Recycling-and-Waste-Management-Business-Plan

Agenda Item: 14
Meeting of: Cabinet
Date of Meeting: Monday, 28 March 2022

Relevant Scrutiny
Committee:
Environment and Regeneration
Report Title: Recycling and Waste Management Business Plan and Strategy (2022 - 2032).
To seek approval of a Recycling and Waste Management Business Plan and a

Purpose of Report: number of related actions and to agree in principle a new 10-year Recycling
and Waste Management Strategy (2022 - 2032).
Report Owner: Cabinet Member for Neighbourhood Services and Transport
Responsible Officer: Miles Punter - Director of Environment and Housing
Cabinet Member for Neighbourhood Services and Transport

Head of Neighbourhood Services & Transport
Principal Accountant - Environment & Housing
Elected Member and Operational Manager - Accountancy
Officer Consultation:
Legal Services (Committee Reports)
Head of Policy and Business Transformation
Policy Framework: This report is a matter for Executive decision by Cabinet
Executive Summary:
• The Council has adopted the Welsh Government ‘collections blueprint’, which requires domestic
recycling to be separated on the kerbside for collection and is in the process of rolling this service
out across the Vale of Glamorgan.
• The ‘collections blueprint’, along with other measures to enhance the Council's recycling service,
ensuring compliance to current Welsh Government (WG) guidance and waste related legislation
have successfully been introduced in the rural Vale and in Barry. The rollout to Dinas Powys and
Penarth is due to take place when the Waste Transfer Station at Barry is completed later in 2022.
• The Council now needs to adopt a long term Strategy to imbed the domestic recycling and waste
collection already agreed and to plan for the up to 10 years hence, it also needs to agree a
business plan now that is linked to its long term aspirations.
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Agenda Item: 14
• This report seeks the approval of a Business Plan case that identifies the resources, staffing and
budget necessary to deliver the Recycling and Waste Management Strategy together with the
infrastructure and capital funding that will be required.
• A number of waste service contracts are due to expire shortly and the report seeks short
extensions to these contracts at similar terms and conditions to allow continuity of the related
services.
• It was difficult to subject these services to tender sooner as the revenue cost pressure for the
Waste Management Service for 2022/23 has only recently been agreed.
• The report also seeks approval in principle of a draft 10-year ‘Recycling and Waste Management
Strategy’ that formalises this service delivery along with other measures to ensure the Council
meets its environmental ambitions and Statutory Recycling targets. This is a key contributing
action to the Council’s decarbonisation programme, Project Zero.
• Should the Strategy be agreed in principle it would then be subject to a 12 week public
consultation period, which would also require consideration of the Strategy by the relevant
Scrutiny Committee.
• The report also provides an update in respect of the Reuse Shop located at Atlantic Trading
Estate which is currently under construction and the opportunities for a replacement Household
Waste Recycling Centre at Llandow for the Western Vale.
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Recommendations
1. That Cabinet approve the Business Plan and the revised staffing structure detailed
within the Report.
2. That Cabinet approve the proposal detailed within the Report to retain Cowbridge
Compost as an additional recycling processing facility.
3. That delegated authority is granted to the Director of Environment and Housing in
consultation with the Cabinet Member for Neighbourhood Services and Transport,
the Monitoring Officer/Head of Legal and Democratic Services and the Head of
Finance to extend the current contract with Cowbridge Compost on similar terms
and conditions, for a period of up to 6 months from 1st April 2022.
4. That delegated authority is granted to the Director of Environment and Housing in
consultation with the Cabinet Member for Neighbourhood Services and Transport,
the Monitoring Officer/Head of Legal and Democratic Services and the Head of
Finance to extend the Processing of Recyclable Materials (comingled contract) on
similar terms and conditions for a period of up to 6 months from April 30th 2022.
5. That Cabinet agree the use of £250k of the Neighbourhood Services and Transport
Reserve to establish a new material values fund.
6. That Cabinet note the budget required beyond 2024, to deliver the Strategy.
7. That Cabinet agrees in principle to the replacement of the Household Waste
Recycling Centre at Llandow and the development of fleet parking at Atlantic Trading
Estate subject to sufficient funding being made available in the Council's capital
programmes.
8. That Cabinet approve in principle the draft 10-year Recycling and Waste
Management Strategy 2022 – 2032, subject to the outcome of a 12-week public
consultation to be undertaken in Summer 2022.
9. That Cabinet refers recommendation 8 above to Scrutiny Committee (Environment
and Regeneration) for their consideration.
10. That the use of the urgent decision procedure as set out in Section 14.14 of the
Council’s Constitution is exercised in respect to recommendations 1,2,3 and 4.
11. That Cabinet delegates authority to the Monitoring Officer/ Head of Legal and
Democratic Services to execute the agreements referred to in Recommendations 3-
4.
Reasons for Recommendations

1. To ensure the service has the appropriate resources to effectively manage new
infrastructure and to complete the implementation of the "collections blueprint"
namely source separated recycling collections.
2. To ensure the service has the most efficient viable option available for the collection
of recycling in the Rural Vale.
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3. The current contract expires on 31st March 2022 and the short extension will ensure
continuity of service for local Rural Vale collections for a short period, to allow a
new contract to be drafted for a longer duration based on the new requirements for
this site when the Barry site comes into operation.
4. The contract expires on 30th April 2022 and this short extension provides for
continuity of service for co-mingles collections whilst the new contract is tendered
and agreed.
5. The contract expires on 30th April 2022 and this short extension provides continuity
of service for co-mingled collections until the new contract is agreed. To reduce any
potential impact on the delivery of frontline services and to ensure there is
sufficient contingency when markets fluctuate and income reduces.
6. To ensure there are appropriate resources to deliver the proposed Recycling and
Waste Management Strategy (2022-2032).
7. To ensure a long term modern HWRC facility is available for residents based within
the Rural Vale and to provide the recycling and waste service with parking adjacent
to the Resource Recovery Facility to maximise operational efficiency and to reduce
unproductive time.
8. To ensure the Council has a defined consulted on strategic plan to achieve its
statutory recycling targets, its environmental ambitions and complies with current
waste legislation.
9. To provide the Environment and Regeneration Committee with an opportunity to
consider the details of the proposed 10-year Recycling and Waste Management
Strategy.
10. To allow the current contracts to be extended with no risks to the continuity of
waste services.
11. To provide authority to ensure that legal agreements are in place.
1. Background
1.1 Cabinet on 6th July 2011 (minute no. C1367) revised the Council's Municipal
Waste Management Strategy (MWMS) to reflect the changes in service delivery
that were considered necessary at the time to meet WG recycling targets.
1.2 The 2011 review changed from collecting dry recycling source separated to being
collected co-mingled. This was to ensure the Council met statutory recycling
targets (SRTs) of 52% by 2012/13, 58% by 2016/16 and towards 64% by 2019/20.
1.3 Subsequent changes to the European Union (EU) Waste Framework Directive
(WFD) which provides the legislative framework for the collection, transport,
recovery and disposal of waste, changed UK legislation through the Waste
(England and Wales) (Amendment) Regulations 2012 which were laid before
Parliament and WG on 19th July 2012 and came into force on 1st October 2012.
1.4 The amended regulations relate to the separate collection of waste. From 1st
January 2015, waste collection authorities had to collect waste paper, metal,
plastic and glass separately. It imposed a duty on waste collection authorities
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from that date, when making arrangements for the collection of such waste to
ensure that those arrangements are by way of separate collection.
1.5 As a result of the changes to the WFD and changes to UK legislation, Cabinet on
23rd February 2015 (minute no. C2660) agreed to carry out a recycling collection
assessment to determine whether the existing kerbside collection arrangements
were compliant to current legislation.
1.6 Cabinet on 19th February 2018 (minute no. C235 refers) considered the outcome
of the work undertaken by Waste Resource Action Programme (WRAP) who
independently carried out the various assessments.
1.7 Cabinet on 2nd July 2018 (minute no. C356 refers) approved the full
implementation of the `collections blueprint` namely a source separated
recycling collection service as the future Strategy for the collection of recyclables.
Such a service is most likely to achieve SRT's and be the most sustainable, with
the lowest carbon impact.
1.8 Council on 26th July 2021 (minute no. C296 refers) approved the Council’s Project
Zero Challenge Plan. The Plan sets out the response to the declaration of a
climate emergency made by Council in 2019 and details the challenges and steps
the organisation will take to become net zero by 2030.
1.9 Within the Project Zero Challenge Plan there is a specific challenge to “Reduce
waste and put in place the necessary facilities, services and awareness raising for
a more circular economy with a strong emphasis on reuse, repair and recycling”.
The adoption of a Waste Strategy is a key step for the Council in meeting this
challenge.
2. Key Issues for Consideration

2.1 This Report provides, for consideration, a draft Strategy that sets out a plan to
ensure the Council achieves future SRT's, sustainable markets for recycling
materials that best achieves the ambitions of a circular economy for Wales, and a
service that considers the impact on our environment which is sustainable and
minimises our carbon footprint.
2.2 The proposed draft Strategy (Appendix A) considers our actions in the form of a
10-year plan (2022-2032) and aligns with WG priorities for recycling and waste
which are:
Provision of kerbside collection services that reduce residual waste arisings,
collect high levels of clean recyclables and are at lowest overall financial cost.
Collection services that are delivered in a way that helps elicit the desired
behavioural changes amongst householders whilst at the same time
providing convenience.
Provision of kerbside collection services that can provide source segregated
food wastes to anaerobic digestion facilities that produce renewable energy
and soil fertilizer.
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Provision of well signed, equipped, and staffed Household Waste Recycling
Centres that enable as many people as possible to access facilities for
recycling as wide a range of materials as possible.
2.3 The proposed draft Strategy ensures the Council aligns its targets with the
ambitions set out in the National Strategy to achieve a 27% reduction in the
amount of waste produced across all sectors and that 70% of waste produced
will be recycled. Of the remaining 30% a maximum of 5% will be permitted to
landfill with the remaining amount to Energy from Waste.
2.4 WG has introduced ambitious statutory targets for municipal waste. The targets
bring with them substantial financial penalties of £200 per tonne, for not
meeting the required levels of recycling and/or exceeding the allowable levels of
landfill.
2.5 As well as recycling and waste specifics, namely; legislation, operational
performance and targets, the draft Strategy also considers the Council’s values,
objectives and commitment to a sustainable environment to reduce its carbon
footprint. As noted above, Project Zero contains a specific challenge regarding
the Council’s processing of waste and recycling, with the Strategy being an
important step towards achieving this challenge. The draft Strategy will also
contribute to other elements of the Project Zero Challenge Plan in involving and
engaging the public, promoting behaviour change and ensuring greater
awareness of the impact of individuals on Wales’ carbon footprint.
2.6 The draft Strategy also identifies the new infrastructure required that will
enhance services and provide solutions for ongoing concerns. These are a new
Household Waste Recycling Centre to replace the existing site at Llandow and the
development of recycling and waste fleet parking adjacent to the new Resource
Recovery Facility (RRF) currently being built on Atlantic Trading Estate.
2.7 Additionally, attached to the draft Strategy is a 10-year action plan that identifies
and prioritises the necessary tasks associated with the delivery of the Strategy
and to ensure the Council meets its ambitious targets and legislative
requirements. Other aspirations and targets can be added to the Plan as they are
identified over the duration of the Strategy.
2.8 At present the Council is the 2nd highest performing Council in Wales in terms of
statutory recycling rates and the current league table is detailed in table 1 below.
2.9 The last validated performance (1st April 2020 - 31st March 2021) has recently
been audited and published by Natural Resources Wales (NRW) and it confirmed
the Council's annual reuse, recycling and composting rate at 70.6% which was
the second highest recycling rate behind Pembrokeshire County Council.
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Table 1.
Recycling
Recycling
Local Authority Performance
Position
%
1 Pembrokeshire 73.2
2 Vale of Glamorgan 70.6
3 Conwy 70.2
4 Ceredigion 70.2
5 Bridgend 69.2
6 Monmouthshire 68.4
7 Neath Port Talbot 67.6
8 Newport 67.2
9 Merthyr Tydfil 67
10 Wrexham 66.9
11 Rhondda Cynon Taf 66.7
12 Carmarthenshire 66.3
13 Powys 66.1
14 Isle of Anglesey 65.7
15 Gwynedd 65.5
16 Denbighshire 64.8
17 Swansea 64.5
18 Blaenau Gwent 64.3
19 Flintshire 64
20 Torfaen 62
21 Caerphilly 61.9
22 Cardiff 55.8
All Wales Summary Average

Rural 68.1
Urban 62.5
Valley 65.6
All Wales Performance 65.4
2.10 Additionally, during 2020/21, the Council landfilled a total 116 tons of waste
which was the least by any Local Authority in Wales and represented a landfill
rate of 0.2% compared with 1.13% from the previous year. The combined
percentage of waste in Wales sent to Landfill was 4.85% which demonstrates
that our kerbside residual waste restrictions, our communications and the use of
energy recovery for waste, continue to be extremely effective.
2.11 To complement our strategic achievements to date and to ensure the required
funding is used as efficiently as possible, the service area invited WRAP
consultants to review and subsequently redesign collection routes using the
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latest route optimisation software to ensure the resources and performance
areas efficient as possible.
2.12 These completed routes are being implemented as we introduce the phases of
the collections blueprint and the associated resources match those identified in
the original business case for the service change.
2.13 Ensuring that waste rounds are structured in the most efficient way, enables the
most prudent use of resources, namely vehicles and collection staff. The Business
Plan (Appendix B) identifies the collection teams required to do this as well as
catering for the household growth identified in the Adopted Local Development
Plan (LDP).
2.14 Additionally, service performance reviews are featured within the Strategy action
plan to ensure the service area remains as efficient as possible in later years and
the use of resources and the Council's performance will be a key feature.
2.15 This will be essential as it is difficult to assess a like for like service whilst we are
still in transition. However, once all the changes are introduced the service will
be able to benchmark service costs and performance through the WLGA and
against comparable authorities in Wales.
2.16 The Business Plan identifies the budget required to deliver the requirements and
actions associated with the new proposed Recycling and Waste Management
Strategy (2022-2032). It also sets out the infrastructure and resources required to
collect the various streams of recycling and waste and the frequencies of
collection for the full roll out of the `collections blueprint` as well as any
contractual engagements for the supply of services for now and in the future.
2.17 There are still two phases to implement to complete the full roll out of source
separated recycling collections and that is, the introduction of phase 3 which is
the remaining households in Dinas Powys, Llandough, Penarth, Sully and
surrounding areas and the transfer all flats and apartments onto the same
service.
2.18 The current comingling contract is due to expire in on 31st March 2022 and it is
recommended that this be extended for a period of up to 6 months as this
service is currently out to tender. This will allow for the tender return and for
Cabinet to accept the most economically advantageous tender.
2.19 A short contract (up to 18 months) will be let to allow for any comingled material
collected to be recycled whilst the service completes its transition to source
segregated.
2.20 Both pending service changes are reliant on the new RRF at Atlantic Trading
Estate being operational as the small facility located in Cowbridge serving the
rural Vale and Barry is at capacity.
2.21 It is anticipated that construction will be completed and the new RRF will be
operational from September 2022, therefore this will allow the final service
changes to be introduced from October 2022. This will be consistent with the
previous roll outs also implemented to the rural Vale (October 2019) and Barry
(October 2020).
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2.22 Once the permanent RRF is fully operational in Barry it is proposed that the site
in Cowbridge be retained to serve the rural Vale and to save unnecessary mileage
to Barry, provide additional resilience and operate as a contingency site, for the
service.
2.23 A new contract will need to be entered into for this and further work is required
to define the details of this new contract. It is therefore recommended that
Cabinet agrees to a short extension of the existing contract on similar terms and
conditions to allow this work to be undertaken.
2.24 A case study identified that this was the most favourable option for the service
and the results are detailed in the Business Plan (Appendix B refers).
2.25 The Business Plan also identifies the staff required along with the revised budget
necessary to manage the new infrastructure and the delivery of the service for
the duration of the Strategy, as it is currently drafted.
2.26 A new suggested staffing structure is appended below for consideration. Existing
posts are highlighted in blue and the new proposed posts, are in green. The
Operational Manager in this service area reports to the Head of Neighbourhood
Services and Transport and the details of the whole Directorate are detailed
within the Business Plan.
Figure 1. Proposed restructure of Neighbourhood Services [Operations].
2.27 All the new posts are subject to Job Evaluation, but they have been costed at the
likely grades and the job descriptions are attached to the business plan.
2.28 The business plan highlights the current estimated budget gap over the course of
the 10-year Plan, but it also seeks to address the funding gap in the current
service which has been evident for several years.
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2.29 The increase in service costs over the last few years is mainly as a result of
historic vehicle efficiency savings attributed to the service which have proved
difficult to identify while there remains significant downtime involved in
travelling to Cardiff to dispose of Co-mingled recycling, Residual, Food and Green
Waste and travelling to Cowbridge to offload source separated recycling.
2.30 There have also been substantial increases in co-mingled recycling processing
costs which have increased by approximately £1.5m per annum over the last 5
years.
2.31 The change to source separated recycling collections has helped reduce
treatment costs although this collection method is considerably more labour
intensive.
2.32 The budget shortfalls experienced over recent years have been mainly funded
from the Neighbourhood Services reserve however this reserve is heavily utilised,
and it is not sustainable in the long term.
2.33 The estimated summary profile of the revenue budget for the next 10 years is
shown in table 2 below and includes the incremental changes in the years
corresponding to the actions identified in the action plan attached to the
Strategy.
2.34 The table uses current average income prices for source separated recycling
material. Costs have been inflated by 3% year on year and the annual budget,
inflated by 1% per annum. The table also identifies the current funding gap.
Table 2.
Scenario 1 – Budget Gap 2022/23 onwards – Using average prices for recycling
materials
Total budget Total budget

requirement – – current
Estimated
Revenue (3% (assumed
funding gap
inflation per 1% inflation
annum) per annum)
Phase 3 rollout
2022/23 £10,605,206 £10,206,049 £399,157
from October 2022
First full year of full

