Waste Management Strategy 20072014

CITY OF DAREBIN
WASTE MANAGEMENT
STRATEGY
2007 – 2014
CONTENTS
GLOSSARY OF TERMS / ABBREVIATIONS .........................................................................................3
1. EXECUTIVE SUMMARY..................................................................................................................4
1.1. VISION ..........................................................................................................................................4
1.2. OBJECTIVES AND TARGETS ...........................................................................................................6
1.3. IMPLEMENTATION .........................................................................................................................7
1.4. COUNCIL PLANNING FRAMEWORK & BEHAVIORAL CHANGE – AN INTEGRATED APPROACH .....10
2. INTRODUCTION ..............................................................................................................................11
3. CITY OF DAREBIN AND WASTE MANAGEMENT ..................................................................12
3.1. WHY IS WASTE MANAGEMENT IMPORTANT? ..............................................................................12
3.2. WASTE – WHO IS RESPONSIBLE? .................................................................................................12
3.3. WASTE MANAGEMENT IN DAREBIN – THE JOURNEY SO FAR! .....................................................12
3.4. DAREBIN WASTE PROFILE...........................................................................................................13
3.4.1. Residential Profile .................................................................................................................13
3.4.2. Waste Services Provided by Council: ....................................................................................13
3.4.3. Kerbside Waste and Recycling Facts and Trends ..................................................................14
3.4.4. Council Facilities and Open Space Profile ...........................................................................16
3.4.5. Commercial and Industrial Profile ........................................................................................16
4. STRATEGIC CONTEXT .................................................................................................................18
4.1. INTERNAL AND EXTERNAL INFLUENCES......................................................................................18
4.1.1. The City of Darebin Council Plan 2005-2009 .......................................................................18
4.1.2. Regulatory Framework ..........................................................................................................18
4.1.3. Towards Zero Waste Strategy ................................................................................................18
4.1.4. Metropolitan Waste Management Planning Framework .......................................................19
5. MANAGING OUR WASTE – 2007 TO 2014 ..................................................................................20
5.1. THE WASTE HIERARCHY .............................................................................................................20
5.2. WASTE MANAGEMENT IN DAREBIN BY 2014 ..............................................................................20
5.3. RESOURCE AND WASTE EFFICIENCY WITHIN COUNCIL ...............................................................21
5.3.1. Objectives, Issues and Actions ...............................................................................................21
5.4. RESOURCE AND WASTE EFFICIENCY WITHIN HOUSEHOLDS.........................................................23
5.5. RESOURCE AND WASTE EFFICIENCY WITHIN BUSINESS ..............................................................27
5.6. YEAR 1 ACTION PLAN .................................................................................................................28
5.7. RESOURCES AND ACTIONS BEYOND YEAR 1 ...............................................................................28
6. LITTER STRATEGY........................................................................................................................29
7. EDUCATION AND BEHAVIOURAL CHANGE PROCESS .......................................................31
8. IMPLEMENTATION, TARGETS, MONITORING AND REVIEW ..........................................32
8.1. IMPLEMENTATION .......................................................................................................................32
8.2. TARGETS .....................................................................................................................................33
8.2.1. Council ..................................................................................................................................33
8.2.2. Households ............................................................................................................................33
8.2.3. Business .................................................................................................................................33
8.3. MONITORING ...............................................................................................................................34
8.4. REVIEW .......................................................................................................................................35
8.5. WASTE MANAGEMENT POLICIES AND PROCEDURE .....................................................................35
2
City of Darebin - Waste Management Strategy - January 2007
Glossary of Terms / Abbreviations
Definition Description
AWT Alternative or Advanced Waste Technology
CDL Container Deposit Legislation
EAT Darebin staff Environment Action Team
EPA Environment Protection Authority Victoria
EPR Extended Producer Responsibility
E-Waste Electronic goods waste
DRRC Darebin Resource Recovery Centre
MLGWF Metropolitan Local Governments Waste Forum
MWMG Metropolitan Waste Management Group
NEIP Neighborhood Environment Improvement Plan
NPC National Packaging Covenant
SME Small Medium Enterprise
SV Sustainability Victoria
MGB Mobile Garbage Bin
3
1. Executive Summary
The City of Darebin Waste Management Strategy aims to map a direction towards
sustainable waste management in the Darebin community over the next seven years. It
is one element on the path to a sustainable future and provides a vision that sees key
sectors in the community contributing to a sustainable Darebin through more efficient
use of resources culminating in waste reduction in the wider sense. The strategy
proposes a range of waste avoidance and reduction objectives plus actions specific to
three key stakeholder groups:
 Council - Waste Avoidance and Reduction within Council (Councils commitment and
actions towards resource efficient, minimal waste operations.)
 Households - Waste Avoidance and Reduction within Households (Empowering

residents to avoid, reduce and recycle waste.)
 Business - Waste Avoidance and Reduction within Business (Influencing business to

avoid, reduce and recycle waste.)
The City of Darebin recognises that as key principles:
 Council must be seen to be a credible leader through its own actions if it is to

motivate the community to a greater level of sustainable living.
 Sustainable waste practice should begin in the home and be supported by Council
services.
 Council must help empower the community to live and work sustainably by providing
knowledge, inspiration and assistance to do so.
1.1. Vision
By 2014 the City of Darebin envisions that it will be an organisation recognised for its
environmental commitment and achievements within its own operations and through its
community. Darebin will have met municipal waste diversion targets set under the
Towards Zero Waste (TZW) statewide strategy and will have significantly contributed to
a reduction in greenhouse emissions as a result of the successful implementation of its
waste management and other climate strategies.
Over the coming years, Council will advocate, together with other agencies, for the
introduction of holistic solutions to excessive waste production and will contribute to the
introduction of responsible industry product stewardship schemes.
A series of behavioural change programs (similar to the City of Darebin Sustainable

Homes Program) will contribute to a major cultural shift in the way the community views
and practices sustainable living.
Through these activities and programs, the community will have a greater understanding
of the interconnection between energy, water consumption, greenhouse emissions and
waste. Darebin will provide our residents with the knowledge, understanding, incentives
and services to want to take action and to make their day to day living more sustainable.
4
Further, both Council and residents will become more discerning in the purchase of
products and will put pressure on those manufacturers who do not recover and recycle
their own products.
Businesses throughout Darebin will have greater awareness of the environmental and
financial advantages of waste avoidance, recovery and recycling in their business.
Recycling will be standard practice and business will have an entrenched culture to
reduce waste in all areas of their operation. Products will feature sustainability in their
design, using minimal energy to produce and be easily recovered for recycling or reuse.
“Reducing waste at source is the best way to prevent pollution”

Envirowise UK
5
1.2. Objectives and Targets
Waste Avoidance and Reduction within Council:
 Improve Councils resource management in all facets of operations focusing on waste

avoidance and efficient materials use in all facets of Council operations.
Target: 65 per cent of solid waste generated by Council activity will be recovered for
reuse or recycling by 2014.
 Strengthen Councils environmental purchasing policy and practice.

