10-Year Solid Waste
Management Plan:
2024-2033
Prepared By:
May 2023
City of Baltimore
Prepared For:
200 Holliday St Ste 600,
Baltimore, Maryland 21202
PRE-FINAL
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Table of Contents
ABBREVIATIONS AND ACRONYMS ...................................................... 9
DEFINITIONS ..................................................................................... 11
INTRODUCTION ................................................................................ 13
Statement of Purpose ......................................................................................... 13
Plan Organization ................................................................................................ 13
Plan Approval Process ......................................................................................... 14
Professional Certification .................................................................................... 14
1. GOALS AND REGULATORY BACKGROUND .................................... 15
1.1 Goals and Objectives ................................................................................. 15
1.1.1 Goals Specific to the Planning Period: 2024 to 2033 ................................................................. 15
1.1.2 Goals Guiding Overall Solid Waste Management Strategy ........................................................ 17
1.2 Circular Economy and The Waste Management Hierarchy ....................... 20
1.3 Structure of Baltimore City Government ................................................... 21
1.3.1 Department of Public Works ...................................................................................................... 22
1.3.2 Bureau of Solid Waste ................................................................................................................ 22
1.3.3 Office of Administration ............................................................................................................. 22
1.3.4 Office of Waste Diversion .......................................................................................................... 24
1.3.5 Disposal Services Division .......................................................................................................... 24
1.3.6 Property Management Division ................................................................................................. 25
1.3.7 Routine Services Division ........................................................................................................... 26
1.3.8 Street Sweeping and Roll-Off Division ....................................................................................... 27
1.3.9 Marine Operations Division ....................................................................................................... 27
1.3.10 Special Services Division .......................................................................................................... 28
1.4 Regulatory Framework .............................................................................. 29
1.4.1 Federal Laws and Regulations .................................................................................................... 29
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1.4.2 Maryland State Laws and Regulations ....................................................................................... 35
1.4.3 City Codes and Ordinances ........................................................................................................ 40
2. BACKGROUND INFORMATION ..................................................... 42
2.1 City Population .......................................................................................... 42
2.2 Federal Facilities in the City ....................................................................... 43
2.3 Zoning Requirements ................................................................................ 44
2.4 Comprehensive Planning and Land Use .................................................... 46
3. EXISTING SOLID WASTE MANAGEMENT SYSTEM .......................... 47
3.1 Overview of Existing Solid Waste Management System ........................... 47
3.1.1 Solid Waste Management System Provided by the City ............................................................ 47
3.1.2 Solid Waste Management System Provided by Others ............................................................. 52
3.1.3 Impacts of the COVID-19 Pandemic ........................................................................................... 52
3.2 Existing and Projected Waste Generation ................................................. 53
3.2.1 Sources of Solid Waste ............................................................................................................... 53
3.2.2 Waste Classification in Maryland ............................................................................................... 57
3.2.3 Projected Waste Generation ..................................................................................................... 62
3.3 Existing Waste Reduction and Diversion Programs ................................... 62
3.3.1 Single-Stream Recyclables ......................................................................................................... 62
3.3.2 Organics ..................................................................................................................................... 69
3.3.3 Construction and Demolition Debris ......................................................................................... 71
3.3.4 Durable Medical Equipment ...................................................................................................... 71
3.3.5 Other Waste Reduction and Diversion Programs ...................................................................... 72
3.3.6 Litter Reduction and Cleanup Programs .................................................................................... 72
3.4 Existing Residential Drop-Off Centers ....................................................... 73
3.5 Existing Waste Collection System .............................................................. 74
3.5.1 Mixed Refuse ............................................................................................................................. 75
3.5.2 Single-Stream Recycling ............................................................................................................. 76
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3.5.3 Bulk Waste ................................................................................................................................. 76
3.5.4 Yard Waste and Leaves .............................................................................................................. 76
3.5.5 Rodent Eradication..................................................................................................................... 76
3.5.6 Christmas Trees .......................................................................................................................... 77
3.5.7 Waste from City Parks ................................................................................................................ 77
3.5.8 Animal Manure and Carcasses ................................................................................................... 77
3.5.9 Cleanup of Illegal Dumping ........................................................................................................ 77
3.5.10 Marine Debris .......................................................................................................................... 78
3.5.11 Street and Sidewalk Sweeping ................................................................................................. 78
3.5.12 Cleanup and Trash Removal at Encampments ........................................................................ 78
3.5.13 Small Hauler Program .............................................................................................................. 78
3.6 Import and Export of Solid Waste ............................................................. 79
3.6.1 Types and Quantities of Waste Imported .................................................................................. 79
3.6.2 Types and Quantities of Waste Exported .................................................................................. 80
3.7 Permitted Waste Transfer Facilities .......................................................... 81
3.7.1 Northwest Transfer Station ....................................................................................................... 81
3.7.2 Triumvirate Environmental Medical Waste Transfer Station .................................................... 81
3.7.3 Stericycle, Inc. ............................................................................................................................ 82
3.7.4 Daniels Sharpsmart .................................................................................................................... 83
3.8 Permitted Waste Processing and Recycling Facilities ................................ 83
3.8.1 BFI Baltimore Processing and Transfer Center .......................................................................... 83
3.8.2 World Recycling Company ......................................................................................................... 83
3.8.3 L & J Processing Facility Corp ..................................................................................................... 83
3.8.4 Baltimore Recycling Center, LLC ................................................................................................ 84
3.8.5 Camp Small................................................................................................................................. 85
3.8.6 Baltimore City Compost Facility ................................................................................................. 85
3.8.7 Back River Pelletech Facility ....................................................................................................... 85
3.8.8 Baltimore Patapsco Pelletizer .................................................................................................... 85
3.8.9 Other Recycling Companies and Facilities ................................................................................. 86
3.9 Permitted Waste Disposal Facilities .......................................................... 86
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3.9.1 Quarantine Road Landfill ........................................................................................................... 86
3.9.2 WIN Waste ................................................................................................................................. 87
3.9.3 Fort Armistead Road: Lot 15 Landfill ......................................................................................... 88
3.9.4 Hawkins Point Plant Landfill ....................................................................................................... 88
3.9.5 W.R. Grace and Co., Davison Chemical Division Landfill............................................................ 88
3.9.6 Curtis Bay Energy Facility ........................................................................................................... 89
4. ASSESSMENT OF NEEDS AND CONSTRAINTS ................................. 90
4.1 Diversion Goals .......................................................................................... 90
4.1.1 Waste Composition and Diversion Rates ................................................................................... 90
4.1.2 MRA Recycling Rate ................................................................................................................... 92
4.1.3 Progress Toward Achieving Long-Term Solid Waste Management Goals ................................. 94
4.2 Waste Reduction and Diversion Goals and Programs ............................... 96
4.2.1 Single-Stream Recyclables ......................................................................................................... 96
4.2.2 Organics ................................................................................................................................... 101
4.2.3 Construction and Demolition Debris ....................................................................................... 108
4.2.4 Bulk Waste ............................................................................................................................... 110
4.2.5 Other Diversion Programs ........................................................................................................ 112
4.2.6 Litter Reduction and Cleanup Programs .................................................................................. 115
4.3 Residential Drop-Off Centers ................................................................... 117
4.3.1 Barriers to Efficient Operation of Residential Drop-Off Centers ............................................. 117
4.3.2 Opportunities for Improvement .............................................................................................. 118
4.3.3 Summary .................................................................................................................................. 119
4.4 Waste Collection ...................................................................................... 119
4.4.1 Curbside Collection of Mixed Refuse and Single-Stream Recyclables ..................................... 120
4.4.2 Bulk Waste Collection .............................................................................................................. 122
4.4.3 Yard Waste and Leaf Collection ............................................................................................... 124
4.4.4 Illegal Dumping ........................................................................................................................ 125
4.4.5 Street and Sidewalk Sweeping ................................................................................................. 127
4.4.6 Small Hauler Program .............................................................................................................. 129
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4.4.7 Other Waste Collection Programs ........................................................................................... 130
4.5 Waste Transfer ........................................................................................ 130
4.5.1 Northwest Transfer Station ..................................................................................................... 131
4.5.2 Opportunities for Expanded Transfer Capacity ....................................................................... 132
4.6 Waste Processing and Recycling .............................................................. 133
4.6.1 Camp Small............................................................................................................................... 133
4.6.2 Opportunities for Expanded Processing Capacity .................................................................... 134
4.7 Waste Disposal ........................................................................................ 137
4.7.1 Quarantine Road Landfill ......................................................................................................... 137
4.7.2 WIN Waste ............................................................................................................................... 140
4.8 Plan to Return to Pre-Pandemic Services ................................................ 141
4.9 Potential Limitations on Development .................................................... 141
4.9.1 Geographic Considerations ...................................................................................................... 141
4.9.2 Geologic and Hydrogeologic Considerations ........................................................................... 142
4.9.3 Hydrologic Considerations ....................................................................................................... 142
4.9.4 Existing Water Quality ............................................................................................................. 143
4.9.5 Planned Long-Term Growth Patterns ...................................................................................... 143
4.10 Asbestos Disposal Capacity .................................................................. 143
4.11 Emergency Response Procedures for Hazardous Leaks and Spills ....... 144
4.12 Adequacy of Local Zoning and Master Plan .......................................... 144
5. PLAN OF ACTION ......................................................................... 145
5.1 Sources of Information and Funding Mechanisms .................................. 147
5.1.1 Potential Costs ......................................................................................................................... 147
5.1.2 Potential Funding Mechanisms ................................................................................................ 147
5.1.3 Potential Benefits ..................................................................................................................... 148
5.1.4 Time Frame .............................................................................................................................. 149
5.2 Waste Reduction and Diversion Goals and Programs ............................. 149
5.2.1 Single-Stream Recyclables ....................................................................................................... 149
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5.2.2 Organics ................................................................................................................................... 155
5.2.3 Construction and Demolition Debris ....................................................................................... 163
5.2.4 Bulk Waste ............................................................................................................................... 165
5.2.5 Other Diversion Programs ........................................................................................................ 168
5.2.6 Litter Reduction and Cleanup Programs .................................................................................. 170
5.2.7 Interim Plan to Achieve 35% MRA Recycling Rate ................................................................... 174
5.3 Residential Drop-Off Centers ................................................................... 174
5.3.1 Plan of Action ........................................................................................................................... 175
5.3.2 Expected Time Frame............................................................................................................... 176
5.3.3 Diversion Potential ................................................................................................................... 176
5.4 Waste Collection System ......................................................................... 178
5.4.1 Curbside Collection of Mixed Refuse and Single-Stream Recyclables ..................................... 178
5.4.2 Bulk Waste Collection .............................................................................................................. 180
5.4.3 Yard Waste and Leaf Collection ............................................................................................... 180
5.4.4 Illegal Dumping ........................................................................................................................ 181
5.4.5 Street and Sidewalk Sweeping ................................................................................................. 182
5.4.6 Small Hauler Program .............................................................................................................. 183
5.4.7 Other Waste Collection Programs ........................................................................................... 183
5.5 Waste Transfer System ............................................................................ 184
5.5.1 Northwest Transfer Station ..................................................................................................... 184
5.5.2 Proposed Eastside Transfer Station ......................................................................................... 185
5.5.3 Develop Long-Haul Disposal Plan ............................................................................................. 188
5.6 Waste Processing and Recycling System ................................................. 191
5.6.1 Camp Small............................................................................................................................... 191
5.6.2 Proposed MRF Infrastructure Development ............................................................................ 193
5.6.3 Proposed Composting Facilities ............................................................................................... 195
5.7 Waste Disposal System ............................................................................ 198
5.7.1 Quarantine Road Landfill ......................................................................................................... 198
5.7.2 WIN Waste ............................................................................................................................... 201
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TABLES
Table 2-1. Baltimore City Population Projections
Table 2-2: Summary of Zoning for Solid Waste Facilities
Table 3-1. MRA and Non-MRA Recyclables Composition by Sector in 2021
Table 3-2. Annual Waste Generation in Baltimore City 2021–2033
Table 3-3. QRL Waste Acceptance Criteria and Tipping Fee Schedule (2022)
Table 4-1. Summary of Disposed MSW Composition in Baltimore
Table 4-2. Summary of Diversion Rates by Waste Type and Sector
Table 4-3. Comparison of Diversion Rates with Long-Term City Goals
Table 4-4. Maximum Reduction and Diversion Potentials Associated with Long-Term City Goals
Table 5-1. Proposed Changes to the Waste System
FIGURES
Figure 1-1. Baltimore City Department of Public Works
Figure 1-2. Bureau of Solid Waste Management Organizational Structure
Figure 1-3. Office of Administration Organizational Structure
Figure 1-4. Office of Waste Diversion Organizational Structure
Figure 1-5. Disposal Services Division Organizational Structure
Figure 1-6. Property Management Division Organizational Structure
Figure 1-7. Routine Services Division Organizational Structure
Figure 1-8. Street Sweeping and Roll-Off Division Organizational Structure
Figure 1-9. Marine Operations Division Organizational Structure
Figure 1-10. Special Services Division Organizational Structure
Figure 2-1. Major Federal Facilities in Baltimore City
Figure 3-1. 2021 Baltimore City Waste Stream Flow Diagram (Reproduced from the LWBB Plan)
Figure 3-2. Total MRA and Non-MRA Waste Generated in Baltimore City in 2021
Figure 3-3. Baltimore City Historical Trends in MRA Recycling (2011–2021)
Figure 3-4. Map of Residential Drop-Off Centers
Figure 3-5. Estimated Quantities of Imported and Exported Waste, 2017–2021
Figure 3-6. Permitted Waste Transfer Stations in Baltimore City
Figure 3-7. Permitted Waste Processing and Recycling Facilities in Baltimore City
Figure 3-8. Permitted Waste Disposal Facilities
Figure 4-1. Healthy Food Priority Areas in Baltimore (from the City’s 2018 Food Environment Report)
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APPENDICES
Appendix A: City Council Resolution
Appendix B: Approval Letter from Maryland Department of the Environment
Appendix C: Zoning Regulations
Appendix D: Solid Waste and Recycling Vendors
Appendix E: School Recycling Programs
Appendix F1: Apartment Building and Condominium Recycling Plan
Appendix F2: List of Eligible Apartments and Condominiums
Appendix G1: Special Events Recycling Plan
Appendix G2: Special Event Location List
Appendix G3: Special Event Guidelines
Appendix G4: Special Event Applicant Checklist
Appendix H1: Office Building Recycling Plan
Appendix H2: Eligible Office Buildings
Appendix I: Nearby Out-of-City Solid Waste Facilities
Appendix J: In-City Potential Diversion Partners
Appendix K: Out-of-City Potential Diversion Partners
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ABBREVIATIONS AND ACRONYMS
Formal names for offices, agencies, institutions, and programs are capitalized; technical terms are in lower case.
BCAA Baltimore Clean Air Act
BCPD Baltimore City Police Department
BFWRS Baltimore Food Waste and Recovery Strategy
BRWWTP Back River Wastewater Treatment Plant
BSP Baltimore Sustainability Plan
BSW Bureau of Solid Waste
C&D construction and demolition
CAA Clean Air Act
CAP Climate Action Plan
CAPEX capital expense
CDL commercial driver’s license
CERCLA Comprehensive Environmental Response, Compensation and Liability Act
COMAR Code of Maryland Regulations
DGS Department of General Services
DHCD Baltimore City Department of Housing and Community Development
DP3 Baltimore City Disaster Preparedness and Planning Project
DPW Baltimore City Department of Public Works
DRP Department of Recreation and Parks
DOT Department of Transportation
EPR extended producer responsibility
ETS Eastside Transfer Station
FDA Food and Drug Administration
FY fiscal year
GHG greenhouse gas
HDPE high-density polyethylene; no. 2 plastic
HFPA Healthy Food Priority Area
HHW household hazardous waste
LEED Leadership in Energy and Environmental Design
LMO last mile organization
LWBB Less Waste, Better Baltimore
MDE Maryland Department of the Environment
MES Maryland Environmental Service
MRA Maryland Recycling Act
MRF materials recovery facility
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MSW municipal solid waste
MWP mixed waste processing
NPDES National Pollutant Discharge Elimination System
NRDC National Resources Defense Council
NWTS Northwest Transfer Station
OPEX operational expense
PET/PETE polyethylene terephthalate
PFAS per- and polyfluoroalkyl substances
PPP public-private partnership
PWWTP Patapsco Wastewater Treatment Plant
QRL Quarantine Road Landfill
RCRA Resource Conservation and Recovery Act
RECYCLE Recycling Enhancements to Collection and Yield through Consumer Learning and Education
RTS regional transfer station
SAYT Save as You Throw
SSO source-separated organics
SSR single-stream recyclables
TCO
2
E tons of carbon dioxide equivalent
U.S. United States
USDA United States Department of Agriculture
WAF Western Acceptance Facility
WIN Waste WIN Waste Innovations
WMRA Waste Management Recycle America
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DEFINITIONS
Anaerobic Digestion: controlled decomposition of organic waste by anaerobic microorganisms, typically as a means
of waste disposal or energy production.
Bulk Waste: includes furniture, homewares, appliances, electronics, and other large waste. Bulk waste may be
reused, recycled, or disposed (referred to as bulk trash).
Composting: the controlled aerobic, biological decomposition of biodegradable materials, including food scraps and
yard trimmings, to produce finished compost. Compost is a stabilized product beneficial to plant growth that has
undergone mesophilic and thermophilic temperatures, which significantly reduces the viability of pathogens and
weed seeds
Construction and Demolition Debris (C&D Debris): includes lumber, concrete, drywall, asphalt, and other materials
generated from the construction or demolition of structures
Household Hazardous Waste (HHW): includes common household products that can catch fire, react, or explode
under certain circumstances, or that are corrosive or toxic. Includes items such as paints, cleaners, oils, batteries,
and pesticides.
Illegal Dumping: the disposal of trash generated at one location and disposed at another location without legal
permission.
Incineration: Conversion of waste materials into usable heat, electricity, or fuel through combustion.
Landfill: engineered facility designed to receive specific kinds of wase (e.g., MSW or C&D debris). Landfills are
designed to protect the environment from contaminants which may be present in the received waste.
Materials Recovery Facility (MRF): a solid waste management plant that processes recyclable materials to sell to
manufacturers as raw materials for new products.
Mesophilic: moderate temperatures (typically 20-45 degrees Celsius). Mesophilic microorganisms are those that
prefer to grow at these temperatures.
Mixed Refuse/Mixed MSW: commingled MSW originating from the residential, commercial, and institutional
sectors.
Organics/Organic Waste: Any waste material that is biodegradable and comes from either a plant or an animal,
including food waste and yard waste.
Pyrolysis: decomposition brought about by high temperatures.
Single Stream Recyclables (SSR): cardboard, paper, plastic bottles, glass bottles, tin/steel cans, and aluminum cans
collected together in one location for recycling. Also referred to as commingled recyclables.
Solid Waste/Municipal Solid Waste (MSW): commonly known as trash or garbage, MSW consists of everyday items
that are used and thrown away, such as product packaging, grass clippings, furniture, clothing, bottles, food scraps,
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newspapers, appliances, paint, and batteries. MSW can be generated from homes/residents (residential MSW),
institutions (e.g., schools and hospitals), and businesses (commercial MSW).
Thermophilic: high temperatures (typically 41-122 degrees Celsius). Thermophilic microorganisms are those that
prefer to grow at these temperatures.
Transfer Station: a facility where recyclables or waste are collected and consolidated in preparation for processing
or disposal.
Yard Waste: grass, grass clippings, leaves, small sticks and branches, and clippings from bushes and shrubs.
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INTRODUCTION
Statement of Purpose
The intent of this 10-Year Solid Waste Management Plan (Plan) is to provide an accurate description of
the existing solid waste management system in Baltimore and a 10-year outlook on planned solid waste
and recycling activities, in compliance with Maryland regulations. This Plan is for the period from 2024 to
2033 and replaces the previous plan adopted by the mayor and the Baltimore City Council (City Council)
in December 2015. This Plan has been prepared in accordance with current state planning regulations
(Code of Maryland Regulations, Title 26, Subtitle 03, Chapter 03, or COMAR 26.03.03), which requires the
Plan to address waste management and recycling for a period of at least 10 years.
In this Plan, the capitalized term “City” refers specifically to City government (including departments and
offices), while use of the lowercase term “city” or “Baltimore” or “Baltimore City” all refer to the city in
general.
Key updates to this Plan include the prioritizing waste prevention and diversion (recycling), managing
sustainable materials, and orienting solid waste disposal activities to serve the city’s best interests and
meet its sustainability goals. This Plan provides the residents of Baltimore information on the current and
future solid waste management system in Baltimore and also outlines ways in which the City can continue
to successfully manage and reduce waste by meeting solid waste management goals.
Plan Organization
This Plan is divided into five chapters, the content of which is dictated by COMAR 26.03.03.03:
Chapter 1: “Goals and Regulatory Background” describes the legal and institutional framework for the
City’s solid waste management system, including City goals and objectives.
Chapter 2: “Background Information” describes relevant demographic and land use information in
Baltimore.
Chapter 3: “Existing Solid Waste Management System” includes waste generation data, estimates for
waste generation and characterization, and information on current waste management
facilities in the city.
Chapter 4: “Assessment of Needs and Constraints” provides an evaluation of the current waste
management system and its future potential.
Chapter 5: “Plan of Action” establishes a plan for the City to achieve its solid waste management goals
over the ensuing 10-year period.
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Plan Approval Process
This Plan was prepared by Geosyntec Consultants, Inc. (Geosyntec) of Columbia, Maryland, in
coordination with the Bureau of Solid Waste, a unit of the Baltimore City Department of Public Works
(DPW). Within DPW, the Bureau of Water and Wastewater was also asked to provide data and review the
information contained in the Plan. Other entities contributing to the Plan were the Baltimore City
Department of Planning, Office of Sustainability, Northeast Maryland Waste Disposal Authority, residents,
and other local stakeholders.
A draft version of the Plan was submitted to Maryland Department of the Environment (MDE) for
preliminary review and comment prior to developing the final Plan, which was later submitted to the
Baltimore City Council. A series of public meetings and hearings were held during preparation of the draft
Plan, in addition to City Council review. Final review was completed after receiving comments during the
approval process. After addressing the comments received, the mayor and City Council adopted the final
plan on TBD. The adopting City Council Resolution is included in Appendix A. MDE’s approval letter is
included in Appendix B.
Professional Certification
I hereby certify that this document was prepared or approved by me, and that I am a duly licensed
professional engineer under the laws of the State of Maryland, License No. 57689 and Expiration Date
June 6, 2025.
Sean T. O’Donnell, PhD, PE
Date
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1. GOALS AND REGULATORY BACKGROUND
As required by state regulations, this chapter of the Plan discusses the City’s goals regarding solid waste
management, the City’s administrative structure as it relates to solid waste management, and state,
federal, and local laws and regulations that affect the planning, establishment, and operation of solid
waste disposal systems.
1.1 Goals and Objectives
Since 1872, Baltimore has provided solid waste collection and disposal services for its residents. While
waste that once was collected in horse-drawn carts is now collected in trash-compacting motor vehicles,
the original purpose of the solid waste management system remains—the protection of public health and
the environment. Effective collection and disposal of solid waste is critical to public health, especially in
high-density urban areas. the City’s primary goal is to cost-effectively provide safe and proper sanitation
services, including collecting and disposing of wastes generated within the city, while prioritizing reuse,
recycling, and composting of discarded materials. To meet this goal, the City must use its limited financial
resources efficiently.
The City’s solid waste management system consists of a blend of public and private services. The City
primarily provides collection of waste and recyclables from single-family residences and the
condominiums that are under contract with the City, while private contractors provide collection services
to most multifamily residences, noncontract condominiums, and commercial and industrial
establishments.
The City believes it can collect and dispose of residential solid waste most effectively and efficiently
through an integrated and comprehensive waste management system that prioritizes source reduction,
reuse, and recycling while transitioning away from disposing of waste by incinerating it or by placing it in
landfills. The City has split its goals and objectives into two categories: the planning period covered by this
Plan and the guiding overall solid waste management strategy.
1.1.1 Goals Specific to the Planning Period: 2024 to 2033
The City’s goals for the ensuing 10-year planning period were developed by assessing the immediate
needs of the solid waste management system. These goals are meant to achieve the City’s primary solid
waste management goal (to cost-effectively provide and assist with safe and proper sanitation to city
residents) while also complying with all relevant state and federal requirements. The City’s goals for the
planning period are broken into three categories: (i) general goals that apply over the entire planning
period, (ii) specific, short-term goals for the first five years of the planning period, and (iii) specific,
medium-term goals for the second five years of the planning period.
General Goals
The general goals over the planning period are as follows:
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1. Provide waste reduction and diversion opportunities, waste and recycling collection services, city
residents.
2. Explore opportunities to increase the efficiency and cost effectiveness of the City’s solid waste
program.
3. Minimize improper waste disposal, illegal dumping, and littering.
4. Implement waste reduction and diversion strategies as outlined in the Less Waste Better
Baltimore Plan, the City’s long-term strategic master plan for improving solid waste management
and recycling.
5. Increase the amount of waste that is diverted from disposal at Quarantine Road Landfill (QRL) and
WIN Waste Innovations (WIN Waste).
6. Promote local and state legislation that supports waste diversion and source reduction.
Short-Term Goals
The short-term goals specific to the first five years of the planning period (2024–2028) are as follows:
7. Improve trust and participation in solid waste programs among vulnerable and underserved
communities through education, outreach, and engagement.
8. Explore opportunities to increase organics recycling and promote backyard and community
composting.
9. Support legislative and administrative actions to improve enforcement of existing recycling
mandates and reporting of recycling tonnages from the commercial sector.
10. Reinstate weekly collection of residential recycling and improve the efficiency of waste and
recycling collection by rightsizing collection routes, equipment, and personnel.
11. Achieve a 35% recycling rate, as defined and required under the Maryland Recycling Act (MRA),
by 2027.
Medium-Term Goals
The medium-term goals for the second half of the planning period (2029–2033) are as follows:
12. Change waste and recycling behaviors, increase recycling rates, and decrease contamination
through education, outreach, and engagement.
13. Expand in-city organics collection and processing capacity by implementing a pilot organics
collection program and constructing (or facilitating construction of) in-city organics processing
facilities.
14. Improve accessibility, function, and efficiency of residential drop-off centers by improving
infrastructure and expanding diversion and reuse opportunities.
15. Improve the efficiency, function, and resiliency of the waste disposal and transfer system through
infrastructure improvements and construction.
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1.1.2 Goals Guiding Overall Solid Waste Management Strategy
The goals guiding overall solid waste management strategy are outlined in a number of planning
documents produced by the City. While some of these planning documents are not focused solely on solid
waste management, they all contain aspirations and goals related to public health and environmental
sustainability in the solid waste sector. These goals provide long-term benchmarks to inspire ambitious
solid waste strategy during the planning period. Many of these goals provide a roadmap to achieve zero-
waste status in Baltimore by 2040. The City’s goals guiding overall solid waste management strategy are
summarized in the subsections below according to the planning document in which they appear.
Baltimore Sustainability Plan
The Baltimore Sustainability Plan (BSP) was published in 2019 by the Baltimore Office of Sustainability.
The BSP outlines a zero-waste strategy for the City and presents three major goals, with associated action
items:
1. Increase the amount of trash that is diverted from disposal to recycling programs. Specific action
items include the following:
a. Providing free recycling bins to all city residents
b. Launching an anti-litter, pro-recycling campaign
c. Creating and implementing a zero-waste plan
2. Expand the City’s Waste to Wealth Initiative (page 18). Specific action items include the following:
a. Implementing the Baltimore Food Waste and Recovery Strategy (BFWRS, see below)
b. Siting a local compost facility
c. Revising codes and creating ordinances to eliminate waste and encourage reuse of
deconstructed building materials
3. Pursue legislative and policy changes to reduce the waste stream. Specific action items include
the following:
a. Imposing a fee for single-use plastic bags
b. Creating a City Government Procurement Committee to establish incentives for source
reduction
c. Developing a plan for a “Save as You Throw” program
Since the BSP’s inception, the City has provided free recycling bins to all city residents and implemented
a single-use plastic bag bill.
Additionally, the BSP’s Clean Air Strategy 1 calls for targeted industrial emissions reduction to reduce harm
to people living nearby. Action 1 specifically encourages state-of-the-art pollution controls on all “point
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source pollution” emitters and improve review of the effect of new permit applications for air pollution
sources, particularly those in and near zip codes with high asthma hospitalization rates.
Less Waste, Better Baltimore Plan
In July 2020, the City issued the Less Waste, Better Baltimore (LWBB) Plan, a long-term solid waste
management and recycling master plan that was created using the goals of the BSP. The following are the
1. Outline a clear and achievable vision for improving the solid waste and recycling system in
Baltimore over both the near term and long term, with the objective of maximizing waste
reduction, reuse/repair, recycling, and sustainable management of materials.
2. Develop actionable strategies to achieve this goal.
3. Identify potential impacts on existing solid waste management systems, including program and
infrastructure needs, investment challenges, and associated policy or regulatory initiatives.
Based on recommendations outlined in the LWBB Plan, the City now provides free recycling carts to all
households, provides designated food waste drop-off locations, is planning for the development of local
compost processing facilities, and is considering constructing a materials recovery facility (MRF) to
increase diversion and reuse of construction and demolition (C&D) debris.
Waste-to-Wealth Initiative
The Waste-To-Wealth Initiative was developed by the Baltimore Office of Sustainability to help grow the
business sector in Baltimore while reducing the amount of waste generated. The initiative seeks ways to
support local businesses that are using waste (secondary materials) to make products rather than primary
(virgin) materials. The initiative acknowledges that while several businesses in Baltimore have already
engaged in innovative reuse and repurposing strategies for a wide variety of secondary materials, they
need support from the City. By fostering businesses that seek to capture value from secondary materials
before they enter the waste stream, the City is hoping to stimulate job creation, combat urban blight, and
encourage resident-led greening efforts to revitalize city neighborhoods. The initiative is designed to do
this by targeting three high-value wastes that comprise a significant portion of waste generated in
Baltimore:
1. Organic waste, which constitutes approximately 30% of the overall waste stream;
2. C&D debris, which makes up over 40% of the overall waste stream
3. Wood waste, which makes up only 6% of the overall waste stream but offers significant potential
for high-value reuse
Baltimore Food Waste and Recovery Strategy
The Baltimore Food Waste and Recovery Strategy (BFWRS) was published in 2018 by the Baltimore Office
of Sustainability. In addition to presenting the reasons to reuse edible food and compost nonedible food
waste, the BFWRS highlights seven local case studies and sets goals and strategies for recovering food
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waste in the city. The 10 major goals outlined in BFWRS are as follows, with a target date of 2040 in each
case:
1. Reduce commercial food waste by 50%.
2. Eliminate all food waste from higher education institutions.
3. Divert 90% of food and organic waste generated by City government from landfill or incineration.
4. Reduce household food waste by 80%.
5. Ensure all city residents have access to organic waste collection at home or in their
neighborhoods.
6. Divert 80% of residential food and organic waste from landfill or incineration.
7. Create composting and anaerobic digestion facilities capable of processing all the city’s organic
waste.
8. Support the food waste diversion market by ensuring an adequate supply of organic waste is being
diverted to compost and anaerobic digestion facilities.
9. Attain 90% food and recyclable waste diversion in public K-12 schools.
10. Create a supportive culture in K-12 students, faculty, and staff for reducing and diverting food
waste.
To meet the above goals, BFWRS outlines over 60 short-, medium-, and long-term strategies to be
implemented by the City, many of which will require significant funding to be approved by the mayor and
the City Council.
Climate Change Adaptation and Resilience Planning
To lessen the severity of future impacts due to climate change and to adapt to known risks facing a low-
lying coastal region, the City is working to instill resilience into vulnerable systems and infrastructure.
Within the multitude of ongoing projects and initiatives, two plans have been created that focus on
mitigation and adaption strategies:
1. Climate Action Plan (CAP). The CAP was originally developed by the Office of Sustainability in 2012
to reduce the city’s greenhouse gas (GHG) emissions through a range of strategies targeted at
reducing consumption of fossil fuels. In 2022, new emissions reduction targets were set by the
City. These emission targets include a citywide and municipal operations goal of achieving carbon
neutrality by 2045. An updated version of the CAP will be released in 2023 and will serve as the
city’s roadmap to carbon neutrality. It will include environmental justice-focused climate actions
as well as climate mitigation priorities. Solid waste management activities and their associated
emissions contributions are included in the CAP along with identified climate mitigation actions.
2. Disaster Preparedness and Planning Project (DP3). The DP3 is Baltimore’s combined hazard
mitigation and climate adaptation plan. It recognizes Baltimore’s vulnerability to the impacts of
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severe climate hazard events and the need to increase the city’s resilience to disaster. The DP3
was first produced by the Department of Planning in 2013 to address not only existing hazards
but also future hazard risks that will be exacerbated by climate change. The DP3 is required by
Federal Emergency Management Agency (FEMA) to be updated every five years. The required
five-year update to the DP3 occurred in 2018; the next five-year update will be completed by
December 2023. Each DP3 update incorporates the latest climate data, highlights the most recent
climate-related disasters the city has faced, addresses changes in priorities, and features updated
strategies and actions to help Baltimore continue moving forward with hazard mitigation and
resilience activities. Along with the DP3, FEMA also requires that hazard mitigation plans (HMPs)
to be maintained and updated every five years to enable eligibility for certain pre-disaster
mitigation and post-disaster recovery funds. Public services such as solid waste management can
reduce some of the challenges of climate change, but these services can be overwhelmed by
fluctuating demands due to changing climate patterns.
Zero Waste Resolution
In 2017, the Judiciary and Legislative Investigations Committee approved 17-022R
1
, a resolution calling
for City agencies and experts to meet and begin discussing “the development of a Zero Waste plan for
Baltimore that will advance sustainability, public health, and job creation.” The resolution was adopted in
June 2017. In May 2018, resolution 18-0086R, which is a follow-up resolution to 17-022R, was adopted.
City Council resolutions are an expression of the Council’s desires for the city, but they cannot be enforced
through the law.
In April 2019, an advocacy group led by United Workers, a nonprofit organization based in Baltimore,
worked independently with certain Council Members to “assist the City of Baltimore to develop a zero-
waste scenario for the city’s long-range recycling and solid waste management master plan.” United
Workers funded a consulting group to develop the Baltimore Zero Waste Plan, which was presented to
the City in April 2020. The Baltimore Zero Waste Plan aims to make zero waste a key priority in Baltimore
to mitigate climate change, reduce climate emissions and other environmental and public health impacts,
save money, support economic mobility, create good jobs and small businesses in all sectors of Baltimore,
and sustain this work through culture change.
1.2 Circular Economy and The Waste Management Hierarchy
According to the United States (U.S.) Environmental Protection Agency (EPA), “a circular economy keeps
materials, products, and services in circulation for as long as possible” and “reduces material use, redesigns
materials, products and services to be less resource intensive, and recaptures ‘waste’ as a resource to
manufacture new materials and products.”
2
As such, part of achieving a circular economy is developing
1
https://baltimore.legistar.com/LegislationDetail.aspx?ID=3029411&GUID=6550D772-9BD4-4E93-8895-
A81B53C31DFE&Options=&Search&FullText=1
2
https://www.epa.gov/recyclingstrategy/what-circular-
economy#:~:text=It%20is%20a%20change%20to,manufacture%20new%20materials%20and%20products.
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methods to reduce, reuse, and recycle as much material as possible. This is defined further in the EPA’s
waste management hierarchy
3
and the zero waste hierarchy
4
which rank waste management strategies
from most favorable to least favorable. The waste management hierarchy developed for this Plan is a
combination of the EPA and zero waste hierarchies as follows:
1. Rethink/Redesign: Systemic change to move towards a closed loop model; redesign of systems
to avoid needless and/or wasteful consumption. Actions that address the root causes of the
current linear use of materials.
2. Reduce: Measures taken to reduce the quantity and toxicity of resources, products, packaging
and materials as well as the adverse impacts on the environment and human health (while
reduction is noted here it is acknowledged that people’s basic needs should be met; not
everybody needs to reduce).
3. Reuse: Actions by which products or components are used again for the same or similar purpose
for which they were conceived. Actions that support the continued use of products in ways that
retain the value, usefulness, and function.
4. Recycling and Composting: Recycling includes collecting used, reused, or unused items that
would otherwise be considered waste; sorting and processing the recyclable products into raw
materials; and remanufacturing the recycled raw materials into new products. Composting is the
controlled aerobic, biological decomposition of biodegradable materials, including food scraps
and yard trimmings, to produce finished compost. Compost is a stabilized product beneficial to
plant growth that has undergone mesophilic and thermophilic temperatures, which significantly
reduces the viability of pathogens and weed seeds.
5
5. Material Recovery: Any operation to salvage additional materials after the actions above. Does
not include energy recovery or reprocessing into materials that are to be used as fuels.
6. Residual Management: Handling of discards that were wasted in a way that does not threaten
the environment or human health. health. Analyze what was wasted and why.
7. Treatment: Prior to disposal, treatment can help reduce the volume and toxicity of waste.
Treatments can be physical (e.g., shredding) and biological (e.g., anaerobic digestor).
Disposal: Landfill or incineration.
The City’s goals reflect a desire to move toward a circular economy, and to that end, this Plan uses this
solid waste management hierarchy and the definitions outlined above to prioritize reduction, reuse,
recycling, and composting options wherever possible.
1.3 Structure of Baltimore City Government
Although the Department of Public Works (DPW) is the primary agency (within City government)
responsible for planning and implementing solid waste management programs, several additional City
3
https://www.epa.gov/smm/sustainable-materials-management-non-hazardous-materials-and-waste-
management-hierarchy
4
https://zwia.org/zwh/
5
https://www.compostingcouncil.org/page/CompostDefinition.
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departments also play a role, including the Department of Planning, the Department of Water and
Wastewater, the Department of Recreation and Parks (DRP), the Department of Health, the Department
of Transportation (DOT), the Department of Housing and Community Development (DHCD), the
Department of General Services (DGS), and Baltimore City Public Schools. A more detailed description of
the organization and structure of DPW is provided below; the role of other City departments in the solid
waste system is highlighted in Section 3.
1.3.1 Department of Public Works
DPW is responsible for fulfilling the City’s solid waste management obligations. Figure 1-1 below shows
the DPW organizational structure.
Figure 1-1. Baltimore City Department of Public Works
Within DPW, the Bureau of Solid Waste (BSW) is the entity that plans and implements solid waste
management programs.
1.3.2 Bureau of Solid Waste
The BSW has eight divisions. Figure 1-2 displays the organizational structure of BSW’s leadership team. A
brief description of each division is provided in the remainder of Section 1.2.
1.3.3 Office of Administration
Under the BSW, the Office of Administration provides administrative support to perform data compilation
for reports, analyzes operations to maximize efficiency, manages solid waste contracts, and works closely
with internal and external stakeholders to create sustainable initiatives that correlate with disposal
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services, recycling, and zero-waste education. Figure 1-3 below shows the organizational structure of the
Office of Administration.
Figure 1-2. Bureau of Solid Waste Management Organizational Structure
Figure 1-3. Office of Administration Organizational Structure
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1.3.4 Office of Waste Diversion
Under the Office of Administration, the Office of Waste Diversion (OWD) plans and manages initiatives
and studies designed to advance zero waste in BSW operations. OWD also serves as a resource for
residents and businesses on waste diversion and reduction initiatives, reviews and recommends
legislation to advance zero waste policies, and builds strategic partnerships across sectors to develop
collaborative approaches to sustainable material management. Figure 1-4 below shows the organizational
structure of the Office of Waste Diversion.
Figure 1-4. Office of Waste Diversion Organizational Structure
1.3.5 Disposal Services Division
Under the Office of Administration, the Disposal Services Division manages mixed refuse and recycling
materials at QRL and the Northwest Transfer Station (NWTS). The Disposal Services Division performs the
following services:
1. Operating QRL and NWTS
2. Managing the Small Hauler’s Program at QRL and NWTS
3. Maintaining all closed landfills owned by the City
4. Managing partnership with the U.S. Coast Guard to operate landfill gas collection system
Figure 1-5 shows the organizational structure of the Disposal Services Division.