2023/24 £10,343,507 £10,308,110 £35,397
rollout
2024/25 £10,745,267 £10,411,191 £334,076
2025/26 £11,114,787 £10,515,303 £599,484
2026/27 £11,383,926 £10,620,456 £763,470
2027/28 £12,511,521 £10,726,660 £1,784,861
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2028/29 £12,918,198 £10,833,927 £2,084,271
2029/30 £13,322,471 £10,942,266 £2,380,205
2030/31 £13,747,239 £11,051,689 £2,695,550
2031/32 £14,185,409 £11,162,206 £3,023,203
2.35 The waste budget has been under significant pressure for several years ever
since the cost of treating co-mingled recycling increased due to the decision of
China to ban imports of these materials. To reduce this pressure and to enable a
sustainable budget footing going forward, a cost pressure of £1.4m has been
awarded to the waste budget in 2022/23 which has been built into the budget
figures above.
2.36 The budget gap is still estimated as £399k in 2022/23. It is estimated to be higher
in order to sustain two separated services by maintaining the comingled service
in Penarth and supporting the transportation of source separated materials
collected from Barry, until the completion of the last phases of the service
changes. This additional £399k will continue to be funded from Neighbourhood
Services and Transport reserves.
2.37 For later years the funding gap increases mainly due to inflation added at 3% plus
new developments that will increase service demand and the numbers of
properties requiring recycling and waste services.
2.38 There is a likely large increase of over £1m in the annual costs of running the
service in 2027/28 as this is the estimated year that we anticipate electric or
alternative fuel vehicles will be introduced. However this is a rough estimate of
costs based on what is currently known so updates will review this position. The
size of this increase will obviously be dependent on the cost of alternative fuel
fleet at that time.
2.39 It should also be noted that there may be WG grants available for fleet changes
in later years and the service area is already in dialogue with WG about future
fleet changes.
2.40 Recycling markets represent the largest risks to the service revenue budget
moving forward. Table 3 below identifies the possible impacts on the revenue
budget when recycling material costs fluctuate. Recycling markets are known to
be quite hostile and fluctuate monthly.
2.41 Potential funding gaps for 2023/24 are identified in Table 3. This table also
demonstrates the impacts on the service revenue budget when prices fluctuate.
The revised budget being proposed is based on receiving average material prices
based on what we have received since the service started selling source
separated recycling material. The ceiling price indicates the financial benefits
when material prices are at a high price and the floor when material values are
poor.
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Table 3.
Based on
Based on Based on
‘ceiling’
2023/24 ‘average’ ‘floor’ material
material
material prices prices
values
Estimated Service
£10,343,507 £10,877,419 £9,656,185
Cost
Current Estimated
£10,308,110 £10,308,110 £10,308,110
Budget
Estimated Funding
£35,397 £569,309 -£651,924
Gap
2.42 To demonstrate that the `collections blueprint` remains the most cost-effective
service the graph below represents the difference in costs over the 10 years of
the 3 scenarios modelled and compares them to the current budget.
Figure 2
2.43 For the purposes of this analysis an additional line was inserted to show the
projected costs if the Council had remained with a fully co-mingled recycling
service and effectively ‘did nothing’. This is the top line within the graph and
estimates that we would have had a budget shortfall of around £1.4m if staying
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as a fully co-mingled recycling service(2023/24) as opposed to an estimated
budget gap of only £35k based on scenario 1.
2.44 As well as having a budget that matches the services that is delivered, it is
equally important to have a mechanism that protects the annual revenue budget
from such volatile (recycling) markets to which the service is so heavily reliant on.
2.45 To manage the funding gap identified with recycling market fluctuations, it is
proposed that the Council set up a `material reserve`.
2.46 At present, the income from the sale of recyclate materials forms part of the
revenue budget for Neighbourhood Services. The total income for each year is
estimated but, is subject to market forces that are out of the control of the
management team responsible for the budget.
2.47 As material values fluctuate monthly and although it is possible to obtain average
prices on materials through open days by inviting processors to bid for recyclate
prepared for market, these will remain volatile throughout the Strategy period.
2.48 When values are high it benefits the service but when prices fall this significantly
impacts on the revenue budget and increases financial pressure on the delivery
of essential services. This could potentially lead to service failure. It also
necessitates the constant justification of service spend when in reality the
operational costs associated with service delivery are being managed and
controlled.
2.49 The proposed approach is one where surplus income from materials sales is held
in a reserve. A budget for expected income will be set each year based on
historical prices and market trends. It is suggested that the Neighbourhood
Services and Transport Reserve is used to set up the initial £250k fund. This
represents the estimated difference of a 6-month effect of the prices falling from
the current average to an assumed floor price.
2.50 If prices increase and the overall income is surplus to the agreed annual budget
this will be transferred to the fund for use in future years when the income may
fall short of the budgeted amount and a drawdown from the reserve is required.
2.51 The benefit of this system is that it does not penalise the service when prices fall
in any given year or jeopardise service delivery and it gives a more transparent
view of how the operational and controllable revenue costs of service are being
managed.
2.52 The Business Plan, as well as identifying these current and potential revenue
impacts and burdens, also identifies the necessary infrastructure, required, to
ensure the Council can process high quality material and have in place, recovery
facilities that provide contingency and resilience. Additionally, there is a
requirement to build fleet parking and replace the HWRC site at Llandow.
2.53 The proposal to provide fleet parking would provide basic welfare facilities for
waste management staff as well as parking for the recycling and waste fleet.
2.54 There are significant advantages of having parking provision for waste fleet
vehicles opposite the RRF.
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2.55 There is an estimated cost avoidance of over £200k per annum attributed to this
project that will see an enhanced performance of the service. This will be
captured from reduced down time saving on the discharging of loads and
travelling time, back to the Council’s depot in Wenvoe.
2.56 Additionally, there is a modest carbon benefit attributed to the project of 59
tonnes of CO2e per annum. Overall, the fleet parking proposal demonstrates
positive credentials delivering operational efficiencies, revenue savings and
carbon benefits ensuring the long-term resilience and sustainability of the front-
line service.
2.57 As an update in respect of the RRF, construction should be completed early
September 2022 and capital funding of £6m is in place to achieve this (Phase 1).
It is however, continuously challenging keeping the scheme on target and there
are ongoing compromises on the design, due to the unprecedented escalation of
material costs, because of the COVID 19 Pandemic.
2.58 Phase 2 of the site is to develop two separate waste transfer units for residual
and green waste bulk transfer which are not included in the first phase due to
these impacts. The service area has highlighted these unforeseen additional costs
to Welsh Government and requested additional capital support from the
Collaborative Change Programme (CCP).
2.59 The site will still be able to function efficiently as a recycling facility as only phase
1 construction of the RRF is essential to complete the roll out of the remaining
recycling changes. So, it will not restrict progress during 2022.
2.60 However, there will remain productivity gains and operational savings for
capture by completing phase 2 and negating the need for travelling time
between Council locations, the Councils' Energy from Waste (Viridor EfW) facility,
and the Open Windrow Composting (OWC) facility on Lamby Way, Cardiff.
2.61 There will be an efficiency saving not only for recycling and waste collections but
also for the Council's street cleansing teams that will have to travel back and
forth to Cardiff due to the recent closure of Court Road Depot. These will have a
positive environmental impact, as well as enhancing local environmental quality
standards giving additional time associated with street cleansing activities, with
carbon benefits.
2.62 The overall carbon savings from reducing transportation costs by having residual
and green barns has been calculated as 156 tonnes of CO2e and a revenue fuel
saving of approximately £82k and additional operational time for all services.
2.63 If no further funding is available in 2022/23, then the service area will reapply to
WG in later years as well as submitting annual capital requests internally for
consideration.
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2.64 Also within the Strategy capital programme is the need to replace and update the
HWRC facility at Llandow. There is an existing capital budget of £1.9m but it is
estimated that a further budget of £1.5m will be required to deliver this Strategy
ambition.
2.65 The Council has a new site in Barry and is of modern design but the site in
Llandow urgently needs replacing. The Council's Estates Department has tried to
present land for consideration for 2-years which until recent months had proved
unsuccessful and extremely challenging as land options that meet the
requirements of a waste site, an environmental permit and planning permission
are very limited in the rural Vale.
2.66 The existing facility at Llandow does not meet the needs of residents, the site is
too small, it is not of a modern design, impacting on the safe lifting of loads and
the access road is not fit for purpose. There have been many attempts to seek
repairs and appropriate maintenance to the access road, all unsuccessful and the
only sensible option is to relocate the site.
2.67 Within recent months, and for the first time in 2-years there are now some viable
options that have become available for suitable acquisition on the existing site
that would meet all the requirements as well as significantly improving vehicle
access.
2.68 The Council's Estates Department is pursuing the availability of the land and
determining whether these are for purchase or whether available on a long-term
lease option.
2.69 As soon as the necessary due diligence is complete, the service area will present
all the findings as well as recommendations in terms of design and construction
costs for Cabinet consideration.
2.70 A new feature for 2022 on the HWRC site in Barry, will be a new reuse shop
which is currently under development. The reuse shop will sell diverted reusable
and repairable items from the HWRC, the bulky waste service and items that
have been donated. This service will also contribute to the Project Zero Challenge
Plan in supporting the circular economy, promoting the reuse of materials that
otherwise may be recycled.
2.71 The reuse shop will most likely impact on the HWRC contract and as a result,
within the recent tender documents, the service area invited options to manage
the shop on behalf of the Council as well seeking partnerships with Charities. A
further report on the future of the reuse shop will be presented once an options
appraisal has been undertaken.
2.72 The HWRC management contract for both Llandow and the Atlantic Trading
Estate expires at the end of July 2022. This service is currently advertised on
Sell2Wales with tenders expected back on 10th April 2022. The acceptance of
tenders for this contract will be the subject of a future report to Cabinet.
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2.73 In the interim, the post included in the proposed new structure (Reuse Shop
Supervisor) will not be advertised, until this review is complete.
2.74 Below is a summary of the current and future capital programme for the
recycling and waste service
Table 4.
Current / secured Estimated

Capital Project funding Funding Gap
RRF construction (phase 1) £6m
RRF construction £0 £2.2m

(phase 2)
Fleet parking (Option to secure £1.6m £2.2m
parking adjacent to the RRF)
Construction of a new HWRC £1.9m (sum set £1.5m (estimated)
Llandow aside as part of
budget proposals)
3. How do proposals evidence the Five Ways of Working and contribute

to our Well-being Objectives?
3.1 The Well-being of Future Generations (Wales) Act 2015 is about sustainable
development. The Act sets out a ‘sustainable development principle’ which
specifies that the public bodies listed in the Act must act in a manner which seeks
to ensure the needs of the present are met without compromising the ability of
future generations to meet their own needs. In meeting their sustainability duty,
each body must set objectives that highlight the work the body will undertake to
contribute to meeting the seven Well-being Goals for Wales.
The activities set out in this Report will contribute to the national well-being
goals and help ensure we have a resilient Wales. The five ways of working are
embedded throughout the new Recycling and Waste Strategy (2022-2032) and a
summary of the key principles are detailed below:
Long term - The Recycling and Waste Management Strategy (2022-2032) takes a
long-term approach that exceeds the main statutory recycling targets (2024/25)
and provides long term aspirations aligned with the Waste Hierarchy, the
Council's Corporate Plan and environmental objectives. This is notably the case in
terms of the Council’s Project Zero Challenge Plan which seeks to ensure the
Council’s activities are at net zero by 2030 and supports the Welsh Government’s
target for Wales to be at net zero by 2050.
16
Integration – The Strategy has been developed making specific references to the
objectives of other organisations, notably the Public Services Board so as to
understand the impact the Council’s actions will have on others.
Involvement - The Service is designed so everyone can participate (residents,

local businesses and visitors) by being accessible without barriers. This Strategy
aims to be an inclusive and a community-based Recycling and Waste
Management Strategy. The Service will encourage engagement and regular
communication that provides everyone the opportunity to participate in
recycling and waste minimisation schemes by encouraging people to do the right
thing. Our messages will focus on a sense of identity and making sure
communities have the information and equipment necessary to participate.
Collaboration - We continue to work in collaboration with other local authorities

and specialist service providers to ensure recycling and waste is reused and
recycled in the most sustainable way. The Strategy recognises the importance of
the Council working as a community leader and in delivering the strategy
alongside providers, the public and partner organisations.
Prevention - The Strategy aims to reduce the impacts waste has on our
environment and aims to reduce waste, increase reuse and minimise our carbon
footprint so we can respect, enhance and enjoy our environment.
4. Resources and Legal Considerations

Financial
4.1 There are financial implications associated with the Strategy that are detailed
within this Report.
4.2 The table below estimates the budget gap in 2023/24 which is the first full year
of source separate recycling collections right across the Vale. Based on the
2022/23 budget and 'average' prices received for dry recyclate, the table shows
that there is an estimated budget gap of £35k in this financial year. As part of the
Final Revenue Budget 2022/23 Cabinet report of the 28th February 2022, an
increase of £1.4m was provided for the Waste Management budget in order to
close the budget gap that has been experienced over the previous few years. The
£1.4m has been built into the budget figures in the table below. After 2023/24
the budget requirement increases by around £300k per annum which is mainly
due to inflationary and demographic pressures. The Business plan does also
highlight an additional budget requirement in 2027/28 of around £1m per annum
if the waste collection service is to rollout an electric or alternative fuel vehicle
fleet to ensure further carbon reductions. This is due to the higher cost of
purchasing when compared to current diesel vehicles. However, any relevant WG
funded schemes for decarbonisation may help to decrease this future budgetary
pressure.
17
Table 5
Based on
Based on Based on
‘ceiling’
2023/24 ‘average’ ‘floor’ material
material
material prices prices
values
Estimated Service
£10,343,507 £10,877,419 £9,656,185
Cost
Current Estimated
£10,308,110 £10,308,110 £10,308,110
Budget
Estimated Funding
£35,397 £569,309 -£651,924
Gap
4.3 As highlighted in the body of this Report estimating the prices that can be
expected for recycling materials over time can be extremely difficult. A current
average price has been used however these can fluctuate quite dramatically and
therefore analysis has also been undertaken to predict ‘floor’ and ‘ceiling’ prices
for each material. The table above highlights the potential change in the overall
service cost in 2023/24 (the first full year of rollout) based on this fluctuation.
The table highlights the potential swing in the budget shortfall from a high of
around £569k budget shortfall (scenario 2 - based on low levels of income for
recyclate) to a budget surplus of around £652k (scenario 3 - based on high levels
of income for recyclate). As there is potential for such a large variation in
recycling material values, which is largely outside the control of the service, it is
proposed that a Recycling Materials Reserve is set up. This will enable the service
to manage the volatility within the market. It is proposed that a figure of £250k is
initially transferred into this reserve from the Neighbourhood Services Reserve.
This represents a figure of 6 months decrease in the material figures from the
current average to the estimated ‘floor’ prices and increased when financially
possible, to a maximum of £1m.
4.4 The table below provides an overview of the capital funding required to
complete the identified infrastructure projects. The fundings gaps identified will
be prioritised for further WG grant applications and internal capital bids.
Table 6
Current / Estimated
secured
Capital Project Funding Gap
funding
RRF construction (phase 1) £6m -
RRF construction £0m £2.2m

(phase 2)
18
Construction of a new HWRC £1.9m £1.5m
Llandow (estimated)
Employment
4.5 There will be a TUPE implication involving one member of staff at the Council's
hired permitted site in Cowbridge. The service area intends to manage the site
directly rather than relying on the site providing the service to the Council
resulting in one member of staff being displaced.
4.6 The service area has received positive feedback from the site, in terms of
securing the facility long term but they have advised that one staff member that
will be subject to TUPE. There is a matching post in the proposed new structure.
4.7 The new strategy will create 46 new jobs and reduce the reliance on agency staff.
The service currently engages approximately 64 agency staff on a daily basis.
4.8 There are added benefits of employing staff directly as it will reduce temporary
staff turnover, add value to the service (ownership), and it increases the number
of drivers and adds resilience to the service.
4.9 The table below shows the positions identified within the business case that
formalises positions currently covered by agency staff that will be used to deliver
The Strategy as well as those identifies in the new structure.
4.10 There is a requirement to have 48 drivers and 88 loader posts in total on the new
establishment. The table below summarises the additional posts required in
addition to the existing establishment.
4.11 There is no intention to create permanent roles for all pool staff and the service
will retain some flexibility by continuing to engage agency staff annually as
required.
19
Table 6
Designation Permanent Pool Staff Total
Recycling and 1 1
Infrastructure
Manager
Waste Project 1 1
Officer
Waste Compliance 1 1
Officer
Recycling Officers 3 3
Recycling plant 2 2
Supervisors (One
Senior Supervisor /
One Supervisor)
Operatives 6
(Recycling plants)
Drivers LGV 3 10 13
Drivers Non - LGV 1 1 1
Loaders 19 20 39
Legal (Including Equalities)
4.12 The new Recycling and Waste Management Strategy (2022-2032) ensures
compliance to current legislative framework and an equalities impact assessment
has been carried out (Appendix C).
4.13 The Waste Framework Directive, Article 11(1) advises Member States to "take
measures to promote high quality recycling and to this end, set up separate
collections of waste where technically, environmentally and economically
practicable and appropriate to meet the necessary quality standards for the
relevant recycling sectors”. Subject to Article 10(2) of the Directive, by 1st
January 2015 separate collection shall be set up for at least, paper, metal, plastic
and glass and this requirement was transposed into UK legislation by The Waste
(England and Wales) (Amendment) Regulations 2012.
20
4.14 Under Regulation 38, 39 and 40 respectively of the 2012 Waste Regulations,
NRW may issue a compliance notice, a stop notice or a restoration notice to an
establishment and undertaking which collects paper, glass, plastics or metals in
contravention to the Regulations. Failure to comply with these notices may
result in criminal proceedings and on any summary conviction, a fine not
exceeding the statutory maximum.
4.15 WG legal guidance prepared under Regulation 15 of the Waste (England and
Wales) ) (Amendment) Regulations 2012 allowed Welsh Ministers to give
guidance on the duties in the regulations and bring articles 10 and 11(1) of the
Revised Waste Framework Directive into law in Wales.
4.16 Under Schedule 2 of the Local Government Measure 2009 Council's must "make
arrangement to secure continuous improvements in the exercise of its
functions". In doing so they need to have regard for strategic effectiveness,
service quality and availability and fairness. Any decisions to change recycling
collection services must be justified when considered against these requirements
and to do so without all the evidence could breach the requirements of Schedule
2.
5. Background Papers
Cabinet of 19th February 2018 (minute no. C235) - Revised Waste Management
Strategy: The Future Collection Arrangements for Waste and Recycling.
https://www.valeofglamorgan.gov.uk/Documents/_Committee%20Reports/Cabinet/201
8/18-02-19/Reports/Revised-Waste-Management-Strategy-Cabinet-Report.pdf
Cabinet of 2nd July 2018 (minute no. C356) - Revised Waste Management Strategy: The
Future Collection Arrangements for Waste and Recycling.
8/18-07-02/Revised-Waste-Management-Strategy-Report-and-Appendices.pdf
Cabinet, 5th July 2021, Project Zero Climate Change Challenge Plan
1/21-07-05/Project-Zero-Draft-Climate-Change-Challenge-Plan.pdf
Statutory Guidance on the Separate Collection of Waste Paper, Metal, Plastic and Glass
8/18-02-19/appendicies/Revised-Waste-Management-Strategy-Appendix-A-Statutory-
guidance-collections.pdf
21
Review of Welsh Government collection blueprint -
8/18-02-19/appendicies/Revised-Waste-Management-Strategy-Appendix-B-.pdf
Guidance on Applying the Waste Hierarchy -

www.wales.gov.uk/topics/environmentcountryside/epq/waste_recycling/publication/hi
erarchyguide/?lang=en
WRAP - The Climate Change Impacts of Recycling Services in Wales

www.wrap.org.uk/CarbonImpactsReport
22
Vale of Glamorgan Council – Recycling and Waste Management Strategy (2022-2032)
VALE OF GLAMORGAN COUNCIL:

