor Carter, on behalf of Council, send a letter to the Prime Minister of Canada
and the Premier of Ontario requesting that both the federal and provincial
governments continue to offer and expand wage subsidies, programs to cover lost
revenues and rent subsidies until a return to full operations can resume, while also
considering other immediate and long term measures to assist affected businesses.
2. That a copy of this resolution be forwarded to the Association of Municipalities of
Ontario, the Ontario Big City Mayors, the Region of Durham, all local Durham Region
municipalities, all MP's and MPP's in the Region of Durham."
If you require further assistance concerning the above matter, please contact me at the address
listed above or by telephone at 905-436-3311.
Mary Medeiros
City Clerk
/j I
C. Durham Region Municipalities
Durham Region Members of Parliament
Durham Region Members of Provincial Parliament
Ontario Big City Mayors
Page117
Oshawa -
File A-2100
Corporate Services Department
City Clerk Services
February 3, 2022
DELIVERED BY E-MAIL: amo@amo.on.ca
Association of Municipalities of Ontario
Re: Request to Extend the Restart Agreement Fund
At its meeting of January 24, 2022 Oshawa City Council adopted the following recommendation of
the Finance Committee:
"Whereas the pandemic has negatively impacted economies, businesses, workers and
communities. It has also had a major impact on the finances of municipal governments;
and,
Whereas the City of Oshawa received and is thankful for the financial assistance provided
by the Province of Ontario and Federal Government through the combined phases of the
Safe Restart Agreement Fund to respond to COVID-19 related operating pressures; and,
Whereas the City of Oshawa has fully expended this funding through 2020, 2021 and the
City's 2022 operating budget to mitigate increased COVID related cost pressures and lost
revenue offsets; and,
Whereas additional COVID restrictions were implemented in the Province of Ontario
effective as of January 5, 2022 for a period of not less than 21 days which requires the
closure of City facilities to adhere to the measures imposed to help limit the spread of the
virus; and,
Whereas facility closures will increase the revenue losses to the City incrementally as
compared to the revenue losses already anticipated in the City's approved 2022 operating
budget projections; and,
Whereas due to the continually changing conditions of the pandemic and emergence of
new variants, the City continues to experience additional operating costs such as PPE
and staff screeners; and,
Whereas the City has a need to further offset the financial consequences of COVID-19
and would greatly benefit from additional funding support to ensure that municipal
services and programs can be maintained in 2022; and,
.../2
The Corporation of the City of Oshawa, 50 Centre Street South, Oshawa, Ontario L1 H 3Z7
Phone 905-436-3311 1.800.667.4292 Fax 905.436.5697
www.oshawa.ca Page 118
-2—
Now therefore be it resolved:
1. That Mayor Carter, on behalf of City Council, write to the Prime Minister of Canada
and the Premier of Ontario requesting an extension of the Restart Agreement Fund to
provide additional funding support to municipalities.
2. That a copy of this resolution be forwarded to the Association of Municipalities of
Ontario, the Ontario Big City Mayors, the Region of Durham, all local municipalities in
the Region, and all MP's and MPP's in the Region of Durham."
If you require further assistance concerning the above matter, please contact me at the address
listed above or by telephone at 905-436-3311.
Mary Medeiros
City Clerk
/j I
C. Durham Region Municipalities
Durham Region Members of Parliament
Durham Region Members of Provincial Parliament
Ontario Big City Mayors
Page119
February 3, 2022
The Honourable Doug Ford
Premier of Ontario
Legislative Building, Queen's Park
Toronto, ON M7A 1 Al
sent via email: pre mier(c)ontario.ca
Alcohol & Gaming Commission of Ontario sent via email: customer.service(@agco.ca
90 Sheppard Avenue East
Suite 200-300
Toronto, ON M2N OA4
Re: iGaming Model
At the last regular Council meeting of the Township of Scugog held January 31, 2022,
the following resolution was passed:
"THAT the Township of Scugog calls on the Provincial government to provide
some certainty that the introduction of the iGaming model not have a negative
impact on stakeholders in the land -based industry, like host communities and
casino workers;
THAT the Township of Scugog calls on the provincial government to
demonstrate to stakeholders that the provincial government has considered risks
to the land -based sector; and
THAT the Township of Scugog stands with the MSIFN and Great Canadian
Gaming in questioning the current rollout plan for iGaming. iGaming should be
introduced without jeopardizing 2,500 jobs, $191 million less in municipal
contributions, and $3 billion of provincial tax revenue over the next 5 years."
Should you have any concerns, please do not hesitate to contact the undersigned.
