management in constructii si demolare

Chapters

1. Introduction2. Enrolling Waste Managers to Take Action3. Planning to Get Started4. Implementing the C&D Waste Management Process5. Summary

Appendices

A. Abbreviations, Acronyms, and DefinitionsB. Characterization Tables of C&D WasteC. C&D Waste Materials ChecklistD. Case StudiesE. Waste Management Planning Spreadsheets and WorksheetsF. Websites for Material Exchanges and Related C&D Waste InformationG. List of Potential Asbestos Containing Building MaterialsH. WasteSpec References for Managing Hazardous Waste and

Construction Waste ManagementI. Sample C&D Waste Management Strategy and PlanJ. Bibliography

Tables

1. Value of C&D Waste2. Characterization of C&D Waste3. Reusable Building Materials4. Impact on AF MoM by Possible Non-hazardous C&D Waste Diversion

Percentages5. Comparison of Key Project Factors When Using and Not Using

Specialty Contractors6. Comparison of Waste Management Audit Results for Residential

Renovation Projects7. Comparison of Savings for Residential Renovation Projects8. Comparison Between Deconstruction and Demolition9. Weighted Average C&D Waste Generation Rates10. Average C&D Waste Generation Rates for Typical Residential

Renovation Scopes11. Average C&D Waste Generation Rates for Additional Residential

Renovation Scopes12. Rounded Average Percentage of Waste Composition

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“ ‘Waste’ - A resource in the wrong place.”An old Chinese proverb

PurposeThe broad purpose of the Construction and Demolition (C&D) WasteManagement Guide is to assist readers involved in the management of C&Dwastes to track and divert the C&D portion of the total solid waste stream.Specifically, the goals of the Guide are to:

• Explain how C&D waste management can lower disposal cost and support AirForce goals for solid waste reduction.

• Show design and construction project managers how to manage C&D wasteand support solid waste reduction goals.

• Identify and explain how to comply with environmental concerns, such asasbestos and lead-based paint, when managing C&D waste.

• Identify and provide tools, as well as their sources, for C&D wastemanagement, such as spreadsheets and templates for specification writing.

Preview of Chapters The Guide meets the specific goals with five chapters, beginning with thisIntroduction, that recaps the purposes of the Guide and provides a preview forsubsequent chapters, and ending with a Summary of how the specific goals aremet. The substantive chapters of the Guide include Enrolling Waste Mangers toTake Action, Planning to Get Started and Implementing the C&D WasteManagement Process. Each is previewed below.

Chapter 2 – Enrolling Waste Mangers to Take Action

People who read and use this chapter will take committed action toward thepossibility of safe and cost effective C&D waste management. Enrollment isdefined as generating a possibility in the consciousness of others such that theyaccept the possibility, commit and act. Enrollment is accomplished by:

• Providing a common background of traditional C&D waste managementpractices and incentives for change. Readers see their own relationship to thepossibility.

• Discussing the possibilities for diverting C&D waste while meeting orexceeding new AF C&D waste diversion goals. Readers see what has changedor their new options with respect to the possibility.

• Describing through successful case studies the opportunities for C&D wastemanagement. Readers are given evidence that the possibility is feasible.

• Issuing a challenge for readers to commit to C&D waste diversion actions.

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Providing a Common Background. This includes the scope of the Guide and someimportant C&D waste definitions. Traditional C&D waste management practicesare explained, as well as incentives for change. The Guide also describes anumber of C&D waste management options available to contractors and wastemanagers, and the five categories of C&D work on installations are identified.

The scope of the Guide was purposely narrowed. Important aspects of the scienceof sustainable buildings involve waste prevention, as well as reducing waste,energy, and resources. While prevention and reduction are closely linked,comprehensive details of preventing C&D waste as part of design andconstruction of sustainable buildings is outside the scope of the Guide. However,the Guide does provide an overview of generally available waste preventiontechniques.

Possibilities for Diverting C&D Waste. Based on common background, an AFpolicy memo created the possibility. The HQ USAF/ILEV Memorandum, 26 Jan1999, Subject: Non-hazardous Solid Waste Diversion Rate Measure of Merit(MoM) placed a new focus on C&D (construction and demolition) wastemanagement. This memorandum not only established clear policy, but alsomandated an annual MoM (measure of merit) for diverting non-hazardous solidwaste from disposal in landfills and incinerators. The Guide shows the impact ofsuccessful C&D waste diversion on achieving the AF MoM by calculating arange of possible C&D waste diversion rates based on diverting C&D waste only.

Opportunities for C&D Waste Management. Given that the possibility exists forsafe and efficient C&D waste management, can we capitalize on theopportunities? The Guide uses a total of 26 case studies to answer this questionwith a resounding “yes.” The case studies cover the gamut of work expected oninstallations: new construction, renovation, and demolition for both residentialand non-residential projects. The case studies clearly demonstrate the feasibility oflower cost alternatives to C&D waste management.

The Challenge. Chapter 2 ends with a challenge to C&D waste managers to makea commitment to action. The Guide provides readers with the backgroundknowledge, tools, resources, and step by step directions for taking actionimmediately.

Chapter 3 – Planning to Get StartedC&D waste managers must complete a significant amount of research andplanning before they can develop an overall C&D waste strategy. This criticalresearch and planning phase lays the foundation for preparation of subsequentwaste management plans. Success in implementing plans and diverting C&Dwaste will depend largely on completing the following seven steps outlined in thischapter.

PLANNING STEP 1 - Identify contractors, markets and facilities, materialexchanges, and partnering organizations.

PLANNING STEP 2 - Identify existing local resources and determine what theybring to the C&D waste management challenge.


PLANNING STEP 3 - Identify environmental compliance requirements and bestC&D management practices for eliminating, mitigating or complying with therequirements

PLANNING STEP 4 - Quantify and characterize the potential annual C&D wastestream on the installation.

PLANNING STEP 5 - Identify the range of contracting options available toimplement C&D waste management practices.

PLANNING STEP 6 - Develop a C&D waste management strategy for complyingwith AF policy and achieving the AF measure of merit (MoM).

PLANNING STEP 7 - Develop generic waste management plans.

Chapter 4 – Implementing the C&D Waste Management ProcessThis chapter describes and prescribes the step-by-step waste management processfor incorporating, executing, monitoring, and documenting the diversion ofinstallation C&D waste after planning is completed. A 12-step process is providedfor in-house work and projects, while contracted work and projects use a 17-stepprocess. The Guide takes waste management teams from the start of the C&Dwork and projects to the finish.

Enrolling Waste ManagersTo Take Action

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Common backgroundReading and using the Guide will enroll the reader ensuring committed action andsafe and cost effective C&D waste management are taken. This is accomplishedby four steps:

• Provide a common background on traditional C&D waste managementpractices and incentives for change.

• Discuss the possibilities for diverting C&D waste to meet new Air ForceC&D waste diversion goals.

• Describe the opportunities for meeting C&D waste reduction goals withsuccessful case studies, guidance, and tools.

• Challenge readers to make a commitment to C&D waste diversion actions.

SCOPE

It is important to define the scope of the Guide, what it isn't as well as what it is.There is a current focus on constructing resource efficient buildings. The scienceof resource efficient buildings allows us to sustain environmental resourcesdespite heavy demand by a rapidly growing and advancing society. An importantpart of this science involves preventing waste and reducing energy, resources, andwaste, specifically C&D waste. While prevention and reduction are closely linked,details of preventing C&D waste as part of the sustainable design process isoutside the scope of this Guide. The Guide will, however, provide an overview ofgeneral prevention techniques available.

DEFINITIONS

C&D waste is material produced during the construction, renovation, demolition,or deconstruction of structures. Structures include residential and commercialbuildings and their infrastructure. Components of C&D waste typically includeconcrete, wood, metals, gypsum wallboard, asphalt, and roofing material. Expertsvary on whether land-clearing debris such as soil, stumps, and rocks are C&Dwaste. For the purposes of this Guide, materials are C&D waste if they wouldnormally be hauled away for disposal. A full list of definitions is provided inAppendix A.

The Guide uses the phrase “C&D waste managers” or just “waste managers”freely throughout the text. This may cause some confusion. Planning Step 2 inChapter 3 identifies two teams responsible for C&D waste management. Thephrases either refer to the entire team or are meant to capture the appropriatemembers of these teams according to an installations interpretation. The phrasesdo NOT refer only to the individual in the Environmental Flight assigned solidwaste management responsibility. Successful C&D waste management requiresthe efforts of varied team members each using their areas of expertise.

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Chapter 2



TRADITIONAL C&D MANAGEMENT AND INCENTIVES FOR CHANGE

C&D waste has traditionally not been managed. Private waste contractors havecollected and disposed of C&D waste with little record keeping, little concern,and little oversight. For these reasons it is difficult to quantify what part of thetotal waste stream is actually C&D waste. Yet we know C&D waste consumesvast volumes of constrained landfill space and often contains regulated materials.These regulated materials may pose a threat to human health and the environmentand become a compliance risk.

The estimated magnitude of the C&D waste stream varies greatly because ofseveral factors. These factors include the differing definitions of C&D wasteacross states, the varied types of generating sources and activities from year toyear and the range of accurate sampling procedures found in both research andpractice. In the end, some researchers concede and theorize it may be equal to oreven greater in quantity to the municipal solid waste (MSW) stream. But mostresearchers report C&D waste quantities within a range of 10-30% of the quantityof MSW. According to the most recent Environmental Protection Agencyresearch C&D waste is generated in the United States at a rate of 2.8 pounds perperson per day or 136 million tons per year. Because of the variability factors, AirForce installations may experience rates lower or higher than the national rate.Regardless, with this huge potential resource, the question arises: Why haven't wevigorously pursued waste diversion as a management option?

There are five obstacles to diverting C&D waste:

1. It is a relatively new practice. The construction industry remains aconservative culture resistant to change. Old convenient habits of disposing ofC&D waste by incineration and landfilling are often hard to break. Modifyingstandard construction and demolition contract specifications to require orencourage C&D waste management has been met with resistance.

2. There are limited recycling markets. Markets often either don't exist locally orrecyclers do not accept the broad spectrum of C&D waste. For example:asphalt and gypsum wallboard can only be recycled in a few parts of thecountry at this time. Some specialized recyclers only accept one type of wasteand this often makes waste management costly and inconvenient. Also, manyrecyclers to not provide pickup and transport service adding to the cost andinconvenience.

3. There is limited market awareness. Many building contractors are simply notaware of all the reuse and recycling opportunities available.

4. It is perceived as being more costly. Building contractors are concerned overthe perception of additional time employees will spend segregating waste.Time is still money. Contractors ask, “Will the C&D waste managementrevenues and disposal cost savings offset labor costs?”

5. It is perceived as requiring more space. Building contractors are concernedover the need for providing sorting and storage space, because many job siteshave space constraints.



Despite these obstacles, four factors are strong incentives for changing the way wemanage C&D waste. First, C&D wastes contain valuable resources. The followingtable provides a glimpse of just how valuable:

Table 1. Value of C&D Waste Materials vs. Disposal ($/Ton)Material Disposal Cost Material Value

Oriented Strand Board(OSB)

137 725

Lumber 79 280Gypsum Wallboard 148 269

Cardboard 42 varies(Source: National Association of Homebuilders, “Research at the Center,” BuilderMagazine, Feb. 95, p. 50.)

Second, diverting C&D wastes can be cheaper than landfilling. The tipping feesfor landfills continue to skyrocket, making traditional land disposal methodscostly. Studies show that over the past twenty years the national average for C&Dtipping fees has risen from $4.90 to $32.00/ton. Similarly, the national average forMSW tipping fees has risen in the past ten years from $17.00 to $70.00/ton. Notsurprisingly most C&D waste can be delivered to a recycler for fees ranging from$0 to $35.00/ton.

Third, there is a growing public awareness of C&D waste and a moral concernabout having to live with what we discard. Efficient C&D waste managers cantake credit for being responsible resource conservationists and good neighbors.There can be incredible value in creating and maintaining positive publicrelations.

Finally, there is an increase in state and local legislation mandating specific goalsand actions for waste stream reduction. California now requires cities to reducetheir waste streams by 50% by 2000. McHenry County, Illinois, has proposed anamendment to their building code. The amendment would make a building permitcontingent upon preparing a waste separation plan and building occupancycontingent upon proving at least three waste materials were recycled on the job.With 50% of our landfills projecting closure by 2000, it is only a matter of timebefore our C&D waste management behavior is legally driven. Action now willprevent compliance requirements later.

C&D WASTE CHARACTERIZATION AND MANAGEMENT OPTIONS

The types and quantities of C&D waste generated can vary widely from project toproject. However, the composition of these varied waste streams has somepredictability. Wood, gypsum wallboard, concrete and block, metals, andcorrugated cardboard have generally been found to be the largest waste streamcomponents. Waste characterization research was done in the Metropolitan TwinCities, Minnesota area and the results are summarized in Table 2. Completecharacterization tables are provided in Appendix B. These data provide C&Dwaste managers with a broad view of what to expect on the job site.



Table 2. Characterization of C&D Wastefrom New Construction (Rough % of total waste volume)

Commercial ResidentialPredominant Materials (10% or greater)Wood 20-30% 20-35%Concrete and block 10-20%Drywall 5-10% 10-20%Cardboard 5-10% 5-15%

Secondary Materials (less than 10%)Steel from decking, re-rod, etc.Shingles

1-8% 1-8%

BrickConcrete

1-5% 1-8%

Crates and pallets 1-5%Extruded polystyrene (rigid) insulation 3% rangeFiberboardKraft paper packaging

1-8%3% range

Plastic sheeting and bags 3% rangeElectrical wire 2% rangeOverspray from fireproofing products 0-5%(Source: Innovative Waste Management, “Construction Materials RecyclingGuidebook,” Mar. 93, p. 4-5.)

The C&D waste stream may also contain regulated materials. Regulated materialstypically found on a construction site may include, but are not limited to, wastesolvents, waste paints and coatings, adhesives, sealer tubes, and waste oils andgreases. Regulated materials typically found on a demolition site may include butare not limited to asbestos, lead-based paints and coatings, polychlorinatedbiphenyls (PCBs), and chlorofluorocarbons (CFCs). A more comprehensive list ofall C&D waste materials, including regulated materials, is provided as a usefulchecklist in Appendix C.



C&D contractors and waste managers have a growing number of options formanaging C&D wastes. The Waste Management Options Hierarchy shown is auseful guide. This hierarchy can be applied against the five phases in the life of aconstruction project:

1. Asset management2. Planning3. Design4. Demolition5. Construction

Project planners and designers can prevent C&D waste in the asset management,design, and construction phases. While expanded details of these actions arebeyond the scope of this Guide, it is worthwhile to provide a brief overview.

During the asset management phase, planners assess existing buildings andproperties against project needs. Optimally, existing buildings are used to avoidnew construction and demolition wherever possible. During the design phase, thesource reduction concept is used to consume less materials, use less toxicmaterials, and reduce or eliminate subsequent waste at the source. Projectdesigners can accomplish this with the following techniques:

Choosing Simple Plans - Building dimensions are in standard 2- and 4-footincrements to reduce the number of off-cuts.

Using Advanced Framing - Framing details are designed to minimizeunnecessary corner studs, excessive lumber at window and door openings, andover-built lintels.

Specifying Prefabricated Materials - Pre-cut and pre-fabricated materials liketrusses and structural insulated panels allow scrap to be efficiently recycled atthe factory rather than the job site.

Specifying Recyclable Materials and Recycled-Content Material.

Specifying Non-hazardous Materials - For example, use aqueous andbiodegradable cleaners instead of petroleum-based cleaners, and use non-chlorinated or water-based paints and coatings.

During the construction phase, builders can further prevent waste through thefollowing efficient purchasing techniques:

Tight Estimating - Ensure only the correct amount of materials are purchasedand delivered to the site.

Supplier Coordination - Require suppliers to take or buy back substandard orrejected materials. Solicit their help with substituting materials of lesser

Waste ManagementOptions Hierarchy

Reduce

Reuse

Recycle

Composting

Burning

Landfill



toxicity and their ideas on reducing job site material spoilage.

Just-in-time Delivery - Coordinate material delivery to coincide with its use inorder to reduce material damage and waste.

Reduce Packaging Waste - Require suppliers to reduce their packagingmaterials or provide sturdy, returnable pallets and containers. Requiresuppliers to back-haul all shipping and packing materials.

The focus of this Guide is the options for managing C&D wastes that have alreadybeen generated at the job site. Referring again to the Waste ManagementHierarchy, C&D managers can take action to reduce, reuse and recycle wastesduring the planning, design, demolition, and construction phases of a project life.

During the Planning Phase, waste managers should develop a C&D WasteManagement Strategy and establish overall waste diversion goals. During theDesign Phase, designers should specify builders be required to design a WasteManagement Plan for each construction project. Designers should also tailor C&Dwaste management model specifications for each project. The details of thestrategy, plan, and model specifications are covered in Chapter 3, Planning to GetStarted.

During the Demolition and Construction Phases, waste managers can use thefollowing methods for efficiently managing C&D waste:

Explain Established Goals - Ensure strategic and project specific reuse andrecycling goals are clearly explained to the builders and their sub-contractors.

Reduce Job Site Waste - Store and handle materials carefully to preventwasteful damage. Centralize material cutting operations to promote reuse ofoff-cuts.

Salvage Reusable Materials - Salvage materials for reuse at this or otherproject sites, or salvage materials for resale or donation. A few of the C&Dmaterials that are typically salvaged are shown in Table 3.

Recycle Waste Materials - Waste materials can be sorted for recycling at thejob site for hauling to or pick-up by a material handling facility. They can alsobe commingled for delivery to a materials recovery facility where they aresorted for recycling. As a third option, waste materials can be separated andpicked up for recycling during a specific construction stage. This is calledtime-phased recycling. For example, recycling of wood and gypsumwallboard can be optimized during the framing and sheet-rocking stages ofconstruction, respectively.



Table 3. Reusable Building MaterialsAppliancesBathroom FixturesBricksCabinetsCarpetingDimensional LumberDoorsDuctwork

FlooringInsulationLighting FixturesMarbleMetal FramingPanelingPipes

OSB & PlywoodShelvingSidingTileTrimWindowsWood Beams

(Source: Business and Recycling Business Venture and King County Solid WasteDivision, “Contractors’ Guide to Preventing Waste and Recycling,” Jan. 99, p. 5.)

CATEGORIES OF CONSTRUCTION AND DEMOLITION

C&D waste managers must be aware that there are five categories in whichconstruction and demolition can be accomplished on an installation.

1. In-house, by the Civil Engineer Squadron/Group workforce.

2. In-house, by organizations using the installation Self-Help Store and housingresidents using the U-Fix-It Store.

3. In-house, by Simplified Acquisition of Base Engineering and Repair (SABER)or Military Family Housing contractors.

4. Externally, by agencies like RED HORSE and National Guard forces.

5. Externally, by outside contractors acquired through the installation contractingoffice or other Air Force organizations and tenants like AAFES, DeCA and NAF.

Waste managers only have direct control over construction and demolitionaccomplished under category 1. They have indirect control over C&Daccomplished under categories 2, 3, and 4; and they have little to no control overC&D accomplished under category 5. Therefore, waste managers must recognizethe importance of establishing and widely communicating the installation-approved C&D Waste Management Strategy. It becomes a team effort to ensurethat builders outside the waste managers’ direct control are aware of the strategy,are required to use or submit Waste Management Plans, and are required to trackand report on their success with diverting C&D waste.

Possibilities forDiverting C&D Waste

Efficient C&D waste management hasn't traditionally been a possibility becauseof the five previously mentioned barriers. In general, installation personnel havenot been motivated to efficiently manage C&D waste because the evolvingincentives vary greatly across installations, regions, and states.

HQ USAF/ILEV letter, 26 Jan 1999, Subject: Non-hazardous Solid WasteDiversion Rate Measure of Merit (MoM), however, has pumped new life into



C&D waste management. The Air Force now has established a policy and a MoMfor diverting non-hazardous solid waste from disposal in landfills andincinerators. Specifically, the MoM requires that: “By the end of FY 2005, ensurethe diversion rate for non-hazardous waste is greater than 40 percent, whileensuring integrated non-hazardous solid waste management programs provide aneconomic benefit when compared with disposal using landfilling and incinerationalone.”

C&D waste diversion is only a part of the MoM. If the research is accurate andC&D waste equates to between 25% and 100% of MSW quantities, then reliableC&D diversion can be achieved. But what impact can successful C&D wastediversion have on achieving the AF MoM? The impacts of diverting C&D wasteonly are shown in Table 4 for a range of C&D waste diversion rates. C&D wasteshave been assumed to equate to 25%, 50%, or 100% of MSW and MoM valueswere calculated assuming MSW remained constant and no other waste diversionoccurred.

Table 4. Impact on AF MoM by Possible Non-hazardous C&DWaste Diversion Percentages

C&D DiversionRate (percent)

Impact onMoM (percent)

C&D 25% of MSW C&D 50% of MSW C&D 100% of MSW

50 9 14 2060 11 17 2370 12 19 2680 14 21 2890 15 23 31

(Source: The Author, Jun. 99.)

Opportunities forC&D Waste Management

While the possibilities for efficient C&D waste management are clear, are theopportunities achievable? The following seven case studies are summarized toillustrate the answer is a resounding “yes” across all six construction categories.The Guide includes additional nineteen case studies in Appendix D. CAVEAT: Anumber of the case studies count incineration of waste as a boiler fuel asrecycling. This type of incineration does not count as recycling in calculating theAF MoM.

CASE STUDY #1 - RESIDENTIAL CONSTRUCTION

A private sector contractor constructed a new 2,800 square feet home for$275,000 in southwest Portland, Oregon. The client specifically requestedconstruction waste be recycled and a waste audit was performed to precisely trackwaste quantities and their disposition.

The contractor successfully recycled 6.4 tons of material and disposed only 0.5tons of mixed waste. Drywall scraps were recycled into new gypsum wall board;solid and composite wood scraps were recycled into boiler fuel and buildingmaterials; cardboard was recycled into new cardboard; and concrete was used as



clean fill. Following is the breakout by characteristics and quantity of recycledwaste:

• Wood 6,945 pounds• Drywall 3,806 pounds• Concrete 1,698 pounds• Cardboard 280 pounds• Metal 138 pounds

The cost to recycle, including additional labor for job-site separation and self-hauling was $600. The budgeted cost for waste hauling and landfill tipping feeswas $1,000. Recycling saved the client $400.

Results: 93% waste diversion rate and $400 in recycling savings.

CASE STUDY #2 - RESIDENTIAL CONSTRUCTION

A private-sector contractor constructed two 1,290 square feet homes for a total of$233,800 in the Tigard area subdivision of Portland, Oregon. A specialtycontractor was hired to recycle construction waste. The contractor’s crews savedlabor time because the specialty contractor did not require diverted materials to beseparated on-site.

The contractor recycled a total of 8.7 tons of materials. Only 0.9 tons ofconstruction waste required landfilling. Solid and composite wood scraps wererecycled into boiler fuel; drywall scraps were recycled into new gypsumwallboard; and cardboard was used in manufacturing new cardboard. Below is thebreakout of recycled materials:

• Wood 14,400 pounds• Drywall 2,660 pounds• Cardboard 260 pounds

The total cost to recycle for both houses was $710, compared to standard haulingand disposal cost estimates of $1,403.

