II STATE SOLID WASTE MANAGEMENT
             PLAN

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      Public  Health Service Publication No.  2031

Library of  Congress Catalog  Card No.   70-607^66
    For sale by the Superintendent of Documents, U.S. Government Printing Oflice
               Washington, D.C., 20402 - Price 60 cents
      ENVIRONMENTAL PROTECTION AGENCY

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                                    FOREWORD




             THIS DOCUMENT (SW-42ts)  describes basic features of the planning



        process and their utilization in the development of a State plan for its



        solid waste management.   Purpose of the publication is to aid States in


        preparing comprehensive  solid waste management plans.  Intended for use



        by any State solid waste agency, the publication's specific applicability


•4i      to any one unique situation is not necessarily assured;  they are flexible


J       enough, however,  to serve every State in accordance with its own needs

ts.
-.      and special conditions.

3
\            Developing State plans for solid waste management should include


        the following objectives:  (l) adoption of a sound planning process;



        (2) furtherance of intergovernmental coordination; (3) application to


        solid waste management of techniques and knowledge from the best of


        organizational  theory, financial management, cost control,  and the


        management sciences in general; (4) integration of the solid waste plan


        with comprehensive State or areawide plans; (5)  development of sound


        action programs with the greatest promise for ultimate solution of solid


        waste problems.
                                            --RICHARD D.  VAUGHAN,  Director

                                              Bureau of Solid Waste Management
                                          i i i

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                             PREFACE






     THIS DOCUMENT was prepared under the direction of Leander B. Lovel1,




Chief, Systems Management Branch, Division of Technical Operations,




Bureau of Solid Waste Management.  Work on guidelines for solid waste




planning was initiated by M. DeVon Bogue, Solid Waste Management




Representative, Region IV, Atlanta, Georgia, and by Lee F. Hultgren,




former planner-engineer in the planning section of the Division of




Technical Operations in the Bureau of Solid Waste Management.




     Grateful acknowledgment is given to members of an ad hoc panel,




who, from November 1968 through March 1969, contributed much time, effort,




and experience in reviewing preliminary and revised drafts on this




publication.  Members of the ad hoc panel were:  Donald R. Andres, Senior




Sanitary Engineer, Bureau of Vector Control & Solid Waste Management,




California Department of Public Health; James Austin, Director, Urban




Information and Technical Assistance, Georgia Municipal Association;




Paul Baldridge, Director of Planning, Ohio Department of Development;




Andy D. Briscoe,  Director, Public Works, City of Boulder, Colorado;




0. William Caddy, Planning Analyst, Solid Wastes Program, Pennsylvania




Department of Health; Floyd Forsberg, Project Director, Solid Wastes




Program, Minnesota State Pollution Control Board; Herman Groseclose,




Senior Engineer,  Solid Wastes Program, Oklahoma State Department of

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Health; Fred Kellow, Project Director,  Solid Wastes Program,  Michigan




Department of Public Health; Charles Kurker, Project Director,  Solid




Wastes Program,  Connecticut State Department of Health;  0.  R.  Lyons,




Project Director, Solid Wastes Program,  West Virginia State Department




of Health; Roland J. Mross, Director of  Planning,  Division  of Planning,




State of  Indiana; Robert Nethercut, Director, Community Services,




Metropolitan Council, St.  Paul, Minnesota;  John R.  Sheaffer,  Center




for Urban Studies, University of Chicago, Chicago,  Illinois;  William




Wilkie, Project Director,  Solid Wastes  Program, New York State




Department of Health.
                                   VI

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                            CONTENTS






                                PART ONE




The Planning Process   	   1




     Definition 	   ]




     Application  	   2




     Coordination 	   2




     Basic Planning Model 	   3




     Initial Planning  	   3




     Problem Redefinition 	   5




     Objectives 	   5




     Emerging Alternatives and Decisions  	   5




     Plan Establishment 	   6






                                PART TWO




Plan Report Outline 	   9




     Brief Guide	   9




     Sample Plan Format 	   9






                               PART THREE




Plan Report Preparation 	  15




     Summary	15




     Background of the Planning Area & Existing Conditions  .  .  15
                                 VI I

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        Population	17




        Physical  Conditions (Man-Made and Natural)   	  17




        Economic Base	18




        Land Use Characteristics	19




     Future Conditions (Projections)  	  20




     Objectives	23




     Recommendations for Solution 	  25




     Implementation 	  27




     Appendices	27






                                PART FOUR




Operational Planning Techniques 	  29




     Organizing	29




     Advisory Committees   	  30




     Manpower Planning  	  31




     Labor Relations	31




     Maintaining Plan Currency  	  32




     Community Evaluations  	  32




     Management Techniques  	  3^






                                PART FIVE




Implementation  	  39




     Statewide Legislation  	  ^0




     Technical Assistance  	  ^1




     Statewide Public Information Program  	  ^




     Statewide Training Activities	****
                                VI I I

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     Coordination with Related Activities




     Encourage New and Improved Technology




     Acquisition of Facilities




     Personnel Recruitment and Selection




     Continuation of a Statewide Solid Waste




        Planning Program
                                PART SIX




Def i n i t ions
                                 FIGURES




 1    Basic Planning Model  ...................   k




 2    Sample Form to Forecast Requirements for Personnel  ....  21




 3    Sample Form to Forecast Requirements for Sanitary




        Landfill  Acreage  ...................  22




 4    Useful Graphic Devices  ..................  2k




 5    Sample Working Form to  Develop Objectives  ........  26




 6    Sample Planning Workform for Plan Development  ......  28




 7    Sample Matrix for State Solid Waste Planning




        Programs  .......................  33




 8    Sample Form for Community Planning Profile ........  35
                                  IX

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                          DEVELOPING




                   A STATE SOLID WASTE MANAGEMENT PLAN






                     PART ONE:  THE PLANNING PROCESS




                               Defi n i t ion






     Planning is the conscious process for achieving future objectives




with rational and full consideration of any likely contingencies and




alternatives.  A plan should guide intended action specifying the time




and priorities for accomplishing this  intended action.  The planning




process is a systematic method of:  (1)  recognizing that a general




situation or problem exists; (2) collecting and analyzing data about




this general situation or problem; (3) redefining the situation or




problem in light of the analyzed data; (4) establishing objectives,




the accomplishment of which will serve to change the situation or




correct the problem; (5)  predetermining methods, timing, and priorities




for achieving objectives; (6) evaluation of the predetermined methods




in light of their success or failure in achieving objectives and




modification of the plan to meet changing conditions.




