2007 Strategic Directives 

This page provides information on the CIWMB's Strategic Directive 6 (SD-6). Each of the seven subdirectives links to further explanation 

including baseline measurement, metrics or performance criteria, annual targets, key activities, and progress on targets. 

Directive

It is a core value of the CIWMB to assist in the development of viable, sustainable markets to divert materials from landfills and 

encourage source reduction and recycling, in accordance with the waste management hierarchy and in support of the California Global 

Warming Solutions Act of 2006. 

Specifically, the CIWMB will: 

1. Reduce the amount of organics in the waste stream by 50 percent by 2020. 

2. Complete and report on Market Assessment Action Plan (MAAP) pilot study by June 30, 2007. (Revised Feb. 2008) 

3. Show a 15 percent increase in Recycling Market Development Zone (RMDZ) loans to companies and markets prioritized in the 

MAAP study. 

4. Seek statutory authority to remove the RMDZ loan cap by 2008. 

5. Annually report to CIWMB Board members on developments in market infrastructure. 

6. Increase environmentally responsible procurement by state agencies by 10 percent per year. 

7. Incorporate green building principles in all applicable California building codes. 

6.1--Reduce the amount of organics in the waste stream by 50 percent by 2020 

This subdirective addresses the largest category of disposed materials. The compostable portion of organic materials constitutes 

approximately 30 percent, or about 15 million tons, of what is disposed. Paper and the woody portion of construction and demolition 

(C&D) debris constitute another 15 or so million tons. Cutting these amounts in half will necessitate developing perhaps 50-100 new 

facilities (or equivalent expansion of existing facilities) that produce compost, biofuels, and/or bioenergy; increased development of 

product standards and increased procurement by private and public entities; and resolution of cross-agency regulatory issues. 

Baseline

The baseline is the number of tons of organic materials disposed annually. 29.7 million tons were disposed in 2006. 

Metrics or Performance Criteria

Tons of organic materials disposed will serve as a metric. 

Annual Targets

Targets by the end of 2007 are to conduct a major stakeholder "summit" to identify key barriers and for the Board to consider new 

initiatives to address those barriers. 

Key Activities

The Board has not engaged stakeholders in a major discussion about organics-related efforts for many years. Before 

proposing new initiatives, staff plans to convene a major "summit" this fall with Board Members and stakeholders to identify 

the most important barriers and most feasible opportunities for diversion. As part of this, identify infrastructure needs (e.g., 

facilities) needed to meet the 2020 goal and evaluate obstacles and solutions to developing necessary infrastructure. 

Staff will continue with ongoing key activities such as the lifecycle assessment and economic analysis on organic materials 

(which will address greenhouse gas emission reduction priorities in combination with diversion), working with Caltrans and 

local governments on increased procurement, developing compost specifications for the agriculture industry, encouraging the 

development of biofuels and bioenergy technologies (see Strategic Directive 9), etc. 

Progress on Targets

An initial Roadmap for SD 6.1 was approved by the Board in December 2007 and a status report and second Roadmap was 

presented to the Board in December 2008. In support of this directive, the Board approved Scopes of Work, contractors, and 

interagency agreements for contracts related to organics materials management, including Organics Life Cycle Assessment; 

Compost Best Management Practices and Benefits; Bioenergy and Biofuels Demonstration Project; Landfill-Based Anaerobic 

Digestion Pilot Project; Compost Cover Methane Reduction Project; Agricultural Specifications; and Caltrans/Local Government 

SD-6: Market Development

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Workshops. 

Additional Achievements 

In June 2008 staff presented eight options identified by stakeholders to the Board that could be undertaken to increase siting and 

capacity. The Committee directed staff to move ahead on all eight options and to further refine what action could be taken by 

CIWMB staff. 

In order to identify regulatory barriers, regulation reviews were scheduled in accordance with SD 8.4. In 2009, reviews will be 

conducted on the following organics areas: alternative daily cover (ADC), food waste composting, land application, farms and 

ranches, and three-part test (see SD 8.4). 

Staff continued its collaboration with the Air Resources Board (ARB), Air Districts and Regional Water Boards on the AB 32 

Scoping Plan (which includes measures on anaerobic digestion and composting) and on regulatory requirements related to 

compost facilities and applications. Staff also continues to work with the San Joaquin Valley Unified Air Pollution Control District 

on its proposed Rule 4566 concerning emissions of volatile organic compounds from greenwaste composting, with Regional 

Water Board 8 on issues concerning Caltrans use of compost, with the State Water Resources Control Board on its development 

of a statewide regulation for greenwaste composting, and other districts and regional boards on similar issues. 