Results: 92% waste diversion rate and $693 in recycling savings.

A comparison between Case Study #1 and #2 may be worthwhile to assess thepotential advantages of using a recycling specialty contractor for new residentialconstruction. Appropriate data has been normalized in the figures below toaccount for the difference in home square footages.


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Table 5. Comparison of Key Project FactorsWhen Using and Not Using Specialty Contractors

Project Factors No Specialty Contractor Specialty ContractorConstruction Time 70 days 270 daysRecycling Savings $400 $752

Tons Diverted 6.4 tons 9.4 tonsDiversions Rate 92% 93%

(Source: Palermini & Associates, “Construction Industry Recycling Project,”Metro, Jul. 93, p. 6; Metro, Job Site Recycling Fact Sheets “Two Tract HomesSave $316 and $377”, Metro, undated and no page numbers; and the Author.)

It appears from this example C&D waste managers would benefit from using arecycling specialty contractor for constructing new residential housing. Thespecialty contractor diverted 47% more construction waste by weight andincreased savings from recycling by 88%. The diversion rate was approximatelythe same under both options. The substantial difference in construction time ismisleading and should not necessarily be considered justification for not using aspecialty contractor. The shorter time can be explained for Case Study #1 becausethe construction contractor had previous experience in building this tract housing.The contractor in Case Study #2 was building two custom homes incorporatingseveral unique environmental measures beyond construction waste recycling.

CASE STUDY #3 - RESIDENTIAL RENOVATIONS

This case study is of particular interest because the scope of work is very similarto that of military family housing. Portland, Oregon’s Metro Regional Services,Regional Environmental Management Department, contracted with a private-sector firm and several participating contractors for a residential remodeling wastereduction demonstration project. The purpose of the project was to develop,document, and teach cost effective waste diversion techniques for residentialrenovation projects. Metro selected the following three renovation projects:

Project & Type Budget Square FootageA Kitchen $24,200 275B Family Room &

Kitchen/OutdoorDeck

$80,500 550

C Bathrooms $9,800 90

The primary contractor audited the weight and type of wastes generated duringeach project. The auditor also identified waste that could be diverted and thenrecorded their ultimate disposition. The remodeling contractors estimated the costof their standard C&D waste management practices and these costs werecompared to their costs for separation and diversion. Metro defined diversion assource separation, salvage and reuse, and recycling. None of the remodelingcontractors used any sustainable design techniques to further prevent C&D waste.

Each client and remodeling contractor volunteered to participate in thisdemonstration project. The remodeling contractors for Projects A and C had



already implemented source separation and diversion techniques into their jobpractice and trained their crews. The remodeler for Project B had no experiencebeyond some occasional salvaging but was interested in learning about job-sitewaste diversion.

The contractor for Project A remodeled the 275 square-foot kitchen in a 1940’svintage home in suburban Portland. The kitchen square footage remained thesame and the existing built-in cupboard and most cabinet frames remained. Thecontractor removed island cabinets, floor-to-ceiling cabinets with built-in oven,wall and floor coverings, trim, one window, sink, light fixtures, some soffits andlath and plaster finish, and appliances. New project items included wood flooring,drywall, cabinet doors and drawers, sink, garden window, island, appliances,recessed ceiling lights, built-in storage shelves, and a total repainting.

The contractor for Project B altered and added a 550 square-foot kitchen andfamily room area in a 10-year old home also located in suburban Portland. Theremodeler completely gutted the existing kitchen and an exterior wall to makeroom for the addition. The project also included replacement of a 250 square-footexterior deck. New items included additional floor area and walls, windows anddoors, floor coverings, cabinets and countertops, sink, large island, appliances,built-in storage shelves, and a total repainting. The contractor purchased very highquality appliances, fixtures, and materials.

The contractor for Project C remodeled two bathrooms totaling 90 square feet in a1950’s ranch-style home. The remodeler removed the shower stall, vanity withsink, and toilet in one bathroom and replaced a window with a skylight in thesecond. The shower had leaked and caused extensive dry rot on the supportingframe so most of these materials were not recycled.

The table on the next page summarizes the waste audit weight in pounds for thisdemonstration project:



Table 6. Comparison of Waste Management Audit Results forResidential Renovation Projects (pounds)

Project A Project B Project CTotal Waste 1,588 10,382 2,313

Disposed Waste 400 1,170 890Diverted Waste 1,188 9,212 1,423Diverted Topsoil NA 20,000 NADiversion Rate 75% 89% 62%Salvaged & Reused 585 2,628 85

Contractor Sales 380 2,628 85Owner Sales 205

Recycled 549 6,584 1,338Wood Sub-total 215 3,827 311Cardboard 55Carpet 40Ceramic Tile 15 80Concrete 2,100 762Gypsum 201 582 185Ferrous Metals 40Non-ferrous Metals 38Plastic Sheeting 10Prunings 10

(Source: O’Brien & Associates and Palermini & Associates, “ResidentialRemodeling Waste Reduction Demonstration Project,” Metro, Jun. 93, p. 8-9, 13-14, and17-18.)

The results of the demonstration project show the economic viability of divertingrather than landfilling C&D waste. The contractors for each renovation projectwere able to pay for added labor hours for source separation, for the auditors’labor, and for additional fees for multiple diversion sites and still save money.

Table 7. Comparison of Savings for Residential Renovation Projects

Project A Project B Project CBudgeted Disposal Costs $390 $1,300 $95Estimated Diversion Costs $305 $1,100 $100Estimated Recycling Revenues $300 $1,220 $44eDiversion Savings $385 $1,420 $39e(Source: O’brien & Associates and Palermini & Associates, “ResidentialRemodeling Waste Reduction Demonstration Project,” Metro, Jun. 93, p. 3, 10,and 12; and the Author.)

NOTE: The author estimated (e) the recycling revenues and diversion savings forProject C by extrapolating the figures from the audit results in the table above.

The following key findings also resulted from this demonstration project:• Labor costs required to remove and separate salvageable items were

comparable to costs of standard demolition practices.



• High-quality salvageable materials can easily be reused or resold.• Lower-value salvageable materials can also be resold in time. But non-profit

recycling contractors were unable to meet remodeling contractor’s demand forprompt pickup. This is the most significant barrier.

• Motivated contractors and crews that understand diversion goals and have apositive attitude are successful because they create ways to overcome barriersand work efficiently.

• Clients who desire a clean site and do not recognize the value of perceivedwaste can be a significant barrier to diversion.

• The added costs of labor and hauling to multiple diversion sites are thegreatest barriers to successful diversion.

CASE STUDY #4 - JOINT CIVILIAN AND MILITARY NON-RESIDENTIALDECONSTRUCTIONSeveral non-profit civilian organizations teamed with the commander of NavalAir Station Alameda (NAS) in California to research the use of deconstructionmethods for appropriate buildings on closing military installations. These non-profit organizations included:• Materials for the Future Foundation• The East Bay Conversion and Reinvestment Commission (EBCRC)• Center for Economic Conversion• National Economic Development and Law Center

This research became known as the NAS Deconstruction Demonstration Project.All involved organizations sought an assessment of the opportunities for andobstacles to planning and implementing deconstruction as an option for solidwaste managers. It was hoped that a model could be created for financing,contracting, and implementing deconstruction on closing military installations.

The Office of Economic Development provided initial project funding through theEBCRC. Region 9 of the Environmental Protection Agency provided subsequentfunding once the initial source was expended. The team explored obtainingproject funds from the military operations and maintenance account but founddeconstruction couldn’t compete for this highly constrained resource. They alsoexplored using what the Navy calls “lay-away funds,” but could not implementthe test in time to capitalize on this funding source. Lay-away funds are thosebudgeted for placing a building into an unused state, where operations andmaintenance costs are minimized.

The NAS Deconstruction Demonstration Project had three components. First,there was a Study for Building Deconstruction. The study included the following:

• A building survey, including building and environmental information and asalvage value rating created using a spreadsheet.

• A recommendation of building candidates for deconstruction.• A sample Request for Proposals for deconstruction.• A comparison of deconstruction and demolition cost estimates for candidate

buildings.


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The second component of the project was the actual deconstruction activity atAlameda NAS. The team selected two buildings with a total area of 2400 square-foot. One was a redwood timber frame structure and the other was an engineeredmetal frame building. The third component was a strategy for financing andimplementing deconstruction station-wide at Alameda. This was later modifiedinto a broader report titled, “Building Deconstruction on Closing Military Bases,”prepared by the EBCRC and the other members of the team.

The team selected a non-profit contractor to perform the deconstruction. Thiscontractor was Building Opportunities for Self-Sufficiency (BOSS) Enterprises,Inc., a local property investment services company. The deconstruction crewincluded five people: a supervisor, a journey-level lead, an assistant, and twolaborers. The laborers were participants in the BOSS employment trainingprogram. The crew disassembled the buildings, removed nails from lumber, sortedwaste, and stacked all recovered material in about eight crew days or 279 totalhours.

The BOSS crew recovered 10,850 pounds of usable material and sent only 1,100pounds of debris to the landfill. This was a project diversion rate of nearly 91%.There were no figures available on revenues earned for the recycled and reusedmetals and wood. During project planning, the team estimated the cost ofdemolition at $8,506. The cost of deconstruction was estimated higher at $14,404,but all labor costs were avoided by using the BOSS crew. Therefore, the teamsafely stated that deconstruction was an economically sound decision overconventional demolition.

The EBCRC report included the results of deconstruction projects at two otherBay Area installations. These projects were also used in defining the lessonslearned outlined below. The first project was a 9,180 square-foot building at thePresidio and the second was a 120,000 square-foot warehouse at the Port ofOakland. Both buildings were wood construction. The following tables comparedeconstruction versus demolition:



Table 8. Comparison Between Deconstruction and Demolition

Deconstruction DemolitionPresidio Building #901Activity Time 690 hours 80 hoursDeconstruction Expenses $53,000 0Revenue from Sales $43,000 0Total Cost $9,340 $16,800Diversion Rate 87% 93%

Port of Oakland, Building #733 (see note)Activity Time 12,010 hours 160 hoursDeconstruction Expenses $330,000 $268,800eRevenue from Sales $180,000e 0Total Cost $150,000 $268,800eDiversion Rate Unknown Unknown

(Source: The East Bay Conversion and Reinvestment Commission, “BuildingDeconstruction on Closing Military Bases,” Dec. 1997, p. 7-8 and the Author.)

NOTE: This project was not complete when the study was published, so somedata were unknown or estimated (e) by extrapolation.

The team captured the following valuable lessons for consideration ofdeconstruction for additional buildings at Alameda NAS and other closing bases:• Deconstruction conserves resources by:

• Reducing debris going to landfills.• Conserving resources through recycling and reuse.• Reducing greenhouse gases through forest preservation.

• Deconstruction can be economical.• Deconstruction provides opportunities for small business or job development

programs.• Deconstruction provides training opportunities for work readiness and basic

construction skills.• Military funding for deconstruction is unlikely considering environmental

clean-up requirements and limited resources.• Deconstruction is easiest to implement before building ownership is

transferred.• Deconstruction licensing agreements are needed in property leases with local

redevelopment authorities (LRA).• Decisions on deconstruction are best made by all interested parties after LRA

selection and property transfer from installations to command authorities.



CASE STUDY #5 - NON-RESIDENTIAL CONSTRUCTION

A contractor constructed a 41,850 square-foot correctional facility for $8.9 millionin northeast Portland, Oregon. The county was proactive in getting a contractorwho was experienced in job-site material reuse and recycling.

The contractor diverted 413 tons of construction waste as follows:• Concrete 378 tons• Wood 18 tons• Cardboard 17 tons

The concrete was used as clean fill for roads and other projects. Useable lumberand metal building components were salvaged and used for the second phase ofthe project. Wood debris was recycled by a material recovery facility for boilerfuel or the manufacture of composite particle board. Drywall scraps and cardboardfrom material packaging were recycled locally. Traditional disposal costs wereestimated at $2,455 while actual costs to recycle were $220 (estimated savings donot include the reuse of wood and metal components or recycled drywall).

Results: 89% diversion rate and $2,235 in recycling savings.

CASE STUDY #6 - NON-RESIDENTIAL CARPET RENOVATIONS

A carpeting subcontractor replaced 9,000 square feet of carpet tiles in an Auburn,Washington office building. The tiles were five years old but had useful liferemaining. Because they had been installed with tape rather than glue, the tileswere easily removed without damage and all 27 tons were sold for reuse.

Results: 98% Reuse rate and $2,187 in project savings.

The same subcontractor replaced 3,000 square feet of carpet and padding in aFederal Way, Washington office building. The carpet and padding were six yearsold. Usable portions were sold for reuse and unusable carpet padding was recycledthrough a local material recycling facility. A total of 4.6 tons of carpet andpadding were diverted from the landfill.

Results: 75% Reuse rate and $378 in project savings.



CASE STUDY #7 – NON-RESIDENTIAL DEMOLITION

A commercial demolition contractor removed a 44,000 square-foot departmentstore in northeast Portland, Oregon. The owner decided to require recycling afterreceiving a bid with traditional waste disposal. The contractor crushed all concretestructural members on site; removed and separated most reinforcement bars; andground the clean concrete into gravel used for the base of new site construction.Reinforcing bars and other metals were recycled and the remaining concrete andsteel rubble was hauled off-site for use as clean fill. The contractor also separatedwood on-site and had it recycled as boiler fuel and recycle-content particle board.The total materials recycled were:

• Concrete 3,267 tons• Wood 42 tons• Metals 323 tons• Glass 2 tons

Results: 99.5% waste diversion rate and $235,941 in recycling savings.

The Challenge Installations should develop and implement a C&D waste diversion strategy ifthey do not already meet the Air Force Measure of Merit for Non-HazardousSolid Waste Diversion Rate. This management guide provides readers with thebackground knowledge, tools, resources, and steps for taking immediate action.But don’t bite off more than you can chew. Select a local construction ordemolition project on which you can run a pilot of your strategy. Follow the stepsoutlined in subsequent sections and determine what will work at your installationand what local factors will impact your waste management plans.

Planning to Get Started&' :DVWH 0DQDJHPHQW &KDSWHU � � �

C&D waste management teams must complete a significant amount ofresearch and planning before they can develop an overall C&D wastestrategy. This critical research and planning phase lays the foundation forpreparation of subsequent waste management plans. Your success inimplementing plans and diverting C&D waste will depend largely on yourcompleting the steps outlined in this section.

Planning Step 1 IDENTIFY CONTRACTORS, MARKETS AND FACILITIES, MATERIALEXCHANGES, AND PARTNERING ORGANIZATIONS

First, installations must know exactly what can be accomplished locally andregionally in the areas of sustainable building design, recycling, and reuse. Itis important to determine what the capabilities and interests of contractorsare, because contractors accomplish most construction and demolition atinstallations. Most contractors have some experience in salvage and reuse.But this step involves determining exactly who has or is willing to fullyimplement an installation's diversion strategy.

There are several sources and methods for obtaining these data:

• Get a list of the most frequently used design, build, and demolitioncontractors from the installation engineering and contracting offices.Contact each contractor and ask whether they are experienced insustainable building design, job-site waste diversion, and deconstructiontechniques. If they indicate they have little or no experience in theseareas, then ask whether they would be interested in employing thesetechniques on future installation test projects.

• Contact the local chapters of the Associated General Contractors,National Society of Professional Engineers, and American Institute ofArchitects. Ask for their help with identifying design firms and buildingand demolition contractors with experience and interest in C&D wastemanagement.

• Place a solicitation in the Commerce Business Daily asking for the dataoutlined above. The solicitation should be clear that it is not a guaranteefor specific work, but only a request for information to be used forsoliciting and awarding future contracts.

Enter these data on C&D Waste Management Planning Spreadsheet A, Parts1 and 2, in Appendix E and ensure the information is reviewed and updatedperiodically, but at least annually.

Second, C&D waste managers need to identify the local and regionalsalvage, reuse, and recycling markets and material handling contractors and

PPllaannnniinngg ttoo GGeett SSttaarr tteeddChapter 3


facilities. The identification of markets, contractors, and facilities isabsolutely critical to successfully manage waste diversion. Without thisinformation, waste managers and implementing team members may spend agreat deal of unproductive time asking for what can't be accomplished. Forexample, it would make no sense to implement a strategy which requires acontractor to separate and recycle gypsum wallboard if there is no supportingmarket or handling facility.

There are several sources and methods for obtaining these data:

• Contact the local or regional Defense Reutilization and Marketing Office(DRMO) and ask for their local or regional listing of salvage, reuse andrecycling contractors and material handling facilities.

• Search the local yellow pages for the same information under“recycling,” “demolition,” “waste,” “salvage,” and “contractors.” A lookin a local metropolitan area yellow pages by the author identified ads for30 salvage and demolition contractors and 21 recycling centers.

• Contact the pollution prevention office at your installation. Installationsare already required to have a qualified recycling program. Those withviable programs should have knowledge of existing markets and a listingof recycling contractors and material handling facilities.

• Contact the pollution prevention office at your command headquarters.Command pollution prevention offices have often formed partnershipswith their state counterparts and may have access to much of theresearch required here.

Enter these data on C&D Waste Management Planning Spreadsheet A, Part3 in Appendix E and ensure the information is reviewed and updatedperiodically, but at least annually. Contact each contractor and facility listedand ask for the following information:

• A list of specific items or materials accepted for reuse and recycling,including the current market value of recycled materials.

• A list of any special conditions applying to reused or recycled items andmaterials. For example, dimensional lumber is definitely a reusableresource, easily separated and stored at the job-site. But it may not beaccepted by a material handling facility if the nails are not removed or itis wet because it was unprotected during storage. Waste managers mustclearly understand the specific conditions under which contractors andfacilities will accept or reject materials for reuse or recycling.

• A list of specific items or materials NOT accepted for reuse andrecycling.

• Whether material pick-up and the cost for pick-up are provided, orwhether self-hauling is required.

• Whether material handling facilities require reuse and recycling fees andif yes, the amount of those fees.

Enter the detailed lists of items for reuse, materials for recycling, and anyspecial conditions on C&D Waste Management Planning Spreadsheet A inAppendix E.


Third, project designers, planners, and managers of in-house work forcesmust identify local or regional material exchanges. Material exchangescomplete the diversion loop by offering reused and recycled materials forconstruction. Installation designers can specify procurement of reused andrecycled construction materials from exchanges and installations andcontractors can procure diverted materials from exchanges. Severalexamples follow:

• Habitat for Humanity operates over 40 "Restores" across North America.Restores are focused on selling used building and household materials.Contact your local Habitat for Humanity office for information on usingthe nearest Restore.

• The Recycler’s Exchange is a world wide trading site for used buildingmaterials that also provides global access to recycling markets. SeeAppendix F for a description for accessing and using their web site.

• The Salvaged Building Materials Exchange is another internationaltrading site for diverted building materials. See Appendix F for adescription for accessing and using their web site.

• The Reusable Building Materials Exchange is a State of Washingtonexchange for buying or listing small and large quantities of used orsurplus building materials. See Appendix F for a description foraccessing and using their web site.

Project designers, in-house work force managers, and waste managers, withassistance from their command and state counterparts, should spend sometime exploring the Internet for other exchanges. Waste managers can alsouse exchanges for help in defining the reuse and recycling markets, sincesome receive, as well as sell, diverted C&D waste. Enter the names,descriptions, and web sites of useful material exchanges on C&D WasteManagement Planning Spreadsheet A, Part 4, in Appendix E.

Finally, waste managers must provide persistent direction and seek effectivecooperation as well as financial and labor assistance through availablepartnerships in order to successfully implement their C&D wastemanagement strategy and plans. Here are several examples of opportunitiesworth pursuing:

• There are non-profit organizations like California's property investmentservices company, Building Opportunities for Self-Sufficiency (BOSS)Enterprises, Inc., that can be sources of free or non-Davis-Bacon wagelabor for installation pilot projects.

• Oregon's Metro Regional Environmental Management Department andCalifornia's Materials for the Future Foundation have participated indemonstration projects (see Case Study #3 in Chapter 2).

• Organizations like California's East Bay Conversion and ReinvestmentCommission, the Office of Economic Development, and theEnvironmental Protection Agency (EPA) have also participated infunding waste diversion pilot projects (see Case Study #4 in Chapter 2).

• Some installations have prison work programs that could be a laborresource.


Waste managers should pursue forming partnerships with federal, state,local, or privately operated job-training programs for possible laborresources. They should contact their command counterparts and identifyagencies like the EPA and organizations like the EBCRC. Waste managersshould be aware that, while not necessarily a reliable financial resource,financial assistance may become available as a result of these partnerships.Finally, they should identify, with help from their command and statecounterparts, other organizations like Metro that could be available to assistinstallations with implementing C&D waste strategy and plans. Enter thenames, descriptions, and demographic data on C&D Waste ManagementPlanning Spreadsheet A, Part 5, in Appendix E.

Planning Step 2 IDENTIFY EXISTING LOCAL RESOURCES AND DETERMINE WHAT THEYBRING TO THE C&D WASTE MANAGEMENT CHALLENGE

The next important planning step involves two parts. First, waste managersmust obtain copies of the existing plans and programs that impact the safeand efficient management of C&D waste. At a minimum, each installationshould have the following plans and programs available:

• Integrated Solid Waste Management Plan (ISWMP) – This plan mayalso be called the Solid Waste Management Plan or have othernames. The purpose of the plan is to provide guidance for managingsolid waste on an installation and identifying opportunities forreducing the amount of waste generated and disposed. Contents ofplans vary, but they generally contain an inventory and analysis ofsolid waste disposal technologies and methods; an inventory of solidwaste streams and management methods; an analysis of solid wasterecovery, conservation and recycling; an evaluation of installationdisposal operations; and guidance on implementing the plan. Wastemanagers can review the plan quickly and get a general picture ofhow C&D waste is currently being managed and what the essentialtools and opportunities are for improving management.

• Qualified Recycling Program (QRP) – The plan covering the QRPmay be called the Recycling Management Plan or have other names.The purpose of this plan is to identify organizations covered by theplan, establish recycling responsibilities and procedures for thoseorganizations, and set installation recycling goals. Waste managerscan determine from a review of this plan exactly what currentrecycling markets are being used and how the installation is doing inthose markets.

• Asbestos Management Plan (AMP) – The purpose of this plan is toprotect installation workers and residents from exposure to airborneasbestos fibers and help installations comply with AF, federal, state,and local guidelines on safely managing asbestos. The AMPdesignates key management roles and assigns responsibilities. It alsooutlines notification, equipment, training, personal protection, andmedical surveillance and evaluation requirements for inspection andrepair teams. The Asbestos Operating Plan (AOP) is a supplement tothe AMP and it details the requirements and procedures for


managing asbestos at the project level. Information on the presence,location, quantity, and condition of asbestos on the installation iscontained in supporting databases. While these data are not alwayscomprehensive, they provide waste managers with a valuableresource for ensuring asbestos is properly handled during C&Dprojects.