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Figure 1-5. Disposal Services Division Organizational Structure
1.3.6 Property Management Division
Under the BSW, the Property Management Division provides cleaning, waste removal, boarding, and
mowing services to vacant and unoccupied properties, as well as rodent control services to city residents
as requested. The structure of the property management division is shown in Figure 1-6 below.
Figure 1-6. Property Management Division Organizational Structure
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1.3.7 Routine Services Division
Under BSW, the Routine Services Division provides residents with waste and recycling pickup from
households and multifamily dwellings. Routine Services also provides recycling administration and funding
for household hazardous waste (HHW) disposal services. The organization of the Routine Services Division
is shown in Figure 1-7 below.
Figure 1-7. Routine Services Division Organizational Structure
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1.3.8 Street Sweeping and Roll-Off Division
Under BSW, the Street Sweeping and Roll-Off Division runs mechanical street sweeping operations. This
division also oversees drop-off centers and community pitch-in programs. The organization of the Street
Sweeping and Roll-Off Division is shown in Figure 1-8 below.
Figure 1-8. Street Sweeping and Roll-Off Division Organizational Structure
1.3.9 Marine Operations Division
Under the BSW, the Marine Operations Division oversees collection and disposal of marine debris
collected from the inner harbor and surrounding waterways, as well as condominium and public housing
refuse collection. The division ensures the cleanliness of business districts, provides trash and recycling
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services for special events, and clears debris away from storm drains to protect water quality. The Marine
Operations Chief is also responsible for special waste collection services in the Central District (i.e., the
downtown area).
Figure 1-9 below shows the organizational structure of the Marine Operations Division.
Figure 1-9. Marine Operations Division Organizational Structure
1.3.10 Special Services Division
Under BSW, the Special Services Division maintains the cleanliness of public rights-of-way by providing
services including graffiti removal, dirty street cleaning, dirty alley cleaning, and bulk trash collection. The
organization of the Special Services Division is shown in Figure 1-10.
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Figure 1-10. Special Services Division Organizational Structure
1.4 Regulatory Framework
Solid waste planning is a local responsibility, governed by federal and state laws that regulate local
practices to protect public health and welfare. The major federal, state, and city laws and regulations
related to solid waste management are listed below. The implications of these laws and regulations are
discussed throughout this Plan. These laws and regulations have been grouped by level of application
(federal, state, and local) below.
1.4.1 Federal Laws and Regulations
The federal laws, initiatives, and policies relevant to this Plan include those focusing on municipal solid
waste (MSW), special and hazardous waste, air emissions, and water pollution. A summary of relevant
federal legislation and guidance is provided below.
Federal Resource Conservation and Recovery Act
(42 U.S.C. 6901 et seq.)
In 1976, the federal Resource Conservation and Recovery Act (RCRA) was passed to improve solid waste
disposal methods. RCRA provides regulatory guidelines for solid waste collection, transport, separation,
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recovery, and disposal practices and systems. RCRA is divided into nine subtitles, A through I. RCRA
subtitles C, D, and F provide specific guidance related to hazardous and municipal waste.
Subtitle C of RCRA established the hazardous waste management system, including identifying and listing
hazardous wastes and establishing the standards for generators, transporters, and management of
hazardous wastes for the owners and operators of hazardous waste treatment, storage, and disposal
facilities. The regulations require stringent administrative and record keeping practices by permitted
facilities.
Under Subtitle D, MSW is regulated through technical standards for solid waste management facilities and
a program under which states may develop and implement solid waste management plans. The federal
regulations set forth minimum criteria for MSW landfills, including location restrictions, operating
requirements, design criteria, groundwater monitoring, corrective action protocols, closure and post-
closure care requirements, and financial assurance requirements (i.e., ensuring that the funds for closure
and post-closure care of a hazardous waste facility are available).
Subtitle F of RCRA requires the federal government to participate actively in procurement programs to
promote the use of recycled materials. The role of EPA in the Subtitle F program is to prepare guidelines
for procuring products made from recovered materials.
Federal Comprehensive Environmental Response, Compensation, and Liability Act
(42 U.S.C. 9601 et seq.)
In December 1980, Congress enacted the Comprehensive Environmental Response, Compensation and
Liability Act (CERCLA), commonly referred to as the Superfund Act. In contrast to RCRA, which generally
regulates active waste handling and disposal, CERCLA focuses on short-term and long-term remediation
of past contamination. The federal government can use the Superfund trust fund to clean up a property
and then sue the responsible parties for reimbursement, or the government may order responsible parties
to clean up the site. Maryland has created a parallel State Superfund, the Hazardous Substance Control
Fund. CERCLA identified two sites in Baltimore as Superfund sites in its National Priorities List. One site,
which is at the intersection of Kane and Lombard streets, used to contain nearly 1,200 drums of flammable
solids, but has been converted to a golf driving range. The other location, which is at 2001 and 2103
Annapolis Road, was removed from the National Priorities List in December 1982 and is now used by MDE
as an Emergency Response Field Office.
Code of Federal Regulations
(Title 40, Subchapter 1)
Brief summaries of the regulations pertaining to solid waste management in Title 40, Subchapter 1 of the
Code of Federal Regulations are provided below:
• Part 240: Guidelines for the Thermal Processing of Solid Wastes establishes minimum
performance levels for MSW incinerators.
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• Part 243: Guidelines for the Storage and Collection of Residential, Commercial, and Institutional
Solid Waste establishes minimum performance levels for solid waste collection operations and
addresses issues including storage safety, collection management and frequency, and equipment
management.
• Part 246: Source Separation for Materials Recovery Guidelines establishes the minimum actions
recommended for recovering resources from solid waste.
• Part 247: Guidelines for the Procurement of Products that Contain Recycled Materials establishes
recommendations for procedures and specifications for procuring recycled material products.
• Part 255: Identification of Regions and Agencies for Solid Waste Management establishes
procedures for identifying regional solid waste management planning districts.
• Part 256: Guidelines for Development and Implementation of State Solid Waste Management
Plans establishes guidelines for developing and implementing state solid waste management
plans.
• Part 257: Criteria for the Classification of Solid Waste Disposal Facilities and Practices establishes
criteria used to determine which solid waste facilities could adversely affect human health and
the environment. Criteria under Part 257 do not cover municipal landfills because these are
covered under Part 258. Facilities found to violate Part 257 are considered “open dumps.”
• Part 258: Criteria for Municipal Solid Waste Landfills (Subtitle D Regulations) establishes minimum
national criteria for the designing and operating MSW landfills, including closure/post-closure,
corrective action, groundwater monitoring, financial assurance, design criteria, and location
restrictions. Design standards under Part 258 apply only to new landfills and lateral expansions of
existing facilities.
• Part 260: Hazardous Waste Management System – General establishes definitions and an
overview of Parts 260 through 265.
• Part 261: Identification and Listing of Hazardous Waste identifies the materials classified and
regulated as hazardous wastes under Parts 270, 271, and 124.
• Part 264: Standards for Owners and Operators of Hazardous Waste Treatment, Storage and
Disposal Facilities establishes minimum national standards for managing, storing, and disposing
of hazardous wastes.
• Part 265: Interim Status Standards for Owners and Operators of Hazardous Waste Treatment,
Storage, and Disposal facilities establishes minimum national standards for managing hazardous
wastes throughout periods of interim status, until the facility in question receives certification of
post-closure or closure.
• Part 266: Standards for the Management of Specific Hazardous Wastes and Specific Types of
Hazardous Waste Disposal Sites establishes minimum national standards for recyclable materials
that are disposed, hazardous waste burned for energy recovery, used oil burned for energy
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recovery, recyclable material used for precious metal recovery, and spent lead-acid batteries
being reclaimed.
• Part 270: EPA Administered Permit Programs: The Hazardous Waste Permit Program establishes
application requirements, standard permit conditions, monitoring requirements, and reporting
requirements for EPA permitting for treating, storing, and disposing of hazardous waste.
• Part 271: Requirements for Authorization of State Hazardous Waste Programs identifies the
requirements for state programs to fulfill interim and final authorization and the EPA procedures
to approve, revise, and withdraw approval of state hazardous waste management programs.
• Part 272: Approved State Hazardous Waste Programs establishes existing approved and
applicable state hazardous waste management programs.
• Part 273: Standards for Universal Waste Management establishes requirements for managing
universal waste, including batteries, pesticides, mercury-containing equipment, and lamps.
• Part 503: Standards for the Use or Disposal of Sewage Sludge establishes standards, including
general requirements, pollutant limits, management practices, and operational standards, for
final use or disposal of sewage sludge generated during domestic sewage treatment.
Save Our Seas 2.0 Act
(Public Law 116-224)
In December 2020, the Save Our Seas 2.0 Act was signed into law. The Save Our Seas 2.0 Act contains
three titles that enhance the U.S. domestic programs to address marine debris, international engagement
to combat marine debris, and domestic infrastructure to prevent marine debris. Among other actions, the
Save Our Seas 2.0 Act authorized the creation of the Marine Debris Foundation to support the marine
debris activities of the National Oceanic and Atmospheric Administration, established grant programs for
studies of waste management and mitigation, and formalized U.S. policy on international cooperation
with respect to marine debris.
Infrastructure Investment and Jobs Act
(Public Law 117-58)
The Infrastructure Investment and Jobs Act, also referred to as the Bipartisan Infrastructure Law, provides
$275 million for grants related to solid waste infrastructure for recycling. This is allocated as $55 million
per year from fiscal year (FY) 2022 to FY 2026 to remain available until expended. EPA was provided an
additional $2.5 million in FY 2022 funding to implement the program. The Solid Waste Infrastructure for
Recycling grant program is authorized by the Save Our Seas 2.0 Act.
The Solid Waste Infrastructure for Recycling program provides grants to implement recycling strategies to
improve post-consumer materials management and infrastructure; support improvements to local post-
consumer materials management and recycling programs; and assist local waste management authorities
in making improvements to local waste management systems.
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Recycling Enhancements to Collection and Yield through Consumer Learning and Education
(RECYCLE) Act
(Public Law 117-58)
The Recycling Enhancements to Collection and Yield through Consumer Learning and Education (RECYCLE)
Act was signed into law as part of the Bipartisan Infrastructure Law in November 2021. The RECYCLE Act
creates a program within EPA to bolster recycling education and authorizes up to $15 million per year
over five years in grants to states, tribes, nonprofits, public partnerships, and local governments to ramp
up commercial and municipal recycling outreach and education. Under the law, EPA is directed to develop
a model recycling toolkit to encourage recycling participation and decrease contamination rates. Where
appropriate, the RECYCLE Act also tasks EPA with updating guidelines for products containing recycled
Inflation Reduction Act of 2022
(Public Law No. 117-169)
The Inflation Reduction Act of 2022 aims to reduce greenhouse gas emissions, lower energy prices,
increase investments in domestic manufacturing capacity, encourage procurement of supplies
domestically or from free-trade partners, and catalyze research, development, and commercialization of
green technologies. Specifically, the act promotes biogas technologies, such as anaerobic digestion,
through a system of tax credits, provides $5 billion in grant programs for pollution reduction, and
establishes green banks to provide low-cost funding for clean energy projects.
Winning on Reducing Food Waste Initiative
On April 9, 2019, EPA, the U.S. Department of Agriculture (USDA), and the Food and Drug Administration
(FDA) issued a federal interagency strategy for reducing food waste, as part of the Winning on Food Waste
initiative. The strategy includes six priorities to work toward a national goal of reducing food loss and
waste by 50% by 2030. The priorities include improving interagency coordination; increasing education
and outreach; improving guidance and collaboration with private industry; and encouraging food waste
reduction within the federal government.
Federal Clean Air Act
(42 U.S.C. 7401 et seq.)
The Clean Air Act (CAA) Amendments of 1970 passed by Congress established the current framework for
federal and state enforcement of air pollution standards. The CAA authorizes the federal government,
through EPA, to set standards for air pollution control and directs the states toward achieving these
standards. Title I of the CAA relates to emissions from landfills and authorizes regulations on collecting
and controlling emissions. Title V of the CAA addresses pollutants with potential to emit and authorizes
regulations related to permitting for polluters. Landfills, in addition to any other facility that is considered
a “major source” of pollutants under the CAA, are subject to Title I and must obtain a Title V permit.
Federal New Source Performance standards under the CAA impose national emission standards for newly
constructed or modified industrial facilities by imposing limitations based on the pollution control
technology available to each category of new sources. EPA has published guidance for new source review
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to ensure that major new sources do not adversely affect states’ attempts to achieve compliance with the
national ambient standards. This program was designed to ensure that air quality would not significantly
deteriorate in areas where the ambient standards are being met, primarily controlling new sources of
pollution.
Federal Clean Water Act
(33 U.S.C. 1251 et seq.)
The Clean Water Act is the framework for federal and state enforcement of water pollution control laws.
The Clean Water Act’s objective is to “restore and maintain the chemical, physical, and biological integrity
of the nation’s waters.” Section 402 of the Clean Water Act establishes the National Pollutant Discharge
Elimination System (NPDES) program to address how wastewater and runoff from solid waste
management facilities is discharged into surface waters. NPDES permits are now required for stormwater
discharges associated with industrial activity and discharges from municipal separate storm sewer
systems under 40 CFR 122.26. Among those entities considered to be engaging in industrial activity are
landfills that receive or have received any industrial wastes, and facilities involved in the recycling of
materials. The construction of facilities that may impact any rivers, lakes, marshes, swamps, or wetlands
of the U.S. is addressed by Section 404, administered by the Army Corps of Engineers. Section 405
addresses the disposal of wastewater treatment biosolids.
Safe Drinking Water Act
(42 U.S.C 300f et seq.)
The Safe Drinking Water Act established regulations to protect human health from contaminants in
drinking water, which includes establishing the maximum contaminant levels for parameters included in
groundwater monitoring programs.
EPA Actions to Address Per- and Polyfluoroalkyl Substances
EPA has recently taken several steps to reduce per- and polyfluoroalkyl substances (PFAS) contamination
in the environment. For example, in December 2022, EPA issued guidance for states and municipalities to
use the most current sampling and analysis methods in their NPDES programs to identify known or
suspected sources of PFAS and to take actions using their pretreatment and permitting authorities. EPA
has also proposed to designate the most widely used PFAS substances under CERCLA. Additional
information can be found on the EPA website regarding key EPA actions to address PFAS
6
.
Federal Emergency Management Act
The Federal Emergency Management Act prohibits landfill siting within 100-year floodplain areas.
Subtitle D of this act provides exceptions for units not preventing or restricting flows on the 100-year
floodplain, reducing the temporary or permanent storage capacity of the 100-year floodplain, or resulting
in washout of solid waste.
6
https://www.epa.gov/pfas/key-epa-actions-address-pfas
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Public Utilities Regulatory Policies Act
The Public Utilities Regulatory Policies Act imposes an obligation on local power utilities to purchase
power form qualifying facilities in an effort to promote competition. Rates for the host utility to buy
power from qualifying facilities are set by state public service commissions and non-regulated utilities.
Qualifying facilities include small power production facilities whose primary energy source is renewable,
biomass, waste, or geothermal.
Break Free from Plastic Pollution Act (Introduced)
The Break Free from Plastic Pollution Act was introduced in March 2021 to tackle the plastic waste crisis.
The full text of the bill can be found at the congress.gov website
7
.
Despite having 128 co-sponsors in the House and 15 in the Senate, the legislation stalled in 2022 and has
not moved forward as of January 2023.
1.4.2 Maryland State Laws and Regulations
The state laws, initiatives, and policies relevant to this Plan include those focusing on MSW, special and
hazardous waste, air emissions, and water pollution. The Annotated Code of Maryland, as amended,
includes all state laws passed by the legislature. Laws addressing solid waste management are included in
the Environment Article, which contains many of the laws affecting the location, design, and operation of
solid waste disposal facilities. Under the authority of Title 9, Subtitle 5, MDE is the state’s principal
regulatory agency with respect to solid waste management and serves as the state’s lead agency for
implementing RCRA. State regulations are compiled into a document entitled Code of Maryland
Regulations (COMAR). A summary of relevant state legislation and guidance is found below.
Maryland Solid Waste Management Regulations
(COMAR 26.04.07)
Chapter 26.04.07 of COMAR includes permitting requirements, operating procedures, closure
requirements, and post-closure monitoring requirements for sanitary, rubble (such as construction and
demolition debris), land clearing debris, and industrial landfills. This chapter also describes permitting and
operating procedures for processing facilities, transfer stations, and incinerators. In addition, this chapter
provides guidelines and requirements for construction plans, specifications, and operation procedures for
waste acceptance facilities.
Development of County Comprehensive Solid Waste Management Plans
(COMAR 26.03.03 and Environment Article, Annotated Code of Maryland § 9-503)
Chapter 26.03.03 and Environment Article of COMAR and Annotated Code of Maryland § 9-503 require
that each county adopts and submits a 10-year comprehensive plan to MDE. The 10-year comprehensive
plan must deal with solid waste management. After submission to MDE for review, public hearing, and
adoption of any required changes, the 10-year comprehensive plan is revised as necessary and
7
https://www.congress.gov/bill/117th-congress/senate-bill/984
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resubmitted to MDE for approval. Approved plans are required to be reviewed at least every 3 years and
updated or amended as necessary. Plans are required to undergo comprehensive revision at least every
10 years.
Storage, Collection, Transferring, Hauling, Recycling, and Processing of Scrap Tires
(COMAR 26.04.08)
Section 26.04.08 of COMAR establishes a regulatory system for properly managing scrap tires. MDE
authorizes scrap tire facilities and haulers by issuing licenses and approvals for facilities. The regulations
provide general technical and operational standards for scrap tire facilities, including storage procedures,
closure procedures, and financial assurances. The system is funded by a recycling fee of $0.80 for each
new tire sold in the state.
Natural Wood Waste Recycling Facilities
(COMAR 26.04.09)
Section 26.04.09 of COMAR regulates the management of natural wood waste recycling facilities.
Permitting requirements for processing facilities are established and general operational requirements
and procedures are prescribed.
Rubble Landfill Regulations
(COMAR 26.04.07.13-26.04.07.18)
COMAR sections 26.04.07.13 through 26.04.07.18 require liners and leachate collection systems for any
new rubble facilities or new cells at existing facilities.
Hazardous Materials and Hazardous Substances
(Environment Article of the Annotated Code of Maryland §§ 7-101 through 7-516)
Annotated Code of Maryland §§ 7-101 through 7-516 of the Environment Article defines controlled
hazardous substances, establishes requirements for facility permits, imposes obligations on transporters,
and provides for appropriate enforcement actions.
Maryland Used Oil Recycling
(Natural Resources Article of the Annotated Code of Maryland § 8-1401)
In the Natural Resources Article, the Maryland Legislature expressed its desire that used oil be collected
and recycled to the maximum extent possible. The Department of Natural Resources is required to
develop a public education program and to designate used-oil collection facilities. The regulation prohibits
dumping used oil into sewers, drainage systems and natural waters and prohibits disposing of used oil by
incineration or as refuse.
Maryland Hazardous Waste Regulations
(COMAR 26.13)
Section 26.13 of COMAR addresses the disposal of controlled hazardous substances and includes
definitions of what hazardous waste is; what standards are applicable to generators of hazardous waste;
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and what standards are applicable for owners and operator of hazardous waste treatment, storage, and
disposal facilities.
Management of Special Medical Wastes
(COMAR 26.13.11 through 26.13.13)
Sections 26.13.11 through 26.13.13 of COMAR define special medical wastes and establish the standards
for generators, including a manifest system to track the transportation of special medical wastes.
Standards for transport vehicles are also established. Special medical wastes include anatomical material
and blood-soiled articles.
State Laws Governing the Construction and Operation of Solid Waste Acceptance Facilities
(Environment Article of the Annotated Code of Maryland §9-101 through §9-229)
Subtitle 2, Part II of the Environment Article, establishes permit requirements to construct and operate
refuse disposal systems (sanitary, rubble, and industrial landfills; transfer stations; solid waste acceptance
facilities; solid waste processing facilities; and incinerators) as part of the state’s overall power to regulate
water supply, sewerage facilities, and refuse disposal systems. It sets forth requirements for public
hearings for waste disposal facilities; landfill permit provisions (issuance, denial, revocation, term);
security requirements for landfills, incinerators, and transfer stations; prohibitions on locating and
accepting waste; and financial assurance requirements for sanitary landfills.
Under § 9-228, scrap tires may not be stored longer than 90 days, and a statewide scrap tire recycling
system is established. The material from scrap tires is to be recovered and reused; if recovery or reuse is
impractical, the tires may be incinerated. Scrap tires may not be disposed of in a landfill.
Under §§ 9-1701 and 9-1708, a system for wood waste recycling activities is established. Recycling tree
debris, grass clippings, and other natural vegetative matter is regulated under COMAR 26.04.09.
State Laws Affecting Recycling and Composting
A summary of the state laws affecting recycling and composting that are of specific relevance to
preparation of this Plan are listed below:
1. Maryland Recycling Act (1988): Established a requirement for Maryland counties, based on a
population of less than or exceeding 150,000, to reduce the county’s waste stream by 15% or
20%, respectively.
2. Sludge Application (1993): Regulates land application of sludges to protect the public health.
3. Electronic Waste Recycling (2005): Requires computer manufacturers to pay an annual fee to fund
local computer recycling programs.
4. Public School Recycling Plans (2010): Requires counties to revise their 10-year plans to address
collection, processing, marketing, and disposition of recyclable materials from public schools.
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5. Fluorescent and Compact Fluorescent Light Recycling (2011): Requires counties to revise their 10-
year plans to include a strategy for collecting and recycling fluorescent and compact fluorescent
lights that contain mercury.
6. Recycling, Apartment Buildings and Condominiums Act (2012): Requires counties to revise their
10-year plans to address collection and recycling at apartment buildings and condominiums as
well as creating or revising a method for implementing a reporting requirement, and requires
building owners, managers, and councils with 10 or more dwelling units to provide for recycling
for residents on or before October 1, 2014.
7. Recycling Rates and Waste Diversion – Statewide Goal Act (2012): A revision to the 1988 MRA,
this act requires counties to revise their 10-year plans to achieve an increase in the countywide
recycling rate to 20% (counties with populations below 150,000) or 35% (counties with
populations above 150,000) of the county’s solid waste stream by July 1, 2014, with full
implementation by December 31, 2015.
8. Recycling, Special Events Act (2014): Requires counties to revise their 10-year plans to address
collection and recycling by organizers of certain special events, with implementation required
before October 1, 2015.
9. Environment, Recycling, Office Buildings Act (2019): Requires counties to revise their 10-year
plans to include an Office Building Recycling Program to address recycling from office buildings
with 150,000 square feet or more of office space.
10. Organic Waste, Organics Recycling, Collection and Acceptance for Final Disposal (2019): Prohibits
the owner or operator of a refuse disposal system from accepting loads of separately collected
organic waste for final disposal unless the owner or operator provides organics recycling.
11. Expanded Polystyrene Food Service Products Ban (2020): Imposes a ban on the sale and use of
food service products composed of expanded polystyrene.
12. Food Scraps Management (2021): House Bill 264 (HB264) requires large food waste generators to
divert food waste from disposal if those generators are located within 30 miles of an organics
recycling facility with the capacity and willingness to enter into a contract.
13. Maryland Recycling Act, Recyclable Materials and Resource Recovery Facilities, Alterations (2021):
House Bill 280 (HB280) altered the definition of “recyclable materials” under the MRA to exclude
incinerator ash and repealed the authority of a county to use a resource recovery facility to meet
5% of the waste reduction required to be achieved through recycling in the county’s recycling
plan.
State Ambient Air Quality Control Laws
(Environment Article of the Annotated Code of Maryland §§ 2-101 through 2-614)
The Environment Article of the Annotated Code of Maryland §§ 2-101 through 2-614 authorizes the
regulation for the construction, modification, operation, and use of sources and controls over emissions.
It authorizes the adoption of rules and regulations for air pollution control, including testing, monitoring,
recordkeeping, and reporting. It also allows for the identification of air quality control areas and mandates
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that MDE set emission and ambient air quality standards for air quality control areas. Training for MSW
incinerator operators is required under these provisions of the law.
Control of Incinerators
(COMAR 26.11.08)
Section 26.11.08 of COMAR regulates air emissions and operation of incinerators, which thermally
destruct MSW, industrial waste, special medical waste, and sewage sludge. The regulations require
continuous monitoring of air emissions. Incinerators must also comply with general emission standards in
COMAR 26.11.06.01 – 12 and 40 CFR § 60.
Voluntary Cleanup Program
(Environment Article of the Annotated Code of Maryland §§ 7-501 through 7-516)
One problem arising from CERCLA was the extreme difficulty involved with the redevelopment of
brownfields. Brownfields are abandoned or underutilized properties where redevelopment is complicated
by real or perceived environmental contamination. Recognizing this problem, EPA devised the Brownfields
Economic Redevelopment Initiative. This program is designed to empower states to assess, safely cleanup,
and vitally reuse brownfields. From this initiative, the State of Maryland established its Voluntary Cleanup
Program, which provides a streamlined remediation approval process, changes the liability scheme for
prospective developers, and clarifies liability for all participants in the program.
Maryland Water Pollution Control Regulations
(COMAR 26.08)
Section 26.08 of COMAR contains the following:
1. Water quality standards that specify the maximum permissible concentrations of pollutants in
water, the minimum permissible concentrations of dissolved oxygen and other desirable matter
in the water, and the temperature range for the water
2. Effluent standards that specify the maximum loading or concentrations and the physical, thermal,
chemical, biological, and radioactive properties of wastes that may be discharged into the waters
of the state
3. Procedures for water pollution incidents or emergencies that constitute an acute danger to health
or the environment
4. Provisions for equipment and procedures for monitoring pollutants, collecting samples, and
logging and reporting monitoring results
As part of these regulations, a discharge permit is required for discharging wastes, wastewater, and
stormwater into the waters of the state. Sanitary landfills and incinerators receive special attention to
determine whether they contribute pollution to stormwater runoff.
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Legislation Repealed or Not Passed
The State Legislature has previously considered, but not passed, bills related to recycling solar
photovoltaics; prohibiting restaurants from providing single-use plastic straws to customers;
recycling/diversion of paint; and encouraging recycling of mattresses and box springs. These are listed
here as a reminder that they may remain in consideration in upcoming sessions.
In December 2014, MDE published a guidance document titled Zero Waste Maryland: Maryland’s Plan to
Reduce, Reuse, and Recycle Nearly All Waste Generated in Maryland by 2040, which set an overall 80%
recycling goal and 85% waste diversion goal by 2040. Although the Zero Waste Plan was subsequently
repealed in 2017, it may be reissued in the future.
1.4.3 City Codes and Ordinances
The City has enacted several ordinances and codes pertaining to solid waste management, recycling, air
quality, and water quality.
Septage Management
Article 25 of the Baltimore City Code provides the mechanism for the City’s Waste Hauler/Scavenger
Program. Under the program, any company wishing to dispose of septage to the City wastewater system
must first apply for and obtain a Scavenger Vehicle Permit Tag for each vehicle and pay an annual permit
and tag fee.
Health Code of Baltimore City, Title 7
Title 7 of the Health Code deals directly with handling and transporting solid waste by private enterprises
that choose to do so in the Baltimore. Synopses of the more pertinent subtitles in this article are listed
below.
• Subtitle 2: Solid Waste Collection: Requires the commissioner of health to issue permits for
private parties engaged in the collection and disposal of solid waste. City collection activities are
exempt. These sections also regulate collection methods and times and provide for inspection of
vehicles.
• Subtitle 4: Landfills: Requires private landfill operators to obtain an operating permit, obtain City
approval of engineering plans, and post security against hazardous or unsafe operation. However,
the City zoning laws do not permit anyone to operate a sanitary landfill except City government.
• Subtitle 7: Littering: Provides a penalty for the disposal of trash in other than a proper receptacle
or a manner approved by the City. It allows police or an enforcement officer to issue citations.
Mayor, City Council, and Municipal Agencies, Article 1, Baltimore City Code, Subtitle 40
Subtitle 40 establishes an Environmental Control Board to adjudicate civil citations issued for violations of
City Code provisions pertaining to sanitation.
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Baltimore Clean Air Act
The Baltimore Clean Air Act (BCAA), introduced as Council Bill 18-0306, was approved by the City Council
on February 11, 2019, and signed by then Mayor Pugh on March 7, 2019. The BCAA requires commercial
solid waste incinerators in Baltimore to conduct continuous monitoring of multiple pollutants, including
dioxins, furans, nitrogen oxides, sulfur dioxides, particulate matter, polycyclic aromatic hydrocarbons, and
several heavy metals. It also establishes significantly stricter emission limits for mercury, nitrogen oxides,
sulfur dioxides, and dioxins/furans than are required under Maryland regulations. A ruling by a U.S. district
judge in 2020 found that some components of the BCAA were in conflict with state laws. As such, it has
not been enforced.
Expanded Polystyrene Foam Ban
The City Council passed ordinance 18-0125 in April 2018 banning expanded polystyrene foam (or
Styrofoam) food containers. The law prohibits the use of Styrofoam as disposable food service tableware
or packaging. Items such as foam cups, clamshells, bowls, and plates are no longer allowed in Baltimore.
The ban went into effect on October 19, 2019, and applies to all food service facilities, including
restaurants, grocery stores, hospital cafeterias, mobile food carts, bars/taverns, market stalls, public and
private schools, caterers, special event food vendors, summer camps, bakeries, and congregation
kitchens.
Single-Use Plastic Bag Bill
The City Council passed ordinance 19-0401 on November 18, 2019, to ban the distribution of single use
plastic bags at the point of sale and place a fee of a nickel for any other type of single use bag, including
paper and compostable bags. The ordinance was signed on January 13, 2020, and the program went into
effect on October 1, 2021.
John F. Chalmers Sr. Act
In June 2022, the City Council passed Ordinance 22-133 (The John F. Chalmers Dr. Act), which requires
certain holders of permits issued by the DHCD to submit a disposal plan with the permit application,
requires permit holders to submit proof of disposal to the Department within a certain period of time
after the permit work has concluded, and establishes citation amounts.
Net Zero Operations Bill
Mayor Brandon Scott signed the Net Zero Operations Bill into law on April 22, 2022, which requires City
operations to achieve net-zero emissions of GHG by 2045 with interim emission reduction goals of 30%
by 2025 and 60% by 2030.
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2. BACKGROUND INFORMATION
Population and land use practices are key influences of solid waste planning. Population trends are
indicative of growth rates in consumption and waste generation. Likewise, land use practices and
conditions affect waste streams and waste facilities. Chapter 2 of this Plan provides estimates of Baltimore
City’s present and projected population, identifies federal facilities in Baltimore City, and discusses zoning
codes and the City’s comprehensive land use plan as they pertain to solid waste management.
2.1 City Population
Table 2-1 below summarizes actual and projected population and household estimates in Baltimore City
from 2020 through 2045, based on Maryland Department of Planning and U.S. Census Bureau data.
Table 2-1. Baltimore City Population Projections
Year
Population
(number of people)
Number of Households
2020*
585,708
236,600
2025
594,530
240,300
2030
596,390
245,175
2035
596,920
248,775
2040
599,220
251,725
2045
603,440
253,475
Average Annualized
Growth
0.12% 0.28%
*Actual data.
According to the U.S. Census Bureau, Baltimore’s population was 585,708 in 2020. The Maryland
Department of Planning projects that the city’s total population will increase by 0.3% between 2020 and
2025, by 0.06% from 2025 to 2030, and by 0.02% from 2030 to 2035. The overall average annualized
growth rate from 2020 through 2045 is projected to be 0.12%.
8
The Maryland Department of Planning also developed household projections over the period covered by
this Plan.
9
The number of households for 2020 was 236,600 while the projected number of households
for 2035 is estimated to be 248,775.
8
https://planning.maryland.gov/MSDC/Documents/popproj/PreliminaryTotalPopProj2050.pdf.
9
https://planning.maryland.gov/MSDC/Documents/popproj/HouseholdProj.pdf.
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2.2 Federal Facilities in the City
There are eight major federal facilities located in Baltimore, which is the largest and only incorporated
municipality in Maryland that is also a designated subdivision. These facilities are shown on the map in
Figure 2-1.
Figure 2-1. Major Federal Facilities in Baltimore City
The following are the major federal facilities located within the city:
• G.H. Fallon Federal Building
• Garmatz Federal Courthouse
• Federal Reserve Bank of Richmond
• U.S. Veterans Medical Center
• U.S. Post Office: Baltimore City Main
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• U.S. Customs and Border Protection
• U.S. Coast Guard Yard
• Fort McHenry National Monument and Historic Shrine
Other federal agencies with facilities in Baltimore include the Department of Treasury, the Department of
Labor, the Army Corps of Engineers, the Veterans Administration, the General Services Administration,
the Office of Personnel Management, the Federal District Court, the Bankruptcy Court, the Social Security
Administration, the USDA, and the Department of Commerce- International Trade Administration.
Private contractors collect solid waste generated at all federal facilities in Baltimore City.
2.3 Zoning Requirements
This Plan shall not be used to create or enforce local land use and zoning requirements. Baltimore City
zoning regulations dictate the permitted location of solid waste management facilities, including
composting facilities, MRFs, transfer stations, incinerators, and landfills. Typically, solid waste facilities are
confined to industrial and commercial districts and are designated as a conditional use. Each proposed
facility site must be considered individually either by the City’s Board of Municipal and Zoning Appeals or
the City Council. The zoning code referenced for the sake of this plan was last enacted and corrected in
June 2017 and last amended in 2022.
A summary of the zoning for solid waste facilities, recycling facilities, and organics management facilities
under the current zoning code can be found in Table 2-2. As indicated in Table 2-2, commercial or
municipal incinerators are prohibited in all zoning districts. Baltimore City zoning code prohibits
construction of any new sanitary landfills or incinerators, but allows landfills and incinerators constructed
prior to June 5, 2017, to be classified as “lawful nonconforming structures.” As lawful nonconforming
structures, existing landfills can pursue expansions of no more than 35% in additional land area if
expanding onto property that is no more than 750 feet from the landfill’s property line, and onto the
portion of that property closest to the existing use. Prior to June 5, 2017, a City ordinance was required
for approval of a new commercial or municipal incinerator.
To operate in Baltimore, solid waste facilities must adhere to the following:
• Obtain zoning approval
• Obtain a relevant permit from MDE
• Be amended into the 10-Year Solid Waste Management Plan via legislation passed by the City
Council
Industrial landfills must follow the above rules for solid waste facilities and may not accept residential or
MSW, or rubble or land-clearing debris. Industrial landfills are allowed in I-2 industrial districts.
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Table 2-2. Summary of Zoning for Solid Waste Facilities
Solid Waste, Recycling, and Organics
Management Facilities
Permitted
Zones
Code Condition
Incinerators (Commercial or Municipal)
Prohibited in
all zoning
districts
1-209
“Lawful nonconforming” if
constructed before June 5,
2017; Solid Waste
Management Plan;
Applicable Permits; Zoning
Board Approval
Sanitary Landfill (Accepting Mixed Refuse)
Prohibited in
all zoning
districts
18-310
“Lawful nonconforming” if
constructed before June 5,
2017; Solid Waste
Management Plan;
Applicable Permits; Zoning
Board Approval
Landfill: Industrial I-2 14-318
Solid Waste Management
Plan, Applicable Permits,
Zoning Board Approval
Recycling Collection Station
All Zones
15-515
Zoning Board Approval
Materials Recovery Facility
I-2
14-324
Applicable Permits
Recyclable Materials Recovery Facility
I-1, I-2
14-333
Applicable Permits
Recycling and Refuse Collection Facility
IMU-2, I-1, I-2
I-312
None
Resource Recovery Facility
I-2
14-335
Applicable Permits
Commercial Composting Facility
IMU-2, I-1, I-2
14-305
Applicable Permits
Recycling collection stations are conditionally allowed in all zones throughout the City, with Zoning Board
Approval. Stations are defined as portable receptacles, usually trailers or roll-offs, for the collection of
paper, cans, aluminum scrap, other nonferrous (meaning the metal has no iron) metal scrap, glass bottles,
and plastics. Larger processing centers are conditionally allowed in industrial areas to facilitate recycling.
MRFs are conditionally allowed in the I-2 industrial district with all applicable permits. All loading and
unloading at a MRF must be screened from public view, and all other operations must be performed within
an enclosed building.
Recycling and refuse collection facilities are facilities whose primary purpose is to collect, store, and
transfer solid waste, yard waste, or recyclables. Recycling and refuse collection facilities do not include
incinerators, junk, scrap, storage yards, sewage treatment sites, landfills, or vehicle dismantling facilities.
Resource recovery facilities are defined as facilities that process solid waste to produce valuable
resources, such as steam, electricity, or refuse-derived fuel, and achieve a volume reduction of at least
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50% of the waste that is being processed. Resource recovery facilities do not include any facilities that
process hazardous materials; any facility that is licensed by the state or City as a junk dealer, scrap metal
processor, or scrap metal dealer; or any junk or scrap storage yard.
Commercial composting facilities performing indoor composting (such as in-vessel methods) are
conditionally allowed in the waterfront industrial area outside the buffer. All commercial composting
facilities must be operated and maintained in a manner that protects adjacent properties from nuisance
odors and the attraction of rodents or other pests.
Composting is allowed on areas permitted under open-space farm and urban agricultural districts as long
as the compost piles are located at least 3 feet away from any lot line, adjacent properties are protected
from odors and the attraction of pests, and the resulting organic product is not sold. Bin composting is
allowed within residential backyards, if kept at least 3 feet from lot lines.
The City’s Critical Area is defined as a 1,000-foot-wide strip measured adjacent to the mean high tide
around the Chesapeake Bay and its tributaries. No solid waste facilities, including recycling facilities, are
permitted in the Critical Area. In Baltimore, the Patapsco River, Gwynns Falls, Jones Falls, and Colgate
Creek tributaries contribute to the Critical Area.
The City’s comprehensive zoning regulations also accommodate facilities for managing special categories
of solid waste:
• Management, discharge, and disposal of radioactive and hazardous waste is conditionally allowed
with Zoning Board approval and in compliance with all applicable federal, state, and local laws,
and regulations that generally govern such waste. Composting of sewage sludge or yard waste is
also an industrial use. These facilities require MDE and City Council approval.
• Dismantling, processing, and storing scrap metal and discarded automobiles are conditionally
allowed with a pollution prevention plan approved by the City and MDE. These uses are
distinguished from MRFs because they require outdoor storage of large quantities of materials.
A summary of the City’s zoning regulations is included in Appendix C.
2.4 Comprehensive Planning and Land Use
Because Baltimore is Maryland’s premier metropolitan area and presents unique land use challenges, the
City, in its entirety, is designated as a Priority Funding Area by the state. The revitalization of the city’s
neighborhoods and preservation of their unique community character are major policies of the City, as
articulated in the City’s Comprehensive Plan. Implemented in 1976 and most recently revised on
September 9, 2009, the City’s Comprehensive Plan provides the policy basis for guiding redevelopment
and revitalization of the City’s developed neighborhoods. Many other programs and urban renewal plans
have been adopted and are de facto components of the plan. The City is currently creating a new
Comprehensive City Plan titled Our Baltimore.
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3. EXISTING SOLID WASTE MANAGEMENT SYSTEM
This chapter analyzes the solid waste generation, import and export of waste, source reduction, diversion,
collection, and disposal systems for Baltimore. Existing facilities and methods for reducing, diverting,
collecting, and disposing of solid waste in Baltimore are presented, and regional facilities are discussed.
Impacts of the COVID-19 pandemic on existing solid waste management systems are also presented.
3.1 Overview of Existing Solid Waste Management System
The key characteristics of the existing solid waste management system in Baltimore are its mixed
public/private system and its regional scope. Through DPW, the City primarily provides collection of waste
and recyclables from single-family residences and condominiums that are under contract with the City as
well as waste disposal, while private contractors provide collection services to most multifamily
residences, noncontract condominiums, and commercial and industrial establishments. A summary of the
existing solid waste stream in the city is depicted in Figure 3-1 on page 49, separated into waste managed
by the City and waste managed by the private sector.