6.2--Complete and report on Market Assessment Action Plan (MAAP) pilot study by June 30, 2007. (Revised 

Feb. 2008) 

Building on experience from the first pilot in Marin County, staff has streamlined the initial MAAP approach in order to obtain more 

relevant data on the flow and quantities of priority materials in a given region, as well as to work with stakeholders on identifying targeted 

opportunities for collaborative projects to enhance regional markets. This type of targeted approach is a primary component of the 

Board's reorganization, particularly in the Local Assistance and Market Development Division. 

Baseline

The baseline is the Marin County MAAP model and modified new approach. 

Metrics or Performance Criteria

Initial metrics include the identification of market barriers and opportunities, and initiation of collaborative projects. Ultimately, the 

performance criteria will increase local program implementation and decrease disposal. 

Annual Targets

Complete the Sacramento MAAP project by late summer 2007 and reach consensus with regional stakeholders on action plans 

for collaborative market development projects. Train new LAMD staff on approach and begin applying to other regions around 

state. 

Key Activities

Meet with regional stakeholders in spring and summer 2007; develop overall analysis of materials flow and market barriers and 

opportunities in region. Draft and finalize action plans for increased diversion and regional markets. 

Progress on Targets

Staff completed the Marin County pilot study in 2007 and the Sacramento assessment project in 2008. Staff continues to work 

with Sacramento County, in collaboration with local stakeholders and the Department of Conservation's Division of Recycling, to 

develop and expand regional markets for organics, construction and demolition (C&D), commercial recyclables, and plastics. This 

includes assessing the potential for a regional compost or anaerobic digestion facility under the auspices of the Sacramento Solid 

Waste Authority (SWA); developing ordinance language by SWA regarding certified mixed C&D facilities and ensuring 

construction debris is directed to sanctioned facilities; working with the “Green Apartment Partnership” to educate apartment 

owners, managers, and tenants and create programs for complex recycling programs; and educating the public about expanded 

efforts by the City of Roseville to collect polystyrene (Styrofoam). 

As part of its efforts to assist local jurisdictions on cooperative, regional activities, staff also initiated a northern California project 

with Fortuna, Ferndale and Rio Dell (and to a lesser degree with the Humboldt Waste Management Authority) to expand curbside 

programs, potentially site a facility for C&D materials, and work with the hauler to become a certified e-waste facility. Staff began 

working with local jurisdictions within Los Angeles County to inform them about the 2013 closure of Puente Hills Sanitary Landfill 

and the need to plan for new markets for greenwaste that is used for Alternative Daily Cover (ADC) at the facility. In Tulare 

County, staff is working with the nine jurisdictions within the Tulare Consolidated Waste Management Authority to develop a 

unified educational and outreach campaign. 

6.3--Show a 15 percent increase in Recycling Market Development Zone (RMDZ) loans to companies and 

markets prioritized in the MAAP study. 

This is oriented towards increasing loans to businesses that use priority materials and that help address market barriers and 

opportunities identified in the MAAP approach and related regional targeting projects. 

Baseline

The baseline is the number of targeted businesses receiving RMDZ loans in 2007. 

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Metrics or Performance Criteria

Number of RMDZ loans made to new targeted businesses will serve as a metric. 

Annual Targets

Revisit this Strategic Directive based on program evaluation. 

Key Activities

This subdirective conflicts in part with subdirective 6.4, i.e., can the number of loans be increased if the loan cap is removed and 

funds are relatively static? Questions also have arisen about how the RMDZ program will function in the new organizational 

structure and about whether sufficient revenues will be available in future years to maintain the fund at current levels. As a result, 

staff plans to conduct an overall program evaluation for Board consideration in late 2007. 

Progress on Targets

Staff initiated the Recycling Market Development Zone (RMDZ) Program Evaluation Project in September 2007 and reported to 

the Board in September 2008. Key findings and direction from the Board included: 

Pursue a statutory change to eliminate or change the sunset date. 

Continue to work with stakeholders and pursue legislation to develop a bifurcated loan cap (i.e., in which a specified 

percentage of available loan funds would be available for loans larger than the current $2 million cap). 

Conduct more research on the “microloan” concept (e.g., small loans or contract resources to start-up for activities such as 

product testing). 

Commence a new Zone Designation Cycle beginning in March 2009. 

Continue to support the Zone Administrator (ZA) training program. 

Work closely with ZAs to develop and implement a statewide marketing and outreach plan. 

Establish a new program to provide ZAs Zone Incentive Funds tied to performance metrics. 

Continue to support the concerted and focused effort to establish and maintain communication between ZAs, zone 

businesses, the Board, and Board program staff. 

Pursuant to this direction, the Board has contracted with California State University at Sacramento to provide the logistical support 

for three times per year training for Zone Administrators and for the administration of Zone Incentive Fund payments to Zone 

Administrators. Program and Office of Public Affairs staff are developing marketing materials that can be used in the Zones, and a 

new Zone designation cycle will be brought to the Board in March 2009 for consideration. 