Yours truly,
Becky Jamieson
Director of Corporate Services/Municipal Clerk
Township of Scugog, 181 Perry St., PO Box 780, Port Perry, ON L91L 1A7
Telephone: 905-985-7346 Fax: 905-985-9914
www scgugog.ca
cc: Mississaugas of Scugog Island First Nation
Great Canadian Gaming Corporation
Lindsey Park, Conservative MPP
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
B. Jamieson, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
Page 121
January 28, 2022
Association of Municipalities of Ontario (AMO)
Sent via email: policyC@.amo.on.ca
To whom it may concern:
Please be advised that the Council of the Corporation of the City of Brantford adopted the
following resolution at its City Council meeting held on January 25, 2022:
12.5.2 Addressing the Revolving Door of Justice — Accountability for Sureties and Swift
Justice — Resolution
WHEREAS the City of Brantford has experienced a substantial increase in criminal
activity leaving residents fearful for their personal safety and losing confidence in the
criminal justice system; and
WHEREAS the City of Brantford strives to create vibrant, safe, livable neighbourhoods
in its community; and
WHEREAS concerns continue to be raised by businesses, the post -secondary
institutions in the downtown area and their student bodies, neighbourhood
associations, citizens and others; and
WHEREAS bringing matters related to criminal charges more expeditiously through the
court system will create a greater deterrence to such behaviour, and therefore improve
the safety and security of citizens in this community; and
WHEREAS each year a significant sum of surety money is forfeited further to breaches
of the conditions of judicial interim release orders ("bail"); however, the necessary
steps are not taken to collect this forfeited money, thus leaving a substantial financial
resource unavailable;
NOW THEREFORE BE IT RESOLVED:
A. THAT Kevin Davis, Mayor of the City of Brantford, on behalf of the Council of
The Corporation of the City of Brantford, correspond with the Honourable
Prabmeet Sarkaria, President of the Treasury Board and the Honourable Doug
Downie, Attorney General of Ontario, insisting that steps be taken immediately
by the government to:
CITY CLERK'S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Page122
6
provide additional judicial resources dedicated to Brantford to allow for
matters to move as expeditiously through the court system as possible;
and
ii. provide such additional space and/or technological resources for the local
court to ensure there is adequate space and technological resources to
most efficiently address the significant local caseload and consequently
decrease the time a matter takes to be fully resolved; and
iii. dedicate the required resources to collect the forfeited surety monies and
reinvest that money back into the provincial judicial system; and
B. THAT the City Clerk BE DIRECTED to forward a copy of this resolution to the
Association of Municipalities of Ontario (AMO), the Federation of Canadian
Municipalities (FCM), Ontario Big City Mayors (OBCM) and the list of other
Ontario Municipalities with a request that those municipalities pass similar
resolutions; and
C. THAT the City Solicitor BE DIRECTED to send the letter referenced in Clause A
to Brant County, the Six Nations of the Grand River and the Mississaugas of the
Credit First Nation to determine if they are willing to be signatories to the letter.
I trust this information is of assistance.
Yours truly,
;4;)--
Tanya Daniels
City Clerk
tdaniels(a-brantford. ca
cc All Ontario municipalities
Ontario Big City Mayors (OBCM)
Federation of Canadian Municipalities (FCM)
CITY CLERK'S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2.12 P.0 Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Page123
`O�ORpTION OF Ty f Cary
IIII III IIIIIIIII IIII IIIIIII
BRAN -WORD'
January 28, 2022
Larry Brock, MP Brant
108 St. George Street, Suite #3
Brantford, ON N3R 1 V6
Sent via email: larry.brockC�parl.gc.ca
Will Bouma, MPP
96 Nelson Street
Suite 101
Brantford, ON N3T 2X1
Sent via email: will.bouma(a_pc.ola.org
To whom it may concern:
Please be advised that the Council of the Corporation of the City of Brantford adopted the
following resolution at its City Council meeting held on January 25, 2022:
12.5.1 Closing the Revolving Door of Justice — Resolution
WHEREAS the City of Brantford has experienced a substantial increase in criminal
activity leaving residents fearful for their personal safety and losing confidence in the
criminal justice system; and
WHEREAS the increase in criminal activity is due in part to the failure of the justice
system to hold in pre-trial custody many of the likely-to-reoffend individuals, including
those who are in serious breach of prior bail conditions, a situation commonly referred
to as the "revolving door of justice"; and
WHEREAS those involved in the justice system, from Justices of the Peace to those
who have been arrested, acknowledge the "catch and release" bail system contributes
