The Environmentally Responsible Construction and Renovation Handbook
Chapter 9 - Construction, Renovation and Demolition Waste Management Measures
Construction, renovation, and demolition (CRD) waste is solid, non-hazardous material generated during construction, demolition, and/or renovation projects. Since Environment Canada (EC) and Public Works and Government Services Canada (PWGSC) Real Property Services (RPS) are involved in few new construction projects, most CRD wastes are generated during demolition, and particularly, renovation, recapitalization and fit-up projects.
The following two goals have been established by PWGSC with respect to CRD solid waste management:
- Incorporate, by March 31, 2000, construction solid waste diversion practices into the Real Property Service Project Delivery System and implement these practices for all future construction, renovation and demolition projects as applicable.
- Develop in concert with the Canadian Construction Association by March 31, 2000, construction industry best practices for solid waste management to disseminate these practices throughout the industry.
RPS has included CRD waste management sections in their revised Request for Proposal (RFP) and Project Management Practice Standard. The CRD waste management section includes the requirement of the contractor to conduct a waste audit and to prepare a solid waste reduction workplan. The revised RFP and Standard is being used in various regions as the Branch's generic document for project management. It is an editable document and Project Managers are expected to use their judgement when applying it to their projects. It is expected that the waste management requirements will be implemented on every project where it is feasible, and in Ontario where it is mandatory.
RPS has been actively involved in the development of pilot programs, protocols and standards with regards to economically diverting wastes from CRD activities. The measures required for GOP have been taken from existing practices and protocols that have been developed and implemented by RPS, with minor modifications for EC.
In most cases work carried out on behalf of PWGSC will be contracted to a third party, and will not be carried out by PWGSC forces directly. For this reason, the Project Manager will need to liaise closely with the contractor during the project and also include options in the bid package, in order to assess the economic viability of some of the measures recommended.
For most federal government projects, project managers use the National Master Specification (NMS) as a resource tool for writing construction, renovation and demolition specifications. Developed jointly by the public and private sector, the NMS is recognized by the Canadian construction industry as the leading construction specification tool. The NMS is a comprehensive library of construction specifications written in contract specification format. The level of detail and complexity allows for maximum protection against duplication and errors, while minimizing the chances of misunderstandings, and liability in the delivery of construction contracts. The NMS is currently being revised to incorporate environmental consideration into all aspects of PWGSC projects.
The following measures must be implemented to meet the GOBP requirements:
- Require waste diversion be a key consideration is all construction, renovation/retrofit and demolition projects where the floor area involved is greater than 2,000 m²;
- Waste audits and waste diversion workplans be contractually required of prime contractor;
- All wastes and building materials that can economically be diverted through deconstruction, reuse and recycling practices will be identified and implemented through the workplan;
- The diversion activities will be monitored by RPS project managers.
9.1 Cost Benefit Analysis
The availability and costs of waste haulage, landfilling, reuse, recycling and refurbishing, and other waste handling alternatives varies from region to region across Canada. Accordingly, the economic costs and benefits of implementing recycling and other waste diversion initiatives for CRD waste will vary from region to region as well. A methodology for conducting a preliminary estimate of the cost effectiveness of a CRD waste diversion program is presented in this section. However, because the Project Manager will depend on the cooperation of the contractor to develop some of this information, it will be an iterative process to identify the most economically viable approach to managing CRD waste. Table 2.1 provides a sample cost benefit analysis worksheet for CRD waste diversion.
Data Collection: Determine the following:
- the cost of the current waste management practices;
- the cost of implementing a CRD waste diversion program; and
- the savings and benefits resulting from a recycling, reuse, and waste reduction programs.
Comparison of Expenditures and Savings: Once all the relevant information is collected and entered in the worksheet, the totals for each category must be summed and compared. If the total cost of the waste management program including deconstruction, reuse, and recycling, is less than the total savings, then recycling and other waste reduction programs would be cost effective and should be further investigated.
Further Analysis or Continue with Solid Waste Management Program: If the cost benefit analysis showed that either recycling or other waste reduction programs are feasible, then a more detailed waste management audit and workplan are recommended.
