DOCSLIB.ORG

Municipality of Bayham Municipality of Central Elgin and Township of Malahide

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Municipality of Bayham Municipality of Central Elgin and Township of Malahide Municipality of Bayham Municipality of Central Elgin and Township of Malahide Waste Management Master Plan Waste Recycling Strategy Final Report October 2011 Submitted by: Paul van der Werf Tel:1-877-801-7733; 519-645-7733, email: [email protected] Table of Contents Glossary of Terms and Acronyms Executive Summary ......................................................................................................... i 1.0 Introduction.......................................................................................................... i 2.0 Current Disposal and Diversion .......................................................................... ii 3.0 Waste Diversion Plan ......................................................................................... iii 4.0 Garbage Disposal Strategy ................................................................................. v 5.0 Description of Planned Waste Management System ........................................ vi 5.1 Service Delivery ................................................................................................... vi 5.2 Waste Diversion Goal ......................................................................................... vii 5.3 Garbage Collection and Disposal ..................................................................... viii 5.4 Blue Box Collection and Processing ................................................................. viii 5.5 Organic Waste Collection and Processing ......................................................... ix 5.6 Other Wastes ........................................................................................................ x 5.7 Promotion and Education .................................................................................... x 6.0 Cost and Financing Strategy .............................................................................. xi 7.0 Implementation Timelines ................................................................................. xi 9.0 Conclusion ........................................................................................................ xii Main Report 1.0 Introduction........................................................................................................ 1 1.1 Documents used to Develop the Plan ................................................................... 2 1.2 Stated Problem .................................................................................................... 5 1.3 Goals and Objectives .......................................................................................... 5 1.4 Area that the Plan will Cover............................................................................... 5 2.0 Current Waste Management System ................................................................ 6 2.1 Waste Management By-law ................................................................................ 6 2.2 Garbage Disposal ................................................................................................ 6 2.3 Waste Diversion ................................................................................................... 7 2.3.1 Blue Box Program ........................................................................................ 7 2.3.2 Organics and Other Waste Diversion .......................................................... 9 3.0 Current Disposal and Diversion ....................................................................... 10 3.1 Waste Generation.............................................................................................. 10 3.3 Current System Costs ........................................................................................ 12 4.0 Data Analysis ................................................................................................... 13 4.1 Comparison with Provincial Averages .............................................................. 13 4.2 Waste Composition and Diversion Potential ................................................... 15 4.2.1 Residential Waste Composition ................................................................ 15 4.2.2 IC&I Waste Composition ............................................................................ 17 4.3 Comparison with Other Municipalities ............................................................. 17 4.4 Blue Box Assessment ........................................................................................ 23 4.5 Organics Assessment ....................................................................................... 25 4.6 Other Diversion Assessment ............................................................................ 26 4.7 Summary ............................................................................................................ 26 5.0 Projected Waste Management Needs ............................................................. 27 5.1 Population Build Out ......................................................................................... 27 5.2 Estimated Waste Generation ........................................................................... 28 October 2011 Waste Management Master Plan 1 of 2 Waste Recycling Strategy Table of Contents 5.3 Summary ............................................................................................................ 30 6.0 Public Consultation Record ............................................................................. 31 6.1 Steering Committee .......................................................................................... 31 6.2 Stakeholder Meeting ......................................................................................... 31 6.3 On-line Survey .................................................................................................... 33 7.0 Waste Diversion Plan ....................................................................................... 34 7.1 System 1-Status Quo ........................................................................................ 42 7.2 System 2- Existing System with Improved Capture and Diversion................. 43 7.3 System 3- Improved Capture of Blue Box Wastes and Leaf and Yard Wastes 47 7.4 System 4- Reduce Bag Limits, Green Bin Program and Recycling Depot ..... 