• Lead-based Paint Management Plan (LBPMP) - The purpose of thisplan is to protect installation workers and residents from exposure toLBP and help installations comply with AF, federal, state, and localguidelines on safely managing LBP. The LBPMP designates keymanagement roles and assigns responsibilities. It also outlinesnotification, equipment, training, personal protection, and medicalsurveillance and evaluation requirements for inspection and repairteams. The LBP Operations Plan (LBPOP) is a supplement to theLBPMP and it details requirements and procedures for managingLBP at the project level. Information on the presence, location,quantity, and condition of LBP on the installation is contained insupporting databases. While these data are not alwayscomprehensive, they provide waste managers with a valuableresource for ensuring LBP is properly handled during C&D projects.

• Polychlorinated Biphenyls Management Plan (PCBMP) - Thecontent, supplemental plan, and databases of this plan are similar tothose outlined for asbestos and LBP. While the AF no longerrequires this plan, it may still exist in installation files and may be ofvalue to waste managers planning for a C&D project in a buildingwith questionable PCB status.

• Environmental Impact Analysis Process (EIAP) Documents - Thesedocuments include Environmental Impact Statements andEnvironmental Assessments. Both contain chapters identifying theaffected environment on installations. The details in these chapterscan often provide important data on the miscellaneous hazardousmaterials buildings may contain.

• Installation Restoration Program (IRP) - Histories of installationbuildings and sites were completed as part of the IRP. Thesehistories can often provide detailed information about pastoperations in and around buildings. From this information, wastemanagers can determine what miscellaneous hazardous materials thebuildings or sites may contain.

Second, waste managers should establish two waste management teams. Asan alternative, installations may use existing organizational groups, like theEnvironmental Protection Committee or the Environmental Safety andOccupational Health Committee and their respective subcommittees orworking groups. The intent is not to create more bureaucracy, but rather toclearly assign responsibility and accountability for C&D waste management.

The first team is the “Steering Group for C&D Waste Management.”Installation middle managers with the following oversight responsibilitiesshould be on this team:


• Procurement of materials.• Designing C&D projects.• Conducting in-house or contract C&D projects.• Contracting for C&D project design or execution.• Protecting human health and the environment.• Complying with environmental laws, rules, and regulations.• Disposing of C&D waste.

This team should meet at least annually and use the data gathered inPlanning Steps 1 and 3 for establishing and getting Wing Commanderapproval of the installation C&D waste management strategy. Key teammembers include:

• Commander, Civil Engineer Squadron/Group.• Chief, Environmental Flight/Squadron.• Chief, Engineering Flight/Squadron.• Chief, Operations Flight/Squadron.• Commander, Contracting Squadron/Group.• Commander, Supply Squadron/Group.• Bioenvironmental Engineer, Aeromedical-Dental Squadron.• Environmental Lawyer, Judge Advocate General.

The second team is called the “C&D Waste Management Execution Team.”The composition of this team varies widely depending on the size of theC&D project generating waste, how it is being accomplished, and what otherorganizations are involved. For example, if the project is accomplishedthrough the installation's self-help store, representatives from the store andthe requesting customer could form the team. The store representativeprovides the customer with the installation strategy and the generic C&Dwaste management plan for self-help projects. The customer is responsiblefor following the plan and providing documentation for the files. The teammembers are those who are directly involved with the project and cancollectively influence all aspects of C&D waste management. For largerprojects key team members may include (recommended core members areindicated by an asterisk*):

• Waste manager*- This is the person responsible for the safe and efficientmanagement of an installation’s solid waste and is normally a memberof the Environmental Flight Staff.

• Project manager*- This could be a CE shop superintendent, self-helpstore manager, installation project engineer or representative of acontract construction agent like the Corps of Engineers.

• Project designer*- This could be a planner from the CE OperationsFlight or self-help store; a design engineer/architect from theEngineering Flight, the construction agent or a contractor; or a designerfrom other agencies like the tenants, Air National Guard or DefenseCommissary Agency.

• Project inspector*- This could be an in-house inspector, a contractor’sinternal inspector, or both.


• Contracting representative*- This would be the specific ContractingOfficer from the installation Contracting Squadron.

• Client or customer representative - This is a representative of theorganization requesting or responsible for the project.

• Contractor representative* - This is the person responsible for C&Dwaste management.

• Representative(s) from local, regional or state organizations, like Habitatfor Humanity or the National Association of Homebuilders ResearchCenter, who have an involved interest in the safe and efficientmanagement of an installation's C&D waste.

• Representative(s) from local or regional reuse and recycling facilities.• Representative with compliance background from the Environmental

Flight.• Representative from Bioenvironmental Engineering.• Representative from the Defense Reutilization and Marketing Office.

Waste managers who complete Planning Steps 1 and 2 have a clear pictureof the sustainable design and waste diversion opportunities for theirinstallation and the team memberships and responsibilities needed for theprocess. They must next obtain a general understanding of the compliancerequirements and best management practices associated with managingC&D waste containing regulated material.

Planning Step 3 IDENTIFY ENVIRONMENTAL COMPLIANCE REQUIREMENTS & BEST C&DMANAGEMENT PRACTICES FOR ELIMINATING, MITIGATING, ORCOMPLYING WITH THE REQUIREMENTS

C&D waste managers have very focused environmental concerns generallyinvolving the following hazardous materials and equipment components:

• Asbestos Containing Building Materials (ACBMs).• Lead-based Paint (LBP).• Poly-chlorinated Biphenyls (PCBs).• Batteries containing lead and cadmium.• Mercury.• Chlorofluorocarbons (CFCs).• Treated Wood.• Miscellaneous (e.g., fluorescent lights, thermostats).

Waste managers need to be generally aware of the hazardous materials andequipment components used on the job site, the environmental impacts ofthose components, the compliance requirements, and best managementpractices for dealing with hazardous materials and waste. It is not thepurpose of this Guide to make readers fully knowledgeable experts onhazardous materials and environmental compliance law. Waste managersmust always rely on the expertise of the installation's environmental, bio-environmental engineering, and judge advocate offices. But the Guide willprovide a description of the primary hazardous components, what amountstrigger compliance with federal laws, and what can be done about preventingor reducing compliance requirements.


Asbestos Containing Building Materials (ACBM)

Description - Asbestos is the general name for a group of minerals includinganthophyllite, amosite, chrysotile, crocidolite, and tremolite. These mineralsoccur naturally and are unique because they are comprised of crystals shapedinto long fibers. Asbestos minerals can survive fire and insulate against heatbecause of this distinctive structural shape.

Asbestos is contained in over 3,600 commercial and industrial productsbecause it is plentiful, inexpensive, non-flammable, strong yet flexible, agood thermal and sound insulator, and resistant to chemical corrosion.Chrysotile is the most common asbestos mineral found and it is used in themajority of U.S. asbestos products and applications. Asbestos is extremelyversatile and this is clearly depicted by the myriad of potential ACBMslisted in Table G. The most familiar ACBMs are boiler, duct and pipeinsulation; sound proofing and acoustical treatment; floor tiles; floor andwall coverings; roofing felt and shingles; wall board; siding; adhesives; anda variety of building supplies including: caulking, putties, tapingcompounds, and spackling compounds.

For regulatory purposes, ACBM and presumed ACBM (PACBM) areclassified as either friable or non-friable. Friable generally means asbestosfibers may become airborne, whereas non-friable means asbestos fibersremain captured within a material. Non-friable asbestos is further dividedinto Category I (packings, gaskets, resilient flooring, and asphalt roofing)and Category II (any non-friable ACBM not included in Category I).

Impacts – Many people exposed to friable asbestos have contracted a lung-scarring disease called asbestosis and several other forms of cancer.Epidemiological studies conducted in the 1960s and early 1970s confirmedthe connection between long-term exposure to asbestos fibers and disease.These diseases are particularly alarming to the public because they often donot occur until 20-30 years after the exposure. ACBMs can become friableduring renovation, demolition, and deconstruction activities when ACBMwaste is generated.

Compliance Requirements - A number of federal, state and local laws,regulations, rules and Air Force policies govern asbestos work, work forcepractices, certification, training, reporting, and disposal. The environmental,bioenvironmental engineering, and judge advocate offices each have a rolein ensuring construction and demolition activities satisfy all compliancerequirements. Waste managers must coordinate with and accept their part ofthe overall responsibility for compliance.

Waste managers need to understand that regulated ACBM covers thefollowing four groups:

1. Friable ACBM.2. Category I ACBM that has become friable due to destructive handling.3. Category II ACBM that has been or will become friable due to sanding,

grinding, cutting, or abrading.


4. Category II ACBM that has a high probability of becoming or hasbecome crumbled, pulverized, or reduced to powder by demolition orrenovation processes.

Builders encounter asbestos under numerous work conditions. Their asbestoswork practices and engineering control requirements are regulated under thefollowing classes of work:

• Class I means the removal of thermal system insulation (TSI) andsprayed-on, troweled-on, or otherwise applied surfacing of ACBM andPACBM.

• Class II means the removal of any ACBM not covered in Class I.Examples include the removal of asbestos-containing wallboard, floortile and siding shingles.

• Class III means repair and maintenance activities that will disturbACBM, including those defined as Class I. Examples include the repairof small amounts of pipe insulation disturbed while repairing a leakingvalve, removal of small amounts of asbestos-containing wall board torepair electrical wiring, and removal of presumed asbestos-containingwindow glazing during window repairs.

• Class IV means maintenance and custodial work where employees are incontact with ACBM and PACBM but do not disturb it. Examplesinclude sweeping, dusting, or vacuuming floors in areas where ACBMor PACBM are present.

The waste management team must ensure the following compliancerequirements are met:

• Inspect the facility to be renovated or demolished for friable and non-friable asbestos.

• Notify the local pollution control agency if threshold amounts will bedisturbed.

• Protect employees who may be exposed to asbestos during removal andhandling operations.

• Remove regulated ACBM from the facility to be renovated ordemolished.

• Handle PACBM resulting from renovation and demolition work asasbestos-containing waste.

• Wet and bag asbestos-containing waste for disposal.• Transport asbestos-containing waste in covered vehicles that also

prevent visible emissions to outside air.• Deposit asbestos-containing waste only at acceptable waste disposal

sites.

But what triggers ACBM compliance requirements? The EPA hasestablished the following threshold amounts for regulated ACBM:

• At least 80 linear meters or 260 linear feet on piping .• At least 15 square meters or 160 square feet on other facility

components.

Planning to Get Started&' :DVWH 0DQDJHPHQW &KDSWHU � � ��

• At least 1 cubic meter or 35 cubic feet of facility components where theamount of regulated ACBM was previously removed but could not bemeasured before removal.

Best Management Practices - The following practices by waste managementteams are recommended to ensure the safe and efficient handling ofregulated ACBM:

1. Review the installation Asbestos Management Plan and AsbestosOperating Plan prior to project design and facility inspection.

2. Inspect the facility to verify the status and condition of all ACBM andidentify new or suspected ACBM.

3. Arrange for testing of suspected ACBM and update plans accordingly.4. Notify the local pollution control agency of the project.5. Design the project to:

• Remove all regulated ACBM required to conduct the work.• Cover compliance requirements in the specifications.• Require an asbestos compliance plan.

6. Track asbestos compliance milestones by inspection and periodic statusmeetings.

Lead and Lead Based Paint (LBP)

Description - Lead is a naturally occurring metal with important physical andfunctional properties of low melting point, electrical conductivity, durability,and malleability. These properties have made it a common constituent ofmodern products and applications. Its most frequent construction uses arefound in batteries, roofing, flashing, piping, and paint.

Various lead chemical compounds have been and are used to providepigment for paint. These compounds also have a chemical affinity for paintthat reinforces the paint film making it tough yet flexible and usuallyresistant to becoming brittle. LBPs are oil-based paints used in industrialfacilities on steel structures like water towers, pipelines, etc. and in airfieldand roadway pavement markings. LBPs have excellent stain resistant andanti-corrosion properties and are resistant to ultraviolet light. They wereprimarily applied in kitchens and bathrooms and on interior and exteriorwood trim and siding.

Impacts - Exposure to lead from abraded paint, lead-contaminated soil anddust, and drinking water can result in lead poisoning and this sometimes hasserious consequences. Adults are exposed to lead through facilitymaintenance, renovation and demolition work, abatement work, andcorrosion control of items previously coated with LBP. The people mostlikely to be exposed are inspectors, painters, personnel who clean in areasthat may contain lead-contaminated dust, and operators of abrasive blasters.People who work unprotected in lead-related areas can transmit the lead onclothing and expose others. Additionally, abatement of LBP in renovationand demolition projects can produce large quantities of potentially hazardous


lead-contaminated waste. This waste can leach into potable water tables ifimproperly disposed.

Compliance Requirements - A number of federal, state, and local laws,regulations, rules, and Air Force policies govern LBP. They coverinspections, disclosure, certification, training, work practice standards,reporting, transportation, treatment, storage, and disposal. Most of thesecompliance requirements address the issue of protecting people oninstallations from the health risks associated with lead in their living andworking environments. These compliance requirements are not a part of thisGuide.

This Guide covers the much smaller number of compliance requirementsdealing with the management of lead-containing waste on construction anddemolition sites. The environmental, bioenvironmental engineering, andjudge advocate offices each have a role in ensuring construction anddemolition activities satisfy all compliance requirements. Waste managersmust coordinate with these offices and accept their part of the overallresponsibility for compliance.

The rules for storing, handling, keeping records on, and disposing of LBPdebris may be changing should rule changes proposed in December 1998become effective. Under current rules, the disposal of LBP debris, frombuildings that have not otherwise been exempted, is based on a hazardouswaste determination by the generator or by sampling and testing. If LBPdebris is determined to be hazardous (equaling or exceeding 5 mg/liter leadaccording to the Toxicity Characteristic Leaching Procedure), then the wasteis strictly managed from identification to disposal. Should the proposedchanges to rules become effective, C&D waste containing LBP debris orLBP architectural components (LBPAC) may be disposed as non-hazardouswaste in a C&D waste landfill. LBPAC have lead paint or coatings equalingor exceeding 1.0 mg/cm2 or 0.5% by weight. Note: In many states, familyhousing is exempt from the disposal rules. Always check with theenvironmental, bioenvironmental engineering, and judge advocate offices forcurrent exemptions and compliance requirements.

C&D waste managers may encounter LBP debris or LBPAC duringabatement, renovations, and demolition projects. LBP waste materialsgenerated during abatement do not fall under the new rules and must complywith other environmental regulations. The material remaining after anabatement project may be disposed of in MSW landfills if lead levels are lessthan 1 mg/cm2.

The decision to select an alternative to manage LBP debris and LBPACgenerated during renovation and demolition is typically an economic one.LBP debris can be removed from the larger uncontaminated C&D wastestream and be disposed separately in a C&D landfill, or it can remain in thelarger contaminated waste stream that all goes to a C&D landfill. LBPACscan be removed from the larger unregulated waste stream and reused,salvaged, or recycled if the LBP coatings are not deteriorated. Wastemanagers must determine whether it is more cost effective to simply dispose


of lead contaminated debris in C&D landfills or to remove LBP debris andLBPAC and handle them separately.

The waste management team must be familiar with the latest LBP laws andregulations and ensure the following compliance requirements are met:

• Train, certify, and license LBP project designers, inspectors, riskassessors, supervisors, and workers according to EPA and staterequirements.

• Use safe, effective, and standardized methods when conducting LBPassessments, inspections, and abatements (states may have promulgatedlaws or regulations with specific standards).

• Characterize under current rules whether lead debris resulting fromrenovation and demolition work is hazardous waste or not, or determinewhether new rules apply for LBP contaminated C&D waste.

• Protect employees who may be exposed to lead during removal andhandling operations.

• Remove, if necessary under current rules, lead-containing materials fromthe facility to be renovated or demolished.

• Transport lead-containing waste in covered vehicles that also preventvisible emissions to outside air.

• Deposit hazardous lead waste or debris containing lead only atacceptable waste disposal sites according to current rules.

Best Management Practices

1. Review the Installation LBP Management Plan and ensure current LBPrules have been incorporated.

2. Identify potential LBP materials and components in facilities scheduledto be renovated or demolished and determine the most cost effectivehandling and disposal alternative.

3. Segregate, if cost effective, LBP debris and LBPAC in the waste streamto reduce the amount of C&D waste classified as hazardous or requiringdisposal in C&D landfills.

4. Use, if cost effective and not a violation of state regulations, Blastox orother LBP stabilizing products during abatement projects to render thewaste non-hazardous.

5. Use, if cost effective and not otherwise affected by proposed LBP rulechanges, demolition methods like grinding buildings for significantlyreducing waste volumes.

6. Design the Project to:a) Minimize the cost of handling and disposing of LBP debris or C&D

waste containing regulated LBP.b) Cover compliance requirements in the specifications.c) Require a LBP handling and disposal cost analysis and compliance

plan.d) Limit or prohibit the use of LBP in new or replacement materials.

7. Track LBP compliance milestones by inspection and periodic statusmeetings.


Polychlorinated Biphenyl (PCB)

Description - PCBs are a subset of the man-made family of organicchemicals called chlorinated hydrocarbons. These chemicals have similarphysical properties including non-flammability, high chemical stability, highboiling point, high flash point, low electrical conductivity, and low watersolubility. These properties made PCBs ideal for hundreds of industrial andcommercial uses. Manufacturers used more than 1.5 billion pounds of PCBsin producing PCB-containing materials between 1926 and 1977. The mostcommon uses for these materials were dielectric fluids in electrical, heattransfer, and hydraulic equipment; plasticizers in paints, plastics, and rubberproducts; plasticizers and additives in lubricating and cutting fluids; and inpigments, dyes, and carbonless copy paper. In 1976, the federal governmentmandated the elimination of PCBs in commercial production. PCBs wereeliminated from production by 1979. Most installations have PCB-containing materials in electric transformers, electric capacitors, andfluorescent lighting ballasts. Without careful planning, waste managers canstill find these items in construction and demolition debris.

Impacts - PCBs are extremely persistent when released to the environmentbecause they resist metabolic processes that would break them down intosimpler compounds. The low water solubility of PCBs also allows them toaccumulate in the fatty tissues of exposed animals and humans. Researchershave not shown that the presence of PCBs in human tissues or itsenvironmental persistence alone adversely impact human health or theenvironment. However, studies with animals have demonstrated PCBs causecancer and a variety of other adverse health effects on the immune,reproductive, nervous, and endocrine systems.

Scientists have not found conclusive evidence that either background levelsor even very high levels of PCBs in some occupational groups result in acuteor carcinogenic effects. Scientists have found a strong association betweenchloracne, changes in skin pigmentation and chronic skin and eye irritationand populations exposed to unusually high levels of PCBs and otherchemicals known to be skin sensitizers.

The EPA and risk assessors have classified PCBs as probable humancarcinogens and toxicants based largely on the evidence derived from theanimal studies.

Compliance Requirements - The Congress enacted the Toxic SubstanceControl Act (TSCA) in 1976 because of its concern over the toxicity andpersistence in the environment of PCBs. Under the law, Congress largelyprohibited the manufacture, processing, and distribution in commerce ofPCBs and required PCBs be carefully managed from manufacture todisposal in order to protect human health and the environment.

PCB-containing materials are regulated according to the concentration ofPCBs in them. These materials are classified as follows:


• PCB material PCB >=500 ppm• PCB-contaminated 5-500 ppm PCB• TSCA-regulated 50-500 ppm PCB

Materials containing less than 5 ppm PCB are classified as non-PCB or “NoPCB.” While TSCA regulates materials containing concentrations of PCBbetween 50 and 500, some states regulate down to 5 ppm.

The law requires mixtures like construction and demolition debris thatinclude PCB-containing materials be regulated to the requirements of thehighest classification of PCB concentration. For example: if you demolish abuilding known to contain TSCA-regulated PCB capacitors and lightballasts, then all of the demolition debris is regulated under TSCA. The lawprohibits diluting PCB-containing materials simply to reduce PCBconcentrations below regulated thresholds.

Manufacturers of PCB-containing materials and equipment were required tolabel these items with the PCB classification. Where this was not done,owners of these items were required to affix classification labels. Yet evenfluorescent light ballasts labeled "no PCB" may contain PCBs in the pottingmaterial. Therefore, waste managers must use the TCLP sampling method tocharacterize waste known to contain either potting material that may containPCBs or unlabeled capacitors and lighting ballasts. Waste failing the TCLPmust be disposed as hazardous waste.

Best Management Practices - The following practices by waste managementteams are recommended to ensure the safe and efficient handling ofregulated PCB-containing materials:

1. Review the installation PCB Management Plan prior to project designand facility inspection.

2. Inspect the facility to verify the location and classification of PCB-containing materials and equipment and identify any new or suspectedPCB containing materials and equipment.

3. Arrange for sampling and testing of suspected PCB-containing materialand update plans according to results.

4. Notify the local pollution control agency of the project.5. Design the project to:

a) Remove all regulated or suspected PCB prior to demolition ordeconstruction.

b) Cover compliance requirements in the specifications.c) Require a PCB compliance plan.

6. Track PCB compliance plan milestones by inspection and periodic statusmeetings.


Miscellaneous Hazardous Wastes

Mercury-containing materials and treated lumber are two of the morecommon miscellaneous wastes found in construction and demolition debris.Briefly, mercury or mercury vapor can be found in fluorescent light bulbs,high-intensity discharge lamps, thermostats, old mercury-bearing wallswitches, and a variety of switches, relays and gauges that use mercury.Wastes containing these items must be characterized as hazardous or notusing the TCLP method. Fortunately, waste managers who plan, inspect, andtest can ensure many of these items are easily removed prior to demolition orduring deconstruction.

Lumber treated with chemicals and preservatives and considered for disposalor reuse in a project may also be a hazardous waste. Treated lumber includesmarine piling and fenders, utility poles, rail ties, and other dimensionallumber that has been coated or impregnated with pentachlorophenol,creosotes, and arsenic compounds. Waste managers can reduce treatedlumber waste by reusing it in landscaping, berms, parking barriers, retainingwalls, fencing, pole barns, and other applications calling for treated lumber.Coordinate with environmental managers before reusing treated lumber insituations where chemicals could leach into the ground. Otherwise it shouldbe characterized as hazardous or non-hazardous and disposed of accordingly.

There are other materials too numerous to cover here that are found inbuildings to be demolished that may be classified as hazardous waste. Thesevary from building to building depending on the uses for those buildings. Forexample: buildings where plating operations or extensive parts cleaningoccurred may have materials containing regulated heavy metals or solventchemicals that were spilled. Blue and yellow paints and coatings also maycontain regulated levels of cadmium and chromium. Other materials likeasphalt, heating oils, and storage tanks may also be present. Waste managersshould coordinate with environmental managers and obtain details fromEnvironmental Impact Analysis Process (EIAP) and Installation RestorationProgram (IRP) documents. Waste managers should ensure unspecifiedmaterials are sampled, tested, and characterized as hazardous or not andmanage them accordingly.