     In requiring a systematic approach for achieving objectives,




planning for solid waste management at the State, regional, and local




levels  is similar to planning for any  activity.  Although a plan can




and should be revised while underway to accommodate changing situations,

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it should be formalized for continuing reference.  A State plan for




solid waste management, therefore, should be a written document outlining




the activities that the State intends to undertake during the life-span




of the plan.  Moreover, it should be both a technical  and policy statement




containing objectives for solution of solid waste management problems,




coupled with a set of directions for achieving those objectives.  This




statement should then be framed within a time context  and order of




priori ties.






                               Applicat ion




     The State plan for solid waste management should  adequately serve




three functions:  (1) provide an internal technical and policy guideline




for carrying out the purposes of the State solid waste management agency;




(2) provide a State-directed framework of standards for local and




regional solid waste management planning and implementation; (3) provide




a  legislative support document for furthering the  improved management




of solid wastes in the State.






                              Coord i nat ion




     The essence of planning is coordination.  Planning requires resolution




of conflicting  interests, allocation of available  funds and other resources,




intergovernmental  and  interdepartmental cooperation, and establishment




of priorities.  From the standpoint of the direction and overall needs




of State government, a solid waste management plan  is one among several




functional plans,  such as those dealing with highways, natural  resources,




education, health, law enforcement, and  recreation.  State solid waste

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management plans, therefore, should relate to, and not conflict with,




other plans of the State.   It is essential that State, regional, and




local solid waste management planning be included in the overall plan of




the jurisdiction that will ultimately implement it.   In this way the solid




waste management agency will be able to compete effectively for funds,




personnel, and other resources and facility sites.






                          Basic Planning Model




     The procedure for developing a State plan for solid waste management




can be explained by structuring the various steps normally taken in




formulation of a plan and can be shown in a simple 8-step model (Figure




1).  The planning process is not static, as it may appear on paper, but




dynamic and continuous.  The various steps in the planning process should




also be considered as capable of occurring simultaneously although in




preparing the written plan report some States may prefer to consider




each phase in sequence.  Each step could, in fact, serve as a separate




chapter or section of a State plan report.  A planning model should




provide feedback into the system from various planning process events




as these occur (Figure 1).  The model  itself has built-in controls to




allow for correction of errors discovered through feedback relationships.




Developments outside the planning process also cause corrections or




revisions.  Social, legal, and environmental  changes can affect the




plan and need to be considered.






                            Initial Planni ng




     Awareness or recognition of a situation is the  first step in  the




planning process and is the catalyst that results in the second action:

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data collection and analysis.  The data and their analysis will provide




the basic facts without which planning is impossible.  Analysis of data




will also point up problem areas and situations requiring solution in




the plan (Figure 1, steps 1  and 2).






                          Problem Redefinition
     As indicated by analysis of the data the next step is redefinition




of the problem and identification of such problems and conditions that




will  be relevant in the future.  This requires forecasting (Figure 1,




step 3).






           Objectives and Consideration of Alternative Actions




     Enough is now known about the problem that specific objectives may




be set and alternate methods for achieving these may be suggested (Figure




1, steps 3 and 4).  The State solid waste management agency \s saying:




What situation should be changed and which problems corrected?  Where




should modifications be made?  Several alternatives might be available




to achieve objectives.






                   Emerging Alternatives and Decisions




     Which alternative or alternatives should the State select to




accomplish the objectives set forth to solve its solid waste management




problems?  The answer to this question will  help establish the program




priorities.  These decisions are subject to all sorts of influences




that must be considered when developing the State solid waste management




plan (Figure 1, steps 5 and 6).  Such influences include political,

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legal, social, and financial  factors,  and available technology.   Basic




among these are political  and technical  influences.  Because of  the




technical nature of the decisions,  a specialized interdisciplinary




staff, the one that has been  developing  the plan to this point,  should




continue to play a role in supplying information and expert evaluation




of alternative solutions and  in implementing the plan.  Evaluation of




existing State, regional,  or  local  plans is an important part of this




step.  Solid waste management plans should be compatible with existing




plans, assuming such plans take solid waste needs into account.   Therefore,




decision-making for the State solid waste management plan will  be based




to some extent upon political exigencies, specialized technical  analysis,




and existing plans.




     Those alternative solutions which appear feasible on the basis of




such consideration should be  submitted to the appointed and elected




public officials and the public itself for review and possible adoption,




but not without adequate preparation for such a step.  This means a




program of education of officials and the public--a vital and integral




part of the entire planning process.  The agency conducting the planning




should have initiated an information and education program early in the




plan formulation stages, and  the public information plan should continue




through  implementation of the entire plan.  News releases, films, articles,




and speakers, for example, can help develop public awareness and aid  in




approval of solid waste management plans and programs.






                           Plan Establishment




     Once the decision-making stage has been completed, decisions should




be translated  into the recommendations and priorities that form the core

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of the plan (Figure 1, step 7).  Although, at this point, a State plan




for solid waste management has emerged, the planning process has not




been completed.  Planning will be continuous and proceed concurrently




with implementation of previously planned proposals (Figure 1, step 8).




Original plans will need reevaluation and modification to accommodate




changing situations.  Earlier forecasts will require revision.  This




evaluation and modification will provide new information and along with




the results of implementing the plan will be fed back into the planning




process, as indicated in the model.

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                     PART TWO:  PLAN REPORT OUTLINE



                               Brief Guide





     The basic planning model (Figure 1)  can be translated into an



outline for reporting the established plan.  Such a format communicates



the logic inherent in the planning procedure.  Planning initiative



and innovation are desirable, however, and each State is expected



to formulate its own systematic outline and report, taking into



account its particular needs.  The text in Part Three explains in



detail the elements that would be contained in a plan report conforming



to this out 1ine.





                  SAMPLE FORMAT FOR REPORTING THE PLAN




Corresponding steps             r,    .    £ ,.   „
      K,     j ,                  Elements  of the Report
   in the model





        1             Foreword or Preface (or both)



                      Table of Contents



                      Section I      Introduction

                                    Purposes of the plan.



                      Section II    Summary (Note:  This section should

                         be the last section prepared in the plan

                         report and may come at the end of the report,

                         i f des i red.)

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Corresponding steps             ,.,         ,. _,   .
   in the model                 Elements of the Report
                      Section III   Background of the Planning Area

                        -I.  Jurisdictions

                            *a.   State
                             b.   Regions
                             c.   Planning areas
                             d.   Metropolitan areas
                             e.   Council of Governments (COG's)
                                 jurisdictions
                             f.   Counties
                             g.   Municipalities
                             h.   Special districts
                             i.   Other

                         2.  Physical Conditions

                             a.   Environmental conditions
                             b.   Geology and soiIs
                             c.   Climatology
                             d.   Drainage basins
                             e.   Other

                      Section IV    Existing Conditions

                         1.  Arrange data according to specific needs
                         of the planning agency.   Data collected for
                         the 1968 National Survey of Community Solid
                         Waste Praotiees is the basic source for this
                         plan section.  But such data would have to be
                         augmented by other types of information.