to the increase in crime. One individual in particular, who plead guilty to several break
and enter charges, together with breaches of probation and release order charges,
advised the court during sentencing that he had been arrested 8 times in the previous
year and felt that the system bore responsibility for failing to keep him in custody; and
that being released repeatedly without the appropriate supports made it all but
impossible for him to discontinue the criminal activity he engaged in; and
CITY CLERK'S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2.12 P.0 Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Page 124
6
WHEREAS concerns continue to be raised by businesses, post -secondary institutions
in the downtown area and their student bodies, neighbourhood associations, and
citizens regarding the increased criminal activity; and
WHEREAS there is a pressing need for common sense bail reform that gives priority to
the dignity and safety of victims over the wellbeing of criminals;
NOW THEREFORE BE IT RESOLVED:
A. THAT Kevin Davis, Mayor of the City of Brantford, on behalf of the Council of
The Corporation of the City of Brantford, correspond with the Honourable David
Lametti, Minister of Justice and Attorney General of Canada, insisting that steps
be taken immediately by his government to strengthen the bail system,
including:
imposing more demanding and stringent surety and supervision
requirements; and
ii. imposing more substantive and effective consequences for continued
breaches of a judicial interim release order (as known as "bail") resulting
in pre-trial incarceration, which changes are required to safeguard law
abiding citizens and to restore the citizens faith in the criminal justice
system; and
B. THAT the City Clerk BE DIRECTED to forward a copy of this resolution to
Brant/Brantford MP Larry Brock and MPP Will Bouma; and
C. THAT the City Clerk BE DIRECTED to forward a copy of this resolution to the
Brantford Police Services Board, Association of Municipalities of Ontario (AMO),
the Federation of Canadian Municipalities (FCM) and the Ontario Big City
Mayors (OBCM); and
D. THAT the City Clerk BE DIRECTED to forward a copy of this resolution to the
heads of all Ontario Municipalities with a request that those municipalities
consider adopting a similar resolution; and
E. THAT the City Solicitor BE DIRECTED to send the letter to be sent to the
Honourable David Lametti to Brant County, the Six Nations of the Grand River
and the Mississaugas of the Credit First Nation to determine if they are willing to
be signatories to the letter.
I trust this information is of assistance.
CITY CLERK'S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2.12 P.0 Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Page125
3
Yours truly,
Tanya Daniels
City Clerk
tdaniels(a-brantford. ca
cc Brantford Police Services Board
Association of Municipalities of Ontario (AMO)
Federation of Canadian Municipalities (FCM)
Ontario Big City Mayors (OBCM)
Heads of all Ontario Municipalities
CITY CLERK'S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2.12 P.0 Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Page126
From:
ClerksExternalEmail
To:
Chambers, Michelle
Subject:
FW: Follow Up - OLT Motion
Date:
February 1, 2022 11:34:36 AM
From: Mrakas, Tom <TMrakasCcDaurora.ca>
Sent: January 31, 2022 5:06 PM
Subject: Follow Up - OLT Motion
Importance: High
Some people who received this message don't often get email from tmrakasnaurora.ca. Learn why this is important
I EXTERNAL I
Good day fellow Elected Official,
I am following up on last week's email regarding the motion to request the Province to
dissolve the OLT. I have received incredible response to date. Nearly 50
municipalities are putting forward the motion to be heard by their respective
Councils.
I would respectfully ask that you consider doing the same. The time is now to join
fellow municipalities to send the Province the message that the land use planning
appeal process is flawed. We are stronger together! Let your voice be heard.
If you do put forward the motion, please let me know so that we can document which
municipalities are joining this fight.
I have once again attached the motion for your consideration. Thanks everyone.
Regards,
Tom Mrakas
Mayor Town of Aurora
416-543-1624
Confidentiality Note: The information contained in this communication is confidential and is intended
only for the use of the individual or entity to whom it is addressed. The contents of this communication
may be subject to legal privilege, and all rights of that privilege are expressly claimed and not waived.
This communication may also contain information exempt from disclosure under the Municipal Freedom
Page127
of Information and Protection of Privacy Act. Any distribution, use or copying of this communication, or the
information it contains, by anyone including the intended recipient, is unauthorized unless consent is
received. If you have received this communication in error, please notify me immediately and destroy the
communication without making a copy. Thank you.