More Best Management Practices -

Concerns over the proper handling of hazardous C&D waste differsignificantly between new construction only and demolition, deconstruction,and renovation work. Contractors on new construction only projects appearto have no environmental laws requiring compliance. Contractors of newconstruction only in reality typically only produce small amounts ofhazardous waste involving the following items:

• Solvents and cleaners• Paints and coatings


• Adhesives• Sealer tubes• Oil and grease lubricants

Waste managers should return unused hazardous materials to theirHAZMAT pharmacy or suppliers for reuse. Again, it is important tocoordinate with the installation environmental and judge advocate offices toensure compliance with state or local requirements. The Metro Solid WasteDepartment of Portland, Oregon contracted a study on the wastecharacterization of residential and commercial construction projects. Thestudy included 23 hazardous waste surveys and 10 random phone interviewsto examine the management of potentially hazardous materials used in newconstruction. The key findings were as follows:

• Residential and commercial builders use relatively small amounts ofhazardous materials and typically use landfills for waste disposal.

• Painting trades typically produce the majority of hazardous waste in theconstruction industry.

• Waste managers have made only limited efforts to educate buildingtrades on hazardous waste reduction, material substitution, andenvironmentally responsible diversion and disposal methods.

• Auditors reported the amount of hazardous waste generated for single-family residences ranged between 15-69 pounds per unit.

• Contractors indicated a desire to know the potentially hazardoussubstances in the materials they use and how to properly dispose of thehazardous waste.

Project designers and waste managers can and should use the following bestpractices for achieving safe and economical hazardous waste managementby contractors and in-house work forces:

• Require waste minimization and prevention practices:• Require aqueous cleaners instead of petroleum based solvents.• Require biodegradable cleaners instead of solvents to reduce the

accumulation of waste solvent and containers and solvent-contaminated rags.

• Require low or non-Volatile Organic Compounds (VOC) paints andcoatings to reduce or eliminate VOC emissions.

• Require water-based coatings to reduce or prevent the need forpetroleum solvents and associated wastes.

• Require low VOC water based epoxy concrete sealer to reduceVOC emissions.

• Require reuse and recycling practices:• Reuse thinner as a thinner for cleaning painting equipment.• Combine used solvents with new.• Recycle old and unused latex paint.• Use the installation Hazardous Material Pharmacy.

• Require employee education practices:• Combine waste management discussions with safety meetings.


• Publicize waste management goals, plans, and spill prevention andcounter measures.

• Share and recognize successes with employees.

Project designers, in-house work force supervisors, and contractors have thecapability of reducing or preventing the generation of hazardous wastebefore potentially hazardous materials are ever procured and used at the jobsite. Designers must ensure many of the required steps identified above areincluded in the project specifications. Quality assurance inspectors andcontracting officers must work with contractors and enforce thespecifications. Supervisors and contractors must ensure their materialpurchasers understand and comply with the specifications.

Project designers, contracting officers, and waste managers have a numberof sources for model specifications involving reducing or eliminating thetoxicity of building materials. The Triangle J Council of Governments hasproduced the most comprehensive version titled, WasteSpec - ModelSpecifications for Construction Waste Reduction, Reuse and Recycling.WasteSpec can be ordered by calling 919-549-0551 or an order form isavailable on the website at www.tcog.dst.nc.us/TJCOG. The Triangle JCouncil of Governments is a voluntary organization of municipal and countygovernments in North Carolina's Region J (Chatham, Durham, Johnston,Lee, Orange and Wake counties. The organization works to meet the region'sneeds in a wide range of areas including environmental protection.WasteSpec follows the format of the Construction Specifications Institutemaking it easy to use. Users need only follow the notes (enclosed in brackets[ ] ) and specification language (enclosed in parentheses). A completereference to WasteSpec specifications for preventing, reducing, oreliminating hazardous waste is in Appendix H. The following examples fromWasteSpec illustrate how specifications can help reduce or eliminatehazardous wastes:

• Specification DIVISIONS 2 through 10 and 13 through 16 all includeapplicable portions of the following language under PART 3 -EXECUTION, WASTE MANAGEMENT: “Use the least toxic [EDITTO SUIT SECTION] lubricants, cleaners, sealants, adhesives, primers,sealers, and finishes necessary to comply with the requirements of thissection.”

• • Specification DIVISIONS 7, 9 through 12, and 14 through 16 all include

applicable portions of the following language under PART 2 -PRODUCTS, ENVIRONMENTAL CONSIDERATIONS: “In theselection of products and materials of this section preference will begiven to those with the following characteristics [EDIT TO SUITSECTION AND PROJECT]: water based, water soluble, water clean-up,non-flammable, biodegradable, low VOC content, coatings and fluidswith low VOC content, manufactured without compounds whichcontribute to ozone depletion in the upper atmosphere, manufacturedwithout compounds which contribute to smog in the lower atmosphere,does not contain methylene chloride, does not contain chlorinated


hydrocarbons, does not contain or generate hazardous or toxic waste,factory applied coatings.”

• Specification DIVISION 7, THERMAL AND MOISTUREPROTECTION includes the following language for specifiers:• SECTION 07100, WATERPROOFING: "Where choices exist,

preference is to be given to coatings which are water based andrequire water clean-up."

• SECTION 07200, INSULATION: “A. The use of insulationproducts manufactured with CFCs as blowing agents is prohibited.B. Where choices exist in the provision of glass fiber insulation,preference is to be given to the following characteristics [EDIT TOSUIT PROJECT]: low or no formaldehyde emissions...”

Planning Step 4 QUANTIFY AND CHARACTERIZE THE POTENTIAL ANNUAL C&D WASTESTREAM ON THE INSTALLATION

Waste management teams must know in advance what the potential is forreducing and diverting C&D wastes because these data govern subsequentmanagement activities. This is accomplished by first quantifying and thencharacterizing the installation’s C&D waste stream and comparing these datato the scope of reuse and recycling resources identified in Planning Step 1.

Quantification - There are a number of methodologies that have been createdand used for quantifying the C&D waste stream and each methodologycomes with various strengths and weaknesses. The EPA has developed anew methodology based on combining Census Bureau data on projectactivity in the construction industry with point source weight and samplingdata from a variety of C&D sites.

Two points about this methodology must be noted. First, it does NOTinclude point source waste assessment data from roadway, bridge and land-clearing projects. Second, this is the first time it has been used. This issignificant because the limited data available from point source assessmentsnation-wide are cause for some uncertainty. Nonetheless, peer reviewers ofthe methodology agree this is a credible estimating tool.

Waste managers can update the point source assessment data once theyimplement their C&D waste management strategies and begin trackinginstallation waste generation. Historical waste generation data can then beused to refine the estimating calculations.

The methodology can be applied against the following six categories ofconstruction:

Residential Non-residentialNew Construction New Construction

Renovation RenovationDemolition Demolition

Waste management teams do not need the Census Bureau data used by theEPA. Instead, teams can find these data from existing installation budget


reports. Once the installation is funded for a new fiscal year, teams cancalculate an estimate of the C&D waste they expect to be generated. Thisshould be done first on an annual basis so goals can be established within anoverall strategy.

Next, the amount of C&D waste generation can be calculated for eachproject or work order so specific project goals can be set and tracked.Worksheets for each of the six categories mentioned above are included inAppendix E. The EPA calculated the weighted average C&D wastegeneration rates in lb/sq ft for the new construction and demolitioncategories as part of their methodology and these factors make theworksheets easy to use. The rates (lbs/sq ft) for these two categories areshown in Table 9:

Table 9. Weighted Average C&D Waste Generation Rates

Residential (lbs/sq ft) Non-residential (lbs/sq ft)New Construction 4.38 3.89RenovationDemolition

Varies115.00

17.67155.00

(Source: Franklin Associates, “Characterization of Building-RelatedConstruction and Demolition Debris in the United States,” U.S.Environmental Protection Agency, Jun. 98, p. 2-2, 2-3, 2-6, 2-7, 2-8, 2-9, 2-10, and A-5.)

The calculations on the residential renovation worksheets are a bit moreinvolved because the scope for individual renovation projects can be vastlydifferent. For example, roof replacement generates relatively low amounts ofwaste per square foot, whereas replacing a concrete driveway generates largeamounts of waste per square foot. Nevertheless, renovations to militaryfamily housing certainly fall into predictable project scopes. The EPAcalculated the average generation rates in tons/job for each project scopewithin the residential renovation category. The rates (tons/job) for theseproject scopes are as follows:

Table 10. Average C&D Waste Generation Rates for Typical ResidentialRenovation Scopes

Scope Rate (tons/job)Minor kitchen remodel* 0.75Major kitchen remodel** 4.50Minor bath remodel 0.25Major bath remodel 1.00Room additions 0.75* Facelift only, such as replacing cabinets** Complete tear out

(Source: Franklin Associates, “Characterization of Building-RelatedConstruction and Demolition Debris in the United States,” U.S.Environmental Protection Agency, Jun. 98, p. A-4.)


Table 11. Average C&D Waste Generation Rates forAdditional Residential Renovation Scopes

Scope Rate (tons/unit)Driveway Replacement 8.91Asphalt Roof Replacement 1.68Wood Roof Replacement 1.38HVAC Equipment Replacement Central Air 0.30

Warm Air Furnace 0.15Electric Heat Pump 0.30Steam or Hot Water Systems 0.42Floor, Wall, or Pipeless Furnace 0.10Built-in Electric Units 0.10Room Heaters 0.10

(Source: Franklin Associates, “Characterization of Building-RelatedConstruction and Demolition Debris in the United States,” U.S.Environmental Protection Agency, Jun. 98, p. A-6 through A-8 and theAuthor.)

Residential renovations often have common additional scopes includingreplacement of roofs; driveways; and heating, ventilating, and airconditioning systems. The EPA calculated the C&D waste generated bythese jobs as shown in Table 11 above. Appropriate rates should be used inthe worksheets provided in Appendix E.

Characterization - Once you know the quantity of waste being generated,you must characterize the composition of the waste. You can then comparethese data with the reuse and recycling resources identified in Planning Step1 and clearly define your waste management strategy or specific wastemanagement plan.

The EPA has gathered detailed waste composition data by percentage foreach C&D waste category. These percentages fall within ranges because,again, waste generation is dependent upon project scope. The roundedaverage of the percent ranges of the most common components aresummarized in Table 12. A detailed table of percent ranges and averagepercentages of other components may be referenced in Appendix B.


Table 12. Rounded Average Percentage of Waste Composition (%)

Wood Drywall Metals Concrete PlasticsResidential

New Construction 53 19 2 9 2Renovation 37 31 3 5 <1Demolition 33 10 4 27 1

Non-residentialNew Construction 31 23 10 33 3Renovation 28 22 19 22 3Demolition 21 10 7 53 3(Source: Franklin Associates, “Characterization of Building-RelatedConstruction and Demolition Debris in the United States,” U.S.Environmental Protection Agency, Jun. 98, p. A-10 to A-16 and the Author.)

Apply the waste composition percentages to the quantity of waste youestimated would be generated. Enter these data onto your waste work sheetsand this planning step is complete. You are now ready to develop the C&Dwaste management strategy for your installation.

Planning Step 5 IDENTIFY THE RANGE OF CONTRACTING OPTIONS AVAILABLE TOIMPLEMENT C&D WASTE MANAGEMENT PRACTICES

Building contractors are often used to execute construction and demolitionprojects. There are numerous contracting options available to ensure theefficient management of C&D wastes. Waste managers must contact thevarious contracting agencies involved, discuss the options, and select thecontract vehicle best suited for this effort. Project designers should obtainand use model specifications for C&D waste reduction, reuse, and recycling.There are several model specifications that have been developed, but themost comprehensive is WasteSpec produced by the Triangle J Council ofGovernments. These model specifications should be tailored to the specificC&D project and included in all project specifications and contractingdocuments. Contracting options include:

Standard Contracts - These contracts are already in use and simply requirethe addition of specifications tailored to implement the C&D wastemanagement strategy and ensure contractors employ C&D wastemanagement practices.

Standard Contracts with Bid Alternatives - These contracts have alternativesattached to the bidding process. For example, for a demolition projectbidders may be asked to submit an alternate bid for deconstructing thebuilding. Similarly, for a construction project bidders may be asked tosubmit an alternate bid for reducing, reusing, and recycling just thepredominant C&D wastes as identified in Tables 2 and 3. The variations forbid alternatives are endless and offer maximum flexibility.


Incentive Contracts - In its simplest form an incentive clause is added to acontract. For example, the contractor has a cost for traditional waste disposalbut is encouraged to use waste reduction, reuse, and recycling techniques.The contractor gets paid fully for the awarded disposal bid, but is allowed toprofit from any cost reductions realized through C&D waste management.More elaborate incentive contracts are cost plus award fee. In this instance acontractor’s periodic award fee is tied to their level of success with C&Dwaste management. Again the variations for this contract type are veryflexible.

Delivery-order Contracts - Many installations have access to delivery-ordercontracts where the contractor responds to specific Statements of Work.Here the contractor could be given a delivery order for an entiredeconstruction project. Or a delivery order might centralize an installation’sentire C&D waste management program under one contractor. Under thisoption construction contractors would not have any disposal costs as a partof their project.

Planning Step 6 DEVELOP A C&D WASTE MANAGEMENT STRATEGY FOR COMPLYINGWITH AF POLICY AND ACHIEVING THE AF MEASURE OF MERIT (MOM)

The waste management strategy for your installation provides a minimum offour things: what the installation’s annual goal for C&D waste diversion is;what type of wastes will be targeted; what waste generating categories willbe included; and what sustainable design and operating techniques will beemployed. Waste managers should update the strategy at least annually.They can use the strategy to test new reuse and recycling markets; expandthe strategy to other waste generating categories; test the success ofdeconstruction versus standard demolition; and try innovative contractingoptions.

Installations must achieve the non-hazardous solid waste diversion MoMsestablished by HQ USAF/ILEV. For example, the AF MoM for 2005 is a40% diversion rate. It has been shown in this Guide that from 9-31% of thatgoal can be achieved just from diverting C&D waste. Waste managersshould establish their own progressive diversion goals for C&D waste. Anaggressive strategy might follow this course:

Fiscal Year C&D Diversion Rate Solid Waste Diversion Rate2000 50% 20%2001 55% 25%2002 60% 30%2003 65% 35%2004 70% 40%2005 75% 40%

Waste managers should include the types of waste found to be marketablefrom Planning Step 1. For example, the local and regional markets may onlysupport the reuse and recycling of wood and concrete. Unless marketssubsequently change, these should be the only wastes identified in thestrategy.


Waste managers should also include in their strategy a list of the types ofinstallation work and projects to which the strategy will apply. They shouldidentify the work forces and contractors who will perform the work and theprojects. This part of the strategy must be consistent with the types of wastebeing included. For example, if concrete is the only C&D waste beingreused, the strategy couldn’t apply to self-help or U-Fix-It projects. Therange of C&D waste generating categories include:

• Renovation and demolition by installation in-house forceso Operations and Maintenance worko Self-Help Store projectso Military Family Housing U-Fix-It Stores

• Renovation and demolition by contractors performing in-house worko Operations and Maintenance (O&M) worko Self-help Store projectso Military Family Housing O&M work

• New construction, renovation, and demolition by contractors notperforming in-house work:o Military Construction (MILCON) projectso Military Family Housing (MFH) projectso Army Air Force Exchange Service (AAFES) projectso Defense Commissary Agency (DeCA) projectso Tenant projectso Medical projects

• New construction, renovation, and demolition by other DOD forceso Red Horse projectso Air National Guard (ANG) projectso Air Force Reserve Center (AFRC) projects

Finally, the strategy should identify the sustainability techniques that willapply to work order and project design and other installation operatingprocedures like ordering and shipping construction supplies.

Planning Step 7 DEVELOP GENERIC WASTE MANAGEMENT PLANS

The final step in planning for safe and effective C&D waste managementsentails developing a framework for generic C&D waste management plans(WMPs). There should be a generic WMP for each of the C&D wastegenerating categories identified in the installation’s C&D WasteManagement Strategy. For example, if an installation has a multi-yearprogram of new family housing construction and their strategy includes thereduction, reuse, salvage, and recycling of wood, metals, and concrete, thena generic WMP for these three materials should be developed for applicationto each housing project.

A WMP identifies all of the C&D diversion requirements for a specificproject. The plan provides a clear picture of what is expected of theconstruction or demolition team. The content of a WMP includes thefollowing five elements:


1. Analysis of the project waste. Completion of Planning Step 1 provideswaste managers with possible markets and materials to be included inthe project. Waste managers can then complete Parts 1 and 2 of theappropriate project worksheet in Appendix E under Planning Step 4.Results from the worksheet include the potential quantities of materialsidentified for diversion from Planning Step 1.

2. A specific waste management goal. The C&D waste managementstrategy should have an overall diversion goal for the year and asupporting goal is identified for the project. Waste managers cancomplete Part 3 of one of the appropriate project worksheet in AppendixE. Results from the worksheet include the potential diversion rate fromwhich the goal may be set. For example, “The project will achieve adiversion rate of 75%.”

3. Diversion methods. The possible reduction and diversion methods havebeen discussed previously in the Guide. Waste managers should have areasonably clear idea of diversion methods by material and materialhandling facility after completing Planning Step 1. If the project will becontracted, specifications should require submission by the contractor ofa draft and final WMP and incorporate the generic WMP. An examplefrom WasteSpec of Section 01505, Construction Waste Managementis included in Part 2 of Appendix H. This example covers how allelements of the WMP are handled, with contract specifications.Appropriate aspects of these guidance specifications may also beadapted for use in generic WMPs for C&D accomplished by in-houseworkforces.

4. Material handling procedures. Completion of Planning Step 1 shouldhelp waste managers know the procedures required for managing wastesto be diverted. The plan should outline how these materials will beremoved, separated, stored (if required), and transported for reuse,salvage, recycling, or disposal.

5. Education and promotion of the WMP. Successful implementation of theWMP requires its contents be widely communicated and clearlyunderstood. The plan should indicate how and when it would becommunicated to managers and workforces. Each plan should alsoemploy measurement or tracking methods so effectiveness can bedetermined. Diversion success should be provided to those executing theplan as a means of positive reinforcement.

Waste Management Plans do not need to be complicated documents. Withthe help of results from completing Planning Steps 1and 4, waste managerscan easily develop generic WMPs for the various sources of C&D wastegeneration. These plans can stand alone for C&D projects accomplished byin-house workforces, or they can be provided as a resource to contractorsand subcontractors required by specifications to prepare draft and finalWMPs on specific projects. A sample WMP is provided in Appendix I.

Implementing The C&D WasteManagement Process


This section describes and prescribes the step-by-step waste management processfor incorporating, executing, monitoring and documenting the diversion ofinstallation C&D waste.

C&D Waste ManagementProcess for In-house Work

and ProjectsStep 1. The waste manager should use an existing or form a new C&D WasteManagement Execution Team when a work request is received. The members ofthis team should represent the shops involved, job planners, recycling and reusecontractors, environmental experts, and the organization requesting the work.Representatives of other in-house organizations like RED HORSE, ANG, andAFRC should be on the team when they perform the work.

Step 2. The team should review the installation C&D waste management strategyand any generic waste management plans developed for the shops and in-housework. If there are unique aspects to the work not covered in the generic WMPs,then the team should revise the plans to fit the work.

Step 3. The team should also review appropriate installation plans and programsand determine how those plans and programs may impact C&D management forthe job (refer to Chapter 3, Planning Step 2).

NOTE: Steps 1-3 can be streamlined once installation team members gainexperience with the process. Waste managers should use existing work orderplanning and review groups as part of their execution team.

Step 4. The team should visit the job site to visualize site conditions, verify knownand identify new material types, discuss potential environmental issues, andvisualize whether the WMPs can be executed.

Step 5. Planners should incorporate the WMP into the work order as the job getsplanned. Planners should use the C&D Waste Worksheet and calculate anestimate of C&D waste that can be diverted for the specific job.

Step 6. The environmental team representative should review the work order,ensure all environmental requirements by others are going to be satisfied, and takeon-going actions required of the Environmental Flight/Squadron.

Step 7. The team should monitor execution of the WMP throughoutaccomplishment of the work. The following milestones are good points at whichto review the work:

• Before work starts - Hold a meeting with the Waste Management ExecutionTeam, work force, and shop supervisors. Remind everyone of the C&D waste

II mmpplleemmeenntt iinngg TThhee CC&& DDWWaassttee MM aannaaggeemmeenntt PPrr oocceessss

Chapter 4



diversion goals of the job and encourage innovations to waste managementpractices.

• During work - Periodically provide feedback to supervisors and workers onachievement of C&D waste diversion goals, any new waste managementinnovations, and execution of the WMP. This may be done in conjunctionwith required safety meetings. Visit the job site and ensure workers arefollowing waste management practices covered in the WMP.

• Before work is complete - Check documentation and ensure the weight andtype of diverted C&D waste is being recorded. It may also be beneficial tobreak this documentation down into various diversion categories like reduced,salvaged for future reuse, reused on site, recycled, and composted. These datawill help in updating future WMPs and the installation strategy.

• After work is complete - Calculate the final quantities diverted, complete thefinal worksheet in Appendix E, and file it.

Step 8. In-house forces should clear the site (if included in the job scope) andstockpile soil for use as fill and grubbed trees and brush for composting ormulching. Salvage materials for reuse, sale, or give-away.

Step 9. In-house forces should perform deconstruction if the job scope (demolitionor renovation work) calls for it. In-house forces may be augmented with outsidelabor forces from partnerships as described in Chapter 3, pgs. 3-3 and 3-4.

Step 10. In-house forces should reuse C&D waste materials that were eithersegregated at the job site or stored from previous jobs. Recycle C&D wastematerials segregated at the job site.

Step 11. In-house forces should backfill and finish the site, if the job scope(demolition or renovation work) calls for it, using crushed concrete and stockpiledsoil.

Step 12. The O&M flight should account for completed C&D waste managementdocumentation and ensure it gets coordinated with waste managers and filed.

C&D Waste ManagementProcess for Contracted Work

and ProjectsStep 1. The waste manager should use an existing or form a new C&D WasteManagement Execution Team just before project design begins. The members ofthis team should represent design engineering, project inspection, JAG,bioenvironmental engineering, environmental flight, contracting squadron, and theclient organization requiring the work. Representatives from other organizationslike the Medical Group, tenants, AAFES, and DeCA should be on the team whenthey contract for work.

Step 2. The team should review the installation C&D waste management strategyand any generic waste management plan developed for contractors and contractedwork.



Step 3. The team should select the appropriate type of contract option (refer toChapter 3, Planning Step 5, p. 3-21).

Step 4. The team should visit the co ntract site to visualize site conditions, verifyknown and identify new material types, and discuss potential environmentalissues.

Step 5. The team representative from environmental should review the projectscope, ensure all environmental requirements by others are identified toengineering for inclusion in the design, and take on-going actions required of theEnvironmental Flight.

Step 6. The Engineering flight or an architect-engineering (A-E) firm will designthe project. The team representatives from design engineering, the A-E firm (ifused), and contracting should tailor contract specifications to optimize C&Dwaste diversion and require the contractors and subcontractors to submit a WMPfor the project.

Step 7. The team representatives from design engineering and contracting shouldinclude appropriate C&D waste management specifications in the Statement ofWork, Statement of Requirements, Delivery Order, Performance Specification,Source Selection, and bid request documents. Designers should use one of themodel specifications available in the industry.

Step 8. The team should also review appropriate installation plans and programsand determine how those plans and programs may impact C&D management bythe contractor (refer to Chapter 3, Planning Step 2). Design engineers shouldspecify that these plans and program documents will be made available to thecontractors.