DRAFT RECYCLING AND WASTE
MANAGEMENT STRATEGY 2022-2032
An inclusive recycling and waste management strategy for Vale of Glamorgan Council
Vale of Glamorgan Council - Recycling and Waste Management Strategy (2022-2032) 02
Contents
1.0 Introduction 5
2.0 The Legislative and Local Context 8
2.1 The Legislation 8
2.2 The Well-being of Future Generations Act 2015 8
2.3 The National Waste Strategy 9
2.3.1 Preferred Collections Blueprint 10
2.4 Local Developments 11
2.4.1 Declaration of the Climate Change Emergency 11
2.4.2 Strong Communities with a Bright Future 12
2.4.3 Vale Public Services Board 12
2.4.4 Council Review of recycling and waste collections service 12
2.5 Moving Forward 13
3.0 Our Vision and Strategic Objectives 14
3.1 Vision for Recycling and Waste Management 15
3.2 Strategic Objectives 15
4.0 Delivering the Strategy 17
4.1 Ambitious Targets 17
4.2 Innovative and Resourceful 18

4.3 Strong Communities 19
4.4 Education and Engagement 20
5.0 Delivering our Objectives and Monitoring Progress 22
5.1 Measure and review 22
5.2 Delivering our Objectives - Timeline 25
6.0 Investment 26
7.0 Glossary 27
Appendix 1: Summary Action Plan and Timeline 2020 - 2032 28
Vale of Glamorgan Summary 10 Year Action Plan and Timeline 29
Appendix 2: Service Provision 35
Appendix 3: Integrated Communications Package – a practical approach 36
Appendix 4: Well Being Goals 38

1.0 Introduction
In 2019 the Council joined the Welsh Government in declaring a Climate Emergency;
recognising that we must act now to prevent our future generations from having to deal with
issues that we can have a direct impact on now. The Council is committed to working to a
low carbon Wales and reducing our carbon footprint, to preventing waste and to continuing
to increase our reuse and recycling rates. This Strategy will make a significant contribution
to how the Council responds to the climate emergency via the Project Zero Challenge Plan
which contains a specific challenge to “Reduce waste and put in place the necessary facilities,
services and awareness raising for a more circular economy with a strong emphasis on reuse, repair
and recycling”.
The Council’s Corporate Plan details the Council’s priorities for 2020-25. The Plan sets out
the actions that will be taken to deliver four well-being objectives that will improve services
and well-being across the Vale. Recycling and Waste Management is an essential service
provided by the Council, it is a service received by all our residents, used by local businesses
and by visitors to the Vale. This Strategy will contribute to all of our objectives and the seven
national well-being goals.
Figure 1: How our Well-being Outcomes contribute to the National Well-being Goals for Wales
In the Vale of Glamorgan, we have worked to achieve one of the best recycling rates in
Wales with 70.4% of waste reused, recycled or composted in 2019-20. We remain
committed to not only continuing this work, but to achieving the best environmental
performance in Wales.
Despite our progress, we recognise that we must continue to develop our service to respond
to a number of key challenges including: the global climate emergency, a growing population
and ambitious statutory targets. In recent years we have also had to plan and deliver our
services during the covid-19 outbreak. Services have been maintained throughout the
lockdowns and we will continue to adapt how services are provided to ensure the best
possible service to our customers whilst ensuring that our teams are safe.
We believe we are in a good position to respond to the above challenges and that by working
together with our residents we can embed an efficient, smart and modern recycling and
waste management service which will ensure we achieve our targets now and in the future.
This is an integrated Recycling and Waste Strategy which prioritises waste minimisation and
promotes re-use, repair and recycling. As part of this Strategy we will explore opportunities
to generate energy from waste and to deliver new employment opportunities through the
development of a more circular economy.
Our Vision for recycling and waste management is to:
‘Provide effective recycling and waste management services working with our
communities to respect, enhance and enjoy our environment and ensure a bright
future.’
As part of this Strategy we have agreed four key objectives which will provide a framework
for delivering our Vision for recycling and waste management and which will help us to
contribute to the Council’s overall vision of ‘Strong Communities with a Bright Future. ‘
Our four key objectives are:
1. Ambitious Targets – Minimise waste, maximise recycling and to develop a service

that supports the Vale of Glamorgan to be a net zero carbon service by 2030.
2. Innovative and Resourceful – Use our assets and resources to transform our services
so they are sustainable for the future.
3. Strong Communities – Work in collaboration with our communities, businesses and

partners to involve them in decisions that affect them.
4. Education and Engagement – Encourage our residents, visitors and businesses to

minimise waste, reduce carbon emissions and to consider how their actions may impact
on the environment.
The Council’s Corporate Plan 2020-25 includes a commitment to ‘provide effective waste
management services and work with our residents, partners and business to
minimise waste and its impact on the environment’. This Strategy sets how we will
deliver that commitment. We know that to achieve our key objectives and the supporting
actions it will be essential to listen to and work closely with our communities. Only through
engaging with our residents will we be able to ensure that we are delivering a service that
meets local needs while striving to surpass the ambitious national targets.
Add auto signature
Councillor Peter King

Cabinet Member for Neighbourhood Services and Transport
2.0 The Legislative and Local

Context
2.1 The Legislation
Our Recycling and Waste strategy is aligned to a number of current European and Welsh
Government policies and legislation relating to sustainable development, improved
environment outcomes and addressing climate change. These include, but are not limited
to the, following:
• EU Waste Framework Directive • EU Renewable Energy Directive

• The Waste (England and Wales) • EU Energy Efficiency Directive
Regulations 2011 • EU 2030 Climate Framework
• Towards Zero Waste • Climate Change Strategy for Wales
• Waste (Wales) Measure 2010 • Beyond Recycling 2021
• Well-being of Future
Generations (Wales) Act 2015
• Environment (Wales) Act 2016
2.2 The Well-being of Future Generations Act 2015
In 2015, the Welsh Government introduced the Well-being of Future Generations Act
(Wales). The Act places a duty on all public bodies in Wales to ensure that we are working
to improve economic, social, environmental and cultural well-being. Seven national Well-
being Goals for Wales were established through the Act and public bodies must work to
deliver the Goals through the five ways of working. This Strategy has ensured that the five
ways of working have been embedded through our approach to recycling and waste
management in the Vale of Glamorgan.
We will seek to ensure that we:
- Work to prevent any increase in our waste, and engage with our communities to
reduce, reuse and recycle.
- Look to embed long-term thinking about the role of recycling and waste
management and its impact on our planet.
- Integrate this Strategy and its actions with on-going work of our partners and other
organisations to address the climate emergency.
- Continue to work in partnership and collaborate with our partners across the region
to develop innovative approaches.
- Involve our local communities in shaping our service and to convey key messages
about the importance of their role in helping us to address climate change.
2.3 The National Waste Strategy
Through “Towards Zero Waste” the National Waste Strategy, the Welsh Government has
set ambitious targets for all Welsh Local Authorities to work towards. The National
Strategy sets out the long-term framework for resource efficiency and waste management
between now and 2050.
The Welsh Government’s priorities for recycling and waste are:
• Provision of kerbside collection services that reduce residual waste arisings, collect
high levels of clean recyclables and is at lowest overall financial cost;
• Collections services are delivered in a way that helps elicit the desired behavioral
changes amongst householders whilst at the same time providing convenience;
• Provision of kerbside collection services that can provide source segregated food
wastes to anaerobic digestion facilities that produce renewable energy and soil
fertilizer and
• Provision of well signed, equipped and staffed Household Waste Recycling Centres
that enable as many people as possible to access facilities for recycling as wide a
range of materials as possible.
By 2025, the National Strategy sets-out that there will be a 27% reduction in the amount of
waste produced across all sectors and that 70% of waste produced will be recycled. Of the
remaining 30% a maximum of 5% can go to landfill with the remaining fraction to Energy
from Waste.
The Welsh Government has introduced ambitious statutory targets for municipal waste.
The targets bring with them substantial financial penalties of £200 per tonne, for not
meeting the required levels of recycling and/or exceeding the allowable levels of landfill.
Table 1: Headline targets for Municipal Waste from WG – Towards Zero Waste
Target Year 2010/11 12/13 15/16 19/20 24/25

Min. levels of reuse & 40% 52% 58% 64% 70%
recycling/composting (or AD)
Min. proportion of reuse 80% 80% 80% 80% 80%
/recycling /composting from
source separation *
Max. level of landfill - - - 10% 5%
Max. level of energy from - - 42% 36% 30%
waste
Min. levels of preparing for - 0.4% 0.6% 0.8% 1.0%
reuse (excluding Waste
Electrical and Electronic
Equipment (WEEE))
*kerbside, bring and/or civic amenity (CA) site
In 2021 Welsh Government published its strategy Beyond Recycling 1 which presents the
next steps in Wales’ pathway towards a circular economy. The aim is to become a zero
waste, net zero emissions nation that uses a fair share of the earth’s resources whilst
realising the economic potential this transition brings.
What the Strategy wants to achieve in the move towards a circular economy is to:
• Become zero waste by 2050;
• Reduce emissions;
• Realise Wales’ economic potential and
• Make resource efficiency part of the Welsh culture.
2.3.1 Preferred Collections Blueprint

The Welsh Government has set out a preferred Collections Blueprint in statutory guidance.
This recommends a service profile for the collection of recycling from households via
kerbside sort to ensure compliance to the revisions of the European Union Waste
Framework Directive (WFD) and to ensure high rates of high-quality recycling, cost
savings and improved sustainable development outcomes.
In 2015 the Welsh Government engaged Eunomia Research & Consulting (Eunomia) to
carry out an appraisal of the Collections Blueprint to establish whether this was still the
best option for a recycling and waste management service across Wales that best
delivers:
• The Well Being Goals set for public bodies in the Well-Being of Future Generations
(Wales) Act 2015;
• The best overall value for money;
1
https://gov.wales/sites/default/files/publications/2021-03/beyond-recycling-strategy-document.pdf
• Compliance with the EU Waste Framework Directive (WFD) namely

o Article 11 – separate collection requirements;
o Article 28 & 30 – to produce and update waste management plans and
o High quality recycling and the best overall requirement of Articles 10 and 4
respectively of the WFD.
• Local authority landfill diversion and statutory recycling targets (SRT’s) and
• Support for the drive for a circular economy in Wales and resilience in terms of
recyclate markets.
Eunomia concluded that the preferred Collections Blueprint still provides clear benefits in
terms of cost and material quality.
2.4 Local Developments
The Vale of Glamorgan has a population that has grown year on year since 2015 and
according to latest 2019 estimates is an area of 133,600 people. It is projected that the
over the next decade the Vale of Glamorgan’s population will have the second largest
growth of all Local Authority areas in Wales. It is recognised that due to this growing
population and continued population growth it will be essential for partners to work
together and with our communities to address the climate emergency.
2.4.1 Declaration of the Climate Change Emergency
In 2019 the Vale of Glamorgan Council joined with the Welsh Government in declaring a
Climate Emergency. Partners through the Vale of Glamorgan Public Services Board (PSB)
have agreed that addressing Climate Change is a key priority and partner organisations
have signed up to a Climate Emergency Change Charter. The Charter shows how
partners will work together to take action to both mitigate the impact of climate change and
take positive action to reduce our emissions and carbon output. Through this commitment,
the PSB will build on successful work that has been undertaken through its Well-being
Plan to take forward actions to protect, enhance and value our local environment.
www.valepsb.wales/Documents/Climate-Change/Climate-Emergency-Charter-English-
Final.pdf
The Council’s response to the Climate Emergency is articulated in the Project Zero
Challenge Plan that was approved by Cabinet and Council in July 2021. The Plan sets out
a series of ambitious challenges that the organisation will take steps to meet in order for
the Council to reach the net zero target by 2030 as well as working with communities to
assist Wales to reach the same target by 2050. The Challenge Plan contains specific
challenges to waste and recycling, community engagement and behaviour change and
recognises the role of the Council as a key organisation in leading the community.
www.valeofglamorgan.gov.uk/Documents/_Committee%20Reports/Cabinet/2021/21-07-
05/Project-Zero-Draft-Climate-Change-Challenge-Plan.pdf
2.4.2 Strong Communities with a Bright Future
In 2020 the Council published a new five-year Corporate Plan. With four new Well-being
Objectives which provide a framework for how the Council will contribute to the national
well-being goals and improve economic, cultural, social and environmental well-being. The
four well-being Objectives are:
• To work with and for our communities;

• To support learning, employment and sustainable economic growth;
• To support people at home and in their community and
• To respect, enhance and enjoy our environment.
ThePlan includes a commitment to provide effective waste management services and
work with our residents, partners and businesses to minimise waste and its impact on the
environment. Each year an Annual Delivery Plan will set out the activities that will be taken
to deliver the Corporate Plan and these will also be detailed in relevant service plans.
Progress will be monitored and scrutinised through the year. The Recycling and Waste
Management Strategy will form part of a suite of policies and plans which will ensure the
Council has an effective response to the climate emergency. These include planning
policies, transport plans, the Asset Management Plan and procurement policies.’
https://www.valeofglamorgan.gov.uk/Documents/Our%20Council/Achieving%20our%20vis
ion/Corporate-Plan/Corporate-Plan-2020-25/Corporate-Plan-2020-25-final-post-
consultation.pdf
2.4.3 Vale Public Services Board
In 2018 the Public Services Board (PSB) published its Well-being Plan and partners are
working together to improve local well-being. The Plan includes an objective to ‘protect,
enhance and value our environment’ and this Recycling and Waste Management Strategy
will contribute to the successful delivery of that objective.
https://www.valepsb.wales/en/Our-Plan.aspx
2.4.4 Council Review of recycling and waste collections service
In 2017, following the Welsh Government study detailed above, the Council received
support through the Welsh Government’s Collaborative Change Programme (WRAP) to
undertake a review of its recycling and waste collections services. WRAP undertook a
modelling exercise of 7 different service configuration options, the modelling projected the
number of vehicles and crews required to achieve the most cost-effective service ensuring
compliance and sustainable performance to achieve Statutory Recovery Targets (SRTs).
WRAP’s review found that the most economic and sustainable method from the service
appraisal was in accordance with the Welsh Government’s Collections Blueprint
methodology, and the collection of recycling via kerbside collection. This approach also
provides revenue savings in the longer term once the service is operating to its full
efficiency.
Each option included restricted black bags to ensure the achievement of its next SRT of
64% by 2019/20 and the final target under WG’s current waste strategy “Towards Zero
Waste” of 70% by 2024/25.
The recycling and waste blueprint that has been adopted has seen the introduction of:
• 2 collections per household per week incorporating the separate collection of

residual waste (restricted) and garden waste alternative weeks to the residual
and
• the collection of source separated dry-recycling and food combined, using
lightweight multi-compartment vehicles and 2 loaders.
The Vale of Glamorgan’s service configuration and contractual arrangements are outlined
in Appendix 2 Service Provision.
2.5 Moving Forward
This Strategy, with its commitments to minimise our waste and promoting reuse and
recycling will be an essential part of our work. How we will take forward specific messages
and engage with communities on recycling and waste management is outlined against the
objectives in this Strategy. There is a direct link however, to ensuring consistent and
effective communication regarding the importance of taking steps to address the climate
emergency in the Vale of Glamorgan.
3.0 Our Vision and Strategic

Objectives
This Strategy sets out a long-term vision for recycling and waste management services
and goes beyond simply meeting Welsh Government targets. It identifies a single
integrated approach which sets out how the Vale of Glamorgan Council will:
• Achieve its’ vision for Recycling and Waste Management Services;

• How it will work with others and uphold the values of the Vale of Glamorgan;
• How it plans to engage with and involve residents, business, visitors and
stakeholders in the delivery of its’ objectives;
• Align its’ services with the overall Corporate Objectives; and
• Place the national well-being goals and five ways of working at the heart of
all that it does.
Vision
and Values
Corporate Plan
Strategy 2020-2030
Objectives
Annual Delivery Plan
Annual Service Plan

3.1 Vision for Recycling and Waste Management
Provide effective recycling and waste management services working

with our communities to respect, enhance and enjoy our environment
and ensure a bright future
3.2 Strategic Objectives

The Vale of Glamorgan Council has four values which are detailed in the Corporate Plan.
These values are reflected within this Strategy and embedded in the actions we will
undertake to deliver our Objectives.
Our four Values are:
Ambitious – forward thinking, embracing new ways of working and investing in our future;
Open – open to different ideas and being accountable for the decisions we make;
Together – working together as a team that engages with our customers and partners,
respects diversity and is committed to quality services and
Proud – Proud of the Vale of Glamorgan: proud to service our communities and to be part
of the Vale of Glamorgan Council.
We will work to ensure that services are provided for everyone, that we listen to our
residents and work in partnership to improve the services we provide.
Our four key Objectives will provide a framework to ensure we continue to improve services
for customers and other stakeholders.
Objective 1 – Ambitious targets – Minimise waste, maximise recycling and to

develop a service that supports the Vale of Glamorgan to be a net zero carbon service
by 2030.
Objective 2 – Innovative and resourceful – Use our assets and resources to

transform our services so they are sustainable for the future.
Objective 3 – Strong communities – Working in collaboration with our communities,

businesses and partners.
Objective 4 – Education and Engagement – Encourage our residents, visitors and

businesses to minimise waste, reduce carbon emissions and to consider how their
actions may impact on the environment.
There are clear synergies between the Strategy’s objectives and the challenges contained
within the Project Zero Challenge Plan.
This Strategy reflects our commitment to protect and sustain the environment and provide
all our residents, local businesses and visitors with an efficient, smart and modern
recycling and waste management service now and for the future.
In future we must all prevent waste from being generated, where we cannot prevent, we
must reduce, repair, re-use, recycle and compost more. Waste must be considered a
resource from which as much value as possible should be recovered.
Disposal should only ever be the last resort as illustrated in the Waste Hierarchy in Figure 2
below:
Figure 2: Waste Hierarchy.