3.1.1 Solid Waste Management System Provided by the City
The City uses public and private facilities for transfer and disposal of waste and recyclables collected by
DPW. A summary of the disposal, transfer, and residential drop-off centers operated or used by DPW, and
the recycling contracts held by DPW for the handling, recycling, and disposal of waste and recyclables, are
presented below.
WIN Waste
The Mayor and City Council of Baltimore contract with the Northeast Maryland Waste Disposal Authority
for use of the WIN Waste facility, a privately operated waste incinerator located in the southwest of the
city, for disposal of mixed refuse. Under the current contract with WIN Waste, which runs through 2031,
DPW disposes of most of its acceptable waste (generally mixed refuse, excluding hazardous waste and
non-burnable waste) at WIN Waste, and WIN Waste delivers post-processing ash materials to QRL. WIN
Waste recycles back-end scrap metal collected after incineration of waste.
Quarantine Road Landfill
Mixed refuse collected by DPW but not sent to WIN Waste is sent to QRL for disposal. QRL also accepts
waste from other City agencies, commercial waste from licensed large haulers, mixed refuse and C&D
debris from small haulers registered with the City’s Small Hauler Program, grit screenings from the City’s
wastewater treatment plants, and incinerator ash from WIN Waste. Soil, including repurposed soil
accepted for disposal, is used for daily and intermediate cover at QRL. A residential drop-off center is also
sited at QRL. This drop-off center provides free disposal and recycling services to Baltimore residents.
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Northwest Transfer Station
DPW operates NWTS for transfer of mixed refuse and single-stream recycling. NWTS serves as the disposal
facility for licensed small haulers and as a residential drop-off center, which provides free disposal and
recycling services to Baltimore residents. Collected waste is transferred to WIN Waste or QRL, while
recycling is sent to private recycling facilities.
Residential Drop-Off Centers
DPW operates five residential drop-off centers throughout the city where residents may dispose of various
materials, including MSW, bulk trash, single-stream recycling, rigid plastics, scrap metal, scrap tires,
household appliances, waste oil and antifreeze, HHW, electronics, and oyster shells.
Mixed Recyclables
DPW contracts with private companies for processing of single-stream recyclables (SSR), hard plastic, and
mixed recyclables collected curbside by DPW and at residential drop-off centers. A full list of the vendors
with whom the City contracts for recycling is included in Appendix D.
Other Recyclables
The following targeted recyclables collected as part of the bulk collection program and at residential drop-
off centers are sent to private companies for processing: scrap metal, scrap tires, electronics, waste oil,
HHW, and oyster shells. Appendix D contains a full list of vendors that provide recycling services for the
City.
Sewage Treatment Plant Sludge
Sewage treatment plant sludge (biosolids) from wastewater and drinking water treatment facilities in the
City are sent to the Baltimore City Composting Facility in Hawkins Point, the Baltimore Patapsco Pelletizer
facility, and the Back River Pelletech facility for processing. These facilities are operated by private
contractors.
Food Waste
In July 2021, City staff launched a pilot food waste drop-off program for residential food scrap collection
at the five residential drop-off centers. The pilot was funded by a grant agreement between the National
Resources Defense Council (NRDC) and Baltimore City as part of the Food Matters regional initiative.
Wood Waste and Brush
Wood waste and brush collected from city parks and street rights-of-way are sent to the Camp Small
facility for sale and reuse. The facility is operated by the Baltimore City DRP.
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Figure 3-1. 2021 Baltimore City Waste Stream Flow Diagram (Reproduced from the LWBB Plan)
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Notes for flow diagram on previous page:
1. Waste managed by the City includes residential waste, waste from government buildings, and waste from some small businesses.
2.
Waste managed by others includes commercial, industrial, and institutional waste not collected by the City.
3.
Waste flow to residential drop-off centers is calculated as the sum of MSW and recyclables collected at residential drop-off centers.
4.
Residential waste flow to WIN Waste is calculated as the difference in total residential waste sent to WIN Waste (2021 WIN Waste tonnage
report) and waste sent from NWTS to WIN Waste (2021 NWTS tonnage report).
5.
Residential waste flow to NWTS is calculated as the total waste flow to NWTS (2021 NWTS tonnage report) minus the waste hauled by
small haulers to NWTS in 2021 (see also Note 8).
6.
Residential waste flow to QRL is calculated as the sum of soil sent to QRL (presumably as daily and intermediate cover), MSW sent to QRL
(2021 QRL tonnage report), and asphalt sent to QRL (for temporary road construction) minus MSW sent from NWTS to QRL (2021 NWTS
tonnage report, Note 16).
7.
Residential organics tonnage includes recycled brush/branches, food waste, and wood materials as reported in 2021 Baltimore City MRA
Report.
8.
Commercial waste flow to NWTS is calculated from small hauler data (2021 Small Hauler Report).
9.
The quantity of commercial recyclables is derived from the 2021 Baltimore City MRA report (non-MRA recyclables, MRA recyclables) and
includes all recyclables (MRA and non-MRA) not included in the organics waste stream (i.e., yard waste food waste, other organics, and
treatment plant sludge). See also Note 13.
10.
Commercial waste flow to WIN Waste is derived from the 2021 WIN Waste tonnage report.
11.
Commercial waste flow to QRL is calculated from small hauler data (2021 Small Hauler Report).
12.
Most commercial waste is hauled by private haulers and the City has no way to track this waste. It is assumed that many of these haulers
take waste to private facilities not included in this diagram (e.g., rubble landfills outside the City).
13.
Commercial organics tonnage is derived from the 2021 Baltimore City MRA report and includes treatment sludge, yard waste, food waste,
and other organics (e.g., wood waste).
14.
The quantity of recyclables from residential drop-off centers is calculated from the 2021 Baltimore City MRA report.
15.
Waste outflows from residential drop-off centers are calculated from 2021 waste tonnages collected in roll-off containers by the City.
While some of this material is sent to WIN Waste, for this analysis, it is assumed that the majority is sent to QRL for final disposal.
16.
Material outflows from NWTS to recyclables, WIN Waste, and QRL are derived from the 2021 NWTS tonnage report.
17.
The quantity of recyclables recovered at WIN Waste is back calculated from total metals reported in 2021 MDE Solid Waste Management
and Diversion Report and other metals reported in Baltimore City MRA Report. This value represents back-end scrap recovered from
incineration of waste generated within the City.
18.
The quantity of incinerator ash and soil landfilled at QRL is from the 2021 QRL tonnage report.
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19. Recycled C&D tonnage is from the 2021 Baltimore City MRA Report.
20.
Recycled metals tonnage is from the 2021 Baltimore City MRA Report (scrap metal and automobiles) and 2021 MDE Solid Waste
Management and Diversion Report (all other metals, including back-end scrap from WIN Waste)
21.
Recycled soil tonnage is from the 2021 Baltimore City MRA Report (commercial soil only, which does not include soil used as daily and
intermediate cover at QRL).
22.
Recycled paper/cardboard, plastic, and glass tonnages are from the 2021 MDE Solid Waste Management and Diversion Report.
23.
Other recyclables include non-MRA recyclables (waste oil, antifreeze, oil filters, etc.) and MRA recyclables (tires, batteries, furniture, etc.)
that do not fall in other recyclable categories.
24.
The quantity of asphalt reused at QRL for road construction is from the 2021 QRL tonnage report.
25.
Tonnages for MSW components are derived from the Baltimore City Winter 2019 waste sort conducted by Geosyntec and the total MSW
tonnage reported for QRL (2021 QRL tonnage report).
26.
Food and yard waste tonnages are from the compostables category in the 2021 Baltimore City MRA Report.
27.
Other organics tonnage is from 2021 Baltimore City MRA Report and includes wood materials and other compostables.
28.
Treatment sludge tonnage is from the non-MRA recyclables category in the 2021 Baltimore City MRA Report.
29.
C&D debris tonnage provided by MDE from tonnage reports for permitted facilities in the City
30.
Other waste tonnage back-calculated from total waste generation in the city (from 2021 MDE Solid Waste Management and Diversion
Report)
31.
Industrial waste tonnage provided by MDE from tonnage reports for permitted facilities in the City.
32.
Special medical waste tonnage provided by MDE from tonnage reports for permitted facilities in the City.
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3.1.2 Solid Waste Management System Provided by Others
One element of the regional solid waste management system is that private haulers can dispose of waste
generated in the city at any permitted disposal facility. A second element allows private haulers to dispose
of wastes generated outside the city at waste acceptance facilities located within the city limits, such as
WIN Waste and QRL. The constraints for importing solid waste into the city (as well as for exporting wastes
out of the city) are the capacities of acceptance facilities and market considerations, including tipping fees
and hauling costs. Because WIN Waste is privately owned and operated, as are most of the other waste
acceptance facilities in and around the city, they are free to compete in the marketplace to provide waste
disposal services in response to demand from their customers.
The private component of the solid waste management system operates regionally and independently of
City government. Private companies perform the same basic waste collection and management functions
as the government without conflict.
The fact that so much solid waste management is independently and privately handled has implications
for the City’s solid waste planning. The ability to quantify or precisely describe this privately managed solid
waste and to determine how all of the solid waste within the city’s boundaries is generated, is limited to
available data. Nonetheless, in an effort to comply with state regulations on comprehensive solid waste
planning, this Plan has attempted to include regional considerations for privately collected waste
generated within the city’s boundaries and solid waste from outside its boundaries disposed of at solid
waste facilities within the city.
3.1.3 Impacts of the COVID-19 Pandemic
The COVID-19 pandemic exacerbated already-steep competition for solid waste workers, particularly
drivers with a commercial driver’s license (CDL) and machine operators. It also led to temporary staffing
shortages as infected or exposed personnel quarantined for 10 to 14 days during the pandemic. Staffing
challenges continue to impact BSW more than three years after the start of the pandemic. This increased
scarcity forced the City to focus on trash pickup and temporarily suspend curbside recycling collection.
When curbside recycling returned in 2021, BSW rolled out a new program with 65-gallon blue bins for
every single-family household (total of approximately 170,000 bins), in place of the former 14-gallon
yellow bins provided to single-family households who requested them (total of approximately 40,000
bins). Shortly after rolling out the new program, BSW reduced SSR collection service levels from weekly
to once every two weeks to answer staffing shortages and increased recycling. The City also suspended
street and sidewalk sweeping services in 2020 due to staffing shortages and returned to quadrant
sweeping first in 2022 and regular sweeping late in 2022. The City plans to return to pre-pandemic levels
of collection service as soon as possible.
Worker safety is paramount to DPW, and the measures implemented during the height of the pandemic
continue to model the procedures that will be used moving forward. Testing locations were set up
exclusively for solid waste workers, vaccines were required and encouraged, and leadership was able to
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prioritize services to complete the most critical tasks. Crews were required to wear appropriate personal
protective equipment to prevent COVID transmission. BSW was held accountable by the City Council,
which initiated quarterly legislative oversight hearings and monthly reports addressing the return to
weekly recycling pickup. These steps toward transparency and preparedness planning will make DPW
more resilient to future challenges.
3.2 Existing and Projected Waste Generation
COMAR 26.03.03.03 (D) requires that Chapter 3 of this Plan contain a table that shows existing and
projected annual generation of specified categories of waste within the city. Further, the basis for the
data presented in the table must be discussed. COMAR 26.03.03.04 (B) states that projections shall be
given for the succeeding 10-year period at intervals of not more than 5 years.
The last year from which complete waste generation data were available is 2021. As such, 2021 is used as
the baseline for this analysis. In compliance with the requirements of COMAR, waste generation
projections in Baltimore for 2024, 2027, 2030, and 2033 are presented in Table 3-2 on page 63.
3.2.1 Sources of Solid Waste
In 2021, approximately 414,000 tons of waste was managed by the City and 1,096,000 tons of was
managed by others in Baltimore (1,510,000 tons in total), which breaks down as follows:
• Approximately 432,000 tons (29%) was diverted from final disposal (either reused, recycled, or
composted).
• Approximately 338,000 tons (22%) were incinerated at WIN Waste (not including the
approximately 8,000 tons of back-end scrap recovered and diverted following incineration).
• Approximately 225,000 tons (15%) were placed in QRL (not including the approximately 130,000
tons of ash from WIN Waste).
• Approximately 515,000 tons (34%) were otherwise disposed of by commercial haulers in the
private system.
A simplified graph of the existing waste streams in Baltimore is shown in Figure 3-1 on page 49.
The primary sources of solid waste generation in Baltimore are detailed below. In each category, it is
indicated whether this waste is handled primarily by DPW or the private sector. Tonnages presented for
each waste category are generally sourced from DPW or MDE. The most recent calendar year for which
complete records are available is 2021.
Residential Municipal Solid Waste
Residential MSW includes household trash, recyclables, and compostables generated by Baltimore
residents. In Baltimore, DPW collects residential MSW from single-family households and some
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multifamily units alongside waste that is generated at City-owned or City-leased properties and
condominiums under contract with DPW. As such, residential MSW is reported as Mixed MSW by the City.
For this plan, residential MSW tonnages are included in the Mixed MSW category.
Commercial Municipal Solid Waste
Commercial waste includes all recyclables, compostables, and trash generated by the private sector in
Baltimore. This waste is almost exclusively collected by private haulers rather than DPW, so precise
information on tonnages generated are not available. Further, as private haulers also collect waste from
multifamily dwellings, much of the commercial MSW in the city is collected with residential MSW and is
therefore classified as Mixed MSW. Although, based on available data, an estimated total of 80,400 tons
of commercial material was disposed of in the city in 2021, this value is a best-guess estimate and may
not represent the true amount of commercial waste generated in the city.
Mixed Municipal Solid Waste
Mixed MSW is a mixture of residential, commercial, and institutional MSW and is collected by DPW and
private haulers in the city. Based on available data, the total amount of Mixed MSW disposed of in the
city in 2021 is estimated to be 540,000 tons.
Industrial Nonhazardous Waste
Industrial nonhazardous wastes are solids, liquids, and sludge generated by manufacturing or industrial
processes that are not regulated under Subtitle C of RCRA. In general, the City does not collect information
on the character and quantity of this waste from the generators. Several industries dispose of industrial
nonhazardous waste in Baltimore. In 2021, 13,700 tons of industrial, nonhazardous waste was disposed
of within the city.
Institutional Waste
Institutional waste includes all waste generated by institutions (e.g., schools, hospitals, and government
buildings) in Baltimore. Most of this waste is collected by private haulers in the city (except for waste
generated at government buildings, which is collected by DPW alongside residential waste). As such, exact
tonnages are not well quantified. For this Plan, institutional waste tonnages are included in Mixed MSW
tonnage projections.
Land-Clearing Debris
Land-clearing debris is refuse generated from clearing sites to prepare them for new construction,
rehabilitation, street improvements, or utility installation, as well as debris from natural disasters. This
category of waste is generally small enough to be included in C&D tonnages and is assumed to be zero for
the period covered by this Plan.
Construction and Demolition Debris
C&D debris is refuse generated from demolishing buildings, streets, and other improvements and clearing
sites to prepare them for new construction, rehabilitation, street improvements, or utility installation.
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This refuse is primarily inorganic, consisting of concrete, brick, bituminous paving material, lumber,
drywall, plaster, roofing material, and insulation. No data is available for the exact amount of C&D debris
generated in the city, as large private C&D contractors often find it more economical to use private rubble
landfill facilities outside the city to dispose of such debris. However, based on tonnage reports filed by
permitted facilities in 2021, it is estimated that 279,000 tons of C&D debris was generated and disposed
of in the city. An additional 131,000 tons of C&D debris was recycled in 2021, and 7,000 tons of asphalt
were reused for road construction at QRL.
Wood Waste
Wood tonnages are considered recyclable MRA materials. Per Baltimore City MRA reports, 3,000 tons of
wood waste was recycled in the city in 2021.
Rubble
Rubble is included with C&D debris for this Plan.
Electronics
Electronic waste is considered a recyclable MRA material. Electronic waste includes screens, monitors,
lamps, mobile phones, printers, and other discarded electrical and electronic devices. In 2021,
approximately 600 tons of electronics were recycled in the city.
Motor Oil, Antifreeze, Cooking Oil, Vinyl, and Medical Equipment
Motor oil, antifreeze, cooking oil, vinyl, and medical equipment are considered non-MRA materials. In
2021, approximately 100 tons of antifreeze, 1,900 tons of waste oil, and 2,600 tons of cooking grease were
recycled in the city.
Vehicle Tires
Vehicle tires are considered a recyclable MRA material. There were approximately 900 tons of tire waste
generated in the city in 2021. This number is largely representative of tires that have been recovered by
City forces at residential drop-off centers and collected by City forces at illegal dumping locations. Tires
collected by the City are currently sent to a facility for processing and recycling.
Commingled Recyclables
Commingled recyclables, also known as SSR, include cardboard, paper, plastic bottles, glass bottles,
tin/steel cans, and aluminum cans collected together in one location. Commingled recyclables are
collected curbside and at residential drop-off centers by DPW. Commingled recyclables are also collected
by the private sector. In 2021, approximately 26,400 tons of commingled recyclables were recycled in the
city.
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Special Medical Waste
Special medical waste generated within Baltimore is generated by the private sector and disposed of
through incineration or autoclaving and landfilling. Approximately 5,700 tons of special medical waste
was generated in the city in 2021.
Bulk or Special Waste
Bulk or special wastes as cited in the state regulations include automobiles, scrap metal, large furniture,
and large appliances. DPW collects bulk and special waste at residential drop-off centers and through 311
collection requests. Based on reported recycling tonnages from the residential and commercial sectors, it
is estimated that 53,200 tons of bulk or special waste were generated and recycled in the city in 2021.
Asbestos
Materials containing asbestos are not permitted to be disposed of at QRL. However, in 2021, other
facilities in the city reportedly accepted approximately 18,000 tons of asbestos for disposal.
Soil
In 2021, approximately 72,000 tons of soil were used as daily cover at QRL. The 2021 MRA report included
an additional 23,000 tons of recycled soil from commercial sources. Altogether, 95,000 tons of soil were
recycled in Baltimore in 2021.
Controlled Hazardous Substances
Controlled hazardous substances are those wastes whose disposal is regulated under Subtitle C of RCRA
(see Section 1.3). Local governments in Maryland have not been granted authority to enforce federal or
state regulations on the disposal of hazardous wastes. MDE, however, compiles information on the
generators and the amounts of hazardous wastes being handled within Baltimore limits and reports this
information to EPA.
Each generator/facility is responsible for properly handling and disposing of its hazardous waste. These
firms are required to use out-of-state processing plants or emplacement facilities. Though there are
several closed hazardous waste landfill cells within the city, there is no landfill currently accepting
hazardous waste within the city limits.
Dead Animals
Since Baltimore is fully urbanized, most animal carcasses requiring disposal in the city are those of stray
or unwanted cats and dogs. The division of Animal Control under Baltimore’s Department of Health is
responsible for removing animal carcasses from public property and for removing live animals that are
defined as strays under the law. Animal carcasses are currently collected for disposal by private companies
under contract with the City. In 2022, it is estimated that the City collected and sent approximately 38
tons of animal carcasses to incineration.
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Treatment Plant Sludge
Treatment plant sludge is the solids remaining after wastewater and raw drinking water treatment. Two
treatment plants are located in the city as described below. Both accept sanitary wastewater from
surrounding counties as well as the city.
In 2021, the Back River Wastewater Treatment Plant (BRWWTP) generated approximately 63,000 wet
tons of sludge (or approximately 13,000 dry tons). Through City contracts, private firms use the majority
of the sludge for horticultural compost, a pelletized product for fertilizer, and as soil amendment. Any
remaining sludge is sent to QRL for disposal. As of 2022, the BRWWTP is conducting a set of digestor
cleanout projects, which has resulted in the production of higher-than-normal sludge volumes (roughly
25,000 dry tons produced in 2022). This has resulted in approximately 12 loads of sludge per day being
sent to QRL for disposal. These elevated tonnages are expected to continue through 2026 before reducing
back to normal levels (approximately 13,000 dry tons per year).
The Patapsco Wastewater Treatment Plant (PWWTP) generated approximately 410,000 wet tons of
sludge in 2021. All of the wet sludge from PWWTP is heat dried for stabilization, pelletized, and sold as
fertilizer.
The City operates three water treatment plants: Montebello I, Montebello II, and Ashburton. The facilities
generate approximately 2,200 tons of sludge annually.
Septage
Septage is only accepted at the BRWWTP. The septage discharge becomes part of the plant flows and is
subject to the same treatment processes as plan flows. The solids also become part of the overall sludge
production and are subject to the same solids processing and disposal as sludge.
Any company wishing to dispose of septage into the city wastewater system must obtain a waste hauler
permit and vehicle permit tag for each vehicle and pay annual permit and vehicle tag fees. The program
is regional in scope, recognizing programs developed cooperatively with the City program in Baltimore,
Howard, and Anne Arundel Counties. The program dictates the types of wastes to be accepted, allows for
City sampling of the septage, and reserves the City’s right to refuse acceptance of any load. Any violation
of the program conditions can result in fines, revocation of permits, and/or prosecution of the permit
holder.
3.2.2 Waste Classification in Maryland
Under Maryland law, solid waste generated in Baltimore separated into different categories by type based
on classification under the MRA. The MRA requires each jurisdiction in Maryland to develop and
implement recycling programs. Since December 2015, all counties in Maryland with a population greater
than 150,000, which includes Baltimore, are required to attain a 35% recycling rate, which is calculated
by dividing the tons of material recycled by the tons of materials generated, which in turn is defined as
the tons of material recycled plus the tons of material disposed.
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To allow fair comparison between different jurisdictions, only certain materials can be included when
calculating a county’s MRA recycling rate, which must be reported to MDE each year. These materials
include paper, plastic, glass, metal, compostables, and a broad category of miscellaneous materials. In
2021, the miscellaneous materials reported by the City as part of its recycling rate included electronics,
vehicle tires, textiles, pallets, toner cartridges, and batteries. Specific materials that are excluded from the
calculation of the recycling rate include antifreeze, asphalt, concrete, coal ash, C&D debris, land-clearing
debris, scrap automobiles, scrap metal, sewage sludge, soils, waste oil, and a host of other materials.
Although the tons of these materials recycled are not counted when calculating the county’s MRA
recycling rate, they are still reported to MDE each year. This division of waste and recyclables into MRA
and non-MRA materials is important in the context of understanding the reported recycling and waste
diversion rates in this Plan and in comparing rates between different counties in Maryland.
In addition to the MRA recycling rate, the City reports a waste-diversion rate to MDE on an annual basis.
The waste diversion rate includes the calculated MRA recycling rate plus up to 5% credit for specific source
reduction activities (the City’s source reduction activities are discussed in Section 3.3).
The composition of MRA and non-MRA waste and recyclables reported by the City in 2021 is detailed
below. Figure 3-2 (page 59) and Table 3-1 (page 60) contain a summary of the City’s MRA and non-MRA
waste generation and composition by sector in 2021.
MRA Waste
MRA waste includes MSW and industrial waste from nonprivate, industrial waste landfills. It does not
include recycled or disposed MSW ash or backend scrap metal recovered at WIN Waste. A total of
approximately 756,000 tons of MRA waste was generated in Baltimore in 2021. Of this, approximately
130,000 tons of material was recovered (MRA recyclables), while 626,000 tons were sent for disposal.
MRA Recyclables
MRA recyclables include compostables (yard waste and other organics), paper, plastic, metal, glass, and
other materials recovered or diverted from the waste stream prior to disposal. MRA categories are
summarized below.
Paper and Cardboard
Recycled paper includes corrugated cardboard, newspaper, mixed paper, magazines, and office/computer
paper diverted from the waste stream.
Plastic
Recycled plastic includes polyethylene terephthalate (PET/PETE) and high-density polyethylene (HDPE)
bottles and containers, film plastics, and other mixed plastics diverted from the waste stream. PET/PETE
and HDPE are classified as No. 1 and 2 plastics, respectively.
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Metal and Glass
Recycled metal includes aluminum cans, tin/steel cans, and metal household appliances (washers, dryers,
refrigerators, etc.) diverted from the waste stream. Recycled glass includes glass bottles and containers
of various colors.
Yard Waste and Other Organics
Yard waste includes brush, branches, grass, and leaves diverted from the waste stream and composted.
Other organics diverted from the waste stream mainly include food waste, wood materials, and donated
food. This material may be composted, donated, or recycled by other means (anaerobic digestion,
mulching, etc.).
Other
This is a broad category of materials that count towards MRA recycling, including animal proteins/fats,
electronics, textiles, tires, toner cartridges, batteries, and furniture.
Figure 3-2. Total MRA and Non-MRA Waste Generated in Baltimore City in 2021
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Table 3-1. MRA and Non-MRA Recyclables Composition by Sector in 2021
Category
Residential
(tons)
Commercial
(tons)
Total
(tons)
MRA Recyclables
Compostables
4,000
3,200
7,200
Paper
0
69,600
65,600
Plastic
5,100
1,400
6,500
Metals
7,600
21,200
28,800
Glass
11,700
1,400
13,100
Miscellaneous
0
5,700
5,700
Non-MRA Recyclables
C&D Debris
6,900
130,700
137,600
Soil
71,800
22,900
94,700
Scrap Metal
1,500
40,400
41,900
Sewage Sludge
0
5,800
5,800
Miscellaneous
0
99,200
99,200
MRA Recycling Rate
The City’s past MRA recycling rate as well as the composition of MRA recyclables from 2011 through 2021
is shown in Figure 3-3. Prior to 2013, ash from WIN Waste placed at QRL was counted as a recyclable
material, and the MRA recycling rate for all years includes a 5% recycling credit for recovering energy from
waste (considered resource recovery). Beginning in 2022, this credit will no longer be awarded.
As indicated in Figure 3-3, the City’s MRA recycling rate was 22% in 2021. In addition to the MRA recycling
rate, the City reports a waste diversion rate to MDE on an annual basis. The waste diversion rate includes
the calculated MRA recycling rate plus up to 5% credit for specific source reduction activities (the City’s
source reduction activities are discussed in Section 3.3). In 2021, the City did not earn a source-reduction
credit (although it has earned one in the past and will likely earn one in the future). As such, the City’s
waste diversion rate for 2021 was reported to be 22%, the same as its MRA recycling rate.
Both the City’s MRA recycling rate and its waste diversion rate are below the statewide average MRA
recycling rate of 42% and waste diversion rate of 46%. More importantly, the MRA recycling rate is below
the 35% required for Maryland jurisdictions with a population over 150,000. The MRA recycling rate is
projected to increase over the planning period as the City is committed to meeting the state-mandated
35% recycling goal (see Section 5.2, which includes the City’s interim plan to achieve a 35% MRA recycling
rate).
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1. MRA recycling rate includes 5% recovery credit (this will not be offered beginning in 2022)
2. Prior to 2013, ash from WIN Waste landfilled at QRL counted as an MRA Recyclable
Figure 3-3. Baltimore City Historical Trends in MRA Recycling (2011–2021)
Non-MRA Waste
Non-MRA waste includes MSW collected from commercial sources as well as C&D debris, soil, and a wide
range of other materials that are ultimately diverted for recycling.
The vast majority of non-MRA waste in Baltimore is collected by private haulers. As such, limited
information is available for generation of this material. The quantities of non-MRA waste listed below
include recycled non-MRA waste reported in the 2021 MRA report for the city (including non-MRA
recyclables as well as soil disposed at QRL) as well as other non-MRA waste generated in the city (e.g.,
C&D debris). A total of 754,000 tons of non-MRA material was generated in Baltimore in 2021, of which
about 375,000 tons was sent for disposal.
Non-MRA Recyclables
Approximately 379,000 tons of the 541,000 tons of non-MRA materials generated in the city in 2021 were
reported to be recycled. The predominant categories of non-MRA recyclables include C&D debris, soil,
sewage sludge, and scrap metal.
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Construction and Demolition Debris
This category of materials (i.e., C&D) includes asphalt, concrete, bricks, drywall plaster, siding, wood
pieces, and roofing, as well as general land-clearing debris generated in Baltimore.
Soil
Recycled soil includes soil that has been put to beneficial reuse by DPW (i.e., as fill material in City
projects). However, soil used as daily and intermediate cover material at QRL is not included in this
category in this Plan.
Scrap Metal
Recycled scrap metal includes materials left over from product manufacturing and consumption, such as
vehicle parts, building supplies, and surplus metals. DPW provides scrap metal recycling at five of the
resident drop-off facilities.
Sewage Sludge
Sewage sludge is the semiliquid waste obtained from the processing of municipal wastewater sewage. In
Baltimore, this material is composted or converted into a pelletized soil amendment or fertilizer by private
companies.
Other
Other types of recycled non-MRA waste in Baltimore include antifreeze, waste oil, oil filters, industrial
fluids, millings, and a host of miscellaneous materials.
3.2.3 Projected Waste Generation
The projections for waste generation for 2024, 2027, 2030, and 2033 were derived from 2021 waste
collection data recorded by the City and waste growth projections derived from the population data
detailed in Section 2. These projections are shown in Table 3-2. Specifically, an average annual growth
rate of 0.12%, the same as the expected population growth rate between 2020 and 2045, was used to
estimate waste generation for 2024, 2027, 2030, and 2033.
3.3 Existing Waste Reduction and Diversion Programs
Waste reduction and diversion efforts in Baltimore exist in both the system operated by DPW and the
private system. This section describes both public and private source reduction, reuse, and diversion
programs in the city.
3.3.1 Single-Stream Recyclables
The City has undertaken many recycling programs to improve participation in curbside recycling programs,
comply with state law (e.g., by monitoring recycling efforts in office and apartment buildings), and educate
constituents on the importance of recycling.
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Table 3-2. Annual Waste Generation in Baltimore City 2021–2033
Waste Category
Annual Generation (Tons)
2021
2024
2027
2029
2033
Residential MSW
0 0 0 0 0
Commercial MSW
80,400
80,700
81,000
81,300
81,600
Mixed MSW
540,000
541,900
543,900
545,900
547,800
Industrial (Solids, liquid, etc.)
13,700
13,700
13,800
13,800
13,900
Institutional (schools, hospitals etc.)
0
0
0
0
0
Demolition Debris (C&D)
279,000 280,000 281,000 282,000 283,000
Land Clearing
0
0
0
0
0
Controlled Hazardous Substance (CHS)
0
0
0
0
0
Asbestos
18,000
18,100
18,100
18,200
18,300
Soil
72,000
72,300
72,500
72,800
73,000
Special Medical Waste
5,700 5,700 5,700 5,800 5,800
Septage
0
0
0
0
0
Total MRA Waste Generation
626,000
562,700
495,400
451,300
422,200
Total Non-MRA Waste Generation
375,000
351,800
330,300
308,600
286,800
Total MRA Waste Recycled
1
130,000
196,700
266,800
313,600
345,500
Total Non-MRA Waste Recycled
2
379,000
404,700
429,000
453,400
478,000
Total Waste Generation
1,510,000
1,516,900
1521,400
1,526,900
1,532,400
MRA Recycling Rate
3
17%
26%
35%
41%
45%
1. MRA Recyclables include compostables, paper, plastic, metals, glass, and miscellaneous materials as described above.
The plan to increase MRA recycling tonnages (particularly for SSR and organics) is presented in Section 5.2, including
estimates for diversion potential.
2. Non-MRA Recyclables include C&D debris, soil, scrap metal, sewage sludge, and miscellaneous materials as described
above. The plan to increase non-MRA recycling tonnages (particularly for C&D and bulk waste) is presented in Section
5.2, including estimates for diversion potential.
3. MRA recycling rate does not include resource recovery credit as this credit was discontinued beginning in 2022
(although it was awarded in 2021).
Curbside Recycling Program
DPW provides curbside SSR collection once every two weeks, Tuesday through Friday, to each single-
family residence located in Baltimore. There is no maximum amount of recyclable material that can be
collected from each residence. Materials accepted in the SSR collection program include aluminum and
steel/tin cans, cardboard, glass containers, mixed paper, and plastic bottles and jars. A full listing of
acceptable and unacceptable materials is available at the DPW recycling page. The City is currently trying
to return to once-weekly SSR collection as soon as is feasible. DPW drivers do not currently have capacity
to provide once-weekly collection due to staffing shortages, equipment breakdowns, and an increase in
the number of residences recycling and recycling tonnage since the roll out of the 65-gallon blue bins in
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2021. SSR collected from the curbside program is sent to a private facility for recycling (see Appendix D)
located outside the city.
Public Education and Outreach
The City provides information about waste disposal and recycling programs, what materials can be
recycled, locations of residential drop-off centers, disposal of HHW, and source reduction initiatives on
the City’s website (www.baltimorecity.gov) and on DPW’s social media outlets (Facebook, Instagram,
LinkedIn, NextDoor, and Twitter). Waste reduction and reuse is promoted at City-organized spring and
summer festivals and at special events throughout the year. DPW also places recycling memos and
information in monthly newsletters sent to all residents. More information on specific education and
outreach programs is provided below.
Source Reduction Programs
According to the 2020 Source Reduction Report published by MDE, Baltimore participated in the following
source reduction initiatives:
1. Conducting an ongoing, multifaceted, public education program promoting grass-cycling and/or
home composting of yard trimmings
2. Distributing publications exclusively promoting and describing how to use grass-cycling and/or
home composting of yard trimmings to at least 30% of single-family households within the last
three years
3. Conducting an ongoing multifaceted, public education program promoting food donation and
food composting
4. Promoting lawn alternatives that do not require trimming or watering
5. Providing an app of residents to report violations of the polystyrene and plastic bag ban to the
City
6. Hosting a source-reduction event for the public
7. Incorporating source-reduction information into a county website
8. Promoting source reduction in schools on an ongoing basis
9. Including a source-reduction curriculum or ongoing activity in schools
10. Integrating source reduction into ongoing county employee training and education programs
11. Distributing source-reduction materials to at least 30% of residents within the last three years
12. Distributing source reduction materials to at least 30% of businesses within the last three years
13. Developing or updating a solid waste reuse directory within the last three years
14. Conducting a focus group or a survey of residents about source reduction within the last three
years
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15. Developing or maintaining a system for referring people to a materials exchange program
16. Working with a targeted sector of the business community to achieve source reduction
17. Conducting a source-reduction training session, workshop, or presentation at a business,
institutional or community event
18. Conducting workshops demonstrating proper food composting techniques
19. Developing or maintaining permanent food composting demonstration sites
20. Operating a program to promote pallet reuse
21. Establishing or maintaining a City procurement policy advancing the purchase of materials that
result in reduced waste generation
22. Incorporating green building codes and requirements in City construction, remodeling, and
maintenance bid specs and contracts
23. Holding team meetings, at least quarterly, that included representatives from major City
departments, in which source reduction was discussed as a formal part of the agenda
Recycle Right and Social Media
The Office of Waste Diversion is investigating using and improving digital technologies to help educate the
public about solid waste management and recycling in Baltimore. In addition to using DPW’s social media
accounts to promote source reduction, the Office of Waste Diversion developed a “Recycle Right”
webpage that gives guidance on recycling and promotes source reduction. Waste diversion and recycling
messaging and materials are created and managed in coordination with the City’s Communications Office.
Polystyrene Ban
Under Ordinance 18-125, food service facilities in Baltimore are prohibited from using disposable food
service tableware made from polystyrene (Styrofoam). This law does not apply to food or beverages
packaged outside of the city, such as butchered meat and eggs. The ban is intended to force businesses
in the city to replace polystyrene containers with recyclable or compostable alternatives. The Department
of Health enforces the bill, issuing fines beginning at $200 for retailers that do not comply with the
polystyrene ban.
Plastic Bag Ban
On October 1, 2021, the Comprehensive Bag Reduction Act, also known as the Plastic Bag Ban, went into
effect. The Bag Reduction Act prohibits grocers and other retailers from supplying customers with plastic
bags at point of sale, pickup, or delivery. It specifically applies to plastic “check-out” bags that have a
thickness of less than 4 mils. Paper bags and compostable plastic bags are permitted. However,
compostable plastic bags must be recognized as meeting ASTM International (ASTM) D6400 standards, as
well as being capable of biological decomposition. The use of any accepted single-use bags is accompanied
by a fee of at least five cents charged to the customer. Of these five cents, one cent is paid to the city of
Baltimore, with the rest retained by the business. The City has also distributed more than 55,000 free
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reusable bags to residents. Baltimore’s bag ban is critical to solid waste management because plastic bags
are not accepted in curbside recycling as they can damage MRF machinery and plastic bags and bagged
materials are the largest contributors to contamination in SSR. The comprehensive Bag Reduction Act
helps to remove plastic bags from the recycling stream and decreases plastic pollution in the city’s streets,
parks, and waterways.
Based on data collected from the Baltimore City bag surcharge portal, 20 million alternative bags (paper,
compostable, or thicker plastic) were sold in the city during the first year of the ban. Assuming that each
purchased alternative bag was used in place of one thin plastic bag, it is estimated that at least 20 million
thin plastic bags were prevented from entering the city’s solid waste stream, which is a conservative
assumption because it does not account for customers who changed behaviors to consistently use
reusable bags or other methods for transporting purchases.
Using a weight conversion factor of 0.77 pounds per 100 bags (from the EPA), it is estimated that
approximately 154,000 pounds (roughly 77 tons) of plastic bags were diverted from disposal during the
first year of the plastic bag ban.
Electronic Timekeeping System
In 2020, the city implemented an electronic timecard system, called Workday. This citywide system
eliminated the need for paper time sheets, overtime slips, and leave slips. It has reduced vast quantities
of timekeeping paperwork.
Electronic Invoice Processing System
DPW, the Department of Transportation, and the Department of General Services, which are the three
largest City agencies that work with consultants and contractors, are using an electronic, paperless invoice
review and approval process.
Municipal Can Program
In 2016, the City provided every household subject to trash collection by DPW with a 65-gallon wheeled
trash can specifically for mixed refuse. By providing all households with a trash can with a tight-fitting lid,
the City aimed to reduce wind-blown litter, prevent rodents and other animals from foraging in trash cans,
and standardize trash collection in the city to reduce the strain on trash collection workers. The program
was also launched with the intent of reducing total trash generation in the city by providing all residents
with a standardized bin size that is considerably smaller than the maximum collection volume of 96
gallons.
Recycling Can Program
In September 2021, the City launched delivery of 65-gallon curbside recycling carts to approximately
170,000 city households. This initiative was conducted in coordination with the Recycling Partnership, the
American Beverage Association’s Every Bottle Back Initiative, Closed Loop Partnership, Dow, the Baltimore
Civic Fund, and Rehrig Pacific. The goal of this initiative was to increase access to curbside recycling and
improve recycling participation. Delivery of recycling carts was completed in February 2022, and DPW is
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monitoring the impacts of the rollout through reporting required through the agreements with the
program’s lending partners.
Recycling Partnership Grant for City-Recycling Campaign
In May of 2020, Baltimore received a cash grant of $250,000 from the Recycling Partnership to support
resident engagement in curbside recycling and improved quality of materials. In addition, the Recycling
Partnership provides access to campaign materials, staff time, and other in-kind services with a total
estimated value of $125,000.
Residents may not know which materials are recyclable and how to properly prepare recyclables for
collection. In response, the City seeks to provide targeted, specific outreach to residents to encourage
recycling, provide guidance about what can be recycled, and implement other programmatic elements
with the goal of decreasing the contamination rate of curbside recycling.
Campaign elements included an informational card mailed to all households in Baltimore in order to make
sure each household receives current, accurate information about the recycling program. Supportive
messaging and campaign materials were placed throughout communities on various structures. In
addition to providing outreach directly to households and in public spaces, City staff hand out
informational items and discuss the proper way to recycle at various community events. Social media
advertisements are also used to help increase reach and to engage with residents. Outreach materials
promote the city’s “Recycle Right” webpage. Targeted recycling routes with high levels of contamination
receive extra outreach. Recycling crews place “oops” tags on recycling that is contaminated or set out in
a plastic bag. This helps remind residents of the opportunity to recycle right.
Recycling Initiatives in City Schools
DPW participates in multiple school initiatives to encourage and promote recycling, which include the
following:
1. The Eco Warriors Challenge, a competition among city schools for students and families in which
students earn badges and service-learning hours. The top three elementary, middle, and high
schools with the most badges win a cash award.
2. Recycling presentations that discuss waste reduction and reuse, what is and is not recyclable, and
recycling at home were conducted in public schools.