NOTE: Steps 6 - 8 may actually occur simultaneously or overlap. Teams are notconstrained in the order they choose to follow.

Step 9. The team should present and discuss the C&D waste management strategyand waste management goals for the project at any pre-bid meetings and site visitswith prospective contractors and subcontractors.

Step 10. The team should be expanded after contract award to includerepresentatives from the winning contractors and subcontractors.

Step 11. The expanded team should make a site visit to clarify for the contractorsand subcontractors the C&D waste management goals and requirements of thecontract.

Step 12. The contractors should monitor execution of the WMP throughoutaccomplishment of the work. The following milestones are good points at whichto monitor the work:

• Before work starts - Hold a meeting with the Waste Management ExecutionTeam, contractor, work force, and inspectors. Remind everyone of the C&D



waste diversion goals of the job and encourage innovations to wastemanagement practices.

• During work - Periodically provide feedback to supervisors and workers onachievement of C&D waste diversion goals and execution of the WMPs. Thismay be done in conjunction with required safety meetings. Visit the job siteand ensure workers are following waste management practices covered in theWMP.

• Before work is complete - Check documentation and ensure the weight andtype of diverted C&D waste is being recorded. It may also be beneficial tobreak this documentation down into various diversion categories like reduced,salvaged for future reuse, reused on site, recycled, and composted. These datawill help in updating future WMPs and the installation strategy.

• After work is complete - Calculate the final quantities diverted, complete thefinal worksheet, and file it.

Step 13. The contractors should clear the site (if included in the contract scope),stockpile soil and crushed concrete for use as fill, and grub trees and brush forcomposting. The contractors should salvage materials for reuse, sale, or give-away.

Step 14. The contractors should perform deconstruction if the contract scope(demolition or renovation work) calls for it.

Step 15. The contractors should reuse C&D waste materials that were eithersegregated at the job site or stored from previous jobs. The contractors shouldrecycle C&D waste materials segregated at the job site.

Step 16. The contractors should backfill and finish the site, if the job scope(demolition or renovation work) calls for it, using crushed concrete and stockpiledsoil.

Step 17. The project inspector should account for completed C&D wastemanagement documentation and ensure it gets coordinated with waste managersand filed.

&' :DVWH 0DQDJHPHQW &KDSWHU � � � Summary

The safe and economic management of C&D waste has been an unrealizedopportunity for many years. Despite the common sense value in reducing, reusing,and recycling C&D waste, the barriers to implementing waste managementtechniques have been a convenient excuse to continuing the traditional practicesof burning and landfilling.

The Air Force policy letter and MoM now requires at least a 40% diversion ratefor non-hazardous solid waste by 2005 and provides renewed focus on our wastemanagement efforts. The policy and MoM create the possibility, where beforeonly opportunity existed. But the leverage of the policy and MoM are insufficientalone to achieve the AF goals and comply with its waste management policy.Some practical “how to” guidance is also required.

The “C&D Waste Management Guide” was written to provide the missingguidance. The Guide is a “how to” document intended to satisfy four goals insupporting solid waste diversion. First , it explained how C&D waste managementcould lower disposal cost. Second, it showed design and construction projectmanagers and other waste management team members how to manage C&Dwaste. Third , it identified and explained how to comply with environmentalconcerns when managing C&D waste. And fourth , it identified and providedC&D waste management tools that installation managers will need to besuccessful.

For the first goal, readers were shown in Chapter 2 that C&D waste has value intwo ways. There is the inherent value of specific material, as was illustrated inTable 1 on page 2-3 and there are the savings that accrue through acomprehensive waste management process. The Case Studies provided in Chapter2 and Appendix D repeatedly demonstrated how following the waste managementoptions hierarchy on page 2-5 and using sustainable design and constructiontechniques resulted in lower disposal costs than those experienced underconventional disposal methods.

Chapters 3 and 4 showed installation managers how they can safely andeffectively manage C&D waste under the second goal. The Guide outlined sevenplanning steps in Chapter 3 and walked waste managers through a process ofidentifying all of the resources and requirements critical to preparing specificC&D waste management plans. The planning steps lay the foundation fordeveloping the specific plans and the specific plans then guide waste managersthrough implementation. Chapter 4 then prescribed, step-by-step, C&D wastemanagement implementation processes for both in-house and contracted C&Dwork and projects. By following these processes, waste managers couldsuccessfully incorporate, execute, monitor, and document the diversion ofinstallation C&D waste.

Planning Step 3 in Chapter 3 of the Guide covered the third goal. The primaryenvironmental concerns with C&D projects were identified. Then the Guide

SSuummmmaarr yyChapter 5

&' :DVWH 0DQDJHPHQW &KDSWHU � � � Summary

described for each concern the environmental impacts of hazardous componentsand equipment, general compliance requirements, and best management practicesfor preventing or reducing compliance requirements. Waste managers werereminded to include the installation’s environmental, bioenvironmental, and judgeadvocate experts for complying with all environmental issues.

Finally, the Guide is filled with C&D waste management tools to satisfy thefourth goal. Formatted spreadsheets, worksheets, and example waste strategy andmanagement plans were provided to assist waste mangers in completing theplanning steps. The Guide identified websites as possible resources and providedwebsite excerpts to serve as examples for obtaining potential material exchanges.Guide specifications were referenced and excerpts were included to serve asexamples for project designers and work planners. While the tools provided by nomeans exhaust what is available, they are sufficient to allow waste managers totake immediate action.

The Guide is a credible start for helping installations improve management oftheir C&D waste and achieve an important piece of the AF non-hazardous wastediversion MoM. Waste managers are challenged to make a commitment to act andemploy the Guide for ensuring success. Begin with a pilot project or manageablegroup of projects and determine what will work best at your installation. Thenbuild on this early success until C&D waste management according to the Guideis a natural and voluntary part of the installation culture.

Appendix A

Abbreviations, Acronyms and Definitions

Appendix A - 1

List of Abbreviations

Metro Metropolitan Solid Waste Department of Portland, Oregonmg/cm2 milligrams per square centimeterppm parts per million

List of Acronyms

AAFES Army Air Force Exchange ServiceACBM Asbestos Containing Building MaterialsAF Air ForceAFRC Air Force Reserve CenterAMP Asbestos Management planANG Air National GuardAOP Asbestos Operations PlanBOSS Building Opportunities for Self-SufficiencyC&D Construction and DemolitionCE Civil EngineerCFC ChlorofluorocarbonsDeCA Defense Commissary AgencyDOD Department of DefenseDRMO Defense Reutilization and Marketing OfficeEBCRC East Bay Conversion and Reinvestment CommissionEIAP Environmental Impact Analysis ProcessEPA Environmental Protection AgencyFY Fiscal YearHAZMAT Hazardous MaterialsHQ USAF Headquarters United States Air ForceHVAC Heating, Ventilation and Air ConditioningILEV Headquarters Air Force Environmental Directorate, Office of the Civil EngineerIRP Installation Restoration ProgramISWMP Integrated Solid Waste Management PlanJAG Judge Advocate GeneralLBP Lead Based PaintLBPAC Lead Based Paint Architectural ComponentsLBPMP Lead Based Paint Management PlanLBPOP Lead Based Paint Operations PlanLRA LocalMFH Military Family HousingMILCON Military ConstructionMoM Measure of MeritMSW Municipal Solid WasteNAF Non-Appropriated Fund

Appendix A


Appendix A - 2

NAS Naval Air StationO&M Operations and MaintenancePACBM Presumed Asbestos Containing Building MaterialsPCB Polychlorinated BiphenylsPCBMP Polychlorinated Biphenyls Management PlanQRP Qualified Recycling ProgramRED HORSE Rapid Engineer Deployable Heavy Operational Repair Squadron EngineersSABER Simplified Acquisition of Base Engineering and RepairTCLP Toxicity Characteristic Leaching ProcedureTJCOG Triangle J Council of GovernmentsVOC Volatile Organic CompoundsWasteSpec Waste SpecificationWMP Waste Management Plan

List of Definitions

Associated General Contractors – The Associated General Contractors (AGC) is the nation'slargest and oldest construction trade association, established in 1918 after a request by PresidentWoodrow Wilson. Wilson recognized the construction industry's national importance and desireda partner with which the government could discuss and plan for the advancement of the nation.AGC has been fulfilling that mission for the last 80 years. AGC is dedicated to improving theconstruction industry daily by educating the industry to employ the finest skills, promoting use ofthe latest technology and advocating building the best quality projects for owners--public andprivate. AGC is committed to three tenets of industry advancement and opportunity: Skill,Integrity and Responsibility. Source: www.agc.org/agc_overview/index.asp.

Back-haul – The use of empty containers or vehicles to return waste packaging from deliveredmaterials and supplies. May also refer to the return of damaged materials and supplies in thecontainers and vehicles used for their delivery.

Berms – A bank of earth or stone or timbers placed against an exterior wall or used to define aspecific landscaped area. Source: Webster’s New Universal Unabridged Dictionary and theAuthor.

Blastox ® – A granular chemical abrasive blasting media additive that is available pre-blendedfrom licensed blenders with slags, sands or other media for use in the removal of lead based paint.Standard blasting equipment is used with no change in efficiency or profile. The spent residue isnon-hazardous and can be disposed of in a local Subtitle D landfill.

Builders – The broad term used in this document when referring to those work forces whoconstruct or demolish all or parts of buildings and infrastructure. The term includes the in-houseforces of the Civil Engineer Squadron/Group, Air National Guard, Air Force Reserve Center,tenants and organizations performing Self-Help projects. The term also includes the work forcesof all contractors. Source: The Author.

Appendix A


Appendix A - 3

Built lintels – A horizontal architectural member constructed over door and window openingsand designed to carry the loading or weight from above the opening. Built lintels are constructedof wood.

C&D landfills – MSW landfills that also accept C&D waste (characterized as non-hazardous)and landfills designated to accept only C&D waste (characterized as non-hazardous). Source: AirForce Instruction 32-7042 and the Author.

Chloracne – Chloracne is a rare skin condition typically caused by workplace exposure throughthe skin or by inhalation - to certain halogenated aromatic organic chemicals. The conditioninvolves an increase of keratin in the skin and a reduction in its capacity to produce sebum. Thistypically leads to the development of acne-like spots or lesions on the face and neck andsometimes other parts of the body. Chloracne can take from several months to several years toclear, depending on the level of exposure and the speed with which the causative agent(s) can beexpelled from the body. (Chem. Br., April 1998, p68.)" Source: Dr A. R. MacKenzie, Director,Discovery Chemistry and S. Brooks, Head of Research, Safety and Environmental group, PfizerCentral Research.

Commerce Business Daily – The Commerce Business Daily (CBD) lists notices of proposedgovernment procurement actions, contract awards, sales of government property and otherprocurement information. A new edition of the CBD is issued every business day. Each editioncontains approximately 500-1,000 notices. Each notice appears in the CBD only once.

Construction and Demolition (C&D) Debris – Waste material that is produced in the process ofconstruction, renovation, or demolition of structures. Structures include buildings of all types(both residential and non-residential) as well as roads and bridges. Components of C&D debristypically include concrete, asphalt, wood, metals, gypsum wallboard and roofing. Land clearingdebris, such as stumps, rocks and dirt, are also included in some state definitions of C&D debris.Source: “Characterization of Building-Related Construction and Demolition Debris in the UnitedStates,” EPA Report, June 1999.

Construction and Demolition (C&D) Waste – Waste building materials, dredging materials,tree stumps and rubble resulting from construction, remodeling, repair and demolition of homes,commercial buildings and other structures and pavements. May contain lead, asbestos, or otherhazardous substances. Refer also to definition of C&D debris above. Source: "Terms ofEnvironment," USEPA, http://www.epa.gov/OCEPAterms/ and the Author.

Deconstruction – The careful dismantling of buildings in order to salvage as much material aspossible. Traditional demolition practice is to simply knock buildings down, occasionallyrecycling the most valuable materials and dispose most of the material at the local landfill.Deconstruction, on the other hand, allows for far more material to be salvaged. Windows, doorsand other fixtures can often be resold; sheet metal, structural steel components and electrical andplumbing fixtures can be reused or recycled; wood can be resold as is or remanufactured into avariety of new products.

Dimensional Lumber – Lumber that when reused still has its original sawed size. The value ofthis lumber is it may still be marketed as reused as originally intended. Source: Basic Carpentryby John Capotosto.

Appendix A


Appendix A - 4

Formaldahyde – Formaldehyde, also known as formalin, formal and methyl aldehyde, is acolorless liquid or gas with a pungent odor. It is generally known as a disinfectant, germicide,fungicide, defoamer and preservative. Formaldehyde is found in adhesives, cosmetics,deodorants, detergents, dyes, explosives, fertilizer, fiber board, garden hardware, germicide,fungicide, foam insulation, synthetic lubricants, paints, plastic, rubber, textile, urethane resins andwater softening chemicals. Source: Purdue Research Foundation, 1996, West Lafayette, Indiana47907.

Grubbed – The clearing of roots, stumps, etc. from the surface of a construction area. Source:Webster’s New Universal Unabridged Dictionary and the Author.

Habitat for Humanity – Habitat for Humanity International is an ecumenical Christian non-profit housing organization working in partnership with God's people in need to build simple,decent and affordable houses. The organization is based in Americus, Georgia. There are over1470 other affiliates in the United States and Habitat for Humanity builds in over 60 countriesworldwide.

Habitat for Humanity ReSTORE – The ReSTORE is a division of Habitat for HumanityInternational. ReSTORES recycle overstocked, seconds, used, discontinued and salvagedbuilding materials donated by contractors and individuals. Donated items are used to build decenthouses for low-income families or re-sold to the general public to help finance building Habitatfor Humanity projects. The ReSTORE diverts tons of useable materials from landfills whileproviding low-cost building materials to homeowners, landlords and businesses to maintain theirproperties. Some ReSTORES operate a "deconstruction" crew, which salvages all types of re-sellable material from buildings scheduled for renovation or destruction. Friable asbestos– Friableasbestos material means any material containing more than 1 percent asbestos as determinedusing the method specified in appendix E, subpart E, 40 CFR part 763 section 1, Polarized LightMicroscopy, that, when dry, can be crumbled, pulverized, or reduced to powder by hand pressure.If the asbestos content is less than percent as determined by a method other than point countingby polarized light microscopy (PLM), verify the asbestos content by point counting using PLM."Source: Title 40 CFR 61.141.

Ladder Blocking – A carpentry technique for backing the unsupported ends of wall finishes. Thetechnique conserves wood by using wood blocks horizontally between studs instead of addinganother stud.

Lead-Based Paint – Paint or other surface coatings that contain lead equal to or in excess of 1.0milligram per square centimeter or 0.5 percent by weight (5,000 ppm). Source: Air Force Policyand Guidance on Lead-based Paint (LBP) Final Disclosure Rule, August 18, 1996.

Methylene chloride – Methylene chloride, also known as dichloromethane, is a colorless liquidthat has a mild sweet odor, evaporates easily and does not easily burn. It is widely used as anindustrial solvent and as a paint stripper. It can be found in certain aerosol and pesticide productsand is used in the manufacture of photographic film. The chemical may be found in some spraypaints, automotive cleaners and other household products. Methylene chloride does not appear tooccur naturally in the environment. It is made from methane gas or wood alcohol." Source:ATSDR Toxicological Profiles, Copyright 1999, CRC Press LLC.

Appendix A


Appendix A - 5

MSW landfill – A discrete area of land or an excavation that receives household waste and that isnot a land application unit, surface impoundment, injection well, or waste pile, as those terms aredefined under Sec. 257.2. A MSWLF unit also may receive other types of RCRA subtitle Dwastes, such as commercial solid waste, nonhazardous sludge, conditionally exempt smallquantity generator waste and industrial solid waste. Such a landfill may be publicly or privatelyowned. A MSWLF unit may be a new MSWLF unit, an existing MSWLF unit or a lateralexpansion. Source: 40CFR Part 258, CRITERIA FOR MUNICIPAL SOLID WASTELANDFILLS, Subpart A—General, Sec. 258.2 Definitions.

Municipal Solid Waste – Common garbage or trash generated industries, businesses, institutionsand homes." Source: "Terms of Environment," USEPA, http://www.epa.gov/OCEPAterms/.

Non-friable asbestos – Nonfriable asbestos-containing material means any material containingmore than 1 percent asbestos as determined using the method specified in appendix E, subpart E,40 CFR part 763, section 1, Polarized Light Microscopy, that, when dry, cannot be crumbled,pulverized, or reduced to powder by hand pressure." Source: Title 40 CFR 61.141.

Off-cuts – The pieces of lumber remaining after lumber is cut to size.

Oriented Strand Board (OSB) – OSB panels are engineered, layered mats made of strands,flakes or wafers sliced from small diameter, round wood logs and bonded with an exterior-typebinder. Exterior or surface layers consist of strands aligned in the long panel direction; inner-layers consist of cross- or randomly-aligned strands. These large mats are then subjected to heatand pressure to become a "master" panel and finally cut to size. OSB's strength comes mainlyfrom the uninterrupted wood fiber, interweaving of the long strands or wafers and the degree oforientation of strands in the surface layers. Waterproof and boil proof resin binders are combinedwith the strands to provide internal strength, rigidity and moisture resistance. OSB, as aperformance-based structural use panel, is recognized by all the major U.S. model code agencies.Source: www.osbguide.com/sba.osb.info/sba.osbinfo.1.html.

Pentachlorophenol – Pentachlorophenol is a man-made substance, made from other chemicalsand does not occur naturally in the environment. It is made by only one company in the UnitedStates. At one time, it was one of the most widely used biocides in the United States. Now thepurchase and use of pentachlorophenol are restricted to certified applicators. It is no longeravailable to the general public. Application of pentachlorophenol in the home as an herbicide andpesticide accounted for only 3% of its consumption. Before use restrictions, pentachlorophenolwas as widely used as a wood preservative. It is now used industrially as a wood preservative forpower line poles, cross arms, fence posts and the like. Pure pentachlorophenol exists as colorlesscrystals. Pentachlorophenol can be found in two forms: pentachlorophenol itself or as the sodiumsalt of pentachlorophenol. The sodium salt dissolves easily in water, but pentachlorophenol doesnot." Source: ATSDR Toxicological Profiles, Copyright 1999, CRC Press LLC.

Plasticizer – Liquids added to elastomer mixes in order to soften and plasticize the compound,either in processing or later in use. For example, elastomers with high glass transitiontemperatures (and correspondingly slow molecular motions) can be improved by adding low-temperature plasticizers--i.e., compatible liquids that act as internal lubricants. Plasticizers musthave low vapor pressure and a high boiling point in order to be retained within the compound

Appendix A


Appendix A - 6

over long periods of service. Examples are aliphatic esters and phthalates. Phosphate plasticizersalso confer a measure of flame resistance. Source: Encyclopedia Britannica.

Polychlorinated Biphenyls – PCB and PCBs means any chemical substance that is limited to thebiphenyl molecule that has been chlorinated to varying degrees or any combination of substanceswhich contains such substance. Refer to A7761.1(b) for applicable concentrations of PCBs. PCBand PCBs as contained in PCB items are defined in A7761.3. For any purposes under this part,inadvertently generated non-Aroclor PCBs are defined as the total PCBs calculated followingdivision of the quantity of monochlorinated biphenyls by 50 and dichlorinated biphenyls by 5.Source: Title 40 CFR 761.3.

Self-Help Store projects – Construction and demolition projects accomplished by organizationsworking on installations. These organizations use the installation Self-Help Store for planningprojects and procuring materials and supplies. The Self-Help Store (other names may be used) isa function within the Civil Engineer Squadron/Group that provides planning, materials andsupplies for these projects.

Sensitizers – A chemical that causes a substantial proportion of exposed people or animals todevelop an allergic reaction in normal tissue after repeated exposure to the chemical. Source:Title 29 CFR 1900.1200, Appendix A, "Health Hazard Definitions.”

Simplified Acquisition of Base Engineering and Repair – SABER is a delivery-order contractused normally by the Civil Engineer Squadron/Group to simplify accomplishing various types ofrepair, maintenance, renovation, construction and demolition work. The contract includesnegotiated labor rates. Users submit project scopes to the contractor by delivery orders.

Time-phased pick-up – The pick-up of materials from the waste stream for salvage, reuse, orrecycling at the time when the separation of materials at the construction or demolition site hasbeen completed. Phasing the time of pick-up activities reduces the transportation and storagecosts and reduces storage space on site.

Time-phased separation – The separation of materials from the waste stream for salvage, reuse,or recycling at the time when those materials are being used at the construction site or removedfrom the demolition site. Phasing the time of separation activities reduces the labor costs.

Toxicity Characteristic Leaching Procedure – Toxic Characteristic Leaching Procedure(TCLP) is test Method 1311 in "Test Methods for Evaluating Solid Waste, Physical/ChemicalMethods," EPA Publication SW-846, an extract from a representative sample of the wastecontains any of the contaminants listed in table 1 (40 CFR 261.24) at the concentration equal to orgreater than the respective value given in that table. Where the waste contains less than 0.5percent filterable solids, the waste itself, after filtering using the methodology outlined in Method1311, is considered to be the extract for the purpose ofthis section. Source: Title 40 CFR 261.24.

Triangle J Council of Governments – The Triangle J Council of Governments is a voluntaryorganization of municipal and county governments in North Carolina's Region J (Chatham,Durham, Johnston, Lee, Orange and Wake counties). It is one of 18 regional councils establishedin 1972 by the North Carolina General Assembly. The organization works to meet the region'sneeds in a wide range of areas, from land-use planning, economic development and emergency

Appendix A


Appendix A - 7

medical services support to environmental protection, programs for the aging and informationservices. The organization produced WasteSpec.

WasteSpec – WasteSpec is a manual which provides architects and engineers with modelspecifications and background information addressing waste reduction, reuse and recyclingbefore and during construction and demolition. The 114-page manual includes modelspecifications tailored to all sixteen divisions of the Construction Specifications Institute (CSI)system of specifications. WasteSpec comes in a three-ring binder with a computer disk containingthe model specifications in a generic format that can be electronically cut and pasted into aspecifier's standard specifications.

U-Fix-It Store projects – Construction and demolition projects accomplished by residents livingin Military Family Housing. These residents use the installation U-Fix-It Store for planningprojects and procuring materials and supplies. The U-Fix-It Store (other names may be used) is afunction within the Civil Engineer Squadron/Group that provides planning, materials and suppliesfor these projects.

Volatile Organic Compound – Volatile organic compounds (VOC) means any compound ofcarbon, excluding carbon monoxide, carbon dioxide, carbonic acid, metallic carbides orcarbonates and ammonium carbonate, which participates in atmospheric photochemicalreactions." Source: Title 40 CFR 51.100(s).

Waste managers – The broad term used in this document when referring to all who may beinvolved with the management of C&D waste, regardless of individual functional area. The termis NOT meant to refer only to the individual, usually in the Civil Engineer Squadron/Group,specifically assigned waste management responsibilities for an installation. Source: The Author.