4.0 Delivering the Strategy

A Summary Action Plan and Timeline of key actions and commitments that have already
been implemented and those which will be taken to deliver this 10-year Strategy is shown
at Appendix 1.
This section details the actions that will be undertaken to deliver each of the four key
objectives that underpin the strategy. At the relevant time each action will be evaluated to
ensure that it continues to align with the Strategy, delivers an effective and affordable
solution, and is financially viable and offers value for money.
4.1 Ambitious Targets

Minimise waste, maximise recycling and to develop a service that supports the Vale
of Glamorgan to be a net zero carbon service by 2030.
Through this objective we will:
Achieve the best environmental performance in Wales, at an affordable and low cost
whilst ensuring high levels of customer satisfaction.
The actions we will take:
• Complete the roll-out of the new household collection service to minimise waste and
its impact on the environment.
• Build and open a new and modern household waste recycling centre to replace
Llandow.
• Introduce the collection of further materials at the kerbside.
• Further enhance the service and consider the introduction of the collection of
Absorbent Hygiene Products and nappies at the kerbside.
• Review the end markets for recyclate material to utilise UK only markets to
minimise our carbon footprint.
• Carry out performance and efficiency reviews of the entire service to ensure that
services are the best they can be.
• Review the residual waste frequency and capacity to minimise waste and maximise
the capture of recycling.
• Develop and grow the trade waste and recycling service to respond to the
Environment Act and promote the transfer of recycling behaviours from the
home to businesses and schools. Give every opportunity to our local businesses
and partners to participate in the correct manner.
• Provide services that support all businesses in the Vale of Glamorgan to reduce
their carbon footprint and become more resource efficient.
4.2 Innovative and Resourceful

Use our assets and resources to transform our services so they are sustainable for
the future.
We will ensure that we put in place future fit infrastructure across the Vale of Glamorgan to
enable our communities to help us to meet our targets. We will continue to modernise,
reduce our carbon footprint to embed sustainability across our service.
• Build a new and future proofed waste transfer station at Atlantic Trading Estate to
support front line services.
• Review market developments to identify further materials for recycling and

capture at the kerbside, and at our HWRCs.
• Improve our town centres and beaches with “On the go” recycling bins to capture
recyclate, minimise waste and reduce litter in the environment.
• Review market treatment options for street sweepings to further increase recycling.
• When appropriate and financially viable, we will replace our street cleansing and
beach cleansing fleet with zero emissions vehicles to reduce our carbon footprint.
• We will modernise the way we collect the material from our homes and businesses
to reduce transport emissions of carbon dioxide and improve air quality, by
introducing zero emission vehicles and investing in the infrastructure to renewably
charge and power them.
• Investigate opportunities for alternative sources of renewable energy to power our

Resource Recovery Facility and depot to reduce our carbon footprint.
• In the future source more sustainable, local and low carbon materials through our
procurement activities. Moving away from those materials with the highest carbon
footprint and ensure that prevention and reuse are considered first.
4.3 Strong Communities
Working in collaboration with our communities, businesses and partners.
We will aim to bring communities together to develop initiatives relevant to their area and
particular needs, in particular those which reduce waste and promote re-use and repair.
We will support our communities to do the small things that add up to making a big
difference. We will engage young people so they can actively learn about and be part of
resource efficiency action.
Where we need to procure goods and services, for example in the building of the new
waste transfer station and the HWRC we will seek to maximise the community benefit by
awarding contracts locally, if economically viable, and to promote employment from within
our communities.
• Open a reuse shop at the HWRC at Atlantic Trading Estate. The re-use site shop
will enable the sale of household items which will yield benefits of improved
recycling rate, access to furniture and items for the community, and although likely
modest in value, will generate income for re-investing into the service and into the
community. We will work closely with the third sector to create work programmes to
improve employability and opportunity for unemployed residents, through
experience at the re-use shops.
• Create facilities at the new HWRC, replacing the Llandow site, to capture items
suitable for reuse and for sale at the Atlantic Trading Estate reuse shop.
• Rollout recycling services to all flats and HMOs ensuring that all residents can
participate.
• Continue to enforce our no side waste policy working with our stakeholders to
ensure actions are explained and the outcomes understood.
• We will also harness the power of our staff so that they can be advocates of the
services we provide and promote the objectives driving them.
• Create a network of Community Recycling Champions made of individuals

dedicated to minimising waste and maximising recycling. They will be equipped
with training, communications materials and basic equipment to empower them to:
• promote behaviours that align with the waste hierarchy;

• encourage the transfer of behaviours adopted at home into the school
environment or place of work and
• promote the values and objectives of the Council.
4.4 Education and Engagement

Encourage our residents, visitors and businesses to minimise waste, reduce carbon
emissions and to consider how their actions may impact on the environment.
Customer engagement and education is an integral part of ongoing and future activities, in
relation to the provision of waste and recycling services, and the Vale of Glamorgan
Council, will ensure that our communications will deliver VOGC namely:
• Value for money using tried and tested materials, tactics and messages;
• Options and opportunities for change and improvements in services and
environmental outcomes;
• Guidance and give positive re-enforcement to drive behaviour chang, and
• Clear and specific actions required to deliver improvements.

Encourage more residents, businesses and partners to recycle the correct things.
Maximise awareness of the benefits of recycling amongst residents, businesses
and partners, and
Understand the need for improvement and change as new opportunities for
recycling emerge.
The actions we will take are:
• Provide guidance, information and assistance to enable all residents to access

all services to maximise recycling and minimise waste.
• Deliver a behaviour change programme to continue to promote the services

available to residents to achieve our Ambitious Targets.
• Engage with all schools and council offices to grow the trade waste and recycling
business and to provide a service that allows them to contribute to our Ambitious
Targets.
• Ensure our trade waste services are competitive, affordable and accessible for
all local businesses and schools.
• Work closely with our network of Community Recycling Champions to ensure a

sustainable approach to waste minimisation and recycling in the workplace and our
education facilities.
• Carry out regular resident surveys to ensure we deliver against our service
commitments and residents are involved in future decisions we make.
• Provide informative communications to inform residents and businesses of service

developments and options and opportunities available to them to help deliver our
Ambitious Targets.
Our approach when considering how we engage and communicate with our residents and
stakeholders is described in Appendix 3 – Integrated Communications Package – a
practical approach.
5.0 Delivering our Objectives

and Monitoring Progress
5.1 Measure and review
Annual Review – The Vale of Glamorgan will regularly review the outputs of this Strategy
and action plan. Officers and Elected Members will monitor costs and progress against
waste and recycling targets. Officers will work within the Vale of Glamorgan’s scrutiny
committee process to ensure that members are aware and have the opportunity to
examine progress against the actions needed to deliver this strategy.
Mid-point Review - As this Strategy covers such a significant time period it is also likely
that other external factors such as changes in the financial markets, new legislation,
developments in technology and indeed developments within Vale of Glamorgan itself,
mean that it is sensible to undertake a more significant review in 2024, or before a
significant policy decision point.
Post Service Change Review and Monitoring and Measurement - to understand the
impact of any change of any service change or service enhancement key metrics will be
captured to measure the baseline position and also the position post service change. This
information will be captured and analysed by the Directorate of Environment and Housing
and reported to the Cabinet Member for Neighbourhood Services and Transport.
The long-term Action Plan and Timeline, in Appendix 1 identifies performance and
efficiency reviews and regular resident surveys.
The monitoring data to be captured can be found in Table 2 below.
Key questions will be included within the public opinion survey, which is undertaken every
2 years, to gather feedback on Council services. In developing the actions, and changes
needed to the service, we have considered what our services should look like to achieve
our Ambitious Targets.
Table 2: Key Performance Indicators

Service Change or Data Frequency
Engagement Activity
Recycling and Waste Tonnages Monthly
Recycling Rate Quarterly
Service Costs Monthly
Kerbside Collections
Number of households Monthly
Service Set Out and Participation Annual
Public Opinion Survey Every 2 Years
Number of vehicles Annually
Periodic Re-routing exercise Number of Households Monthly
Service Costs Annually
Waste and Recycling Tonnages Monthly
Household Waste Recycling Amount of Material Sent for Re-Use Monthly
Centres Capital and Operational Costs Monthly
Site Usage Monthly
Public Opinion Survey Every 2 years
Food Waste Participation Numbers Annually
Engagement and Education Recycling Participation Numbers Annually
Public Opinion Survey Every 2 years
Waste and Recycling Tonnages Monthly
Capital and Operational Costs – including Monthly
profit and loss accounts
Trade Waste and Recycling
Number of Customers Monthly
Number of Customers Gained and Lost Monthly
Average Cost Per Lift and Average Charge Annually
Per Lift
If the Vale of Glamorgan achieves its’ Ambitious Targets and delivers against its’
objectives Figure 3, below, describes what services will look like for stakeholders.
Table 3: What Good Looks Like for Vale of Glamorgan
Welsh Government Current 2024/25 What Does Good Look Like for the Vale of Glamorgan
Strategic Target Areas position Targets
Min. levels of reuse & 70% • 100% of residents have collections services
recycling/composting enabling them to recycle
• Residents have access to information
allowing them to participate in maximising
recycling
• Any waste that is produced is placed in
correct recycling containers
• Council provides collections of the right
container at the right place and on time
• Businesses and schools within the Council
can access recycling and waste services
Min. proportion of reuse 80% • Council sources economic and environmental
/recycling /composting solutions for an increased range of materials
from source separation • Residents are informed on the range of
(incl. bring banks and materials and bring minimal non-recyclable
HWRCs) waste to the HWRCs
• Residents have places to go where experts
can repair broken goods and extend their life
• Residents have advice on how to upcycle
their own goods and textiles
• Reuse centres are available and accessible
for the community benefit
Max. level of landfill 5% • Maximum sorting and capture of materials at
kerbside and HWRCs
• Minimum food waste generated
• Information freely available to all residents to
minimise waste
• Community Recycling Champions
acknowledged and engaged by stakeholders
Max. level of energy from 30% • Council has in place policies that give every
waste resident business and visitor the opportunity
to participate in services in the correct manner
to maximise recycling
Min. levels of preparing 1.0% • Residents have access and use reuse shops
for reuse (excluding and reuse networks where they can pass on
Waste Electrical and goods to others
Electronic Equipment • Reuse services generate an income for re-
(WEEE)) investing into the service and into the
community
• Council creates work programmes to improve
employability and opportunity for unemployed
residents
5.2 Delivering our Objectives - Timeline

Appendix 3 not only identifies the short-term actions to complete the roll-out of the
Collections Blueprint in the next 2 financial years, but also identifies the key actions to
deliver the Vale of Glamorgan’s Objectives and to become a net zero carbon Council in
2030. They outline our commitment to continuous improvement, the delivery of statutory
objectives and engagement with our community throughout the process.
The dates and years indicated are those at which we will start work on the evaluation and
delivery of any specific action.
How these actions will be tactically delivered, including the detailed content and roll-out of
the integrated communication, supporting these Objectives, will be determined at the point
each project and element of change is to be implemented.
Greater detail about the specific actions that will be undertaken to deliver the objectives
set out in this Strategy, and how performance and success will be monitored, will be set
out in the Council’s Annual Delivery Plan and with the Annual Service Plans of contributing
service areas.
6.0 Investment
There are number of actions included in Appendix 1 which will require capital investment.
For capital spend that continues to move the Council towards the Welsh Government
Collections Blueprint, the Vale of Glamorgan will prepare capital grant applications
justifying how the investment would assist in meeting or exceeding of statutory targets
through the identified service change or enhancement. In addition, internal invest to save
business cases will be developed. These case by case reviews will determine whether the
strategic actions will be included in the Council’s Annual Delivery Plan and Annual
Service Plans for the year in question.
Other actions will require revenue investment from within a revenue budget which is
increasingly stretched. In these circumstances a case by case cost benefit analysis will be
carried out to identify how the actions can be delivered though invest to save means.
To underpin this Strategy the Directorate of Environment and Housing have prepared a
detailed Business Plan which includes a financial plan to take account of the various
sensitivities associated with the service, such as material values and future legislative
changes. The recycling and waste services financial plan will be continually monitored via
the Council’s budgetary reporting arrangements.
Value for money – for each communications initiative and service change we will ensure
value for money and will look to tap into national initiatives and adopt existing toolkits, to
utilise WRAP communications and operational experts and collaborate with surrounding
authorities to adopt best practice, as it exists.
7.0 Glossary
• Annual Delivery Plan - The Annual Delivery Plan details the actions that will be
undertaken in each year to improve local well-being and deliver the Council’s four
Well-being Objectives.
• Annual Service Plan – The Annual Service Plan will detail what specific actions
and measure will be taken to deliver the objectives and commitments of the
recycling and waste services department.
• Collections Blueprint - describes the Welsh Government’s recommended service

profile for the collection of waste from households. It provides a system that, if
adopted across the whole of Wales, would result in high rates of high-quality
recycling, significant cost savings and improved sustainable development
outcomes.
• Corporate Plan 2020 – 2025 - In this plan Vale of Glamorgan presents four new
well-being objectives that it believes complement each other and collectively will
contribute towards the seven national well-being goals. This Plan sets out why Vale
of Glamorgan chose four objectives and how it will achieve them.
• Public Services Board – Public Services Boards were established as part of the
Wellbeing of Future Generations Act. Our Vale/Ein Bro - The Vale of Glamorgan
Public Services Board (PSB) brings together senior leaders from public and third
sector organisations across the Vale of Glamorgan to work in partnership for a
better future and the PSB’s priorities are set out in the Vale Well-being Plan.
https://www.valepsb.wales/en/Home.aspx
28
Vale of Glamorgan Council - Recycling and Waste Management Strategy (2022-2032)
Appendix 1: Summary Action Plan and

Timeline 2020 - 2032
These are the key actions – how they will be tactically delivered will be determined at the point each project / change is to
be implemented.
29
Vale of Glamorgan Summary 10 Year

Action Plan and Timeline
Service Strategic 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32
Objective
Local 70% Recycling Net Zero Net Zero
Government Target Carbon Carbon target
Elections target
HWRC Ambitious Opening of new
targets second HWRC
site
Strong Second Reuse

Communities Re-use shop shop at HWRC
opened at ATE
Ambitious Commercial Commercial

targets waste and waste and
Strong recycling recycling
Communities streams in to streams in to
HWRCs HWRC’s
Kerbside Ambitious Complete Complete

Recycling targets rollout of rollout of
Blueprint Blueprint to
Service to Penarth (Final
Barry Phase)
including
WEEE and
batteries
Ambitious Introduce Consider
targets WEEE and textiles
batteries recycling
collections for market and the
Phases 1 and 2 introduction of
collections
Ambitious Consider AHP
targets subscription
service
Innovative and Market review Consolidate
Resourceful to identify extended
30
Objective
Elections target
further service to
opportunities maximise
for extending recycling
recycling
materials.
Introduce
financially
viable new
materials for
recycling – e.g.
Plastic bags /
film
Innovative and Improve Review street
Resourceful capture of cleansing
recyclate in the sweepings and
Street material
Cleansing capture
service with
‘On the Go’
bins,
segregation of
litter picking
waste
Innovative and Review market Review Purchase
Resourceful for conversion Market for new
kits for alternative alternative
alternative fuels fuel vehicles fuel fleet
for collection to reduce
vehicles. carbon
Innovative and Replacement
Resourceful fleet to be
future proof
for new /
additional
materials
Strong Improve
communities recycling
capture at all
Council
locations.
Ambitious Rollout
targets bespoke
31
Objective
Elections target
recycling
solution to all
flats and HMO
households –
after final
phase rollout
Ambitious Review end Review end Review end
targets markets markets markets
destination to destination to destination
focus on UK to focus on UK to focus on
minimise to minimise UK to
carbon footprint carbon minimise
footprint carbon
footprint
Ambitious Carry out
targets performance
and efficiency
review of waste
management
services at
Vale
Ambitious Carry out Carry out full Carry out full
targets performance performance performance
and efficiency and efficiency and efficiency
review of waste review of waste review of
management management waste
services at services management
Barry services
Engage and Deliver On-going follow On-going On-going
communicate behaviour up ‘Keeping up follow up follow up
change with the ‘Keeping up ‘Keeping up
programme Joneses’ with the with the
‘Keeping up campaign in Joneses’ Joneses’
with the low campaign in campaign in
Joneses’ participating low low
campaign. areas participating participating
areas areas
Kerbside Residual Strong Re-introduce Continue with Continue with Continue with
communities residual additional additional additional
waste waste controls waste controls waste controls
32
Objective
Elections target
controls
following
COVID-19
Ambitious Review Trial further Introduce Consolidate
targets residual reduction in reduced new service
collection residual residual to maximise
capacity / capacity / capacity / recycling
frequency frequency frequency
Innovative and Review market Review Purchase

resourceful for conversion Market for new
kits for alternative alternative
alternative fuels fuel vehicles fuel fleet
for collection to reduce
vehicles. carbon
Ambitious Carry out
targets performance
and efficiency
review of waste
management
services at
Vale
Ambitious Carry out Carry out full Carry out
targets performance performance full
and efficiency and efficiency performanc
review of waste review of waste e and
management management efficiency
services at services review of
Barry waste
manageme
nt services
Waste Transfer Innovative and Build new Build new Investigate