                         2.  Describe and analyze all existing conditions
                         affecting management of municipal, industrial,
                         agricultural, and mineral wastes, etc.

                             a.   Storage, collection, and transportation
                                 practices
                             b.   Disposal and reduction facilities
                             c.   Quantities of wastes collected, disposed
                                 of, and generated, with generation rates
                             d.   General management practices  (e.g.,
                                 utilization of manpower and equipment)
     "Arabic enumerated and alphabetized items illustrate sample subject
matters.
                                   10

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Corresponding steps             ..,         ,  ,   n
   .   ;.     j i                  Elements of the Report
   in the model
                             e.  Population (size and densities)
                             f.  Housing (types and locations)
                             g.  Land uses (residential,  commercial,
                                 industrial,  agricultural, extractive,
                                 recreational,  and other  relevant land
                                 uses)
                             h.  Transportation corridors
                             i.  Levels of acceptability, service costs,
                                 and other relevant State, regional, and
                                 community conditions
                             j.  Public awareness and knowledge about
                                 solid  waste  problems and service
                                 requi rements
                             k.  Expenditures for solid waste management
                             1.  Tax base (assessed valuations)
                             m.  Tax rates
                             n.  Public finance practices
                             o.  Status of legislation
                             p.  Economic base
                             q.  Other

        3             Section V     Future Conditions and Problem Definition

                         1.   Relevancy  for the  future (from the analysis of
                         the data of existing conditions  accumulated in
                         sections III  and IV, determine which conditions
                         will have a bearing  on the future).

                         2.   Future problems  defined

                             a.  Types
                             b.  Locations
                             c.  Extent
                             d.  Persistence
                             e.  Control  difficulties
                             f.  Other

                         3.   All  existing conditions and  problems bearing
                         upon the future should be forecast at  this  stage.

       5, & 6         Section VI     Objectives

                         Objectives should be clearly stated  and  based
                         upon need to solve problems defined  earlier.  A
                         State might specify  any of the following objectives
                         to  solve its solid wastes problems:
                                   11

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Corresponding steps             .-,        , ..   ..
      \_,     j i                  Elements of the Report
   in the model                                    r
                             1.  Acceptable methods of controlling
                                 improper waste disposal

                             2.  Acceptable collection and transportation
                                 methods

                             3.  Development of better trained solid waste
                                 management personnel (operating and man-
                                 agement levels)

                             k.  Better informed public regarding solid
                                 waste problems and service requirements

                             5.  Provision of sufficient financial support
                                 for solid waste management

                             6.  Development of solid waste management
                                 organizational structure

                             7.  Other

       7 & 8          Section VII   Recommendations for Solution  (The Plan)

                         1.  This section should specify what the State
                         intends to accomplish in order to solve  its solid
                         waste management problems.  It should include
                         designation of the following:

                             a.  Timing and priorities of  intended action
                                 (consider short- and long-term objectives)
                             b.  Location of intended action
                             c.  Who should act (i.e., agency, department)
                             d.  Estimated costs
                             e.  Problems that will be solved
                             f.  Other

                         2.  It  is suggested that the following aspects be
                         considered as intended plan action.  Proposals for
                         this action should be accompanied by procedures
                         for accomplishment and a schedule of initiation of
                         this action.
                                   12

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Corresponding steps             Elements  of the Report
   in the model
                             a.   Legislation,  rules,  and regulations
                             b.   Inspection and enforcement
                             c.   Licensing of  facilities
                             d.   Training programs
                             e.   Technical assistance to operating units
                             f.   Certification of operating personnel
                             g.   Public information and education program
                             h.   Development of budgeting procedures,
                                 financing, cost-effectiveness,  special
                                 charge features, and other operating
                                 management features
                             i.   Development of solid waste management
                                 operating departments and jurisdictions
                             j.   Recruitment,  selection, and hiring of
                                 solid waste management operating personnel
                             k.   Other

                      Section VI I I   Implementation (occurs outside the plan
                                    document but is guided by it)

                         Append!ces

                         This section of the report should include supporting
                         materials  and information used to develop the
                         analyses,  objectives, and plan.  Content of this
                         section  might include:

                             a.   Charts
                             b.   Additional tables
                             c.   References
                             d.   Legislation and regulations
                             e.   Definition of terms
                             f.   Methodologies of research and analyses
                             g.   Other
                                   13

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                  PART THREE:   PLAN REPORT PREPARATION






     Much of the material presented in the foregoing outline is self-




explanatory.  The content of the foreword or preface, the table of




contents, and the introduction wi]1 largely be suggested by the subject




matter included in the plan text.  Thus, these guidelines will  not dwell




on those aspects.  Explanation will begin with Section II of the outline,




the summary, and proceed through the appendices.






                          Summary (Section II)




     By summarizing the findings and recommendations for quick reference,




the plan report can be made more useful as a working document.   This




summary is usually placed at the beginning of the report and should note




the pertinent page, paragraph, table,  or appendix as the appropriate




reference for any summarized information.  Furthermore, a good summary




section can be excerpted in its entirety from the plan report, separately




reproduced, and used for public  information purposes.  A special




condensation of the summary can be made into public relations materials




to gain citizen support.






                     Background of the Planning Area




              and Existing Conditions  (Sections III  and IV)




     The third and fourth sections of  the plan document provide the




framework for planning and an  appraisal of the existing situation.  In
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the planning process this is characterized by collection of data,  an




essential part of the planning process (Figure 1, step 2).   Without




data it would be futile to attempt to forecast, determine needs,  or




set objectives.  Data and information will be diverse, of varying




quantity and quality, and only some will  be useful for developing a




State plan for solid waste management.  In developing its plan, each




State should be selective in its data.  Data collected by the State




for the National Survey of Community Solid Waste Practices  will be one




of the important sources of information.   This source will  provide much




data about solid waste handling practices and facilities in communities




throughout the State, including information on solid waste  storage,




collection, reduction, and disposal methods related to particular areas,




types and locations of disposal and reduction facilities, budgets for




solid waste management, population, zoning, and other community




information.  This  information can be retrieved and analyzed for




planning on a  local, regional, State, or national basis.  More detailed




and precise data than that provided in the National Survey, however,  is




required to plan for action programs.  It  is essential that information




about all solid waste sources and supporting management systems be




gathered to build the needed data base.  Additional data about community




planning and development has become available  in  recent years.  For more




detailed solid waste management planning,  these sources should be tapped




for data on land uses, economics, population, and the physiography of




planning areas.  The degree of State  involvement  in, or control over,




solid waste sites,  facilities, and operations will determine whether  a
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State should concern itself with these types of data in its planning.