52 7.5 System 5- User Pay and Bi-Weekly Waste Collection...................................... 62 7.6 Summary ............................................................................................................ 66 8.0 Garbage Disposal Strategy .............................................................................. 67 8.1 Current Disposal at the Green Lane Landfill ................................................... 67 8.2 Reduce Landfilling of Waste ............................................................................. 68 8.3 Develop Municipalities-Owned Landfill Site .................................................... 68 8.4 Encourage Future Expansion of the Green Lane Landfill ............................... 69 8.5 Dispose Waste at Other Landfills ..................................................................... 69 8.6 Summary ............................................................................................................ 70 9.0 Service Delivery Review ................................................................................... 70 9.1 Harmonization of Waste Management Programs ........................................... 71 9.2 Individual versus Consolidated Collection of Garbage and Blue Box ............ 71 9.3 Delivery of Recyclables to the City of London MRF ......................................... 76 9.4 Potential Cost Savings Ideas ............................................................................ 76 10.0 Description of Planned Waste Management System ...................................... 77 10.1 Service Delivery ............................................................................................. 77 10.2 Waste Diversion Goal .................................................................................... 77 10.3 Garbage Collection and Disposal ................................................................. 78 10.4 Blue Box Collection and Processing ............................................................. 79 10.5 Organic Waste Collection and Processing ................................................... 80 10.6 Other Wastes ................................................................................................. 80 10.7 Promotion and Education.............................................................................. 80 11.0 Cost and Financing Strategy ............................................................................ 81 11.1 Possible Funding Sources .................................................................................. 81 12.0 Implementation Timelines ............................................................................... 82 13.0 Contingencies .................................................................................................. 83 13.1 Waste Diversion ............................................................................................. 83 13.2 Waste Disposal .............................................................................................. 84 14.0 Monitoring and Reporting System ................................................................... 84 15.0 Plan Review ....................................................................................................
Load more

Recommended publications
  • Elgin-St. Thomas Cycling Master Plan 2014
    Elgin-St. Thomas Cycling Master Plan #ActiveElginBikes DRAFT MASTER PLAN REPORT | JUNE 2014 AYLMER | BAYHAM | CENTRAL ELGIN | DUTTON / DUNWICH | MALAHIDE | SOUTHWOLD | ST. THOMAS | WEST ELGIN AYLMER | BAYHAM | CENTRAL ELGIN | DUTTON / DUNWICH | MALAHIDE | SOUTHWOLD | ST. THOMAS | WEST ELGIN ELGIN-ST. THOMAS CYCLING MASTER PLAN TABLE OF CONTENTS 1.0 Cycling Master Plan Background ................................................................................................................................. 1 1.1 Introduction & Study Process Overview .................................................................................................................. 1 1.3 Building on what has been done: The Active Transportation Initiative (ATI) ............................................................. 3 1.2.1 Understanding the Trends & Opportunities ....................................................................................................... 4 1.2.2 Developing a High-Level Active Transportation System .................................................................................... 6 1.2.3 Guiding Implementation .................................................................................................................................... 7 1.2.4 What has been done since the ATI was Completed? ........................................................................................ 9 1.3 A Vision for Cycling in Elgin-St. Thomas ................................................................................................................
    [Show full text]
  • City of St. Thomas – Timeline
    2010 – Following a global recession, St. Thomas has lost many jobs related to the automotive sector. The Ford Motor Company in Talbotville is scheduled to close in 2011. But with a skilled workforce, vacant industrial sites, and a superior transportation system, St. Thomas has the potential to accommodate innovative green energy jobs. The manufacture of solar panels and wind turbines (at the right) are possibilities. 2010 - The Elgin County Courthouse, built in 1854, is to receive a $100 million renovation and will house the consolidated Superior Court of Justice and the Ontario Court of Justice. The Canada Southern Station of 1872 is undergoing restoration and is home to the North American Railway Hall of Fame whose mandate is the conservation and remembrance of railway history. St. Thomas is melding its past and present to create its future. 28 May 2008 - Alma College, long a symbol of St. Thomas and an ever-present historic presence in the community, is burned down by two arsonists. It is greatly mourned by citizens of the city. 28 June 1985 - A statue of Jumbo the Elephant is erected in St. Thomas on the centennial of his death. It remains a major symbol of St. Thomas. 2 July 1979 - Joe Thornton is born in a 10 January 1997 - George London hospital. He will grow up in St. Thorman, prominent chronicler of Thomas and will attend Central Elgin local history and educator, dies in St. Collegiate Institute. He is currently a Thomas. He moved here from British celebrated hockey player. He was chosen Columbia in 1939 and taught for many first overall in the 1997 NHL Draft, years.