Station resourceful waste transfer waste transfer alternative
station station sources of
energy for WTS
e.g., water
capture / wind /
solar
33
Objective
Elections target
Trade Waste Strong Investigate Re-launch Grow service -
communities vehicle options trade waste review service
to be able to service to be to provide
offer a multi recycling led. access to all
stream Focus on local
recycling conversion of businesses
collection. customers to
Introduce recycling
revised pricing
structure and
respond to
Environment
Act
Ambitious Focus on food
targets waste
collections for
businesses and
schools.
Engage and Target all
communicate schools and
Council
buildings to
develop and
grow trade
waste service
Strong Create network
Communities of Community
Recycling
Champions in
schools,
Council
Buildings and
local
businesses
Engagement and Engage and Comms to Comms to Participation Survey Survey Survey Survey Survey
Education communicate support re- support set-out and residents to residents to residents to residents to residents to
introduction ongoing compositional ensure we are ensure we ensure we ensure we ensure we
of residual residual waste analysis study delivering what are delivering are are are delivering
waste controls we said we what we said delivering delivering what we said
controls would we would what we what we we would
34
Objective
Elections target
said we said we
would would
Engage and Build education Focussed and
communicate centre at ATE targeted
WTS communication
Strong s to minimise
Communities waste
generation and
reduce carbon
Communication Engage and Publicise and Communication

supporting service communicate market the new s for reduced
changes reuse shop capacity /
frequency
residual
collections
Engage and New social
communicate media
communication
s for reuse
HWRC site
shop
Strong Commercial
communities marketing of
trade waste
and recycling
service
35
Appendix 2: Service Provision

The table below describes the services description that will be provided by Vale of
Glamorgan once it has completed the roll-out of its service changes. Rural Vale was
changed to this service configuration in September 2019 and Barry in October 2020. Dinas
Powys and Penarth will change from Autumn 2022.
Vale Of Glamorgan County Council – Service Provision

Service Element
Collected fortnightly. Each household is permitted to put out 2, standard sized,
Residual Waste black bags per fortnight, with no side waste accepted. Larger families and those
(since Sept 2018) producing non-recyclable waste such as pet/nappy waste are permitted to apply
for an additional allocation.
• Weekly collection of recyclate for all households in reusable hessian sacks (card,
paper, cans and plastics) and a 40-litre grey caddy (glass)
• Recyclate collected weekly includes food tins and drink cans, empty aerosols,
Dry Recyclate newspapers, magazines and junk mail, catalogues and telephone directories,
glass jars and bottles, plastic bottles, mixed plastics, Tetra-paks, card.
Provision of 2 HWRCs - with black bag sorting at the Atlantic Trading Estate
HWRC required.
• A weekly collection of green waste is operated from March to November each
year collected in green hessian sacks.
Organics
• Food Waste is collected source segregated on a weekly basis in 23 litre green
caddies. The Authority supplies food liners to residents for this service.
• Residual waste and recycling collections to all trade customers.
Trade Waste • All customers have the options of a residual or recycling collection contract or
both.
• Residual Waste is treated at Viridor’s Energy from Waste Facility at Trident Park
Disposal in Cardiff. The contract is for a period of 25 years. Earliest contract expiry is
2041, with 5-year optional extensions.
• Food Waste is treated at the Welsh Water AD facility in Cardiff. The contract is
for both food and green organics and is for a period of 15 years. Earliest Contract
expiry is 2032
• Garden waste is treated at the above facility.
• FCC are contracted to operate the 2 HWRCs at Atlantic Trading Estate in Barry
Contractual and Llandow. FCC are the permit holders for both sites.
Arrangements • Cowbridge Compost run the Waste Transfer Station for the processing of the
kerbside sort materials. The contract expires in 2021
• Comingled material is sent to Suez in Avonmouth. The contract is a rolling
contract. There is also a separate rolling contract with Cardiff Council for the use
of a transfer station for the material.
36
Appendix 3: Integrated
Communications Package – a
practical approach
Detailed below is the approach we will take to communications which will underpin this
strategy.
• There will be a focus on and prioritisation of those behaviours/actions which will make
the greatest contribution to the recycling and waste management strategy’s
overarching objectives.
• There will be frequent and regular communications on the Strategy via the Council’s
Project Zero Challenge Plan communications campaign.
• VoGC communications and engagement activity must align with and complement
the wider waste strategy. In particular this means linking with any future service
changes as identified in the Action Plan in Appendix 1. The focus will be on delivering
excellent service change communications, with additional communications,
engagement and behaviour change activity scheduled in around this.
• Adopting a project-focused rather than ‘always on’ communications approach, with

two types of communications project: those linked to service change (time-specific and
delivered as an integral element of the wider service change), and those not linked to
service change (non time-specific and delivered as discrete projects), all of which will
have clear objectives and timelines. This means that at any one time there may be one
key communications focus; it also means that there will be short periods between
projects during which there will remain only a low level of communications outputs e.g.
the Council’s social media accounts.
• Developing communications activities and materials from scratch can be expensive

and time-consuming. Where possible, the Council will make use of existing
materials/templates etc, amending them as necessary to meet its own specific needs.
This does not mean that ‘one size fits all’, only that where possible, the Council will
continue to make use of existing materials/templates as a starting point, with additional
bespoke materials and activities to be developed at a later stage as needed. This
approach is low-cost and low risk compared to developing materials from scratch.
• Investigating opportunities to benefit from the Welsh Government’s Behaviour

Change Programmes and other national initiatives as they are developed. This is
likely to provide multiple opportunities for participation and collaboration.
• Continuing to make the most of existing networks and partnerships.

37
• Using findings from planned trials target specific audience segments using the
channels and messages that will best work for them. The focus will remain on targeting
those segments which will have the greatest impact – which will also deliver the best
value for money.
38
Appendix 4: Well Being Goals

How the Vale of Glamorgan’s Strategic Recycling and Waste Objectives and Action Plan, 2020 – 2030, will result in multiple benefits for
our communities and contribute to the national well-being goals.
Well-being goals 5 ways of Vale of Vale of Glamorgan’s How actions beneficially
Well-being of Future Generations working and Glamorgan’s Strategic Waste contribute to the national
(Wales) Act 2015 how we will Well Being Objectives that deliver well-being goals
deliver Objectives against well-being
2020-2025 goals
A prosperous Wales Long-term To work with and Strong Communities Services designed so that
An innovative, productive and for our everyone can participate.
low carbon society which Involvement communities
recognises the limits of the Maximise benefits of emerging
global environment and therefore Integrated To respect, technologies to recycle more and
uses resources efficiently and enhance and introduce additional materials.
proportionately (including acting Prevention enjoy our
on climate change); and which environment Providing residents with a new
develops a skilled and well- Collaboration Ambitious Targets HWRC and re-use facilities for the
educated population in an future to achieve 70% recycling
economy which generates rate by 2025.
wealth and provides employment
opportunities, allowing people to As new materials are included in
take advantage of the recycling services Vale of
the wealth generated through Glamorgan will first seek
securing decent work. reprocessing outlets in Wales and
the UK.
39
A more equal Wales Integration and To support Strong Communities Services that are accessible to all
A society that enables people to Collaboration learning, residents, local businesses and
fulfil their potential no matter employment and visitors.
what their background or Involvement sustainable
circumstances (including their economic growth Improvements to HWRC network
socio-economic background and will allow alterations to be made
circumstances). To respect, in order to accommodate
enhance and everyone.
enjoy our
environment Engage and Engagement and
Communicate communications that give
everyone the opportunity to
participate in recycling and waste
minimisation schemes.
A Wales of cohesive Collaboration and To support Engagement and Encourage residents and local
communities Involvement people at home Communicate businesses to participate in and
Attractive, viable, safe and well- and in their use the services provided to them
connected communities. community to ensure that quality of service is
maintained at all times
To respect,
enhance and Working with residents and local
enjoy our stakeholders for an inclusive and
environment community focused waste
management and recycling
Strong Communities service.
Encourage community resilience

40
and enable individuals to help

others.
A healthier Wales Integration and To respect, Waste Wardens and Community

A society in which people’s Involvement enhance and Engage and Recycling Champions will work
physical and mental well-being is enjoy our Communicate with schools so our children
maximised and in which choices Prevention environment understand how they can make a
and behaviours that benefit future difference from an early age.
health are understood. Long term To support
learning, Targeted education - encouraging
employment and people to do the right thing by
sustainable appealing to their sense of
economic growth belonging. Focusing messages
Strong Communities with emphasis on the positive and
To work with and appealing to residents’ sense of
for our identity and community.
communities
Make its services accessible to all
new residents, to ensure they
have both the information and
equipment to participate.
A resilient Wales Long-term To respect,

A nation which maintains and enhance and Strong Communities An inclusive strategy that is
enhances a biodiverse natural prevention enjoy our aligned to the waste hierarchy and
environment with healthy environment Ambitious Targets supports our Corporate plan for a
functioning ecosystems that Brighter Future
support social, economic and
41
ecological resilience and the

capacity to adapt to change (for
example climate change).
A globally responsible Wales Prevention and To work with and A strategy that is aligned to the
A nation which, when doing Long-term for our Strong Communities waste hierarchy through providing
anything to improve the communities opportunities to recycle what is
economic, social, environmental Ambitious Targets produced and reducing the
and cultural well-being of Wales, To respect, amount of waste disposed and
takes account of whether doing enhance and reducing our carbon footprint.
such a thing may make a enjoy our
positive environment
contribution to global well-being.
A Wales of vibrant culture and Involvement and To support Engagement and Engagement - all communications
thriving Welsh language Collaboration learning, Communicate with our community will be
A society that promotes and employment and provided in English and Welsh.
protects culture, heritage and the sustainable
Welsh language, and which economic growth
encourages people to participate
in the arts, and sports and To work with and
recreation. for our
communities
The Five Ways of Working
Long-term - The importance of balancing short-term needs with the needs to safeguard the ability to also meet long-term needs.
42
Prevention - How acting to prevent problems occurring or getting worse may help public bodies meet their objectives.
Integration - Considering how the public body’s well-being objectives may impact upon each of the well-being goals, on their
objectives, or on the objectives of other public bodies.
Collaboration - Acting in collaboration with any other person (or different parts of the body itself) that could help the body to meet its
well-being objectives.
Involvement - The importance of involving people with an interest in achieving the well-being goals, and ensuring that those people
reflect the diversity of the area which the body serves.
a
VALE OF GLAMORGAN COUNCIL:
BUSINESS PLAN
SUPORTING THE RECYCLING AND WASTE
MANAGEMENT DRAFT STRATEGY 2022-2032
[Type here] [Type here] Vale of Glamorgan Recycles

A business plan supporting the recycling and waste management strategy 2022-2032 02

Contents
1.0 Introduction 4
2.0 Business Plan Context 5
3.0 Our Approach to Waste Minimisation 10
4.0 Existing Service Arrangements 12
5.0 Future Service Requirements to Deliver ‘The Strategy’ 19
6.0 Financials 32
7.0 Management Arrangements 37
8.0 Glossary 39

1.0 Introduction
Included in the Draft Recycling and Waste Management Strategy 2022-2032 (the Strategy) is
the commitment from the Directorate of Environment and Housing to prepare a detailed
Business Plan, to include a financial plan, to take account of the various sensitivities associated
with the service development actions, material values and future legislative changes. The
recycling and waste services financial plan will be continually monitored and reported annually.
This Business Plan covers the rationale for, and the considerations taken when identifying the
revenue & capital investment required to deliver the key actions and objectives of The Strategy.
The business plan comprises the following key sections:
• The strategic section sets out the strategic context and the case for change, together
with the supporting investment objectives for the proposed actions.
• The contractual arrangements section outlines what contracts support the current
service and how they may need to change, in the future, for the developing service.
• The financial section identifies what revenue budget is needed and capital investment
required to deliver the service. It explores affordability issues and highlights how some
actions may be able to be delivered though invest to save means and how all actions
meet the existing and future needs of the service and optimise value for money (VFM).
and
• The management section demonstrates that the actions /developments are achievable
and can be delivered successfully in accordance with accepted best practice, and how
the revenue budget will be managed.

2.0 Business Plan Context

The national and local context, shaping the rational for the actions and service developments
proposed and costed in this Business Plan, for the recycling and waste management services,
are described in detail in Section 2 of the 10 Year Strategy document.
2.1 Organisational Overview

The organisation chart below shows the overall structure of the Directorate of Environment and
Housing and highlights in green where the recycling and waste management service provision
sits within this structure.
Figure 1: Current Environment and Housing Services structure
Director of Environment
and Housing Services
Head of Shared Head of Neighbourhood Head ofHousing and

Regulatory Services Services and Transport Building Services
OM Neighbourhood
OM Neighbourhood Group Manager
OM Engineering Services; Healthy Living
Services; Operations Transport Services
& Performance

Figure 2: Current Neighbourhood Services; Operations structure
OM Neighbourhood OM Neighbourhood
Services; Health Living Services; Operations
& Performance
Neighbourhood
Team Leader - Manager Temporary Waste
Healthy Living
Performance Project Officer
Temporary Waste
Temporary Waste
Performance Staff x 5 Team Leader Transfer Station
Warden x 4
Operational Staff x 4
Frontline Supervisor x
3
Operational Staff
The Performance team also provides support to Waste Management. Above is the existing
structure of the Neighbourhood Services, Operations. The Waste Project Officer, Waste
Wardens, and Waste Transfer Station Operational staff are all temporary posts until this
business plan is approved and the new permanent positions are added to the establishment.
2.2 Service Strategy

The Vale of Glamorgan Council has four values which are detailed in the Corporate Plan.
These values are reflected within the Strategy and embedded in the actions to be undertaken
to deliver the Strategy objectives.
Ambitious – forward thinking, embracing new ways of working and investing in our future.
Open – open to different ideas and being accountable for the decisions we make.
respects diversity and is committed to quality services
Proud – Proud of the Vale of Glamorgan: proud to service our communities and to be part of
the Vale of Glamorgan Council.

We will work to ensure that services are provided for everyone, that we listen to our residents
and work in partnership to improve the services we provide.
The four key Objectives underpinning The Strategy provide a framework to ensure we continue
to improve services for customers and other stakeholders. This business plan considers
several the key actions identified to deliver on the Objectives.
Objective 1 – Ambitious targets – minimise waste, maximise recycling and to develop a

service that supports the Vale of Glamorgan to be a net zero carbon service by 2030.
Objective 2 – Innovative and resourceful – use our assets and resources to transform our
services so they are sustainable for the future.
Objective 3 – Strong communities – working in collaboration with our communities,

businesses and partners.
Objective 4 – Education and Engagement – encourage our residents, visitors and

businesses to minimise waste, reduce carbon emissions and to consider how their actions may
impact on the environment.
2.3 Business Plan Objectives

This Business Plan seeks to justify the investment in revenue needed to ensure there is an
adequate level of budget to see through The Strategy and secure the benefits. Crucially, the
Strategy moves the Council towards our Ambitious Target of being a net zero carbon in
recognition of its major contribution to delivering the Project Zero Challenge Plan.
Without the required budget the service will not be able to achieve future statutory targets or
maintain high performance diversion and recycling rates or sufficiently contribute to the
Councils Environmental ambitions.
The capital and revenue investment in our own infrastructure provides the Council with
resilience, eliminates the burden of relying on third party infrastructure which often has financial
implications and helps reduce the carbon impact of our actions.
The details in Table 1 below, identify the number of business objectives behind the need for
future investment.

Table 1: Business Objectives
Rationale Description
• Provides future resilience for the Directorate of Environment and
Housing frontline activities now and into the future.
• Enables the development of a Resource Recovery Facility (RRF)
that moves the Council towards a low carbon position.
• Provides for a fleet parking site adjacent to the RRF that in the
future will enable the electrification of the fleet and provide
Strategic Fit
efficiency in terms of performance.
• Follows sustainable procurement and design practices.
• Ensured Vale of Glamorgan is in the strongest position to meet
current and future statutory targets.
• Provides resource to continue to engage and educate its’
stakeholders.
• Provides a new modern, fit for purpose and future proofed RRF.
• Retention of Cowbridge RRF provides for service resilience and
the most economical and efficient way to maintain operational
performance and service levels for the rural vale.
Operational Need • Provides resilience and flexibility through minimising reliance on
third party infrastructure.
• Ensure all facilities are environmentally compliant.
• Continues to develop services for the benefits of residents,
businesses, and visitors to the County.