3. Schools that recycle properly and consistently are provided with 65-gallon recycle bins (this
program is planned).
4. Design of school-specific recycling posters.
Additional information on the Baltimore public school recycling program can be found in Appendix E.
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Apartment Building and Condominium Recycling Program
Per Maryland Code Environment Article 9-1711, each property owner or manager of an apartment
building or a council of unit owners of a condominium that contain 10 or more dwelling units shall provide
recycling collection and removal for the residents of the dwelling units. The Apartment Building and
Condominium Recycling Plan is provided in Appendix F1, and a list of all eligible apartment buildings and
condominiums is provided in Appendix F2.
Baltimore provides recycling roll-off container collection for condominiums with 50 tenants or more, but
recycling collection is provided at the discretion of the condominium owners. Recycling roll-off container
collection is also provided for apartment buildings, regardless of tenant size, at the discretion of the
property owner or apartment manager.
Special Events Recycling Program
Per Maryland Code, Environment Article 9-1712, all special event organizers are required to provide
recycling at special events that meet all of the following criteria:
• Includes temporary or periodic use of a public street, publicly owned site or facility, or public park
• Serves food or drink
• Is expected to have 200 or more persons in attendance
In addition, special event organizers are required to provide all labor or equipment necessary to facilitate
recycling, place recycling bins next to each trash can, ensure recycling bins are easily distinguishable from
trash receptacles, ensure recyclable materials are collected and processed for recycling, and pay any costs
associated with recycling at the event. When applying for a permit, event organizers are required to
provide a recycling plan to be reviewed by the Office of Waste Diversion. Organizers that do not submit a
recycling plan that meets the aforementioned requirements will not receive a special event permit. The
Special Events Recycling Plan is provided in Appendix G1. The special events location list is provided in
Appendix G2. The special events guidelines are included in Appendix G3, and a special events checklist is
included in Appendix G4.
The City provides recycling receptacles and collection for eligible special events if the special event
organizer requests them. Otherwise, special event organizers hire private haulers to provide recycling
services.
Office Building Recycling Program
During the December 2019 legislative session, the Maryland General Assembly passed Senate Bill 370,
Environment – Recycling – Office Buildings, which requires the County Recycling Plan to address the
collection and recycling of recyclable materials from buildings that have 150,000 square feet or more of
office space. Owners of office buildings that meet the criteria are required to provide recycling receptacles
for the collection of recyclable materials. The office building recycling plan is provided in Appendix H.
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Owners of buildings that have 150,000 square feet or more of office space are responsible for providing
all containers, labor, and equipment necessary to fulfill recycling requirements, either directly or through
contracting with a private sector company. The office building owners and tenants shall recycle corrugated
cardboard, mixed paper, acceptable plastic bottles and jugs, and tin/aluminum beverage containers.
The monitoring of the recyclable material collection in office buildings will be conducted by the owner,
corporate management company, or tenants of each applicable office building. The city requests office
building owners to submit an annual MRA report detailing the recycling tonnages removed from the office
building(s), but there is currently no enforcement mechanism in place to require reporting.
Cigarette Butt Recycling
In 2016, there were 15 cigarette butt recycling receptacles installed near bars, restaurants, movie
theaters, and coffee shops in the Harbor East neighborhood of the city. A reported 55,000 cigarette butts
were collected within the first six months of the initiative. The cigarette butts were processed into
compost and shipping pallets. Although the City received a grant in 2018 through BMore Beautiful, the
City’s peer-to-peer beautification program, to install 90 new urns and provide marketing outreach on
cigarette recycling, the cigarette butt recycling program has since ended.
In addition to the cigarette butt recycling program, the City of Baltimore and Baltimore Mayor Brandon
Scott filed a joint lawsuit in November 2022 to hold cigarette manufacturers accountable for cleanup costs
associated with tobacco product litter.
Paper Shredding
To promote paper recycling with residents and businesses in the city, DPW holds shredding events three
to four times per year. During these and all other DPW events, educational materials on recycling and
source reduction are provided to participants. In 2022, shred events collected over 19.5 tons of recyclable
paper and averaged more than 200 cars per event.
3.3.2 Organics
Currently, there is no centralized, large-scale organics-diversion program in Baltimore. Organics diversion
(mostly composting) is available through local community collectives, small-scale farm-based initiatives,
small-scale privately contracted collection, or personal backyard compost systems. In a 2018 survey of
stakeholders reported in the LWBB Plan, 7% of respondents stated they perform some form of backyard
composting, while 8% participate in a community composting initiative. However, these rates are unlikely
to represent citywide averages because survey takers were self-selected and thus more likely to be
interested and involved in waste-reduction initiatives.
Food Matters Program
In September 2018, the City began working with the NRDC and the Rockefeller Foundation to implement
strategies laid out in the BFWRS by establishing the Food Matters pilot food waste management project.
NRDC provided technical support in the form of professional training and peer learning opportunities and
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contributed over $800,000 to support food waste reduction planning and implementation (including
funding for staff positions and small grants to nonprofit organizations to support the City’s goals of
reducing food waste). Through 2022, roughly $100,000 in grants have been awarded to 11 applicants.
Other notable achievements of the Food Matters program include the creation of a support network for
community composting sites, which has allowed providers to explore different types of in-vessel systems,
and the creation of additional educational materials targeting source reduction, which has led to an
awareness of the connection between compost and local food provision systems.
The Food Matters program also included implementing the Save The Food Campaign in Baltimore City.
The Save The Food Campaign is a large-scale consumer campaign targeted at food waste prevention at
the household level. The campaign was launched with an event series consisting of five events focused on
food waste issues, including a movie screening about reducing food waste. Ten food waste reduction
community sessions were held across the city to connect with key community stakeholders, in order to
promote in-home composting. These community gatherings were integral to raising awareness of food
waste challenges. In addition to these events, the campaign has a video and website. The website includes
tips on how to store food to preserve it longer, recipes for using parts of produce that is often discarded,
information on the harm of food waste, and more. The project is also working with institutions on food
waste prevention and compost, supporting enhanced community composting, educating the public about
food waste prevention, and is supporting the Maryland Food Bank in food rescue options.
Other City Initiatives to Combat Food Waste
The City has implemented a free, food scrap drop-off program for residents. Collection bins are placed at
DPW’s five residential drop-off centers, the downtown farmer’s market and bazaar, and the Waverly
farmer’s market. Food scraps collected at the two farmer’s markets is donated to local farmers, who use
it for compost and animal feed. At the two farmer’s market locations, the program makes a consistent
effort to educate the public on strategies relating to food waste reduction and broader environmental
stewardship.
Additionally, the NRDC issued a Food Scrap Recycling 2019 Landscape Assessment for the city, which
evaluates opportunities for financing and strategies for funding to support the food waste reduction
strategies laid out in BFWRS.
Donation and Food Rescue Organizations in Baltimore
Major food rescue and donation organizations in Baltimore and the surrounding region are listed in
Appendices I and J. As a result of these food rescue/donation organizations, it is estimated that 5,750 tons
of food was distributed to food insecure Baltimore residents in 2018 (NRDC 2019).
In addition to major food rescue organizations, there are some other establishments offering possible
synergies regarding food waste work in the Baltimore region::
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1. Center for Eco Technology: A national nonprofit supporting food waste prevention and diversion
at the local and state level. They support the development of a wasted food diversion
marketplace.
2. Food Rescue US/EAT Management: This establishment is operated by a former
chef/restaurateur turned food waste consultant and is currently supporting the advancement of
the Food Rescue U.S. platform designed to increase food rescue efforts with volunteer support.
Grass-Cycling
The City provides comprehensive information that encourage residents to practice grass-cycling and on-
site composting of yard trim materials. Some examples of educational efforts to promote grass-cycling
and composting are as follows:
• Grass-cycling presentations provided during community association meetings
• Distribution of informational flyers and pamphlets during free citywide festivals, like the African
American heritage festival, Artscape, Book Festival, and Ecofest
• Inclusion of grass-cycling tips in the DPW calendar, which is mailed to all city residents
• Distribution of educational materials on DPW social media accounts
Community Composting Programs
Baltimore is home to many community composting initiatives and programs. These include nonprofit food
scrap collection services, community gardens, and several small, local, private companies that service
households for waste management solutions for compost, recyclables, and residual waste. Some of these
providers also engage with Baltimore area restaurants to help reduce their waste stream through
composting and recycling. Lists of the community composting programs available both in and near the
city are included in Appendices I and J.
3.3.3 Construction and Demolition Debris
The city currently does not offer any formal C&D recycling opportunities. However, several reuse and
repurposing facilities in the city provide residents and businesses with opportunities to reduce the amount
of C&D material sent into the solid waste system. These facilities focus on the deconstruction for salvage
of valuable materials from homes and structures that are to be demolished and donation of unused
building materials like paint, lumber, plumbing fixtures, appliances, doors, cabinets, and windows. Lists of
in- and near-city C&D reuse and repurposing facilities are included in Appendices I and J.
3.3.4 Durable Medical Equipment
Durable medical equipment (wheelchairs, walkers, scooters, etc.) is collected at the residential drop-off
centers at NWTS and QRL through a partnership with the Maryland Department of Aging. These materials
are refurbished and reused.
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3.3.5 Other Waste Reduction and Diversion Programs
Other private and nonprofit waste reduction and diversion facilities in and near the city are listed in
Appendices I and J. These facilities donate and reuse textiles, clothing, shoes, eyeglasses, vehicles, books,
musical instruments, and other items.
3.3.6 Litter Reduction and Cleanup Programs
The city has several community-based programs designed to reduce litter generation, promote litter
cleanup, and educate constituents on the importance of litter reduction.
Community Pitch-In Program
The Community Pitch-In Program empowers residents to tackle the trash problems in their
neighborhoods. Community associations can request up to four roll-off dumpsters yearly to aid in such
cleanup efforts. The Mayor’s Annual Spring and Fall Cleanups are multiagency, citywide events that
encourage residents to clean up their communities. DPW offers bags, roll-off dumpsters, and same-day
bag collection to participating community organizations and business organizations.
BMORE Beautiful Program
The BMORE Beautiful Program, is a collaboration between the mayor’s office, Office of Sustainability,
DPW, DHCD, the Environmental Control Board, and nonprofit partners, including Baltimore Green Works
and the Waterfront Partnership. The BMORE Beautiful Program uses the core principles of community-
based social marketing and peer-to-peer networking to engage, educate, and motivate residents,
businesses, schools, and neighborhood associations to change their behavior regarding litter, trash, and
proper waste disposal. The goal of the program is not only to change behaviors and attitudes toward the
beautification of the city but also to encourage residents, businesses, and organizations to become
directly involved in activities and projects that will keep their neighborhoods clean. To meet this goal, the
City works closely with neighborhoods on their unique beautification projects and cleanliness challenges
and provides educational literature, outreach materials, and other resources. A resident in each piloted
neighborhood volunteers to be the block captain, following the role model of engagement. They are
responsible for recruiting neighbors to sign the pledge and participate in the program, organizing ongoing
beautification and cleaning activities, leading others to change their negative behaviors regarding
neighborhood cleanliness, and educating their neighbors on how to comply with City Code requirements
and how they can keep their neighborhoods beautiful through simple, easy-to-follow behaviors.
Additionally, BMORE Beautiful supports community beautification goals by offering small and innovative
grant programs that address an array of neighborhood beautification and engagement needs. Current
grant opportunities include Love Your Block, Say YES! (Youth Environment Stewardship) Program, Care-A-
Lot Grant, and Activate Your Space Grant. Love Your Block is a mini-grant program that provides funding
for small community led beautification efforts. Care-A-Lot is grant program that provides funding for
communities and organizations to mow and maintain vacant lots in the city. SAY YES! Program is an
opportunity for youth to become actively involved in the cleaning and greening in their communities.
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Activate Your Space Grant is a grant program that provides design assistance, consultation, and funding
to neighborhood organizations using crime prevention through environmental design strategies to
transform blighted vacant lots into safe community assets.
Baltimore Clean Corps Initiative
The Baltimore Clean Corps Initiative, a partnership between the City and local nonprofit and community-
based organizations, provides grants to hire unemployed or underemployed residents to clean and care
for community-selected sites. Cleaning activities may include maintaining vacant lots, cleaning alleys, and
maintaining trash receptacles in specific neighborhoods. Clean Corps grantees will support the City until
January 2025 to provide services in 33 eligible neighborhoods that have been hit particularly hard by the
COVID-19 pandemic and resulting economic crisis.
DPW Volunteer Network
DPW launched the Volunteer Network in December 2022 wherein individuals and groups (including K-12
schools, colleges, universities, businesses, nonprofits, faith-based institutions, and community
associations) are encouraged to join DPW’s efforts to keep the city clean and healthy. Specific initiatives
may combat illegal dumping, promote anti-littering and proper trash disposal, conserve water, minimize
food waste, or promote recycling.
Smart Cans
Solar powered trash compactors fitted with sensors and communications devices that let DPW know when
they need to be emptied have been deployed in the city and have been in service in the Inner Harbor for
several years. In 2018, 64 Smart Cans were deployed in South Baltimore in conjunction with attached
recycling cans. Smart cans help reduce litter in the city by avoiding instances where litter cans are full and
excess material gets piled upon or around the can, where it is more susceptible to being spread by wind
and vermin.
3.4 Existing Residential Drop-Off Centers
City residents may drop off waste and recycling for free at the residential drop-off centers located at QRL
or NWTS as well as three other full-service residential drop-off centers—Western Sanitation Yard
(Reedbird Avenue Drop-off Center), Eastern Sanitation Yard (Bowleys Lane Drop-off Center), and Sisson
Street Drop-off Center. These facilities provide additional disposal capabilities to city residents and accept
bulk trash, commingled recycling, rigid plastics, scrap metal, scrap tires, appliances, waste oil and
antifreeze, electronics, and oyster shells on a year-round basis. In addition, the Baltimore DGS operates
three drop-off centers that only accept commingled recyclables—York Road Substation, Calverton Road
Substation, and Lewin Substation. A listing of acceptable materials at each drop-off center is available on
the public works website. Figure 3-4 shows the locations of the residential drop-off centers.
Recyclable materials collected at residential drop-off centers are sent to various private recycling
companies for processing. A full list of the city’s current recycling vendors is provided in Appendix D.
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Baltimore residents can dispose of their household hazardous waste on designated collection dates (about
14 per year) at the Sisson Street Drop-Off Center on 2849 Sisson Street. Accepted materials include
automotive fluids, batteries, glycols (e.g., antifreeze), household cleaning products, insecticides,
pesticides, thermometers, florescent light bulbs, solvents, fire extinguishers, oil-based paint, varnishes,
and stains. A private company exports city HHW for proper processing and disposal.
Figure 3-4. Map of Residential Drop-Off Centers
3.5 Existing Waste Collection System
This section includes a description of existing solid waste collection systems, including service areas. The
description is presented below, with more detail provided on the services provided by DPW than on
private collection services.
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Under Article 23 of the Baltimore City Code, the City is responsible for collecting all “mixed refuse” from
dwelling houses, apartment houses, tenant houses, boarding houses, hotels, restaurants, hospitals, and
other places where such refuse is accumulated. Residential waste collection services are offered to over
210,000 homes in Baltimore. These services include curbside collection and access to five residential drop-
off centers.
Property owners whose accumulated solid waste is not collected by the City are served by private waste
haulers who contract individually with property owners to provide collection services (and who also may
contract with waste acceptance facilities). However, a small amount of commercial recycling in the City is
handled by DPW. As the City is largely uninvolved in the management of waste collected by private
haulers, its discussion is limited in scope in this Plan.
Collection services run seven days a week, excluding holidays, and residential collections occur Tuesday
through Friday.
While the BSW is primarily responsible for trash collection in the city, agencies such as the DHCD and the
Department of Education collect waste from their respective facilities.
3.5.1 Mixed Refuse
Residential mixed refuse collection is provided by BSW’s Environmental and Routine Services Division to
over 210,000 homes. Since July 2009, regular mixed refuse collection services are provided once a week
by the City to each location served, Tuesday through Friday with Saturday being a make-up day for missed
holiday collections. The maximum waste volume limit of mixed refuse per household per week is 96
gallons.
The City’s Routine Services Division collects all mixed refuse generated at city parks, single-family
residences, and city litter baskets.
The Marine Operations Division provides mixed refuse collection services for those multifamily residences
(generally condominiums) that the City is obligated to service. The Special Services Division provides
regularly scheduled cleaning of business districts, streets, alleys, and some City-owned lots and parks.
These operations are coordinated by the same borough supervisors responsible for the residential mixed
refuse operation.
The amount of residential mixed refuse collected by City crews varies by season. Generally, collected
waste tonnage is higher in spring and summer compared to the winter season, with the largest amounts
collected in May and July.
DPW will only collect waste from addresses that generate less than 96 gallons weekly. As a result,
commercial mixed refuse is predominantly collected via the private system, with individual waste haulers
contracting directly with businesses and institutions in the city.
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DPW and MDE have few means of determining the exact types, quantities, and disposal fate of all mixed
refuse collected in the private system. However, it is estimated that roughly half of commercial mixed
refuse collected in the city is disposed at WIN Waste.
3.5.2 Single-Stream Recycling
The City’s residential curbside recycling program is described in Section 3.3.
Most commercial recycling occurs through the private system, however, DPW provides curbside recycling
to some Baltimore businesses. Most participating businesses set out recyclables for once-a-week pickup.
As of 2022, about 800 recycling containers are on the recycling business collection route serviced by the
City. However, the exact number of businesses that participate in the City’s recycling program is unknown
as many businesses set out more than one container per address, have different levels of collection
frequency per container, or simply place their recycling container out with residential recycling carts for
curbside pickup.
3.5.3 Bulk Waste
Collection of bulk items in Baltimore is coordinated once per month at residential locations that have
scheduled for bulk waste pickup. To arrange for bulk waste collection, residents must make a service
request to 311 two to three months prior to their desired collection date, although pickup can happen
faster depending on availability. Pickup may not be available on the requested date depending on the
backlog of pickup requests. Materials accepted for bulk collection include furniture, appliances, and tires
(without rims). Bulk waste is either recycled (e.g., appliances are drained and recycled as scrap metal) or
disposed (e.g., furniture). C&D debris (e.g., drywall concrete, siding, wood pieces, and roofing) is not
eligible for bulk trash collection.
3.5.4 Yard Waste and Leaves
Residential yard waste is collected by load packers along with mixed refuse on trash collection days
throughout the city. Residents may place as many as five bags of leaves per household for curbside
collection each week. Additionally, from October through January, residents may make a service request
to 311 for special Monday pickups of as many as 20 bags of yard waste. Yard waste is disposed at WIN
Waste. Leaves on city streets and other city-owned lots are collected using mechanical sweepers and load
packers (although the sweepers are not specifically designed for this purpose) and disposed of at WIN
Waste or QRL.
3.5.5 Rodent Eradication
DPW has operated the Rat Rubout Program in Baltimore since 2010. The goal of the program is to reduce
the rat population in the city to prevent property damage and to limit the spread of disease. Under the
program, City pest control workers inspect and bait active rat burrows at residential properties as a result
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of either a citizen complaint (via a service request to 311) or as a proactive blitz. In 2022, the City
performed approximately 135,943 proactive inspections and 5,488 inspections as a result of citizen
complaints. In addition to inspecting and baiting active rat burrows, City pest control workers in the
program educate residents on how to keep their properties free of the trash and debris that attract rats.
3.5.6 Christmas Trees
In December and January, the City collects Christmas trees in curbside collection of mixed refuse. Trees
collected curbside are sent to QRL or WIN Waste for disposal. During this period, the City also allows
residents to drop off Christmas trees at multiple locations throughout the city where they are given the
option to mulch their trees and collect the mulch. Any mulch not taken by residents is disposed of at QRL
or WIN Waste.
3.5.7 Waste from City Parks
DPW services the trash cans from 262 parks and 43 recreation centers on a weekly basis. Parks and
recreation centers are also able to schedule bulk trash pickup by request. Waste from the parks and
recreation centers is included in the residential waste stream.
3.5.8 Animal Manure and Carcasses
The main producer of animal manure is the Maryland Zoo in Baltimore. The City collects manure from the
zoo multiple times each week. Approximately 850 tons of manure is removed from the zoo annually and
sent to QRL for disposal. Most animal carcasses collected in the City are those of stray cats, stray dogs,
and deer. The Health Department collects animal carcasses for incineration.
3.5.9 Cleanup of Illegal Dumping
Illegally dumped waste remains a persistent issue in Baltimore with an estimated 10,000 tons of waste
illegally dumped annually. DPW responds to 311 service requests to investigate and clean up illegal
dumping. However, dedicated alley and lot cleaning crews have recently been able to address illegal
dumping hot spots without relying solely on 311 complaints. According to the December 2022 Illegal
Dumping Remediation Report published by DPW, the City’s cyclical response to illegal dumping incurred
costs of over $26.7 million in FY 2022 on right-of-way cleaning services, which includes street and alley
cleaning, mechanical street sweeping, marine operations, and cleaning of business districts. DPW’s Office
of Communications and Community Affairs is actively involved in educational outreach to engage
residents in preventing and reporting illegal dumping. DPW tracks and reports illegal dumping across the
city and uses targeted marketing strategies to deter unwanted behaviors in high-incidence areas.
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3.5.10 Marine Debris
The City provides cleaning services for the inner harbor and surrounding waterways via DPW’s Marine
Operations Unit, which operates seven days a week. The Marine Operations Unit uses multiple skimmer
and bass boats to remove debris from harbor ways. Skimmer boats are designed to skim the waterways
for debris and store the debris onboard, while bass boats are smaller boats that are used by operators to
remove debris using a net. Baltimore was the first city in the nation to use skimmer boats for debris
removal.
The City also receives assistance from Waterfront Partnership and their trash wheels (e.g., “Mr. Trash
Wheel”) to collect marine debris. Trash wheels are solar-powered watercraft that intercept trash at the
end of a river, stream, or other outfall. There are trash wheels installed at several key waterway locations
that have historically funneled trash into the harbor.
3.5.11 Street and Sidewalk Sweeping
The City operates a fleet of mechanical street sweepers in addition to human sidewalk sweepers to collect
litter and dirt from the main streets and sidewalks in Baltimore. Mechanical sweepers operate 74 routes
on a weekly basis, while sidewalk sweepers and all terrain ride on vacuum sweepers operate daily
primarily within the business district and gateway areas. About 9,000 tons of dirt and debris is collected
by street and sidewalk sweepers annually.
3.5.12 Cleanup and Trash Removal at Encampments
While residents remain at a homeless encampment, DPW will remove trash from the site until the
Department of Health can provide residents with temporary housing. DPW also provides cleanup services
to areas used as homeless encampments after residents have been provided alternative housing.
3.5.13 Small Hauler Program
In April 2017, the City extended the successful Small Hauler Program at QRL to allow small haulers to also
use NWTS. Small commercial waste haulers include those who contract with others for collection,
transportation, or disposal of solid waste or engage in the collection, transportation, or disposal of solid
waste. The program was designed to encourage small haulers to apply for a City permit, reduce instances
of illegal dumping, and allow for more efficient disposal of commercial waste. Small haulers may dispose
of their loads at NWTS and QRL for a disposal fee of $20 per load up to 7,000 pounds and $3.38 per 100
pounds above 7,000 pounds. In 2021, approximately 32,600 tons of waste was delivered to NWTS and
QRL under the small hauler program.
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3.6 Import and Export of Solid Waste
The types and quantities of solid waste imported into the city for disposal that are known to be significant
are discussed below. These wastes include residential mixed refuse, commercial/institutional mixed
refuse, scrapped automobiles, special hospital waste, and wastewater treatment plant sludge. Wastes
believed to be exported are also listed; however, the City has very little information concerning exported
waste amounts. Figure 3-5 contains an estimate of imported and exported waste quantities from 2017
through 2021.
Figure 3-5. Estimated Quantities of Imported and Exported Waste, 2017–2021
3.6.1 Types and Quantities of Waste Imported
Mixed Refuse
In addition to accepting waste from the city of Baltimore, WIN Waste also accepts waste from Baltimore
County, Howard County, Anne Arundel County, Montgomery County, Saint Mary’s County, and Prince
George’s County in Maryland as well as from several other states including New York, Ohio, Pennsylvania,
Virginia, and North Carolina. In 2021, WIN Waste accepted approximately 700,200 tons of commercial
and residential refuse. Roughly half of this waste, 346,100 tons, is mixed MSW from the city. The majority
of the ash produced by processing the waste at WIN Waste is delivered to QRL. In 2021, WIN Waste
disposed of approximately 130,000 tons of ash at QRL. Approximately 37% of the net weight of 335,000
tons of material disposed at QRL was WIN Waste-produced ash.
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Scrap Automobiles
Scrapped automobiles from wrecking yards throughout the metropolitan area are imported to the
multiple licensed automobile scrap processors and recyclers located in the city. Although metal from these
automobiles is ultimately reused inside or outside the city, processing also generates 0.3 tons per
automobile of non-recycling material (fluff) that requires disposal. Fluff is no longer accepted at QRL.
Scrap Tires
Emanuel, the major tire recycler in the city, has the capacity to process six million scrapped tires annually.
Approximately half of the scrap tires that Emanuel processes are from states other than Maryland.
Special Medical Waste
Special medical waste and mixed refuse from area medical facilities is imported to the City’s medical waste
facility for incineration. The ash residue remaining after incineration is exported for disposal.
Household Hazardous Waste
HHW collected across the region is imported to a City-contracted vendor for proper processing and
disposal. The treatment facility accepts a variety of industrial wastewater and acts as a transfer station
for other industrial waste, including flammables, oxidizers, poisons, and reactive agents.
3.6.2 Types and Quantities of Waste Exported
Although the exact types of exported waste are unknown, it is clear that waste is leaving the city. While
the destinations for this waste are also unknown, Appendix I contains a list of nearby waste disposal,
processing, and transfer facilities where waste is likely to be taken.
Residential, Commercial, and Mixed MSW
Most of the city’s exported waste is collected and hauled by private waste collectors. This estimate is
based on the limited number of disposal facilities available within the city and the amount of waste
collected by private haulers.
Construction and Demolition Debris
It is assumed that the majority of C&D debris generated in the city is exported to nearby C&D landfills in
Baltimore County.
Residential Recyclables
All residential recyclables collected by the City are exported to a private MRF (see Appendix D). In 2021,
the City collected and exported 23,700 tons of recyclables. Recyclables collected by private haulers within
the city are also exported.
Scrap Tires
Scrap tires collected by the City are exported to a company in Harford County for recycling and disposal.
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Electronics
Electronics collected at residential drop-off centers are exported for recycling.
Controlled Hazardous Substances
Controlled hazardous substances generated within the city are exported for processing or disposal.
Animal Carcasses
Animal carcasses collected by the City are exported for incineration.
Special Medical Waste
Some special medical waste is exported for processing or disposal.
3.7 Permitted Waste Transfer Facilities
Figure 3-6 contains a map showing the location of all permitted solid waste transfer stations in the city.
3.7.1 Northwest Transfer Station
(N 610,000; E 1,402,900)
The 6.595-acre NWTS at 5030 Reisterstown Road is owned and operated by the City. The station’s design
capacity is 600 tons of mixed refuse per day. In 2010, the City renewed the facility permit for the NWTS
with a capacity of 150,000 tons per year. In 2021, the facility accepted and transferred approximately
81,400 tons of material. The current permit for this facility expires in 2026.
To ensure the long-term vitality of this solid waste institution, improvements to NWTS were completed in
2020. This project was primarily focused on the exterior walls of the facility and the roof. The facility has
an anticipated service life of more than 20 years.
3.7.2 Triumvirate Environmental Medical Waste Transfer Station
(N 573,000; E 1,430,700)
Triumvirate Environmental Medical Waste Transfer Station is a privately owned environmental and
medical waste acceptance facility located at 2300 Sun Street in Curtis Bay accepted and transported 182
tons of waste in 2021. The facility is located on 20 acres, and its permit expires in 2025. Its anticipated
service life is at least 10 years.
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Figure 3-6. Permitted Waste Transfer Stations in Baltimore City
3.7.3 Stericycle, Inc.
(N 561,400; E 1,433,400)
Stericycle, Inc. is a privately owned autoclave facility is located on a 2.4-acre site at 5901 Chemical Road.
The facility has an annual capacity of 22,800 tons.
10
The site accepts chemotherapeutic, pharmaceutical,
and pathological waste; however, that waste is then shipped to its facility in Haw River, North Carolina,
where it is incinerated.
11
The facility accepted approximately 21,500 tons of waste in 2021. The facility’s
permit expires in 2024, and its remaining service life is anticipated to be at least 10 years.
10
Medical Waste in MD. 2004 http://www.policyarchive.org/handle/10207/bitstreams/5161.pdf.
11
Stericycle Inc., http://www.chwmeg.org/asp/search/detail.asp?ID=6071.
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3.7.4 Daniels Sharpsmart
(N 584,200; E 1,445,200)
Daniels Sharpsmart is a private facility located at 6611 Chandlery Street. In 2021 this 0.939-acre site
accepted approximately 2,400 tons of medical waste. The facility’s current permit expires in 2024, and its
anticipated remaining service life is at least 10 years.
3.8 Permitted Waste Processing and Recycling Facilities
Figure 3-7 contains a map showing the location of permitted solid waste processing and recycling facilities
in the city.
3.8.1 BFI Baltimore Processing and Transfer Center
(N 562,100; E 1,434,200)
BFI Baltimore Processing and Transfer Center is a private facility located at 5800 Chemical Road. The
processing center is both a materials recovery center and a waste transfer station located on 15.6 acres.
The facility accepted approximately 176,600 tons of waste in 2021. The facility’s permit expires in 2024,
and its expected service life is at least 10 years.
3.8.2 World Recycling Company
(N 585,400; E 1,408,700)
World Recycling Company is a private facility located on 4.05 acres at 2740 Wilmarco Avenue and accepts
recyclables for processing. The facility accepted 8,225 tons of material in 2021. The facility’s permit expires
in 2026, but its expected service life is unknown because the facility’s owner was sued by the Maryland
Attorney General in 2023 for operating an illegal dump at another location in Prince George’s County.
3.8.3 L & J Processing Facility Corp
(N 591,700; E 1,408,900)
L & J Processing Facility Corp is a private facility located at 222 North Calverton Road on a 0.932-acre site.
The facility accepts and processes C&D debris for reuse. The facility started accepting waste in October
2011, and in 2021 it accepted approximately 32,500 tons of waste. The facility’s permit expires in 2027,
and its expected service life is at least 10 years.
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Figure 3-7. Permitted Waste Processing and Recycling Facilities in Baltimore City
3.8.4 Baltimore Recycling Center, LLC
(N 596,200; E 1,432,100)
Baltimore Recycling Center, Inc., is a private facility is located at 1030 Edison Highway. The 12.5-acre site
accepts only C&D debris. The facility accepted 186,500 tons of waste in 2021. The Baltimore Recycling
Center is currently pursuing additional permitting approval via MDE to accept MSW. The facility’s permit
expires in 2024, and its anticipated remaining service life is over 10 years.
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3.8.5 Camp Small
(N 612,700; E 1,412,000)
Camp Small is a natural wood waste processing yard run by the Baltimore City DRP. The 5-acre site is
located in the Jones Falls Valley just north of Cold Spring Lane. All logs, branches, wood chips, leaves, and
brush collected from city parks and street rights-of-way are brought to Camp Small for processing.
Approximately 2,100 tons of wood chips and 1,300 tons of logs were processed at Camp Small in 2021.
The facility’s anticipated service life is greater than 20 years.
In early 2016, the DRP Forestry Division, in collaboration with the Baltimore Office of Sustainability, began
the Camp Small Zero Waste initiative in an effort to sort and distribute the variety of wood products at
the site. Under the Camp Small Zero Waste Initiative, prime logs, wood chips, and brush are sorted and
made available for purchase by city residents and businesses.
3.8.6 Baltimore City Compost Facility
(N 562,600; E 1,437,600)
The Baltimore City Compost facility is located at 5800 Quarantine Road on 7.5 acres of the 157-acre QRL
site. The composting facility is privately owned and permitted to receive sewage sludge generated at
PWWTP and BRWWTP. The plant has a design capacity of 200 wet tons per day. The sludge is mixed with
wood chips and aerated to produce 75,000 cubic yards/year of biosolids compost that is marketed in the
Mid-Atlantic region to landscapers, nurserymen, contractors, topsoil manufactures, golf courses, and
commercial growers.
12
In 2021, the facility accepted 28,100 wet tons of biosolids. The facility could
potentially provide at least 20 years of additional service.
3.8.7 Back River Pelletech Facility
(N 594,700; E 1,454,900)
The privately operated Back River Pelletech facility is located at the BRWWTP for processing sewage
treatment sludge generated at BRWWTP. The Back River Pelletech facility is a heat drying and pelletization
facility that processes liquid and semiliquid treatment sludge into a pelletized product that is marketed as
a fertilizer and soil conditioner. In 2021, Back River Pelletech facility processed 5,400 wet tons of biosolids
into pellets, and its anticipated remaining service life is at least 10 years.
3.8.8 Baltimore Patapsco Pelletizer
(N 570,500; E 1,435,000)
12
Baltimore City Composting Facility http://www.orgro.cc/about/index.html
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The privately operated Baltimore Patapsco Pelletizer facility is located at the PWWTP for processing
sewage treatment sludge generated at PWWTP. Baltimore Patapsco Pelletizer facility is a heat drying and
pelletization facility that processes liquid and semiliquid treatment sludge into a pelletized product that
is marketed as a fertilizer and soil conditioner. The Baltimore Patapsco Pelletizer facility processes all of
the treatment sludge generated at PWWTP on a wet and dry weight basis. The facility’s estimated
remaining service life is at least 10 years.
3.8.9 Other Recycling Companies and Facilities
MDE does not require recycling facilities in Maryland to be permitted as waste acceptance facilities. As
such, it is difficult to determine exactly how many recycling facilities exist in Baltimore City. A list of many
of the city-based recycling facilities and programs is included in Appendix J.
3.9 Permitted Waste Disposal Facilities
Figure 3-8 contains a map showing the locations of all permitted waste disposal facilities in the city.
3.9.1 Quarantine Road Landfill
(N 562,000; E 1,436,800)
QRL is located at 6100 Quarantine Road on a 153-acre site in Hawkins Point, 126 acres of which is used as
a landfill. It is owned by the City and operated by the BSW. Its current permit expires in 2024.
The first cell of the landfill was constructed and began accepting waste in August 1985. Originally, the
landfill was designed as six cells surrounding a central core that was to remain in place. The design capacity
was approximately 11.2 million cubic yards with an expected 9.1 million cubic yards or approximately 5.4
million tons allocated for waste. The remaining volume was allocated for cover material.
In August 1994, the City performed a series of life expectancy studies that determined that the industry
standard of 1.67 cubic yards/ton should not be applied at QRL due to the high percentage of ash accepted
at the facility (ash is considerably denser than MSW). Actual operations indicated that 1 ton of QRL debris
was occupying 1.12 cubic yards of volume and in 2010, an aerial life-expectancy study was performed that
indicated that 1.18 tons of debris was occupying one cubic yard of volume. According to the tonnage
report produced for the landfill in 2021, the landfill is currently expected to reach its permitted capacity
in 2028.
A lateral expansion of QRL onto the adjacent Millennium Landfill is currently planned, with the Phase III
permit application report submitted to MDE in October 2022. Based on the Phase III report, the lateral
expansion will increase the landfill’s total capacity by 5.7 million cubic yards and extend its service life
through 2035.
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In 2021, QRL accepted approximately 355,000 tons of waste. This included 146,800 tons of mixed MSW,
130,000 tons of MSW ash from WIN Waste, 72,000 tons of soil, and 6,900 tons of asphalt. The facility also
accepts waste from small haulers and sewage sludge from BRWWTP (limited to 12 truckloads per day).
Table 3-3 below summarizes the types of customers that can deposit waste at the QRL, current fees paid,
and the locations they can use.
Table 3-3. QRL Waste Acceptance Criteria and Tipping Fee Schedule (2022)
Customer
Type
Yearly
Permit
Fee
Tipping
Fee
Fee Per
Load
Drop-Off
Center?
Working
Face?
Restrictions
Resident None None None Yes No
Valid ID;
Max. 1,500 lb/load
Max. 2 loads/day
Max. 5 loads/week
Small Hauler $35
None up
to 7,000
lbs.
$20 No Yes
Small Hauler Permit;
Additional $3.38
charged per 100 lb
over 7,000 lb
Large Hauler $100
$67.50
per ton
None No Yes Large Hauler Permit
QRL currently does not assess or advertise fines for residential or commercial clients caught illegally
dumping or misplacing materials at the DOC or working face. However, QRL does enforce bans on
residents or permit holders who are caught violating posted guidelines.
3.9.2 WIN Waste
(N 584,200; E 1,417,300)
The privately owned and operated WIN Waste plant is located at 1801 Annapolis Road on 15 acres of City-
owned land. It was constructed in 1984 and became fully operational in 1985. The WIN Waste plant is
structured around three mass-burning, water wall furnaces. These furnaces combined can burn up to
2,250 tons of refuse per day at temperatures between 2,400 and 2,800 degrees Fahrenheit. This
combustion process generates heat that is used to convert water into steam. Operating at full capacity,
WIN Waste can produce as much as 500,000 pounds of steam per hour. The steam is used to drive turbines
and generate up to 64 MW of electricity. Residual steam is sold to the district heating and cooling system
in downtown Baltimore.
In 2022, as a result of a lawsuit regarding the BCAA, WIN Waste began upgrading its emissions technology
to reduce air pollution (although not to the requirements set forth in the BCAA). The upgrades are
expected to be completed in late 2023. The anticipated remaining service life of the plant is roughly 10
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years. While the facility is aging (it is almost forty years old), there is no indication that the facility will
close during the planning period. The facility’s current permit expires in 2027.
During optimal operating conditions, approximately 10% of the raw incoming waste by volume and 27%
by weight remains in the form of ash residue after combustion, from which metals are recovered and sold
to a scrap metal dealer.
Currently, the City disposes most of its solid waste at WIN Waste pursuant to a contract with the Northeast
Maryland Waste Disposal Authority, which expires in 2031. The existing contract does not require the City
to provide a minimum amount of waste to the facility. The WIN Waste facility has contracted with the
City to dispose of their ash residue at QRL. In 2021, WIN Waste accepted 700,200 tons of total waste,
including 191,100 tons of residential city waste collected by DPW and 155,000 tons of commercial city
waste collected by private haulers. The facility sent 130,000 tons of ash to QRL in 2021.
3.9.3 Fort Armistead Road: Lot 15 Landfill
(N 560,800; E 1,441,000)
The Fort Armistead Road – Lot 15 Landfill is a private, 32-acre, permitted industrial waste landfill located
on a 65-acre site that currently accepts coal ash and other residues from the Brandon Shores, H.A.
Wagner, and C.O. Crane coal power plants. In 2021, Lot 15 accepted 55,800 tons of material. The facility’s
permit expires in 2023, and its total permitted capacity is 6.3 million cubic yards. The expected service life
of the facility is greater than 20 years.
3.9.4 Hawkins Point Plant Landfill
(N 561,600; E 1,437,800)
The Hawkins Point Plant Landfill is a private, industrial waste site consisting of two parcels. The first parcel
contains a 28-acre industrial waste landfill, which accepted approximately 35,900 tons of material in 2021.
The second parcel is permitted for industrial waste, but no landfill has yet been constructed. Constellation
Energy has plans to develop 29 acres of this undeveloped parcel for use as a landfill for coal combustion
residuals (ash) from its Brandon Shores, H.A. Wagner, and C.O. Crane coal power plants. The facility’s
current permit expires in 2025, and it is expected to reach its permitted capacity in 2035.
3.9.5 W.R. Grace and Co., Davison Chemical Division Landfill
(N 564,000; E 1,434,000)
The W.R. Grace and Co. (W.R. Grace) Landfill is a private, 10.7-acre, industrial waste landfill located on a
157-acre site which solely accepts waste generated at the W.R. Grace manufacturing facility located on
the same property. W.R. Grace is a major chemical manufacturer of silica-based absorbents, hydro-
processing catalysts, polyolefin catalysts used in plastics and packaging, and fluid catalysts used in
petroleum refining. In 2021, the facility accepted 13,700 tons of material. The facility is expected to run
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out of permitted capacity in 2030. However, the facility recently submitted a design modification for a
new refuse disposal permit that would vertically expand the facility and extend its service life. The facility’s
current permit expires in 2027.
