View source for Waste Working Group Framework Best Practices

<!--{{Chapter
| blueprint = Utility
| sectors = Utility
| authors = Ed Davalos, Kenneth Thompson, Scott Pomeroy, Derick Lee, Deborah Acosta
| poc = Pete Tseronis
| email = pete@dotsandbridges.com
| document = Energy-water-waste-management-blueprint.pdf
| chapter = 9002
| image = SolarCompactor.jpg
| summary = Innovative might not be the first word that comes to mind when one thinks about the waste management industry. However, most do not typically think about a city’s responsibility to pick up the discards that we place curbside once or twice a week, to remove whatever we place in public cans, to clean the mounds of trash that fill our streets after special events -- each action to be completed within an expected timeframe.
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When a pick up is missed at our homes or when street cans are overflowing, or
when we see and smell the debris left by fans the morning after our local team wins the championship
littering the streets, we blame the city for not doing its job. Private sector contracts for service are based
upon the frequency of pick-ups that need to be made, regardless of how full a container might be at any
given time. Rarely, do we care about how much waste we generate or about what happens to the
materials once they are tossed.

Innovative might not be the first word that comes to mind when one thinks about the waste
management industry. However, most do not typically think about a city’s responsibility to pick up the
discards that we place curbside once or twice a week, to remove whatever we place in public cans, to
clean the mounds of trash that fill our streets after special events -- each action to be completed within
an expected timeframe. When a pick up is missed at our homes or when street cans are overflowing, or
when we see and smell the debris left by fans the morning after our local team wins the championship
littering the streets, we blame the city for not doing its job. Private sector contracts for service are based
upon the frequency of pick-ups that need to be made, regardless of how full a container might be at any
given time. Rarely, do we care about how much waste we generate or about what happens to the
materials once they are tossed.

Compound this issue of waste with the battle to attract customers through shelf appeal which creates
layer upon layer of unnecessary packaging materials that require disposal. Shiny is better, we are taught.
If our product is bigger and faster than our competitors’ we will achieve success. This means that in
addition to the raw materials used to make a product, we are using more raw materials to package, ship,
and display products. Then, we throw it away with little thought beyond keeping an area tidy. Our
pattern is a “take, make, and dispose” linear economy.

However, we are beginning to understand the long term effects of our behavior and how completely
unsustainable our actions have been. To address this issue, a shift is taking place towards a more
coordinated approach that emphasizes recovery, reuse, repair, and recycling. Unfortunately, there are
systemic barriers that are present and built into the current linear economy that challenge progressive
methods for waste management. Opposition by vested interests and legacy laws and regulations that
support our careless habits which provide no value to what is being discarded. Thankfully technological
solutions are being applied to offer an improved understanding and ability to change our course and
find opportunities for efficiencies that will provide greater value in the thoughtful and innovative
removal of waste.

=About the Waste Working Group=
The Waste Working Group will officially begin online in the Fall of 2017. There group’s areas of focus
will be:
*Managing Organics
*Efficient Operations
*Embracing the Circular Economy
*Data and Reporting
The Working Group is seeking an individual or organization to take the lead in one areas well as an
individual who would assume the leadership and provide direction for Waste Working Group.
=Mission and Vision=
The purpose of this group is to champion and accelerate the coordinated advancement of the use of
technology, data, and analytics to assist municipalities in the achievement of Zero Waste goals, as well
as realize the economic, environmental, and societal benefits that are possible through the
transformation from a linear to a circular economy.
=Summary of Action Clusters and Common Use Cases=
The waste related projects that have been developed as Global City Teams Challenge (GCTC) Action
Clusters all point to a need to address multiple inefficiencies in waste management. There have been
eight GCTC projects that have focused on the issue since the start of the original Smart America by the
National Institute of Standards and Technologies (NIST). Seven of those eight projects have used web-
based sensors that generate near real-time information about the fill levels of waste containers as the
foundation of their projects. Those seven projects have all identified or developed software that
integrates with GIS to assist in the analysis and interpretation of the new sensor data so as to provide
quality insights on how to;
*Avoid overflowing bins by providing alerts
*Learn to use personnel more efficiently,
*Optimize service routes dynamically,
*Relocate underutilized receptacles
*Reduce operating costs and generate reports
The projects that reached and reported on the post implementation stage of their pilots all claimed a
perceived level of success. The pilots reported perceived levels of success rather than actual because of
the lack of the baseline data that would be needed to verify success. There was an additional variation in
perceived success that ultimately was identified as reflective, not of differences in the technologies
used, instead they reflected the level of buy-in of the field workers and the level of prioritization the
pilots received from senior management.
When projects from outside the GCTC data set were included, the immediate realization was that the
United States has lagged behind Europe and Asia in regard to implementing a set of smart solutions to
waste management, actions successfully deployed in numerous cities in those regions years ago. The
analysis of all known GCTC implementations from around the globe identified that pilot projects (25-100
sensors), while effective, did not demonstrate the same levels of efficiencies and savings as were
produced when the implementations were done at scale, (500+ sensors) and across much larger service
areas.
The perceptions study identified additional factors that project leads believe impacted results. These
factors include:
*Industry reluctance to change operations
*Regulations that prioritize quick removal
*Uncertainty in choice of business model

Within the individual pilots, there were several unique elements in which additional technologies and
approaches were utilized. One pilot used smart bins that included the ability to compact the waste
contents using a solar power source. Another included the ability to weigh the content of the bins
through the inclusion of scales in the base of the unit. And another pilot used a cell phone application to
document the fill levels of bins prior to the installation of sensors. The consensus of the responses has
shown that the use of fill level sensors and analytic software to improve the efficiency of waste
management is an improvement and its usage will accelerate across the United States as awareness of
the successful deployments spreads.