Page128
Whereas Municipalities across this province collectively spend millions of dollars of taxpayer money and
municipal resources developing Official Plans that meet current Provincial Planning Policy; and
Whereas an Official Plan is developed through months of public consultation to ensure, "that future planning and
development will meet the specific needs of (our) community"; and
Whereas our Official Plan includes provisions that encourage development of the "missing middle" or "gentle
density' to meet the need for attainable housing in our community; and
Whereas our Official Plan is ultimately approved by the province; and
Whereas it is within the legislative purview of Municipal Council to approve Official Plan amendments or Zoning
By-law changes that better the community or fit within the vision of (Your Municipality) Official Plan; and
Whereas it is also within the legislative purview of Municipal Council to deny Official Plan amendments or Zoning
By-law changes that do not better the community or do not fit within the vision of the (Your Municipality) Official
Plan; and
Whereas municipal planning decisions may be appealed to the Ontario Land Tribunal (OLT; formerly the Ontario
Municipal Board or "OMB"), an unelected, appointed body that is not accountable to the residents of (Your
Municipality); and
Whereas the OLT has the authority to make a final decision on planning matters based on a "best planning
outcome" and not whether the proposed development is in compliance with municipal Official Plans; and
Whereas all decisions —save planning decisions —made by Municipal Council are only subject to appeal by judicial
review and such appeals are limited to questions of law and or process; and
Whereas Ontario is the only province in Canada that empowers a separate adjudicative tribunal to review and
overrule local decisions applying provincially approved plans; and
Whereas towns and cities across this Province are repeatedly forced to spend millions of dollars defending
Official Plans that have already been approved by the province in expensive, time consuming and ultimately futile
OLT hearings; and
Whereas lengthy, costly OLT hearings add years to the development approval process and act as a barrier to the
development of attainable housing;
1. Now Therefore Be It Hereby Resolved That (Your Municipality) requests the Government of Ontario to
dissolve the OLT immediately thereby eliminating one of the most significant sources of red tape
delaying the development of more attainable housing in Ontario; and
2. Be It Further Resolved That a copy of this Motion be sent to the Honourable Doug Ford, Premier of
Ontario, the Minister of Municipal Affairs and Housing, the Leader of the Opposition, the Leaders of
the Liberal and Green Party, all MPPs in the Province of Ontario; the Large Urban Mayors' Caucus of
Ontario, the Small Urban GTHA Mayors and Regional Chairs of Ontario; and
Be It Further Resolved That a copy of this Motion be sent to the Association of Municipalities of
Ontario (AMO) and all Ontario municipalities for their consideration.
Page129
jjF0A
Dear Minister Bethlenfalvy,
RE: 2022 Budget Consultations
Dear Committee,
MUNICIPAL FINANCE
OFFICERS' ASSOCIATION
OF ONTARIO
Sent by email to: submissions@ontario.ca
February 2, 2022
I am writing to provide comments on behalf of the Municipal Finance Officers' Association of
Ontario, and the municipalities it serves, with respect to the consultations ahead of the 2022
provincial budget.
The Municipal Finance Officers' Association of Ontario (MFOA), established in 1989, is the
professional association of municipal finance officers with more than 4500 individual members.
We represent individuals who are responsible for handling the financial affairs of municipalities
and who are key advisors to councils on matters of finance policy. Throughout our history,
MFOA has always been a strong advocate for best practices that encourage long-term financial
sustainability in the municipal sector.
MFOA commends the Province for their ongoing support to municipalities as Ontario continues
to weather the waves of the pandemic. Strong provincial -municipal relations are integral to
ensuring the wellbeing of Ontarians and maintaining the essential services that citizens and
businesses rely on. We believe that the upcoming 2022 provincial budget must recognize the
current challenges that municipalities face. MFOA's recommendations are based on how the
Province can further support municipal fiscal health and promote collaboration between
governments.
Maintain commitment to provide early and complete information of funding
allocations
Strong partnerships promote efficiency and enable strategic decision making. An important
aspect to municipal -provincial relations is strong communication between stakeholders. We
commend the Province for listening to municipal partners on the importance of stability and
predictability in annual grant funding. In particular, the early allocation notices for the 2022
Ontario Municipal Partnership Fund (OMPF) have allowed municipalities to integrate allocation
amounts into their 2022 annual budgets. OMPF is a key source of funding for 389 of 444
municipalities. Maintaining OMPF's program envelope at $500 million in 2022 has provided
stability in these uncertain times.
MFOA thanks the Province for their commitment in the 2021 Fall Economic Statement to
provide an additional $200 million annually through the Ontario Community Infrastructure Fund
(OCIF). The doubling of the OCIF envelope formula allocation provides more flexibility to
municipalities, and the link between asset management planning to infrastructure funding
increases the importance of asset management plans. The redesign of OCIF highlights the
success of meaningful consultation between the Province and its municipal partners.
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
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MUNICIPAL FINANCE
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OF ONTARIO
MFOA members appreciate early information and meaningful consultation for grants and
funding programs, and this enhances the provincial -municipal relationship. As a next step,
MFOA recommends that the Province continue working towards providing early information and
conducting meaningful consultation in other areas of provincial -municipal relations such as
pandemic -related funding, reporting requirements, and major amendments to legislation and
regulations that may carry unintended consequences for municipal fiscal sustainability. The
power of receiving early information can enable municipalities to provide meaningful input,
efficiently allocate resources, and build a strong foundation with the Province moving forward.
2. Work with the Federal Government to secure funds to address municipal
operating pressures. A funding stream for public transit services should continue
into 2022 on a needs -basis to offset decreases in transit ridership, as well as a
funding stream for public health supports to accommodate the urgent need for
pandemic -related resources
Municipalities have played a critical role in the pandemic by providing vital services to
communities. However, due to the pandemic, municipalities have managed uncertainty and lost
revenues from areas such as decreased transit ridership and sudden canceled recreation
programs because of COVID-19 outbreaks.