    [Show full text]
  • Settlement Strategy
    L ocal Immigration Partnership Building Welcoming, Caring, and Inclusive Communities Settlement Strategy WORKING TOGETHER TO BUILD WELCOMING, CARING, AND INCLUSIVE COMMUNITIES IN ST. THOMAS AND ELGIN Settlement Strategy Acknowledgement The St. Thomas-Elgin Local Immigration Partnership Council (ST-ELIP) acknowledges the vision of the governments of Canada and Ontario and the Association of Municipalities of Ontario, for the creation of the Local Immigration Partnerships (LIPs) across Ontario. In 2005, Ontario signed the first Canada-Ontario Immigration Agreement (COIA) and as a recognition that municipalities have a crucial role to play in offering newcomers the necessary support and services to successfully integrate, the Municipal Immigration Committee (MIC) was established under COIA to explore municipal interest in immigration. The first Local Immigration Partnerships were established in 2008. The LIPs present an opportunity to connect with each other, build an understanding that raises our awareness, promotes innovation in human, social, political and economic development in our community. LIPs are also instrumental in our collective and proactive plan to offer a welcoming, caring and inclusive community to those who choose to join our beautiful County. We also recognize the social capital behind the St. Thomas-Elgin Local Immigration Strategy, which comes from a large number of participants from different walks of life, cultural backgrounds, and professions from multiple sectors in our community. These include more than 250 participants from different levels of governments, namely federal, provincial and municipal, newcomers, faith leaders, fire chiefs, employers, and service providers in the settlement, social, health and education fields. We are grateful to individual participants and organizations who offered their commitment, time, and expertise that enriched the ST-ELIP consultations and planning meetings.
    [Show full text]
  • Central Elgin Distribution System 2020 Summary Report
    Central Elgin Distribution System Water Works # 260004761 2020 Summary Report For the Period January 1, 2020 to December 31, 2020 Central Elgin Distribution System Summary Report for 2020 TABLE OF CONTENTS INTRODUCTION .......................................................................................................................... 3 WATER SYSTEM CLASSIFICATION ........................................................................................ 4 REGULATORY COMPLIANCE................................................................................................... 4 Certified Operators ..................................................................................................................... 4 Accredited Laboratories .............................................................................................................. 5 Supervisory Control and Data Acquisition System (S.C.A.D.A.) .............................................. 5 On Line Water Quality Analyzers .............................................................................................. 6 Flow Meter Calibration ............................................................................................................... 6 Operations Manual ...................................................................................................................... 6 Drinking Water Quality Management System (DWQMS) ......................................................... 7 Distribution System Water Samples ..........................................................................................