Appendix B

Characterization Tables for C&D Waste

Appendix B - 1

Table B1. Characterization of C&D Wastefrom Commercial New Construction

(% of total waste volume)

Rough PercentagesPredominant Materials (10% or greater)

Wood 20-30%Concrete and block 10-20%Drywall 5-10%Cardboard 5-10%

Secondary Materials (less than 10%)

Steel from decking, re-rod, etc 1-8%Brick 1-5%Crates and pallets 1-5%Extruded polystyrene (rigid) insulation 3% rangeKraft paper packaging 3% rangePlastic sheeting and bags 3% rangeElectrical wire 2% rangeOverspray from fireproofing products 0-5%

Materials comprising 1% or less

Carpet scrap, padding and backing 1% or lessFiberglass (bat) insulation 1% or lessExcess mortar 1% or lessParticle board 1% or lessSolvent containers 1% or lessCaulking containers 1% or lessEpoxy containers 1% or lessSmall bore pipe, steel or pvc 1% or lessPlaster 1% or lessIron 1% or lessPolystyrene foam packaging 1% or lessPlastic laminate 1% or lessAdhesive containers 1% or lessSilicone containers 1% or lessSheet metal 1% or lessVinyl tile 1% or less

(Source: Innovative Waste Management, “Construction Materials Recycling Guidebook,” Mar. 93, p. 4)

Appendix B

Characterization Tables for C&D Waste

Appendix B - 2

Table B2: Characterization of C&D Waste from Residential New Construction(% of total waste volume)

Rough PercentagesPredominant Materials (10% or greater)

Wood 20-35%Drywall 10-20%Corrugated Cardboard 5-15%

Secondary Materials - (less than 10%)

Shingles 1-8%Concrete 1-8%Fiberboard 1-8%

Materials comprising 1% or less

Fiberglass insulation 1% or lessCarpet scrap, padding and insulation 1% or lessKraft paper 1% or lessSheathing 1% or lessAluminum siding 1% or lessVinyl siding 1% or lessConcrete block 1% or lessCopper wire 1% or lessOther wire 1% or lessPVC pipe 1% or lessCore cardboard 1% or lessPlastic buckets 1% or lessEarth and rock from excavation 1% or lessAluminum duct-work 1% or lessFoam packaging 1% or lessPlastic sheeting or bags 1% or lessSteel banding 1% or lessLunch garbage, including pop cans 1% or lessPlastic pails 1% or lessPaint cans 1% or lessFlooring scrap 1% or less

1% or lessMaterials comprising less than 1%, but notable because they may be considered problem materials

Paint, including frozen or damaged (cans/ pails) 1% or lessDriveway sealant (pails) 1% or lessCaulk (tubes) 1% or lessTile adhesive (cans) 1% or less

(Source: Innovative Waste Management, “Construction Materials Recycling Guidebook,” Mar. 93, p. 4-5)

Appendix C

C&D Waste Materials Checklist

Appendix C - 1

Demolition Materials Comments and Concerns

The following checklist will be useful when planning to salvage, reuse and recycledemolition materials

Air conditioning equipment CFCAir conditioning: Computer room packages CFCAir conditioning: Mini central systems CFCAir conditioning: Window units CFCAluminum: Handrails, otherAppliances, white goodsAsbestos Containing Materials: Insulation, floor and ceilingtile, floor and wall coverings, roofing felt and shingles, wallboard, siding, ductwork, adhesives, caulking, putties, tapingand spackling compounds.Asbestos: Various possible materials Testing, removalAsphaltAsphalt: PavingAsphalt: ShinglesBatteriesBrassBrickBronzeCabinetsCable: VariousCardboardCarpet, padding and backingCast iron: Radiators, pipes, otherClay tile blocksCompressors CFCComputer equipmentComputers, monitorsConcreteConcrete masonry unitsDecking: WoodDoor frames: Wood, metalDoors: Elevator vintageDoors: Heavy vaultDoors: Thin panel and various Non-ratedDoors: Wood, MetalDuctworkEarthElectric switchgear, feeder cables, conduitElectrical equipment PCBElectrical: CableElevator cabs, machinery, shaft equipment, railsFabricFiberglassFire suppression equipmentFixtures & fittings: Plumbing

Appendix C


Appendix C - 2


Fixtures: ElectricalFlooring: CarpetFlooring: VinylFlooring: WoodFuel storage tanksFurniture: MetalFurniture: Metal shelvingFurniture: ReusableFurniture: System Can be remanufacturedFurniture: WoodGlass: Interior and exteriorGlass: PlateGlass: Wired, laminatedGlazing compound: Asbestos, lead possible TestingGutters and flashingGypsum blocksGypsum boardHardwoodHazardous materialsHeavy timbersInsulation ACBMInterior air handlers and controlsKraft paperLamps: Fluorescent Mercury retrievalLead: Paint Testing, removalLead: RoofingLead: FlashingLead: PipingLight bulbsLight fixtures: DecorativeLight fixtures: Fluorescent and utility fixturesLight fixtures: Vintage fluorescent, incandescent PCB BallastsMarble: Toilet partitionsMarble: WallsMetal: BrassMetal: BronzeMetal: CableMetal: Cast ironMetal: ConduitMetal: CopperMetal: Galvanized SteelMetal: MiscellaneousMetal: SteelMirrorsPaperPartitions, demountable panelsPartitions: Aluminum tracks, misc framingPBX/telephone equipment, conduit, cablesPetroleum products

Appendix C


Appendix C - 3


Photocopy machinePipingPlasterPlastic: ABSPlastic: PolyethylenePlastic: PolystyrenePlastic: PVCPlumbing fittings, faucets, etcPossible lead waste pipesPressure treated woodPre-cast concretePumpsRadioactive materialsRaised access flooringRockRoofing: Asphalt and stoneRoofing: Membrane, variousRoofing: MetalRubberSandSheathingSheet metal: MiscellaneousSoftware, floppy disks Disks recyclableStainless steelStandpipeSteelSteel: HeavySteel: ReinforcementSteel: SheetSteel: Stairs, handrailsSteel: StructuralSteel: Studs and misc framingStoneTelecommunications equipmentTerrazoTextilesToxic materialsTransformers PCBTreated lumberTreesVinylWater fountainsWindows: Steel framesWindows: Wood frames, cast iron weightsWiringWood

(Source: Triangle J Council of Governments, “WasteSpec,” Jul 95, page C1-3)

Appendix D

Case Studies

Appendix D - 1

CAVEAT: A NUMBER OF THE CASE STUDIES COUNT INCINERATION OF WASTE AS A BOILER FUEL ASRECYCLING. THIS TYPE OF INCINERATION DOES NOT COUNT AS RECYCLING IN CALCULATING THE AF MOM.

CASE STUDY #1 – NEW NON-RESIDENTIAL CONSTRUCTIONPrivate sector contractors in Hudson, Wisconsin, constructed a 70,000 square feet new corporate headquartersfor Erickson’s. The contract specified the successful bidder submit a draft and use a final C&D wastemanagement plan (WMP) for the project. The prime contractor hired a separate waste manager to implementthe WMP with subcontractors. Local landfill tipping fees were $63/ton. The waste manager and subcontractorsset a diversion goal of 75 percent and met this goal using the following techniques:

• Held weekly site meetings among principal players• Provided all site employees with written updates• Used recycled materials• Required suppliers to use pallets instead of boxes

Results: The contractors complied with the C&D waste specifications with no increase in project costs and theyrecycled 75 percent of the projects C&D waste.

Case Study #2 – New Non-residential ConstructionPrivate sector contractors in Spokane, Washington, constructed a 47,000 square feet new Tidyman’s GroceryStore. During bidding, contractors were required to include a specific line item for disposal costs. This cost wassubtracted from the winning bid before contract award and an independent C&D waste manager was hired tohandle recycling and disposal. Local landfill tipping fees were $57/ton. The waste manager positionedrecycling containers on the site, discussed waste diversion problems and goals with subcontractors at weeklysafety meetings, and periodically posted diversion results.

Results: Contractors recycled 48 tons of construction waste (2 lbs/sf) and reduced disposal costs by 56 percent.

Case Study #3 – Bids on Non-residential Renovation and ConstructionPrivate sector contractors in Austin, Texas, bid on the renovation of two health clinics and construction of athird. The total project was 35,000 square feet and landfill tipping fees were only $18/ton. The bidspecifications required contractors commit to sustainable architecture by following the City of Austin’s GreenBuilder Program and recycle the following items: lumber; bricks and block; metal; cardboard; plastic; paints,stains, solvents, and sealants; and trees and branches.

Results: The bids for this project were the same as those expected had traditional disposal methods beenallowed.

Case Study #4 – Non-residential DemolitionPublic sector contractors in Issaquah, Washington, demolished a police station and adjoining post office. Theproject size was 22,000 square feet and local landfill tipping fees were $75/ton. The contract specificationssimply encouraged alternatives to land disposal and reuse and recycling as proved practical. Thisencouragement was emphasized at the pre-demolition meeting. Creative salvage achievements included reusingbullet-proof glass in the manufacturing of fish tanks.

Results: Overall, the contractor recycled or reused 83 percent of the demolition waste at no additional cost tothe contract.

Appendix D

Case Studies

Appendix D - 2

Case Study #5 – Non-residential RenovationPrivate sector contractors in Seattle, Washington, renovated 48,000 square feet of classrooms and office spacein a university’s adult education center. Local landfill tipping fees were $110/ton. Contract specificationsrequired draft and final WMPs and recycling of clean dimensional lumber, concrete, bricks, concrete blocksand metal. The contractor was able to comply with the specifications and recycle drywall, acoustical ceilingtiles, and all fluorescent light bulbs.

Results: Contractor efforts reduced project costs by 25 to 50 percent.

Case Study #6 – Residential Deconstruction and DemolitionNew homeowners in Mercer Island, Washington decided to demolish their 5,300 square-foot 1940s colonialand rebuild. Site constraints prohibited the use of large vehicles for conventional mechanical demolition, so asalvage and recycling specialty firm was hired and lowered the demolition bid by $7,000.

Results: The house was deconstructed and the 170-ton foundation was demolished and recycled. Eighty percentof the home was either salvaged or recycled.

The following hand-crafted home details totaled 45 tons and were salvaged:• Entire library interior, stairwell, and wood interior siding and trim.• Exotic hardwood shelves, paneling, and box-beam ceiling.• Six sets of french doors, lighting fixtures, and marble mantle.• All doors and windows and 1 ton of exterior siding and trim.• Most plumbing fixtures and 18 tons of dimensional lumber.

The following construction materials totaled 26 tons and were recycled:• Oak strip flooring.• Roof framing and cedar shake shingles.• Wiring and heating ductwork.

Results: These subtler techniques kept 240 tons of waste material out of landfills and saved $9,000.

Case Study #7 – Residential ConstructionA general contractor constructed 60 new homes for the Klahanie housing development in Issaquah,Washington. The total size of the project was 120,000 square feet. The developer used sustainable design andconstruction techniques and managed construction waste. Each house construction site used wire-mesh corralsfor segregating wood, drywall, cardboard and copper construction waste. The builder avoided the rental cost ofwaste dumpsters by using the corrals. The corrals were dismantled and contents emptied into trucks forrecycling.

The following estimated material amounts were recycled from each house:• Wood – 2,200 pounds• Drywall – 2,200 pounds• Cardboard – 17 pounds• Copper – 7.5 pounds

Results: Waste management diverted nearly 133 tons of construction waste or 55% of C&D waste was recycledand this saved $245 per house for a total project savings of $14,726.

Appendix D

Case Studies

Appendix D - 3

Case Study #8 –Residential ConstructionThe Portland, Oregon, Habitat for Humanity constructed a new 1,120 square-foot three-bedroom home usingsustainable design and construction techniques to reduce construction waste. These techniques included using astandard 2-foot house design module, 2x6s on 24 vice 16 inch centers for wall framing, ladder blocking atpartitions, box vice solid headers, 24-inch composite floor truss spacing, and triple composite trusses to replacebeams. Habitat used small pieces of lumber for blocking and had suppliers deliver pre-cut lumber to fit themodular design. These practices left little scrap wood for disposal. Sustainable techniques saved material, labor,and disposal costs.

Results: One thousand board feet of dimensional lumber were saved when compared to traditional house designand construction. Sustainable construction techniques nearly eliminated all waste wood.

Case Study #9 –Residential ConstructionA private citizen constructed a 220 square feet deck on his home in West Linn, Oregon. The home owner saved$280 in material costs by visiting various construction sites and asking permission to salvage materialsidentified as waste. Salvaged materials included concrete piers, posts, joists, decking, screws, paint, and woodprotective finish. This case study provides an example to construction contractors of how easy it can be todivert waste by allowing on-site salvage.

Results: Using salvaged materials saved 24% of project cost.

Case Study #10 – Non-residential RenovationA commercial contractor gutted and remodeled a 6,000 square-foot office for $61,700 in Portland, Oregon. Arecycling contractor was hired and required to haul materials at night to prevent any project slowdown. Nightoperations allowed the recycler time to haul small loads out without the expense of a waste chute and on-streetdrop boxes. Only 400 pounds of C&D waste were disposed and the total materials recycled were:

• Drywall 10,000 pounds• Wood 7,200 pounds• Metals 300 pounds

Results: The savings from recycling instead of land disposal were $310. A C&D waste diversion rate of 98%was achieved.

Case Study #11 – Non-residential Demolition & ConstructionCommercial joint venture contractors demolished three facilities and constructed a 1.7 million square-footsports entertainment complex for $262 million in northeast Portland, Oregon. (C&D waste management resultswere only available at the 25% complete stage of this). The contract required recycling. The contractorsremoved a car wash manufacturing facility, the exhibit space in an existing coliseum, and a road. Contractorsused material reuse and recycling extensively. Twenty-five hundred tons of soil were used as clean fill and25,800 tons of concrete and asphalt rubble were used for clean fill and road surfacing. A total of 845 tons ofmaterials were recycled:

• Metals 301 tons• Drywall 538 tons• Cardboard 6 tons

Appendix D

Case Studies

Appendix D - 4

Traditional C&D waste disposal would have cost $69,300 just for landfill tipping fees. Recycling cost $7,850for fees and earned $19,600 from the sale of metal. Only 499 tons of mixed waste was disposed.

Results: Recycling savings totaled $81,000 and the C&D waste diversion rate was 98%.

Case Study #12 – Non-residential DemolitionA commercial contractor demolished a 60,000 square-foot institutional facility in 60 days in Portland, Oregon.The contractor voluntarily used material reuse and recycling. Seventy-one tons of wood and organic debriswere recycled at a local material recovery facility. One hundred and twenty eight tons of miscellaneous metalswere recycled locally and 2x and 3x lumber was salvaged for eventual resale. Finally, 3,605 tons of concretewere used as fill for new road construction.

The savings from recycling were primarily a result of the difference between tipping fees for traditionallandfilling and recycling fees when charged. The costs for hauling waste for disposal or recycling were verynearly equal. The added cost of labor for on-site separation of recyclables was offset by the sale of metals andlumber.

Results: Savings from recycling totaled $9,442 and the C&D waste diversion rate was 70%.

Case Study #13 – Non-residential DemolitionA salvage contractor and a commercial trucking and excavating contractor demolished an 86,400 square-footwarehouse for $265,000 at the Port of Vancouver, Washington. The contractors were very successful in usingmaterial reuse and recycling, and diverted 1,537 tons of materials as follows:• Recycled Wood 570 tons• Salvaged Lumber 678 tons• Recycled Metals 201 tons• Concrete 88 tonsOnly 29.4 tons of mixed waste had to be landfilled and it was comprised primarily of asbestos roofing.

Results: Recycling saved $134,500 and the C&D waste diversion rate was 98%.

Case Study #14 – Residential ConstructionA private-sector contractor constructed 205 apartment units for $9 million as Phase I of a Sunnyside, Oregon,multifamily complex. The contractor was recycling for the first time, so it was decided to recycle only woodand gypsum wallboard for this phase of the project. Contractor and subcontractor crews separated thesematerial into on-site containers and achieved a high rate of diversion of clean materials. Solid and compositewood scraps were ground by a local material recovery facility, then sent to a manufacturer of particle board.The gypsum wallboard scraps went to a drywall manufacturer to be used in making new drywall.

Results: A total of 686 tons of wood and drywall were recycled and the estimated savings was the differencebetween the cost of traditional disposal fees and the cost of labor, transportation, and processing fees forrecycling. This difference was $16,000.

Case Study #15 – Non-residential Demolition and RenovationA commercial contractor renovated a 198,500 square-foot department store into a new office headquarters for$14.1 million in northeast Portland, Oregon. The demolition subcontractor completely gutted the existingbuilding down to the reinforced concrete frame. Drywall scraps were used to manufacture new gypsum

Appendix D

Case Studies

Appendix D - 5

wallboard; wood was processed for use as boiler fuel; and mixed metals and cardboard were recycled locally. Atotal of 725 tons of materials were recycled as follows:

• Drywall 111 tons• Metal 406 tons• Wood 203 tons• Cardboard 5 tons

A total of 155 tons of materials were salvaged as follows:

• Wood 124 tons• Flooring 20 tons• Carpet 9 tons• Doors & Fixtures 2 tons

Remaining rubble was used as clean fill at a number of area sites. Only 265 tons of mixed waste was disposedin landfills.

Results: Recycling saved $35,000, and the C&D waste diversion rate was 76%.

Case Study #16 – Non-residential ConstructionA private contractor constructed two adjacent office buildings of 3,673 and 3,780 square feet in Tigard,Oregon. A specialty contractor was hired to divert waste. Local residents were invited to salvage any solid orcomposite wood scraps before the remainder was process for boiler fuel. Over two tons of wood were recycledusing these simple methods. A total of 3.75 tons of mixed waste and drywall were disposed in landfills.Drywall was not recycled, but additional savings of $60 were possible had it been. The cost of traditional wastedisposal was estimated at $1,300, but the actual cost to recycle was only $700.

Results: Recycling saved $600, and the C&D waste diversion rate was 37%.

Case Study #17 – Residential DeconstructionA private contractor deconstructed a 1,280 square-foot 1920s house in southeast Portland, Oregon, for $5,400.Hand labor was used instead of mechanical demolition and the contractor carefully disassembled, cleaned andsorted materials for recycling or reuse using this approach. Deconstruction took two weeks. Lumber, siding,doors, hardware, and other building materials were sorted for resale and reuse. The estimated market value ofthese reusable materials was estimated at $5,100, although this amount was not used in calculating therecycling savings. Remaining wood scraps were recycled as boiler fuel and scrap metals were sold.

A total of 22.5 tons of materials were diverted for reuse or recycling as follows:

RECYCLE

Wood 9.5 tonsMetal 2.0 tons

SALVAGE

Wood 17,000 poundsBrick 4,600 poundsHardware 300 poundsDoors 200 pounds

Appendix D

Case Studies

Appendix D - 6

The bid range for conventional demolition was $8,000 to $10,000. The contractor avoided demolitionequipment costs and tipping fees. These avoided costs were more than offset by the added cost for hand labor todeconstruct. Fifteen tons of concrete rubble were used off site as clean fill, leaving a total of 10.5 tons of mixedwaste for landfills.

Results:

It is interesting to compare the results of deconstructing a house in this case study to the conventionaldemolition of a similar home in the next. Since both employed waste recycling, what might be thedistinguishing factors for choosing one method over the other? If you normalize appropriate data because of thedifference in square footage, then the following comparisons can be made:

Deconstruction vs. Demolition• Time 10 days 2 days• Recycling Savings $2,600 $1,402• Tons Diverted 22.5 tons 23.8 tons• Diversion Rate 77% 76%

In this example deconstruction has the advantage of producing a 30% greater savings but at the expense oftaking five times as long to complete the job. If time to complete the job is critical, then conventionaldemolition with recycling may be the best option. Otherwise, the greater savings can be achieved withdeconstruction.

Case Study #18 – Residential Demolition (Mechanized)A private-sector contractor demolished in one day a 750 square-foot home in Hillsboro, Oregon, using a trackhoe and bucket. The owner salvaged wood doors and fixtures before demolition. The contractor shipped woodand shake roofing for recycling into boiler fuel and sent the broken concrete foundation and asphalt driveway toa material recovery facility for reuse as clean fill later.

The cost to recycle, including added labor for source separation of materials and hauling them to recyclingprocessors, was $2,125. Traditional waste hauling and disposal in landfills was estimated at $3,000. Thesavings occurred primarily from recycling the wood and shake roofing.

The contractor diverted a total of 14 tons of demolition waste for recycling or reuse as follows:• Wood and Shakes 18,000 pounds• Concrete and Asphalt 10,000 pounds

One and a half tons of mixed waste and drywall were disposed in landfills. The contractor would have saved anadditional $30 had the drywall been recycled.

Results: Recycling saved $825 and the C&D waste diversion rate was 76%.

Case Study #19 – Residential ConstructionA private-sector contractor constructed a new 2,800 square-foot home for $275,000 in southwest Portland,Oregon. The client specifically requested construction waste be recycled and a waste audit was performed toprecisely track waste quantities and their disposition.

Appendix D

Case Studies

Appendix D - 7

The contractor successfully recycled 6.4 tons of material and disposed only 0.5 tons of mixed waste. Drywallscraps were recycled into new gypsum wall board; solid and composite wood scraps were recycled into boilerfuel and building materials; cardboard was recycled into new cardboard; and concrete was used as clean fill.The breakout by characteristics and quantity of the recycled waste was as follows:

• Wood 6,945 pounds• Drywall 3,806 pounds• Concrete 1,698 pounds• Cardboard 280 pounds• Metal 138 pounds

The cost to recycle, including additional labor for job-site separation and self-hauling, was $600. The budgetedcost for waste hauling and landfill tipping fees was $1,000.

Results: Recycling saved the client $400 and the C&D waste diversion rate was 93%.

Appendix F

Websites for Material Exchanges andRelated C&D Waste Information

Appendix F - 1

Part 1 – Material Exchanges

http://cbot-recycle.com - This is the homepage of the Chicago Board of Trades(CBOT) Recyclables Exchange. The CBOT Recyclables Exchange is dedicated to the trade ofrecyclable goods and is open to all Registered Users worldwide. Users can register on-line byclicking on the “Subscribe” key or Register now online and following instructions. There is a $10 one-time registration fee and a small charge for posting listings on a pay-as-you-go basis.Unregistered users can click the “Preview” key or Learn more about how it works to see how thesystem works.