Target:
- Council spending on goods assessed as having environmental benefit will increase as
a percentage of total expenditure.
- By 2010, all significant contract specifications schedule detail of products and work
practices in order to meet sound environmental standards.
 Strengthen Councils advocacy for the introduction of industry based product

stewardship and extended producer responsibility schemes.
Target: Darebin representation and input on or at all key industry waste management
organisations and policy development programs.
Waste Avoidance and Reduction within Households:
 Increase the number of people actively practising waste avoidance and reduction at
home.
Target: A sustained downward trend in the quantity of household waste generated and
presented at the kerbside for collection as measured by kg per person per year.
 Introduce new kerbside collection systems to increase waste diversion rates.

Target: Recover 65 per cent of kerbside waste (by weight) for reuse and recycling by
2014.
 Complete upgrade of Darebin Resource Recovery Centre and extend range and
quantity of material recovered for reuse or recycling.
Target: Recover 60 per cent of waste received at centre (by weight) for reuse and
recycling by 2010.
Waste Avoidance and Reduction within Business:
 Investigate resource recovery and recycling opportunities for business.

Target: By 2008 complete an issues and options paper for improved waste recovery and
recycling options for SMEs.
 Increase businesses awareness of available waste management options.

Target: By 2009 all Darebin SMEs will be provided detailed information on resource
recovery and recycling options.
6
1.3. Implementation
Implementation Timeframe
Objective Activity 2007- 2008- 2009- 2010- 2011- 2012-
08 09 10 11 12 13
Waste Avoidance and Reduction within Council
Reduce solid waste Develop improved

produced through Council processes to measure
operations. organisational waste
management
performance.
Strengthen Councils
environmental purchasing Utilising the behavioral
policy and purchasing change planning model
practice. (Section 7) identify and
program initiatives into
Strengthen Councils relevant annual plans to
advocacy role in support of achieve objectives.
industry based waste
avoidance/reduction Develop policy and an
schemes. advocacy strategy on
Product Stewardship
issues.
Explore opportunities to
partner with government
agencies to develop
waste avoidance and
reduction initiatives.
"Tug on anything in nature and you will find it connected to

everything else."
John Muir
7
08 09 10 11 12 13
Waste Avoidance and Reduction within Households
Provide residents the Continue to develop and

knowledge, inspiration and promote waste reduction
means to reduce waste, at the home initiatives.
recycle and practice
sustainable consumption. Work with other councils
and the MWMG to
establish AWT contracts
as appropriate.
Continue to work with

service providers to
reduce resource losses
and minimise cross-
stream contamination.
Complete redevelopment
of DRRC and work with
key partners to expand
resource recovery
options.
Develop education
programs in conjunction
with service providers in
accordance with section
7, Behavioural Change
Planning Process, of this
strategy.
Enhance recycling
opportunities at multi unit
developments.
Review, modify and or

develop waste
management customer
service and operational
policy where required.
After new State Litter

Strategy complete
(2008), review and
continue to implement
8
the Darebin Litter
Strategy.
Develop initiatives to
provide accessible waste
collection and hard
waste collection services
for residents with a
disability.
08 09 10 11 12 13
Waste Avoidance and Reduction within Business
Increase environmental Work with SV, MWMG

awareness and resource and other councils to
recovery rates from Darebin improve existing and
business. introduce new programs
that foster attitudes and
business practice which
supports the broader
elements of sustainable
production and
consumption.
In accordance with
section 7, Behavioural
Change Planning
Process, investigate
ways to encourage
business to better
reduce and recycle their
waste stream.
Investigate feasibility of
introducing Council -
managed kerbside
recycling service for
SMEs.
9
1.4. Council Planning Framework & Behavioral Change – An
Integrated Approach
Objectives of the strategy will be achieved by adhering to the organisational planning

framework adopted by the City of Darebin. This framework engages a ‘top down’
planning approach to ensure that the Council Plan, as Councils overall strategic
document for setting future directions, is used as the basis for the development of the
subsidiary Annual, Department and Branch Plans.
The Environmental Strategy Branch will identify specific initiatives and actions in support
of the goals of the waste management strategy and incorporate them principally into the
Environmental Strategy Annual Branch Plan. The organisational planning framework
allows for initiatives and actions, in support of this strategy’s objectives, to be
incorporated into other departmental annual plans.
Some of the initiatives adopted in Branch and department Plans will be Darebin -
exclusive while others will be dependent on industry developments outside the direct
influence of the Darebin Council.
A key ingredient for the implementation of this strategy will be what is best described as
the behavioural change planning process, found in section 7. Successful
implementation will require more than simply listing tasks on an annual plan; rather it will
mean engaging many people over many areas to actively participate in a behavioural
change process that will result in sustained changes in the way we avoid and manage
our waste into the future.
“Disposing of wasted materials represents defeat”

Envirowise UK
10
2. Introduction
This Darebin Waste Management Strategy is a visionary document that works in
conjunction with State strategy to map a direction towards sustainable waste
management.
Waste management is now no longer a simple matter of collection and disposal of the
waste we produce. It is now about how we can maximise recovery of reusable resources
from our waste and use our natural resources more efficiently in a wider sense.
The Darebin community and indeed all Victorians have embraced recycling during the
last 10 years. With such interest in recycling one would expect figures to show a
significant decrease in the amount of waste going to landfill. Unfortunately this is not the
case as the overall amount of waste we produce continues to grow. Australia’s
population is growing and in an increasingly consumer driven society, we devour
increasing amounts of the Earth’s natural resources during production of goods and
provision of services. Recycling plays a very important role in making the most out of the
natural resources we use; however, the impact of recycling has only stabilised the
amount of waste resources going to landfill, not decreased the amount of waste we
produce in the first place (See Fig 1)
This strategy provides a framework to address the considerable challenges ahead. As

well as building on the progress of past recycling initiatives, a key challenge is to
introduce new initiatives for managing waste in a way that minimises the negative
impacts on our land and climate.
The Darebin Strategy spans seven years and links with the Victorian Governments
Towards Zero Waste Strategy which aims to reuse, recycle and/or convert to energy 75
per cent of Victoria’s solid waste by 2014.
Reducing waste remains the number one priority and key challenge ahead of us.
SV- 2006
Figure 2 1
Figure 2 2
11
3. City of Darebin and Waste Management
3.1. Why is Waste Management Important?
Waste Management is important because:

- Waste harms the environment. Although land fill engineering standards have
increased, harmful greenhouse gases continue to be released into the atmosphere.
The leaching of harmful by-products into the soil remains a long-term risk to our
rivers, creeks and underground aquifers.
- Filling landfill is wasteful and polluting. Valuable useable and reusable resources are
lost forever when put into landfill.
- Waste produced is wasted energy. Replacing lost resources involves a higher use of
virgin raw material, which in turn contributes to more greenhouse emissions and
pollution from mining, transporting and processing new materials. This is a measure
of our inefficient use of natural resources.
3.2. Waste – Who is responsible?