*The following sections describe the activities involved in more detail.
Step 1 - Complete Waste Audit
A waste audit should be carried out by the Project Manager or contractor, to identify the types and quantities of waste materials that will be produced during the project. The audit process includes assembling and reviewing background information, site visits to identify material types and to quantify and inventory materials that will be generated. The audit should identify any reusable fixtures or materials These items should be inventoried and included in the waste audit summary information.
A sample waste audit form is available from the PWGSC Project Manager or from Craig Boyle, 613-956-1553 or craig.boyle@pwgsc-tpsgc.gc.ca
Step 2 - Develop Waste Diversion Workplan
The waste diversion workplan is a plan of action that is based on the findings from the audit. The purpose of the workplan is to identify opportunities and actions that will divert materials from disposal. The focus of the workplan should be on identifying reuse opportunities first, recycling opportunities second and finally disposal options if required. The workplan should include:
- a list of materials identified for reuse from the waste audit and potential diversion options and a summary of the weight and volume of materials that can be diverted to reuse;
- a list of materials identified as recyclable and potential diversion options for each of these materials including a description of the market outlet should include name, location, contacts, type of operation and a summary of the weight and volume of materials that can be diverted to recycling;
- anticipated costs associated with handling and storage on-site (e.g. bin rental costs), transportation costs (delivery to market or disposal outlet), tipping fees and potential revenues from the sales of materials
Reuse
Reuse initiatives should be given the highest priority, as optimization of reuse provides the most efficient use of natural resources and frequently yields the greatest economic benefit. Proper planning before commencement of the project will facilitate the identification of reuse options.
Reuse of CRD wastes and building materials can include a range of activities available to the project proponents and contractors such as:
- Reuse materials on-site in rebuild stage of the project (e.g. doors, raised flooring, demountable drywall partions, using masonry as backfill).
- Separate and reuse materials for another off-site project (e.g. cabinetry, acoustical tiles, doors etc.).
- Ensure that Crown Assets removes all materials identified in their report. Crown Assets (part of PWGSC) is responsible for the sale of surplus assets for the Federal Government including moveable equipment and materials. Crown Assets offers many items for reuse through sales held in each region.
- Separate building materials for donation or sale to used building materials centre for resale (e.g. acoustical tiles and suspended tracking system are sold to reuse centre who then sell them to contractors renovating a local business). Used building material centres are found in most major cities across Canada. The Used Building Material Association (UBMA), which has a listing of its members across the county, can be contacted at 877-221-8262.
- Many demolition contractors and some building contractors operate their own salvage or reuse operations for reusable materials that are generated from projects. Check local yellow pages or local recycling coordinators for names of demolition salvage yards in the community.
- Careful removal and handling of reusable building materials and equipment typically require additional labour time than would traditional "tear out" and removal retrofits. The additional project time and impact on labour costs needs to be outlined and included in the diversion workplan.
Recycling
The waste diversion workplan should identify materials for which local recycling options exist. When contacting and identifying potential recyclers, it is important to itemize the following:
- the type and condition of the materials to be diverted;
- the volume and weight of the materials;
- on site storage and handling limitations; and
- the expected construction, renovation and demolition schedule.
Recycling markets for CRD wastes typically fall into one of two categories: single material outlets or full-service or mixed recycling outlets.
Single material outlets accept a single or limited range of materials that require source separation on the job site. Source separation on the job site improves the quality of material to be sent to a recycling operation. However, source separation requires extra storage and removal bin, plus greater awareness on the part of job site workers. Typical examples of single material recycling outlets include:
- scrap metal companies,
- wood waste recycling;
- drywall recycling
- concrete/aggregate companies
In some regions of the country, mixed CRD waste recycling operations are developing. These outlets typically allow building contractors to place mixed CRD wastes in a single waste collection bin, thereby reducing space requirements on-site. The mixed wastes are then transported to a processing or transfer facility where some level of separation and recycling takes place. The level of diversion in these types of operations tend to be lower due to contamination and breakage. These operations also typically charge tipping or processing fees for providing this type of service.