This detailed data is,  however, essential for local and regional  planning.




A discussion of this aspect of planning is included for those States and




interstate agencies which have a responsibility for developing local and




regional solid waste management plans.  Moreover, appropriate State




responsibility for community solid waste practices requires that  States




know about such information.




     Population.  Determination of past, current, and future population




of a jurisdiction is an important planning consideration.   When related




to solid waste generation rates, land uses, employment centers, and




other data, population  information can help determine sources of  solid




wastes, equipment needs,  capacities and locations of reduction and




disposal facilities.  Aspects of population which should be considered




include:  total size (past, current, future), family size, age




distribution, densities (by either planning area, enumeration district,




or census tract), and growth rates.




     A good deal of population data will be available in tabulated and




analyzed form from planning commissions, economic development commissions,




and chambers of commerce.   If the data are not available from these




sources, U.S. Census publications contain considerable population data




which, however, will require organization and analysis.




     Physical Conditions  (Man-made and Natural).  In locational analysis




for determining actual  or potential solid waste reduction  and disposal




sites, consideration should be given to physical and natural conditions.




Some data which should  be collected and analyzed include:   topographic
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features;  general  soils;  groundwater, flood areas;  oil,  gas,  and coal




resources; clay,  shale, and rock deposits;  timber;  local  climatology.




     If these data are not already available from local,  regional, or




State planning agencies the following sources can in most cases provide




the information:   U.S. Geological  Survey, U.S. Department of Agriculture,




U.S. Weather Bureau (ESSA), universities, State Geological  Survey, and




State Natural Resources Departments.   Consideration should  be given to




the suitability of existing regional  government configurations for




operation of solid waste management systems within their territories.




Planning should include proposals  that suggest possible combinations of




governmental units into regional solid waste management systems.




     Economic Base.  Knowledge about  the economy of a jurisdiction will




provide valuable insights about the existing and future generators of




solid wastes, competition for public funds, and the ability of the




jurisdiction to provide increasing revenues as demands for  expenditures




grow.  Factors that should be examined include:  industrial composition,




employment groups, family  income,  retail trade, trade area, number of




retail establishments, import-export  (local and regional),  tax base




(assessed valuation), tax  rates, and  debt limitations.




     Much of this data will be available from planning commissions,




economic development departments,  chambers of commerce, banks,




universities, and U.S. Bureau of the Census  in report form and complete




with analysis.  In some cases further collection and analysis of




economic data will be required.  Raw data is often available from the




same agencies as those that prepare  reports  indicated previously.
                                    18

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     Land Use Characteristics.  The estimation of the total quantities




of solid wastes generated within the State may be a difficult process in




view of the scarcity of good data on collection and disposal quantities.




Municipal collections frequently account for only a part--sometimes a




very small part—of the solid wastes generated in the community.




Substantial portions of industrial  wastes are self-disposed of by




industry members and are usually not counted.  Uncontrolled dumping




and open burning, where practiced,  lead to further gaps in knowledge




about waste quantities.




     One way to estimate waste quantities is to use detailed information




on varying land uses.  For example, industrial waste production differs




from that of residential and commercial areas, and waste production




varies from one industry to another.   Information is generally available




in the State on present and future land uses based on land use plans and




zoning.  By relating generation rates to detailed land uses, reasonable




waste projections can be made for planning purposes.




     The detail of land use classes surveyed and mapped will depend




upon the requirements of the jurisdictions.  At least three basic




classifications should be recorded:  residential, commercial, and




industrial.  All zoning ordinances  were originally based upon these




three basis classifications.  Further classifications might be desired.




For example:  residential may be single-family, two-family, or multi-




family.  Commercial classification  may be central business district,




shopping center, or highway strip.   Industrial may be light, medium, or




heavy.  Of course, further breakdown in classification may be needed.

-------
     If land use data and maps are not available from planning offices,




maps should be prepared showing the land use classification of each lot,




tract, or parcel.  Various colors or patterns can be used to designate




land uses.






               Future Conditions (Projections, Section V)




     To determine where, to what extent, and at what level of persistence




these conditions will prevail during the period of the plan, there must




be analysis of existing conditions in a future context.  This requires




forecasting, the importance of which cannot be overemphasized.  Correct




forecasts identify problems before they occur, permitting predetermined




solutions.  This is one of the keys to successful planning.  Lack of




forecasts, or worse, wrong forecasts, allows problems to appear without




warning, or solutions to be ready for the wrong problems.  Statistically




correct procedures are  important in making forecasts.  Methodology




should, however, be tempered with good judgment.  A forecast might be




statistically correct, but does it appear reasonable under the




ci rcumstances?




     When making forecasts, as well as when presenting the forecast data,




it  is often helpful to use working forms or tables, thus presenting




comparisons and trends and revealing similarities or differences  (Figures




2 and 3).  Such forms for forecasting may be used eventually as tables




in  a plan document.  Similar methods should be used for other data




forecast during the planning process.
                                   20

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           SAMPLE FORM TO FORECAST REQUIREMENTS FOR PERSONNEL
                         Solid Waste Management
                          State of

Classif i cation
Management
Admi n is trat i ve
Engi neers
Sani tarians
Other professionals
Enforcement officials
Licensing officials
Heavy-equipment operators
Incinerator operators
Transfer station operators
Packer truck operators
Other collection personnel
Street cleaning personnel
Existing
number
(year)
X
X
X
X
X
X
X
X
X
X
X
X
X
Future
number
(year)
X
X
X
X
X
X
X
X
X
X
X
X
X
Jur i sd i ct i onal
location
State—Local
State—Local
State—Local
State—Local
State—Local
State— Local
State— Loca 1
Local
Loca 1
Local
Local
Local
Local
     Figure 2.  In manpower planning, this form can be useful by
organizing position classifications according to current and future
needs .
                                  21

-------
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     Illustrations can be of considerable aid to data presentation.




Relatively simple charts, graphs, and tables are suggested for this




purpose (Figure k).   It makes little sense to complicate graphic




presentations when their basic purpose is to clearly convey information.






                         Objectives (Section VI)




     The overall mission of a State solid waste management plan is to




solve the various problems connected with solid waste in the State.