However, there still remained uncertainty as to what the best business model will be, now that the time
periods for the pilots are expiring. There are more than a dozen waste management companies actively
competing for municipal “smart bin” contracts nationally, with only subtle differences between the
technologies being offered. The first city-wide deployment at scale in the United States will be the City
of Pittsburgh that has chosen a vendor to deploy over 1,200 smart bins citywide. Data collected from its
95 smart bin pilot study has projected that by expanding the program the city will be able to reallocate
15,000 man hours to meet other pressing needs.
=The Future of Smart Waste Management=
Solid Waste Management IoT Solution, one of the seven action cluster projects that is being
implemented in South Bend, Indiana and Pune, Mahashatra in India is the only project that looks at the
possibilities that extend beyond the optimization of the operational status quo. Their project is aspiring
to apply technology and data analytics to monetize an otherwise stranded value embedded in the
materials being collected as waste. The goal is to use the data collected and analyze to optimize the
distribution of recovered materials, ultimately to anticipate future markets for those waste materials;
establishing new partnerships that provide innovative products that have yet to be imagined. This
model, which is known as the circular economy, had been more theory than reality, until now. Real
world implementations are now being realized across the globe, that through a systematic application of
technology and artificial intelligence have the potential to take the circular economy to scale.
[[File:Cycle-CircularEconomy.png|500px|right]]
The Ellen MacArthur Foundation defines the circular economy as an economic system where products
and services are traded in closed loops or ‘cycles’. A circular economy is characterized as an economy
which is regenerative by design, with the aim to retain as much value as possible of products, parts and
materials. This means that the aim should be to create a system that allows for the long life, optimal
reuse, refurbishment, remanufacturing and recycling of products and materials. The Circular economy
requires an understanding of '''system thinking''', where all actors (businesses, persons, organisms) are
part of a network in which the actions of one actor impact other actors. In a circular economy, this is
taken into account in decision making processes by including both short- and long-term consequences of
a decision, considering the impact of the complete value
chain, and aiming for the creation of a more resilient
system which is effective at every scale.

The focus on sustainability by all sectors has increased to a
level where sustainability metrics have become an
important evaluation criteria for decision making. The
circular economy is the natural and logical next step to
sustainability. The efficiencies and cost reductions are clear
and identifiable, however it's the value creation and ability
to innovate at a system level that makes the circular
economy so compelling. A number of factors exist that will
drive the transition that is needed.

The four most important of those drivers are:
*The positive business case
*A scarcity of certain of resources
*Climate change impacts, and
*New opportunities to innovate

'''Towards a Circular Economy: Business Rationale for an Accelerated Transition''' is the executive
summary of analysis conducted to by the Ellen MacArthur Foundation regarding the benefits that could
be realized by decoupling global economic development from the consumption of finite resources. The
arguments are similar to those made when the sale of electricity was decoupled.

Incorporating circular practices requires collaboration across multiple companies in order to modify
operations and be able to capitalize collectively when new opportunities emerge. Collaboration is not
always easy and usually causes delays that can be costly. However, successful collaborations can also
provide much greater returns when successful. The most successful collaborations are those that
expand the combined range of services provided, with little or no overlap between partners. The chart
below provides a glimpse of the complexities and details that are possible.
[[File:Archetypes.jpg|center|800px|The sustainable business model archetypes]]
See: [[Media:A literature and practice review to develop sustainable business model archetypes.pdf|A literature and practice review to develop sustainable business model archetypes N.M.P. Bocken*, S.W. Short, P. Rana, S. Evans]]

=The Netherlands – A Leadership Model to Emulate=
A complete and systematic overhaul of infrastructure and policies is required to be able to transform a
linear economy into one that is circular at a city level. As daunting as that may seem, there are examples
where those transformations are rapidly occurring. A strong case for this conversion can be seen by
examining the systematic implementation of changes that has been underway in the Netherlands, one of
the early champions of the Global City Teams Challenge.
The Netherlands has long been recognized as a country of innovation; it’s part of their international brand.
The leadership of the country has positioned the Netherlands as a circular hotspot by taking bold and
“SMART” actions that inspire their people to participate in programs where they can reap the benefits.