The waste diversion workplan goals should be reflected in any agreement with a haulage firm. The agreement should specify the list of materials that are to be recycled, a price schedule, pickup requirements, and documentation of recycling.
Hazardous Wastes
By definition, CRD wastes do not include hazardous materials. However, materials that are hazardous or that contain hazardous materials can be present in CRD wastes. These include the following:
- fluorescent light tubes that contain mercury vapour;
- paints that contain lead;
- fluorescent light ballasts containing PCB's;
- lead sound barriers;
- ceiling tiles with asbestos fibres; and
- air conditioning units with ozone depleting substances.
These materials require special handling which is described in Public Works and Government Services Canada publication A&ES, Realty and Real Property Interim Joint Operating Procedures, Checklists: Hazardous Materials Management Checklist. Refer to this document for further information.
9.2 Monitoring and Reporting
Each project should include a brief measurement report following completion of the project, documenting the following information:
- a summary of the weight and volume of the materials that were actually generated throughout the project;
- a summary of the weight and volume of the materials that were reused, and recycled;
- a summary of the costs and savings related to the waste management initiatives including labour costs, and shipping and disposal costs and savings;
- a comparison of projected diversion percentages from the rates predicted in the waste audit;
- the condition of the reusable and recyclable materials upon shipping and receiving;
- a summary of problems incurred and potential solutions; and
- a list of recommendations for future projects should be developed and submitted to PWGSC in order to continuously improve the approach to these projects, and ensure that valuable information is shared among interested parties.
The activities will be summarized in the GOP Documentation Report which will be prepared for each building.
9.3 CRD Waste Management Case Studies
There are a number of excellent examples of building projects which have diverted significant amounts of CRD waste from landfill. Some of these are described briefly below.
9.3.1 NRCan - Green Floors Project, Ottawa, Ontario
Project Overview
Natural Resources Canada (NRCan) is committed to the promotion of resource conservation and environmentally sustainable technologies. In keeping with their mandate, the Green Floors Initiative was developed for NRCan's headquarters located at 580 Booth Street in Ottawa. The Department of Public Works and Government Services (PWGSC) owns the building. The Green Floors Project was developed to demonstrate improved energy efficiency and to incorporate the best available lowered environmental impact construction products and processes during demolition and construction of a refit during a space optimization project.
PWGSC had scheduled the 7th and 13th floors of this building for base upgrades and space optimization. The Green Floors Initiative was developed in conjunction with the Facility Management Branch, the Efficiency and Alternative Energy Technology Branch and Forestry Canada at NRCan. The project was implemented through PWGSC, Architecture and Engineering Services. While environmental considerations were prioritized, it was also imperative that the Green Floors Refits be cost effective and maintain the construction schedule. The demolition of the 13th floor was accomplished in February and March of 1995 and served as the blueprint for the 7th floor demolition that was scheduled for January of 1996.
Environmental Achievements
Listed below are the materials that were removed from the site during the demolition. The issues concerning the successful removal of each material and the diversion destinations are also outlined.
Procedures
- The glass fiber ceiling tiles were carefully removed to facilitate reuse. The level of care that was used in the tile removal resulted in over 90% of the tiles being diverted from the waste stream.
Power source poles have a high value and are often salvaged from demolition sites. This product is primarily metal. It was important that these poles were removed carefully to prevent any damage that would limit their reuse.- Demountable partitions were carefully dismantled to maximize reuse.
- Draperies from the building were used to bundle the salvaged insulation materials for delivery to the Ottawa Re-store, a used building materials outlet.
Refurbishable
Draperies and other window coverings are sometimes salvaged from demolition sites by contractors for personal reuse. The Ottawa Re-Store expressed interest in cleaning the drapes and constructing reusable shopping bags from the material.
Reuse
- The glass fiber ceiling tiles that were salvaged during demolition procedures were sent to a used building materials retail outlet for reuse. These tiles are expensive and are therefore often salvaged by contractors as part of normal demolition procedures. There are facilities that will refurbish the tiles for reuse.
- Mineral fiber ceiling tiles are a different type of product and are traditionally sent to landfills. Salvage and resale of over 90% of this material was considered a success.