Rationale Description
Financial • Defines a revenue budget of costs under operational
management and responsibility.
• Aims to protect against impacts from a decline in the materials
market, by ensuring high quality materials are available to
achieve the best possible market value for the materials collected
from our residents/customers.
• The review of Cowbridge RRF identifies retention of the facility as
the most economical way to maintain service to Rural Vale
• Provides a clear a financial plan for the 10 years of The Strategy
for revenue spend and capital requirements.
• Provides commitment that all investment will be fully evaluated to
ensure value for money and best practice.
• Proposes a structure to manage the increases and decreases in
the materials market.
• Commits to regular efficiency reviews of the service.
• Identifies potential sources of income from reuse.
Environmental • Enables the possibility for the future electrification of a substantial
proportion of our frontline fleet.
• Provides for high level of green credentials for the RRF through
sustainable materials, water capture and green energy
generation/utilisation.
• Provides a fit for purpose RRF that will enable improved quality
management of recyclate materials.
• A new RRF and retention of Cowbridge RRF will minimise and
limit travelling time between rural vale, Cardiff and the existing
depot at The Alps, reducing carbon emissions from wasted
journey time.
• An Action Plan that moves the Council towards its’ Corporate
Objective of being zero waste and low carbon by 2030.

3.0 Our Approach to Waste

Minimisation
In addition to our existing arrangements for the treatment and preparation of recycling and
waste, the service will focus on waste minimisation and reuse. This will predominantly be
delivered via the operation of the reuse shop. Additionally, to raise awareness of waste
minimisation and reuse through the use of recycling officers, increased recycling initiatives and
campaigns, and local community roadshows.
Reuse
Within the Vale of Glamorgan, we aim to develop a culture of reuse and repair via our reuse
shop which is currently (March 2022) being constructed next to our HWRC at ATE, Barry.
The reuse shop will bring many benefits to the Vale of Glamorgan by reducing waste
management costs and generation of income, provision of employment, training and assist
with addressing deprivation and poverty through access to low-cost goods.
The opening of the reuse shop also aligns with the Welsh Government’s circular economy
actions and decarbonisation by supporting community initiatives such as repair cafes. In later
years the service has ambitions to expand the shop and introduce a repair café which will
supply members of the community with practical resources, skills, and infrastructure to help
reuse and recycle.
The reuse shop in the Vale of Glamorgan will assist in our aim ‘to respect, enhance and enjoy
our environment’. It will also aim to improve the environmental impact waste has on the
environment by providing a facility to rehome items other residents no longer have any purpose
for, rather than being recycled or sent to an energy recovery facility. It is a key action to meet
the Project Zero challenge the Council has set itself in promoting the circular economy and
offers the opportunity to support, engage and involve residents in positive behavioural
changes.
Extended Producer Responsibility

Overview
There is a commitment to introduce a packaging Extended Producer Responsibility Scheme
(EPRS) that incentivises producers to design packaging that is easy to recycle and to ensure
that they pay the full net cost of managing this packaging once it becomes waste. This is in line
with the polluter-pays principle.
The key principles proposed are:

• Producers are incentivised through the fees they pay or by other complementary
measures to reduce unnecessary and difficult-to-recycle packaging, to design and use
packaging that is recyclable and to promote reusable or refillable packaging where it is
a feasible option.
• Producers will pay into the system either directly or through the price they are charged
by others in the supply chain consistent with the ‘polluter pays’ principle.
• Producers will bear the full net cost of managing the packaging they handle or place on
the market including at end-of-life to achieve agreed targets and outcomes.
• Costs paid by producers will support a cost-effective and efficient system for managing
packaging waste, including the collection of a common set of packaging materials for
recycling from households and businesses.
• Actions by producers will enable consumers to play their part and correctly manage
packaging waste through access to good services, labelling and other means that tell
consumers how to recycle and dispose of packaging, and enhanced communications
campaigns.
Once the legislation is introduced there may be an impact on the amount of material the Council
collects and ultimately tonnage used against statutory recycling targets. This will be considered
in later years as targets are also likely to align against other factors such as carbon-based
targets.
A Deposit Return Scheme (DRS)

A DRS would see a deposit added to the price of drinks in in-scope drinks containers at the
point of purchase, which would be redeemed when consumers return their empty drinks
containers to designated return points. If introduced, we anticipate that a DRS will help reduce
the amount of littering in England, Wales and Northern Ireland, boost recycling levels for
relevant material, offer the enhanced possibility to collect high quality materials in greater
quantities and promote recycling through clear labelling and consumer messaging. All
producers of drink beverage products that would fall within the scope of a DRS would be
mandated to join the DRS and be obliged to meet high collection rates set by government. As
all items under consideration for inclusion in a DRS are packaging, government would need to
ensure that any reformed packaging producer responsibility system takes this into account.
At this stage it is not known how this may impact on LA collected recycling and how the loss of
tonnage would apply against statutory targets. A legislation update that includes DRS will be
included in the annual performance update.

4.0 Existing Service Arrangements

This section describes the current arrangements put in place to deliver a service with a partial
service change whilst the new Resource Recovery Facility (RRF) at Atlantic Trading Estate
(ATE) is developed and built. Whilst the arrangements enable the delivery of waste and
recycling services to residents, it is inefficient and incurs additional costs. This will be
unavoidable until the full roll out of the source separated service is complete and the existing
comingled service, removed and the delivery of recycling from Barry can be diverted locally to
restrict unnecessary travelling.
4.1 Cowbridge Compost Interim Resource Recovery Facility (RRF)
The temporary RRF at Cowbridge facilitates for resale and reuse around 2/3rds of the Council’s
kerbside source separated recycling. There are around 18 Resource Recovery Vehicles
(RRV’s) operational across the rural Vale and Barry with support provided to the Barry service
occasionally transporting the recycling back and forth due to the travelling burden and down
time associated with the location. The facility is operating at its maximum potential.
The Cowbridge facility is configured into individual bays and it allows the RRVs to enter the
transfer station and tip each material stream separately. There is also mechanical sorting
equipment to separate mixed kerbside collected materials where this cannot be collected
separately. These are plastics, metals and tetra paks. These are the contents of the blue bags
given to residents as part of the suite of bags and boxes provided as part of the roll out of the
source separated service. The metals are separated (aluminium and steel) as well as the
plastics and tetra paks. These are baled separately as part of the preparation for resale and
reuse. The facility was adapted to suit the roll out of the service and these adaptions, and the
sorting/baling equipment was funded by Welsh Governments Collaborative change
Programme (CCP).
Once the permanent RRF is fully operational in Barry it is proposed that the site in Cowbridge
be retained to serve the rural Vale and provide additional resilience and operate as a
contingency site, for the service. A business case study was undertaken by WRAP Cymru
analysing the options, including associated costs on whether the retention of the Cowbridge
site was commercially viable and the results are appended below.
Modelling Results
Three different options were modelled which are detailed below. Costings used in the modelling
were obtained from several different sources; the Council, market research, and some are
estimates. The list below describes where the different costings were sourced:
- Staff costs – Actual costs 2021

- Vehicle costs – Actual costs 2021
- Capital expenditure – previous costs the Councils has paid or have been quoted

- WTS plant and equipment – mixture of costs that have been quoted to the Council (baler) or
market research (forklifts).
- Site fees and site licences for WTS – Actual costs
- Utilities for WTS – WRAP estimates
Option 1
• New RRF in Barry operational accepting recycling from Penarth/Barry/some of the Vale.
• Cowbridge Interim site to remain open taking recycling from Cowbridge/Llantwit Major
and other rural areas.
• No additional resources for the kerbside recycling service.
• Staff levels at Cowbridge to be reduced .
Option 2
• New RRF in Barry to open and operational, accepting recycling from

Penarth/Barry/some of the Vale - Cowbridge site to be close..
• Use of shunter RRVs for the Rural Vale kerbside recycling rounds
3 x 5.0m shunter RRVs

1 x 3.55m shunter RRV
4 x HGV drivers
• Staff levels at the RRF (Barry) would be increased by 1 in this scenario compared to
Option 1 due to the increase in material passing through the site.
Shunter vehicles will be deployed to assist the Rural Vale rounds to ensure that they finish their
rounds in their allocated time and assist with transporting the collected kerbside material to the
RRF (Barry).
Option 3
• New RRF in Barry to open and operational, accepting recycling from

Penarth/Barry/some of the Vale - Cowbridge site to be close.
• 2 additional kerbside collection vehicles and crews to be added to the service.
1 x 5.0m RRV
1 x 3.55m RRV
2 x LGV drivers
4x Loaders
• Staff levels at ATE would be increased by 1 in this scenario, compared to Option 1 due
to the increase in material passing through the site.

Results
Annual costs
Table 2: Summary of results of modelling (service costs)
Option 1 Option 2 Option 3

Retaining Rural £4,519,503 - -
Vale WTS
Shunter Vehicles - £4,689,080 -
Additional Fleet - - £4,651,206
Conclusion and Recommendations
The modelling has shown that Option 1 is the most cost-effective option, in terms of annual
running costs, and it also requires the lowest capital expenditure when compared to options 2
and 3. Additionally, it is the only option to provide resilience and contingency for the service.
However, no revenue or capital has been built in for the replacement of plant and equipment
at Cowbridge and this may need to be considered in later years. Options 2 and 3 are more
expensive in terms of both annual costs and capital expenditure as both options require
additional resources for the kerbside recycling service, either through the provision of shunter
vehicles (Option 2) or an increase in the number of kerbside recycling rounds required (Option
3). Also, for both options’ revenue has been built in for the replacement of the additional RRVs.
Carbon impacts were all taken into consideration for all options. The following unit costs per
litre of fuel and kWh were used:
Red Diesel (for plant) - £0.50

Derv (For Collection vehicles) - £1.10
Cost per kWh of electricity of - £0.172
Using the above figures, we calculate the litres of fuel used and multiply out with the
greenhouse gas emission factor for Diesel - 2.51233 kgCO2e per litre and electricity - 0.21233
kgCO2e per kWh.
Table 3: Summary of results of carbon impact calculations

Option 1 Option 2 Option 3

Tonnes Tonnes Tonnes
Fuel Litres CO2e Litres CO2e Litres CO2e
Fuel oil 24,600 62 12,300 31 12,300 31
Derv 202,273 508 238,636 600 220,455 554
Total – Fuel - 570 - 630 - 585
Tonnes Tonnes Tonnes
Electricity kWh CO2e kWh CO2e kWh CO2e
Sorting & 145,349 31 87,209 19 87,209 19
Bailing
energy use
Total – Fuel - 601 - 649 - 603
&
Electricity
Difference - 0 - 48 - 2
to Option 1
The results show that there are small differences between options 1,2 and 3 regarding carbon
impacts. Option 1 has the lowest impact but there are minimal differences between this option
and option 3. Option 2 has the highest impact due to the increase in number of vehicles
operating.
Option 1 is the most favourable in terms of financial costs and also in terms of providing
resilience and bringing contingency to the service.
4.2 Cardiff WTS at Lamby Way

The Council has an agreement with Cardiff Council to temporary store and bulk comingled
recycling material collected from flats and apartments and the Penarth area to their Waste
Transfer Station (WTS) at Lamby Way, Cardiff. Once stored the Council’s off-taker, Suez,
arranges collection of the material and transports it to their Materials Recycling Facility (MRF)
in Avonmouth for processing.
The Council has a contingency site at Prichard’s for when Cardiff has to shut their WTS facility
or space is at capacity. The contingency was used for 2-weeks during 2021.
This service will be gradually phased out once the transition to source separated collections
are introduced in the Penarth area and to flats and apartments.
4.3 Fleet Parking - Alps Depot

Waste and recycling collection vehicles are currently parked at the Alps Depot.. Previously
RRVs were parked at Court Road until they relocated to the Alps depot in early 2022 following
a to build a new school on the site in mid 2022.

An alternative site has been identified, adjacent to the new RRF at ATE, for all waste and
recycling fleet parking. This land has yet to be purchased and ground works undertaken to
make the land suitable for use.
The phase of parking development at ATE would allow for the collection fleet to be located at
the facility. This would impact the daily distances travelled by the fleet which would in turn
influence the tailpipe emissions from the fleet.
In order to quantify the change in distances travelled, current collection round mileages were
compared against collection routes modified to take into account the change to parking and
tipping locations. This work was undertaken using the authority’s Webaspx routing software.
Once distance travelled was ascertained for each vehicle, fuel use was calculated based on
typical fuel consumption figures for the type and GVM of each collection vehicle.
The difference is fuel use between the projected collection rounds (including the proposed
rounds for the final rollout phase for blueprint collections) and rounds modified to account for
ATE fleet parking is shown in table 1 below:
Table 4: Fuel Use - Litres:
Collection Proposed – Proposed – Difference

Garaging at Garaging at
Wenvoe ATE
Recycling 109,174 100,296 8,878
Residual 72,063 64,412 7,651
Green Waste 61,287 54,371 6,917
Total 242,524 219,079 23,445
Once fuel use has been estimated, the vehicular emissions can be calculated using a suitable
Carbon factor. In this instance the UK Government’s Greenhouse Gas conversion factor for
Diesel (Average biofuel blend) was used – 2.51233 kg CO2e per litre.
Total annual vehicle emissions are shown for both options in table 2, along with the difference
resulting from the relocation of the collection fleet to ATE.
Table 5: Vehicle Emissions – Tonnes CO2e:

Collection Proposed – Proposed – Difference

Garaging at Garaging at ATE
Wenvoe
Recycling 274 252 22
Residual 181 162 19
Green Waste 154 137 17
Total 609 550 59
The relocation of collection fleet would result in an annual Carbon saving of 59 tonnes CO2e.
There are significant advantages of having parking provision for waste fleet vehicles opposite
the RRF. There is an estimated cost avoidance of over £200k per annum attributed to this
project that will see an enhanced performance of the service. This will be captured from
reduced down time saving on the discharging of loads and travelling time, back to the Council’s
depot in Wenvoe. This will involve the whole team on every vehicle which will be considerable
unproductive time.
Overall, the fleet parking proposal demonstrates positive credentials delivering operational
efficiencies, cost avoidance and carbon benefits ensuring the long-term resilience and
sustainability of the front-line service.
Fleet impact until final Phase of Penarth service change:
Running with up to 4 shunting vehicles from Barry to Penllyn Estates daily, will need to continue
until the final phase of the service change, resulting in additional costs to the service, which is
already under financial budgetary pressure, but it is considered in the revenue review
proposed.
4.4 Contractual Arrangements
The contractual arrangements in place supporting service provision are described in detail in
Appendix 2 of The Strategy.
• FCC are contracted to operate the 2 HWRCs at Atlantic Trading Estate in Barry and
Llandow. FCC are the permit holders for both sites and the contract expires 30th June 2022.
• A permitted RRF facility is hired from Penllyn Estates, Cowbridge and this facility is used to
currently process all source separated recycling material collected kerbside. The future
requirement of the RRF as a satellite site for Rural Vale materials has been reviewed and
it is recommended that this be retained on completion of the permanent site, to service the
rural vale and build resilience within the service.

• There is a contract in place with Suez based in Avonmouth. The contract is due to expire
31st April 2022. This contract will need to be extended for a period of up to 18-months or
when all comingled material is phased out.
• There is also an agreement in place with Cardiff Council for the use of a transfer station for
the material and this will be phased out during 2022/23 following:
o the implementation of phase 3 of the collections blueprint in Penarth in late 2022

o the introduction of source separated collections of trade recycling in 2023
o The introduction of source separated recycling for flats in late 2022

5.0 Future Service Requirements to

Deliver ‘The Strategy’
5.1 Service Needs
Whilst there is a transition period to fully complete the roll out to source separated recycling
collections there is an ongoing revenue burden running both a comingled and kerbside sort
service and until the construction of the RRF is complete. Therefore, the level of resources
required, through the transition period and post changes, exceed the current establishment
levels. This plan identifies the temporary resources used in the service as well as the future
resources required (that matches the fleet optimisation output) to deliver The Strategy.
Table 6 – This table shows the resources used during the transition period and identifies
budgeted resources (pre-service change) to those actually used to deliver services.
Budgeted Actual
Resources Resources
Management 2.33 1
Frontline Supervisors 3 0
Supervisors – Transport 1 3
RRV - Driver 0 20
RRV - Loader 0 39
RRV - Transport 21 20
Comingled - Driver 10 4
Comingled - Loader 15 7
Comingled - Transport 10 4
Refuse – Driver 4 4.5

Refuse – Loader 11 10
Refuse – Transport 4.5 4.5

Green Waste – Driver 4 4.5

Green Waste – Loader 8 9
Green Waste - Transport 4.5 4.5
Food Waste – Driver 7 2

Food Waste – Loader 10 4
Food Waste – Transport 7 2
Bulky Waste – Driver 1 1

Bulky Waste - Loader 1 1
Bulky Waste – Transport 1 1
Pick Up – Driver 1 2
Pick Up – Loader 1 2
Pick Up – Transport 1 2
On Street Waste Wardens 0 4

On Street Waste Wardens 0 4
– Transport
Cowbridge RRF 0 4

Table 7: Future resources (Collection staff) required to deliver The Strategy (taken from the
financial spreadsheets and route optimisation outputs).
Service Name Use GVW/SIZE Loader Driver

Total Total
Source RRV 01 Main 12 tonne 2 1
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling


Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 5.0m
Recycling
Separated 4.3m
Recycling
Separated 3.55m
Recycling
Separated 3.55m
Recycling
Separated 3.55m
Recycling
Separated 3.55m
Recycling
Source RRV 22 Spare 12 0 0
Separated
Recycling
Source RRV 24 Spare 12 0 0
Separated
Recycling
Source RRV 23 Main 12 2 1
Separated
Recycling
Source Flats/Trade Main 18 1 1
Separated
Recycling
Source Flats/Trade Main 18 1 1
Separated
Recycling
Source Pickup Main 3.5 tonne 1 1
Separated pickup
/CM
Recycling
Source SPOV Main 7.5 tonne 1 1
Separated SPOV
Recycling

Refuse RCV 1 Main 26 tonne 2 1

RCV
Refuse RCV 2 Main 16 tonne 1 0.5
(part) RCV
RCV
RCV
RCV
Refuse RCV 6 Spare 26 tonne 0 0
RCV
Refuse & Pick up Main 3.5 tonne 2 2
Garden pickup
(split shift)
Garden SG1 Hired 26 tonne 2 1
RCV
Garden SG2 Main 26 tonne 2 1
RCV
Garden SG3 Hired 26 tonne 2 1
RCV
Garden SG4 (part) Main 16 tonne 1 0.5
RCV
Garden SG5 Main 16 tonne 2 1
RCV
Garden SG6 Spare 16 tonne 0 0
RCV
Bulky 1 1
Pool Staff Spare 19 10
Total 88 48