The short answer is: we are all responsible!
The overall quantity of waste produced by our society is increasing. Fuelled by

population growth and an extended era of general economic prosperity much of what we
purchase is overly packaged, designed for a short life and not easily recyclable.
Local government and the consumer share the cost of collecting household waste for
landfill or recycling. However, the idea of ‘shared responsibility’ for waste is beginning to
shape government policy and the thinking of various industry sectors.
There is growing interest in the idea of manufacturers taking greater responsibility for the
environmental impacts of their products. This idea is called Extended Producer
Responsibility (EPR) or Product Stewardship and is not so much about Local
Government looking to reduce costs associated with waste but more about building a
system that stimulates the business sector to build sustainability into their products and
services. EPR puts a value on residual waste at the time a product is produced rather
than externalising end-of-life waste costs as is currently the norm.
3.3. Waste Management in Darebin – The Journey so far!

What was once a relatively straightforward service function more than twenty years ago
involving basically the collection and disposal of household garbage to landfill has
become a much more complex process. Changing community attitudes, environmental
expectations, safety issues and corporate budget strategies contribute to the need for a
much more sophisticated approach to waste management.
The evolution from a ‘dump it’ to a ‘recover and reuse’ culture within the community has
steadily progressed over two decades. Efforts to sustain a ‘recover and reuse’ culture
have escalated in recent years as the lifecycle environmental and financial advantages
of resource recovery and recycling have become recognised through various creditable
scientific and financial studies.
Darebin has played an innovation and leadership role in this evolutionary process.
Darebin was one of the first organisations, public or private, to establish waste concrete
12
recycling as a viable recovery process. Various trials demonstrating the technical
viability of large scale in-vessel food waste processing have been sponsored in Darebin.
Darebin was also one of the first Councils to recognise the need to focus on the waste
culture and to develop policy and programs that promote a waste-wise culture in the
community. ‘Standardising’ the garbage bin to 80 litres and supporting the growth of the
kerbside recycling industry in its formative years are some of the things Darebin
implemented to help empower the community to practise waste avoidance and
reduction.
In recent years major waste management initiatives in Darebin have included:

- Ramping up community engagement and behavioural change programs
inclusive of all the elements of sustainable living and growing awareness of the
environmental interlink between waste, water and energy.
- A focus on education programs designed on the principle ‘that reducing waste at
source is the best way to reduce pollution.’ The ‘Sustainable Homes’ and the
‘Spring into Compost’ programs are examples supporting this principle.
- Introduction of ‘best practice’ kerbside MGB commingled recycling service.
- Introduction of a regular mobile bin green-waste service to replace bundled
collection.
- Support for the organics processing industry through the Healthy and
Sustainable Gardens program.
- A major upgrade of the DRRC (Final stage completion 2008)
3.4. Darebin Waste Profile

3.4.1. Residential Profile
The City of Darebin is home to over 120,000 people living in more than 55,000
residential properties. Over 25 per cent of the City of Darebin’s residential properties are
flats, units or apartments. The Darebin community is as diverse as any in Australia, has
a high aging population, a significant number of people at the lower end of the socio
economic scale and a high proportion of one and two person households.
3.4.2. Waste Services Provided by Council:
Service Summary of Service

Domestic Garbage Weekly kerbside service from MGB’s, including collections
from commercial properties
Recycling Fortnightly kerbside service of commingled recyclables in
MGB’s
Green Waste Optional fortnightly kerbside collection of garden waste in
MGB’s and annual booked bundled collection
Hard Waste Annual booked service for waste not collected through any
of the three previous services
Street Cleaning, litter and Programmed sweeping of roads and streets, regular
dumped rubbish collection collection of dumped rubbish and general litter, central
business district cleaning, programmed drainage pit & pipe
cleaning and daily emptying of street litter bins
Resource Recovery Waste Transfer Station located in Reservoir
Centre
13
Waste & Litter Strategy Broad role that addresses environmental planning,
Development & Education strategy and community leadership
Garbage and recycling services are available to all residential properties. Green waste
and hard waste services are optional.
Every year Council collects from kerbside collection services more than
 25,000 tonnes of garbage for disposal at landfill,
 8,000 tonnes of garden organics for treatment and reuse and
 13,000 tonnes of recyclable paper and packaging material.
In addition, Darebin operates a major Resource Recovery facility which receives more
than 34,500 tonnes of inert solid waste annually from households and commercial
operations. Of this amount about 25 per cent is recovered for reuse or recycling.
3.4.3. Kerbside Waste and Recycling Facts and Trends
Darebin is currently on track to meet the interim TZW target in 2008/09, with 44 per cent
of household waste collected at kerbside diverted from landfill in 2005/06. While these
are positive trends, the overall waste stream (rubbish, recycling, and organics) is
increasing in Darebin (Fig 2).
Household waste trends in Darebin 1999 to 2006

18
16
14
kg of waste/household/week
12
10
Green Waste
8 Container Recycling
Paper Recycling
Garbage
6
0
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06
Year
Source: Thiess, 2007
Fig 2: Household waste trends in Darebin 1999 to 2006

Source: Darebin and Thiess Environmental Services, 2007
The garbage stream in the average Darebin household consists of a mixture of organic,
recyclable, and non-recyclable waste (Fig 3). Effectively, only one quarter of the
materials placed in the household rubbish bin truly belong there. Up to two-thirds of the
content in the average household garbage bin in Darebin is disposable through other
means such as Council’s recycling stream, composting and worm farming, or by using
sustainable alternatives.
14
Breakdown of household garbage stream in
Darebin
Nappies and
Non-recyclable
sanitary
waste
8%
26%
Organic waste
(food scraps)
Recyclable 53%
plastics and
containers
4%
Garden waste
4% Paper and
cardboard
5%
Fig 3: Breakdown of household garbage stream in Darebin

Source: Wattus, 2006
Since 1999, waste to landfill in Darebin has decreased 2 per cent, and recycling (paper,
glass, plastics, and organics) has increased 20 per cent. Figure 4 shows an increased
rate of composting and worm farming in Darebin with 43 per cent of Darebin residents
using a worm farm or compost bin at home in 2005/06.
Compost Bin or Worm Farm Usage in