- Almost all of the power source poles were salvaged for resale.
Careful demolition of the demountable partitions allowed for the sheets of vinyl covered drywall to be sent to the Ottawa Re-Store for resale. Almost 100% of the associated vinyl trim was salvaged. Only 10 - 15% of the vinyl coated drywall was sent to landfill.- Contractors often salvage tracks and blinds. In this situation, arrangements were made by the contractor to ship the blinds to Bernel Blinds for reuse or resale. All of the blinds, tracks and associated hardware was salvaged.
- Insulation can easily be reused on future construction sites. As the contractor was conducting another renovation in the same building, over 30 m2 of insulation was reused. The remaining insulation was bundled into the salvaged draperies and sent for resale.
- Serviceable areas of the carpet were cut into 3m x 6m sections and sent for resale.
- Over 40 doors per floor were stockpiled from this site and sent for resale. The contractor salvaged all of the associated hardware for later use.
Recyclable
- Over 6 m³ per floor, of wiring, conduit and electrical boxes were stockpiled and delivered for recycling.
- All of the metal mechanical ductwork was sent for recycling.
The carpet for the second phase (7th Floor) of the project was diverted through a reclamation initiative offered by Dupont Canada.- Scrap metal has a high financial value and is easily salvaged and recycled. For this reason, contractors often divert metal generated from demolition sites to scrap metal dealers. Metals were diverted for recycling, including reusable steel studs (250 reused on site), metal framing and miscellaneous scrap.
Economic Factors
Of concern to all participants was that the application of green practices would slow down the construction schedule. It was found that the demolition of the 13th floor took 8 person days longer than a standard demolition that was carried out for the 15th floor of the same building, with increased labor costs of $2,000. However, savings that were achieved through reuse and recycling offset all additional costs.
Tipping fees were substantially reduced by the intensive diversion practices. Revenue was generated through the sale of materials that were delivered to Bakermet for recycling. The class "A" estimate for the demolition of the 13th floor was originally $15,600. Following the project, it was determined that the actual costs were less than $8,000. Considering this information, the class "A" estimate for the 7th floor demolition was reduced to $10,000.
The success of this project demonstrated that the application of green demolition procedures can be successfully and economically accomplished when supported through careful planning and facilitation.
9.3.2 The Westgate Annex of the Oakalla Prison Complex, British Columbia
Project Overview
The British Columbia Ministry of the Environment predicts that 60% of the landfill sites in BC will close within the next ten years. In order to expand the expected life of the current landfill sites. The Greater Vancouver Regional District set a waste reduction goal of 50% by the year 2000.
The British Columbia Building Corporation (BCBC) decided that it should show corporate leadership in the area of waste reduction. It is recognized that the burial of construction waste consumes large quantities of limited landfill space and wastes natural resources. Therefore, it was decided to dismantle the Westgate Annex of the Oakalla Prison as a green demolition pilot project. The primary goal of the project was to demonstrate that green demolition was economically feasible and that it was possible to divert demolition waste from landfill through reuse options and recycling facilities.
The main cellblock of the Oakalla Prison had been constructed between 1912 and 1915, other additions had been added to the complex over the next 50 odd years. However, by 1991 the facilities had become outdated and were no longer able to accommodate modern programs. Thus, it was decided to demolish the facility and develop the land into residential housing and green space.
The Westgate Annex of the complex had been constructed between 1963 and 1964. The Annex housed a license plate manufacturing shop, a shoe repair shop, a tailor shop and a warehouse space. The Annex was 24.38m x 45.72m (80ft x150 ft). Exterior walls were constructed of concrete block with columns that had 3m centers. There was a concrete floor, tongue and groove roof decking and laminated fir beam roof joists which had an average measure of 1.82m x 7.31m x 12.19m (6 ft x 24 ft" x 40 ft). The interior walls had been constructed of hemlock and plywood. The windows were covered with 1.27cm (1/2 in) steel bars.
The Westgate Annex was closed in October of 1990. A specialized contractor completed asbestos removal in October of 1991 and the actual demolition commenced November 1 of 1991 and took six weeks to complete.