Figure 3-8. Permitted Waste Disposal Facilities
3.9.6 Curtis Bay Energy Facility
(N 559,700; E 1,438, 100)
Curtis Bay Energy is also known as Curtis Bay Medical Waste Services (and used to be called Baltimore
Regional Medical Waste Facility). Curtis Bay Energy is a 4-acre, privately owned medical waste
incinerator with energy recovery (the nation’s largest) located in Hawkins Point. The facility has a
capacity of 62,050 tons of waste per year and accepted approximately 26,400 tons of material in 2021.
Ash generated at Curtis Bay is shipped to North Carolina for landfill disposal. The facility’s permit expires
in 2027, and its expected service life is anticipated to be at least 10 years.
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4. ASSESSMENT OF NEEDS AND CONSTRAINTS
Chapter 4 assesses the need to alter, modify, or add to existing solid waste disposal systems throughout
the planning period. Specifically, the following components of the City’s solid waste disposal systems are
assessed:
• Source reduction and reuse programs
• Waste diversion and recycling programs
• Waste collection systems
• Waste transfer facilities
• Waste processing and recycling facilities
• Waste disposal facilities
The assessment of each component of the solid waste management system includes input from the public,
which was received predominantly in the form of comments collected at public meetings and hearings
conducted as part of the development of this Plan.
4.1 Diversion Goals
This section provides an assessment of the City’s progress toward meeting its short- and long-term
diversion goals. Specifically, this section compares the City’s short-term MRA recycling goal of 35% and
the City’s long-term zero-waste goals (as laid out in the BSP, the BFWRS, the LWBB Plan, and other City
planning documents) against the City’s existing diversion rates.
4.1.1 Waste Composition and Diversion Rates
Based on the information presented in Sections 3.1 and 3.2, it is estimated that approximately 1,001,000
tons of waste were disposed of in Baltimore in 2021, including the following:
• 305,400 tons of MSW managed by the City
• 320,600 tons of MSW managed by the private sector (including 32,600 tons of waste received
from small haulers)
• 279,000 tons of C&D debris
• 13,700 tons of industrial waste
• 18,000 tons of asbestos
• 5,700 tons of special medical waste
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Also shown in Section 3.2, it is estimated that approximately 381,400 tons of materials were diverted in
2021, including the following:
• 53,200 tons of bulk or special waste
• 900 tons of vehicle tires
• 138,000 tons of C&D material
• 95,000 tons of soil
• 3,000 tons of wood
Estimates for the composition of MSW disposed of are shown in Table 4-1. The estimates in Table 3-2 are
sourced from the LWBB project and include data from the 2019 waste sort performed for the city.
Table 4-1. Summary of Disposed MSW Composition in Baltimore
Category Subcategory
City-Managed MSW Other MSW
%
Tons
%
Tons
Organics
Food Waste
21%
63,700
21%
66,200
Yard Waste
12%
35,300
7%
22,800
Mixed Organics
<1%
0
1%
3,500
Single-Stream
Recyclables
Cardboard
8%
23,900
15%
48,600
Mixed Paper
6%
18,200
8%
26,400
HDPE/PET
4%
12,400
4%
11,300
Mixed Plastic
18%
53,600
14%
44,800
Aluminum Cans
1%
3,900
1%
3,800
Steel Cans
2%
7,400
4%
13,500
Mixed Metals
<1%
200
<1%
500
Glass
3%
9,100
4%
13,800
Nontraditional
Recyclables
Bulk Waste
1%
2,400
1%
3,800
Textiles/Carpet
<1%
200
<1%
400
Other
<1%
0
<1%
100
Unclassified - 24% 75,000 19% 61,400
TOTAL
100%
305,400
100%
320,600
Using information from the City’s MRA reports, the diversion rates for each general waste category in
2021 were calculated in Table 4-2 below.
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Table 4-2. Summary of Diversion Rates by Waste Type and Sector
Waste
Subcategory
Disposed of Diverted Diversion Rate
City Other Tot. City Other Tot. City Other
Tot.
Food Waste
63,700
66,200
129,900
400
1,400
1,800
0.6%
2.1%
1.4%
Yard Waste
35,300
26,300
61,600
3,400
1,800
5,200
8.8%
6.4%
7.8%
Paper
42,100
75,000
117,100
0
69,600
69,600
0.0%
48.1%
37.3%
Plastic
66,000
56,100
122,100
5,100
1,400
6,500
7.2%
2.4%
5.1%
Metals
11,500
17,800
29,300
7,600
21,200
28,800
39.8%
54.4%
49.6%
Glass
9,100
13,800
22,900
11,700
1,400
13,100
56.3%
9.2%
36.4%
C&D
0
279,100
279,100
78,700
153,600
232,300
100.0%
35.5%
45.4%
Bulk
2,400
3,800
6,200
1,600
51,700
53,300
40.0%
93.2%
89.6%
Other
75,200
61,900
137,100
0
99,400
99,400
0.0%
61.6%
42.0%
4.1.2 MRA Recycling Rate
This section contains an assessment of the City’s current MRA recycling rate, barriers to achieving the
state-mandated 35% MRA rate, and opportunities to improve its MRA recycling rate.
Barriers to Achieving 35% MRA Recycling Rate
The MRA recycling categories include compostables (food waste and yard waste), paper, plastic, metals,
and glass (Table 4-2). The total diversion rates in the city for metals, glass, and paper are estimated to be
above the 35% goal, while the diversion rates for compostables and plastic are below the 35% goal.
Looking at only waste collected by the City, the diversion rates for compostables, paper, and plastic are
especially low (less than 10%). For waste collected by others, diversion rates associated with
compostables, plastic, and glass are also below 10%. As such, the following appear to be the primary
barriers to achieving a 35% recycling rate in the City:
1. Low diversion rates for food waste (for waste managed by both the City and others)
2. Low diversion rates for yard waste (for waste managed by both the City and others)
3. Low diversion rates for paper (particularly for waste managed by the City)
4. Low diversion rates for plastic (for waste managed by both the City and others)
5. Low diversion rates for glass (particularly for waste managed by others)
Factors potentially contributing to these low diversion rates include the following:
1. Lack of education about what is and is not recyclable
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2. Reduced curbside collection schedule (once every two weeks rather than weekly)
3. Lack of a separate yard waste collection program
4. Lack of organics processing facilities in the city
5. Lack of residential food waste diversion initiatives
6. Lack of reporting of recycling tonnages from the commercial sector
Additional detail on these and other barriers to waste reduction and diversion is provided in Section 4.2.
Opportunities for Improving MRA Recycling Rate
The primary opportunities for improving MRA recycling rate in the city are listed below:
1. Improve education and outreach: Based on diversion rates, it appears that residents are aware
that glass and metal cans are recyclable in the curbside program, but residents are not aware that
many paper products and plastics may also be recycled in the curbside program. As such, an
educational campaign educating residents about what can and cannot be placed in the curbside
recycling bins could help improve diversion.
2. Reinstate weekly curbside SSR collection: Reinstating weekly curbside collection of SSR would
likely boost diversion of SSR materials, including paper and cardboard, plastic bottles and
containers, metal cans, and glass bottles.
3. Implement a yard waste collection program: Currently, the City collects yard waste with
residential trash and sends it to WIN Waste for incineration. If yard waste were collected
separately and composted, it could significantly improve diversion. Options under consideration
include (1) reimagining how leaves are managed across the city as leaves are carbon-rich and
provide an opportunity to supply nutrients back to the soil; (2) creating a carbon bank to support
community composting effort across the city and (3) expanding operations at Camp Small.
4. Improve residential food waste diversion outreach and initiatives: Currently the City collects
food scraps at residential drop-off centers and local farmers markets. However, tonnages
collected at these facilities are small. If the City were to increase outreach to inform residents
about these food waste diversion initiatives, it could help improve diversion. Additionally, the City
could implement larger-scale food waste diversion initiatives (e.g., a pilot curbside food waste
collection program) to increase diverted tonnages.
5. Construct (or support construction) of an in-city composting facility: Currently, there are no
composting facilities (or other organics processing facilities) accepting food and yard waste in the
city. Constructing a composting facility would provide both the City and the commercial sector
with a location to send compostables (food waste and yard waste). This opportunity is described
in greater detail in Section 4.6.
6. Improve reporting from the commercial sector: Relatively low diversion rates from the
commercial sector are likely due to a lack of reporting. The City could support legislation to require
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reporting of recycling tonnages from the commercial sector or work to improve enforcement of
existing statewide recycling mandates in order to improve reporting from the commercial sector.
Additional detail on these and other opportunities to improve waste reduction and diversion can be found
in Section 4.2.
4.1.3 Progress Toward Achieving Long-Term Solid Waste Management Goals
The calculated diversion rates for 2021 are compared against the City’s stated long-term diversion goals
from the BSP, the LWBB Plan, and the BFWRS in Table 4-3 below. More detail on the City’s long-term goals
is provided in Section 1.1. As previously discussed, the City collects waste from the residential,
commercial, and institutional sectors. However, for the remainder of this Plan and for comparison with
City diversion goals, waste collected by the City will be deemed “residential” while waste collected by
others will be deemed “commercial.” As indicated in the table, the City has not achieved the majority of
its diversion goals. The waste streams with the greatest opportunity for improvement appear to be food
waste, yard waste, SSR, and C&D. The City is meeting its goal for commercial bulk waste diversion as well
as residential C&D diversion.
Table 4-3. Comparison of Diversion Rates with Long-Term City Goals
Waste Category Sector
2021 Diversion
Rate
6
City Reduction
Goal
City Diversion
Goal
Food Waste
Residential
0.6%
80%
80%
1
Commercial
2.1%
50%
50%
2
Yard Waste
Residential
8.8%
N/A
80%
1
Commercial
6.4%
N/A
50%
2
SSR
Residential
15.9%
N/A
90%
3
Commercial
36.5%
N/A
90%
3
C&D
Residential
100.0%
7
N/A
90%
3
Commercial
35.5%
4%
5
90%
3
Bulk and Special
Waste
Residential
40.0%
50%
60%
4
Commercial
93.2%
50%
60%
4
Other Waste
Residential
0.0%
N/A
90%
3
Commercial
61.6%
N/A
90%
3
1. From BFWRS: This diversion goal is on top of an 80% food waste reduction goal. The same goal was applied to yard
waste in the LWBB Plan.
2. From BFWRS: This is a reduction goal, not a diversion goal.
3. The BSP calls for 90% diversion from the landfill: This diversion rate is applied where a specific diversion rate is not
provided in the other plans.
4. From LWBB Plan: Based on diversion rate measured in San Francisco in 2015
5. The reduction target for C&D materials from LWBB includes only scrap metal, clay bricks, and lumber.
6. Diversion rates shown in red are below long-term goals. Those shown in green are above long-term goals.
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7. This value represents asphalt from repaving activities in the City recycled at QRL. For this analysis, City-managed waste,
which includes waste generated by many City agencies, is considered “residential.” The residential sector does not
typically generate C&D waste, as construction and demolition (even of residential properties) is performed almost
exclusively by private companies. As such, waste generated by construction and demolition of residential properties is
included in the “commercial” sector.
Barriers to Achieving Long-Term Solid Waste Management Goals
As indicated in Table 4-3, the City has not achieved most of its long-term solid waste management goals,
with the exception of residential C&D debris (where asphalt millings generated from repaving public roads
are reused as road base material at QRL) and commercial bulk and special waste (where scrap metal and
white goods are nearly universally recycled due to their high commercial value). In addition, the waste
types with the lowest diversion rates include organics (both residential and commercial food and yard
waste), SSR (both residential and commercial), commercial C&D debris, and other residential waste (Table
4-3). As such, the primary barriers to achieving the City’s long-term goals include the following:
1. Residential habits and behaviors that are not aligned with waste reduction and diversion goals
2. Lack of organics collection and processing opportunities (particularly for yard waste)
3. Lack of legislation enforcing or enticing recycling from the commercial sector
4. Lack of legislation requiring and enforcing C&D diversion and reuse from the commercial sector
Additional detail on these and other barriers to waste reduction and diversion are included in Section 4.2.
Opportunities for Improvement
The City has a tremendous opportunity to improve waste reduction and diversion to meet long-term solid
waste management goals. Based on the tonnages listed in Table 4-2 and the diversion goals listed in Table
4-3, the maximum reduction and diversion potential for each waste category was calculated. These values
are shown in Table 4-4.
Table 4-4. Maximum Reduction and Diversion Potentials Associated with Long-Term City Goals
Waste
Category
Maximum Reduction Potential
Maximum Diversion Potential
Residential
Commercial
Total
Residential
Commercial
Total
Food Waste
51,300
33,800
85,100
9,900
15,500
25,400
Yard Waste
0
0
0
27,600
12,300
39,900
SSR
0
0
0
113,400
137,100
250,500
C&D
0
17,300
17,300
0
220,300
220,300
Bulk
2,000
27,800
29,800
0
0
0
Other
0
0
0
67,700
45,800
113,500
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Detail on specific opportunities to achieve the maximum reduction and diversion potentials presented in
Table 4-4 is provided in Section 4.2. In Section 5, these values are used to estimate the potential reduction
and diversion associated with the specific action items included in the City’s plan of action.
4.2 Waste Reduction and Diversion Goals and Programs
Waste reduction and diversion programs coordinated by the City are described in Section 3.3 and
evaluated below.
4.2.1 Single-Stream Recyclables
SSR includes paper, cardboard, many types of plastic, metal cans, and glass bottles. Based on a waste sort
performed for the LWBB Plan, it is estimated that SSR constitutes approximately 32% of the City’s disposed
waste stream (i.e., there is a considerable amount of recyclable SSR material that is currently disposed).
Waste diversion data from 2021 indicates that approximately 118,000 tons, or roughly 29% of the total
SSR generated in the City, is currently recycled, while 71% is disposed. As such, there is an opportunity for
the City to significantly improve diversion of SSR materials. A description of the City’s current reduction
and diversion programs for SSR materials is included in Section 3.3.
Barriers to Single-Stream Recyclables Diversion
The assessment of the City’s SSR programs identified the following primary barriers to improved reduction
and diversion of SSR:
1. Collection Schedule: Due to staffing issues during the COVID-19 pandemic, the City reduced SSR
collection to once every two weeks. This not only discourages some residents from participating
in the curbside SSR collection program but also leads to longer workdays for SSR collection
personnel, as the volume of recyclables collected is greater. In fact, some personnel have reported
working as much as 14-hour days.
2. Lack of Incentive: Many single-use materials are extremely cheap to produce. As such, there is
little incentive for businesses and consumers in the city to stop using them.
3. Lack of Access to Reusable Materials: Some city residents may not have easy access to reusable
bottles or bags, leaving them dependent on single-use materials.
4. Lack of Education and Communication around Recycling: Education and communication around
recycling is difficult because the materials accepted at City-contracted MRFs change with time.
Further, many materials that contain recycling symbols or which contain wording like “fully
recyclable” on the packaging are not accepted by City-contracted MRFs. As such, it can be
confusing for people to determine which materials are recyclable and which are not acceptable.
Due to this confusion, some residents choose not to recycle at all and others place nonrecyclable
items into their recycling carts, contributing to contamination.
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5. Social and Cultural Barriers to Recycling: In some neighborhoods, recycling is seen as something
that other people do. As such, some city residents are not interested in participating in the SSR
programs.
6. Lack of Trust in the Recycling Process: When the recycling markets collapsed in 2017 due to
China’s National Sword Policy, news reports showing truckloads of SSR being dumped at landfills
or waste incinerators caused many city residents to lose faith in the recycling system. A similar
phenomenon occurred during the COVID-19 pandemic, when supply chain issues and equipment
shortages caused many MRFs to stop accepting recyclables. While recyclables collected in the city
were never sent to QRL or WIN Waste, some residents lost faith that SSR would be properly
recycled and stopped participating in recycling programs.
7. Contamination: Since the City stopped collecting trash twice per week and provided free recycling
bins to city residents, some residents have begun using their recycling bin as a second trash bin
(i.e., they do not separate recyclables from trash). This has led to a serious contamination issue in
City collected SSR.
8. Lack of School Recycling: City schools are served by private haulers to collect recyclables. Payment
for these hauling services comes from school budgets. Many Baltimore schools have a limited
budget and, although they are legally obligated to provide recycling collection, choose to
reallocate funds to other priorities. As such, many city schools do not offer recycling programs.
9. Inconsistent Collection from Apartments and Condominiums: Apartment buildings and
condominiums largely hire private haulers to provide SSR collection. However, due to
contamination issues in the recycling stream, many private haulers refuse to collect from these
locations, leading to inconsistent SSR collection.
10. Lack of Enforcement: There is a general lack of enforcement of existing state-mandated recycling
programs (e.g., for apartments and condominiums and office buildings).
11. Lack of Public Recycling Bins: There are limited public recycling bins in many neighborhoods.
12. Lack of Reporting: Currently, commercial recyclers are not required to report their recycling
tonnages to the City. As such, these tonnages often do not appear in the City’s official recycling
data that is reported to the state.
13. Economics of Recycling: Recycling markets are always changing, and private haulers may reduce
or completely eliminate SSR collection when recyclable prices are low. As an example, the price
of recyclables plummeted following China’s National Sword policy in 2017. This led to many
private haulers ceasing SSR collection in the city.
Opportunities for Improvement
The LWBB Plan details several opportunities to improve SSR diversion in the city, as follows:
1. Improve Education and Outreach: By improving education and outreach, the City could
encourage additional residents to participate in SSR reduction and recycling programs and also
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reduce contamination levels in the SSR stream. Education and outreach could be designed to
teach residents what is and is not recyclable, encourage people to overcome social and cultural
barriers to recycling, and teach residents about the economic, environmental, and social benefits
of recycling.
2. Provide Cash or Rewards for Recycling: The City could participate in national recycling rewards
programs, such as verde or recyclebank, to reward residents and businesses that participate in
curbside SSR collection programs or complete education and outreach programs.
3. Pay for Goods or Services Using Recyclables: The City could implement discount programs for
public transportation tickets to residents that provide recyclables at the time of purchase. The
City could also consider providing reverse vending machines that provide residents with cash or
vouchers when they deposit recyclable materials, such as cans or bottles.
4. Revise Bin Size and Allocation: By reducing the size of the trash bin from 96 gallons to 35 gallons,
the City could encourage people to reduce the amount of waste they generate and improve their
recycling habits. The City already offers free 65-gallon trash bins to all single-family households
(which was also recommended in the LWBB Plan). Downside of this option is the potential for
overflowing trash bins leading to additional litter.
5. Implement Dual or Multistream Recycling: Switching from single stream to dual or multistream
recycling has the potential to reduce contamination levels in collected recyclable streams and will
reduce the amount of processing required at a downstream MRF (e.g., Waste Management
Recycle America [WMRA]). However, switching to multistream recycling may actually decrease
recyclable diversion as some city residents may be unwilling to sort their recyclables into multiple
bins.
6. Implement Save as You Throw (SAYT) Program: A SAYT program would involve assessing a
monthly charge to residents for their trash bin, with higher charges associated with bigger bins.
As such, a SAYT program could encourage residents to reduce the amount of trash they generate
by increasing participation in SSR recycling programs. However, SAYT programs have been
associated with increased contamination in the recycling stream, so the City may have to consider
increasing educational outreach as well as enforcement/citations for residents who do not
properly recycle. Further, SAYT programs may be seen as a regressive tax that unfairly burdens
low-income residents, and the result might be an increase in illegal dumping as residents seek to
avoid paying for their disposal.
7. Revise Collection Frequency: By increasing the frequency of residential curbside SSR collection
and reinstating weekly collection, the City could improve participation in the curbside recycling
program.
8. Extend Curbside Collection to Multifamily Dwellings: Currently, residents in multifamily
dwellings rely on private haulers contracted by landlords for trash and recycling services.
Reportedly, private haulers periodically reject recycling loads from multifamily dwellings and/or
stop services altogether due to contamination issues (generally, because they may be fined or
have their loads rejected at receiving MRFs if contamination is too high). This leads to inconsistent
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collection and contributes to low participation in recycling programs among residents in
multifamily dwellings. By extending recycling services to multifamily dwellings, DPW could
improve collection by creating a more stable recycling environment.
9. Design Guidance/Codes for Multifamily Dwellings: To improve recycling collection from
multifamily dwellings the City could issue guidance on how new developments or redevelopments
must consider design of waste collection areas, including provision for diversion capacity and
placement of waste containers. These design guidelines could provide direction to property
developers and owners on how to incorporate recycling collection infrastructure into multifamily
developments to make recycling as easily accessible to residents as trash receptacles.
10. Improve Recycling in Public Spaces: Some stakeholders requested that more public trash and
recycling cans be provided on streets, in parks, and in other public areas. In this regard, rather
than simply provide a larger number of cans in more places, all of which would require additional
emptying by collection crews, DPW could look for ways to embrace the smart transformation of
waste operations in public spaces that many other U.S. cities have implemented (e.g., by using
smart cans that weigh recyclables and alert staff when they need to be emptied). This keep streets
noticeably cleaner, and streets are calmer because fewer collection events mean less trash truck
congestion and vehicle emissions.
11. Hold Special Event Recycling: While DPW currently provides cleaning services, trash removal, and
recycling services to qualifying events (if their services are requested), there is a range of
additional support that DPW could provide to event organizers. This includes providing advice on
setting up a recycling plan, providing bins and containers, or developing self-assessment guides
to help organizers manage and minimize waste generated at events (e.g., by requiring that food
and drink vendors minimize single use containers and utensils).
12. Expand Recycling Services to the Commercial Sector: The City could improve diversion of SSR by
expanding collection services to the industrial, commercial, and institutional sectors. Collection
could be achieved either through DPW (public service) or through a franchising agreement with a
private hauler. However, due to staffing shortages on existing residential recycling collection
routes, this would likely not be an option the City would pursue in the short term.
Additional opportunities for improving diversion of SSR include increasing enforcement of existing
recycling programs (e.g., for apartment buildings and condominiums), supporting a City ordinance (or
state legislation) requiring the industrial, commercial, and institutional sectors to report recycling
tonnages, expanding staff capacity to perform more community work to recruit and train residents in
recycling best practices, and providing additional funding for school recycling programs.
Summary
A summary of the City’s assessment of its existing SSR diversion programs is found below.
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Component
Assessment
Barriers
• Collection schedule (once every two weeks)
• Lack of incentive to reduce waste
• A lack of reusable alternatives
• Lack of education and communication
• Social barriers to recycling
• Lack of trust in the recycling process
• Contamination
• Lack of school recycling programs
• Inconsistent collection from apartments and condominiums
• Lack of enforcement of existing recycling mandates
• Lack of public recycling bins
• Lack of reporting from the commercial sector
•
Economics of recycling
Opportunities
Legislative:
• Design guidance/codes for multifamily dwellings
• Support City ordinance to require recycling reporting from industrial
and commercial sector
Administrative:
• Improve education and outreach initiatives
•
Encourage (or require) reporting of recycling tonnages from
commercial sector
• Provide additional funding for school recycling programs
Programmatic:
• Provide cash or rewards for recycling
• Provide payment for goods or services using recyclables
• Revise bin size and allocation
• Implement dual or multistream recycling
• Implement SAYT program
• Reinstate weekly SSR collection
• Extend curbside recycling collection to multifamily dwellings
• Provide mobile collection units
• Improve recycling in public spaces
• Provide additional support for special-event recycling
• Expand recycling collection services to the private sector
•
Improve enforcement of existing SSR recycling mandates
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4.2.2 Organics
Organics include yard waste, food waste, and compostable paper. Based on the results of a waste sort
performed as part of the LWBB Plan, it is estimated that organics constitute approximately 21% of the
city’s disposed waste stream. Waste diversion data from 2021 indicates that approximately 7,000 tons
(3.5%) of organic waste generated in the city is currently diverted. The City’s organics reduction and
diversion programs are described in Section 3.3.
Reducing Food Waste
The City’s existing efforts to reduce food waste have grown since 2016, which is when city organizations
were gathered to conceive and draft an initial list of recommendations that culminated in the BFWRS.
Today, DPW supports five food-scrap drop off locations across the city with plans to launch five additional
sites in 2023. Though some progress has been made to divert waste food from the city’s waste stream,
there are significant opportunities for reducing food waste.
Figure 4-1. Healthy Food Priority Areas in Baltimore (from the City’s 2018 Food Environment Report)
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Barriers to Reducing Food Waste
The assessment of the food waste reduction initiatives in the city identified the following primary barriers:
1. Behavior Change: Residents and commercial entities need to change behaviors to focus on food
waste reduction.
2. Donation Opportunities: Much of the food waste produced in the city is the result of residents
purchasing more food than they can eat. Many residents choose to dispose of unused food (even
nonperishable food or food that is not yet past its date) rather than donating it to one of the many
food waste donation facilities in the city (detailed in Section 3.3).
3. Healthy Food Priority Areas (HFPAs): A map showing the city’s HFPAs is found in Figure 4.1. HFPAs
are defined as areas where the average healthy food availability index for all food stores is low,
the median household income is at or below 185% of the federal poverty level, over 30% of
households have no vehicle available, and the distance to a supermarket is more than a quarter
mile. Approximately 146,000 people in Baltimore live in HFPAs. These residents are highly
dependent on fast food and convenience stores, which may contribute to more food waste if they
are not able to control their own food preparation or portion sizes.
Opportunities to Reduce Food Waste
Improved food waste reduction can be achieved through a combination of food rescue and donation (e.g.,
via food banks) and source reduction (e.g., educating consumers to purchase only the amount of food
they need and hence generate less food waste). This combination will require a coordinated effort
between the City, local food generators (businesses, universities, and residents), and local food
rescue/donation organizations. The NRDC recently commissioned a report titled Food Rescue in Baltimore:
Assessing Current Landscape and Potential Growth” (published on March 26, 2019) from Full Plate
Venture LLC and the Maryland Food Bank (referred to herein as the NRDC report). The NRDC report
assesses the current landscape for food rescue in Baltimore and the potential for future growth.
Recommendations from the NRDC report and those provided in the BFWRS and the LWBB Plan are
summarized below.
1. Conduct a needs assessment for the city’s food recovery system.
2. Create a best practices guide for businesses and institutions that wish to donate edible food in
the city.
3. Create a resource guide for individuals and businesses wishing to use produce “seconds” (i.e., ugly
fruits and vegetables).
4. Support state legislation that extends liability protection for entities selling recovered food and
donors that donate past-date foods.
5. Work with the Maryland Department of Agriculture to include food recovery at the Maryland
Buyer-Grower Expo.
6. Create a public awareness/marketing campaign for businesses around reducing food waste.
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7. Support local and state legislation that calls for a phased-in food waste and organics landfill ban.
8. Create and staff a City government position tasked exclusively with managing food recovery and
food waste reduction initiatives.
9. Create incentive programs for food donation or businesses sourcing recovered food.
10. Ensure there are enough community partners to handle the volume of all donated food and
ensure that these partners are adequately resourced (refrigeration, hauling, etc.).
11. Create/support a waste audit program for commercial food waste producers.
12. Support existing business models that sell seconds produce and, if gaps exist, support the creation
of a vendors market for unsold produce from wholesale distributors.
13. Create/adapt an entity to coordinate and promote all food recovery activities citywide.
14. Support the development of a food recovery network chapter in every higher education
institution in the city.
15. Support the completion of waste audits at every higher education institution in the city.
16. Create a public awareness or marketing campaign around food recovery for colleges and
universities.
17. Work with colleges, universities, and institutional food providers to change the culture of campus
cafeterias from one of required abundance to “it’s ok to run out.”
18. Create/support a public awareness and education campaign around household food waste.
19. Support community-based culinary education programs, with emphasis on reducing food waste.
20. Create and implement a voluntary household waste audit program and include incentives for
participation.
21. Develop and implement a system for tracking household food waste.
22. Distribute “smart” trash cans to all city residents capable of tracking waste weight, creating a
positive feedback loop by sending waste data to residents via water bill or other means.
23. Convene regular meetings of stakeholders in the food rescue system, including the City, food
donors, food rescue organizations, last mile organizations (LMOs) to build relationships and
support strategic planning. LMOs are any entities, such as shelters, soup kitchens, or food
pantries, that distribute donated food to food insecure individuals and clients.
24. Track food donations received from local sources each year at food rescue organizations to
support progress tracking under the BFWRS.
25. Develop, in coordination with other stakeholders, a three-to-five-year strategic plan for
expanding food donations and strengthening the food rescue system.
26. Hire an entity to cultivate relationships between prospective food donors and food rescue
organizations.
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27. Develop and distribute food safety guidance for licensed food facilities from the City’s Health
Department.
28. Develop policies and programs that create incentives for donating food.
29. Distribute educational materials on liability protections and tax incentives to food donors.
30. Develop a citywide strategy to recruit the next generation of food rescue volunteers to support
the effectively training, managing, and retaining volunteers in the food rescue system.
31. Develop a coordinated strategy to engage the local philanthropic and business communities to
mobilize support for food rescue infrastructure, staffing, and other needs.
32. Identify organizational development resources to strengthen fundraising, managing, and
communicating the food rescue systems.
33. Evaluate strategies for making donated food more geographically accessible to clients.
34. Evaluate the need for potential technology solutions to connect clients and LMOs.
35. Elevate the voices of food assistance clients by including them in advocacy activities, volunteer
opportunities, and community outreach.
36. Work with LMOs to gather input and feedback from clients on an ongoing basis.
37. Conduct a detailed study of the specific food-security-related needs of people living with
disabilities.
38. Expand outreach to clients on ways to access food assistance.
39. Encourage the use of online food waste reduction tools. EPA provides a food waste management
cost calculator to estimate the cost competitiveness of alternatives to food waste disposal for
food waste generators, including source reduction, donation, composting, and recycling of yellow
grease.
40. Encourage tracking food waste. Private organizations (some of which are listed in Appendix K)
provide a secure ledger that tracks an organization’s surplus food waste from pickup to donation.
These companies aim to improve an organization’s bottom line through charitable donations,
reduce GHG emissions, and route edible surplus food to local communities in need. Hartsfield-
Jackson Atlanta International Airport currently uses one such company to help meet its zero-
waste target.
41. Encourage the use of mobile apps. There are a number of smartphone applications meant to
connect food rescue agencies with consumers (detailed in Appendix K).
42. Conduct educational campaigns. Education and outreach is critical to changing behaviors. Specific
educational programs recommended in the LWBB Plan to reduce food waste include educating
students about composting, educating residents on the difference between “Sell By,” “Use By,”
and “Best By” dates, and educating residents about purchasing food more sustainably.
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Summary
A summary of the City’s assessment of its existing organics reduction and diversion programs is found
below.
Component Assessment
Barriers
• Lack of education and outreach for food waste reduction and
donation programs
• HFPAs contributing to food waste
Opportunities
Legislative:
• Support state legislation that extends liability protection for entities
selling recovered food and donors that donate past-date foods.
Administrative:
• Improve education and outreach campaigns around food waste
reduction for city residents, institutions, and businesses.
• Help match food waste generators with food waste donation
organizations and processing facilities (through technology, best
practice guides, stakeholder meetings, etc.).
• Improve tracking of food waste donation.
Programmatic:
• Develop a system to track food waste generation (including
distributing “smart” trash cans to all city residents).
• Improve enforcement of food waste reduction initiatives.
• Create incentive programs for food donation or businesses sourcing
recovered food.
• Perform food waste audits for city businesses, institutions, and
residents.
Organics Diversion
Existing organics diversion programs in the city are fairly young and limited in scope. As such, there are
significant opportunities to improve these programs in the future.
Barriers to Increasing Organics Diversion
The assessment of the city’s organics programs identified the following primary barriers to reducing food
waste and diverting organics from disposal:
1. Lack of Organics Recycling Infrastructure: There are currently no operational large-scale
composting or anaerobic digestion facilities that accept yard waste, food scraps, or compostable
paper in the city. This lack of infrastructure inhibits city residents and businesses (including those
targeted by HB264) from diverting their organic waste (even when legally required).
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2. Lack of Centralized Organics Collection Programs: There are currently no large-scale, centralized
organics collection programs in the city. While curbside organics collection is offered by private
companies and community collectives, the monthly charges for participation in these programs
are fairly expensive (greater than $20 per month).
3. Lack of Marketing for Existing Organics Programs: Many residents are unaware that food scrap
collection is offered at residential drop-off centers and farmers markets. As such, participation in
these programs tends to be low. Further, the food scrap collection bins offered by the City at
residential drop-off centers are not easily accessible by walking, biking, or bus.
4. Lack of Education and Outreach Regarding Organics Diversion Programs: Most city residents
have limited experience managing and separating organics from their waste stream. Further,
many residents harbor misconceptions regarding the odor and vermin impacts of large organics
management facilities (like composting and anaerobic digestion facilities) and organics collection
programs.
5. Lack of Education about Which Organic Materials Are Divertible: The materials that can and
cannot be composted (or anaerobically digested) varies according to the vendor collecting the
organics and operating the processing facility. This variance can cause confusion. Additionally, the
City does not offer a public option for organics diversion, which makes this still a barrier to
implementing a successful organics diversion program in the city.
6. Difficulty Identifying Businesses Targeted by HB264: HB264 requires large food-waste generators
(currently defined as those generating more than two tons of food waste per week, reducing to
those that generate one ton of food waste per week beginning January 1, 2024) to divert all of
their food waste providing they are located within 30 miles of an organics recycling facility with
capacity and willingness to accept the generator’s food waste. However, there is no easy way for
the City to identify the food-waste generators targeted by this law. As such, enforcement of this
law will be difficult for the City.
Opportunities to Improve Organics Diversion
Recommendations from the NRDC Report, BFWRS, and the LWBB Plan for improving organics diversion in
the city are summarized below.
1. Expand the Use of Existing Processing Capacity: The BFWRS lays out a series of recommendations
to expand existing capacity in Baltimore, including improving access to backyard compost bins to
residents, establishing school gardens at public schools to encourage on-site gardening and
composting, supporting, and providing incentives for the creation of community composting
locations in Baltimore neighborhoods. Other strategies included in the LWBB Plan include
expanding the use of City-partnered organics processing facilities (e.g., Baltimore City Composting
Facility, Back River Pelletech facility, Baltimore Patapsco Pelletizer facility, and Camp Small),
encouraging on-farm composting (perhaps by expanding the Food Matters Program), and
encouraging backyard and community composting (e.g., by providing residents with subsidized
backyard composting units and initiating education and outreach programs).
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2. Revise Collection Frequency of Trash Pickup: By reducing the frequency of trash pickup in the
city, residents may be encouraged to participate in existing or future organics diversion programs
to reduce their trash volume. While this is unlikely to be implemented in the near future, it could
be discussed as a long-term option after an organics diversion program is implemented and trash
volumes decrease.
3. Provide and Encourage Curbside Collection of Organics: Recommendations from the BFWRS for
the City to implement and encourage a source-separated organics (SSO) collection program and
implementing a residential food waste disposal ban. The SSO program would include conducting
a residential curbside collection pilot program, expanding curbside collection throughout the city
(long term), conducting a feasibility study for SAYT, and other incentive-based residential waste
collection strategies. Other recommendations from the LWBB Plan include expanding City
collection services to include collecting SSO, contracting SSO collection from residents to a third
party, providing drop-off centers for food and yard waste, implementing a SAYT program,
implementing a food waste disposal ban, and reducing the frequency of trash pickup.
4. Implement a Ban on Commercial Organics Disposal in the City: Recommendations from the
LWBB Plan include a phased approach to encourage organics diversion, beginning with a subsidy
for organics diversion and surcharge pricing for organics disposal and moving toward a blanket
ban on organics disposal from commercial entities in the city.
5. Construct (or Support Construction) of In-City Organics Processing Capacity: Expanding the
organics-processing capacity would help to expand organics collection programs in the city and
would provide commercial organics generators a nearby location to bring their SSO. This
opportunity is described further in Section 4.6
Other potential opportunities include improving enforcement of existing food waste diversion mandates
(e.g., Legislation - HB0264 (maryland.gov)), and working to create more walkable neighborhoods that will
allow for more food access, more frequent shopping, and less wastage.
Summary
A summary of the City’s assessment of its existing organics reduction and diversion programs is found
below.
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Component
Assessment
Barriers
• Lack of infrastructure for recycling organics
• Lack of centralized organics-collection programs
• Lack of marketing for existing organics programs
• Lack of education and outreach regarding organics diversion programs
• Difficulty identifying businesses targeted by HB264
Opportunities
Legislative:
• Implement a ban on commercial organics disposal in the city
Administrative:
•
Improve education and outreach campaigns around food waste
diversion for city residents, institutions, and businesses
Programmatic:
• Expand use of existing processing capacity
• Revise collection frequency of trash pickup
• Provide and encourage curbside collection of organics
• Construct (or support construction) of organics processing facility
• Improving enforcement of food waste diversion initiatives (HB264)
• Create more walkable neighborhoods
4.2.3 Construction and Demolition Debris
C&D debris includes lumber, concrete, drywall, asphalt, and other materials generated from the
construction or demolition of structures. Based on a waste sort performed for the LWBB Plan, it is
estimated that C&D debris constitutes approximately 31% of the city’s disposed waste stream. Waste
diversion data from 2021 indicates that approximately 232,300 tons (45%) of C&D debris generated in the
city is currently recycled. C&D debris is predominantly produced and recycled by the private sector (details
are provided in Section 3.3).
Barriers to C&D Reduction and Diversion
The assessment of the city’s C&D programs identified the following primary barriers to improved
reduction and diversion of C&D debris:
1. Lack of City-Led Deconstruction Program: The City has previously partnered with a local
nonprofit-established deconstruction firm to assist the City with demolition of City-owned
buildings. This deconstruction firm developed a business selling material salvaged from
deconstruction activities. However, the City has since stopped partnering with this deconstruction
firm. The City could improve deconstruction by partnering with a similar deconstruction firm for
future demolition projects.
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2. Lack of Clean Wood Recycling Infrastructure: There is limited infrastructure in the city to salvage
clean, untreated structural lumber and pallets from C&D projects. This clean wood may be
repurposed for other construction projects or ground for mulch.
3. Lack of Drywall Repurposing and Recycling: Landfilled drywall can contribute significantly to odor
issues. As such, it is imperative to reduce waste drywall generation and divert drywall from
disposal at the landfill.
Opportunities for Improvement
The LWBB Plan details multiple policy options and strategies that exist to encourage C&D debris reuse.
These are detailed below.
1. Enact Legislated City-Mandated Deconstruction of Existing Structures: Legislation that mandates
all construction projects to deconstruct rather than demolish existing structures would reduce
C&D debris and encourage separation and reuse. The capacity for deconstruction and reuse of
salvaged building materials already exists in Baltimore, which is home to multiple deconstruction
companies and building materials reuse centers (See Appendix J).
2. Implement an Architectural Salvage Program: An architectural salvage program may be
implemented in coordination with mandated deconstruction of existing structures to encourage
reuse of building materials. An architectural salvage program could be implemented as an online
database to match potential buyers with companies offering salvaged building materials. City
facilities and existing resale companies could hold the material while it is advertised.
3. Encourage Green Construction: A green construction policy would require new construction or
major remodeling of existing buildings meet certain environmental and sustainability standards.
The best-known example is the Leadership in Energy and Environmental Design (LEED) green
building certification program, developed by the nonprofit U.S. Green Building Council and used
worldwide as an objective measure of achievement. A green construction policy in Baltimore
could also promote facilities certified as TRUE Zero Waste and encourage others to be certified.
4. Pass a Mandatory Diversion Ordinance: The City could improve diversion by passing an ordinance
that requires C&D projects to divert a certain percentage of their waste from disposal.
5. Require Deposits as Part of Permitting: The City could require deposits during the permitting
process for new C&D projects that would be returned to the contractors if and when they provide
documentation that the project has met a designated diversion threshold.
Other potential opportunities include requiring developers to purchase deconstruction bonds to pay the
cost of deconstruction upfront, and requiring contractors to have a waste management plan as part of
the permit requirements for construction or demolition.