In September 2008, the Board approved revised RMDZ loan criteria to better reflect Board priority materials and market barriers. 

Four loans were awarded in 2008, totaling more than $5.8 million; three went to businesses producing materials from scrap film 

plastic and the other went to a business that produces crumb rubber from waste tires. 

6.4--Seek statutory authority to remove RMDZ loan cap by 2008. 

Given the capital-intensive nature of processing, recycling, and composting facilities, this subdirective would focus on developing a 

legislative proposal to remove the loan cap if research determines that the cap is a hindrance to applicants obtaining financing for their 

projects. 

Baseline

The baseline is the existing legislative provisions regarding loan cap. 

Metrics or Performance Criteria

Governor-approved legislative proposal by October 2007. 

Annual Targets

Revisit this Strategic Directive based on program evaluation (also see 6.3). 

Key Activities

As noted in 6.3, staff intends to conduct an overall evaluation of the RMDZ loan program. This will include analysis of the impacts 

of removing the cap on the Board's ability to increase the number of RMDZ loans. 

Progress on Targets

See SD 6.3 

6.5--Annually report on developments in market infrastructure. 

To ensure sufficient recyclables will be available for increased diversion and regional markets, adequate collection and processing 

facilities need to be in place. As noted in subdirective 6.1, this will necessitate the development throughout the state of dozens of new or 

expanded facilities. (This in turn is dependent on local siting decisions and ability to finance new facilities; subdirective 8.5 focuses on 

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assisting local decision makers in long-range planning to help develop this diversion infrastructure and ensure that it keeps pace with 

growth and changes in waste sheds.) To assess whether the infrastructure is adequate, board staff annually will verify existing 

infrastructure and make recommendations in an annual status report to the Board. 

Baseline

There is no baseline for this sub-directive 

Metrics or Performance Criteria<br /> The metrics will be the number and capacity of facilities 

Annual Targets

Establish baseline by December 2007 

Key Activities

Define "infrastructure." 

Compile baseline information on material recovery facilities (MRF); recycling, composting, and other diversion facilities from 

in-house documents; MAAP projects; and targeted surveys of local governments, primary and secondary processors. 

Evaluate number and distribution of facilities in regions and state that would be needed to divert 10-20 million more tons of 

materials. 

Progress on Targets

In 2008 the Board awarded a two-year contract to R.W. Beck to conduct the ambitious Baseline Inventory and Information 

Management Framework project (commonly known as the Infrastructure Project), with the following goals: 

1. Facility Inventory. To develop a comprehensive inventory of California's solid waste handling, diversion, and market 

infrastructure to improve the amount and quality of critical information about existing disposal and diversion facilities, 

2. Flow Model. To model material flows and forecast future facility needs and other infrastructure changes needed to handle 

changes in disposal and recycling due to population growth and/or selected policy change scenarios, and 

3. User Interface. To make it easier for everyone to find, view, and understand infrastructure-related information on the 

CIWMB website so they can better plan for infrastructure growth and facility needs and evaluate diversion options. 

6.6--Increase environmentally responsible procurement by State agencies by 10 percent per year 

The State exerts influence on the marketplace through its procurement practices. The Board has long worked with the Department of 

General Services (DGS) on procurement of recycled-content products, and over the last few years this has been expanded in response 

to a Governor's Executive Order and legislation to include the multiple attributes of "environmentally preferable products" (EPP), which 

can result in improved decision making. The Board has a bigger voice in the development of procurement policies when it is engaged in 

these broader initiatives. This subdirective seeks to increase State procurement of EPPs. 

Baseline

There is no existing database or system for gathering information from DGS on State procurement of EPPs. In addition, there is 

no standard definition of what constitutes an EPP. The EPP Task Force tracks state contracts that have incorporated language to 

better ensure the purchase of EPPs, but the Task Force and Board staff have been unable to obtain basic data on the use of 

these contracts or if the contracts are being implemented as intended. 

With respect to Caltrans, information from its Construction database indicates that in 2006, Caltrans purchased 50,000 cubic 

yards of mulch and 20,000 cubic yards of compost. 

Metrics or Performance Criteria

The metrics for this subdirective will need to be developed. 

Board and DGS staff drafted a tracking and reporting plan but it has not yet been approved by DGS. It aims to start tracking the 

purchases of a few key products on a few contracts (computers, lamps, office copy paper, and vehicles), along with key activities 

such as training. Some of the products have associated calculators that could be used to estimate environment benefits such as 

reduction in greenhouse gas (GHG) emissions. Over time the tracking will expand and eventually, when an e-procurement system 

is established, the system will be fully automated and cover all state purchases. 