Darebin
70
60
Percent of Total
Households
50 40.6 42.9
38.9
40 35.2
30
20
10
0
1999 2001 2003 2005
Year
Fig 4: Compost bin and worm farm usage in Darebin from 1999 to 2005
Source: Metropolis Research, 2005
The contamination rate of Darebin’s recycling stream is 11 per cent, with the most
common type of contamination being recyclable items encased in plastic bags, plastic
meat trays and polystyrene (Wattus, 2006).
15
3.4.4. Council Facilities and Open Space Profile
Darebin operates and maintains more than 200 public facilities ranging in size from its main
municipal complex at Preston, to various sized community and recreational facilities
distributed throughout Darebin. In addition, Darebin is responsible for maintaining the
cleanliness and amenity of more than 600 kilometres of streets and 450 hectares of parks,
gardens, and other open space.
Darebin Municipal Precinct
Every year, Council collects around 3,000 tonnes of waste from public places. This is made
up of street sweepings, litter, and illegally dumped rubbish. The public made 2,700 reports
of illegal dumping of rubbish in public areas during 2005/06, indicating this is a significant
problem.
3.4.5. Commercial and Industrial Profile

More than 5,000 properties in Darebin are involved in some form of business activity. The
municipality contains two core industrial areas, located in the north-west along Merri Creek
at Reservoir, and in the south-east along the Darebin Creek at Preston. Smaller industrial
pockets are scattered throughout the municipality.
The City of Darebin has a well-developed and diverse retail structure that caters for both
local and regional needs, and is an important part of the local economy. Of the more than
5,000 businesses in Darebin, 22 per cent are in the retail sector.
Northland is the largest freestanding shopping centre in the municipality and has regional
status. The next largest area of concentrated retail activity is the strip along High Street in
Preston, which includes Preston Market. Other significant retail centres are located at
Reservoir, Fairfield, Northcote, Westgarth, and Thornbury.
Business activity is diverse, as is the waste produced from business activity. Because of this
complexity, waste management within the business sector has traditionally been considered
the responsibility of the individual business enterprise. Business generally deals directly with
private sector collection companies providing for specialised and flexible collection services.
Council provides businesses a weekly standard residential garbage service if requested for
staff luncheon waste and the like, but generally has little direct involvement in the provision
of recycling and commercial waste collection services.
16
There is little Darebin-specific data available on waste generation and recycling rates for this
sector, but based on regional averages it could be expected that commercial and industrial
activity accounts for over 60,000 tonnes1 of solid waste generated in Darebin every year.
1
Estimated from information contained in EcoRecycle Victoria – Solid Industrial Waste Plan Data
Report 2003
Aerial Photograph of a typical Light Industrial District
Aerial Photograph of a Retail/Commercial District
Darebin Resource Recovery Centre
Preston Market
"A good company delivers excellent products and services, and a great
company does all that and strives to make the world a better place."
William Ford Jr., Chairman, Ford Motor Co
17
4. Strategic Context
4.1. Internal and External Influences
The City of Darebin is committed to sustainable living and working in the local and global
context. This commitment is the foundation of the Waste Management Strategy and
recognises the significance of thinking globally and acting locally. The strategy will operate
under the umbrella of State Government environmental policy and will influence Council
decisions relating to waste management and materials resource efficiency over the next
seven years.
4.1.1. The City of Darebin Council Plan 2005-2009

This document outlines how Council intends to achieve the vision it shares with local
communities throughout its municipality.
The strategy supports Councils key strategic objective of becoming a Sustainable City.
Other documents that support the strategic objective and contain priorities that are relevant
to the Strategy include:
 City of Darebin Environment Policy
 Environmental Purchasing Code
 Darebin Climate Change Action Plan
4.1.2. Regulatory Framework

Environmental legislation in Victoria is led by the ‘Environment Protection Act 1970’. The
purpose of the Act is to create a legislative framework for the protection of the environment
in Victoria. This wide ranging Environmental Act is the umbrella over a raft of policies,
regulations and codes of practice impacting on all individuals and organisations in Victoria.
4.1.3. Towards Zero Waste Strategy

The Victorian Government launched a 10-year Towards Zero Waste Strategy in September
2005 as an integrated approach to waste management aiming to engage and involve all
sectors of the community. The TZW strategy’s objectives are to produce less waste, to
recover and reuse more of the waste that we do produce, and to reduce the damage caused
to the environment by waste.
The TZW strategy covers all waste-producing sectors of our community. For the municipal
waste sector it sets a non-mandatory target to recover 65 per cent of solid waste (by weight)
for reuse and recycling by 2014.
The TZW strategy identifies focal points for action and lists key objectives for priority
products, materials, and industries. It also flags the State Government’s intent on change
mechanisms such as product stewardship, engagement, and education.
18
4.1.4. Metropolitan Waste Management Planning Framework
On 1 October 2006 the Metropolitan Waste Management Group was formed to replace the
previous four Metropolitan Regional Waste Management Groups. Its formation is to support
delivery of the Towards Zero Waste Strategy and is seen as a unique partnership between
the State Government and the 30 metropolitan councils involved. The Group will have Local
Government representation through four Local Government Directors on the Board and a
key role of the Group will be to assist councils develop contracts for the next generation of
waste management infrastructure. (Fig 3)
TOWARDS ZERO WASTE STRATEGY (TZW)
VICTORIAN SOLID WASTE

MANAGEMENT PLAN
METROPOLITAN WASTE
& RESOURCE
RECOVERY STRATEGIC
PLAN COUNCIL WASTE
Municipal, Commercial STRATEGY PLANS
& Industrial
SV MWMG
EPA
State wide Implement
Approvals
Metro 30 METRO
Planning MLGWF
Policy
Plan
Advisory COUNCILS
to
MWMG
RESPONSIBLE AGENCIES, KEY FUNCTIONS & STRATEGIES
Fig 3
SV – Sustainability Victoria (Government agency across energy, water and waste issues)
MWMG – Metropolitan Waste Management Group
EPA – Environment Protection Authority Victoria
MLGWF – Metropolitan Local Governments Waste Forum (LG Advisory group to MWMG)
"The level of consumption that we identify with success is utterly

unsustainable. We're gobbling up the world."
John Robbins
19
5. Managing Our Waste – 2007 to 2014
5.1. The Waste Hierarchy
Description of the Waste Hierarchy (MWMG)