Summary
A summary of the City’s assessment of its existing C&D reduction and diversion programs is found below.
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Component
Assessment
Barriers
• Lack of City-led deconstruction program
• Lack of clean wood recycling infrastructure
• Lack of drywall repurposing and recycling
Opportunities
Legislative:
• Implement a City-mandated deconstruction of existing structures
• Encourage green construction
• Implement mandatory diversion ordinance
Administrative:
• Establish an architectural salvage program
•
Include deposits as part of permitting
4.2.4 Bulk Waste
Bulk waste includes furniture, homewares, appliances, electronics, and other large waste. Based on a
waste sort performed for the LWBB Plan, it is estimated that bulk waste constitutes less than 1% of the
city’s disposed waste stream. Waste diversion data from 2021 indicates that approximately 53,300 tons
(90%) of bulk and special waste generated in the city is currently recycled. While bulk waste does not
constitute a large fraction of the city’s waste stream, it is difficult to dispose of and is therefore a priority
area for reduction and diversion. Bulk waste diversion programs are described in Section 3.3.
Barriers to Reduction and Diversion of Bulk Waste
The assessment of the city’s bulk waste programs identified the following primary barriers to improved
reduction and diversion of bulk waste:
1. Lack of Donation Space: While private companies and nonprofits in the city will accept some bulk
waste for donation, they are typically only willing to accept high-value material with the highest
likelihood for resale to avoid potential disposal fees if the bulk waste cannot be reused or sold.
This lack of centralized and consistent donation programs reduces resident’s ability to donate or
divert bulk waste.
2. Difficulty of Repair: When bulk objects like appliances and electronics break, it is often very
difficult or cost prohibitive for residents to repair them (or find low-cost companies or contractors
capable of repairing them). As such, appliances and electronics are often disposed of even if they
have only minor or easily repaired damage.
3. Vehicles Available to Move Bulk Items: If a resident does not have access to a vehicle large
enough to move their bulk item to a donation location, that item will likely end up on the street
for pickup as trash.
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Opportunities for Improvement
The LWBB Plan outlines four options and strategies to encourage repair, donation, and reuse of bulk
waste:
1. Invest in Programs that Turn Waste into Art: The City could donate abandoned buildings and bulk
waste material to artists, sculptors, and recycling innovators to organize shows and contests that
encourage the reuse of bulk waste materials.
2. Fund Fix-It/Repair Clinics: The City could help to fund clinics where residents can learn how to
repair broken electronics, homewares, appliances, bikes, etc., rather than throwing them away.
Fix-It Clinics are currently used as a way to reduce bulk trash in many cities across the country,
including Austin, Texas; Flagstaff, Arizona; Minneapolis, Minnesota; and San Diego, California. The
Baltimore Tool Library also holds fix-it fairs a few times a year. These clinics are usually staffed by
volunteers with skills to share, gained either professionally or through hobbies, and are free of
charge for attendees, although donations may be encouraged. Fix-it clinics may be hosted by the
City, local nonprofits, local businesses, or some combination of private and public entities. In
Baltimore, clinics could be offered in coordination with, or in a similar manner to GROW centers,
which offer tips and materials for greening and landscaping.
3. Hold Reuse and Swap Events: Reuse events allow residents to get rid of or obtain gently used
materials (e.g., furniture, clothes, and toys) in a convenient and structured way in a formal or
semiformal setting. These managed events avoid contributing to uncleanliness or litter in the way
that informal garage or yard sales can and also reduce the incentive for residents to simply dump
used items on the street. Reuse events could include curbside giveaway events in common areas
of apartment buildings, block parties for single-family neighborhoods, and swap events such as
jewelry or clothing exchanges. Many counties and municipalities promote once or twice-yearly
curbside events, generally held in the spring or fall as people adjust and update their homes and
closets.
4. Pass Right-to-Repair Bill: Right to repair bills, typically focused on electronic devices and small
appliances, refer to government legislation that is intended to allow consumers the ability to
repair and modify their own consumer products, rather than being obligated by the manufacturer
of such devices to use their (often expensive) repair or replacement services. Right-to-repair
legislation has been introduced in 17 states.
5. Provide Mobile Collection Units: The City could consider providing mobile collection for diversion
or reuse of bulk waste and other materials using a modified trailer or truck. While DPW currently
accepts these materials at residential drop-off centers, residents must have the means to
physically transport these materials to the drop-off centers. Providing a more convenient way to
accept these materials may encourage additional diversion.
Other potential opportunities to improve bulk waste diversion include creating a City-sponsored online
donation or reuse forum for residents.
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Summary
A summary of the City’s assessment of its existing bulk waste reduction and diversion programs is found
below.
Component
Assessment
Barriers
• Lack of donation space or repair facilities
• Difficulty of repair
• Long wait times for bulk waste collection
• Lack of accessibility
Opportunities
Legislative:
• Support right-to-repair bills at the state level
Administrative:
• Invest in programs that turn waste into art
• Fund fix-it and repair clinics
• City-sponsored online donation or reuse forum
Programmatic:
• Hold reuse and swap events
• Provide mobile collection units
4.2.5 Other Diversion Programs
Other waste includes generally hard-to-recycle materials (carpet, mattresses, textiles, paint, non-
compostable organics, medical waste, composite materials, etc.). Based on a waste sort performed for
the LWBB Plan, it is estimated that other waste constitutes approximately 15% of the city’s disposed waste
stream. Waste diversion data from 2021 indicates that approximately 99,400 tons (42%) of other waste
generated in the city is currently recycled.
Barriers to Reduction and Diversion of Other Waste
The assessment of the City’s other waste programs identified the following primary barriers to improved
reduction and diversion of other waste:
1. Lack of Durable Medical Equipment Reuse Opportunities: The Maryland Department of Aging
has a program in place to collect durable medical equipment (wheelchairs, walkers, scooters, etc.)
for refurbishment. Although containers are located at the residential drop-off centers at NWTS
and QRL, this service is not offered at any other locations in the city.
2. Lack of Mattress Recycling Opportunities: Mattresses are very difficult to recycle and dispose of.
The City currently does not offer mattress recycling to residents, WIN Waste currently does not
accept mattresses, and the City has considered banning them at QRL as well. As such, mattresses
are often illegally dumped in the city.
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3. Lack of Textile and Clothing Donation Opportunities: While several nonprofits in the city offer
reuse opportunities for clothing in good condition (see Section 3.3), recycling opportunities for
damaged textiles and clothing are limited.
4. Lack of Paint Recycling Opportunities: Oil-based paint is currently accepted as HHW at the Sisson
Street residential drop-off center. Latex paint can also be dried out and collected with residential
trash. Some larger nonprofits will also accept paint (see Appendix I). However, no true public
reuse or recycling opportunities are offered in the city for paint.
5. Lack of Christmas Tree Diversion: Currently, Christmas trees may be brought to multiple locations
throughout the city where residents are given the option to mulch their trees and collect the
mulch. However, mulch that is not collected is sent to QRL or WIN Waste for disposal.
6. Lack of Animal Carcass Diversion: Animal carcasses are currently collected and sent for
incineration. However, these carcasses would ideally be diverted and composted.
7. Lack of Visibility and Marketing for Existing Recycling Programs: Many residents are unaware of
the recycling programs currently offered at residential drop-off centers (electronics recycling, bulk
waste recycling, oyster shell recycling, durable medical equipment recycling, etc.).
8. Lack of Carpet and Carpet Padding Programs: Carpet and carpet padding are some of the hardest
materials to recycle, and very few opportunities currently exist in the city to recycle these
materials.
9. Lack of Donation Opportunities: Many hard-to-recycle materials, like bicycles and electronics, are
disposed of even when they are still operational (or in need of light repair). If more donation
opportunities were offered for these materials, they could be reused rather than disposed of.
Opportunities for Improvement
Other waste reduction and reuse opportunities detailed in LWBB include the following:
1. Implement Tool Libraries and Lending Organizations: Opportunities for sharing items that are
used infrequently are becoming more prevalent in many communities. The City could support
organizations (e.g., nonprofit organizations or public libraries) or develop partnerships with
existing organizations to provide opportunities for the public to borrow items such as bikes,
appliances, or tools. Items can be donated to the tool libraries or organizations can purchase and
cover expenses through user fees.
2. Implement Bans or Restrictions on Specific Materials: Results from the survey of stakeholders
conducted for the LWBB Plan indicated clear support for policies aimed at eliminating specific
“bad actor” materials from the waste and recycling streams. For example, 86% of responders
supported a ban on single-use plastics such as food containers, plastic bags, and straws. As an
alternative to outright bans, however, some responders suggested taxing the use of single-use
materials or introducing laws to provide incentives for reuse.
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3. Support Extended Producer Responsibility (EPR) Policies: EPR is a government mandate for
product stewardship that requires a manufacturer’s responsibility for its product to extend to
post-consumer management of that product and its packaging and/or upstream
redesign/reduction. EPR policies shift some financial and management responsibility for waste
management upstream to the manufacturer and away from the public sector, while providing
incentives for manufacturers to incorporate environmental considerations into the design of their
products and packaging. Applied effectively, EPR can be valuable in helping communities manage
and fund the reduction/recycling/diversion of difficult materials.
4. Support Product Take-Back Programs: Similar to EPR programs, product take-back programs are
a form of product stewardship for hard-to-recycle items and packaging. These initiatives are
typically organized by a manufacturer or retailer to collect used products or materials from
consumers and reintroduce them to the original processing and manufacturing cycle. A company
may implement this program in collaboration with end-of-product-life logistics and
material-processing firms. For manufacturers and retailers, there are multiple benefits for
implementing a take-back program, including stronger customer relationships, lower cost of
goods sold due to secondary material supply, providing an alternative supply of critical raw
minerals, mitigating risks associated with hazardous materials handling, and reduced
environmental impacts. These benefits often result in no cost or discounts to consumers when
they participate. Companies can estimate the success of their take-back programs by measuring
the total mass of products sold against those collected each year.
5. Implement Targeted Recycling Programs: The City could consider implementing recycling
programs for mattresses, box springs, carpets and rugs, textiles, porcelain and ceramics, batteries,
and other materials that are difficult to recycle. These programs would improve recycling while
also keeping many of these nuisance materials out of the landfill.
Other opportunities for improving diversion include efforts regarding Christmas trees and animal
carcasses. For example, whole Christmas trees can reportedly be diverted for use as a biodegradable
material to restore natural habitat along shorelines. Additionally, Christmas trees may be fed to goats as
a nutritional supplement during winter months. Animal carcasses should be diverted to a compost facility
(particularly if the City constructs or supports the construction of a compost facility within the city).
Summary
A summary of the City’s assessment of its existing waste reduction and diversion programs for other waste
is found below.
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Component
Assessment
Barriers
• Lack of durable medical equipment reuse opportunities
• Lack of mattress recycling opportunities
• Lack of textile and clothing donation opportunities
• Lack of paint recycling opportunities
• Lack of Christmas tree diversion
• Lack of animal carcass diversion
• Lack of visibility and marketing for existing recycling programs
• Lack of carpet and carpet padding recycling programs
• Lack of donation opportunities
Opportunities
Legislative:
• Ban or restrict specific materials
• Extend producer responsibility
• Support product take-back programs
Administrative:
• Implement tool libraries and lending organizations
Programmatic:
• Implement targeted recycling programs
• Improve diversion efforts for Christmas trees and animal carcasses
4.2.6 Litter Reduction and Cleanup Programs
Although litter is not a large percentage of total waste generated in the city, it is an eyesore, and may
contribute to rodent (and other vector) problems. As such, improving litter reduction and cleanup
programs is of critical importance to the City.
Barriers to Litter Reduction
Despite the many community-based litter reduction and collection programs in place, litter remains a
serious problem in the city. The following are some of the barriers to litter reduction identified in this
assessment:
1. Unreliable Litter Collection: Residents report that street litter is unreliably collected by the City
and/or local residents. Further, residents report that street litter is disproportionately collected
from affluent neighborhoods.
2. Lack of Enforcement: Antilittering laws are not reliably enforced.
3. Education and Outreach: As evidenced by the city’s persistent litter problem, existing educational
programs to reduce litter do not appear to be effective.
4. Landlords Do Not Provide Trash Bins to All Tenants: While landlords are legally required to
provide trash bins to all tenants, some landlords do not comply with the law. As such, many
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residents have to supply their own trash bins or share with neighbors. This results in many
residents placing bags of trash on the street, where they may be torn open.
Opportunities for Improvement
Litter reduction and cleanup opportunities detailed in the LWBB Plan include the following:
1. Implement Additional Educational Programs to Reduce Litter: Baltimore needs to build
ownership to keep neighborhoods clean, which requires educating residents and schoolchildren
on littering and what is recyclable (e.g., through antilittering campaigns and public service
announcements).
2. Increase the Number of Litter Crews: DPW could provide more litter cleanup crews, separate
from curbside collection crews, or alternatively contract private organizations for street litter
collection. One example is to have on-call crew for rapid cleanup of litter or illegal dumping by
small hauling contractors.
3. Organize Litter Collection Drives: The City could organize litter collection initiatives with local
schools or communities, providing certificates for community service hours and/or offering
awards for groups that clean up and recycle the most litter. This could be conducted as an
extension of the biannual Mayor’s Spring and Fall Cleanups in which participants earn credits
toward their stormwater fee.
4. Encourage Responsible Businesses: The City could conduct educational campaigns to encourage
businesses such as restaurants, cafes, and stores to collect litter from in front of their premises.
5. Create Resident Litter Squads: The City could create jobs for those who need them by hiring
squads to collect litter and bulk trash from the streets. Squads could be staffed by vulnerable and
at-risk members of the community (e.g., youth and homeless people), connecting and organizing
them with additional support services. Communities are less likely to tolerate littering and
dumping in areas they have cleaned. Examples of U.S. cities that have programs to give homeless
people and panhandlers jobs picking up trash, pulling weeds, and street cleaning include
Albuquerque, New Mexico (which started their program in 2015), Los Angeles, California; Chicago,
Illinois; Denver, Colorado; and Portland, Maine.
6. Improve Enforcement: The City could enforce the use of nets on waste collection trucks to
prevent debris from falling and producing litter, enforce laws requiring landlords to provide trash
bins to residents, enforce fines for littering, and install cameras in areas where littering is
persistent.
Summary
A summary of the City’s assessment of its litter reduction and cleanup programs is below.
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Component
Assessment
Barriers
• Unreliable litter collection
• Lack of enforcement
• Education and outreach surrounding litter
Opportunities
Administrative:
• Initiate educational programs to reduce litter (including responsible
businesses initiative)
Programmatic:
• Increase litter crews
• Implement litter collection drives
• Create residents’ litter squads
• Improve Enforcement
4.3 Residential Drop-Off Centers
Residential drop-off centers are managed by the Street Sweeping and Roll-Off Division and are described
in Section 3.4.
4.3.1 Barriers to Efficient Operation of Residential Drop-Off Centers
The assessment of the City’s residential drop-off centers identified the following barriers to effective
operation:
1. Commercial Vehicles and Nonresidents: Residential drop-off centers are meant to serve only
residents of the city. However, many commercial vehicles and nonresidents attempt to use the
facilities. Currently, workers at the drop-off centers check drivers licenses and license plates to
prevent commercial vehicles and nonresidents from dumping at the residential drop-off centers;
nevertheless, commercial and nonresident vehicles contribute to lines and inefficiencies.
2. Unacceptable Wastes: The most common unacceptable wastes dumped at residential drop-off
centers include drywall, concrete, structural wood, and pallets. Customers with these materials
are generally sent away, but regularly have already dumped or argue with the staff.
3. Illegal Dumping: Waste (both acceptable and unacceptable) is left outside and inside of
residential drop-off centers on a near daily basis resulting in staff time to move the material to
the appropriate location within the drop-off center.
4. Staffing Shortages: Hiring and retaining staff (particularly for CDL roll-off truck drivers) are a
persistent problem at residential drop-off centers. On busy days at some facilities, roll-off
containers cannot be hauled off-site fast enough to keep up with demand. While the City offers
many long-term benefits over private companies (job stability, benefits, etc.), private trucking
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companies offer a significantly higher starting pay than the City. As such, the City often has
difficulty hiring new drivers and retaining existing drivers.
5. Space Restrictions: Many of the residential drop-off centers are space restricted. On busy days,
this lack of space can mean that lines to enter the facilities back up onto city streets. Further,
there is minimal storage space for additional roll-off containers, trucks, or equipment.
6. Equipment Shortages: Some residential drop-off centers lack the equipment necessary to operate
efficiently. Specific equipment shortages include roll-off trucks and bobcats.
7. Security: Not all residential drop-off centers are fenced and gated around their entire perimeter.
As such, they are subject to illegal dumping and break-ins.
8. Worker Comfort: Many residential drop-off centers lack shelter and break rooms for workers. As
such, many workers are forced to work in the elements without a space to eat their lunches or
take breaks.
4.3.2 Opportunities for Improvement
The LWBB Plan outlines several options to improve residential drop-off centers in the city:
1. Construct Additional Capacity: This option would require DPW to either construct new facilities
for both residents and small haulers to drop off waste or expand existing drop-off centers to allow
small haulers to use them in addition to QRL and NWTS. As most existing drop-off centers are on
fairly compact lots, it seems unlikely that these locations could be expanded sufficiently to allow
small hauler use (this would require a truck scale and larger throughput capacity, among other
upgrades). As such, it is assumed that developing new capacity would require the constructing
new drop-off centers.
2. Expand Reuse and Diversion Opportunities at Existing Facilities: This option would require
reconfiguring existing drop-off centers to allow for a larger number of materials to be handled
and diverted. This would require increased staffing to direct residents and haulers to the correct
location for each material. Additional materials to consider for acceptance include nontraditional
recyclable/divertible items, such as mattresses, carpet, furniture, homewares, textiles, HHW, and
ceramics/porcelain, as well as items that are currently accepted but are not separated (e.g., C&D
debris, bulk waste, appliances with large amounts of rigid plastic, and yard waste). This option
could include a materials exchange network/partnership that would allow residential drop-off
centers to partner with nonprofits to expand donation of items such as bicycles, musical
instruments, books, clothes, etc.
3. Construct a Resource Recovery Park (Eco-Park): The most practical option available for
construction of a resource recovery park would be to co-locate individual reuse and diversion
facilities in one large, centralized location. The location of this facility would be subject to an
extensive siting and feasibility study, although optimally it should be located close to QRL to
minimize transportation of process residuals. Reuse and diversion facilities that could be located
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within the resource recovery park include reuse facilities (such as a food bank, C&D salvage and
reuse center, a thrift store, and a fix-it/repair clinic), a composting facility, an MRF for processing
SSR, an MRF for processing C&D debris, or a residential drop-off center that could serve small
haulers.
Additional opportunities to improve the operation of residential drop-off centers include installing tag
readers or driver’s license scanners to efficiently identify nonresidents and commercial haulers, installing
security fencing and gates to prevent illegal dumping, increasing starting pay for CDL roll-off truck drivers,
and upgrading staff facilities (including shelters and breakrooms).
4.3.3 Summary
A summary of the City’s assessment of its residential drop-off centers is found below.
Component
Assessment
Barriers
• Commercial vehicles and non-residents
• Unacceptable wastes
• Illegal dumping
• Staffing shortages
• Space restrictions
• Equipment shortages
• Security
• Worker comfort
Opportunities
Short-Term:
• Install tag readers or driver’s license scanners
• Install fencing and gates
• Increase starting pay for CDL drivers
• Upgrade staff facilities (shelter and breakrooms)
Long-Term:
• Construct additional capacity
• Expand reuse and diversion opportunities at existing facilities
• Construct a resource recovery park (eco-park)
4.4 Waste Collection
The City’s waste collection system is described in Section 3.5. Since 2000, the City has used CitiStat, a
database-driven performance measurement tool, to monitor and assess public service delivery and
operation. Solid waste management performance is evaluated in a branch of CitiStat called CleanStat,
which assists DPW in deciding how to provide more efficient service. Continued use of CleanStat and
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continued feedback from citizens and employees are essential in developing a proper assessment of the
City’s solid waste management needs now and in the period covered by this Plan.
4.4.1 Curbside Collection of Mixed Refuse and Single-Stream Recyclables
Mixed refuse and SSR collection is provided by the Routine Services Division and is described in Section
3.4.
Barriers to Mixed Refuse Collection
The assessment of the City’s mixed refuse and SSR collection program identified the following primary
barriers to effective mixed refuse collection service:
1. Staffing Shortages: Hiring and retaining personnel, and particularly CDL drivers, has been
extremely difficult. While the City offers many long-term benefits over private companies (job
stability, benefits, etc.), private trucking companies offer a significantly higher starting pay than
the City. As such, the City often has difficulty hiring new drivers and retaining existing drivers.
2. Inconsistent Collection: Regularly scheduled mixed refuse and SSR collection dates are
sometimes not honored (mostly due to staffing issues). There is currently no back-up plan when
this happens, and residents have to wait until the next schedule collection day for their trash or
SSR to be collected.
3. Limited Refueling Locations: There is currently only one location where City collection vehicles
can refuel (at the central yard). This makes refueling inefficient, particularly when there is traffic
in the city.
4. Aging Collection Fleet: Many of the collection vehicles are near or exceeding their service life,
leading to high equipment down time. These vehicles will need to be replaced over the next two
years.
5. Trash Can Color: The municipal trash cans provided to residents by DPW are green. This leads to
some confusion with residents who associate green bins with organics collection.
6. Lack of Enforcement: The state generally delegates local government to enforce the laws related
to solid waste (including recycling laws). DPW currently does not have an enforcement division
but instead depends on the DHCD to enforce trash and SSR-related violations.
7. Education and Outreach: Some residents do not know that trash should be bagged before placing
it in trash bins to protect collection workers from sharp or hazardous materials. Additionally, some
residents use their recycling bin as a second trash can, leading to significant contamination in the
SSR stream (discussed in more detail in Section 4.2).
Opportunities for Improvement
Surveys conducted as part of the LWBB Plan indicated that most residents are satisfied with their curbside
collection services. However, some residents complained that roads and alleys are littered due to messy
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waste collection practices and suggested providing collection crews with brooms and shovels to clean up
waste dropped during collection. In 2022, the City prepared an operational review (Rubicon Report) of
routine services operations to optimize collection routes for the City.
13
The Rubicon Report provides the
following recommendations to improve trash and SSR collection:
1. Rightsize Routes, Equipment, and Personnel in the Short Term: The Rubicon Report found that
trash collection routes put the City near the upper end of industry standard route sizes with 1,173
stops per route. To reduce the number of stops per route to 1,050 in the short-term, the Rubicon
Report recommended that the City maintain a fleet of at least 60 load packers with less than 20%
breakdown factor, increase the number of CDL trash-collection drivers to 60, and increase the
number of trash laborers to 120. For SSR collection, the Rubicon Report found that the City was
near the upper end of industry standard route sizes with 2,608 stops per route. To reduce the
number of stops per route to 2,200 in the short term (while maintaining collection once every two
weeks), the report recommended that the City maintain a fleet of at least 29 load packers with
less than 20% breakdown factor, increase the number of CDL SSR-collection drivers to 29, and
increase the number of SSR laborers to 58.
2. Rightsize Routes, Equipment, and Personnel Long Term (Final): For trash collection in the long
term, the Rubicon Report recommends reducing the number of stops per trash collection route
to 950 by maintaining a fleet of at least 66 load packers with less than 20% breakdown factor,
increasing the number of CDL trash-collection drivers to 66, and increasing the number of trash
laborers to 132. For SSR collection in the long-term the Rubicon Report recommends reducing the
number of stops per recycling collection route to 1,300 by maintaining a fleet of at least 48 load
packers with less than 20% breakdown factor, increasing the number of CDL SSR-collection drivers
to 48, and increasing the number of SSR laborers to 196.
3. Increase Funding Levels to Sustain Fleet and Staffing: To improve the long-term performance of
trash collection in the city, the Rubicon Report recommends increasing future funding levels to
sustain at least a 20% reserve of vehicles and personnel.
4. Maintain Onboard Technology for Employee and Departmental Success: The Rubicon Report
recommends installing onboard technology to verify collection service in real time and provide
drivers with intuitive tools to enhance their workflow.
5. Implement a Collection Performance Standard: The Rubicon Report recommends that the
Routine Services Division adopt an appropriate performance management system for trash
collection that tracks route completion time and customer complaints.
Additional opportunities to improve mixed refuse and SSR collection include increasing starting pay for
CDL drivers, adding additional refueling stations (possibly at residential drop-off centers), enforcing
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Baltimore Routine Services Operational Review (2022).
https://publicworks.baltimorecity.gov/sites/default/files/FINAL%20DPW%20Rubicon%20Report.pdf
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existing trash and recycling collection programs (e.g., for multifamily dwellings), and improving education
and outreach to improve worker safety and reduce contamination in the SSR stream.
Summary
A summary of the City’s assessment of its existing mixed refuse collection program is found below.
Component Assessment
Barriers
• Staffing shortages
• Inconsistent collection
• Limited refueling locations
• Aging collection fleet
• Trash can color
• Landlords do not always provide trash bins to tenants
• Lack of enforcement
• Education and outreach
Opportunities
Administrative:
• Increase funding levels to sustain fleet and staffing
• Implement a collection performance standard
• Increase starting pay for CDL drivers
• Enforce existing trash collection programs
• Improve education and outreach
Programmatic:
• Rightsize routes, equipment, and personnel in short term
• Rightsize routes, equipment, and personnel long term (Final)
• Maintain onboard technology for employee and departmental
success
• Add additional refueling stations
4.4.2 Bulk Waste Collection
Bulk waste collection is provided curbside, by calling 311, or at residential drop-off centers. Bulk waste
collection is described in Section 3.4.
Barriers to Bulk Waste Collection
The assessment of the City’s bulk waste collection program identified the following barriers to effective
operation:
1. Lack of Accessibility: While the City does provide curbside collection of bulk waste and collection
at residential drop-off centers for bulk waste disposal, it does not provide collection of bulk waste
for diversion or reuse.
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Opportunities for Improvement
The LWBB Plan includes several strategies for improving bulk waste collection in the City:
1. Collect Bulk Waste for Donation: DPW currently recycles or disposes of bulk trash collected at
residential drop-off centers and via curbside collection. Working with local charitable and reuse
organizations (e.g., the Salvation Army, Goodwill, Habitat for Humanity ReStores) to offer
donation of bulk items might encourage more participation in the program.
2. Charge residents for bulk waste collection: This would encourage reuse, repurposing, and resale
of bulk items. As an example, Seattle, Washington, currently charges residents $30 per item
collected and $38 for items with refrigerants. However, this option could also encourage illegal
dumping.
3. Reduce the Amount of Bulk Trash that Can Be Collected via Curbside Collection: The City already
limits the amount of bulk waste per household to three items per household per month. However,
this could be reduced to encourage residents to pursue other options (such as donation).
Currently, many other cities (e.g., Washington DC and San Francisco) have limits on the amount
of bulk waste collected per household in order to reduce disposal of bulk waste. However, this
option could also encourage illegal dumping.
4. Construct a Large, Accessible Recycling Center for Bulk Waste: This facility would not need to be
open every day, but its opening hours would need to be clearly communicated to residents to
encourage recycling. This facility could be part of an expanded network of residential drop-off
centers (see above). Monterey, California, operates a facility called “Last Chance Mercantile.”
Summary
A summary of the City’s assessment of its bulk waste collection program is found below.
Component Assessment
Barriers
• Long wait times for bulk waste collection
• Lack of accessibility
Opportunities
Administrative:
• Charge residents for bulk waste collection
• Reduce the amount of bulk trash that can be collected via curbside
collection
• Increase staffing for 311 calls
Programmatic:
• Collect bulk waste for donation
• Construct a large, accessible recycling center for bulk waste
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4.4.3 Yard Waste and Leaf Collection
Yard waste and leaves are not collected separately within the city. Instead, residential yard waste is
collected with mixed refuse on trash collection days and sent to WIN Waste for incineration with the
residential trash. Additional information on yard waste and leaf collection is provided in Section 3.4.
Barriers to Yard Waste and Leaf Collection
As indicated, yard waste is not currently diverted from the waste stream. This is a missed opportunity for
the City that needs to be corrected. Yard waste should be collected separately from residential waste and
diverted through a combination of community based, small-scale programs (e.g., backyard composting or
community composting) and centralized collection and diversion programs (e.g., through separate
collection and diversion to an organics management facility). The assessment of the City’s yard waste and
leaf collection program identified the following barriers to effectively implementing a yard waste diversion
program in the city:
1. Education and Outreach: Due to a lack of educational materials, many residents are unaware of
existing community-based composting programs and/or do not know how to begin composting
at home.
2. Lack of Separate Collection: Yard waste and leaves are not currently collected separately from
residential trash. As such, they cannot be diverted from disposal.
3. Lack of Organics Recycling Infrastructure: There are currently no large-scale composting or
anaerobic digestion facilities that accept yard waste in the city. This lack of infrastructure inhibits
the City from developing a yard waste and leaf diversion program.
Additional barriers to yard waste and leaf collection include staffing shortages (particularly for CDL
drivers), which inhibit the development of a separate yard waste collection program.
Opportunities for Improvement
The following opportunities for improving yard waste and leaf collection were identified as part of this
assessment:
1. Improve education and outreach: Education and outreach initiatives should be improved and
focused on connecting residents with existing community-based composting programs and
educate residents on how to effectively compost at home.
2. Increase Backyard Composting: Increase opportunities for backyard composting by providing
residents with subsidized backyard composting tools.
3. Develop a Separate Yard Waste and Leaf Collection Program: If a separate yard waste and leaf
collection program were implemented in the city, yard waste and leaves could be diverted from
disposal. In addition to starting a separate collection program, the City could increase starting
pay for CDL drivers to alleviate staffing shortages.
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4. Construct or Encourage Construction of an Organics Recycling Facility: By constructing an
organics recycling facility in the city, there would be infrastructure available to facilitate a
separate yard waste and leaf collection program.
Summary
A summary of the City’s assessment of its yard waste and leaf collection program is found below.
Component
Assessment
Barriers
• Lack of education and outreach
• Lack of separate collection
• Lack of organics recycling infrastructure
Opportunities
• Improve education and outreach initiatives
• Improve access to backyard composting
• Develop a separate yard waste and leaf collection program
• Construct or encourage construction of an organics recycling facility
in the city
4.4.4 Illegal Dumping
Illegal dumping remains a persistent problem in the city with an annual cleanup cost to the City of over
$26.7 million. Additional information on illegal dumping collection is provided in Section 3.4.
Barriers to Reducing Illegal Dumping
The assessment of the City’s illegal dumping problem identified the following barriers:
1. Lack of Working Mechanism to Prevent Illegal Dumping: In fiscal year 2022, 325 citations were
issued for illegal dumping activities. These citations included fines ranging from $50 to $30,000,
and in some cases, included imprisonment. However, the problem of illegal dumping persists in
the city.
2. Fees Imposed on Small Haulers: The fees imposed on small haulers as part of the small hauler
program may incentivize illegal dumping.
3. Illegal Dumping is Not Reliably Collected: The City has trouble keeping up with the illegal dumping
problem in the city. As such, illegally dumped material becomes an eyesore until it can be
collected. If waste is not collected, more waste is added by other illegal dumping activities.
Opportunities For Improvement
The LWBB Plan highlights several opportunities to reduce illegal dumping in the City. These include:
1. Provide stronger enforcement of fines for illegal dumping violations equally throughout the city.
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2. Offer more bulk trash pickup.
3. Use surveillance cameras in highly impacted areas to identify people illegally dumping their trash.
4. Remove fees for small haulers and residents using commercial vehicles (e.g., U-Haul vans) at QRL,
NWTS, and the other residential drop-off centers.
5. Contract residents and/or small haulers to pick up and transport illegally dumped waste in their
private vehicles.
6. Increase DPW staff capacity to improve reliability of waste collection services and information and
to provide better response to illegal dumping, including following up more promptly on
complaints from 311 calls/website.
7. Identify common illegal dumping sites (e.g., in Carrollton Ridge, Shipley Hill, and Edmondson
Village), place a dumpsters at those sites, and schedule regular collections.
8. Get input from local haulers who could help identify the culprits of illegal dumping.
9. Require small haulers of junk to report where they take the materials they collect.
10. Maintain a list of registered contractors to help track and identify where illegally dumped material
is coming from.
11. Use social media to reward those reporting illegal dumping and to publicize contractors and small
haulers determined to be illegally dumping so others don’t use them.
12. Establish a smartphone app that would provide credits or coupons to people who take verifiable
pictures of illegal dumping in the act.
13. Work more closely with community development organizations, neighborhood business districts,
conservation land trusts, BMORE Beautiful, small haulers, and other interested parties to explore
and provide opportunities for the purchase and transfer of derelict land and buildings to residents
and nonprofits to create public safe clean green spaces, reduce blight, and implement a vision of
community led stewardship for the land.
14. Require absentee landowners to perform cleanups and make the site improvements required by
the City or forfeit their property under eminent domain for transfer to a Conservation Land Trust
that is willing to make those site improvements.
15. Transfer lands in public ownership (e.g., plots where public housing was torn down but not
replaced) to Conservation Land Trusts to begin pilot programs.
Summary
A summary of the City’s assessment of its illegal dumping program is found below.
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Component
Assessment
Barriers
• Lack of working mechanism to prevent illegal dumping
• Fees imposed on small haulers
• Illegal dumping is not reliable collected
Opportunities
Administrative:
• Increase enforcement
•
Remove fees for small haulers and residents using commercial
vehicles
• Increase DPW staff capacity to improve response to illegal dumping
• Interview small haulers to identify likely culprits
• Require small haulers to report where they take their waste
• Maintain a list of registered contractors to track illegal dumping
• Use social media to reward those reportin
g illegal dumping and
publicly identify contractors who have illegally dumped material
• Establish a smartphone app
• Work closely with community development organizations
• Require absentee landowners to perform cleanups or forfeit their
property
• Transfer land in public ownership to Conservation Land Trusts
Programmatic:
• Offer expanded bulk trash collection
• Install and monitor surveillance cameras in highly impacted areas
• Contract residents and/or small haulers to collect illegally dumped
materials
• Place dumpsters in common illegal dumping sites
4.4.5 Street and Sidewalk Sweeping
Street and sidewalk sweeping is provided by the Street Sweeping and Roll-Off Division and is described in
Section 3.4.
Barriers to Effective Street and Sidewalk Sweeping
The assessment of the City’s street and sidewalk sweeping program identified the following barriers:
1. Year-Round Operation: Street sweepers in the City run year-round, but they may not be needed
in the winter when freezing conditions prevent debris collection.
2. Inconsistent or Nonexistent Service: Street sweeping is reportedly inconsistent or nonexistent in
some neighborhoods. This issue is due predominantly to a lack of enforcement when parked cars
are not moved during street sweeping days.
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3. Dated Street Sweeping Fleet: The City’s street sweeping equipment is dated, with the newest
vehicles purchased in 2016.
4. Ineffective for Collecting Leaves: The City’s current street sweeping trucks are not appropriate
for collecting leaves from the city’s streets.
5. Ineffective for Bike Lanes: The City’s current street and sidewalk sweeping trucks are ineffective
for cleaning bike lanes.
Opportunities for Improvement
This assessment identified multiple ways to improve street sweeping in the city:
1. Streamline Street Sweeping Schedule: The current street sweeping schedule is seen as
intermittent and hard to understand. This could be improved by ensuring sweepers come as
scheduled and by making the schedule simpler to understand. The efficacy of street sweeping
could be improved by offering sweeping services in more places (e.g., alleys) and by enforcing
parking rules for sweeping days.
2. Improve Enforcement: Reliable enforcement of parking laws would allow City crews to access
more neighborhoods and provide more consistent service.
3. Procure New Street Sweeping Vehicles: Procuring new street sweeping vehicles may help the
City better service underserved areas. It may also improve collection efficiency.
4. Redesign Bike Lanes: If bike lanes were redesigned such that existing street sweeping vehicles
could access them, the City could improve cleaning on streets with bike lanes.
5. Procure Specialized Vehicles for Cleaning Bike Lanes: If bike lanes cannot be redesigned, the City
could procure additional smaller street sweeping vehicles to clean bike lanes.
6. Procure Additional Leaf Collection Vehicles: Procuring additional vehicles specifically for leaf
collection would reduce the hazards (e.g., fires) associated with collecting leaves with street
sweeping vehicles.
One additional opportunity is to suspend street and sidewalk cleaning during winter months to free up
drivers for snow plowing. However, this would only be advisable during periods of freezing temperatures
and snowfall.
Summary
A summary of the City’s assessment of its street and sidewalk sweeping program is found below.
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Component
Assessment
Barriers
• Year-round operations
• Inconsistent or nonexistent service
• Ineffective leaf collection
• Ineffective bike lane sweeping
Opportunities
Administrative:
• Implement educational programs to reduce litter
• Improve enforcement
Programmatic:
• Redesign bike lanes
• Procure specialized vehicles for cleaning bike lanes
• Procure leaf collection vehicles
4.4.6 Small Hauler Program
The City’s small hauler program is described in Section 3.4.
Barriers to Small Hauler Program Operation
The assessment of the City’s small hauler program identified the following barriers:
1. Inefficient Payment System: Currently, small haulers pay a set fee for every load they dump at
NWTS or QRL. However, small haulers have to pay every time they enter the facilities, which can
be slow (particularly when paying with cash).
2. Lines at NWTS and QRL: Since rollout of the small hauler program, small haulers have significantly
outnumbered residents and commercial haulers at NWTS and QRL. This has led to lines at both
facilities (particularly on Saturdays).
Opportunities for Improvement
The following opportunities for improving the small hauler program have been identified:
1. Setup an Automatic Payment System: Setting up an automatic payment system where small
haulers had registered accounts to charge would make the program easier, safer, and more
efficient and may help to reduce lines at QRL and NWTS.
2. Expand the Small Hauler Program to Additional Locations: While the City does not currently have
other locations where small haulers could bring waste (existing residential drop-off centers are
space constrained), if the City develops a new facility (e.g., an eco-park or a new drop-off center),
the small hauler program could be expanded at that new facility.
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Summary
A summary of the City’s assessment of its small hauler program is found below.
Component
Assessment
Barriers
• Inefficient payment system
• Lines at QRL and NWTS
Opportunities
• Setup an automatic payment system
• Expand small hauler program to additional locations
4.4.7 Other Waste Collection Programs
The City’s other waste collection programs are described in Section 3.4.
Barriers to Collecting Other Waste
The assessment of the City’s other waste collection programs identified one primary barrier regarding
collection of sharps and human waste from encampments. City collection crews and DPW employees are
not properly trained to safely handle biological waste or sharps. Expanding DPW’s collection services to
include cleanup of human waste and sharps would require a significant investment in training, collection
equipment, and personal protective equipment.
Opportunities for Improvement
One potential opportunity to improve collection of human waste and sharps is for the City to contract
with a private company to provide collection of these materials from encampments. This would prevent
the City from incurring excessive training and materials costs for such a specialized collection task.
Currently, the City is piloting a program to contract with a cleaning service to remove sharps and human
waste from encampments. If the pilot is successful, this program could be implemented at a larger scale.
Another potential opportunity is for the City to provide safe needle deposit boxes in public green spaces.
The City currently partners with Charm City Land Trust to provide a safe needle deposit box, which has
significantly improved safety with respect to discarded sharps. Installing other safe needle deposit boxes
in similar locations could improve safety for others who currently need to clean and dispose of sharps.
4.5 Waste Transfer
Currently, the City only operates one transfer station: NWTS. This section will focus on NWTS and
opportunities to expand the City’s transfer capacity. This section will not focus on transfer stations
operated by the private sector because these facilities are outside of the City’s control.