Each State implicitly or explicitly adopted this mission before beginning




any planning.  Indeed, the main reason for a State developing a plan at




all is its desire to achieve this basic mission.




     Detailed objectives will emerge as a natural outgrowth of problem




definition while data is collected and analyzed during the early stages




of the planning process.  Objectives and solutions for solid waste




problems are to be achieved through implementation of the plan.  Objectives




should be carefully selected and planning directed accordingly.  As a




formalized procedure, selection of objectives might proceed by examining




each significant solid waste problem discovered in the analysis of




existing data.  The problem's relevance for the future should be given




along with a definitive statement of the objective and proposed solutions.




These solutions require implementation of a plan.  The following examples




illustrate the procedure.




     Problem discovered through analysis of the data (Example A).   In 85




percent of the State's communities of 2,500 and less, the predominant




collection vehicle is an open dump-type truck.  Objective.  To provide
                                  23

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                      USEFUL GRAPHIC DEVICES
    Curve
  Histogram
    Map
Table
        Pie Chart
                                               Gantt-Chart
     Figure k.   Simple graphic devices are  useful  in depicting and
conveying  information  clearly and quickly.

-------
acceptable collection vehicles in communities of 2,500-and-less population.




Recommendation for Solution.  Provide for health regulation which specifies




acceptable collection vehicles to apply statewide to all solid waste




management systems becoming effective July 1, 1971.




     Public attitude discovered through analysis of data (Example B).




Most of the State's citizens are unaware of the need for solid waste




disposal facilities.  Objective.  To better inform the public about the




solid waste disposal requirements and the current efforts to provide




necessary facilities.  Recommendation for Solution.  Develop annual




public relations programs covering the next five years which consist




of news releases, newsletters, and a speaker's bureau to disseminate




information about the problems of solid waste and the measures being




taken to solve these problems.




     Any objective developed should be directly related to a specific




recommendation for intended action in the plan.  In developing objectives




it might be useful to actually tabulate problems, suggested objectives,




and possible planned action on a working form (Figure 5).  The form




takes the approach used in Examples A and B and provides space for




inserting specific implementing actions designed to achieve objectives.




The Recommendations section or Plan will contain the specific actions.






               Recommendations for Solution (Section VII)




     This section of a plan report is essentially the plan itself.  A




State's intentions for achieving objectives that will help solve its




solid waste management problems should be specifically stated and
                                   25

-------
                SAMPLE WORKING FORM TO DEVELOP OBJECTIVES
                           Planning Work Form
(1)   Problem Definition:
(2)   Objective:




(3)   Alternative Solutions:

        (a)

        (b)

        (c)




(4)   Recommended Planned Solution:
     Figure 5-  It is helpful to systematically relate problems  to
objectives and solutions if tabulated on a form like this.
                                   26

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elaborated here.  As suggested, a working form can be used advantageously




in developing this section of the planning report, since recommended




planned solutions to solid waste management problems have already been




related to objectives.  In addition, however, the recommended solution




should be considerably elaborated with a view to designating




responsibilities, priorities, timing, locations, estimated costs, and




the problems that will be solved.




     Planned action could be organized on a working form (Figure 6).




Such a form would simply structure and elaborate the recommended planned




solutions stated in an objectives development planning workform  (Figure




5).






                      Implementation (Section VIM)




     Implementation of a plan is the process of activating the




recommendations for solution.  Descriptions of possible implementing




action are included in Part Five of this document.




     Appendices.  Supporting data, references, tables, maps, and




explanation of methodologies, should be placed in appropriate appendices




in order to avoid a cluttered plan text.  References to this material




can be made in the text using notations or footnotes.  This enhances




readability of the text and avoids the possibility that important




recommendations may be overlooked.  In some States, both the plan text




and supporting data might be sufficiently voluminous to justify two




separate report volumes.  One would contain data while the other would




serve as the plan text containing recommendations, priority listings,




and schedules.
                                   27

-------
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                                                                    28

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               PART FOUR:  OPERATIONAL PLANNING TECHNIQUES






     Described in this section are management techniques and procedures




applicable to both local and regional solid waste agencies.  These




should be included in the State plan.  Those States (and interstate




agencies) that directly exercise local and regional planning




responsibilities should plan to install these management techniques




in their areas of jurisdiction.  States that exercise only advisory




planning responsibility for local  areas should include a discussion




of these techniques in order to guide local operating agencies in




their planning and implementation activities.






                               Organ!zing




     Ultimate success or failure of any solid waste management system




will be realized at the operational level.  Day-to-day implementation




of the available technology and public service objectives will require




an efficient and effective basic organization.  The organization, in




order to be effective, must be staffed by qualified personnel and




provided with adequate resources.   An organization must be not only




capable of responding to the needs of solid waste management, but must




have the strength and flexibility to initiate the changes that will




serve to improve the management system.




     There are four crucial points in developing an organization to




manage any endeavor:   (1)  The organization should be designed to

-------
achieve planned objectives;  (2)  it should have authority and




responsibility appropriate to the task-at hand; (3)  it should fit




both legally and logically into the overall jurisdiction of which it




is a part; (A) it must be staffed with adequate numbers of qualified




personnel.






                           Advisory Committees




     Advisory committees have good potential for guiding and supporting




a solid waste management planning and implementation program at the




State,  local, or regional levels.  The specific purposes of the advisory




committee should be determined and criteria then established for




selecting members.  An advisory committee might be formed to provide,




for example, only technical  advice to the solid waste management




planning agency.  If this is the purpose, then it is important that




advisory committee members be capable of providing technical expertise




in various aspects of solid waste management.  However, an advisory




committee with broader responsibilities might serve the following



functions:   (l) to provide technical insight; (2) to assure adequate




coordination with other public agencies, such as those concerned with




air, water,  and State and regional planning; (3) to offer policy




di rection.




     If possible, advisory committees should be limited to presentation




of recommendations and resolutions of approval.  Disagreements should




be resolved  or modified during sessions of  the committee.  Final decisions




ideally should reside with the responsible  solid waste management agency.
                                   30

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                            Manpower Planning




     A manager of a solid waste management system, as with any operation




requiring large numbers of personnel, will find manpower needs and




management of personnel one of his largest concerns.  In order to




reduce uncertainties about manpower needs for the future and to provide




continuity in the solid waste management system, a manpower plan should




be prepared.   A plan for manpower need be nothing more than a listing




of all position classifications in the system, existing personnel in




each classification, an estimate of personnel required for these




positions during a future period, 3» 5, and 10 years hence, and




estimated personnel costs for these periods.  Attrition and retirements




should be anticipated by determining ages of employees and application




of normal turnover rates.  Planning will permit provision of adequate




numbers and kinds of personnel as well as chart paths of promotion of




personnel to insure continuity of the organization.