    [Show full text]
  • Municipalprofile.Pdf
    02 Location, Location, Location! Elgin County is ideally situated in the heart of The U.S. border is just a short 2-hour drive away, southwestern Ontario with immediate access to enabling fast transport and just-in-time delivery a market of over 439,000 people, including the of products to customers south of the border. cities of St. Thomas and London. More than 10 For air transportation, the St. Thomas municipal 1 million people are located within a 2 /2 hour airport is nearby, with facilities that accommodate drive. Strategically located with convenient recreational and commercial activities. access to Highways 401, 402 and 403, the cities of Windsor, the GTA, London, Woodstock, Chatham-Kent, and Brantford are all within easy reach. 03 Elgin County Situated in the heart of southwestern Ontario on the north shore of The cities of St. Thomas and London are in close proximity to Lake Erie, Elgin County has enjoyed a long and colourful history since communities in Elgin County, with St. Thomas geographically located its origins as the Talbot settlement in 1803. in the centre of it all. Although not a part of Elgin County, these two cities put the County within close or easy reach of a market of 439,000 Founded as a primarily agricultural community, the County has 1 people. More than 10 million exists within a 2 /2 hour drive, including established a solid base of manufacturing, ship building, commercial the cities of Toronto, Hamilton, Niagara Falls and Windsor. fishing, rail, and tourism industries. Key manufacturers that have done business in and around Elgin County include Ford of Canada, Steelway Population and Labour Force Building Systems, and Imperial Tobacco.
    [Show full text]
  • The Corporation of the Municipality of Central Elgin
    The Corporation of the Municipality of Central Elgin ORDER OF THE DAY FOR THE PLANNING MEETING OF COUNCIL ON MONDAY, SEPTEMBER 16th, 2013 @ 7:30 PM IN THE COUNCIL CHAMBERS Page Roll Call Disclosure of Pecuniary Interest and the General Nature Thereof Delegation(s) 4-6 1. Proposed Severance Garry Lale, 44231 Southdale Line, will be in attendance to discuss a proposed severance of the subject property. 7-13 2. Proposed Severance Dan Debackere will be in attendance to discuss a proposed severance of a surplus dwelling at 44810 Dexter Line Correspondence (for Council's Information) 14-19 1. Union Gas Ontario Energy Board Notice to Customers of Union Gas Limited respecting gas rates for 2014 - 2018 period. 20 2. COA 2-10, 42078 McBain Line Correspondence received from Environment and Land Tribunals Ontario (Ontario Municipal Board) advising that appeal by Tridon Properties Limited was withdrawn respecting COA 2-10, 42078 McBain Line. 21-26 3. CUPE/SCFP Correspondence received from CUPE/SCFP respecting Child Care Worker & Early Childhood Educator Appreciation Day. 27-29 4. Association of Ontario Roads Superintendents (AORS) Correspondence received from AORS extending invitation to attend Annual Joint Meeting of the Elgin, Middlesex, Oxford Road Supervisors Associations in Woodstock on October 18, 2013. 30 5. County of Elgin Land Division Committee Correspondence received from County of Elgin Land Division Committee requesting that planning reports be forwarded to them prior to their scheduled public meetings. Correspondence (Action) Page 1 of 143 Page Correspondence (Action) 31 1. Tax Bill Questions Email correspondence received from John Terrio seeking answers to questions provided in his email respecting recent tax bill insertion.
    [Show full text]
  • Official Plan
    OOFFFFIICCIIAALL PPLLAANN OOFF TTHHEE TTOOWWNNSSHHIIPP OOFF MMAALLAAHHIIDDEE Adopted – August 16, 2001 Approved – March 9th, 2003 Five Year Review Approved – September 25, 2013 87 John Street South AYLMER, Ontario N5H 2C3 Telephone (519) 773-5344 Preface The current Official Plan of the Township of Malahide was adopted by the Municipal Council on August 16th, 2001 and replaces the Official Plan of the Township of Malahide, the Official Plan of the Township of South Dorchester, and the Official Plan of the Village of Springfield. The Ministry of Municipal Affairs and Housing approved the Official Plan of the Township of Malahide without appeal on March 9th, 2003. The Township undertook a Five Year Review in 2008, which resulted in amendments that were adopted as Official Plan Amendment No. 11 by Council on August 9, 2012 and approved by the Ministry of Municipal Affairs and Housing on September 25, 2013. The Minister’s approval certificate and a list of the Minister’s Modifications to the Plan are on file in the Office of the Township of Malahide for review during normal business hours. Michelle Cassavechia, C.A.O./Clerk TABLE OF AMENDMENTS TO THE TOWNSHIP OF MALAHIDE OFFICIAL PLAN INCLUDED IN THIS CONSOLIDATION OPA Text Map Date Passed by Date Approved by Applicant Page # Schedule # Change Change Council MMAH 1 Vanderwyst 4-6 A May 1, 2003 July 29, 2003 2 Row 4-6 - - May 15, 2003 February 2, 2004 Withdrawn – Nov. 3 Goris 4-6 A May 15, 2003 2005 4 Plaquet 4-6 A October 16, 2003 January 23, 2004 5 AIM PowerGen - - March 25, 2004