Municipalities with transit services have witnessed a steep decline in transit ridership since
March 2020 that has yet to return to pre -pandemic levels. This ridership decline is directly
correlated to the pandemic. Between April 2020 to May 2021, Ontario's transit ridership declined
to 25.6% of pre -pandemic ridership levels, the lowest in the country. The City of Toronto has
indicated that 2021 transit ridership only reached 48% of pre -pandemic levels. Likewise, the City
of Ottawa hit 45% of pre -pandemic ridership levels in September 2021. While ridership levels
have increased from 2020, COVID-19 waves greatly impact ridership levels. MFOA members
appreciate the recent announcement of the one-time additional funding of $120.4 million
through the Provincial Gas Tax Program to support municipal transit systems, however further
funds may be needed for 2022 if ridership levels are unable to reach pre -pandemic levels due to
COVID-19 variants.
MFOA members value the supports that the Province has provided to municipalities as public
health partners. However, the surge in Omicron has propelled an increasing need to vaccinate
children, adults, and seniors. Some public health units have reopened mass vaccination clinics,
promoted public health campaigns to get vaccinated, and yet hospitals across the province
continue to be stretched to their limit. Many municipalities that operate with local public health
units have had to bear the cost of reopening mass vaccination clinics. Thanks to the 2021 Safe
Restart Agreement funding, municipalities may be able to recoup these costs; however, the cost
for mass vaccination clinics must compete with municipal operating pressures that continue to
be impacted by COVID-19.
All levels of government must continue to work together to alleviate pressures from the COVID-
19 pandemic. We encourage the Province to collaborate with the Federal Government to secure
funding similar to the Safe Restart Agreement, so municipalities can immediately address any
2169 Queen Street East, 2nd Floor, Toronto, Ontario M41L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
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MUNICIPAL FINANCE
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operating pressures related to the pandemic. The sooner we can address immediate needs, the
sooner we can plan for recovery.
3. Launch a reform on joint and several liability and a formal review on the municipal
insurance landscape to identify potential measures and reforms to lower
insurance premiums
With consideration to municipal operating pressures, municipal insurance has skyrocketed to
unprecedented levels. The trend towards increasing premiums may be attributed to factors such
as the increased frequency of natural disasters due to climate change or the continued evolution
of cybersecurity risks. However, joint and several liability in Ontario has a significant impact on
municipal insurance premiums. With the system in place, municipalities are often left to settle
lawsuits out of court to avoid long-term legal fees or run the risk of extravagant claim awards
later. In 2021, Ontario municipalities across regions and population sizes have seen premiums
increase 20-30%. This year -over -year increase is unsustainable for municipalities and puts the
burden of financially compensating settlements and insurance costs on the taxpayer. If
insurance premiums continue to rise, municipalities may have to make the difficult choice to
decrease service levels or outright cancel certain services altogether that may prove too great of
a litigious risk.
MFOA asks the Province to launch a review on the municipal insurance landscape to assess
what factors unique to the municipal sector are impacting insurance premiums and provide
recommendations to the Ministry of the Attorney General for reform. We also request that the
Province begin reforms to joint and several liability.
4. Provide supports for municipalities to meet the asset management timelines as
outlined in O. Reg. 588117 under the Infrastructure for Jobs and Prosperity Act,
2015
MFOA commends the Province for their decision in 2021 to adjust the deadlines under O. Reg.
588/17 in response to ongoing pandemic. The new timelines require that municipalities
complete an asset management (AM) plan with core assets by July 1, 2022, and a plan with all
other assets by July 1, 2024. The extension allowed municipalities to focus staffing and
resources towards urgent needs related to the pandemic; however, one year later these same
pressures still exist in municipalities.
In particular, small and medium-sized municipalities that do not have dedicated asset
management staff will find meeting the deadlines challenging. AM planning is a critical tool for
municipal long-term fiscal sustainability. However, integration of AM plans into the budgeting
process will require that municipalities have trust and confidence in the processes underpinning
those plans. Developing that trust and confidence will require time, effort, and knowledge, and
for many smaller and medium-sized municipalities that will mean additional resources and
training. Additionally, the recent redesign of OCIF to link AM plans to funding a minimum level of
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
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MUNICIPAL FINANCE
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OF ONTARIO
consistency, particularly in respect to determining current replacement values, where costs of
information will have a significant impact on the accuracy of those estimates.
MFOA and the Province have frequently collaborated on providing resources to aid
municipalities in their AM journeys. MFOA, like the Province, sees the fundamental importance
in AM planning. We urge the Province to provide supports such as training or funds for
dedicated AM staff and consultants to meet the upcoming AM deadlines.