                             Labor Relations
     An immediate challenge in many systems for solid waste management




will be the insistence of employees to assert employee rights by means




of work stoppages.  Therefore, mechanisms should be adopted to help




minimize stoppages and to permit continued service to the public.




Methods have been available and successful for many years in the private




sector.  These are:  (1) acceptance and legal designation of a bargaining




agent and unit; (2) negotiation of a collective agreement or contract;




(3) grievance and arbitration procedures.  Grievance procedures should




be designed to resolve issues early in order to avoid entering into
                                   31

-------
arbitration.  Arbitration, however, should be used in public labor




relations whenever possible in order to avoid work stoppages.  The




public jurisdiction's collective bargaining team should include




representatives from the jurisdiction's legislative body,  such as the




city council, or county commissioners, personnel office, legal




department, chief executive's office, and representatives  from the




department  in which the bargaining unit is employed.  The  collective




bargaining team should be aware of and give special attention to




presenting the jurisdiction's objectives in the contract,  determining




key policies on management rights (public interest), work  rules, job




security, and relationships to civil service or merit system provisions.






                        Maintaining Plan Currency




     A scheduling matrix can be a useful aid in scheduling of the State's




planned activities over a broad time span (Figure 7).  Each year the




intended activities would be updated by a year.  For example, when




1970-71 becomes the operating year, the end of the Long Term period




would move from 1989 to 1990.  With such a matrix the plan remains




current while continuing to provide a long-term guide.  In actual




practice a State's scheduling matrix might be several pages  long and




supported by explanatory text.  In fact, it would become another




summary of the plan itself while providing the vehicle for plan revision.






                          Community Evaluations




     In many States continuous planning activity will include the




development of regional and local plans for solid waste management.
                                   32

-------





























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Procedurally, community plans have been formulated very much as  are




State plans.  Basic data is collected and analyzed, problems defined,




objectives stated, and suggested or planned solutions stipulated in




order to achieve objectives.  In developing community plans it might




be helpful to organize a community planning profile.   The workform




(Figure 8) will aid in organizing the basic problem-objective-




solution procedure for solid waste planning at the regional and  local




level.  Of course, all of the considerations for community planning




are not provided on this form.   Other things,  such as population,




economics, land use,  finance, administration and organization, manpower,




zoning, comprehensive local plan provisions, and traffic patterns  will




need to be examined as well.






                          Management Techniques




     A number of quantitative management techniques are applicable to




the field of solid waste planning and management.  These include




statistical  methodologies which are appropriate for analysis and




forecasting of solid waste generation rates, population, economic




conditions,  and future land uses.  Other techniques aid in scheduling,




budgeting, and evaluation.  For example, the techniques of PERT/CPM




and the methodologies of PPBS and operations research are receiving




increasing use among planners and managers in  government and private




industry.




     Program Evaluation and Review Technique and Critical Path Method




(PERT/CPM).   These planning and control techniques lend themselves best




to project planning and are accomplished through time-event network

-------
               SAMPLE FORM FOR COMMUNITY PLANNING PROFILE
(1)  Name of Community

(2)  Region of State
(3)  Planning Jurisdiction
(A)   Relevant Community Data (derived from specific data print-out for
     the community from the National Survey of Community Solid Waste
     Practi ces)

(5)   Significant Problems

     a.  types

     b.  locations

     c.  extent and persistence

     d.  control difficulties

(6)   Future Significance of Problems



(7)   Objectives for Solution



(8)   Specific Recommendations for Solution

     a.  facilities that will be provided

     b.  timing and priorities

     c.  location

     d.  responsibi1i ty

     e.  estimated costs—operating and capital

     f.  problems that will be solved

     Figure 8.  Although not providing indication of all community
planning considerations, this form does help organize solid waste aspects
into the probjem-objective-solution procedure familiar to users of this
gui deline.
                                    35

-------
analysis.  The initial development of a plan for solid waste management




could be scheduled by PERT/CPM.   In order to apply PERT/CPM, three




basic questions about the project should be asked:  (l) What tasks must




be finished before this task can begin;  (2) What tasks can be accomplished




concurrently;  (3) What tasks can begin after another task is partially




complete?




     Planning-Programming-Budgeting-System (PPBS) .  This is a management




tool that provides for a method of rational decision-making in government.




A characteristic of PPBS is that output measurement of a given unit of




effort is required (e.g., crimes prevented because of added policemen,




incidence of disease reduced because of immunization programs, or




reduction of open dumps because of added manpower units for inspection




and enforcement, etc.) rather than just input (i.e., money, manpower,




and time).  The basic elements of PPBS include:   (l) consideration of




future implications of any programmed effort; (2) identification of a




governmental unit's objectives and relating all  activities, regardless




of organizational responsibility to these objectives;  (3) consideration




of all pertinent costs (operating and capital);   (4) systematic analysis




of alternatives for reaching objectives.  This would include estimation




of total cost of each alternative as well as resulting major cost and




benefit  tradeoffs involved with the alternatives.




      In  States installing PPBS, the planning and implementation activities




of the solid waste management agency should be designed to relate to




this system.  Use of the planning procedures presented in these guidelines,




especially  those aspects concerned with setting objectives, achieving
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those objectives, and measuring results in problems solved, will permit




the State plan to be readily adapted in PPBS.




     Operations Research (OR).  Basically, operations research  is the




application of the scientific method to the study of possible alternatives




for the purpose of developing a quantitative basis for achieving an




optimal solution for the problems of functional and operating units in




terms of objectives.  This definition would quite adequately fit the




planning process outlined in the present guidelines, since planning and




operations research employ similar analytical methods.  Operations




research permits management to arrive at the best decisions and solutions




to operating problems.   At the local and regional operating levels,




operations research can, for example, make possible the design of an




optimal collection network, or determine which combination of several




alternative locations for proposed transfer stations would be best.




Furthermore, the techniques of operations research have proven quite




useful  in the development of comprehensive solid waste management




plans since OR is interdisciplinary and oriented to a total system.
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                       PART FIVE:  IMPLEMENTATION






     Although closely related to planning, implementation is a distinct




step marking the apparent end of planning and the beginning of action.




In actual practice, planning never ends, while action frequently




becomes necessary before the comprehensive plan is first completed.




In these guidelines, the concept of implementation will be confined




to program-type activities in contrast to the steps and procedures




already characterized as part of the planning process and described




in the Basic Planning Model.