1
Goal Attribute Outcomes AVOID
Avoidance/ Preventative Most
Reduce desirable REDUCE
Reuse Predominantly REUSE

ameliorative
RECYCLE
Part preventative
Recycle Predominantly TREAT
ameliorative
RECOVER
Part preventative
Recovery/ Predominantly Dispos
CONTAIN
al
Treatment assimilative
Partially ameliorative
Containment/ Assimilative Least
Disposal desirable
1
Whereas a preventative approach seeks to eliminate or avoid the
waste from the outset, an ameliorative process can only ever
minimise or shrink the problem. Finally, an assimilative mode is
underpinned by the view that the wider ecosystem can continue
absorbing and integrating the waste into a larger system.
5.2. Waste Management in Darebin by 2014
By 2014 the City of Darebin envisions that it will be an organisation recognised for its
environmental commitment and achievements within its own operations and through its
community. Darebin will have met municipal waste diversion targets set under the Towards
Zero Waste (TZW) statewide strategy and will have significantly contributed to a reduction in
greenhouse emissions as a result of the successful implementation of its waste
management and other climate strategies.
Over the coming years, Council will advocate, together with other agencies, for the
introduction of holistic solutions to excessive waste production and will contribute to the
introduction of responsible industry product stewardship schemes.
A series of behavioural change programs (similar to the City of Darebin Sustainable Homes
Program) will contribute to a major cultural shift in the way the community views and
practices sustainable living.
Through these activities and programs, the community will have a greater understanding of
the interconnection between energy, water consumption, greenhouse emissions and waste.
Darebin will provide our residents with the knowledge, understanding, incentives and
services to want to take action and to make their day to day living more sustainable.
20
Further, both Council and residents will become more discerning in the purchase of products
and will put pressure on those manufacturers who do not recover and recycle their own
products.
Businesses throughout Darebin will have greater awareness of the environmental and
financial advantages of waste avoidance, recovery and recycling in their business.
Recycling will be standard practice and business will have an entrenched culture to reduce
waste in all areas of their operation. Products will feature sustainability in their design, using
minimal energy to produce and be easily recovered for recycling or reuse.
5.3. Resource and Waste Efficiency within Council

5.3.1. Objectives, Issues and Actions
Council’s actions will lay the groundwork which influences the thinking, commitment, and
direct involvement of the wider community in sustainable resource management.
Objective A – Improve Council’s resource management, focusing on waste

avoidance and efficient reuse and recycling of materials in all facets of
Council operations.
Some very good work coordinated through the Preston Office Environment Action Team
(EAT) has seen a 48 per cent reduction in waste going to landfill from the Preston municipal
site.
Major issues to resolve:
The challenge remains to further improve and establish similar recovery rates across all
Darebin operational areas.
Actions:
 Improve and/or develop systems to measure and report organisational
performance with respect to waste avoidance and waste diversion from landfill.
 Review the waste management practice of Council operations in accordance with

section 7, Behavioural Change Planning Process, of this strategy.
Objective B – Strengthen Council’s environmental purchasing policy and

purchasing practice.
Traditional accounting and financial business evaluation systems do not fully place a
monetary value on the waste or pollution resulting from the creation of a product or service.
This ‘externalisation’ of environmental costs can result in the purchase of goods and
services that do not necessarily provide quality environmental outcomes. It is important that
in advocating sustainability to the community, Council’s purchasing decisions are consistent
with its stated leadership role in such matters.
21
The procurement team introduced a process on Council’s financial system (AXSone) to help
measure Council expenditure on environmentally friendly goods and services. This has
been a valuable initiative and the next step is to refine the system in terms of the
environmental classifications used and the consistent use of the system by key purchasing
Officers throughout Council.
Actions:
 Improve and develop systems to measure and report organisational performance
with respect to environmental purchasing policy.
 Review environmental purchasing policy and process in accordance with section

7, Behavioural Change Planning Process, of this strategy.
Objective C – Strengthen Council’s advocacy role for the introduction of

industry-based waste avoidance schemes and support initiatives of peak
bodies and government agencies to this end.
Product stewardship:
Local Government has a limited capacity to directly influence the manufacture of goods that
ultimately end up as household waste. Nevertheless, it is recognised that to manage waste in
line with the waste hierarchy, product stewardship or Extended Producer Responsibility (EPR)
industry initiatives are important and necessary steps to reduce waste and make more
products more easily recyclable in the future.
A society consuming & producing less – the National Packaging Covenant:
The National Packaging Covenant (NPC) is a packaging industry initiative that endeavours to
control the amount of packaging waste lost to landfill. It is a voluntary agreement committing
industry signatories to a national recycling target of 65 per cent and no further increases in
packaging waste disposed to landfill by the end of 2010.
The NPC is currently into its second stage after a review of the first stage resulted in a
tightening of targets and performance measures by the industry groups involved. To date the
Federal government has refrained from imposing legislative regulation to assist in controlling
packaging waste preferring to allow the voluntary industry system to prove itself.
Container Deposit Legislation:
A great deal of non-recyclable packaging continues to be manufactured and while most

people agree that the environment must be protected, the ability to factor sustainability into
individual purchasing decisions is still limited.
The perceived impact of packaging on littering rates, the lack of progress in reducing the
22
volume of packaging produced, and the slow progress towards building sustainability into
product design continues to fuel support for the imposition of Container Deposit Legislation in
some sectors of the community.
Actions:
 Review advocacy strategy for the above issues in accordance with section 7,
Behavioural Change Planning Process, of this strategy.
 Advocate with other local government and government agencies in support for the
introduction of industry product stewardship schemes.
 If the National Packaging Covenant does not meet its objectives through a shared
responsibility approach, Darebin will advocate for a packaging reduction scheme
through legislative means.
 Work with SV & MWMG to assist in the development and implementation of waste
avoidance communication strategies across the Metropolitan Region.
5.4. Resource and Waste Efficiency within households

Council will empower residents to contribute to a sustainable world by developing their

knowledge and helping provide the means and removing the barriers to practice
sustainable living. Council waste management programs and services will be one of the
means to empower Darebin residences to practice sustainable living.
Objective D – Reduce the amount of household waste going to landfill.
The City of Darebin has a long-term commitment to finding betters ways of dealing with
the community’s waste than simply sending it to landfill. A number of significant
accomplishments concerning the collection of household waste in recent times are noted
in Section 3.3.
However, current collection services will need to change and adapt to divert and recover
increasing quantities of resources called for under the TZW Strategy. (Currently Darebin
has an overall kerbside diversion rate of 44 per cent. This rate needs to exceed 65 per
cent by 2014 to meet TZW targets set for the Victorian community.)
A recent waste audit shows that 13 per cent of material in the garbage steam is material
that could be directed to greenwaste and recycling bins. A further 53 per cent of material
is organic food waste which could be diverted from landfill by composting organic waste
and if ‘excess’ organics were collected by an all organics kerbside collection system.
Work is progressing at State, Regional and Industry levels to develop commercial large
23
scale resource recovery options. Local Government should expect that such work will
impact on Councils’ kerbside collection services within the next five years.
Actions:
 As a guiding principle, Darebin will continue to promote sustainable waste
practice within the home, supplemented by Council services (such as home
composting).
 Work with other Local Government, the MWMG, and other government
agencies to ensure that future kerbside recovery systems are practical and cost
effective and meet waste diversion targets.
 Introduce new generation kerbside waste collection systems that will achieve
kerbside resource recovery and diversion rates in excess of 65 per cent.
 Develop education programs in conjunction with service providers in

accordance with section 7, Behavioural Change Planning Process, of this
strategy.
“At all times, in all processes, waste can be reduced”