CBOT’s goal is to allow easy and immediate contact between Buyers and Sellers of recyclablecommodities, active on the market at any given time. Sellers post their sell listings in theexchange while Buyers enter into the system their buy parameters for the commodities they areinterested in, and the system automatically delivers to them by e-mail, within minutes, copies ofall the matching sell listings as they are posted. Extensive information on materials such as:definitions, specifications and sampling or test methods is freely available in the CBOTRecyclables Exchange for your convenience.

www.ciwmb.ca.gov/CalMAX - This is the homepage for the California Material Exchange(CalMAX). CalMAX is a free service designed to help businesses find markets for materials theyhave traditionally discarded. CalMAX helps businesses, industries, and institutions save resourcesand money. Users should click on Search Listings and follow instructions to obtain listings likethe following sample search request for wood:

S4S YELLOW/WHITE PINE (Available) 15 -yr old! 35,000 pieces available (1'' x 8'' to 1'' x 9'' wide, 60/63). All priced to sell.Robbie Wood - Park Hill, OK - 918-458-5303 [email protected]: 'Out of State' Listing ID: 22205-1

WOOD (Wanted)2`` x 4``, 2`` x 6``, 4`` x 4``, 4`` x 10``, and 6`` x 12`` longer than 6 ft. Plywood or anythickness, full sheets, half sheets are acceptable. Please note that the telephone number isin Mexico. Lou Hernandez - Ensenada, Mexico, - 011-526-177-4987Region: 'Out of State' Listing ID: 10651-3

Users should click on Create Listings and follow instructions if they desire to post alisting.

www.greenguide.com/exchange - This is the Salvaged Building Materials Listing page within theGreen Building Resource Guide homepage. This exchange is a free service. Users should click on“Search The Listings” and follow instructions to obtain listings like the following sample request:

Item, Status: salvaged wood, for saleCompany, Contact: Duluth Timber Company, Liz BieterLocation: Duluth, Minnesota 55816, United States

Appendix F


Appendix F - 2

Phone Number, Email: 218-727-2145, [email protected]: reclaimed timbers, 'as is', resawn beams, flooring, paneling, trim, mantels,

custom millwork, douglas fir, southern yellow pine, redwood decking, cypress, limitedquantities of other species.

Item, Status: wood window, looking to buyCompany, Contact: D. Maran Const., not given not givenLocation: not given, Not in US or Canada 94025, United StatesPhone Number, Email: not given, [email protected]: need one fixed single light wood window, standard sash and jamb.

Users should click on Add a Listing and follow instructions for adding a new record.

www.metrokc.gov/hazwaste/imex - This is the Industrial Materials Exchange (IMEX)) pagewithin the Metro, King County, WA local waste management homepage. IMEX is a free servicedesigned to match businesses that produce wastes, industrial by-products, or surplus materialswith businesses that need them. The bimonthly print catalog lists wanted or available materials.By utilizing IMEX, waste generators can be matched with waste users. Users may click on Howto Use the Catalog for general IMEX instructions. Users should click on the bimonthly IMEXCatalog key, then click on either the appropriate item under Wanted or Available to obtainlistings like the following samples:

W0904106 - LUMBERWanted in Greater Seattle, Tacoma Area, :I will haul your unwanted lumber away anytime. I am interested in "2 by anything" and"1 by anything" lumber. No plywood. Wood can be wet, full of nails, or old andweathered.CONTACT: Tor Clausen, Phone: E-Mail: [email protected]

A0900083 - PLYWOODAvailable in Spokane, WA :200-300 pieces of ABX plywood, .290 thickness 5 ply x 6" wide x 12' to 24' lengths.Available 4 times/year. Packaged by steel banding. Can be used for siding applications,fascias, fencing, etc. Also, 1/2" by 8' and 1/2" x 10', 10" wide 5 ply ACX. Probably 300sheets of each available.CONTACT: Gary Bugbey, Stinson Manufacturing Co. Phone:(509)534-1509 E-Mail:[email protected]

Users should click on Online Listing Form and follow the instructions to enter a listing.

www.rbme.com - This is the homepage of the Reusable Building Materials Exchange (RBME).RBME is a convenient way to easily exchange small or large quantities of used or surplusbuilding materials. You can post listings of materials you wish to get rid of or browse formaterials currently available in your area. Each listing contains a description of the materialsalong with a name and telephone number and any cost or delivery information. The actualexchange transactions are carried out directly between the interested parties.

Appendix F


Appendix F - 3

Users should click on one of six participating State of Washington counties and then click onBrowse Materials to obtain a summary of material type from which to choose. The number ofentries for Available and Sought materials follows each type. Selecting one of these numbers willprovide the following sample listings for available and sought materials, respectively:

Post #488 (posted 10/15/1999, expires 01/13/2000)Type: LumberDescription: Glulam Beam(new in wrap) 5-1/8"x18"x14' $125/OBO (cost $230)Contact: Greg BrownCity: BellevuePhone: 425-649-8207Email: [email protected]

Cost? YWill deliver or ship? YDelivery or shipping cost? Y

Post #230 (posted 10/09/1999, expires 01/07/2000)Type: LumberDescription: plywood, 4x4, 6x6, any treated wood suitable for outdoor buildingsContact: Debbie GaeblerCity: KentPhone: 253-630-9936Call: variesEmail: [email protected]

Users desiring to add a listing must click Register and follow the instructions. Once registered,users should select a county, click List/Edit Materials, log in, then follow the instructions afterclicking available material or sought material.

www.recycle.net/recycle - This is the homepage for Recycler’s World. Recycler's World is aworld wide trading site for information related to secondary or recyclable commodities, by-products, used & surplus items or materials. Users should select one of the listed SecondaryCommodity Sections, for example: Used Building Materials Section. Next the user should selectone of the categories offered, for example: Used/Reusable Lumber & Wood. The user is thenoffered three choices: Recycler's Exchange Policies & Procedures, Add a Free Listing, or ViewWanted & Available Listings [91]. Selecting “add” allows the user to Add or View listings in thearea of choice. Just click and follow instructions. Selecting “View” provides listings like thefollowing samples:

WANTED - Used/Reusable Lumber and Wood -Used/Reusable Barn BoardItem ID#: LW079424Name: 5TH WHEEL LOADS OF 2X,4X,6X'S ETCDescription: I HAVE SEVERAL BARNS TO BEEN TORN DOWN THATHAS THOUSANDS OF BOARD FT OF 2X'S 4X'S 6X'S ETC.. ALSO 3FT UPTO 12 WIDE, JUST A HAIR BELOW 6 FT LONG, WILL TO SELL AT BESTOFFER.

Appendix F


Appendix F - 4

[Quantity: TRAILER LOADS] [TONS] [WEEKLY] [Price: BEST OFFER][TONS] [USA DOLLARS][Shipping Point: LOST CREEK W.VA]

AVAILABLE - Used/Reusable Lumber and Wood -Used/Reusable Barn BoardItem ID#: LA079709Name: HAND HEWN WHITE PINE BEAMSDescription: BEAUTIFUL 2/4 SIDED HAND HEWN BARN BEAMS. 9x9 to10x11. 20 to 26 ft LONG. WOULD MAKE NICE LOGS FOR A CABIN OR AHOUSE. NO BUG DAMMAGE. ALSO WE GET LOTS OF BARN WOOD INWEEKLY.

[Quantity: 40pcs.] [TONS] [EVERY WEEK] [Price: $3 a ft.] [] [US. DOLLAR][Shipping Point: MERCERSBURG, PA. USA]

Part 2 – Related C&D Waste Information

www.amcity.com/albany/stories/1997/10/13/story1.html - This site contains an article titled,“Landfill Expansion Proposed,” from the Capital District Business Review, week of October 13,1997 edition. The article highlights the problem of shrinking landfill space and opposition tocreating construction and demolition landfills and may be used as reference material. SlightlyUseful

www.epages.net/dsw/disposal/constr.htm - This site contains the Construction & DemolitionWaste page of the Durban Solid Waste (DSW) homepage for Durban, South Africa. The pageprovides a summary of C&D waste, waste management possibilities, limiting factors, andremaining issues. The information provided may be used as reference material. Slightly Useful

www.ciwmb.ca.gov - This is the homepage for the California Integrated Waste ManagementBoard (CIWMB). The CIWMB is responsible for managing California's solid waste stream. TheBoard is helping California divert 50 percent of its waste from landfills by 2000. The siteprovides access to related programs like: Construction/Demolition Debris Recycling, BuyRecycled Programs, and the California Materials Exchange. The site provides access topublications, valuable links, important calendar events, and waste/waste handling databases.Highly Useful

www.cdwaste.com - This is the C&D Waste Web for Canada. This site is being developed as arepository of information for Canadian construction and demolition waste management andoptions for reducing, reusing, and recycling waste. The site provides access to case studies,

reference documents, training materials, a Province service directory, and related links. Theinformation provided may be used as reference material. Moderately Useful

Appendix F


Appendix F - 5

www.co.washtenaw.mi.us/DEPTS/EIS/constfs.htm - This site is the Waste Reduction andRecycling Opportunities for Construction and Demolition Debris page of the Washtenaw County,MI homepage. The site provides a useful primer for implementing C&D waste management at thelocal level and may be used as reference material. Slightly Useful

www.tourism.gov.au/publications/BPE/BuildingMaterials.html - This site is the BuildingMaterials page of the Australian Office of Tourism homepage. It contains a summary of actionsbeing recommended for waste minimization. The site also has links to Solid Materials,Newspaper and Cardboard, and Glass pages containing a summary of actions and issues forreusing and recycling these wastes. The information provided may be used as reference material.Slightly Useful

www.gov.ns.ca/envi/wasteman/index.htm - This site is the Waste Resource Management page ofthe Nova Scotia Department of the Environment homepage. The site contains access toinformation on the Nova Scotia Solid Waste-Resource Strategy; waste diversionaccomplishments as reported by The Resource Recovery Fund Board; disposal, composting, andC&D sites in Nova Scotia; recycling and composting; waste reduction fact sheets; and otherrelated resources. The information provided may be used as reference material. Slightly Useful

www.informinc.org/cdreport.html - This site contains the following construction and demolitionwaste report, “Building for the Future: Strategies to Reduce Construction and Demolition Wastein Municipal Projects,” by Bette K. Fishbein, June 1998, 100 pp. Building for the Futureidentifies strategies that have been used successfully around the country to reduce C&D wasteduring the design, construction, and demolition phases of municipal building projects. Theinformation provided may be used as reference material. Highly Useful

www.nahbrc.org - This site is the homepage for the National Association of Home Builders(NAHB) Research Center. The NAHB Research Center is a separately incorporated, wholly-owned, not-for-profit subsidiary of the NAHB. The Research Center keeps U.S. homebuilders intune with new technology and changing needs. Their programs include testing and certification ofbuilding products. The Research Center links the research and product development communitieswith the practitioners who put methods into practice and products into use. The site has a GreenBuilding Activities page that provides access to “The Green Builder Guide,” construction wastemanagement publications, information on the 2000 National Green Building Conference, andother resources. The site may provide help in minimizing new housing construction waste.Slightly Useful

www.floridacenter.org - This is the homepage for the Florida Center for Solid and HazardousWaste Management. The Center provides leadership in the field of waste management researchand supports the Florida Department of Environmental Protection mission to preserve and protectthe state's natural resources. The Center's research program meets two major objectives: developand test innovative, low-cost, and environmentally sound methods and strategies for managingFlorida's solid and hazardous wastes; and transfer research results to the public and privatesectors for practical solutions to Florida's waste management problems. Principal areas of relatedresearch include: construction and demolition debris, hazardous waste management, pollutionprevention, recycling and reuse, and waste reduction. The site provides access to conference

Appendix F


Appendix F - 6

information, brochures and bulletins, research publications and projects and helpful links.Moderately Useful

www.redo.org - This is the homepage for the Reuse Development Organization (ReDO). ReDO isa national and international tax-exempt, 501(c) (3) non-profit organization dedicated to promotingreuse as an environmentally sound, socially beneficial, and economical means for managingsurplus and discarded materials. ReDo provides education, training, and technical assistance tostart up and operate reuse programs. ReDO is working to create a national reuse network andinfrastructure. The site contains access to reuse expertise in a variety of areas, identifies somemodel programs, and provides a useful reuse fact sheet, current news, website links, andpublications. Moderately Useful

www.materials4future.org - This is the homepage for the Materials for the Future (MFF). MFF isa nonprofit organization founded in 1992 by a group of San Francisco Bay Area financers andrecycling advocates. MFF supports community-based initiatives that integrate the environmentalgoals of resource conservation through waste prevention, reuse, and recycling with the economicdevelopment goals of job creation/retention, enterprise development, and local empowerment.The site contains descriptions of MFF's granting programs;guidelines and current MFF grantrecipients; current MFF projects on deconstruction and profiles of 50 small business opportunitiesusing recovered materials; related publications; and links to other recycling and communityeconomic development organizations. Slightly Useful

www.smartgrowth.org - This is the homepage for the Smart Growth Network (SGN). SGN helpscreate national, regional, and local coalitions to encourage metropolitan development thatis: environmentally, fiscally, and economically and socially smart. The site has a Smart Buildingspage that leads to information on deconstruction, deconstruction resources, related links, andcase studies. Moderately Useful

www.multnomah.lib.or.us/metro/rem/rwp/constrcy.html - This is the Construction Site Recyclingpage from the Metro homepage. Metro is an elected regional government serving more than 1.3million residents in the 3 counties and 24 cities comprising the Portland, Oregon metropolitanarea. Metro provides transportation and land-use planning services and oversees regional garbagedisposal and recycling waste reduction programs. The page provides information on how to beginrecycling programs, how to salvage and recycle on new construction and demolition projects, andaccessing and using the International Material Exchange. Moderately Useful

www.eren.doe.gov/femp/greenfed/5.0/5_3_construct_waste_manage.htm - This page is Chapter5.3, Construction Waste Management, of the Greening Federal Facilities guide, located within thehomepage of the Federal Energy Management Program, Greening Initiatives. This is a resourceguide for Federal facility managers to assist them in reducing energy consumption and costs,improving the working environment of the facilities they manage, and reducing the

environmental impacts of their operations. This chapter provides an excellent summary ofmanaging construction waste, references, and contacts. Moderately Useful

www.montana.com/CRBT - This is the homepage for the Center for Resourceful BuildingTechnology (CRBT). The CBRT is a non-profit corporation dedicated to promoting

Appendix F


Appendix F - 7

environmentally responsible practices in construction. Its mission is to serve as both catalyst andfacilitator in encouraging building technologies which realize a sustainable and efficient use ofresources. Through research, education, and demonstration, CRBT promotes resource efficiencyin building design, materials selection and construction practices. The site contains pages oncurrent research, education, and demonstration projects; and related publications and links.Moderately Useful

www.rbme.com - This is the homepage for the Reusable Building Materials Exchange (RBME).RBME is a convenient way to easily exchange small or large quantities of used or surplusbuilding materials for participating counties in WA. The site uses the International MaterialExchange (IMEX). Slightly Useful

www.greenguide.com - This is the homepage for the “Green Building Resource Guide.” TheGuide is a database of over 600 green building materials and products selected specifically fortheir usefulness to the design and building professions. The site also provides access to theSalvaged Building Materials Exchange. Highly Useful

www.state.nc.us/TJCOG/cdwaste.htm - This is the Construction and Demolition waste programspage of the Triangle J Council of Governments (TJCOG) homepage. The Triangle J Council ofGovernments is a voluntary organization of municipal and county governments in NorthCarolina's Region J (Chatham, Durham, Johnston, Lee, Orange and Wake counties). Theorganization works to meet the region's needs in a wide range of areas including support toenvironmental protection programs. TJCOG produced “WasteSpec, Model Specifications forConstruction Waste Reduction, Reuse, and Recycling.” WasteSpec is a manual which providesarchitects and engineers with both model specifications and background information addressingwaste reduction, reuse, and recycling before and during construction and demolition. The sitesummarizes WasteSpec and provides the capability of ordering it. Highly Useful

www.enveng.ufl.edu/homepp/townsend/default.htm - This is the Solid and Hazardous Researchand Education page within the homepage for the Department of Environmental EngineeringScience at the University of Florida. The page is provided as a tool to the program's students andas a means of information dissemination. The site lists related courses, provides access topublications covering research projects, and links to related sites. Highly Useful

www.cwc.org - This is the homepage for the Clean Washington Center (CWC). CWC is a not-for-profit organization within the Pacific Northwest Economic Region (PNWER). PNWER is aregional economic development and public policymaking entity based in Seattle. CWC developsmarkets for recycled materials. CWC has worked in partnership with business, industry, and localgovernment to increase the manufacturing capacity for materials recovered from the wastestream. The site provides phone contact for the following services: Business Development,Recycling Technology, Product Marketing, and Policy Research & Analysis. It also providesInternet access to the Chicago Board of Trades Recyclables Exchange. Slightly Useful

www.informinc.org/cdreport.html - This is the homepage for INFORM, Inc., an independentresearch organization that examines the effects of business practices on the environment and onhuman health. The goal of INFORM is to identify ways of doing business that ensureenvironmentally sustainable economic growth. Government, industry, and environmental leaders

Appendix F


Appendix F - 8

around the world use INFORM reports. INFORM publishes its research in books, newsletters,articles, and on the Internet. They have published more than 100 reports on how to avoid unsafeuses of toxic chemicals, protect land and water resources, conserve energy, and safeguard publichealth. Source for “Building for the Future: Strategies to Reduce Construction and DemolitionWaste in Municipal Projects.” Highly Useful

Appendix G

List of Potential Asbestos ContainingBuilding Materials

Appendix G - 1

• Acoustical Plaster• Adhesives• Asphalt Floor Tile• Base Flashing• Blown-in Insulation• Boiler Insulation• Breaching Insulation• Caulking/Putties• Ceiling Tiles and Lay-in Panels• Cement Pipes• Cement Siding• Cement Wallboard• Chalkboards• Construction Mastics/Adhesives• Decorative Plaster• Ductwork• Electric Wiring Insulation• Electric Cloth• Electric Panel Partitions• Elevator Brake Shoes• Elevator Equipment Panels• Fire Blankets• Fire Curtains

• Fire Doors• Fireproofing Materials• Flexible Fabric Connections• Flooring Backing• Heating and Electrical Ducts• High Temperature Gaskets• HVAC Duct Insulation• Joint Compounds• Laboratory gloves• Laboratory Hoods/Table Tops• Packing Materials• Pipe Insulation• Roofing Felt• Roofing Shingles• Spackling Compounds• Spray-Applied Insulation• Taping Compounds (Thermal)• Textured Paints/Coatings• Thermal Paper Products• Vinyl Floor Tile• Vinyl Sheet Flooring Cooling Towers• Vinyl Wall Coverings• Wallboard

Appendix H

Part 1 - WasteSpec References forManaging Hazardous Waste

Appendix H-1

• In specification DIVISION 1, GENERAL REQUIREMENTS, these sections include thefollowing [notes] or “language” to specifiers:

• SECTION 01010, SUMMARY OF WORK, PART 1 – GENERAL, CUTTING ANDPATCHING, [This is an appropriate location for additional language pertaining toenvironmental issues beyond the scope of WasteSpec, such as requirements to provideenvironmentally benign, non-hazardous, or recycled content materials for…]

• SECTION 01060, REGULATORY REQUIREMENTS, [Incorporate…any statutes,ordinances, or regulations relevant to … waste reduction…]

• SECTIONS 01300, SUBMITTALS and 01630, SUBSTITUTIONS, PART 1 –GENERAL, [This is an appropriate location for additional language pertaining toenvironmental issues beyond the scope of WasteSpec, such as requests for MaterialSafety Data Sheets (MSDS) for alternative environmental products or materials, VolatileOrganic Compounds (VOC) emissions data for proposed materials…]

• SECTIONS 01500, CONSTRUCTION FACILITIES AND TEMPORARY CONTROLSand 01700, CONTRACT CLOSE-OUT, PART 1 – GENERAL, CLEANING and FINALCLEANING, “Cleaning materials. Use cleaning materials that are non-hazardous.”

• Specification DIVISION 2, SITEWORK, PART 3 – EXECUTION, includes the followinglanguage and note in SECTION 02282, TERMITE CONTROL, ENVIRONMENTALCONSIDERATIONS, “Use the least toxic treatment methods and materials for rodent,termite and vegetation control, including, but not limited to, installation of physical controls”and, [This is an appropriate location for additional language pertaining to environmentalissues beyond the scope of WasteSpec, such as requirements for non-chemical termite controlusing an anti-termite sand barrier…]

• Specification DIVISIONS 2 through 10 and 13 through 16 all include applicable portions ofthe following language under PART 3 - EXECUTION, WASTE MANAGEMENT: “Use theleast toxic [EDIT TO SUIT SECTION] lubricants, cleaners, sealants, adhesives, primers,sealers and finishes necessary to comply with the requirements of this section”.

• Specification DIVISIONS 6, WOOD AND PLASTICS, PART 3 - EXECUTION includes thefollowing language under SECTION 06400, ARCHITECTURAL WOODWORK,ENVIRONMENTAL CONSIDERATIONS: “All substrate materials to be manufacturedwithout the use of urea formaldehyde additives or permanently sealed to prevent outgassing”.

• Specification DIVISIONS 7, 9 through 12 and 14 through 16 all include applicable portionsof the following language under PART 2 – PRODUCTS, ENVIRONMENTALCONSIDERATIONS: “In the selection of products and materials of this section preferencewill be given to those with the following characteristics [EDIT TO SUIT SECTION ANDPROJECT]: water based, water soluble, water clean-up, non-flammable, biodegradable, lowVOC content, coatings and fluids with low VOC content, manufactured without compoundswhich contribute to ozone depletion in the upper atmosphere, manufactured withoutcompounds which contribute to smog in the lower atmosphere, does not contain methylene

Appendix H

Part 1 - WasteSpec References forManaging Hazardous Waste

Appendix H-2

chloride, does not contain chlorinated hydrocarbons, does not contain or generate hazardousor toxic waste, factory applied coatings”.

• Specification DIVISION 7, THERMAL AND MOISTURE PROTECTION includes thefollowing language for specifiers:

• SECTION 07100, WATERPROFFING, “Where choices exist, preference is to be givento coatings which are water based and require water clean-up.”

• SECTION 07200, INSULATION, “A. The use of insulation products manufactured withCFCs as blowing agents is prohibited. B. Where choices exist in the provision of glassfiber insulation, preference is to be given to the following characteristics [EDIT TO SUITPROJECT]: low or no formaldehyde emissions…”

Appendix H

Part 2 - WasteSpec References forConstruction Waste Management

Appendix H-3

SECTION 01505

CONSTRUCTION WASTE MANAGEMENT

THIS SECTION HAS BEEN INTRODUCED TO DEAL SPECIFICALLY WITHCONSTRUCTION AND DEMOLITION WASTE MANAGEMENT.

DEPENDING ON THE SIZE AND COMPLEXITY OF THE PROJECT, YOU MAYINCORPORATE ALL CONSTRUCTION AND DEMOLITION WASTE MANAGEMENTINFORMATION AND REQUIREMENTS INTO A SINGLE, STAND ALONE SECTION,SECTION 01505 - CONSTRUCTION WASTE MANAGEMENT,

**OR**

YOU MAY DISTRIBUTE CONSTRUCTION AND DEMOLITION WASTE MANAGEMENTINFORMATION AND REQUIREMENTS THROUGHOUT RELATED DOCUMENTS ANDSECTIONS OF THE PROJECT MANUAL FOLLOWING THE EXAMPLE USED IN THISWASTESPEC. LIST ALL RELATED SECTIONS.

IF YOU SPECIFIED THE USE OF AN ALTERNATE IN SECTION 01031 IN ORDER TOOBTAIN COST INFORMATION RELATED TO JOB SITE RECYCLING, YOU MAYDELETE REQUIREMENTS IN THIS SECTION FOR THE CONTRACTOR TO DEVELOP ADRAFT WASTE MANAGEMENT PLAN. IF YOU DID NOT SPECIFY AN ALTERNATE INORDER TO DETERMINE RECYCLING COST INFORMATION, THE DRAFT WASTEMANAGEMENT PLAN OUTLINED IN THIS SECTION SHOULD BE USED TO ESTIMATETHE COST OF RECYCLING.