5. Provide flexibility in infrastructure funding programs to enable municipalities to
choose projects that reflect municipal priorities, be informed by municipal asset
management plans, and contributes to municipal sustainability and community
vitality
MFOA holds the longstanding position that stable and reliable funding is needed to maintain and
build critical municipal infrastructure. Municipalities are responsible for close to 60% of public
infrastructure and hold valuable insights into local needs. While new infrastructure projects are
always welcome, there should be a considerable focus on repairing existing infrastructure. In
2021, the Financial Accountability Office estimated that the municipal infrastructure backlog
ranged from $45 billion to $59 billion. Maintaining existing infrastructure before it reaches a state
of beyond repair is fiscally more prudent than building replacement infrastructure, and
municipalities are best equipped to make the decision on what projects to prioritize.
Whether employing an existing infrastructure funding program or creating a new funding
program, MFOA believes that the Province should not solely focus on "shovel ready" projects.
Instead, infrastructure funding should enable municipalities to choose projects that have
tangible benefits to the community it serves and be based on well-informed information, such as
AM plans that provide extensive detail on assets. Infrastructure funding should not limit
municipalities to certain projects when AM plans promote evidence -based decision -making. We
recommend that the Province provide flexibility in infrastructure programs and consider the long-
term needs for municipalities.
6. Create a funding program for organic waste collection for small and medium-sized
municipalities
MFOA applauds the Province for their continued work towards becoming a circular economy.
The expansion of the Blue Box program to full producer responsibility by 2025 will lead to
considerable cost savings for municipalities while also benefitting future generations of
Ontarians. As part of advancing the circular economy, many municipalities have already
reduced the amount of organic waste in landfills through household organic collection programs.
However, small and medium-sized municipalities do not have the same resources as major
cities to fund organic waste collection. In the spirit of advancing the circular economy efforts and
battling climate change, we encourage the Province to fund organic waste collection projects in
small and medium-sized municipalities.
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
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MUNICIPAL FINANCE
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OF ONTARIO
7. Carry out province -wide property assessments in the 2024 taxation year based on
a valuation base year of January 1, 2023, to be phased -in over a four-year period
of 2024 to 2027
Since the onset of the pandemic, all levels of government have understood the need for stability
for taxpayers, and as such it was not a surprise that the 2021 Fall Economic Statement
announced that property reassessments were delayed for the 2022 and 2023 taxation years.
MFOA encourages the Province to consider the importance of carrying out a province -wide
reassessment with a post -pandemic lens. Ontario's housing market in 2020 and 2021 was
significantly unstable due to pressures of the pandemic, and this instability should not be
reflected in future property assessments. As such, MFOA believes that a valuation base year of
January 1, 2023 will be a better reflection of a post -pandemic valuation base year, and should
be phased -in over a four-year period of 2024 to 2027.
8. Continue efforts to reduce the reporting burden for municipalities by streamlining
reporting and working with municipal stakeholders to find areas for elimination,
consolidation and simplification
MFOA appreciates the progress that the Province has made to date on reducing the municipal
reporting burden. Working with municipal associations such as MFOA, the Province was able to
reduce the number of required reports from 436 in 2019 to 350 in 2021, yet municipalities
continue to be bogged down by provincial reporting requirements.
Municipalities understand the importance of reporting to ensure accountability to both the
Province and the public. However, onerous reporting requirements puts an administrative
burden on municipal staff and pulls resources away from service delivery. We believe that
further improvements can be made by streamlining processes, providing clear information
upfront, and maintaining consistency on reporting requirements across provincial ministries. To
further this work, MFOA recommends that the Province continue to work with municipal
stakeholders to find areas for report elimination, consolidation, and simplification.
9. Amend the current "Heads and Beds" rate of $75 to $158 beginning in 2022 and
reset every 5 years with each review of the Municipal Act, 2001, reflecting inflation
in the Ontario consumer price index
In Ontario, a number of properties are subject to taxation, but not based on current value
assessment. Under section 323 of the Municipal Act, 2001, these properties include college and
universities, public hospitals, provincial mental health facilities, correctional institutions, and
residences for the developmentally disabled. Tax for these properties is determined by applying
a regulated rate against the number of students (universities, colleges) or beds (correctional
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
Page134
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MUNICIPAL FINANCE
OFFICERS' ASSOCIATION
OF ONTARIO
facilities, residences for the developmentally disabled, etc.). The Minister of Finance, under
subsection 323(10), has the authority to establish the applicable rate by regulation.
The current rate is set at $75 and was established back in 1987. If adjusted for inflation, the
rate would be set at $158 in 2022. While the rate has stayed the same since 1987, the costs for
municipal services to these properties continues to rise. Adjusting the "Heads and Beds" rate to
be indexed to inflation would provide municipalities with the funds needed to service these
properties. As such, MFOA recommends that the Province amend the current "Heads and
Beds" rate as well as to be indexed to inflation and reset every 5 years with each review of the
Municipal Act, 2001 to reflect inflation in the Ontario consumer price index.