Envirowise UK
24
Objective E - Complete the upgrade of Darebin Resource Recovery Centre
(DRRC) and achieve a 60 per cent resource recovery target.
The DRRC is a strategically important regional facility for the reception of municipal solid
waste. It provides for the disposal and recovery of domestic household waste not suitable
for kerbside collection, plus some commercial and construction waste. Currently 25 per
cent of all material received at this facility is recovered and reused or recycled. The
facility upgrade program is expected to position this facility to take advantage of emerging
resource recovery initiatives developed between the private and public sector as TZW
unfolds over the next seven years. The DRRC systems and infrastructure upgrade
commenced in 2006 will be complete by early 2008.
A major hurdle in achieving higher recovery rates and recovery of a wider range of
material/product types is, in most cases, the cost to process or recycle a particular
product after it is collected. For example, the cost of dismantling a television into its
component parts costs significantly more than what it currently costs to dispose the entire
unit at landfill.
Actions:
 In partnership with the facility manager (Outlook Environmental) and
Sustainability Victoria (SV), continue to seek opportunities to expand the use of
the DRRC for the recovery of municipal solid waste, increase material recovery
rates, and minimise the environmental impacts of the operation.
 Work with SV in its endeavours to establish product stewardship schemes

across major waste streams with emphasis on E-Waste.
"Business is the economic engine of our Western culture, and if it could be

transformed to truly serve nature as well as ourselves, it could become
essential to our rescue"
Karl-Henrik Robert, Founder of The Natural Step
25
Objective F – Increase the commitment of Darebin residents to sustainable
waste management.
While the community has embraced recycling as an environmental initiative, the

community has not yet embraced en masse the more environmentally important concepts
of waste avoidance and reduction.
Sustainable homes:
Ideally every residence would be self sufficient with respect to clean energy, water use
and waste. Very good work has been undertaken in recent years focusing on sustained
behavioural change at the household level and this work is currently ‘headlined’ by the
Sustainable Homes Program. Clearly it is not possible to expect total self-sufficiency from
all urban sites; however, there remains considerable scope for residences to significantly
reduce their environmental impact on waste, energy, and water in the home.
A simple example of sustainable waste practice at home is for residences to compost

their organic waste on their own property. A more difficult challenge is to empower the
community to avoid the purchase of goods that have a short useful life, are over
packaged and/or non recyclable.
The City of Darebin recognises that as a key principle, sustainable waste practice should
begin in the home, supplemented by Council kerbside waste services to manage waste
on a larger scale.
Actions:
 Continue with and expand Darebin sustainable living education and
behavioural change programs in accordance with section 7, Behavioural
Change Planning Process, of this strategy.
 Work with MWMG and Sustainability Victoria (SV) waste education and
behavioural change professionals to design and implement programs to
encourage waste avoidance through all community sectors.
 Work with SV, MWMG, other Councils, and industry to explore opportunities to
introduce greater consumer purchasing choice for sustainable goods and
services.
26
5.5. Resource and Waste Efficiency within Business
The business sector produces a significant amount of solid waste, inclusive of retail,
manufacturing and service activity. If TZW targets are to be met this sector of the
community will have to make a significant contribution to waste reduction over coming
years.
Objective F – Increase sustainability awareness and resource recovery rates

from Darebin business.
Engaging with business is challenging because of the diversity of commercial and

industrial activity involved. In particular, in the small business sector environmental issues
in many cases come second to day-to-day operational and financial priorities.
Historically, Council has only provided full waste and recycling services to domestic
households and a very limited waste service to the business sector. This has been the
case because the waste management requirements and costs vary across business
considerably. Typically this sector nearly always arranges waste and recycling services
on their own through private waste service providers.
Recycling and resource recovery rates in the business sector vary depending on what the
business is producing or providing, the size of the business, and the environmental
values of the organisation. Strip shopping centres pose a particular challenge because
they are essentially made up of small business located on main roads and in areas not
easily accessible for efficient waste collection activity.
Despite past and current service delivery policy for this sector there may be scope to
investigate the feasibility of introducing some form of optional business kerbside recycling
service similar to the optional greenwaste service currently provided to domestic
residences.
Actions:
 Work with SV, MWMG and other Councils to foster attitudes and business
practice that supports the broader elements of sustainable production and
consumption.
 In accordance with section 7, Behavioural Change Planning Process,

investigate ways to encourage business to better reduce and recycle their
waste stream.
 Investigate the feasibility of introducing an optional kerbside commingled

recycling service for the business sector.
27
5.6. Year 1 Action Plan
Action Sector Actions Responsibility Cost
Section - Council Review waste data collection systems at Manager Environmental Within
5.3.1 A Operations - Preston Municipal Offices and Works Depot. Engineering current
General Develop new or improved data collection budget
systems to enhance waste management Support: Sustainability
monitoring and reporting. Education Officer
Section - Council Review data/information collection and Co-Coordinator Procurement & Within
5.3.1 B environmental reporting systems. Develop new or Contracting current
purchasing improved data monitoring systems. budget
Commence planning for staff engagement Support: Manager
program targeting key staff. Environmental Engineering,
Sustainability Education Officer
Section - Council Continue to work with Sustainability Manager Environmental Within
5.3.1 C advocacy Victoria, MWMG, MAV and other like- Engineering current
minded organisations to pursue the budget
establishment of product stewardship Support: Sustainability
schemes across major waste streams with Education Officer
emphasis on E-Waste.
Section - Household Continue the Spring into Compost and Sustainability Education Officer. Within
5.4.1 D kerbside Sustainable Gardens Programs. Support: City Services & current
waste MWMG staff budget
Complete review of residential waste and Manager Environmental
recycling bin standards. Engineering
Continue to work with MWMG and other

agencies towards the establishment of
practical and economically viable kerbside
collection systems to meet TZW targets.
Section - Other Continue to work with Outlook Coordinator Roads & Resource Within
5.4.1 E household Environmental to identify and implement Recovery current
waste opportunities to reuse or recycle waste Support: Sustainability budget
collected at the DRRC. Education Officer,
Manager Environmental
Engineering
5.5.1 F Business - Carry out an issues, attitude and needs Manager Environmental Within
SME waste survey of SME as a first step into the Engineering current
recovery feasibility of considering a Council budget
sanctioned business recycling service Support: Performance support
option. staff and specialist contractor
5.7. Resources and Actions beyond Year 1