EDIT TO SUIT PROJECT AND LOCATION. DELETE OR EDIT REFERENCES TO WASTEDISPOSAL IN OTHER SECTIONS THAT CONFLICT WITH THE PROVISIONS OF THISSECTION.

PART 1 - GENERAL

REQUIREMENTS INCLUDED IN THIS SECTION

[EDIT LIST BELOW TO SUIT PROJECT.]

A. Waste Management Goals.B. Waste Management Plan.C. Management Plan Implementation.D. Special Programs.

RELATED SECTIONS

[EDIT LIST BELOW TO SUIT PROJECT.]

Appendix H


Appendix H-4

A. Document 00120-Supplementary Instructions to Bidders-Resource Efficiency.

B. Document 00800 - Supplementary General Conditions.C. Section 01010 - Summary of the Work.D. Section 01030 - Alternates, or

Section 01031 - Waste Management / Recycling Alternates.

E. Section 01060 - Regulatory Requirements.F. Section 01094 - Definitions.G. Section 01200 - Project Meetings.H. Section 01300 - Submittals.I. Section 01400 - Quality Control.J. Section 01500 - Construction Facilities and

Temporary Controls.K. Section 01505 - Construction Waste Management.L. Section 01600 - Materials and Equipment.M. Section 01630 - Substitutions.N. Section 01700 - Contract Close-out.

WASTE MANAGEMENT GOALS

A. The Owner has established that this Project shallgenerate the least amount of waste possible andthat processes that ensure the generation of aslittle waste as possible due to error, poorplanning, breakage, mishandling, contamination, orother factors shall be employed.

B. Of the inevitable waste that is generated, as manyof the waste materials as economically feasibleshall be reused, salvaged, or recycled. Wastedisposal in landfills shall be minimized. [REFERTO SECTION 01094 - DEFINITIONS FOR TERMS USED INTHIS SECTION.] [FOR PURPOSES OF THIS SECTION, THEFOLLOWING DEFINITIONS APPLY: REUSE, SALVAGE,RECYCLE, RETURN.]

[EDIT STATEMENTS ABOVE ACCORDINGTO WHETHER THIS SECTION (01505) IS INTEGRATED INTOTHE SPECIFICATION OR WHETHER IT IS USED AS ASTAND-ALONE SECTION.

C. With regard to these goals the Contractor shalldevelop, for the Architect’s review, a WasteManagement Plan for this Project.

WASTE MANAGEMENT PLAN

A. Draft Waste Management Plan: Within [SPECIFY TIMEFRAME] [10 CALENDAR DAYS] after receipt of Noticeof Award of Bid, or prior to any waste removal,

Appendix H


Appendix H-5

whichever occurs sooner, the Contractor shallsubmit to the Owner and Architect a Draft WasteManagement Plan.

[SEE APPENDIX D FOR A SAMPLEWASTE MANAGEMENT PLAN WHICH CAN BE APPENDED TOPROJECT SPECIFICATIONS.]

The Draft Plan shall contain the following:

1. Analysis of the proposed jobsite waste to begenerated, including types and quantities.

2. Landfill options: The name of the landfill(s)where trash will be disposed of, theapplicable landfill tipping fee(s), and theprojected cost of disposing of all Projectwaste in the landfill(s).

3. Alternatives to Landfilling: A list of eachmaterial proposed to be salvaged, reused, orrecycled during the course of the Project, theproposed local market for each material, andthe estimated net cost savings or additionalcosts resulting from separating and recycling(versus landfilling) each material. “Net”means that the following have been subtractedfrom the cost of separating and recycling:(a) revenue from the sale of recycled orsalvaged materials and(b) landfill tipping fees saved due todiversion of materials from the landfill. Thelist of these materials is to include, atminimum, the following materials:

[LIST BELOW MATERIALS APPLICABLE TO PROJECTAND LOCATION. THE LIST OF MATERIALS SHOULDINCLUDE AT MINIMUM THE MATERIALS LISTED IN (a) THROUGH (i) BELOW. ADD OTHER MATERIALS RELEVANT TO LOCAL AREA. EXAMPLES MAY INCLUDE DRYWALL; PLASTIC BUCKETS; CARPET AND CARPET PAD TRIM; PAINT; ASPHALT ROOFING SHINGLES; VINYL SIDING; PLASTIC SHEETING; AND RIGID FOAMINSULATION.]

a. Cardboard.b. Clean dimensional wood.c. Beverage containers.d. Land clearing debris.e. Concrete.f. Bricks.g. Concrete Masonry Units (CMU).

Appendix H


Appendix H-6

h. Asphalt.i. Metals from banding, stud trim, ductwork,piping, rebar, roofing, other trim, steel,iron, galvanized sheet steel, stainlesssteel, aluminum, copper, zinc, lead, brass,and bronze.

B. Resources for Development of Waste Management Plan: The following sources may be useful in developingthe Draft Waste Management Plan:

[EDIT LIST OF RECYCLING RESOURCES BELOW TO SUIT PROJECT. REFER TO APPENDICES A, B, C, AND D OF THIS WASTESPEC FOR RESOURCES YOU CAN USE TO DEVELOPRECYCLING WORKSHEETS AND LIST OF LOCAL MARKETSSPECIFIC TO YOUR PROJECT.]

1. Recycling Haulers and Markets: [APPENDIX_____] [THE ATTACHED LIST] contains localhaulers and markets for recyclable materials.This list is provided for information only andis not necessarily comprehensive; otherhaulers and markets are acceptable. For moreinformation, contact the [STATE] [COUNTY][RECYCLING DEPARTMENT] [LISTED INAPPENDIX _____] [AT PHONE NUMBER _________.]

2. Recycling Economics Information: [APPENDIX___] [THE ATTACHED FORMS] contain informationthat may be useful in estimating the costs orsavings or recycling options.

C. Final Waste Management Plan: Once the Owner hasdetermined which of the recycling options addressedin the draft Waste Management Plan areacceptable, the Contractor shall submit, within[SPECIFY TIME FRAME] [10 CALENDAR DAYS] a FinalWaste Management Plan.

[SEE APPENDIX D FOR A SAMPLE WASTE MANAGEMENT PLANWHICH CAN BE APPENDED TO PROJECT SPECIFICATIONS.]

The Final Waste Management Plan shall contain thefollowing:

1. Analysis of the proposed jobsite waste to begenerated, including types and quantities.

2. Landfill options: The name of the landfill(s)where trash will be disposed of, theapplicable landfill tipping fee(s), and theprojected cost of disposing of all Project

Appendix H


Appendix H-7

waste in the landfill(s).

3. Alternatives to Landfilling: A list of thewaste materials from the Project that will beseparated for reuse, salvage, or recycling.

4. Meetings: A description of the regularmeetings to be held to address wastemanagement. Refer to Section 01200 - ProjectMeetings.

5. Materials Handling Procedures: A descriptionof the means by which any waste materialsidentified in item (3) above will be protectedfrom contamination, and a description of themeans to be employed in recycling the abovematerials consistent with requirements foracceptance by designated facilities.

6. Transportation: A description of the means oftransportation of the recyclable materials(whether materials will be site-separated andself-hauled to designated centers, or whethermixed materials will be collected by a waste hauler and removed from the site) anddestination of materials.

WASTE MANAGEMENT PLAN IMPLEMENTATION

A. Manager: The Contractor shall designate an on-siteparty (or parties) responsible for instructingworkers and overseeing and documentingresults of the Waste Management Plan for theProject.

[DEPENDING ON THE SIZE AND COMPLEXITY OF THEPROJECT, YOU MAY EITHER DESIGNATE A FULL TIMECONSTRUCTION WASTE MANAGER OR ASSIGN RESPONSIBILITYTO THE JOB SUPERVISOR OR APPROPRIATE PERSONNEL.]

B. Distribution: The Contractor shall distributecopies of the Waste Management Plan to the Job SiteForeman, each Subcontractor, the Owner, and the Architect.

C. Instruction: The Contractor shall provide on-siteinstruction of appropriate separation, handling,and recycling, salvage, reuse, and returnmethods to be used by all parties at theappropriate stages of the Project.

D. Separation facilities: The Contractor shall lay

Appendix H


Appendix H-8

out and label a specific area to facilitateseparation of materials for potential recycling,salvage, reuse, and return. Recycling and wastebin areas are to be kept neat and cleanand clearly marked in order to avoid contaminationof materials.

E. Hazardous wastes: Hazardous wastes shall beseparated, stored, and disposed of according tolocal regulations.

F. Application for Progress Payments: The Contractorshall submit with each Application for ProgressPayment a Summary of Waste Generated by theProject. Failure to submit this information shallrender the Application for Payment incomplete andshall delay Progress Payment. The Summary shall besubmitted on a form acceptable to the Owner[SEE APPENDIX ____] and shall contain the followinginformation:

1. The amount (in tons or cubic yards) ofmaterial landfilled from the Project, theidentity of the landfill, the total amount oftipping fees paid at the landfill, and thetotal disposal cost. Include manifests, weighttickets, receipt, and invoices.

2. For each material recycled, reused, orsalvaged from the Project, the amount (in tonsor cubic yards), the date removed from thejobsite, the receiving party, thetransportation cost, the amount of anymoney paid or received for the recycled or salvaged material, and the net total cost orsavings of salvage or recycling each material.Attach manifests, weight tickets, receipts,and invoices.

SPECIAL PROGRAMS

A. The Contractor shall be responsible for finalimplementation of programs involving tax credits orrebates or similar incentives relatedto recycling, if applicable to the Project.Revenues or other savings obtained for recycling orreturns shall accrue to the [CONTRACTOR] [OWNER].

1. Applicable programs are the following:

[LIST APPLICABLE PROGRAMS HERE.]

Appendix H


Appendix H-9

2. The Contractor is responsible for obtaininginformation packets relevant to all of theabove-listed programs prior to starting workon the Project.

3. The Contractor shall document work methods,recycled materials,[LIST OTHER] that qualifyfor tax credits, rebates, and othersavings under each of the above-listedprograms.

PART 2 PRODUCTS Not Used.

PART 3 EXECUTION Not Used.

END OF SECTION

Appendix I

Part 1 – Sample C&D Waste Management Strategy

Appendix I-1

INSTALLATION C&D WASTE MANAGEMENT STRATEGY

The government employees and residents of installation are committed to sustaining an economicmission, healthy environment and vibrant economy. Consistent with this commitment, there hasbeen a fundamental shift in the way we view C&D waste. The Air Force has promulgated a wastediversion policy that recognizes C&D waste is a resource that can save costs, generate revenuesand create jobs through cost effective and environmentally responsible management. The AirForce measure of merit for diverting non-hazardous solid waste is 40% by FY 2004.

The installation is committed to achieving an overall objective of 50% C&D waste diversion bythe year 200X. In order to achieve this goal, the Installation has developed a forward-lookingstrategy. The achievement of the strategic objective and goals will be monitored and assessed atthe periodic Environmental Safety and Occupational Health Committee meetings.

The C&D Waste Resource Management Strategy for installation includes the following goals:

o Require all contractors to analyze C&D waste diversion potential and submit C&D WasteManagement Plans for specific projects. This includes installation and family housingmaintenance contractors.

o Require all project designs to use a model specification like WasteSpec for reducing,reusing and recycling C&D waste.

o Exploit existing markets for diverting wood, concrete, metals, reusable architecturalbuilding components and drywall and identify new unused diversion markets for futureuse.

o Monitor the successful implementation of Affirmative Procurement.

o Require all in-house construction work forces to prepare and implement generic C&Dwaste management plans. This includes the installation Self-Help and family housing U-Fix-It Stores.

o Identify and use partnerships to maximize additional C&D waste diversion resources.

o Conduct one pilot project for deconstruction and compare it with conventional demolitionfor costs, revenues and time.

The C&D Waste Resource Management Strategy for the installation will include these benefits:

o Sustained mission through lower operating expenses for waste disposal.

o Reduced contract and in-house costs from material salvage, reuse and recycling.

o Extended landfill life.

o Sustained natural resources through reduced material and energy consumption.

Appendix I

Part 2 – Sample C&D Waste Management Plan

Appendix I-2

Project Title: Northwest Bank Construction Location: Kent, WA

Project Type: Demolition and New Construction

Waste Management Coordinators:

Waste Management Plan Guidelines:

1. This project shall target a C&D waste diversion rate of 75%. Work forces shall generate theleast amount of waste possible by planning and ordering carefully, following all proper storageand handling procedures to reduce broken and damaged materials, and reusing materialswherever possible. Waste materials generated shall be salvaged for donation or resale, orseparated for recycling to the extent that is economically feasible.

2. The Waste Management Chart identifies the waste materials expected to be generated on thisproject, the disposal method for each material, and any handling requirements.

3. Waste diversion activities will be discussed at each safety meeting. Each contractor andsubcontractor will receive this WMP and be provided a tour of the job site. Each subcontractorwill be expected to make sure all work crews comply with the WMP. All containers will beclearly labeled and lists of accepted/unaccepted materials will be posted throughout the site.

Waste Management Chart

Material Qty. Disposal Method Handling ProcedureDemolitionAsphalt from parking lot 100 tons Ground on-site, Reused as Fill

Wood framing 6 tons Recycled- Wood Recycling NW Separate clean wood into“clean wood” dumpsters.

Decorative wood beams 300 bd. ft. Salvaged-Timber Frame Salvaging Remove by hand, store on-site,on pallets for pick up.

Remaining wastes 8 tons Garbage-Sound Disposal

Appendix I

Part 2 – Sample C&D Waste Management Plan

Appendix I-3

Material Qty. Disposal Method Handling ProcedureNew ConstructionConcrete 2 tons Recycled-Puget Sound Concrete Break up any wastes or mistakes

and put in “concrete” dumpster.Rebar OK.

Forming boards Reuse as many times as possible,then recycled-Wood Recycling NW

Stack next to supply of new formboards for reuse. Recycle cleanunusable forms in “clean wood”recycling dumpsters.

Clean wood scrap 12 tons Scraps reused for form work, fire-breaksetc. Recycled-Wood RecyclingNW

Stack reusable pieces next todumpster for reuse. Separateunusable clean wood into “cleanwood” recycling dumpsters.

Scrap metal 5 tons Recycled-Seattle Metals Deposit all metals in “metal”Dumpster.

Drywall 10 tons Subcontractor will recycle and submitreports to waste coordinator

Either provide container or collectin vehicle for recycling.

Electric/plumbing sub-contractors’ metal andother recyclables

Subcontractor will recycle and submitreports to waste coordinator

Either provide container or collectin vehicle for recycling.

All other waste 14 tons Garbage-Sound Disposal Dispose in “trash” dumpster.

Appendix J

Bibliography

Appendix J-1

Minnesota Office of Environmental Assistance, “Construction Materials Recycling Guidebook,”Educational Clearinghouse, St. Paul, MN, 1993.

Center for Resourceful Building Technology, “Reducing Construction and Demolition Waste,”National Center for Appropriate Technology, Missoula, MT, 1995.

Mumma, Tracy, “Cost-Effective Demolition Waste Management,” Good Cents Magazine (Summer),1998.

O’brien & Associates and Palermini & Associates, “Residential Remodeling Waste ReductionDemonstration Project,” Metro, Portland, OR, June 1993.

Palermini & Associates, “Construction Industry Recycling Project,” Metro, Portland, OR, July, 30,1993.

McGregor, Mark, Howard Washburn and Debbi Palermini, “FINAL REPORT-Characterization ofConstruction Site Waste,” Metro, Portland, OR, July, 30, 1993.

Center for Economic Conversion, Materials for the Future Foundation and National EconomicDevelopment and Law Center, “Building Deconstruction on Closing Military Bases,” The East BayConversion and Reinvestment Commission, Oakland, CA, 1997.

Geller, Lisa, Joan Holtzman and Chris Thomas, “Case Study of the Naval Air Station AlamedaDeconstruction Project,” The East Bay Conversion and Reinvestment Commission, Oakland, CA,1999.

U.S. Air Force Academy, “Draft Final – Environmental Quality Contractor Evaluation checklists,”April 1997.

CH2MHill, “Final Draft – Environmental Contract Specification Guidebook,” U.S. Air ForceAcademy, April 1997.

Pohlman, Teresa R., HQ USAF/ILEV Memorandum for ALMAJCOM/CEV, “Non-Hazardous SolidWaste Diversion Rate Measure of Merit (MoM), Pentagon, Washington DC, Jan 26, 1999.

Goddard, Jim, “Waste Reduction Specifications,” Construction Specifications Institute TechnicalMeeting - September 15, 1993, Metro, Portland, OR, 1993.

Pierquet, Patrick L. and Patrick H. Huelman, “Improving Your Bottom Line with Construction WasteManagement,” Minnesota Office of Environmental Assistance, 1996.

U.S. Environmental Protection Agency, Federal Register Part II Environmental Protection Agency,“Management and Disposal of Lead-Based Paint Debris: Proposed Rule,” and “TemporarySuspension of Toxicity Characteristic Rule for Specified Lead-Based Paint Debris; Proposed Rule,”December 18, 1998.

Kincaid, Judith E., Cheryl Walker and Greg Flynn, “WasteSpec-Model Specifications forConstruction Waste Reduction, Reuse and Recycling,” Triangle J Council of Governments, ResearchTriangle Park, NC, 1995.

Appendix J

Bibliography

Appendix J-2

Lehman, Carl, PRO-ACT Letter to Mr. Ken Kinjo, “PRO-ACT Technical Inquiry #19871 – LBP &ACBM in Building Demolition,” HQ AFCEE, Brooks AFB, TX, April 28, 1999.

PRO-ACT Fact Sheet, “Lead-Based Paint, Technical Inquiry #16487,” HQ AFCEE, Brooks AFB, TX,January 1998.

PRO-ACT Fact Sheet, Untitled Technical Inquiry #19430 on Lead-Based Paint, HQ AFCEE, BrooksAFB, TX, April 1, 1999.

Department of the Air Force, DRAFT Air Force Instruction 32-1041, “Facility Lead-Based PaintHazard Management,” Pentagon, Washington DC, 1999.

Department of the Air Force, HQ USAF/ILEV Memorandum for ALMAJCOM/CEV et al, “Policyand Guidance on Lead-Based Paint (LBP) Final Disclosure Rule, Pentagon, Washington DC, August19, 1996.

Department of the Air Force, DRAFT Air Force Manual 32-1141, “Lead-Based Paint Processes andPractices,” HQ AFCESA, Tyndall AFB, FL, July 15,1998.

Business and Industry Recycling Venture and King County Solid Waste Division, “Contractors’Guide to Preventing Waste and Recycling-1998/99,” Seattle, WA, January 1999.

Department of the Air Force, DRAFT Air Force Instruction 32-7042, “Waste Management,”Pentagon, Washington DC, February 1, 1999.

Metro, Job Site Recycling Fact Sheets [Case Studies], Call Metro Recycling Information at 1-206-234-3000, or visit www.multnomah.lib.or.us/metro/rem/rwp/constrcy.html, Portland, OR, undated.

Triangle J Council of Governments (TJCOG), Case Studies #1-#10, Comes with WasteSpec, or callTJCOG at 1-919-549-0551, or visit www.state.nc.us/TJCOG/cdwaste.htm, Research Triangle Park,NC, undated.

Metro, “Generator Waste Analysis for the Building Industry,” Portland, OR, undated.

Goddard, Jim, “Developing a construction and Demolition Debris Recycling System for DisasterDebris Management,” Metro, January 1994.

Goddard, Jim, “Promoting Building Industry Recycling: A How-To Guide,” Resource, Recycling,December 1995.

Metropolitan Service District, “Implementation of the Construction/Demolition and Land ClearingDebris Recovery System,” Portland, OR, July 1991.

Metro, “A List of Recycled Building and Construction Product Directories,” Metro Regional Services,Portland, OR, June 1998.

Fishbein, Bette K., “Building for the Future: Strategies to Reduce Construction and Demolition Wastein Municipal Projects,” www.informinc.org/cdreport.html, INFORM Inc., NY June 1998.

Appendix J

Bibliography

Appendix J-3

Metro, “Construction Site Recycling,” www.multnomah.lib.or.us/metro/rem/rwp/constrcy.html, 1-5,Portland, OR, undated.

PRO-ACT Fact Sheet, “Asbestos, Technical Inquiry #19400,” HQ AFCEE, Brooks AFB, TX, March1999.

PRO-ACT Fact Sheet, “Management of PCB Demolition Debris, Technical Inquiry #19430,” HQAFCEE, Brooks AFB, TX, January 1999.

Lawrence Livermore National Laboratory, “Guidelines for Polychlorinated Biphenyls,”www.llnl.gov/es_and_h/guidelines/pcb/pcb.html#RTFToC2 , Livermore, CA, Undated.

Flynn, Leonard T. and Cindy F. Kleiman, “Public Health concerns About EnvironmentalPolychlorinated Biphenyls (PCBs),” www.acsh.org/publications/reposts/pcupdate2.html, AmericanCouncil on Science and Health, Academic Press, 1997.

U.S. Environmental Protection Agency, “Background Information and Health Effects [PCBs],”www.epa.gov/opptintr/pcb/, Office of Pollution Prevention and Toxics, Undated.

National Medical Services, “Test Information Sheet Polychlorinated Biphenyls (PCBs) Test Code:3370,” http://mail.odsnet.com/TRIFacts/92.html, May 1989.

Department of the Air Force, “Handbook on the 1998 Amended PCB Disposal Regulations,”Unknown Publishing Source, Undated.

Hoyt, J. J., “DRAFT Demolition Waste Management Guide,” Command Naval Base, Norfolk, VA,Undated.

Leroux, Kivi and Neil Seldman, “Deconstruction: Salvaging Yesterday’s Buildings for Tomorrow’sSustainable Communities,” Institute for Local Self-Reliance, Washington, DC, 1999.

WRITAR, LHB Engineers and Architects and Center for Resourceful Building Technology,“Resource Efficient Building-Reducing Materials Use, Toxicity and Waste in Design,” MinnesotaOffice of Environmental Assistance, St. Paul, MN, March 1995.

Townsend, Timothy G. and Charles Kibert, “The Management and Environmental Impacts ofConstruction and Demolition Waste in Florida,” Florida Center for Solid and Hazardous WasteManagement, Gainesville, FL, June 1998.

Townsend, Timothy G., “Introduction, Overview of Demolition Waste Management and Location ofHazardous Building Components,”www.enveng.ufl.edu/homepp/townsend/Research/DemoHW/Guide/Dmgdintr.htm, Undated.

Townsend, Timothy G., “Removal of Hazardous Building Components from Demolition Waste-AnInformation Sheet for Government Building Officials,”www.enveng.ufl.edu/homepp/townsend/Research/DemoHW/Guide/DHWFSBOF.pdf, Undated.

Townsend, Timothy G., “Removal of Hazardous Building Components from Demolition Waste-AnInformation Sheet for Government Building Officials,”www.enveng.ufl.edu/homepp/townsend/Research/DemoHW/Guide/DHWFSDCT.pdf, Undated.

Appendix J

Bibliography

Appendix J-4

Franklin Associates, “Characterization of Building-Related Construction and Demolition Debris in theUnited States,” U.S. Environmental Protection Agency, Washington DC, June 1998.