We thank Minister Bethlenfalvy and the Ministry of Finance for the opportunity to provide
recommendations for the 2022 provincial budget. MFOA would be pleased to elaborate on any
of the recommendations included in this submission. Should your staff have the need to follow
up please contact MFOA's Executive Director, Donna Herridge, by phone (416-362-9001) or by
email (donna .mfoa.on.ca).
Yours truly,
Laura Barta, CPA, CMA
President
2169 Queen Street East, 2nd Floor, Toronto, Ontario M4L M T: 416-362-9001 F: 416-362-9226
www.mfoa.on.ca www.oneinvestmentprogram.ca
Page 135
January 24, 2022
Ms. Anne Greentree
Municipality of Clarington
Municipal Clerk
40 Temperance St.
Bowmanville, ON L1 C 3A6
Re: Project Update
Highway 401 Westbound Pavement Rehabilitation /
Simcoe Street Bridge and Albert Street Bridge Replacements
Detail Design and Class Environmental Assessment Study
G.W.P. 2104-19-00
Dear Ms. Greentree:
WSP was retained by the MTO to complete the Detail Design and Class EA Study for
Highway 401 westbound pavement rehabilitation (approximately 22 km) and
replacement of three bridge structures in the City of Oshawa and Municipality of
Clarington, Regional Municipality of Durham. Following study commencement, the
Detail Design was divided into the following four construction contracts:
• Contract 1: Pavement rehabilitation of the Highway 401 westbound lanes from
approximately 1.4 km east of Holt Road to 0.5 km east of Bennett Road (5.9
km), and the replacement of the Highway 401 Bennett Road bridge structure.
• Contract 2: Pavement rehabilitation of the Highway 401 westbound lanes from
2.1 km west of Courtice Road to approximately 1.4 km east of Holt Road (6.8
km).
• Contract 3: Pavement rehabilitation of the Highway 401 westbound lanes, from
0.9 km west of Stevenson Road Interchange easterly to 0.3 km west of Simcoe
Street (2.3 km) and from Drew Street easterly to 2.1 km west of Courtice Road
(5.2 km), and rehabilitation of the Highway 401 Oshawa Creek Bridge
Structures.
• Contract 4: Replacement of the Highway 401 bridge structure at Simcoe
Street.
100 Commerce Valley Dr. W
Thornhill, ON, Canada L3T 0A1
WSP.com
Page 136 WSP Canada Inc.
Pavement rehabilitation of the Highway 401 westbound lanes from 0.3 km west of
Simcoe Street, easterly to Drew Street (1.0 km), replacement of Highway 401 bridge
structure at Albert Street and the extension of Highway 401 westbound on -ramp at
Drew Street will be included in a future contract.
Contracts 1 to 3 have been completed and Contract 4 is now underway. The location
of the proposed works for Contract 4, the future replacement of the Albert Street bridge
and the extension of Highway 401 westbound on -ramp at Drew Street is shown within
the enclosed key plan.
The completion of Contract 4 is following the approved environmental planning process
for Group 'C' projects under the Class Environmental Assessment for Provincial
Transportation Facilities (2000), with the opportunity for public input throughout the
study. Group `C' projects are considered approved under the Ontario Environmental
Assessment Act, subject to compliance with the Class EA and the application of
mitigation measures where necessary.
Construction for Contract 4 is expected to commence in Spring 2022 with the Albert
Street bridge construction and pavement rehabilitation of the Highway 401 westbound
lanes from 0.3 km west of Simcoe Street, easterly to Drew Street (1.0 km) to follow in
2024, subject to funding and approval. Construction for both bridges will take a total of
three (3) years to complete.
During the Highway 401 westbound lanes pavement rehabilitation, the existing number
of lanes along Highway 401 will be maintained during peak hours. Staging for
replacement of Highway 401 / Simcoe Street bridge involves two stages that will
maintain, at minimum two-lane, two-way traffic on Simcoe Street for the two-year
construction duration. Two (2) separate, overnight closures of Highway 401 will be
required for removal of Simcoe Street bridge in stages. Closures will be scheduled on
weekends, during off-peak hours (Saturday 11:00 p.m. to Sunday 7:00 a.m.). Highway
401 and Simcoe Street traffic will be detoured locally along the adjacent municipal road
network during these closures.
As part of a future contract, Albert Street Bridge will be removed in one stage and will
remain closed for the one-year construction duration. One (1) separate, overnight
closure of Highway 401 will be required for complete removal of Albert Street Bridge.
The closures will be scheduled on a weekend, during off-peak hours (Saturday 11:00
p.m. to Sunday 7:00 a.m.). Highway 401 and Albert Street traffic will be detoured
locally along the adjacent municipal road network during the closure.