Table 8: This shows the current resources that are on the existing establishment, the
additional resources actually used (to run the temporary services over the transition period),
and the future number to deliver The Strategy.
Current Resources
Establishment Required to
Deliver the
Strategy
Total Drivers 34 38 permanent

and 10 pool
staff
Total Loaders 49 68 permanent

and 20 pool
staff
Resources required for the new service

There is a requirement to increase the driving establishment by 14 drivers. Some of these
positions will be recruited to, however it is also important to keep some flexibility within the
service with agency staff to cover holidays and sickness periods
There is a requirement for 39 additional loader positions. The service is currently reliant on
agency staff and there has been no increase to the establishment throughout any of the
service changes. Again, it will be important to keep a suitable level of agency staff

Table 9– This shows the total number of new posts that need to be created and approved to
deliver The Strategy.
Designation Permanent Pool Staff Total
Recycling and 1 1
Infrastructure
Manager
Waste Project 1 1
Officer
Waste Compliance 1 1
Officer
Recycling Officers 3 3
Recycling plant 2 2
Supervisors (One
Senior Supervisor /
One Supervisor)
Operatives 6 6
(Recycling plants)
Drivers LGV 3 10 13
Drivers Non - LGV 1 1 1
Loaders 19 20 39
5.2 Benefits for Stakeholders

This section describes the main outcomes and benefits associated with the investment in
revenue and the delivery of the key actions of The Strategy.
Table 10: Benefits

Rationale Main benefits for stakeholders
Strategic Fit • Fits with the Welsh Government’s national policy context for zero waste
and carbon neutral Ambitious Targets, Green Recovery and
regeneration.
• Aligns with the goals and ways of working outlined within the Future
Generation (Wales) Act 2015 with the creation of new jobs and the
opportunity for volunteering, collaborating with the third sector.
• Supports local policy context in Vale of Glamorgan’s Corporate Plan and
Project Zero decarbonisation Challenge Plan.
• Actions deliver the Council’s future 10-year Recycling and Waste
Strategy objectives.
Operational • RRF provides fit for purpose facility to support frontline Blueprint
Need services.
• A second HWRC to replace Llandow to ensure all sites are NRW
compliant.
• Provides space and opportunity to develop reuse.
• Staffing and communications approach to ensure ongoing Education
and Engagement of stakeholders and community involvement through
the Community Champions Scheme.
Financial • Provides a forward view of the revenue investment needed to deliver
the Council’s Ambitious Targets of The Strategy.
• Revenue operating costs are transparent and controlled, whereby
uncontrollable costs driven by external market factors are separately
reported at Corporate level. Include material reserve
• Ability to generate income from good quality materials;
• Provides opportunity to generate income from sale of reuse items for
reinvestment into the service and local community projects.
• Minimises disposal costs of residual waste through full rollout of
Blueprint and introduction of reuse.
Environmental • Innovative and Resourceful approach to development that ensures
green credentials for new infrastructure.
• Opportunity to reduce carbon footprint through electrification of frontline
fleet on renewal.
• Strong Communities where waste is minimised and end disposal is
reduced, provides access to reuse items and provides access to
recycling services for all residents, businesses and visitors.
5.3 Identifying Future Budget Needs
The key actions for the immediate future taken from Appendix 1 of The Strategy - Summary
Action Plan and Timeline 2020 – 2032 are listed below:

• Development and build of a new resource recovery facility (RRF) at Atlantic Trading
Estate and the investment in staff to run the site.
• Purchase and development of the fleet parking area adjacent to the new RRF.
• Roll-out of the new kerbside sort service to Penarth following the opening of the RRF.
• Roll-out of a bespoke recycling service to all flats and HMOs.
• Carry out full performance and efficiency review of waste management services.
• Develop and open a re-use shop at the HWRC, Barry.
• Development and build of a new second household waste recycling centre (HWRC) to
replace Llandow.
• Deliver a behavioural change programme to consolidate behaviours around the
Blueprint service.
• Create a network of Community Champions supporting the work of our own Waste
Warden team.
The Directorate proposes that the revenue budget developed here must:
• Be sufficient to run the Recycling and Waste Management Services today;

• Provide for the one-off cost that enables the implementation of key changes to develop
the service to meet statutory targets and reduce its’ carbon impact to contribute to Vale
of Glamorgan’s drive to be net zero carbon by 2030;
• Include additional revenue costs needed to maintain service delivery and continue to
engage with residents, local businesses, and other stakeholders and
• Include those revenue costs that are within the control of the operational team.

5.4 Current Performance

This annual statistical release reports on the municipal waste management of local authorities
in Wales in 2020-21. In its current waste strategy ‘Beyond Recycling’ (2021), the Welsh
Government set statutory targets of recycling a minimum of 64 per cent of waste by 2019-20,
and 70 per cent of waste by 2024-25. ‘‘Beyond Recycling’ (2021), also includes other targets
including one to reduce the total amount of household waste collected by 2050.
Performance Overview
Validated performance from the 1st April 2020 to the 31st March 2021 by Natural Resources
Wales confirmed the Vale of Glamorgan’s Annual reuse/ recycling/ composting rates of 70.6%
which was the second highest recycling figure behind Pembrokeshire County Council which
have already rolled out the full source segregated blueprint.
Comparing the Vale of Glamorgan Performance with the previous year there was a slight
improvement of 0.3% on the annual reuse/ recycling/ composting rate and a 1 place
improvement in the league table.
It’s important to remember that the increase of 0.3% is exceptional considering the challenges
met during the 2020/2021 reporting year in relation to the effects of Covid and relaxation of the
two-bag limit.
Table 12: 2020 / 21 Annual reuse/recycling/composting rates:

Recycling
Recycling
Local Authority Performance
Position
%
1 Pembrokeshire 73.2
2 Vale of Glamorgan 70.6
3 Conwy 70.2
4 Ceredigion 70.2
5 Bridgend 69.2
6 Monmouthshire 68.4
7 Neath Port Talbot 67.6
8 Newport 67.2
9 Merthyr Tydfil 67
10 Wrexham 66.9
11 Rhondda Cynon Taf 66.7
12 Carmarthenshire 66.3
13 Powys 66.1
14 Isle of Anglesey 65.7
15 Gwynedd 65.5
16 Denbighshire 64.8
17 Swansea 64.5

18 Blaenau Gwent 64.3

19 Flintshire 64
20 Torfaen 62
21 Caerphilly 61.9
22 Cardiff 55.8
All Wales Summary Average

Rural 68.1
Urban 62.5
Valley 65.6
All Wales Performance 65.4
During 2020 / 2021 there was a total 116 tons of waste sent to landfill which was the least by
any Local Authority in Wales, which represents a landfill rate of 0.2% compared with 1.13%
from the previous year This signifies the important of planning for the future as this landfill rate
performance has only been achievable due to the use of an ERF.
In 2020 / 21 the combined percentage of waste in Wales sent to Landfill was 4.85% which
again reflects the excellent performance of the Vale of Glamorgan Council demonstrating our
ability to divert our waste from landfill.
During 2020/21 work continued working with our independent consultants WRAP and route
optimization software provides Webaspx to ensure efficiencies regarding our collection rounds.
By ensuring that the rounds are built in the most efficient way ensures operationally we use
the least number of Vehicles and collection crews considering the LDP and the needs for the
future.
Vale of Glamorgan tonnage Statistics

5.5 Risks
The table below identifies potential risks associated with the revenue and capital budgets
proposed by this Business Plan.
Table 11: Potential Risks
Main Risk Consequence Counter Measures

Implementation risks
COVID-19 Delay in the build Vaccine available and rolled
completions and rollout of out to the population.
services
Timescale Delay in the implementation Close management of each
of key actions action, set realistic and
attainable milestones, review
and evaluate.
Revenue one off cost Failure to invest prevents Creation of Business Plan to
actions being implemented forecast revenue and capital
and on time requirements.
Operational risks
Performance Poor delivery in the Close management and
implementation of key adequate resource for
actions change.
Ensure regular efficiency
reviews.
HGV driver shortage Promote in-house and
develop multi skilled loaders
with dual contracts for new
driver/loader positions.
Operating costs Resources are not controlled Regular budgetary review of
revenue budget.
Timescales Delays prevent rollout of Close management and
actions. Service levels effective planning and
suffer. review.

Main Risk Consequence Counter Measures

Financial risks
Capital cost Delays increase costs Close project management of the build
increases beyond funding. contractor.
Identify future capital requirements and
sources of funding and affordability. Evaluate
on a case-by-case basis.
Brexit / Covid impact Secure guaranteed costs, place advanced
and shortage of key orders.
building materials.
Supplier failure. Place orders with established and financially
sustainable companies.
Insufficient capital Project broken down into multiple Phases,
available to complete spreading capital costs over a number of
project. years.
Application/s to WG for additional funding
support.
Revenue cost Affordability of actions. Rigorous revenue budget management
increases Impact on service operations. Rigorous budgetary reporting
deliverability. through Council process.
Income from sale Downward market Maintain materials quality. Ensure reliable off-
of materials forces reduce prices takers contracted. Implement all actions to
and income. maximise recycling.
Creation of material reserve fund to deal with
future market fluctuations.
Inefficient Increased revenue Implement action for regular efficiency
deployment of costs impacting on reviews.
resources. deliverability of service. Close supervision of overtime and use of
agency.

6.0 Financials
The financial schedules include the revenue requirements and future capital estimates for the
delivery of the Strategy.
There are several key assumptions that have been made within the Business Plan and these
have been listed below:
• Current proposal is that the phase 3 rollout of the source separated service is rolled out
to Dinas Powys and Penarth in October 2022. Tonnage projections have been based
around this date.
• Inflation built in at 3% per annum for estimated service costs
• Budget increase of 1% per annum has been assumed.
• An increase of 650 new households per annum has been assumed.
• An estimated average has been assumed for the costs/income of treating waste
materials, however scenarios have also been shown that assume ‘floor’ and ‘ceiling’
prices to show potential variations in cost.
• Agency cover has been calculated at 30% of Estimated employee costs. This is to
ensure adequate cover for holidays, sickness & training.
• Assumption that both Atlantic Trading Estate and Penllyn Estate are used as transfer
stations for material.
• Assumption that fleet will be replaced with electric vehicles from 2027/28.
6.1 Revenue costs Vs Budget

The summary profile of the revenue budget for the 10 years of The Strategy is shown in the
table below and includes the incremental changes in the years corresponding to the actions
identified in the Action Plan - Appendix 1 of The Strategy. The table shows scenario 1 which
uses current average prices for source separated recycling material.
Costs have been inflated by 3% year on year unless there is an in-year change. The annual
budget has been inflated by 1% per annum.

Table 12:
Scenario 1 – Budget Gap 2022/23 onwards – Using average prices for

recycling materials
Total budget Total budget

requirement – current
Estimated
– Revenue (assumed
funding gap
(3% inflation 1% inflation
per annum) per annum)
Phase 3 rollout
from October 2022/23 £10,605,206 £10,206,049 £399,157
2022
First full year of
2023/24 £10,343,507 £10,308,110 £35,397
full rollout
2024/25 £10,745,267 £10,411,191 £334,076
2025/26 £11,114,787 £10,515,303 £599,484
2026/27 £11,383,926 £10,620,456 £763,470
2027/28 £12,511,521 £10,726,660 £1,784,861
2028/29 £12,918,198 £10,833,927 £2,084,271
2029/30 £13,322,471 £10,942,266 £2,380,205
2030/31 £13,747,239 £11,051,689 £2,695,550
2031/32 £14,185,409 £11,162,206 £3,023,203
There are some key areas to highlight in the analysis that has been undertaken. These are
shown below:
• It is estimated that in the first full year of the full rollout being completed (2023/24), that
there will be an estimated revenue funding gap of £35k. During the budget process for
2022/23 a cost pressure of £1.4m was awarded to the waste service to support the
changes highlighted in this Business Plan going forward. This gap will increase by
around £300k per annum (due to inflationary & demographic increases) until 2027/28
when there is an increase of approximately £1,021k due to the extra estimated costs of
running an electric fleet.
• Despite the additional budget funding of £1.4m highlighted above there is still a
projected budget overspend within 2022/23. This is in main due to the additional costs

of the rollout of the new service, and also 6 months of running both a co-mingled and
source separated service.
• Estimating the prices that can be expected for recycling materials over time can be
extremely difficult. A current average price has been used however these can fluctuate
quite dramatically and therefore analysis has also been undertaken to predict ‘floor’ and
‘ceiling’ prices for each material. The table below highlights the potential change in the
overall service cost in 2023/24 (the first full year of rollout) based on this fluctuation. The
table highlights the potential swing in the budget shortfall from a high of around £569k
(scenario 2 - based on low levels of income for recyclate) to a budget surplus of around
£652k (scenario 3 - based on high levels of income for recyclate). As there is potential
for such a large variation in recycling material values, which is largely outside the control
of the service, it is proposed that a Recycling Materials Reserve is set up. This will
enable the service to manage the volatility within the market. It is proposed that a figure
of £250k is initially transferred into this reserve, to be funded via the Neighbourhood
Services Reserve. If the recycling material remains in a strong position as it is currently
it is envisaged that this reserve can be topped up further if there is a budget surplus in
2023/24.
Table 13:
Based on Based on Based on

‘average’ ‘floor’ ‘ceiling’
2023/24
material material material
prices prices values
Estimated Service
£10,343,507 £10,877,419 £9,656,185
Cost
Current Estimated
£10,308,110 £10,308,110 £10,308,110
Budget
Estimated
£35,397 £569,309 -£651,924
Funding Gap
A graph has also been produced which highlights the difference in costs over the 10 years of
the 3 scenarios modelled and compare these to the current budget.
For the purposes of this analysis a line was also inserted to show the projected costs if the
Authority had remained with a fully Co-mingled recycling service and not made the switch to
source separation. This is the top line within the graph and estimates that we would have had
a budget shortfall of around £1.4m in 2023/24, which is £1.4m higher than the scenario 1
modelled based on average material values for recycling.

Figure 3:
The waste service has had significant budget shortfalls over the last few years. The main
source of the budget pressure began in 2018 when China banned the import of several types
of waste recyclate into the country including plastics. This dramatically increased the costs that
were incurred for treating our co-mingled recyclate. The budget shortfalls experienced over
recent years have been mainly funded from the Neighbourhood Services reserve however this
reserve is heavily utilised, and it is not sustainable going forward to fund an ongoing budget
shortfall.
A budget cost pressure of £1.4m has been awarded for the 2022/23 budgeting round in an
attempt to reduce the previous budget gap. As can be seen from the graph above this has
narrowed the gap between the yellow line (budget) and blue line (scenario 1) however it is
estimated that this gap could increase again in the future due to inflationary pressures and
increases in demographic and an estimated 650 additional houses built per annum throughout
the plan. However, the service will be constantly looking for efficiencies in the way it operates
to try to mitigate these future pressures as much as possible.

6.2 Material reserve fund proposal

As we continue to roll-out the new kerbside sort collection service the tonnages of source
separated recyclate materials will increase. Due to the volatility of material prices as highlighted
above the Business Plan proposes a new approach for the accounting of any surplus income
or additional top up required to income, over that budgeted each year, from materials sales. It
is proposed that a sum of £250k is added into the Recycling Material Reserve from the
Neighbourhood Services Reserve which represents a 6 month effect from prices decreasing
from the current average to the floor prices modelled.
6.3 Current Approach

Currently the income from the sale of recyclate materials forms part of the revenue budget for
Neighbourhood Services. The total income for each year is estimated but, is subject to market
forces that are out of the control of the management team responsible for the budget.
Material values fluctuate monthly and although it is possible to obtain average prices on
materials through open days by inviting processors to bid for recyclate prepared for market,
these are volatile. When values are high it benefits the service but when prices fall this
significantly impacts on the revenue budget and increases financial pressure on the delivery of
essential services. This could potentially lead to service failure. It also necessitates the
constant justification of service spend when in reality the operational costs associated with
service delivery are being managed and controlled.
6.4 Proposed Approach

The proposed approach is one where surplus income from materials sales is held in a reserve.
A budget for expected income will be set each year based on historical prices and market
trends. It is suggested that the reserve is initially set up with the sum of £250k. This represents
the estimated difference of a 6 month effect of the prices falling from the current average to an
assumed floor price.
If prices increase and the overall income is surplus to the agreed annual budget this will be
transferred to the fund for use in future years when the income may fall short of the budgeted
amount and a drawdown from the reserve is required.
The benefits of this approach are:
• Does not penalise the service when prices fall in any given year or jeopardise service
delivery.
• Gives a more transparent view of how the operational and controllable revenue costs of
service are being managed.

6.5 Capital requirements

The table below identifies the capital funding required to complete the infrastructure projects
The Strategy and Business Plan priorities for the service area. The table highlights
current/secured funding and the estimated, additional capital required, to fund the remaining
element of these projects. These funding gaps will form the basis of future capital bids to WG
and annually within the Council. At present, as there is no capital in place for the estimated
funding gaps shown in the table, no spending profile has been identified.
Table 14:
Current / Estimated
secured
Capital Project Funding Gap
funding
RRF construction (phase 1) £6m -
RRF construction £0m £2.2m

(phase 2)
Construction of a new HWRC £1.9m £1.5m
Llandow (estimated)
7.0 Management Arrangements

This section summarises how the Strategy and the actions therein will be managed to ensure
delivery on time and to budget, and that actions continue to deliver against the Recycling and
Waste Management Objectives.
7.1 Management Structure

The organisation chart shows the Recycling and Waste team structure (coloured green)
required to deliver The Strategy, continue the rollout out the Collections Blueprint and to
provide resource for education and engagement to encourage residents, visitors and
businesses to minimise waste.