Environmental Achievements
During the demolition, materials were sorted and stockpiled in a designated area on site. As the demolition progressed "garage sales" were held that permitted the general public and other contractors to purchase materials. Other materials were salvaged and sent directly to available recycling facilities. The following is a detailed description of the disposal options used.
Procedures
- The drywall was manually stripped from the interior walls.
- Lumber was manually stripped to allow for capture of as much material as possible.
- Tar and gravel on the roof were manually removed to allow for effective reuse options.
Reusable
- Salvageable pieces of drywall were sent to the on site garage sale.
- Salvageable pieces of lumber were sold for reuse at the on site garage sale.
- Lighting fixtures, electrical panels and plumbing fixtures were salvaged for reuse and sold at the on-site garage sale.
- A landscaping contractor reused the gravel from the roof.
- The roof decking was manually removed, denailed and reused at a number of different locations for storage sheds.
- The beams were carefully lowered by forklift and were sold for reuse.
- Seventy-five percent of the concrete blocks were dismantled into one-meter sections and were donated to a local boy's club for reuse as a storage shed.
Recyclable
- Any unsold drywall was shipped to local recycling facilities.
- Any unsold lumber was recycled at a local facility. A minimal amount of wood was unsalvageable and was shipped to landfill.
- The heat exchanger was salvaged for the copper contained in the core.
- The remaining twenty-five percent of the concrete blocks was crushed and used for aggregate.
- The concrete slabs were crushed and used for aggregate.
- The building's footing contained a large percentage of wire and could not be used as aggregate, however, they were used as a sub-base for a private road.
Economic Factors
Contractors that had been asked to submit bids for this project had initially been asked for a bid for standard demolition along with a separate bid that would utilize reuse and recycling options. The tender request clearly indicated that the only waste that could be sent to landfill was material that did not have a reuse or recycling option. The successful contractor had submitted a quotation where the "green" demolition price was 35% lower than the standard demolition quotes.
The final analysis of the project indicates that the additional time and revenues received from the sale of the demolished materials offset labour costs incurred during the salvage operations. For a demolition of this type to be successful careful planning is required by both the building owner and the contractor.
Both the building owner and the contractor agreed that a demolition of this type can be cost effective and successful providing markets for salvaged waste materials continues to grow. Further economic benefits can be achieved if a new project is planned for the existing site that will utilize the demolished materials in the new project.
9.3.3 Demolition Project of Argentia, Newfoundland
- Demolition of 7 buildings, as part of the 10 year Remedial Action Plan for the former U.S. Naval Facility in Argentia, Newfoundland.
- Materials included 9,472 m³ of wood, 1600m³ of pipe, 782 kg copper, 574 tonnes scrap metal and 996 m³ concrete
- 95% diverted from landfill
9.3.4 Renovation, Centre Block, Parliamentary Precinct, Ottawa, Ontario
- Renovation of the commissioner area (1000m² ).
- Total budget for the project is $1.2 million.The budget for the waste audit is $20,000.
- Waste Audit identified 37% of waste could be diverted with little or no effort
- 94% of waste diverted if all diversion options implemented
- Amount of waste diverted would equal 170.2 tonnes
9.3.5 Justice Building Renovation and Fit-up, Parliamentary Precinct, Ottawa, Ontario
- Demolition of interior space conducted June 1996 - Feb. 1997
- The renovation of 30,660 m² included removal of all asbestos, complete interior demolition, partial mechanical demolition, and fit-up for future occupancy.
- Estimated waste generated is 1770 tonnes
- 89% diverted from landfill (77% reused, 12% recycled, 11% landfilled)
- Potential disposal cost $118,637. Potential savings of $92,150 in tipping fees.
9.3.6 Renovation of the Federal Building in Winnipeg, Manitoba
- Demolition and renovation of 3rd, 4th, and 5th floors (3,100m²) of the building.
- Total budget of the project is $1.4 million. The waste audit and construction waste management costs are approximately $25,000.
- 96% of the materials diverted (20% reused and 76% recycled; 4% sent to landfill.