Action plans, budget and resource requirements will be developed yearly in conjunction
with the overall objectives of the strategy. Yearly action plans will be developed by
January of each year to inform the budget process for the following financial year.
28
6. Litter Strategy
Overview:
The Darebin Litter Strategy was completed in 2003. It focuses on litter reduction
initiatives and its implementation has broad impact on local amenity issues as well as
storm water management, particularly in the area of gross litter and pollution
management.
The 2003 litter strategy had over 50 recommended actions relating to commercial sites,
community use of open space, industrial sites, construction sites, Council services, litter
enforcement procedures, public transport and community perception.
Sustainability Victoria is currently preparing a major new litter strategy. It is timely that
the Darebin Litter Strategy is due to be reviewed. The State Litter Strategy will guide and
inform the review of the Darebin Strategy.
A preliminary ‘table top’ review of the 2003 Darebin Strategy reveals mixed results thus
far for the range of actions and initiatives listed. There were perhaps optimistic
expectations on what could be undertaken in terms of internal resources and capital
expenditure. Actions and initiatives fall in the category of discreet or ongoing and had
various priorities attached to them. Balancing resource levels between ongoing and
discreet actions has led to Darebin Council focusing on key actions. Key achievements
thus far include:
 The introduction of ‘best practice’ kerbside recycling using fully enclosed bins to
reduce the incidence of litter from this service.
 A review of the litter bin service and system resulting in rationalisation of bin
locations, capacity and service frequency.
 Changes to the Hard Waste service providing for the collection of waste from
within property boundaries.
 An update of the Syringe Strategy aiming to reduce numbers found in public
open space.
 Establishment of Edwardes Lake NEIP program with objectives including
reduction in litter and improved amenity.
 A sustained focus on EPA litter abatement notice strategy targeting household
waste dumped on nature strips and providing a notional clean up saving of about
$50,000 pa.
 Revised waste services for sporting clubs including introduction of recycling
collection service.
 Let 15 year contract for the redevelopment, operation and management of the
Darebin Resource Recovery Centre. When redevelopment is complete (2008)
operational and financial incentives will be in place to encourage greater
community use of the facility.
 A Council Officer has been dedicated to enforcing planning requirements
including the management of litter and rubbish associated with private
construction throughout the municipality.
Of the actions listed in the 2003 Strategy few can be removed from the list for being
100% complete. Many actions require involvement and commitment to the Strategy to
varying degrees from other Council Departments. There is a need to better coordinate
strategy activities/actions across Council and to develop a process that creates greater
29
ownership of the strategy across Council showing as a commitment in annual service
plans.
A part measure of the community’s satisfaction with amenity and litter management may
be seen in the community survey results for the street sweeping service. Over the past
seven years there has been a general decline in satisfaction with service, a marked
increase in satisfaction in 2003 and again a general decline to 2005. Reasons behind
this trend are not obvious and will need to be addressed during the full strategy review.
Despite improvements to Council services that have in the past contributed to litter rates,
there does not seem to have been any marked improvement in public behavior with
respect to dumped rubbish and general littering. While no one council can claim to have
litter ‘totally under control’, local governments cited as being at the forefront in ‘best
practice litter management’ demonstrate a strong focus on the three key elements of
education, investigation/enforcement and timely clean up.
The Darebin Litter Strategy and its associated actions and activities will be reassessed
after the new State Litter Strategy is developed by Sustainability Victoria.
30
7. Education and Behavioural Change Process
The terms waste education and education strategy have been narrowly used in the past.
It is now recognised that education and communication strategies should be viewed as
sub sets of a wider process to achieve sustained behaviour change in relation to the way
we deal with our waste and sustainability problems. A behavioural change process in
turn forms a critical part of the overall implementation process of a strategy.
Successful implementation of this strategy will be determined by the ability to overcome

barriers to behavioural change. This is common to all three sectors: Council, community,
and business.
Achieving sustained behavioural change will require the identification of barriers to such
change for each objective and developing a set of behaviour change tools and
engagement process to encourage waste minimisation and better use of our resources.
Support mechanisms will need to be provided at all stages of the process and the
process will require ongoing work with individuals and groups within Council and
throughout the community to develop easy practical measures for individuals and groups
to live a more sustainable lifestyle.
Such a process to be used in pursuit of the previously listed objectives can be described
as follows:
Behavioural Change Planning Process to Support Strategy Objectives

Objectives
For Each Objective
IdentifyWHAT
Identify WHATneeds
needsto
tobe
bedone
done
PProrovi
orneeds
or needsto
tobe
bedone
donebetter
better
vidde
e SSUP
UP PO
Identifyand
Identify andput
putaaPRIORITY
PRIORITYon onareas
areas&&
activitythat
thatwill
willgive
givegreatest
greatestreturn
returnfor
foreffort
effort
PO RT
activity
RT to
to ov
oveerc
IdentifyBARRIERS
Identify BARRIERSthat
thatwill
willmake
makeachieving
achieving
theobjective
objectivedifficult
difficult
rcoom
the
mee b
baar rrie
ENGAGEstakeholders
ENGAGE stakeholdersto
todevelop
developIDEAS
IDEAS
rie rs
andSELL
and SELLbenefits
benefits
rs to
to ch
chaan
DESIGN&&IMPLEMENT
DESIGN IMPLEMENTnew newor
orrevised
revised
nggee
policiesand
policies andprocesses
processes
MEASURE&&COMMUNICATE
MEASURE COMMUNICATEprogress
progress&&
RECOGNISEachievement
RECOGNISE achievement
"The future belongs to those who understand that doing more with less is
compassionate, prosperous, and enduring, and thus more intelligent, even
competitive." Paul Hawken
31
8. Implementation, Targets, Monitoring and Review
8.1. Implementation
Objectives of the strategy will be achieved by adhering to the City of Darebin planning
framework.
This framework engages a ‘top down’ planning approach to ensure that the Council
Plan, as Councils overall strategic document for setting future directions, is used as the
basis for the development of annual service and department plans.
Specific initiatives and actions in support of the goals of the waste management strategy
will be identified and incorporated into the service plans of all Council departments.
Some of the initiatives adopted in branch and department plans will be Darebin exclusive
while others will be dependent on industry developments outside the direct influence of
Darebin.
To achieve Waste Avoidance and Reduction within Council commitment will be