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4.5.1 Northwest Transfer Station
As indicated in Section 3.6, NWTS is currently operated by DPW as a transfer station to consolidate mixed
refuse and SSR loads collected curbside by DPW’s load-packer trucks into larger truckloads. It also serves
as a drop-off point for the small hauler program and operates a residential drop-off center. Mixed
recyclables are sent from NWTS to the WMRA and World Recycling MRFs, while trash is sent to QRL and
WIN Waste. NWTS has a permitted capacity of 150,000 tons per year. However, in 2021, only about 22,100
tons of recyclables and 59,200 tons of mixed refuse were handled at the facility. It is noted that since
2019, NWTS has been used only as a drop-off center for small haulers and residents and for transfer of
curbside recyclables, but this is mainly due to a current shortage of transfer truck drivers at DPW. As
indicated in Section 3.7, NWTS has a permitted capacity of 150,000 tons per year but an average
throughput of 70,000 tons per year or less (likely the result of the facility’s popularity among small haulers,
which results in longer lines and smaller average loads per vehicle). The facility’s operational life is
expected to exceed 20 years.
Barriers to Operation
An assessment of NWTS identified the following barriers to efficient operations:
1. Staffing Limitations: Due to a shortage of CDL transfer truck drivers, waste and recyclables
currently accumulate on the tipping floor. On especially busy days, this can force operations to
stop, causing lines.
2. Small Hauler Program: One reason for this lower throughput has been the implementation of the
small hauler program at NWTS, which has limited the volume of load packer trucks that the site
can easily accommodate. The small hauler program would have to be significantly cut back or
relocated to another location to operate NWTS at its permitted capacity of 150,000 tons per year.
3. Size Constraints: Expansion of NWTS is constrained by the location and size of the property and
existing infrastructure. In order to process the permitted capacity of 150,000 tons per year, NWTS
would have to expand operation to include more shifts and/or longer working hours (which may
require a permit amendment from MDE).
Opportunities for Improvement
Opportunities for improving or expanding the existing waste transfer system are taken from the LWBB
Plan and other publicly available planning documents.
1. Reconfigure NWTS for Out-of-City Disposal: To reduce the City’s reliance on WIN Waste and
conserve airspace in QRL, the LWBB Plan recommends upgrading NWTS to operate at its full
permitted capacity of 150,000 tons per year (the facility processed 81,400 tons in 2021) and
reconfiguring the facility for out-of-city disposal. It is estimated that this would require adding
additional shifts and equipment to keep the facility open for longer (potentially 24 hours a day, 6
days a week, depending on permit conditions and local neighborhood concerns).
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2. Construct an Additional Truck Transfer Facility: To relieve some of the small hauler pressure at
NWTS and allow load packers servicing the east side of the city a way to consolidate loads, the
LWBB Plan recommends constructing a transfer station on the east side of the city.
Summary
A summary of the City’s assessment of NWTS is found below.
Component
Assessment
Barriers
• Staffing limitations
• Lines due to small hauler program
• Size constraints
Opportunities
• Reconfigure NWTS for out-of-city disposal
• Construct an additional truck transfer facility
4.5.2 Opportunities for Expanded Transfer Capacity
Opportunities for improving or expanding the existing waste transfer system are taken from the LWBB
Plan and other publicly available planning documents.
Eastside Transfer Station
There is not currently a transfer point that allows load packers servicing the eastern part of the city to
consolidate their loads prior to hauling waste for disposal at WIN Waste or QRL or recycling at out-of-city
facilities. As such, load packers servicing the eastern part of the city must either go directly to WIN Waste
or QRL (and wait in potentially long lines) or travel across the city to dump their loads at NWTS. To provide
a central transfer point to the eastern part of the city and increase the city’s overall transfer capacity, the
LWBB Plan recommends constructing an additional truck transfer facility in the eastern part of the city.
The LWBB Plan includes a conceptual layout for the Eastside Transfer Station (ETS) at the Bowleys Lane
Drop-Off Center.
Large Regional Transfer Station
The LWBB Plan recommends constructing a large regional transfer station (RTS) to reduce the city’s
reliance on WIN Waste and conserve airspace in QRL (particularly given that the City’s contract with WIN
Waste expires in 2031). Such a facility would likely be constructed so it could be operated as a truck
transfer station but would be built along a rail spur to allow for containerization and rail shipment to
suitable out-of-city landfills if rail was determined to be the preferred transfer mechanism. This option
would allow waste to be sent to regional landfills or even more distant facilities as needed. Likely locations
for a large RTS are QRL (rail lines currently run around the northern property boundary) or the Western
Acceptance Facility in Baltimore County. If the Western Acceptance Facility is chosen for development, it
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will require a collaborative agreement with Baltimore County to construct the facility. Adding a rail spur
at Western Acceptance Facility will likely be more challenging than at QRL.
4.6 Waste Processing and Recycling
The only waste processing facility currently operated by the City is Camp Small. This section will assess
Camp Small and also offer opportunities for constructing additional processing capacity in the city.
4.6.1 Camp Small
Camp Small is a 5-acre facility operated by the Department of Recreation and Parks for processing wood
waste from tree debris. In 2021, Camp Small received 8,500 tons of material. Of that volume received,
1,300 tons of logs and 2,100 tons of wood chips were repurposed. Additional information is provided in
Section 3.7.
Barriers to Efficient Operation
An assessment of Camp Small identified the following barriers to efficient operations:
1. Space Constraints: As a relatively small site, Camp Small has very limited opportunities to expand
operations or store materials and equipment.
2. Lack of Equipment: The facility currently requires a large grinder to grind large logs and branches.
3. Staffing Limitations: Two full-time employees currently have to split their time between
processing high-value woods to sell as prime logs, chipping less-valuable woods to generate
mulch, sorting all incoming materials, and completing administrative work. If staffing limitations
were alleviated, Camp Small could accept and process additional wood.
4. Lack of Marketing/Visibility: Many residents are not aware that Camp Small exists or that they
can purchase mulch, logs, and other wood products from the facility. As such, mulch has been
accumulating at the site.
Opportunities for Improvement
The following opportunities for improving Camp Small have been identified:
1. Improve Education and Outreach: Education and outreach can help improve visibility of the
facility and help the facility to sell more mulch and wood products.
2. Use Stored Mulch as a Carbon Bank: Due to the large amount of stored mulch at the site, there
is an opportunity to use Camp Small as a carbon bank if the City constructs or facilitates
construction of a composting facility (described in more detail below).
3. Increase Staffing and Funding: Increasing staffing and funding for the facility could allow the
facility to purchase a large grinder and hire additional personnel to process wood waste more
efficiently.
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Summary
A summary of the City’s assessment of Camp Small is found below.
Component
Assessment
Barriers
• Space constraints
• Lack of equipment
• Staffing limitations
•
Lack of marketing/visibility
Opportunities
• Improve education and outreach
• Use stored mulch as a carbon bank
• Increase staffing and funding
4.6.2 Opportunities for Expanded Processing Capacity
Opportunities for improving or expanding the existing waste processing and recycling system are taken
from the LWBB Plan and other publicly available planning documents.
Opportunities to Improve Single-Stream Recycling Processing Capacity
The LWBB Plan includes several opportunities to improve SSR processing capacity in the city. To reduce
transportation costs and reliance on out-of-city recycling facilities, these opportunities involve the
expansion of in-city processing capacity. Opportunities include the following:
1. Expand existing MRFs in the City: The City may partner with existing MRFs in the city to expand
in-city SSR processing capacity and reduce reliance on an out-of-city processing facility. Older
facilities focus on providing recycling services to bulk customers, mainly in the construction
industry, and are not equipped to handle high volumes of SSR. Further, the changing composition
of SSR and markets for recovered materials requires MRFs to make regular upgrades to include
newer technology into their facilities. While older facilities may be retrofitting with new
technology, this is unlikely to be economical for the owners unless the City is willing to help fund
the upgrades.
2. Construct a City-Operated Centralized MRF: The City could develop a new centralized MRF (either
directly or by entering into an agreement with the private sector) to process SSR locally. However,
it seems unlikely this would provide a more cost-effective solution, when considering all capital
costs and marketing experience needed.
3. Construct City-Operated Decentralized Mini-MRFs: The City could develop a system of mini-
MRFs to try to process SSR locally at a lower cost than can be offered by WMRA. This option offers
flexibility, as the City can choose to construct some mini-MRFs while continuing to send excess
recyclables to WMRA for processing. Mini-MRFs could be developed by community organizations
in collaboration with experienced small haulers and licensed contractors, with the City potentially
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providing small business development grants. Due to their small operational footprint, mini-MRFs
can be installed relatively easily within disused or abandoned warehouses or industrial buildings.
With a smaller system, haulers would develop relationships with residents while mini-MRFs would
also provide a source of jobs for the local community. Shorter haul routes could even allow
investment in smaller trucks (ideally noncompacting) to reduce contamination and produce a
higher-quality product.
Opportunities to Improve Organics Processing Capacity
One central recommendation from the LWBB Plan and the BFWRS is the need to develop in-city organics
processing capacity (either composting or anaerobic digestion). It is expected that organics diversion
efforts in Baltimore will increase over the planning period. To reduce the transportation costs associated
with hauling organic waste outside of the city for processing, additional in-city processing capacity should
be created. The LWBB Plan offers three methods for the City to increase organics processing capacity:
1. Build, permit, and operate its own organics processing facilities.
2. Partner with private companies to design, build, and operate organics processing facilities under
a public-private partnership (PPP).
3. Contract with other existing public or private entities to accept organics for processing.
The BFWRS provides further guidance on how to expand organics processing in Baltimore, including
conducting a feasibility and cost-benefit analysis for establishing composting or anaerobic digestion
facilities at City-owned sites; working with surrounding counties to identify viable locations for small,
medium, and large-scale composting and anaerobic digestion facilities; and issuing joint request for
proposals for private organics management companies to develop processing facilities at selected sites.
If the City chooses to construct (or facilitate construction) an organics processing facility, it has two
options:
1. Construct a Centralized Facility: Site, permit, construct, and operate one large facility capable of
processing all SSO collected from residential sources as well as City government and public
schools. This facility would likely be sited at or near QRL.
2. Construct Decentralized Facilities: Site, permit, construct, and operate a series of small facilities
to process SSO. These would be distributed around the city and developed sequentially as demand
for additional SSO processing capacity builds.
The main advantage of the centralized option is economies of scale, as it would be less expensive in the
long term to staff and operate one large facility rather than a series of small facilities. Another advantage
is that a large facility requires only one plot of land while a decentralized would require multiple plots of
land. If only one facility is constructed, a temporary or permanent shutdown of the facility would
completely eliminate the ability to process organic waste.
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The main advantage of a decentralized approach is redundancy and reducing vehicle miles. If there is a
problem and one of the facilities has to temporarily (or permanently) shut down, capacity could be
relatively easily transferred to the other facilities. Decentralized systems are thus more robust to climate
change impacts, such as flooding or storms. Another advantage of decentralization is that capacity can be
scaled up with time to match the demands of the SSO collection program. SSO collection would most likely
be rolled out in phases; therefore, constructing a series of small organics processing facilities would allow
processing capacity to match demand and require less initial capital and operational funding. Developing
multiple facilities also entails more permitting and environmental monitoring effort.
Opportunities to Improve Construction and Demolition Processing Capacity
The LWBB Plan outlines three strategies for increasing C&D processing capacity in the city:
1. Construct and operate a C&D MRF: This would allow the City to implement full control over all
aspects of C&D recycling. However, it would also force the City to bear all the responsibility for
any operational issues.
2. Construct a C&D MRF in Coordination with a Private Company under a PPP: With this option,
the City would own the facility while the private company would operate it.
3. Allow Private Companies to Expand Existing Facilities and/or Develop a New C&D MRF:
Baltimore is already home to at least two large operational C&D MRFs. If increased C&D recycling
is mandated, it is likely that private companies could expand capacity without any help or
direction from the City.
Opportunities for Developing a Mixed Waste Processing Facility
The LWBB Plan considered the development of a mixed waste processing (MWP) facility to improve
diversion. MWP facilities are complex operations that use a multistage approach to sort and process the
incoming mixed-waste stream. A typical MWP facility includes a “dirty” MRF to recover recyclables and
separate out undesirable materials prior to processing, an anaerobic digestion facility to convert organics
separated from the MRF to methane, and other processing technologies (e.g., gasification) to convert
plastics and other high calorific wastes to energy or fuel. An MWP facility may not include all these
technologies or may use different technologies in alternative configurations. However, the main goals of
MWP are to generate energy, recover recyclables, create reusable products, and reduce the final quantity
of waste that requires disposal.
Ultimately, the LWBB Plan did not recommend construction of a MWP facility in the City for the following
reasons:
1. MWP technologies are largely unproven for use in the U.S.
2. MWP technologies also tend to be capital intensive and expensive to operate, especially when
compared to other waste disposal options, such as continued use of WIN Waste or constructing
a transfer station.
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3. MWP facilities work in opposition to reduction/diversion measures. In other words, MWP
performs best when all organic and recyclable material is left in the mixed-waste stream. MWP
may thus be an inefficient, expensive, and highly centralized method of meeting diversion goals,
which could be better achieved by implementing some of the reduction and diversion options
detailed in Sections 4.1 and 4.2.
4.7 Waste Disposal
The City currently uses two facilities for waste disposal: QRL and WIN Waste. This section presents an in-
depth assessment of QRL because this facility is owned and operated by the City and is thus entirely under
the City’s control. Because WIN Waste is not directly under City control, the assessment for this facility
focuses primarily on the limitations of the current agreement with WIN Waste and opportunities to
improve waste disposal methods.
4.7.1 Quarantine Road Landfill
The permitted capacity of QRL is 18,320,799 cubic yards. As of 2021, 15,653,479 cubic yards had been
consumed, leaving 2,667,320 cubic yards of permitted capacity. It is anticipated that the landfill’s
remaining permitted capacity will be consumed in 2028. However, a lateral expansion of QRL onto the
adjacent Millennium Landfill is currently planned, with submission of the Phase III permit application
report to MDE occurring in October 2022. Based on the Phase III report, the lateral expansion will increase
the landfill’s total capacity by 5.7 million cubic yards and extend its service life through 2035. It is possible
that QRL could be vertically expanded at a subsequent date, which would further increase its capacity and
service life.
Barriers to Efficient Operation
An assessment of QRL identified the following barriers to efficient operation:
1. Payment Issues: QRL currently does not accept credit cards for payment. As such, an armed
off-duty police officer must be present at the scale house during operating hours to prevent theft
of cash payments. Further, the lack of credit card payments means that some haulers who do not
have cash, simply do not pay for disposal because there is currently no means to penalize haulers
that do not pay.
2. Unacceptable Materials: There are currently cameras in place at the scale house so that cashiers
can identify unacceptable loads. However, cashiers are typically busy processing payments and
often do not have time to inspect every load. As such, unacceptable loads often make it to the
active face where they may be landfilled if they are not identified by on-site workers. The most
common unacceptable wastes encountered at QRL are tires.
3. Mattresses: Mattresses are very difficult to landfill as they are large, bulky, and they do not
compact well.
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4. Wastewater Treatment Plant Sludge: QRL is temporarily accepting sludge from the BRWWTP
while maintenance of the facility is underway. However, sludge is a weak material that requires
mixing with waste and ash prior to placing it to maintain stability of the landfill.
5. Lack of Signs/Communication: There is a general lack of signs and communication with customers
and residents.
6. Lack of Equipment: QRL currently does not have a roll-off truck on-site to haul roll-offs (and
particularly tires) collected at the residential drop-off center. As such, the landfill manager must
schedule removal of all roll-offs from the site. Additional roll-off containers are also required to
store bulk waste.
7. Staffing Limitations: Hiring and retaining personnel is a problem at QRL. Laborers had to be hired
through a third party to remove litter from the site as there were not enough on-site personnel.
Equipment operators are also hard to hire and retain because starting salaries are considerably
lower at QRL than for private-sector jobs.
8. Power Outages: There is an issue with the power supplied to the site, which has led to shutdowns
of the landfill gas flare and leachate pump stations.
9. Wait Times and Lines: Particularly on busy days (e.g., Saturdays), QRL is subject to significant wait
times and lines. These lines are often the result of limited on-site roll-off containers at the
residential drop-off center.
10. GHG Emissions: The GHG Emissions Inventory for the City produced by the Baltimore Office of
Sustainability estimates that QRL generated approximately 636,000 tons of carbon dioxide
equivalents (using a global warming potential of 20 years) in 2020. This represents approximately
2.5 tons of carbon dioxide equivalents (TCO
2
E) produced per ton of waste landfilled in 2020. These
emissions are largely driven by methane produced from the anaerobic degradation of organic
waste in the landfill.
11. Potential PFAS Contamination: There is potential that the leachate generated at QRL contains
PFAS, which may subject the landfill to strict treatment requirements.
12. Expiration of WIN Waste Contract: When the existing disposal contract with WIN Waste expires
in 2031, QRL will be the only waste disposal facility in the city.
Opportunities for Improvement
The assessment of QRL identified several opportunities to improve efficient operation of the facility:
1. Install internet capabilities and credit card readers at the scale house.
2. Train cashiers to identify unacceptable waste at the scale house.
3. Use cameras more consistently at the scale house to identify unacceptable waste.
4. Install radiation sensors at scale house to identify unacceptable waste.
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5. Procure a roll-off truck and additional roll-off containers to provide additional storage and hauling
capacity and reduce lines and complaints.
6. Increase pay, adding retention bonuses, and improving training to improve hiring and retention
(particularly of CDL equipment operators).
7. Provide more-specific job postings to target equipment operators.
8. Install license plate readers and gates at the scale house to prevent people from leaving without
paying.
9. Procure driver’s license scanners for use at the residential drop-off center to facilitate
identification of nonresidents and commercial haulers.
10. Work with local utility to reduce power outages at the site.
11. Increase diversion away from the landfill (particularly organic waste) to reduce GHG emissions
and reduce disposal pressure on QRL when the WIN Waste contract expires.
12. Construct a large RTS (as described in Section 4.5) to provide additional disposal options for the
City and reduce disposal pressure at QRL.
Summary
A summary of the City’s assessment of QRL is found below.
Component
Assessment
Barriers
• Payment issues
• Unacceptable materials
• Mattresses
• Wastewater treatment plant sludge
• Lack of signage/communication
• Lack of equipment
• Staffing limitations
• Power outages
• Wait times and lines
• GHG emissions
• Potential PFAS contamination (leachate)
• Expiration of WIN Waste contract
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Component
Assessment
Opportunities
• Train cashiers to identify unacceptable waste
• Use cameras more consistently to identify unacceptable waste
• Install radiation sensors to identify unacceptable waste
• Procure of roll-off truck and roll-off containers
• Increase pay, bonuses, and training of equipment operators
• Provide more-specific job postings to attract equipment operators
• Install license plate reads and gates at the scale house
• Install internet and credit card readers at the scale house
• Procure driver’s license scanners for the residential drop-off center
• Work with local power company to reduce power outages
• Increase diversion efforts
• Construct a large RTS
4.7.2 WIN Waste
WIN Waste has a capacity of 2,250 tons of refuse per day, and the anticipated remaining service life of
the plant is approximately 10 years. Currently, the city sends most of its waste to WIN Waste under a
contract with the Northeast Maryland Waste Disposal Authority which expires in 2031.
Barriers to Efficient Operation
An assessment of the City’s usage of WIN Waste for waste disposal identified the following barriers:
1. Emissions: The GHG inventory for the City produced by the Baltimore Office of Sustainability
estimates that WIN Waste generated approximately 653,000 TCO
2
E (using a global warming
potential of 20 years) in 2020. This represents approximately one TCO
2
E produced per ton of
waste disposed in 2020. Additionally, WIN Waste produces particulate matter, heavy metals,
sulfur oxides, nitrogen oxides, and other pollutants that can have a negative impact on the health
of city residents.
2. Mattresses: WIN Waste has stopped accepting mattresses, which contributes to the mattress
problem experienced at QRL.
3. Contract Ending in 2031: If the City’s contract with WIN Waste is allowed to expire in 2031, the
City will need to be prepared to maximize source reduction, waste diversion, and development of
alternative waste disposal methods.
Opportunities for Improvement
This assessment identified the following opportunities for improving the City’s use of WIN Waste:
• Increase Diversion. Increase diversion away from disposal to prepare the City for the expiration
of the WIN Waste contract in 2031 and to reduce the City’s GHG emissions.
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• Construct of additional transfer capacity: The LWBB Plan recommends constructing a large
transfer station to reduce the City’s reliance on WIN Waste and conserve airspace in QRL
(particularly given that the City’s contract with WIN Waste expires in 2031). This facility is
described further in Section 4.5.
Summary
A summary of the City’s assessment of WIN Waste is found below.
Component
Assessment
Barriers
• GHG emissions
• Mattresses
• Expiration of WIN Waste contract
Opportunities
• Increase diversion efforts
• Construct a large RTS
4.8 Plan to Return to Pre-Pandemic Services
As discussed in Section 3.1, the City had to reduce services during the COVID-19 pandemic to
accommodate significant staff shortages and equipment breakdowns. As a result, the City has had to shift
curbside recycling collection services from once a week to once every two weeks. The City is currently
planning to reestablish weekly recycling collection by hiring additional staff (particularly drivers) and
procure additional load packers. Current efforts to provide job opportunities include training programs,
open positions, job fairs, and other opportunities. These efforts will continue until the City can hire enough
workers to provide weekly recycling pickup.
4.9 Potential Limitations on Development
This section contains information on the limitations for developing new solid waste management facilities
in Baltimore. Solid waste management facilities considered in this section include transfer stations, solid
waste processing facilities, and compost facilities. As indicated in Section 4.6, no new landfills or
incinerators are planned in the city; therefore, these facilities are not considered in this section.
4.9.1 Geographic Considerations
Location and Topography
The location selected for development of any new solid waste management facility will likely need to be
fairly flat to allow for site access and facility construction. The facility should be located in such a way that
it does not negatively impact any adjacent communities (by increasing traffic, generating noise,
generating air or water pollution, etc.).
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Land Use
The location selected for development of any new solid waste management facility should be consistent
with historic land use for the site. As such, historically industrial sites should be considered first for
development of a new solid waste management facility.
Zoning
Zoning requirements for solid waste management facilities are described in Section 2.3 and Appendix C.
Defined Critical Areas
Maryland’s Critical Areas Law requires a buffer of at least 1,000 feet from tidal waters and tidal wetlands.
Any proposed development of new solid waste management facilities will meet this buffer.
4.9.2 Geologic and Hydrogeologic Considerations
Soil Types and Characteristics
Soil types should be considered when siting a proposed solid waste management facility. Soil types and
characteristics can have implications for stormwater management, infiltration, erosion and sediment
control, and groundwater contamination and monitoring.
Geologic Conditions
Geologic conditions should also be considered when siting a potential solid waste management facility.
Geologic conditions can determine the locations of aquifers (typically in coarse-grained or fractured,
permeable geologic layers) and aquitards (typically in fine-grained, low-permeability geologic layers). As
such, geologic conditions can greatly impact the location and flow of groundwater at a site.
Aquifers
The location, depth, flow, and usage of aquifers at a proposed site should be considered when siting a
new solid waste management facility. The facility should be designed in such a way as to minimize impacts
to aquifers (particularly those that are used for drinking water), and groundwater monitoring wells should
be installed to monitor potential impacts to all aquifers potentially impacted by site development and
operation.
4.9.3 Hydrologic Considerations
Site Water Management
A stormwater management plan for a potential solid waste management facility will be drafted and
approved by DPW prior to construction of the facility. Stormwater must be managed consistent with the
approved stormwater management plan.
Any contact water produced at the proposed solid waste management facility will be collected and treated
in accordance with the approved operations and maintenance manual for the facility. Discharge to waters
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of the state must be limited to those allowable under permits governing solid waste disposal and water
pollution control.
Surface Water
Proposed solid waste management facilities should be sited to minimize impacts to surface water sources.
No water containing pollutants shall be discharged from the site.
Wetlands
A proposed solid waste management facility should be sited to minimize impacts to nontidal wetlands. If
wetland impacts cannot be avoided, a Joint Federal/State Application for the Alteration of Any Floodplain,
Waterway, Tidal or Nontidal Wetland in Maryland must be filed with MDE.
Floodplains
Solid waste management facilities cannot be sited within FEMA-designated floodplains.
Watersheds
Development of a proposed solid waste management facility should not significantly alter watershed
drainage areas or cause potential impacts to downstream facilities.
4.9.4 Existing Water Quality
The existing water quality for a given site should be considered when siting a proposed solid waste
management facility. Development of the proposed facility should not lead to significant impacts to
existing surface or groundwater quality. Construction of monitoring wells may be required prior to site
development to determine the existing water quality conditions for the site.
4.9.5 Planned Long-Term Growth Patterns
Long-term growth patterns should be considered when siting a proposed solid waste management facility.
As previously indicated, solid waste management facilities should be located where they will not
negatively impact any adjacent communities. Similarly, long-term growth patterns should be considered
such that the facility will not negatively impact any future communities over the proposed life of the
facility.
4.10 Asbestos Disposal Capacity
The disposal of asbestos is largely unaddressed. Private companies that remove asbestos from older
buildings in the city are mandated to transport that asbestos out of Baltimore for disposal. Asbestos
removal from City-owned buildings is contracted out to private firms.
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4.11 Emergency Response Procedures for Hazardous Leaks and Spills
State regulations for the development of comprehensive solid waste management plans require that
Chapter 4 evaluates programs and procedures for responding to the unplanned (emergency) spilling or
leaking of hazardous wastes within the local jurisdiction. In compliance with this requirement, the City's
emergency response system for hazardous wastes is summarized below.
The Office of Emergency Management has developed an Emergency Operations Plan, which includes
instructions for handling hazardous material emergencies, sources of information, and parties to be
notified.
The City's emergency response system is activated by telephone calls to 911. Callers are asked to provide
as much information as possible about the nature of the hazardous material, impending danger, and
location and extent of the incident. The facility where the incident occurred, or the transporter, is required
to notify the National Response Center of the incident after calling 911.
The fire department responds to 911 hazardous materials calls by dispatching a hazardous material task
force of fire engines/trucks and a rescue team. Other agencies and resources are notified as required. At
the site of the incident, an operations command post is established, and the severity of the incident is
determined based on the likelihood of public impact. Depending on the public impact and its probable
extent, the incident commander may initiate "secure premises," "public relocation," or a “general
information” procedure to protect the public until the hazard has been neutralized.
The entire response to the emergency is coordinated by the fire department, whose personnel are trained
and equipped to handle hazardous material emergencies. Other agencies respond only at the direction of
the fire department's incident commander, to avoid any duplication of efforts or confusion.
The City's Emergency Operations Plan is incorporated by reference into this solid waste plan.
4.12 Adequacy of Local Zoning and Master Plan
As indicated in Section 2.4, the City’s Comprehensive Plan provides the policy basis for guiding
redevelopment and revitalization of the City’s developed neighborhoods. Any proposed development of
new solid waste management facilities will be conducted in accordance with this plan.
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5. PLAN OF ACTION
Chapter 5 provides a plan of action for the City to continue meeting its environmental and public service
obligations while improving the performance of its solid waste management and recycling system during
the 10-year planning period covered by this Plan (i.e., 2024 through 2033). This plan of action includes
input from the public, which was received predominantly in the form of comments collected at public
meetings and hearings conducted as part of the development of this Plan.
This plan of action is organized as summarized below:
Section 5.1: “Sources of Information and Funding Mechanisms” describes the potential funding
mechanisms that the City intends to use to finance the plan of action.
Section 5.2: “Waste Reduction and Diversion Goals and Programs” describes the specific action items
that the City intends to take to meet short- and long-term diversion goals. Action items are
grouped by waste or recyclable type, including SSR, organics, C&D debris, bulk waste, other
waste, and litter.
Section 5.3: “Residential Drop-off Centers” describes specific action items that the City intends to take
to improve operations, access, and diversion from residential drop-off centers.
Section 5.4: “Waste Collection System” describes specific action items to improve waste collection
efficiency and efficacy. Action items are grouped by collection type, including curbside
collection of mixed refuse and SSR, bulk waste collection, yard waste and leaf collection,
illegal dumping, street and sidewalk sweeping, the small hauler program, and other waste
collection programs.
Section 5.5: “Waste Transfer System” establishes a plan of action to improve the city’s waste transfer
system. Action items are organized by facility, including NWTS, the proposed ETS, and the
proposed RTS.
Section 5.6: “Waste Processing and Recycling System” establishes a plan of action to improve the city’s
waste processing and recycling system. Action items are organized by facility, including
Camp Small, proposed MRFs, and proposed composting facilities.
Section 5.7: “Waste Disposal System” establishes a plan of action to improve the city’s waste disposal
system. Action items are organized by facility, including QRL and WIN Waste.
Action items in each subsection of this plan of action are broken down into legislative, administrative, and
programmatic actions, with estimates of implementation time frame, diversion potential (if relevant),
costs, permitting requirements (if relevant), funding mechanisms, and benefits for each action item
discussed. The proposed changes to the waste disposal system detailed in this plan of action (broken down
by waste category) are summarized in Table 5-1.
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Table 5-1. Proposed Changes to the Waste System
Waste Category
Proposed Changes to Waste System
Residential (MSW)
•
Reduction: Section 5.3 (SSR, organics, bulk waste, other)
•
Diversion: Section 5.3 (SSR, organics, bulk waste, other)
•
Residential drop-off centers: Section 5.4
•
Collection: Section 5.5 (Mixed refuse, SSR, yard waste)
•
Transfer: Section 5.6 (ETS, RTS)
•
Processing: Section 5.7 (Camp Small, mini-MRFS, composting facilities)
•
Disposal: No change
Commercial (MSW)
•
Diversion: Section 5.3 (SSR, organics)
•
Transfer: Section 5.6 (RTS)
•
Processing: Section 5.7 (mini-MRFs, composting facilities)
•
Collection, disposal: No change
Industrial (solids, liquid, etc.)
•
No change
Institutional (schools,
hospitals etc.)
•
Included with commercial waste
Demolition Debris (C&D)
•
Diversion: Section 5.3 (C&D)
•
Collection, transfer, disposal: No change
Land Clearing
•
Included with C&D debris
Controlled Hazardous
Substance (CHS)
•
No change
Dead Animals
(1)
•
Diversion: Section 5.3
•
Collection, transfer, processing, disposal: No change
Bulk or Special Waste
•
Diversion: Section 5.3 (bulk, other)
•
Residential drop-off centers: Section 5.4
•
Collection: Section 5.5 (bulk, other)
•
Transfer, processing, disposal: No change
Vehicle Tires
•
No change
Treatment Plant Sludge
•
No change
Wood
•
Processing: Section 5.7 (Camp Small)
•
Diversion, collection, transfer, disposal: No change
Asbestos
•
No change
Soil
•
Diversion: Section 5.3 (C&D)
•
Collection, transfer, disposal: No change
Special Medical Waste
•
No change
Asphalt
•
Diversion: Section 5.3 (C&D)
•
Collection, transfer, disposal: No change
Concrete/Brick
•
Diversion: Section 5.3 (C&D)
•
Collection, transfer, disposal: No change
Septage
•
No change
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5.1 Sources of Information and Funding Mechanisms
Sources of information for costs and benefits associated with action items reported in this section as well
as potential funding mechanisms that the City intends to leverage to fund the action items reported in
this section are described below.
5.1.1 Potential Costs
Potential costs reported in Section 5 are estimates and are provided for planning purposes only. All costs
are provided in 2023 dollars and do not account for future inflation or price volatility. Potential costs were
taken from the following sources:
1. The LWBB Plan: Potential costs taken from the LWBB Plan (published in 2020) were inflated to
2023 dollars using the consumer price index inflation calculator published by the United States
Bureau of Labor Statistics.
2. Current Grant Applications: Potential costs taken from current grant applications are reported in
2023 dollars.
3. The City’s Capital Improvement Program Budget Estimates: Potential costs taken from the Capital
Improvement Program budget as prepared by DPW. Note that these costs may not reflect the
full development costs for a given item, as DPW is limited in the amount of money they can
request.
5.1.2 Potential Funding Mechanisms
All the action items presented herein are contingent on securing funding. Potential funding mechanisms
considered for the various action items presented in this section include the following:
1. Public Funding
a. Grants: The City has historically pursued grants from the state and federal government to
secure funding for diversion activities, capital improvements, community initiatives, etc.
The City intends to continue pursuing grant opportunities for many of the action items
listed in Section 5 to reduce the cost burden to Baltimore residents and businesses.
b. General Fund: The City’s general fund is used to provide funding for many existing solid
waste programs. Revenue from several solid waste programs (e.g., the plastic bag ban)
also goes to the general fund. The City intends to continue using the general fund to
finance new solid waste programs and infrastructure (particularly as several solid waste
revenue streams are directed to the general fund), but will generally seek other funding
sources where possible to reduce the cost burden to Baltimore residents and businesses.
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c. Enterprise Fund: An enterprise fund or other innovative funding mechanism would have
Collaborating with philanthropic partners is another private sector source of funding the
city will explore.to be investigated and scoped to determine its feasibility. The
responsibility for carrying out these actions is shared by DPW with other City agencies.
d. Bonds: The City may issue bonds to fund capital improvement projects.
2. Private Funding: There are currently many privately run solid waste hauling, recycling, transfer,
and disposal companies and facilities in the City (as described in Section 3). These companies and
facilities predominantly handle solid waste generated by the private or commercial sector in the
city. The City intends to leverage these existing private facilities wherever possible to continue
processing solid waste and recyclables generated by the private sector. The City also intends to
stimulate additional in-city private solid waste development by advocating for legislative action
that will promote additional diversion from the private sector (e.g., waste bans). Collaborating
with philanthropic partners is another private sector source of funding the city will explore.
3. PPP: For large capital-intensive projects, the City may consider partnering with private companies
through a PPP. Under a PPP, the City would provide a land lease and a partially guaranteed waste
stream with a third party (likely a private company, although a state agency such as Maryland
Environmental Service [MES] could be involved) serving to construct and operate the facility.
In addition to reassessing funding mechanisms, the City will revise its contract policies to ensure that
checks and balances are in place to guarantee optimal performance, health and equity standards for
contracted service providers and private partnerships.
5.1.3 Potential Benefits
Potential benefits considered in this analysis include the following:
1. Greenhouse Gas (GHG) Emissions Reductions and Climate Change Resiliency: Estimates of GHG
emissions reduction are taken from the LWBB Plan and are reported on a per-ton basis (e.g., per
ton of waste diverted from landfill or incineration). Additional improvements to climate change
resiliency, such as supporting local recycling markets and community composting initiatives, are
also highlighted but not quantified.
2. Airspace Savings at QRL: Estimates of airspace savings at QRL were not quantified. However, any
waste diverted from disposal represents airspace savings and potential service life extension of
QRL. Extending the service life of QRL allows the City to maintain local in-city disposal capacity,
which contributes to solid waste independence and resilience.
3. Job Creation and Economic Benefits: Shifting away from disposal and toward reuse, recycling,
and composting can lead to significant job creation, as diversion-oriented industries tend to be
more labor intensive than landfills or waste incinerators. The City intends for these new jobs to
be local, stable, sustainable, and competitive with respect to pay and benefits.
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4. Health Benefits: The health benefits associated with reducing reliance on waste disposal
technologies were not quantified. However, emphasizing waste reduction and diversion over
waste disposal can reduce air pollution (particularly particulates), noise, vermin, and many other
health concerns associated with waste disposal.
5.1.4 Time Frame
The action items considered in this section are assigned to general time frames based on their expected
implementation date. These time frames correspond with the time frames associated with the City’s solid
waste management goals detailed in Section 1:
1. Short-Term (2024-2028): It is anticipated that these action items will be implemented within the
first five years of the planning period. These action items are intended to help the City meet the
short-term goals listed in Section 1.1.1.
2. Medium-Term (2029-2033): It is anticipated that these action items will be implemented within
the second five years of the planning period. These action items are intended to help the City
meet the medium-term goals listed in Section 1.1.1.
3. Long-Term (2034 and beyond): It is anticipated that these action items will be implemented after
the planning period to help the City meet the long-term goals detailed in Section 1.1.2. However,
planning for these action items will begin during the planning period; hence, they are included in
this Plan.
5.2 Waste Reduction and Diversion Goals and Programs
This section builds on the assessment provided in Sections 4.1 and 4.2 and provides a plan of action for
the City to meet its short- and long-term waste reduction and diversion goals. Specifically, this section
provides a roadmap for the City to achieve an MRA recycling rate of at least 35% during the planning
period while also laying a foundation for the City to achieve its long-term zero-waste goals (as laid out in
the BSP, the BFWRS, the LWBB Plan, and other City planning documents). Specific action items in this
section are grouped by major waste and recyclable categories.
5.2.1 Single-Stream Recyclables
This section provides a plan of action to improve SSR diversion during the planning period. For a summary
of existing SSR programs, see Section 3.3. The City’s current diversion rates for SSR are 14.9% and 16.3%
for the residential and commercial sector, respectively (Table 4-3). To meet the its long-term diversion
rate of 90%, the City will need to increase diversion by an estimated 113,400 tons of residential SSR and
137,100 tons of commercial SSR per year (for a maximum diversion potential of 250,500 tons per year).
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Plan of Action
To improve diversion of SSR, DPW plans to take the following actions over the planning period:
Legislative Actions
1. Support local and state legislation that bans recyclable materials from landfill and incineration.
Any material with publicly accessible avenues for recycling should be considered for a disposal
ban.
2. Support local and state legislation banning single-use plastics. Examples include outright bans
(such as the polystyrene and plastic bag bans implemented by the City) or “skip the stuff” laws
which ban restaurants from automatically supplying straws, cutlery, sauce packets, etc. unless
they are specifically requested by customers.
3. Support City ordinances that require deposits on beverage containers. These deposits can be
repaid upon recycling the bottles (container deposit law).
4. Support local and state legislation that requires businesses of all sizes to recycle.
5. Support a City ordinance or state legislation requiring mandatory recycling reporting from all
nonresidential entities.
6. Support local and state legislation to create recyclable content purchase mandates for private
businesses (including, but not limited to restaurants, offices, and hotels).
7. Support local legislation to create enforcement mechanisms that penalize violation of recycling
requirements.
8. Propose local laws to enable and encourage refill businesses (i.e., those businesses that use
reusable packaging or those that sell their products without packaging).
Administrative Actions
9. Improve Education and Outreach: The City plans to expand its existing education and outreach
program to educate residents and businesses about what types of materials may be recycled,
reduce social and cultural barriers to recycling, and improve trust in the recycling process. The
following are specific actions that the City plans to take to improve education and outreach:
a. Hold community-engaged seminars intended to gather data on residents’ barriers and
motivations as they relate to recycling, gather group pledges to foster behavior change
around recycling habits, and build public understanding of the connections between zero
waste, recycling, health, climate change, and local resilience.
b. Build a zero-waste coalition to gather stakeholders from the residential, institutional, and
recycling sectors with the city to identify benefits, barriers, and priorities for zero -waste
programs and services in the city.
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c. Develop and deploy resources to improve recycling habits. Resources may include a guide
to dispose of hard-to-recycle materials at residential drop-off centers, a reuse directory,
social media campaigns to dispel myths around recycling, or a “business case for zero
waste” flyer to highlight the incentives of recycling. Resources can be deployed to
residents, businesses, and city schools to improve recycling behaviors.
d. Develop community-based social-marketing campaigns to inspire behavior change using
social norms, social diffusion, and public pledges as mechanisms for change.
e. Offer workshops to help residents experiment with sustainable resource management
behavior shifts. Workshops may include creative reuse classes or community recycling
sorts to identify contamination.
f. Offer recycling and reuse educational workshops at Baltimore City Schools to promote
waste prevention habits in K-12 students.
g. Standardize recycling in city-owned and leased buildings (such as City Hall, The War
Memorial Building, public markets, and other event venues) to educate city staff about
proper recycling practices and minimize waste generated within city-owned and leased
buildings.
h. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
10. Improve Compliance with State Mandates: The City plans to improve compliance with state
recycling mandates for apartments and condominiums, office buildings, and public schools as
follows:
a. Coordinate with the DHCD, BCHD, and other City agencies to develop incentive programs
for apartments and condominiums that recycle and self-report their recycling tonnages.
b. Coordinate with DHCD to determine mechanisms to enforce recycling at apartments and
condominiums. Note that improving enforcement will likely require hiring additional staff
(or reallocating staff) to perform inspections. Due to the current state of the labor market
and staffing shortages at the City, this is currently unlikely. However, over the planning
period, it is anticipated that the City will be able to hire additional staff or reallocate
existing staff to perform inspections and improve enforcement.
c. Improve education and outreach at public schools to improve participation in existing
recycling programs. It is hoped that by holding workshops and events at public schools,
the City may inspire school leadership to prioritize recycling and provide more consistent
recycling services.