The Netherlands has defined their region as a “living lab” for Smart Cities and the circular economy. A
place that serves as a role model for rest of the world. As a front runner in the circular economy they are
creating the benefits for both the Dutch economy as well as the society as a whole.
A large team of representatives from the Netherlands, including the King and Queen, participated in the
inaugural Global City Teams Challenge Expo in 2015 that was held at the National Building Museum in
Washington DC. While the attendance of royalty was an individual highlight of the Expo, it was the
comprehensive integration of innovation and leadership they showcased across their multiple booths that
was the most impressive aspect that year.
[[File:Global Smart City & Community Coalition.jpg|center|800px]]

=Amsterdam Smart and Circular City=
Amsterdam Smart City (ASC) is an example of an innovation platform for any future city. The platform
allows them to constantly challenge businesses, residents, and knowledge institutions use the
municipality to test innovative ideas and solutions to address urban issues. This contributes to the
livability of the Amsterdam Metropolitan Area, promotes sustainable economic growth and helps
develop new markets.

Amsterdam has six different active <u>themes</u> in which they bring together different <u>organizations</u> to start
innovative <u>projects</u> together.
[[File:Connect_accelerate_strengthen_Amsterdam.jpg|center|800px]]
Amsterdam Smart City has created a smart city innovation platform to facilitate the creation of an
overview of what is happening across the six interrelated themes. The platform lets leadership connect
the right people needed to accelerate the implementation of projects across the city. The overview of
their ecosystem also connects them to the global community who they can share their expertise with
while challenging those external parties to submit and execute innovative solutions that address the
urban issues in Amsterdam. Amsterdam Smart City advances the development of new markets and
profits for innovative solutions.
Intelligent Assets: Unlocking the Circular Economy Potential:
This report is a powerful illustration of the opportunities for innovation and creativity across the full
spectrum of smart city industries and sectors that exist at the intersection of the circular economy and
the smart devices that make up the Internet of Things. The report is the product of Project MainStream,
an initiative of the World Economic Forum, the Ellen MacArthur Foundation and McKinsey & Company.
The Netherlands Circular Hotspot is the campaign The Netherlands designed to leverage the the Dutch
presidency of the EU in 2016. Prince Carlos de Bourbon de Parme (INSID) and Circle Economy, an
Amsterdam based non-profit that aims to accelerate the transition from a linear to a circular economy,
by supporting individuals, companies and organizati ons, collaborated with a diverse group of decision
makers and visionaries to discuss how the Netherlands could inspire governments and international
businesses to take action. The elements of the campaign they created were:
*Innovation Expo : During this international event, business leaders, scientists, students, policy makers and journalists connected to inspire each other on sustainability in urban areas. Circular Expo: This exhibition showcased the techniques and ideas that were developed to keep the planet healthy. The exhibition stimulates participation in the transition to make the circular model the norm.
*Incoming Trade Mission: The Netherlands brought visitors together and show the intellectual capital they could offer to other countries. The mission took visitors to several Dutch regions with active projects.</br><u>The Sustainability Fund:</u> The City of Amsterdam established a sustainability fund offering financing (in the form of loans, backing or equity capital) to sustainable projects initiated by Amsterdammers. The fund is available for everyone in the city, from sustainable start-ups to major commercial ventures.</br><u>Circular Buiksloterham:</u> Buiksloterham is a unique neighborhood within Amsterdam that serves as a living lab for Circular, Smart, and Bio based development. Over the coming years, Buiksloterham will develop into a sustainable district, based on circular principles. It will be up to the project partners in Buiksloterham to determine the particular issues that need to be solved.
*Zero Waste Lab: De Gezonde Stad (the Healthy City) opened the first Zero Waste Lab in the Netherlands: a neighborhood lab for social & circular innovation. Amsterdam residents hand in their separated waste and get value coins in return. These can be spent in shops in the same area. The waste is upcycled and recycled. The Zero Waste Lab is also a training center where residents are trained as experts in raw materials, in cooperation with the organization De Regenboog Groep.
*Cases and Iconic Projects: There are many impressive and inspiring circular examples of cities, ports and businesses within The Netherlands, which we will share with the rest of the world in order to inspire the international community in their transition towards circular models. The Cases and Iconic Projects will be shared on this website, social media and in the magazine

=Acknowledgements=
The Waste Working Group would like to acknowledge and thank the following people whose
contributions of time, expertise, and knowledge contributed to the development of this Best-Practices
Framework.
{|
|style="width:350px"|Scott Pomeroy - Group Lead 
|Scalable Strategies
|-
|Natalie Avery 
|DC BID Council
|-
|Jeremy Browsky 
|Agricity
|-
|Lydia Charles 
|Wild Canary, LLC
|-
|Ramesh Jain 
|Krumbs
|-
|Andrew MacLeod 
|City of Edinburgh
|-
|Anca Novacavici 
|Eco-Coach
|-
|Brenda Pulley 
|Keep America Beautiful
|-
|Brian Pompeo 
|Enevo
|-
|Emma Skalka 
|Victor Stanley
|-
|Michael Son 
|Ecube Labs
|-
|Eswaran Subrahamian 
|Carnegie Mellon
|-
|David Troust 
|Great Forest
|-
|Charlie Whitaker 
|CareerPath DC
|-
|Annie White 
|DC Dept. of Public Works
|}

=Projects=
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 [[Solid Waste Management IoT Solution]]
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}}{{#ask: 
 [[Calabar IoT-based Smart Waste Project]]
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