required at all levels of the organisation. Success will be measured through the
continuing development of a culture of sustainability throughout all Council activity. This
culture will need to be reflected in the activities and initiatives targeted in annual and
departmental plans.
Progress towards Waste Avoidance and Reduction within Households will be in part
dependent on emerging developments outside direct control of Council. For example the
potential development of large scale technology processing centres to achieve recovery
targets will be necessary before Darebin can specifically take action to recover a
significant percentage of food organics from the waste stream.
The business sector is growing in its environmental conscience but is still afflicted with
competing demands when placing a priority on sustainable practice against daily
business activity. Business generally manages its own waste (generated from
commercial activity) and as such engagement strategies with this sector will be different
to those with the residential sector. Developing a culture of Waste Avoidance and
Reduction in Business will need to be a collaborative effort between state agencies,
local government and the business sector.
"If we do not change our direction, we are likely to end up where we are
headed."
Chinese Proverb
32
8.2. Targets
8.2.1. Council
TARGET Time Frame
65 per cent of solid waste generated from Council activity will By 2014
be recovered for reuse or recycling.
Council spending on goods assessed as having environmental By 2014
benefit to increase as a percentage of total expenditure.
All contracts will schedule environmental performance By 2010
standards to be met for materials used and work practices
employed in carrying out the works.
8.2.2. Households
TARGET Time Frame
A sustained downward trend in the quantity of household waste By 2014
generated and presented at the kerbside for collection as
measured by kg per person per year.
Recover 45 percent of kerbside waste (by weight) for reuse and By 2009
recycling.
Recover 65 per cent of kerbside waste (by weight) for reuse By 2014
and recycling.
Recover 60 per cent of waste received at Resource Recovery By 2010
Centre (by weight) for reuse and recycling.
Current Kerbside Waste Stream- 2006 Target Kerbside Waste Stream - 2014
Recovered Recovered
Recycling Garden Recycling
Food &
27% Organics 31%
Garden
17% Organics
43%
Residual
Garbage Waste (No
(Inc food) Food)
56% 26%
8.2.3. Business
TARGET Time Frame
Complete an issues and options paper for improved waste By 2008
recovery/recycling services for SME’s.
All Darebin SME’s will be provided detailed information on By 2009
resource recovery and recycling options.
33
8.3. Monitoring
Monitoring of progress on waste management initiatives in support of this strategy’s

objectives within individual plans will occur as part of the corporate planning review
process and be measured by a number of indicators listed below.
This strategy supports the statewide municipal waste targets set under the Victorian
Governments Towards Zero Waste Strategy:
 Recover 65 per cent of solid waste (by weight) for reuse and recycling by 2014.
Performance Indicator Measure Monitoring Frequency

Council
Waste to landfill from Waste to landfill from Annual
Council activities. Council offices to decrease
Council spending on Annual expenditure on Annual
environmentally preferred environmental products to
products. increase as a percentage of
total expenditure.
Households
Residential onsite No of residences Annual
composting and/or worm composting and/or worm
farming farming.
Residential kerbside waste Household waste per Annual
to landfill person per year to landfill
Total residential waste & Household waste and Annual
recyclables presented for recyclables per person per
kerbside collection year in kerbside bins
Waste received at Darebin Percentage of waste Annual
Resource Recovery Centre received, recovered for
diverted from landfill. recycling or reuse
Business
Business engagement No of Darebin businesses Annual
programs participating in waste wise
programs
“If you don’t measure it, you can’t manage it”
34
8.4. Review
The Environmental Strategy Branch will coordinate an annual review of the strategy with
representatives from City Services and in the process assess performance against
indicators.
The review will consider achievements, industry developments requiring adjustment to
initiatives and programs and any other issue that may be affecting implementation of the
strategy.
Outside annual corporate reporting processes, Council will be kept informed on the
progress of the Strategy and specific projects coming out of the strategy as the need
arises.
8.5. Waste Management Policies and Procedure
As part of the implementation process waste management policies relating to various

service programs will be reviewed and varied where appropriate to assist in meeting the
stated objectives in this strategy document.
It is expected that as part of the implementation of this strategy, waste service policies
and procedure affecting the following activities will be reviewed or created where none
currently exist:
 Residential waste and recycling bin standards.

 Multi unit development recycling.
 Procedure for access to waste collection services for residents with a disability
incorporating internal process check list.
 Procedure for addressing excess residential waste generated at specific
residences.
 Waste service entitlement categories.
 Procedure for managing and reducing waste generated in public open space.
 Charitable goods collection systems.
 Pre-booked hard and green waste service.
"The future is not completely beyond our control. It is the work of our own
hands."
Robert F. Kennedy
35

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CITY OF DAREBIN

AWT Alternative or Advanced Waste Technology

CDL Container Deposit Legislation

EAT Darebin staff Environment Action Team

EPA Environment Protection Authority Victoria

EPR Extended Producer Responsibility

E-Waste Electronic goods waste

DRRC Darebin Resource Recovery Centre

MLGWF Metropolitan Local Governments Waste Forum

MWMG Metropolitan Waste Management Group

NEIP Neighborhood Environment Improvement Plan

NPC National Packaging Covenant

SME Small Medium Enterprise

MGB Mobile Garbage Bin

 Households - Waste Avoidance and Reduction within Households (Empowering

 Business - Waste Avoidance and Reduction within Business (Influencing business to

The City of Darebin recognises that as key principles:

 Council must be seen to be a credible leader through its own actions if it is to

A series of behavioural change programs (similar to the City of Darebin Sustainable

“Reducing waste at source is the best way to prevent pollution”

Waste Avoidance and Reduction within Council:

 Improve Councils resource management in all facets of operations focusing on waste

 Strengthen Councils environmental purchasing policy and practice.

 Strengthen Councils advocacy for the introduction of industry based product

Waste Avoidance and Reduction within Households:

 Introduce new kerbside collection systems to increase waste diversion rates.

Waste Avoidance and Reduction within Business:

 Investigate resource recovery and recycling opportunities for business.

 Increase businesses awareness of available waste management options.

Reduce solid waste Develop improved

"Tug on anything in nature and you will find it connected to

Provide residents the Continue to develop and

Continue to work with

Review, modify and or

After new State Litter

Increase environmental Work with SV, MWMG

Objectives of the strategy will be achieved by adhering to the organisational planning

“Disposing of wasted materials represents defeat”

This strategy provides a framework to address the considerable challenges ahead. As

Waste Management is important because:

3.2. Waste – Who is responsible?

The overall quantity of waste produced by our society is increasing. Fuelled by

3.3. Waste Management in Darebin – The Journey so far!

In recent years major waste management initiatives in Darebin have included:

3.4. Darebin Waste Profile

3.4.2. Waste Services Provided by Council:

Service Summary of Service

3.4.3. Kerbside Waste and Recycling Facts and Trends

Household waste trends in Darebin 1999 to 2006

Fig 2: Household waste trends in Darebin 1999 to 2006

Fig 3: Breakdown of household garbage stream in Darebin

Compost Bin or Worm Farm Usage in

Darebin Municipal Precinct

3.4.5. Commercial and Industrial Profile

Aerial Photograph of a typical Light Industrial District

Aerial Photograph of a Retail/Commercial District

Darebin Resource Recovery Centre

William Ford Jr., Chairman, Ford Motor Co

4.1.1. The City of Darebin Council Plan 2005-2009

4.1.2. Regulatory Framework

4.1.3. Towards Zero Waste Strategy

TOWARDS ZERO WASTE STRATEGY (TZW)

VICTORIAN SOLID WASTE