    [Show full text]
  • Housing and Homelessness Needs Assessment for St. Thomas and Elgin County
    HOUSING AND HOMELESSNESS NEEDS ASSESSMENT FOR ST. THOMAS AND ELGIN COUNTY: Prepared by Tim Welch Consulting Inc., Lapointe Consulting and Deb Ballak Prepared for St. Thomas-Elgin Ontario Works Department, City of St. Thomas May, 2013 Table of Contents PREFACE ............................................................................................................................................1 1 INTRODUCTION ............................................................................................................. 17 2 POPULATION AND HOUSEHOLD CHARACTERISTICS ........................................................ 19 2.1 Population Growth ............................................................................................................................ 20 2.2 Age Distribution ................................................................................................................................ 22 2.3 Household Growth ............................................................................................................................ 22 2.4 Household Sizes Declining ................................................................................................................. 23 2.5 Household Types ............................................................................................................................... 26 3 EMPLOYMENT PROFILES ............................................................................................................... 28 3.1 Employment in Elgin and Place of Work
    [Show full text]
  • Economic Development Programs
    Municipal Study 2012 Economic Development Programs Economic Development Programs 362 Municipal Study 2012 Economic Development Programs Many communities are struggling to maintain a competitive advantage in a rapidly changing global economy. There are many forms of economic development programs used across Ontario to encourage growth. Programs to promote economic development include, but are not limited to: • Grants • Business Enterprise Centres • Interest Free Loans • Municipal land assembly • Tax Incremental Financing • Brownfield programs • Corporate Visitation Programs • Downtown programs • Ambassador Programs • Heritage restoration programs • Refund/waiving of fees • Developing networks and busi- These activities are directly linked to the long term ability of communities to foster new public and private investment, create employment opportunities, increase income levels and reduce poverty. The report focuses on the following key areas of economic development programs • Business Retention & Expansion Programs • Downtown/Area Specific Programs • Brownfield Redevelopment • Industrial Parks Economic Development Programs 363 Municipal Study 2012 Legislation Ontario Legislation The following section provides an overview of various Ontario legislation related to financial assistance and other financial incentives that may be used to encourage development and redevelopment in municipalities. This information has been taken from excerpts from a Ministry of Municipal Affairs and Housing document "Municipal Financial Tools for Planning and
    [Show full text]
  • Artists in Small and Rural Municipalities in Canada Based on the 2006 Census
    Artists in Small and Rural Municipalities in Canada Based on the 2006 Census www.HillStrategies.com [email protected] Statistical insights on the arts, Vol. 8 No. 2 © Hill Strategies Research Inc., January 2010 ISBN 978-1- 926674-04-9; Statistical Insights series ISSN 1713-3556 Prepared by Kelly Hill Report funded by the Canada Council for the Arts, the Department of Canadian Heritage and the Ontario Arts Council ARTISTS IN SMALL AND RURAL MUNICIPALITIES IN CANADA Section 1: Introduction and Methodology This report provides an analysis of artists residing in small and rural municipalities in Canada. “Small and rural” municipalities are defined as those municipalities1 with fewer than 50,000 residents, based on 2006 municipal boundaries. The text of the report focuses on municipalities in each province or region with an above-average concentration of artists, while an appendix provides information about all 261 small and rural municipalities with at least 40 artists. • This section of the report provides an introduction and important points about the methodology used to count artists. • Section 2 provides a discussion of the importance of tracking artists in small and rural municipalities. • Section 3 presents the small and rural municipalities with the highest concentration of artists in Canada in 2006. • Section 4 highlights the small and rural municipalities with the largest changes in artists between 2001 and 2006. • Section 5 provides a brief profile of artists in small and rural municipalities in each province and region of the country. Changes in the number of artists between 2001 and 2006 are also highlighted in this section.