Figure 4: Neighbourhood Services and Transport proposed restructure (excluding the drivers
and loaders)
7.2 Review and budget management

The management of The Strategy incorporating the Action Plan and any
legislative/performance updates will be annually reported to Cabinet and the relevant scrutiny
committee

8.0 Glossary
• Collections Blueprint - describes the Welsh Government’s recommended service
profile for the collection of waste from households. It provides a system that, if adopted
across the whole of Wales, would result in high rates of high-quality recycling, significant
cost savings and improved sustainable development outcomes.
• Corporate Plan 2020 – 2025 - In this plan Vale of Glamorgan presents four new well-
being objectives that it believes complement each other and collectively will contribute
towards the seven national well-being goals. This Plan sets out why Vale of Glamorgan
chose four objectives and how it will achieve them.
• Public Services Board – Public Services Boards were established as part of the
Wellbeing of Future Generations Act. Our Vale/Ein Bro - The Vale of Glamorgan Public
Services Board (PSB) brings together senior leaders from public and third sector
organisations across the Vale of Glamorgan to work in partnership for a better future
and the PSB’s priorities are set out in the Vale Well-being Plan.
https://www.valepsb.wales/en/Home.aspx

Equality Impact Assessment
Including the Welsh Language and Socio-economic Duty
Please click on headings to find general guidance or section guidance with an example.
You will find supporting information in appendices at the end of the guidance.
When you start to assess your proposal, arrange to meet Tim Greaves, Equality Co-
ordinator, for specific guidance. Send the completed form to him for a final check
and so that he can publish it on our Vale of Glamorgan equality web pages.
Please also contact Tim Greaves if you need this equality impact assessment form in
a different format.
1. What are you assessing?

Recycling and Waste Management Strategy 2022 - 2032
2. Who is responsible?
Name Bethan Thomas Job Title Waste Project Officer
Neighbourhood Services; Environment and Housing

Team Directorate
Operations Services
3. When is the assessment being carried out?

Date of start of assessment March 2022
4. Describe the proposal?

What is the purpose of the proposal?
In 2019 the Council joined the Welsh Government in declaring a Climate Emergency;
recognising that we must act now to prevent our future generations from having to deal with
issues that we can have a direct impact on now. The Council is committed to working to a
low carbon Wales and reducing our carbon footprint, to preventing waste and to continuing
to increase our reuse and recycling rates. This strategy will make a significant contribution
to how the Council responds to the climate emergency.
1
Reference: Equality Impact Assessment Form March 2021 (Equality, Vale of Glamorgan Council)
The Council’s Corporate Plan details the Council’s priorities for 2020-25. The Plan sets out
the actions that will be taken to deliver four well-being objectives that will improve services
and well-being across the Vale. Recycling and Waste Management is an essential service
provided by the Council, it is a service received by all our residents, used by local
businesses and by visitors to the Vale. This strategy will contribute to all of our objectives
and the seven national well-being goals.
Why do you need to put it in place?
In the Vale of Glamorgan, we have worked to achieve one of the best recycling rates in
Wales with 70.4% of waste reused, recycled, or composted in 2019-20. We remain
committed to not only continuing this work, but to achieving the best environmental
performance in Wales.
Despite our progress, we recognise that we must continue to develop our service to respond
to a number of key challenges including: the global climate emergency, a growing
population and ambitious statutory targets. In recent months we have also had to plan and
deliver our services during the covid-19 outbreak. Services have been maintained
throughout the lockdown and we will continue to adapt how services are provided to ensure
the best possible service to our customers whilst ensuring that our teams are safe.
We believe we are in a good position to respond to the above challenges and that by
working together with our residents we can embed an efficient, smart and modern recycling
and waste management service which will ensure we achieve our targets now and in the
future.
This is an integrated recycling and waste strategy which prioritises waste minimisation and
promotes re-use, repair and recycling. As part of this strategy, we will explore opportunities
to generate energy from waste and to deliver new employment opportunities through the
development of a more circular economy.
Do we need to commit significant resources to it (such as money or staff time)?
The strategy does not require significant resources in terms of money during the planning
process but will require management resource (time) to assist with the implementation of
the new strategy and to assist with managing change.
Within the strategy there are number of actions included which will require capital
investment. For capital spend that continues to move the Council towards the Welsh
Government Collections Blueprint, the Vale of Glamorgan will prepare capital grant
applications justifying how the investment would assist in meeting or exceeding of
statutory targets through the identified service change or enhancement. In addition,
internal invest to save business cases will be developed. These case-by-case reviews will
determine whether the strategic actions will be included in the Council’s Annual Delivery
Plan and Annual Service Plans for the year in question.
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What are the intended outcomes of the proposal?
There are four key objectives that underpin the strategy.
1. Ambitious Targets - Minimise waste, maximise recycling and to develop a service

2. Innovative and Resourceful - Use our assets and resources to transform our
3. Strong Communities - Working in collaboration with our communities, businesses,
and partners.
4. Education and Engagement - Encourage our residents, visitors, and businesses to
minimise waste, reduce carbon emissions and to consider how their actions may
impact on the environment.
At the relevant time each action will be evaluated to ensure that it continues to align with
the strategy, delivers an effective and affordable solution, and is financially viable and
offers value for money.
Who does the proposal affect?
The proposal will affect all residents living within the Vale of Glamorgan. Our service we
provide equally to all households throughout the Vale of Glamorgan, and although we do
not specifically monitor disability, we will continue to provide an assisted collection service
for residents who are unable to present their waste and recycling for collection.
Will the proposal affect how other organisations work?
We will aim to bring communities together to develop initiatives relevant to their area and
particular needs, those which reduce waste and promote re-use and repair. We will
support our communities to do the small things that add up to making a big difference. We
will engage young people so they can actively learn about and be part of resource
efficiency action.
Will the proposal affect how you deliver services?
The policy aims to improve the way in which organisations delivers waste and recycling
services. We refer to these service improvements within the strategy. The service delivery
of the strategy will assist the Council with its commitments to minimise our waste and
promoting reuse and recycling will be an essential part of our work.
Will the proposal impact on other policies or practices?
The strategy does not impact on other policies or practices but will feed into the Corporate
Plan. The Vale of Glamorgan Council has four values which are detailed in the Corporate
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Plan. These values are reflected within the Strategy and embedded in the actions we will
undertake to deliver our objectives.
Ambitious – forward thinking, embracing new ways of working and investing in our future.
Open – open to different ideas and being accountable for the decisions we make.
respects diversity and is committed to quality services
Proud – Proud of the Vale of Glamorgan: proud to service our communities and to be part
of the Vale of Glamorgan Council.
Can you change the proposal so that it further promotes equality of opportunity
and fosters good relations?
We have not currently identified anything specific that further promotes equality of
opportunity, but we continue to meet regularly to discuss ways that could assist with
identifying the above.
How will you achieve the proposed changes?
The proposed changes will be achieved via the use of effective planning and effective
communication with all residents, members, staff, and businesses within the Vale of
Glamorgan.
Additionally, annual reviews of the action plan will be undertaken to ensure that all
proposed changes are achieved.
Who will deliver the proposal?
The Neighbourhood Services; Operations team have dedicated staff who will continue to
work towards delivering the strategy and outcomes over the next 10 years.
How will you know whether you have achieved the proposal’s purpose?
The overall purpose of the strategy is to provide effective recycling and waste
management services working with our communities to respect, enhance and enjoy our
environment and ensure a bright future.
We will know we have achieved this when out four main objectives have been met.
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1. Ambitious Targets – Minimise waste, maximise recycling and to develop a service

2. Innovative and Resourceful – Use our assets and resources to transform our
3. Strong Communities – Work in collaboration with our communities, businesses and

partners to involve them in decisions that affect them.
4. Education and Engagement – Encourage our residents, visitors and businesses to

minimise waste, reduce carbon emissions and to consider how their actions may impact
on the environment.
5. What evidence are you using?
The Gunning Principles, established from past court cases, can be helpful in ensuring we
apply fairness in engagement and consultation:
Principle 1: Consultation must take place when the proposals are still at a formative stage.
You must not have already made up your mind.
Principle 2: Sufficient reasons must be put forward to allow for intelligent consideration and
response. Have people been given the information and opportunity to influence?
Principle 3: Adequate time must be given for consideration and response. Is the
consultation long enough bearing in mind the circumstances?
Principle 4: The product of consultation must be conscientiously taken into account when
finalising the decision.
Have you complied with the duty to engage as described above and are you
sufficiently informed to proceed?
Yes x No
5
Engagement (with internal and external stakeholders)
Although no direct engagement and consultation has been undertaken for the strategy,
we are using feedback from the engagement and consultations we undertook when
implementing other waste and recycling projects.
These projects all feed into the strategy and action plan, such as the adoption of the
Welsh Governments preferred collection method – The Collections Blueprint and the
restricted of residual waste to two bag per household per each fortnightly collection.
A series of roadshows/consultations were held throughout the Vale of Glamorgan, which

were advertised in the local newspapers, social media, and the Council’s website. The
roadshows/consultations gave residents the opportunities to raise any concerns or
queries they had regarding the planned service changes.
We also ran from consultations on these projects, with the restricted residual project
receiving a 10% response rate of all households in the Vale of Glamorgan. This was the
highest response rate recorded for a consultation exercise in recent years.
Additional to the above engagement and consultation a number of online presentations

were also undertaken with local councillors, and councils to present and communicate all
the planned waste changes.
Consultation (with internal and external stakeholders)
As mentioned above.
National data and research
We have referred to the EHRC publication ‘How Fair is Wales’ and its guidance on
developing equality policies. We have also looked at examples of other organisations’
equality policies
Local data and research
We have referred to the data in our annual equality monitoring report.
6. How robust is the evidence?

Does it show what the impact will be (positive and negative)?
6
It is anticipated that there will be a neutral impact on service users, but we will continue to
monitor via the public opinion survey, which is undertaken every 2 years, to gather
feedback on Council services. In developing the actions, and changes needed to the
service, we have considered what our services should look like to achieve our Ambitious
Targets.
What are the gaps?
No gaps have been identified at this time, but we will continue to monitor this.
What will you do about this?
We are working with key services to improve on our data collection and analysis each
year. We report on this annually in our annual equality monitoring report
What monitoring data will you collect?
We collected customer complaints and feedback throughout the implementation, which

were dealt with accordingly.
How often will you analyse and report on this?
Annually.
Where will you publish monitoring data and reports?
The annual review will be published on the Vale of Glamorgan Council website Council
Committee Meetings pages.
7. Impact
Is there an impact?
There has been a positive impact identified as a result of the construction of the reuse
shop. The opening of a reuse shop in the Vale of Glamorgan aligns strongly with circular
economy actions and decarbonisation by supporting community initiatives such as repair
cafes. The repair café will supply members of the community with practical resources,
skills and infrastructure to help reuse and recycle within the Vale of Glamorgan. It also
will allow the Council and residents take full responsibility for our waste by reducing the
consumption of products and the raw materials associated with making them, thereby
7
reducing the ecosystem damage and pollution, tackling a key issue impacting global
biodiversity and minimising the unstainable exploitation of natural resources. The
Neighbourhood Services; Operation team will continue to monitor this and any other
positive/neutral or negative impacts throughout the delivery of the strategy.
If there is no impact, what is the justification for thinking this? Provide

evidence.
Not applicable.
If there is likely to be an impact, what is it?
Age: Neutral impact
Disability: Neutral impact – Reasonable adjustments are already in place through the
Council Waste Management procedures.
Gender reassignment, including gender identity Ensure policies explicitly include

same-sex couples and use gender neutral language: Neutral impact
Marriage and civil partnership (discrimination only): Neutral impact
Pregnancy and Maternity: Neutral impact
Race: Neutral impact
Religion and belief: Neutral impact
Sex: Neutral impact
8
Sexual orientation: Ensure policies explicitly include same-sex couples and use gender
neutral language: Neutral impact
Socio-economic considerations Socio-economic disadvantage can be disproportionate

in both communities of interest and communities of place – think about how this leads to
further inequality of outcome and how intersectionality can exasperate this: Positive
impact. The operation of a reuse shop works towards tackling poverty and benefitting the
local economy by creating additional jobs and providing low cost products to the local
community. The reuse shop project would also proactively endeavour to include all
members of the community.
Welsh language: How does your proposal ensure that you are working in line with the
requirements of the Welsh Language Standards (Welsh Language Measure (Wales)
2011), to ensure the Welsh language is not treated less favourably than the English
language, and that every opportunity is taken to promote the Welsh language (beyond
providing services bilingually) and increase opportunities to use and learn the language
in the community: Neutral impact
Human rights: Neutral impact
How do you know?

Explain this for each of the relevant protected characteristics as identified above.
Research undertaken by officers within the authority found no evidence on the impact of
the following protected characteristic: age, disability, gender reassignment, including
gender identity, marriage and civil partnership (discrimination only), pregnancy and
maternity, race, religion and belief, sex, sexual orientation, Welsh language, and human
rights.
What can be done to promote a positive impact?

9
Not applicable.
What can be done to lessen the risk of a negative impact?

Not applicable.
Is there a need for more favourable treatment to achieve equal

outcomes? (Disability only)
We have been unable to find any evidence to indicate this.
Will the impact be positive, negative or neutral?
As indicated above there will be a positive impact on socio economic considerations. The
reuse shop will have initiatives such as repair cafes. This will create opportunities for
communities to develop their skills and fulfil their potential no matter what their
background or circumstances. The construction of the reuse shop will also ensure there
is adequate infrastructure in place to assist communities within the Vale of Glamorgan to
reuse and recycle. By doing this it will contribute to reaching a Wales of cohesive
communities.
8. Monitoring ongoing impact

Date you will monitor progress and outcomes
March – April 2023.
Measures and outcomes that you will monitor
Neighbourhood Services aim to conduct the following reviews:
Annual review – to regularly review the outputs of the strategy and action plan.
Mid-point review – to undertake a significant review during 2024, or sooner if required.

This will also review external factors that may affect the strategy and action plan
10
outcomes such as changes in financial markets, new legislations, and development in

technologies.
Post service change review and monitoring and measurement – this will help us
understand the impact of any change of any service change or service enhancement key
metrics will be captured to measure the baseline position and the position post service
change.
Date you will review implemented proposal and its impact
An annual review of the Recycling and Waste Management Strategy 2022 – 2032 will be
reported to Cabinet and Scrutiny Committee.
9. Further action as a result of this equality impact assessment
Possible Outcomes Say which applies
No major change No impacts on protected characteristics groups have

been identified, other than a positive impact on the
socio-economic considerations.
Adjust the policy
Continue the policy
Stop and remove the policy
10. Outcomes and Actions

Recommend actions to senior management team
None.
Outcome following formal consideration of proposal by senior management team
11
11. Important Note

Where you have identified impacts, you must detail this in your Cabinet report when
seeking approval for your proposal.
It has been identified that the Recycling and Waste Management Strategy 2022 - 2032
has no impacts on any group with protected characteristics, other than a positive impact on
socio-economic considerations.
12. Publication
Where will you publish your approved proposal and equality impact assessment?
The approved proposal will be published on the Vale of Glamorgan Council website
Waste and Recycling pages.
In addition to anywhere you intend to publish your approved proposal and equality
impact assessment, you must send a copy to Tim Greaves, Equality Co-ordinator,
to publish on the equality pages of the Vale of Glamorgan website.
13. Authorisation
Approved by (name) Colin Smith
Job Title (senior manager) Operational Manager – Neighbourhood Services;

Operations
Date of approval 02.03.2022
Date of review Annually
12

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Agenda Item: 14

Meeting of: Cabinet

Date of Meeting: Monday, 28 March 2022

To seek approval of a Recycling and Waste Management Business Plan and a

Report Owner: Cabinet Member for Neighbourhood Services and Transport

Responsible Officer: Miles Punter - Director of Environment and Housing

Cabinet Member for Neighbourhood Services and Transport

Policy Framework: This report is a matter for Executive decision by Cabinet

Reasons for Recommendations

2. Key Issues for Consideration

All Wales Summary Average

Total budget Total budget

First full year of full

Current / secured Estimated

RRF construction (phase 1) £6m

RRF construction £0 £2.2m

3. How do proposals evidence the Five Ways of Working and contribute

Involvement - The Service is designed so everyone can participate (residents,

Collaboration - We continue to work in collaboration with other local authorities

4. Resources and Legal Considerations

RRF construction (phase 1) £6m -

RRF construction £0m £2.2m

Designation Permanent Pool Staff Total

Drivers Non - LGV 1 1 1

Legal (Including Equalities)

Guidance on Applying the Waste Hierarchy -

WRAP - The Climate Change Impacts of Recycling Services in Wales

VALE OF GLAMORGAN COUNCIL:

2.0 The Legislative and Local Context 8

2.1 The Legislation 8

2.2 The Well-being of Future Generations Act 2015 8

2.3 The National Waste Strategy 9

2.3.1 Preferred Collections Blueprint 10

2.4 Local Developments 11

2.4.1 Declaration of the Climate Change Emergency 11

2.4.2 Strong Communities with a Bright Future 12

2.4.3 Vale Public Services Board 12

2.4.4 Council Review of recycling and waste collections service 12

2.5 Moving Forward 13

3.0 Our Vision and Strategic Objectives 14

3.1 Vision for Recycling and Waste Management 15

3.2 Strategic Objectives 15

4.0 Delivering the Strategy 17

4.1 Ambitious Targets 17

4.2 Innovative and Resourceful 18

4.3 Strong Communities 19

4.4 Education and Engagement 20

5.0 Delivering our Objectives and Monitoring Progress 22

5.1 Measure and review 22

5.2 Delivering our Objectives - Timeline 25

Appendix 1: Summary Action Plan and Timeline 2020 - 2032 28

Vale of Glamorgan Summary 10 Year Action Plan and Timeline 29

Appendix 2: Service Provision 35

Appendix 3: Integrated Communications Package – a practical approach 36

Appendix 4: Well Being Goals 38

Our Vision for recycling and waste management is to:

Our four key objectives are:

1. Ambitious Targets – Minimise waste, maximise recycling and to develop a service

3. Strong Communities – Work in collaboration with our communities, businesses and

4. Education and Engagement – Encourage our residents, visitors and businesses to