     Each State will share in making an appropriate distinction between




planning and program activities based in part upon the following




considerations:  (l) the degree to which the State is able to conform




to the planning process as described by these guidelines and the basic




planning model (Figure 1); (2) characteristics of the State's solid




waste management system; (3) duties and responsibilities of the




designated State solid waste planning agency; (4) the scope and depth




of a State's planning activity as conducted under the solid waste planning




grant program and as actually practiced; (5)  the depth of detail to




which the activity  is undertaken, as measured by legislative activities,




advisory and training service contacts, evaluations and inspections




conducted, research activity engaged in, and degree of responsibility
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for physical plant.  Activities considered critical to the implementation




of a State solid waste management plan would include statewide legisla-




tion, technical assistance, public information program, training activities,




coordination with related activities, encouragement of new and improved




technology, acquisition of facilities, and personnel recruitment and




selection.




     Statewide Legislation.  Principal implementing devices for solid




waste management at the State, regional, and local  levels will be




enabling legislation by the State followed by the establishment of




administrative rules and regulations and local ordinances.  The steps




leading to the development of effective legislation might be as follows:




(l) The first step, a review and evaluation of existing State  legislation,




both enabling and regulatory, has already taken place  in the collection




and analysis of data as part of the planning process.  (2) An  assessment




of the adequacy of existing legislation and a determination of legislative




needs should also have occurred in the planning process.  This step  is




predicated on the planning objectives with consideration for present




solid waste handling practices, future solid waste handling requirements,




established goals and priorities, resources available  for complying with




proposed regulations and standards, and enforcement resources.  (3) To




draft new  legislation and administrative regulations (if required)  is




the next step.  Consideration should be given to  the applicability  of




the following:  Federal recommendations; recommendations of (and




cooperation with)  local and regional agencies; stated  purpose  of the




legislation; definition of terms; prohibitions and  requirements; right

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of entry, inspections, and enforcement; penalties; appeals; authority




to plan for solid waste management; authority to approve new solid waste




management systems; authority to set administrative rules and regulations;




possible authority to tax and expend public funds.  Specific technological




procedures and operating methods should not be included in legislation




since difficult-to-procure amendments to the law would be required for




even simple changes to take advantage of improved technology.  Instead,




administrative rules and regulations permitted by the legislation should




be used for regulating specific operations of solid waste management.




(4) Take necessary steps to assist in the passage of recommended




legislation.  This might include supplying of informational material




and attendance at public hearings.  (5) Plan and/or implement a program




of enforcement.  (6) Provide model solid waste management ordinances




for regional and local jurisdictions.  The State solid waste planning




agency should consider this function as part of its advisory or




regulatory function.  (7) Promulgation of legislation, rules and




regulations, and established standards through both official and popular




med i a.




     Technical Assistance.  A major implementing activity of the State




solid waste agency will be to assist all agencies and groups concerned




with solid waste handling within the State, whether they be urban, rural,




public, private, industrial, commercial, or agricultural.  Assistance




to local and regional agencies will be oriented toward the development




and conduct of solid waste management plans and systems.  Assistance




might include the following activities.

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     Design and Operation Rating Procedures and Recommendations.  The




State should provide local and regional agencies with guidelines on




rating procedures and recommendations for the design and operation of




sanitary landfills, incinerators, composting plants, auto salvage




lots, transfer systems,  solid waste storage, and collection systems.




Performance standards will be an important tool in achieving this




objective.




     Evaluating Alternative Systems.  The State should provide agencies




with assistance in evaluating the choosing between alternative types of




collection and disposal  systems.




     Salvage and Reclamation Methods, Locations of Storage and Use, and




Materials Should be Examined.  The State should encourage efforts and




aid private industry and the secondary materials industry to develop




methods and improve the economics of utilizing junked vehicles and




recycling of industrial  solid wastes.




     Leg!slation.  Assistance should be provided for the development,




passage, and implementation or enforcement of  local and regional




legislation.  Such assistance might take the form of model ordinances,




recommended standards and regulations, and public information.




     Management, Administrative, and Fiscal Assistance.  The State




agency should help to develop and improve management and administration




capabilities at every level of government.  It should propose methods




and priorities for obtaining financial assistance.  The agency may




encourage the use of standardized cost accounting systems and the




adoption of capital improvement programs.

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     Training.  The State agency may wish to determine the status of




technical skills currently available in the conduct of solid wastes




management programs and to assess the need for increased technical




competencies to fulfill future needs.  Pre-service training of students




in solid waste management might offer an approach for developing needed




knowledge and skills.  Planning activities might include the development




of guidelines for providing technical and in-service training for solid




waste handling personnel and the development and application of standards,




or certification, for such personnel.  University extension or




continuation education facilities might be used for this purpose.




     Inspection and Evaluation.  The State agency might be called upon




to inspect, evaluate, and make recommendations for the improvement  of




existing solid waste handling operations.  This activity should be




conducted on a periodic basis.




     Regional Plans.  Where advantageous, the State agency should




encourage the development of regional or areawide plans (e.g., county




or metropolitan areas).  Existing urban and regional planning




jurisdictions should be examined as possible vehicles for this purpose.




The State agency can serve a coordinating function by bringing together




the various jurisdictions involved in the planning effort.




     Public Information.  The State agency should assist local and




regional agencies in the development of effective public information-




public education programs.




     Reservation of Future Disposal Sites.  The State agency should




encourage local and regional planning efforts to provide for the early




reservation of land for future disposal sites and facilities.

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     Plan Development, Review,  and Approval.   In addition to providing




assistance for the development  of local  and regional  solid wastes plans,




the State agency should develop a program for the review and approval




of all local and regional  plans developed under other funding




arrangements.  Plans for major  solid waste disposal  facilities and




sites should also be reviewed.




     In addition to the assistance provided to local  and regional




agencies, the State agency must give due consideration to problems not




amenable to solutions on a local or regional  level.   Many of the




problems of industry, mining,  agriculture, and commerce fall into




this category.




     Statewide Public Information Program.  In addition to assisting




local and regional agencies in  the development of their public




information programs, the State agency should develop and initiate




a statewide public information/education program.  The following




activities might be included:   (l) assembling information on solid




waste practices and environmental conditions; (2) obtaining and




developing informational materials, pamphlets, books, films, and




monographs; (3) providing for information dissemination by newspaper,




radio, and TV; (4) schedule talks and lectures.




     Statewide Training Activities.  Although solid waste training




should be oriented toward local and regional  solid waste handling




agencies, a statewide training  program should also be developed and




might include the following activities:    (1)  encouraging management




and technical training in colleges and universities  (solid waste

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courses could be included in undergraduate,  graduate,  and extension




curricula); (2)  arranging for field courses  and demonstrations  (such




as visiting a sanitary landfill  in operation)  for public officials,




operating personnel, and other interested parties.




