SWAG agenda 110316 - Laserfiche WebLink

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Cnnrlusinn The staffs' have reached a general consensus that a more deliberate solid waste reduction plan development process should be established. This is due to the potential budgetary impacts on the solid waste enterprise fund, the careful and methodical analysis necessary to formulate new cost - effective programs, services and policies, the examination of market risk and the need to develop realistic public and elected official waste reduction expectations. In staff's opinion, the development of a well thought - out strategic waste reduction plan is required that will inform the SWAG and the elected boards of what waste reduction objectives could be pursued and at what cost. Following the completion of the waste composition study in April 2017, the staff's recommend devoting the next one to two years to preparing such a strategic plan, with the aid of a professional consultant as necessary. It is believed that a minimum of one year and probably longer would be required, which would also allow time for implementation of the new financial plan to be initiated, paving the way for consideration of additional investments in waste reduction and perhaps even opportunities for new revenue. Adoption of a new waste reduction goal and the careful examination of solid waste management regulatory, operational, market, policy, funding, public acceptance factors, coupled with waste composition data, are interdependent. Options for further waste reduction should be based on data and technical analysis, staff knowledge and experience and consultant technical expertise, while avoiding unnecessary financial risk for the enterprise fund. In the interim, staffs' suggest maintaining the existing 61% waste reduction goal, or if the SWAG feels so inclined, adopt an interim goal of 65% that may be achieved by improved application of and /or enhanced education for current programs and services and limited additional expenditures. 4