Annual Targets 

Year 1. Agreement with DGS and the State and Consumer Services Agency (SCSA) on concept for EPP measurement system 

and approval of an EPP Tracking and Reporting Plan. 

Key Activities 

The Board will work with DGS, and possibly the SCSA, to achieve this goal. 

A key activity is to work with DGS and the Task Force to define what is "environmentally preferable" through the development of 

specification language and environmental performance standards, and/or the approval of existing standards. 

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Staff will work with DGS to identify what is to be tracked in bid documents and require vendors to submit data to a central location 

automatically. To accomplish this, DGS will need to implement an e-procurement system with the ability to track all state 

purchases (staff's intent is to incorporate EPP tracking into this system, rather than try to create a separate system given we do 

not have access to the data). 

As this work is being done, staff will continue to work with DGS on "greening" individual state contracts and to train state agencies 

on the EPP best practices manual and EPP purchasing. 

Progress on Targets

The CIWMB assisted the Department of General Services (DGS) by co-chairing the Environmentally Preferred Purchasing (EPP) 

Task Force for several years. With input and assistance from Board staff, DGS is developing an e-procurement system and 

intends to incorporate tracking of EPP into the system. 

Additional Achievements 

During the past two years DGS has institutionalized EPP, including establishing a statewide EPP point-person in the Division of 

Procurement and assigning two procurement engineers in the EPP section. As a result, the CIWMB's role has shifted in recent 

years from co-chairing the EPP Task Force to a coaching role to EPP Task Force participant. DGS has incorporated 

environmental language into several contracts and in partnership with the CIWMB and EPP Task Force developed an online EPP 

Best Practices Manual covering more than 40 products. The state's Contracting and Procurement Academy now offers a brief 

introduction to EPP for all purchasing officials throughout the state. 

In addition, Board staff participated in the development of new state contracts for office furniture and personal computers, and 

prepared recommendations for a future pesticides contract (CIWMB emphasis was on the containers and pallets). CIWMB staff 

also continues to encourage DGS to update its web pages to identify state contracts with EP products and to update chapters of 

the EPP Best Practices Manual that support the CIWMB's mission. 

6.7--Incorporate green building principles in all applicable California building codes 

Incorporating green building principles in building codes would significantly increase the use of recycled-content products in buildings 

and decrease waste generation associated with construction and demolition. The Board has played an important role in the development 

of state and national green building initiatives and now is in a key position to support focused initiatives to further develop and 

incorporate green building principles and standards into building codes and proposition funding. 

Baseline 

The baseline is current green building codes (local and state) and ordinances (local). 

Metrics or Performance Criteria 

Changes in State and local building codes; number of local construction and demolition (C&D) ordinances; and incorporation of 

green building standards in Proposition 1D funding will be used as metrics. 

Annual Targets 

Incorporate California High Performance School (CHPS) criteria as standard in Proposition 1D funding for high performance 

schools; draft of American National Standards Institute (ANSI)-accredited green building standard for building codes and 

Leadership in Energy and Environmental Design (LEED) requirements; increase number of local C&D ordinances. 

Key Activities

Identify existing green building codes. 

Work with California Building Standards Commission and other state agencies on Green Building Initiative to incorporate 

green building standards into California Building code. 

Work with Division of State Architect and Office of Public School Construction to ensure CHPS criteria is the standard for high 

performance school incentive funding under Proposition 1D. 

Participate in U.S. Green Building Council partnership to develop ANSI-accredited green building standard for building codes 

and LEED requirements. 

Work with local jurisdictions to increase number that have adopted and are implementing green building and C&D ordinances. 

Seek statutory authority to incorporate green building principles into residential building codes. 

Progress on Targets

The Collaborative for High-Performance Schools (CHPS) criteria were incorporated as standard in Proposition 1D funding for high 

performance schools in October 2007. Also in 2007, CIWMB staff applied to be part of the ANSI national green building standard 

development team, but was not accepted. Staff did monitor the ANSI process, but the State's own green building code 

development process has resulted in greater benefits and progress toward implementing SD 6.7, and so staff has focused efforts 

there rather than in the ANSI process, as described below. 

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In July 2008, California became the first state in the nation to adopt Green Building Standards into the State building code. Staff 

worked closely with the Building Standards Commission staff on the most significant piece in this code which is Housing and 

Community Development’s provision for mandatory 50 percent diversion in all residential projects when the code becomes 

effective in 2011. 

To date, there are 191 C&D diversion ordinances that have been adopted by local jurisdictions in the state, reflecting an increase 

from 178 in 2007. This includes 161 cities and counties and seven regional agencies. The seven regional agencies alone have 30 

individual ordinances passed. There are also 13 C&D diversion policies in the state. 

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