     Coordination with Related Activities.   Solid waste planning should




be coordinated with activities of other related agencies.  In most




jurisdictions other operating or planning agencies  may have interests




that would overlap with those related to the development or implementation




of a planning program for solid waste disposal.  These might include




official  agencies such as the State planning agency,  agriculture




department, highway department,  industrial  commission, air and  water




pollution control agencies,  as well as a variety of local or unofficial




agencies  or groups.  A major objective of the grant support authorized




by the 1965 Solid Waste Disposal  Act is the  coordination of solid waste




planning  with other planning.  Thus, the solid waste  agency should  not




only list the agencies with  which planning will be  coordinated  but  also




indicate  the specific ways in which coordination will  be assured.




Coordination is  specifically required with  air and  water pollution




control planning and with planning activities  supported with funds




provided  by Section 701 of the Housing Act  of 1954, as amended.   Other




coordination may be required under Section  204, Demonstration Cities




and Metropolitan Development Act  of 1966.  (See Bureau of the Budget




circular  A-95, September 30, 1969-) Comprehensive Health Planning




(PL 89-749) offers another opportunity for  coordinative effort  for




mutual solution  of areawide  problems. Coordination  of  solid waste
                                   45

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disposal planning with the activities of other agencies within the




jurisdiction should be of considerable value to the State solid




waste disposal planning agency, not only in permitting the development




of regional and jurisdiction-wide plans but also in providing mutual




access to planning data and joint promotion of comprehensive plans.




     The State solid waste planning agency should strive for complete




cooperation and coordination in the development and implementation of




all local, regional (SMSA, county, COG, and metropolitan-authority),




and State planning efforts.  Although emphasis is needed on developing




regional or areawide plans, local plans should not be neglected.  Rather,




they should be developed for inclusion in the larger regional plan.




Certain elements such as standards, legislation, and regulations should




be uniform within the region and State.  In order to ensure the effective




coordination of all planning efforts throughout the State, the solid




waste planning agency should develop and implement the State plan with




the full support, knowledge, and assistance of local and regional




jurisdictions.  Indeed, many of the activities carried out by the State




solid waste planning agency will require the support and assistance of




local and  regional agencies.  An example of this might be the testing




of a regional sanitary landfill coupled with the use of  local transfer




stations.  Such an activity would be apt to require interjurisdictional




management and financial support.  Development of plans  for large




jurisdictions may  require assistance from the State solid waste planning

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agency in the form of special studies, the development and testing of




alternative solutions, and legal and financial reviews.




     Encouragement of New and Improved Technology.  The State agency




for solid waste management should encourage the research, development,




demonstration, and utilization of new and improved solid waste management




technology.  This might include:  (1) encouraging the development of




regional  or areawide solid waste plans; (2)  encouraging the demonstration




of new and improved technology, both "hardware" and "software"; (3)




encouraging the application of systems analysis and operations research




to solid waste management systems; (k) providing for the distribution




of information on new research and technology by means of available




information media.  Consideration might be given to the development of




a statewide newsletter for disseminating this information.




     Acquisition of Facilities.  Implementation of a solid waste




management plan will at some point require acquisition and development




of facilities, which might include land, buildings, trucks, earthmoving




and other equipment.  Estimates for equipment needs in the plan will




aid in acquiring the necessary equipment at the time of implementation.




The agency accepting responsibility for implementation must also arrange




for financing of facilities.  Provision should be made for both capital




and operating expenditures.




     Personnel Recruitment and Selection.  Part of implementing solid




waste management plans is the recruitment and selection of personnel.




The provision of personnel can be guided by needs forecast in the plan.




Adequate methods of selection to assure qualified personnel should be

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used.  After hiring,  modern methods of personnel  management and labor




relations should be applied.




     Continuation of a Statewide Solid Waste Planning Program.   A




significant part of the State solid waste management plan should be




aimed toward the development of a continuing planning program for




furthering effective solid waste management throughout the State.




Under this program there might be the following activities:  (!)




periodic review and updating of State, regional,  and local plans.  On




the State level this might require the development of an inventory




system to regularly update the data and evaluate  the status of  current




solid waste management practices.  It might also  include the development




of some type of model to periodically update forecasts of future solid




waste handling requirements.  At the local and regional levels, State




activities could probably be directed toward assistance in updating




local and regional solid waste plans.  (2) Periodic assessment  of the




implementation progress of State, local, and regional plans.  This




activity would require the development of techniques for measuring




progress toward goals.  (3) Periodic review of adoption and enforcement




activities of State, regional, and local legislation and standards.




This will require an enforcement activities information system as well




as a legislative reporting service.  (4) Continuing technical,  financial,




and  legal consultation, guidance, and assistance to local and regional




solid waste management agencies.  This service could also extend to




industry, agriculture, and commerce.

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                         PART SIX:   DEFINITIONS






Alternatives,  two or more possible solutions to solid waste management




     problems.




Basic Planning Model, a depiction of the procedures and dynamics of the




     actual planning process.  See Basic Planning Model diagram, page k.




Councils of Governments (COG*s) ,  intergovernmental  organizations of




     local governments formed for the purpose of planning and sometimes




     review of Federal grant expenditures.




Feedback, data representing reactions,  results, and evaluations reentering




     the planning process which  will allow for plan modifications if




     needed.




Implementation, the process of activating the plan  to achieve solutions




     to solid waste management problems.




National Survey of Community Solid Waste Practices, the extensive national




     survey conducted by solid waste planning grantees and the Bureau of




     Solid Waste Management concerning  solid waste  practices and conditions




Objectives, stated and specific  goals which if achieved,  solve specific




     solid waste management problems.




Operating Agencies, refer to agencies which have the responsibility and




     authority for actual  operation of  a solid waste management system,




     including purchase and operation of equipment, and collection,




     transportation, and disposal of solid wastes.

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OR, Operations Research.  See page 37.


PERT/CPM, Program Evaluation and Review Technique/Critical Path Method.


     See page 3^.


Planning Process, see page 1.


PPBS,  Planning-Programming-Budget!ng-System.  See page 36.


Standard Metropolitan Statistical Area (SMSA), is a U.S. Bureau of


     the Census designation for the collection and analysis of urban


     data.  SMSA's are areawide in scope and  use county boundaries.
                                 , - .- '--.-don Agency
                            rr-  " '  -


                                       '
                                        60606
                      Chicago,
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