    [Show full text]
  • Elgin-St. Thomas: Active Transportation Initiative
    AYLMER | BAYHAM | CENTRAL ELGIN | DUTTON/DUNWICH | MALAHIDE | SOUTHWOLD | ST. THOMas | WEST ELGIN ROUT Elgin-St. Thomas: Active Transportation Initiative FINAL REPORT DECEMBER 2012 D16-12-015 29 | Acknowledgements The Elgin-St. Thomas Active Transportation Initiative was led by the study team which included the members of the Healthy Communities Partnership and a team of Consultants. The study team would like to express their appreciation to the following individuals that contributed to the development of this Plan, as well as the many other stakeholders and members of the public who, through their input, contributed to its development. Healthy Communities Partnership Consultant Team Members Erica Arnett Mark Cosens Jay Cranstone, B.Sc., MLA, OALA, (Project Coordinator) Alderman, City of St. Thomas CSLA Health Promoter (Consultant Team Project Manager) Senior Landscape Architect Elgin St. Thomas Public Health MMM Group Ltd. Tim McKenna Arthur Oslach Dave McLaughlin MES, MCIP, RPP Manager of Environment & Community Councillor, Town of Aylmer Senior Project Manager Services MMM Group Ltd. Municipality of Central Elgin Dan Mckillop Dan McNeil Claire Basinski, BES, MCIP, RPP Municipality of Dutton / Dunwich Councillor, Municipality of Central Elgin Transportation Planner MMM Group Ltd. Lori Baldwin-Sands Ross Tucker Patrick Rees, B.L.A Alderman, City of St. Thomas Director Parks & Recreation Landscape Designer City of St. Thomas MMM Group Ltd. John Dewancker Steve Evans Cristina Valente, BA Director, Environmental Services & City Manager of Planning Transportation Planner Engineer Elgin County MMM Group Ltd. City of St. Thomas Paul Ens Brigitte Cosens Mayor Community Member at Large Municipality of Bayham Norm Miller Nicole Ooms Councillor, Municipality of West Elgin Doug Tarry Homes Pat Keenan Director, City Planning City of St.
    [Show full text]
  • Community Planning for Women's Economic Security in Elgin-St
    Community Planning For Women’s Economic Security in Elgin-St. Thomas PREFACE & ACKNOWLEDGEMENTS Pathways to Prosperity in Elgin-St. Thomas began with the financial support of Status of Women Canada in March 2012 to advance women’s economic security and opportunities for local prosperity through the following efforts: • Enhance understanding and awareness of barriers and local supports to women’s economic security • Collaborate to identify gaps, priorities and opportunities and implement supports and strategies • Develop a community plan & take specific actions to address the economic situation of women living in St. Thomas and Elgin County Over the past year, service providers and stakeholders from diverse service sectors and municipal governments have come together to form the Pathways to Prosperity Advisory Council in support of community planning for women’s economic security. Their contributions are instrumental in identifying existing services and gaps as well as areas to develop in working towards positive outcomes for women. With the support of the Pathways to Prosperity Advisory Council and community partners, over 600 women from a range of backgrounds in communities across Elgin County participated in consultations and surveys to identify local needs and viewpoints. Women graciously shared their varied experiences of economic struggle and well-being, not only around challenges faced, but also of available supports and opportunities. Reaching out to local women ensures that women’s perspectives are at the heart of a community plan to address their economic needs. We are grateful to the many women, organizations and individuals who have contributed their time, talent and passion to deepen sharing and enhance research, consultations and planning meetings.
    [Show full text]