If you wish to obtain additional information about the project or provide input at any
point during the study, please contact one of the individuals noted below and in the
enclosed notice.
Page 2
Page137
Comments and information regarding this project are being collected to assist MTO in
meeting the requirements of the Ontario Environmental Assessment Act. All comments
and information will be collected in accordance with the Freedom of Information and
Protection of Privacy Act. With the exception of personal information, all comments will
become part of the public record.
Gary Drennan
Consultant Project Manager
WSP
100 Commerce Valley Drive West, 5th FI
Thornhill, ON L3T 0A1
Toll -Free: 1-877-562-7947
Tel: (289) 982-4574
E-mail: Gary. Drennan@wsp.com
Sincerely,
Gary Drennan
Consultant Project Manager
WSP
Frank Mac, P.Eng.
Project Engineer
Ministry of Transportation
Project Delivery Office, Durham/York East
159 Sir William Hearst Ave., 4th FI.
Toronto, ON M3M 0137
Tel: 416-235-5536
E-mail: Frank. Mac@ontario.ca
cc: Katrina Lalor, MTO, Environmental Planner
Greg Moore, WSP, Consultant Environmental Planner
Attachments: Key Plan
Page138
Page 3
PROJECT UPDATE
Highway 401 Westbound Pavement Rehabilitation /
Simcoe Street Bridge and Albert Street Bridge Replacements (G.W.P. 2164-19-00)
Detail Design Study and Class Environmental Assessment Study
THE STUDY
WSP was retained by the MTO
to complete the Detail Design
and Class EA Study for the
pavement rehabilitation of the
Highway 401 westbound lanes
from 0.3 km west of Simcoe
Street, easterly to Drew Street
(1.0 km), replacement of
Highway 401 bridge structures at
Simcoe Street and at Albert
Street, and the extension of the
Highway 401 westbound on -
ramp at Drew Street. The
location of the proposed works is
shown within the key plan below.
During the Highway 401
westbound lanes pavement
rehabilitation, the existing
number of lanes along Highway
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401 will be maintained during peak hours. Staging for replacement of Highway 401 / Simcoe Street bridge involves two stages that
will maintain, at minimum two-lane, two-way traffic on Simcoe Street for the two-year construction duration. Albert Street Bridge will
be removed in one stage and will remain closed for one-year construction duration. Two (2) separate, overnight closures of
Highway 401 will be required for removal of Simcoe Street bridge in stages. One (1) separate, overnight closure of Highway 401 will
be required for complete removal of Albert Street Bridge. Closures will be scheduled on weekends, during off-peak hours (Saturday
11:00 p.m. to Sunday 7:00 a.m.). Highway 401 and Simcoe Street or Albert Street traffic, as applicable, will be detoured locally
along the adjacent municipal road network during these closures. Simcoe Street bridge construction is anticipated to start in Spring
2022, with the Albert Street bridge construction and pavement rehabilitation of the Highway 401 westbound lanes from 0.3 km west
of Simcoe Street, easterly to Drew Street (1.0 km) to follow in 2024. Construction for both bridges will take a total of three (3) years
to complete.
THE PROCESS
The study is following the approved environmental planning process for Group 'C' projects under the Class Environmental
Assessment for Provincial Transportation Facilities (2000), with the opportunity for public input throughout the study. Group 'C'
projects are considered approved under the Ontario Environmental Assessment Act, subject to compliance with the Class EA and
the application of mitigation measures where necessary.
COMMENTS
If you wish to obtain additional information or provide comments, or if you would like to be added to the study's mailing list, please
contact:
Gary Drennan
Consultant Project Manager
WSP
100 Commerce Valley Drive West, 5th FI
Thornhill, ON L3T 0A1
Toll -Free: 1-877-562-7947
Tel: (289) 982-4574
E-mail: Gary.Drennan@wsp.com
Frank Mac, P.Eng.
Project Engineer
Ministry of Transportation
Project Delivery Office, Durham/York
East
159 Sir William Hearst Ave., 4th FI.
Toronto, ON M3M 067
Tel: 416-235-5536
E-mail: Frank. Mac@ontario.ca
Greg Moore, B.E.S.
Consultant Environmental Planner
WSP
610 Chartwell Road, Suite 300
Oakville, ON L6J 4A5
Toll -Free: 1-877-562-7947
Tel: (905) 823-8500
E-mail: Greg.Moore2@wsp.com
If you have any accessibility requirements to participate in this project please contact one of the Project Team members listed
above.
Comments and information regarding this study will be collected to assist the Project Team. This material will be maintained on file
for use during the study and may be included in study documentation. Information collected will be used in accordance with the
Freedom of Information and Protection of Privacy Act and the Access to Information Act. With the exception of personal
information, all comments will become part of the public record.
Ontario a
Page139