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11. Review and Update Contract Policies and Standards for Issuing Requests for Proposals: The City
intends to require MRFs and other disposal contractors to report on end markets for materials to
improve reporting.
12. Improve Transparency: Consider ways to improve transparency around recycling rates, recycling
contamination, recycling markets and vendors, city contracts, and where waste and recycling is
exported.
13. Assess Funding: Access funding mechanisms by conducting a comprehensive capital, operational,
and fiscal study on potential funding mechanisms for waste diversion and disposal.
14. Create Incentives for Growth of Local Recycling Markets:
a. Collaborating with other Agencies and entities like the Baltimore Development
Corporation and the Mayor’s Office of Employment Development.
b. Advocate for green procurement processes for the City that mandate recycled paper and
paper products constitute at least 50% of the total dollar value of paper and paper
products purchased by or for the City government.
c. Hold market development workshops between local businesses that use recycled
materials and local recyclers to promote the development of local recycling markets.
Programmatic Actions
15. Apply for Grants: Apply for public, private, federal, state, and philanthropic funding opportunities
to support waste diversion programming.
16. Offer a Sustainable Business Certification. Offer sustainable business certification to promote
waste diversion programs and waste prevention planning in the private sector and build a
network of organizations that regularly report and measure their waste streams.
17. Improve Recycling in Public Spaces. The City will deploy additional recycling cans in public spaces
(such as parks, public markets, city-owned/leased buildings etc.) to improve collection of
recyclables and reduce litter. The City may also consider using public recycling cans that feature
distinctively shaped lids to incentivize the separated collection of paper from bottles and cans.
18. Reinstate Weekly Recycling Collection: The City plans to reinstate weekly recycling collection to
improve waste diversion. This is described further in Section 5.4.
19. Optimize Routes: The City will optimize routes to ensure that recycling pick up schedules and
routes are efficient and logistically reliable. This is described further in Section 5.4.
Expected Time Frame
It is expected that the plan of action for improving SSR diversion will be implemented in stages, with the
expected implementation time frames for each component listed below. This implementation time frame
is contingent on the City securing funding for all programs outlined:
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1. Legislative Actions: The City intends to advocate for legislative change as soon as possible with
some legislative action expected in the short-term (2024-2028) and some expected over the
medium term (2029-2033).
2. Administrative Actions: The City intends to begin implementing administrative actions as soon as
possible to improve diversion of SSR. Specific initiatives will be rolled out as funding becomes
available with the following broad implementation time frame:
a. Short-term (2024-2028): Improve education and outreach (focus on underserved
communities), review and update contract policies and standards, consider ways to
improve transparency around recycling, assess funding mechanisms for waste diversion
initiatives, incentivize growth of local recycling markets.
b. Medium-term (2029-2033): Improve education and outreach, improve compliance with
state mandates, incentivize growth of local recycling markets.
3. Programmatic Actions:
a. Short-term (2024-2028): Apply for grant funding opportunities, reinstate weekly recycling
collection (see Section 5.4), optimize recycling routes (see Section 5.4).
b. Medium-term (2029-2033): Apply for grant funding opportunities, offer sustainable
business certification, improve recycling in public spaces
Diversion Potential
The LWBB Plan estimates a performance time frame of 10 years to reach the maximum diversion potential
for SSR assuming that all recommended programs and initiatives are initiated in year one. Given the
proposed implementation time frame for the plan of action outlined above, it is estimated that the City
could achieve 50% of the maximum diversion potential outlined in Section 4.1, or about 125,300 tons per
year, during the planning period.
SINGLE-STREAM RECYCLABLES PLAN SUMMARY
Metric Description
Plan of
Action
Legislative:
1. Support legislation that bans recyclables from disposal
2. Support legislation banning single use plastics
3. Support legislation requiring all businesses to recycle
4. Support City bottle container deposit law
5. Support legislation requiring mandatory commercial recycling
reporting
6. Support legislation to create minimum recycled content purchase
mandates
7. Support legislation to create enforcement mechanisms for recycling
mandates
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SINGLE-STREAM RECYCLABLES PLAN SUMMARY
Metric Description
8. Propose local laws, programs, and structures to enable and encourage
refill businesses
Administrative:
9. Improve education and outreach about recycling, reuse, and post-
consumer waste
10. Improve compliance with state mandates
11. Review and update contract policies and standards
12. Consider ways to improve transparency around recycling
13. Assess funding mechanisms for waste diversion initiatives
14. Create incentives for growth of local recycling markets
Programmatic:
15. Apply for grant funding to support waste diversion programming
16. Offer sustainable business certification
17. Improve recycling in public spaces
18. Reinstate weekly recycling collection
19. Optimize recycling collection routes
Time Frame
Short-term (2024-2028) and Medium-term (2029-2033)
Diversion
Potential
125,300 tons/year
Costs
Legislative Actions: staff hours
Administrative Actions:
• Education and outreach: operational expense (OPEX): $60,000/year
• Improve enforcement: OPEX: $210,000/year
• Incentive growth of local recycling markets: staff hours
Programmatic Actions:
• Apply for grant funding: staff hours
• Offer green business certification: staff hours
• Improve recycling in public spaces: capital expense (CAPEX): $9.5
million
• Reinstate weekly collection: see Section 5.4
•
Optimize recycling collection routes: see Section 5.4
Funding
Mechanisms
• Public (grants, general fund)
Benefits
GHG: 2.3 TCO
2
E/ton of SSR diverted
Airspace: Extend service life of QRL
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5.2.2 Organics
This section provides a plan of action to improve source reduction, donation, reuse, and diversion of
organics during the planning period. For a summary of existing organics programs, see Section 3.3. The
major organic waste categories considered in this Plan include yard waste and food waste. As indicated in
Table 4-3, the City’s current diversion rates for food waste are 0.6% and 2.1% for the residential and
commercial sector, respectively. Also shown in Table 4-3, the City’s current diversion rates for yard waste
are 8.8% and 6.4% for the residential and commercial sector, respectively.
To improve source reduction, donation, and diversion of organics, the City intends to focus on two
strategies: (i) reducing organic waste (and particularly food waste) through source reduction, donation,
and food rescue, and (ii) diverting remaining organic waste from disposal to composting or other organic
processing facilities. It is recognized that tracking and quantification of organic waste reduction in the City
will be challenging. However, the City is committed to prioritizing higher strategies to recirculate nutrients
from wasted food back into the environment and food waste reduction strategies before composting and
organics diversion during the planning period.
As shown in Table 4-4, to meet the City’s long-term food waste reduction rate of 80% for the residential
sector and 50% for the commercial sector, it is estimated that the City will need to reduce residential food
waste by 51,300 tons per year and commercial food waste by 33,800 tons per year (for a maximum
reduction potential of 85,100 tons per year). Also shown in Table 4-4, to meet the City’s long-term organics
diversion rate of 80% for the residential sector and 50% for the commercial sector, it is estimated that the
City will need to divert an additional 9,900 tons of residential food waste, 15,500 tons of commercial food
waste, 27,600 tons of residential yard waste, and 12,300 tons of commercial yard waste per year (for a
maximum diversion potential of 65,300 tons per year).
Plan of Action
The City’s plan of action to improve source reduction, donation, food rescue, and diversion of organics is
presented below. Action items meant to improve source reduction, food rescue, and donation of organics
are underlined and presented in green font, while those meant to improve diversion of organic waste are
not underlined and remain in black font.
Legislative Actions:
1. Support state legislation that expands upon the Bill Emerson Good Samaritan Act to extend
liability protection to nonprofits selling recovered food at discounted prices (as well as their
donors), extends liability protections to donations made by food service establishments and
retailers directly to individuals, and explicitly extend protections to past-date foods.
2. Support the revision or implementation of local legislation and zoning codes to ensure that City
code allows for organics collection and processing.
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3. Support MDE in enforcing HB264 (2021) by supporting food waste related data collection among
food waste generators including grocery stores, restaurants, food halls and/or eateries/markets
and large food production sites such as hospitals and universities.
4. Support a ban on commercial organics disposal in the city. To build on HB264, the City will support
a total ban on commercial organics disposal during the planning period. This ban could be
implemented at the city or state level. In addition to a total ban on organics disposal, the City may
also support implementing incentives for businesses that report their diversion activities to the
City.
5. Support a blanket landfill ban on organic materials.
Administrative Actions:
6. Improve education and outreach campaigns around food waste reduction for city residents,
institutions, and businesses. Specific action items include the following:
a. Hold community-engaged seminars intended to gather data on residents’ barriers and
motivations as they relate to food-waste-reduction activities, gather group pledges to
foster behavior change around food-waste-reduction habits, and build public
understanding of the connections between zero waste, food waste, health, climate
change, and local resilience.
b. Build a zero-waste coalition to gather stakeholders from the residential, institutional, and
food-service sectors with the City to identify benefits, barriers, and priorities for
zero-waste programs and services in the city.
c. Develop and deploy resources to improve food-waste-reduction habits. Resources may
include a food waste donation directory, guides to reduce food waste at home, social
media campaigns to dispel myths around reducing food waste, donation and food rescue,
online food-waste-reduction tools, or a “business case for zero waste” flyer to highlight
the financial incentives of reducing food waste or donating food. Resources can be
deployed to residents, businesses, and city schools to improve food-waste-reduction
behaviors.
d. Develop interactive community-based social-marketing campaigns to inspire behavior
change using social norms, social diffusion, and public pledges as mechanisms for change.
e. Schedule workshops, such as circular cooking classes, to help residents experiment with
sustainable resource management behavior shifts.
f. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
7. Help match food waste generators with food waste donation organizations and processing
facilities. This would likely be supported by multiple agencies including the Office of Sustainability,
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the Food Policy and Planning Division, and the Waste Diversion Office of DPW. Specific actions
include the following:
a. Support or develop online or mobile applications and mobile apps to connect food rescue
agencies and LMOs with consumers and clients.
b. Hold regular stakeholder meetings between the City, food donors, food rescue
organizations, LMOs, and clients build relationships and support strategic planning.
c. Encourage the use of produce “seconds” by creating a resource guide for individuals and
businesses wishing to use produce “seconds” and support creation of a vendors market
for unsold produce from wholesale distributors.
d. Support the development of a Food Recovery Network chapter in every higher education
institution in the city.
e. Evaluate strategies for making donated food more geographically accessible to clients.
8. Improve tracking of how surplus food is managed including the amount wasted, rescued for
human consumption, rescued for animal consumption, or sold at a reduced price, as follows:
a. Conduct a needs assessment for the city’s food recovery system.
b. Conduct surveys to see if there are enough community partners to handle the volume of
all surplus food that can be rescued or donated and checking that these partners are
adequately resourced (refrigeration, hauling, etc.).
c. Track food donations received from local sources each year at food rescue organizations.
d. Conduct a detailed study of individual communities in the city to gauge the desire and
interest in consuming surplus foods.
9. Explore and develop incentive programs for food donation, or businesses sourcing recovered
food.
10. Promote the use of applications that allow customers to support restaurants and save money on
popular food items.
11. Create and support food waste audits for City businesses, institutions, and residents as follows:
a. Consider audit subsidies.
b. Distribute how-to guides on do-it-yourself audits.
c. Develop guidelines for “rightsizing” food ordering to reduce food waste.
d. Encourage food waste tracking to help residents and businesses improve their bottom
line through food waste reduction and charitable donations of edible surplus food to local
communities in need.
12. Explore methods to estimate and track food waste generation in the city as a way to track the
progress and success of food-waste-reduction initiatives.
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13. Explore and develop incentive programs to support and encourage development of yard waste
reuse facilities, including wood pellet energy and biochar production.
14. Assess disposal fee restructuring. The City intends to assess disposal fee restructuring to allow tip
fees at organics processing facilities to remain lower than those at disposal facilities in the city.
This could provide a financial incentive for businesses and residents to divert rather than dispose
of organics or a "shared savings" model, where compost businesses receive revenue from the City
that represents the cost savings in avoiding disposal tipping fees.
15. Improve education and outreach campaigns around organics diversion for Baltimore residents,
institutions, and businesses. Specific actions include the following:
a. Hold community-engaged seminars intended to gather data on residents’ barriers and
motivations as they relate to organics diversion activities, gather group pledges to foster
behavior change around organics diversion habits, and build public understanding of the
connections between zero waste, organics diversion, health, climate change, and local
resilience.
b. Develop and deploy resources to improve organics diversion habits. Resources may
include a guide to divert organic material at residential drop-off centers, a directory of
community composting organizations, social media campaigns to dispel myths around
organics diversion, or a “business case for zero waste” flyer to highlight the financial
incentives of diverting organic waste. Resources can be deployed to residents, businesses,
and city schools to improve organics diversion behaviors.
c. Develop community-based social-marketing campaigns to inspire behavior change using
social norms, social diffusion, and public pledges as mechanisms for change.
d. Hold workshops, such as home composting courses, to help residents experiment with
sustainable resource management behavior shifts.
e. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
16. Improve compliance with food waste diversion initiatives (HB264): To improve compliance with
HB264, which mandates diversion of food waste from large commercial generators, the City will
take the following actions:
a. Coordinate with the DHCD to develop incentive programs for large commercial
generators that divert food waste and self-report their diverted tonnages.
b. Coordinate with the MDE and DHCD to improve enforcement of diversion from large
commercial generators. Note that improving enforcement will likely require hiring
additional staff (or reallocating staff) to perform inspections. Due to the current state of
the labor market and staffing shortages at the City, this is currently unlikely. However,
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over the planning period it is anticipated that the City will be able to hire additional staff
or reallocate existing staff to perform inspections and improve enforcement.
17. Review the City's zoning code to see what if any changes would be needed to facilitate private
development of composting facilities in the city.
Programmatic:
18. Expand the use of existing processing capacity as follows:
a. Improve access to backyard compost bins to residents by subsidizing or providing free
backyard composting tools.
b. Initiate education and outreach programs to promote backyard composting.
c. Support the creation of community composting locations in Baltimore neighborhoods.
d. Expand the use of City-owned organics processing facilities (e.g., Camp Small).
e. Encourage on-farm composting (perhaps by expanding on partnerships developed from
the Food Matters Program).
f. Expand existing food scrap drop-off locations to take meat and animal products.
19. Expand the existing organics collection program from residential drop-off centers and farmers
markets to include public schools, City government offices, libraries, community centers,
universities, and some residents (Pilot). The Pilot expansion includes:
a. Conducting a feasibility study to identify funding, staffing, and equipment needs;
b. Securing the necessary funding, human capital, and equipment needed to properly staff
and equip the Pilot expansion (based on the results of the feasibility study);
c. Expanding collection of SSO from public schools (PS) and city government offices (CG)
after securing funding, human capital, and equipment by supplying bins and dumpsters
to participating PS and CG locations for collecting and consolidating SSO.
d. Establishing a three-bin pilot program for collecting trash, recycling, and organics from
single family residences in representative samples of the city by providing bins and weekly
SSO collection to each serviced residence.
20. Expand the existing organics collection program in a stepwise manner to all residents (Phase II).
Expansion to Phase II will depend on the success and performance of the Pilot program. The
Phase II expansion includes:
a. Conducting a performance evaluation for the Pilot program by evaluating metrics such as
participation rate, contamination, collection costs, etc. The Phase II expansion will only
be pursued after the Pilot is deemed successful;
b. Conducting a feasibility study to identify funding, staffing, and equipment needs at each
stage of the proposed expansion;
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c. Securing the necessary funding, human capital, and equipment needed to properly staff
and equip each stage of the expansion (based on the results of the feasibility study); and
d. Expanding the three-bin pilot program to all city neighborhoods in a staged manner by
providing bins and weekly SSO collection to all single-family residences in the city.
21. Construct (or facilitate construction) of in-city organics processing capacity (compost facilities).
The City intends to take a phased approach that includes:
a. Constructing a compost training facility. The facility will be less than 5,000 square feet in
size (and so will not require a compost facility permit per COMAR 27.04.11.05) and have
a capacity of approximately three tons of organic waste per week. This training facility
will not only be used to process organics collected from the City’s residential drop-off
centers and Pilot collection program but will also be used to host workshops and trainings
to build resident and workforce competency in the composting field (i.e., to support
community composting efforts).
b. As organics collection through the Pilot program increases, the City intends to develop
several covered aerated static pile (CASP) composting facilities to facilitate SSO diversion.
This is described in more detail in Section 5.6.
Expected Time Frame
It is expected that the plan of action for improving source reduction, reuse, donation, and diversion of
organics will be implemented in stages, with the expected implementation time for each component listed
below. Note that this implementation time frame is contingent on the City securing funding for all
programs outlined:
1. Legislative Actions: The City intends to advocate for legislative change as soon as possible with
some legislative action expected in the short-term (2024-2028) and some expected over the
medium term (2029-2033).
2. Administrative Actions: The City intends to begin implementing administrative actions as soon as
possible to improve source reduction, reuse, donation, and diversion of organics. Specific
initiatives will be rolled out as funding becomes available with the following broad
implementation time frame:
c. Short-term (2024-2028): Improve education and outreach (focus on underserved
communities), help match food waste generators with food waste donation organizations
and processing facilities, explore incentive programs for food donation, promote the use
of apps to support restaurants, explore methods to estimate and track food waste
generation, explore incentive programs to encourage yard waste reuse, and review the
City’s zoning code to facilitate private development of composting facilities.
d. Medium-term (2029-2033): Improve education and outreach, improve tracking of food
waste donation, create and support food waste audits, assess disposal fee restructuring,
and improve compliance with HB264.
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3. Programmatic Actions:
a. Expand the use of existing processing capacity: Programs to expand existing processing
capacity will begin in 2024 and expand as funding becomes available over the short- and
medium-term (2024–2033).
b. Launch a Pilot SSO collection program: Feasibility planning and assessment will begin in
the short term (2024-2028). Rollout of the pilot program is contingent on securing
funding, human capital, and equipment.
c. Conduct the Phase II SSO collection program: Feasibility planning and assessment will
begin in the medium term (2029-2033) following the success of the pilot program. Rollout
of the Phase II collection program is contingent on securing funding, human capital, and
equipment.
d. Construct in-city organics processing capacity: Assuming that funding is secured, the
compost training facility will be constructed in the short-term (2024-2028). A time frame
for construction of subsequent larger-scale composting facilities is presented in Section
5.6.
Reduction and Diversion Potential
The LWBB Plan estimates a performance time frame of 20 years to reach the maximum food waste
reduction potential assuming that all recommended programs and initiatives are initiated in year one.
Given the proposed implementation time frame for the plan of action outlined above, it is estimated that
the City could achieve 30% of its maximum reduction potential, or about 25,500 tons per year, during the
planning period.
The LWBB Plan estimates a performance time frame of 20 years to reach the maximum organics diversion
potential assuming that all recommended programs and initiatives are initiated in year one. Given the
proposed implementation time frame for the plan of action outlined above, it is estimated that the City
could achieve 30% of its maximum diversion potential, or about 19,600 tons per year, during the planning
period.
ORGANIC WASTE REUSE AND REDUCTION SUMMARY
Metric Description
Plan of
Action
Legislative:
1. Support state legislation that extends liability protection for entities
selling recovered food and donors that donate past-date foods
2. Support local legislation implementing a food safety code
3. Support local legislation to enforce HB264
4. Support a ban on commercial organics disposal
5. Support a blanket landfill ban on organic material
Administrative:
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ORGANIC WASTE REUSE AND REDUCTION SUMMARY
Metric Description
6. Improve education and outreach campaigns for food waste reduction
7.
Help match food waste generators with food waste donation
organizations and processing facilities
8. Improve tracking of food waste donation
9. Explore incentive programs for food donation
10. Promote the use of apps to support restaurants and save money
11. Create and support food waste audits
12. Explore methods to estimate and track food waste generation
13. Explore incentive programs to encourage yard waste reuse
14. Assess disposal fee restructuring
15. Improve education and outreach for organics diversion
16. Improve compliance with HB264
17.
Review the City’s zoning code to facilitate private development of
composting facilities
Programmatic:
18. Expand the use of existing processing capacity
19. Pilot organics collection program
20. Phase II organics collection program
21. Construct in-city organics processing capacity
Time Frame
Short-term (2024-2028) and Medium-term (2029-2033)
Reduction/
Diversion
Potential
Reduction Potential: 25,500 tons/year
Diversion Potential: 19,600 tons/year
Costs
• Education and outreach: OPEX: $120,000 per year
• Program management: OPEX: $580,000 per year
• Health monitoring: OPEX: $1.3 million per year
• Education and outreach: OPEX: $700,000 per year
• Program management: OPEX: $210,000 per year
• Enforcement of organics disposal bans: OPEX: $210,000 per year
• Curbside bins and dumpsters at public schools and City government
offices: CAPEX: $480,000
• Curbside bins at residences: CAPEX: $50 per household
• Collection vehicles: CAPEX: $210,000 per vehicle
• Collection services: OPEX: $200,000 per vehicle per year
• Compost training facility: CAPEX: $350,000
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ORGANIC WASTE REUSE AND REDUCTION SUMMARY
Metric Description
• Total CAPEX of $480,000+($50*190,000)+($210,000*50)+$350,000 =
$21,000,000
•
Annual OPEX of 120+580+1300+700+210+210+(200*50) = $15,000,000
Funding
Mechanisms
• Public (grants or general fund)
Benefits
GHG: 4.2 TCO
2
E/ton reduced; 0.1 TCO2E/ton diverted
Airspace: Extend service life of QRL
5.2.3 Construction and Demolition Debris
This section provides a plan of action to improve C&D reuse and diversion during the planning period. The
city does not currently offer any C&D diversion programs or initiatives, but C&D reuse and diversion
provided by the private sector is described in Section 3. As indicated in Table 4-3, the City’s current
diversion rates for C&D debris are 100.0% and 35.5% for the residential and commercial sector,
respectively. As shown in Table 4-4, to meet the City’s long-term reduction and diversion rates of 4% and
90%, respectively, it is estimated that the City will need to reduce C&D debris generation by 17,300 tons
and increase diversion by 220,300 tons of commercial C&D debris per year.
Plan of Action
To improve C&D reuse and diversion, the City plans to take the following actions over the planning period:
Legislative
1. Support City-mandated deconstruction policy to require C&D projects to divert a certain
percentage of their waste from disposal and encourage reuse of C&D materials. It is anticipated
that this deconstruction policy will target high-value reusable components of C&D debris such as
lumber and clay bricks. The City will also support a policy that retains industrial zoned buildings
for use by local manufacturers.
2. Support City-mandate on source separation of recyclable materials from construction,
remodeling, and demolition projects.
3. Support a mandatory diversion ordinance to improve C&D diversion. It is anticipated that the
ordinance could be implemented in a stepwise manner to facilitate construction and expansion
of private C&D MRFs in the city to accommodate the expected increase in diversion.
4. Remove any barriers to reuse in building inspection code.
Administrative
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5. Support a citywide policy and procedure for procuring construction services that prioritize the use
of recycled materials instead of virgin materials for city-led construction or repair projects.
6. Support a citywide policy and procedure to encourage architectural salvage programs by ensuring
that City-generated deconstruction materials are being diverted to higher use via local salvage
businesses before being recycled or disposed of. To support this policy, the City intends to provide
educational materials and seek out partnerships with construction companies to improve reuse
of C&D materials.
7. Develop a comprehensive C&D diversion and reuse plan to guide City strategy over the planning
period.
Expected Time Frame
It is expected that the plan of action for improving C&D diversion will be implemented in stages. It is hoped
that legislative actions (City-mandated deconstruction and a mandatory diversion ordinance) can be
enacted during the short-term (2024–2028), with periodic increases in the minimum required diversion
percentage enacted subsequently over the medium term (2029–2033). Administrative actions will be
pursued over the entire planning period (2024–2033).
Reduction and Diversion Potential
The LWBB Plan estimates a performance time frame of 10 years to reach the maximum reduction
potential for C&D debris assuming that all recommended programs and initiatives are initiated in year
one. Given the proposed implementation time frame for the plan of action outlined above, it is estimated
that the City could achieve 75% of its maximum reduction potential, or about 13,000 tons per year, and
30% of its maximum diversion potential, or about 66,100 tons per year, during the planning period.
SUMMARY OF C&D PLAN
Metric Description
Plan of
Action
Legislative:
1. Support City-mandated deconstruction policy
2. Support City mandate on source separation of recyclable materials
3. Support a mandatory diversion ordinance
Administrative:
4. Support citywide policy to prioritize use of recycled materials in
construction and repair projects
5. Support a citywide policy to support architectural salvage programs
6. Develop comprehensive C&D reuse and diversion plan
Time Frame
Short-term (2024-2028) and Medium-term (2029-2033)
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SUMMARY OF C&D PLAN
Metric Description
Reduction
Potential
Reduction Potential: 13,000 tons/year
Diversion Potential: 66,100 tons/year
Costs
$150,000 per year
Funding
Mechanisms
Public (grants, general fund, enterprise fund): The City will cover
administrative costs associated with the plan of action
Private: the private sector will cover costs associated with increased
diversion (e.g., by expanding MRFs or expanding salvage businesses.
Benefits
GHG: 0.9 TCO
2
E/ton of C&D reduced; 0.2 TCO
2
E/ton C&D diverted
Airspace: Negligible (C&D debris is currently largely disposed at out-of-
city landfills)
5.2.4 Bulk Waste
This section provides a plan of action to improve bulk waste reuse and diversion during the planning
period. The City currently supports bulk waste diversion at residential drop-off centers (as described in
Section 3.4) and via 311 requests (as described in Section 3.5). As indicated in Table 4-3, the City’s current
diversion rates for bulk waste are 40% and 93% for the residential and commercial sector, respectively.
As shown in Table 4-4, to meet the City’s long-term reduction and diversion rates of 50% and 60%,
respectively, it is estimated that the City will need to reduce residential bulk waste generation by 2,000
tons and commercial bulk waste generation by 27,800 tons (for a total maximum reduction potential of
29,800 tons).
Plan of Action
To improve bulk waste reuse and diversion, the City plans to take the following actions over the planning
period:
Legislative
1. Support right to repair bills intended to allow consumers the ability to repair and modify their
own consumer products, rather than being obligated by the manufacturer of such devices to use
their (often expensive) repair or replacement services, at the state level for electronics, vehicles,
and industrial equipment.
Administrative
2. Improve education and outreach by expanding the existing City education and outreach program
to educate residents and businesses about where and how bulk materials may be repaired rather
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than thrown away, what types of bulk materials may be reused/donated or recycled, and how to
reuse and recycle bulk waste. Specific actions that the City plans to take to improve education
and outreach include the following:
a. Hold community-engaged seminars intended to gather data on residents’ barriers and
motivations as they relate to bulk waste reuse and recycling activities, gather group
pledges to foster behavior change around bulk waste reuse and recycling habits, and build
public understanding of the connections between zero waste, recycling, health, climate
change, and local resilience.
b. Build a zero-waste coalition to gather stakeholders from the residential, institutional, and
bulk waste donation and recycling sectors with the city to identify benefits, barriers, and
priorities for zero waste programs and services in the city.
c. Develop and deploy resources to improve bulk waste reuse and recycling habits.
Resources may include a guide to dispose bulk waste materials at residential drop-off
centers, a reuse directory, social media campaigns to dispel myths around bulk waste
recycling, or a “business case for zero waste” flyer to highlight the incentives of bulk waste
recycling. Resources can be deployed to residents and businesses to improve recycling
behaviors.
d. Develop community-based social-marketing campaigns to inspire behavior change using
social norms, social diffusion, and public pledges as mechanisms for change.
e. Offer workshops to help residents experiment with sustainable resource management
behavior shifts. Workshops may include creative reuse classes or repair clinics.
f. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
3. Support programs that turn waste into art by donating bulk waste to local artists, which could
help raise awareness of bulk waste recycling opportunities in the community. The City plans to
reach out to reach out to the Maryland Institute College of Art and other art institutions to partner
on this initiative.
Programmatic
4. Support or provide fix-it/repair clinics at existing facilities such as Green Resources and Outreach
for Watersheds (GROW) Centers to help residents learn how to repair broken electronics,
appliances, bikes, etc., rather than disposing of them. This will also encourage residents to be
more thoughtful about consumption and reduce their waste generation.
5. Provide opportunities for reuse and swap events, which could be hosted at existing facilities or
GROW Centers to help facilitate reuse or exchange or appliances or other bulk wastes.
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6. Develop additional recycling and reuse/donation capacity for bulk waste. It is anticipated that
additional recycling and donation capacity for bulk waste would be hosted at existing residential
drop-off centers. This described in more detail in Section 5.4.
Expected Time Frame
It is expected that the plan of action for improving bulk waste diversion could be implemented as follows:
1. Legislative Actions: The City will support legislative actions over the entire planning period short-
and medium-term (2024–2033).
2. Administrative Actions: The City intends to begin implementing administrative actions as soon as
possible to improve reuse and diversion of bulk waste. Specific initiatives will be rolled out in the
short- and medium-term as funding becomes available (2024–2033).
3. Programmatic Actions: The City will begin implementing programmatic actions when funding
becomes available. It is expected that programmatic actions will be implemented in the medium-
term (2029 – 2033).
Reduction Potential
The LWBB Plan estimates a performance time frame of 10 years to reach the maximum reduction
potential for bulk waste assuming that all recommended programs and initiatives are initiated in year one.
Given the proposed implementation time frame for the plan of action outlined above, it is estimated that
the City could achieve 50% of its maximum reduction potential, or about 1,000 tons of residential bulk
waste and 13,900 tons of commercial bulk waste per year, during the planning period (for a total reduction
potential of 14,900 tons per year).
SUMMARY OF BULK WASTE PLAN
Metric Description
Plan of
Action
Legislative:
1. Support right to repair bills
Administrative:
2. Improve education and outreach
3. Investing in waste-to-art initiatives
Programmatic:
4. Support or provide fix-it/repair clinics
5. Hold reuse or swap events
6. Develop additional reuse/donation/recycling opportunities (see
Section 5.3)
Time Frame
Short-term (2024-2028) and Medium-term (2029-2033)
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SUMMARY OF BULK WASTE PLAN
Metric Description
Reduction
Potential
14,900 tons/year
Costs
Education and outreach, staffing: $140,000 per year
Funding
Mechanisms
Public (grants or general fund)
Benefits
GHG: 2.8 TCO
2
E/ton of bulk waste reduced
Airspace: Extend service life of QRL
5.2.5 Other Diversion Programs
This section provides a plan of action to improve reuse and diversion of other waste during the planning
period. The City currently supports diversion of other waste (including tires, batteries, electronics, HHW,
mattresses, textiles, Christmas trees, etc.) at residential drop-off centers (as described in Section 3.4). As
indicated in Table 4-3, the City’s current diversion rates for other waste are 0% and 62% for the residential
and commercial sector, respectively. As shown in Table 4-4, to meet the City’s long-term diversion goal of
90%, it is estimated that the City will need to divert 67,700 tons of other residential waste and 45,800
tons of commercial other waste (for a total maximum diversion potential of 113,500 tons).
Plan of Action
To improve diversion of other, hard to recycle materials, the City plans to take the following actions over
the planning period:
Legislative
1. Support EPR bills at the state level to encourage producers to take more responsibility for the
waste that they generate (either through packaging or the product itself).
2. Support statewide or local product stewardship legislation to encourage manufacturers to
produce reusable, recyclable, and biodegradable products.
Administrative
3. Improve education and outreach to promote participation in existing and proposed diversion
programs. Specific action items include the following:
a. Hold community-engaged seminars intended to gather data on the barriers and
motivations of residents as they relate to waste reuse and recycling activities, gather
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group pledges to foster behavior change around waste reuse and recycling habits, and
build public understanding of the connections between zero waste, recycling, health,
climate change, and local resilience.
b. Build a zero-waste coalition to gather stakeholders from the residential, institutional, and
bulk-waste donation and recycling sectors with the city to identify benefits, barriers, and
priorities for zero-waste programs and services in the city.
c. Develop and deploy resources to improve reuse and recycling habits. Resources may
include a guide to dispose of other waste materials at residential drop-off centers,
improved signage at residential drop-off centers, a reuse directory, and social media
campaigns to dispel myths around recycling. Resources can be deployed to residents and
businesses to improve recycling behaviors.
d. Develop community-based social-marketing campaigns to inspire behavior change using
social norms, social diffusion, and public pledges as mechanisms for change.
e. Offer workshops to help residents experiment with sustainable resource management
behavior shifts and roundtables with community members to solicit feedback on program
improvements and possible new offerings.
f. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
Programmatic
4. Implement a mattress recycling program. The City intends to contract with a private recycling
company to recycle residential mattresses collected at the residential drop-off facility at the
landfill and discourage disposal of mattresses at QRL.
5. Participate in textile recycling through the contract available with the Northeast Maryland Waste
Disposal Authority.
6. Improve Christmas tree recycling. To prevent the disposal of unclaimed mulch at WIN Waste, the
City intends to partner with nonprofits and local farmers to divert whole Christmas trees for
shoreline restoration or goat feed.
7. Implement an animal carcass recycling program. To divert animal carcasses from incineration,
DPW intends to partner with the Department of Health and a local organics processing facility to
accept animal carcasses for composting.
Expected Time Frame
It is anticipated that the diversion programs for other materials could be implemented in stages
throughout the planning period (short- and medium-term) as funding becomes available. (2024–2033).
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Diversion Potential
The diversion potential for other waste diversion activities is quantified in Section 5.4 when considering
improvements to the residential drop-off centers.
SUMMARY OF OTHER DIVERSION PLANS
Metric Description
Plan of
Action
Legislative:
1. Support EPR bill
2. Support statewide or local product stewardship legislation
Administrative:
3. Improve education and outreach
Programmatic:
4. Implement a mattress recycling program
5. Participate in textile recycling through existing contract
6. Improve Christmas tree recycling
7.
Implement an animal carcass recycling program
Time Frame
Short-term (2024-2028) and Medium-term (2029-2033)
Diversion
Potential
See Section 5.4
Costs
Not quantified:
• Education and outreach
• Education and outreach, staffing: $140,000 per year
• Program management
•
Fees paid to partner organizations for processing/recycling materials.
Funding
Mechanisms
Public (grants or general)
Benefits
Not quantified:
• Divert nuisance materials from disposal
• Provide residents additional diversion opportunities
5.2.6 Litter Reduction and Cleanup Programs
This section provides a plan of action to reduce litter during the planning period. The City currently
supports multiple litter reduction and cleanup programs as described in Section 3.3. However, litter is a
persistent problem in the city that will require significant behavior change to completely solve. As such,
the City plans to operate both proactively (through community engagement to change behaviors that lead
to littering) and reactively (through continued cleanup operations) to reduce litter and improve litter
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cleanup during the planning period. Additional information on the City’s plan to reduce litter and illegal
dumping can be found in the Blight Eradication Plan
14
.
Plan of Action
To reduce litter and improve cleanup programs in the city, the City plans to take the following actions over
the planning period:
Administrative
1. Identify vulnerable communities where litter is persistent: As a first step to tackle litter, the City
plans to identify and support vulnerable communities that are bearing the greatest impact of litter
and illegal dumping by implementing the following:
a. Use available City data and engaging multiple City departments (including DOT, DHCD,
Baltimore City Police Department [BCPD], and DPW) and nearby universities to assess
litter in the city and identify vulnerable neighborhoods. As part of this process, DPW will
create a new internship position to focus on data assessment.
b. Contact and engage with selected residents, community leaders, and public officials in
impacted, vulnerable communities to conduct public meetings, identify new or recurring
incidents, and respond to those incidents promptly.
c. Recruit, train, and promote future employees from impacted, vulnerable neighborhoods
to create a pipeline of job opportunities in DPW for young people aged 18–24.
2. Improve educational programs to reduce litter: The City intends to educate communities about
illegal dumping and empower them with resources to dispose of waste appropriately and reduce
the amount of trash dumped on the streets. Specific action items include the following:
a. Work with community partners to stress the negative impacts of blight and litter.
b. Conduct a robust communications campaign about available programs and regarding
blight and litter removal.
c. Deliver a comprehensive educational program to children in Baltimore public schools
through the ECO Ambassador Program.
d. Organize and launch a robust volunteer program citywide that will empower residents to
take ownership of the conditions in their neighborhoods.
e. Promote awareness of composting opportunities through educational materials and
social media.
f. Conduct a robust communications campaign educating residents regarding enforcement,
codes, and potential fines for litter.
14
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g. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
Programmatic
3. Improve litter cleanup efforts by implementing the following:
a. Partner with programs that offer day-labor and provide mandated community service
work, such as Youth Works, ECO Ambassador programs, and YH2O, to create volunteer
projects.
b. Prioritize litter collection in the most vulnerable neighborhoods through coordinated
deployment of City departments, community partners, volunteers, and residents.
c. Increase the use of signs regarding litter and illegal dumping.
d. Establish proactive protocols for communication across City departments.
e. Create a method to inform residents of service request status.
f. Coordinate community volunteers to engage in street cleanup efforts and publicly
acknowledging communities where behavior demonstrates change.
g. Identify accessible locations within the city for easy access for organizations and
individuals to pick up supplies.
h. Provide operations support with community organizations engaged in the Mayor’s Clean
Corps program by using community liaisons to provide communication and feedback
loops.
i. Expand the Community Pitch-in Program capacity.
j. Improve coordination between the Pitch-In Program and 311.
k. Expand the number of interior neighborhood trash and recycling cans following an
assessment of staffing and operational needs.
4. Improve enforcement: DPW plans to improve enforcement of existing litter and illegal dumping
laws as follows:
a. Pursue a multipronged and interdepartmental approach to enforcement using tickets,
signs, resident reporting, license plate tracking, and other tools to identify those who litter
and dump illegally. City departments that will be involved in this effort include DPW,
DHCD, BCPD, and the mayors’ office.
b. Create a DPW Environmental Enforcement Unit to patrol high-incidence areas and cite
violators. This unit will focus on litter and illegal dumping hot spots and will rely on
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interagency collaboration, increased enforcement staffing, and community liaison
presence.
5. Implement improved graffiti removal process as follows:
a. Create a graffiti art program to promote storytelling, public art initiatives, and mural
programs.
b. Designate graffiti walls for graffiti artists.
Expected Time Frame
It is anticipated that action items for reducing litter and improving cleanup programs will be implemented
in the short-term (2024-2028), but litter reduction programs and initiatives will likely remain in place
throughout the planning period.
SUMMARY OF LITTER REDUCTION AND CLEANUP PLAN
Metric Description
Plan of Action
Administrative:
1. Identify vulnerable communities where litter is persistent
2. Improve education and outreach
Programmatic:
3. Improve litter cleanup efforts
4. Improve enforcement
Time Frame
Short-term (2024-2028)
Diversion
Potential
Not quantified:
• likely negligible
Costs
Not quantified:
• Education and outreach
• Education and outreach, staffing: $140,000 per year
• Program management
• Fees/wages paid for “on call” cleanup crews
• Wages for inspectors
Funding
Mechanisms
Public (grants or general)
Benefits
Not quantified:
• Vector reduction
• City beautification
•
Improved resident behavior
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5.2.7 Interim Plan to Achieve 35% MRA Recycling Rate
The City’s interim plan to achieve an MRA recycling rate of 35% or above is summarized below. Note that
all of the strategies listed below are described in more detail in the referenced sections:
1. Improve education and outreach around diversion programs and initiatives: Described in Section
5.2 (SSR, organics, bulk waste, and other diversion programs). Improving education and outreach
should improve participation in existing programs and increase residential diversion rates.
2. Reinstate weekly curbside SSR collection: Described in Section 5.4 (curbside collection of SSR).
Reinstating weekly curbside collection should improve participation and increase diversion rates
for residential SSR (which are currently below 35% for paper, plastic, and metals).
3. Improve and expand organics collection: Described in Section 5.2 (organics) and Section 5.4 (yard
waste and leaf collection). Expanding organics collection programs should allow more people to
participate, improving diversion rates for organic waste (which are currently well below the 35%
goal).
4. Construct (or support construction) of an in-city composting facility: Described in Section 5.2 (pilot
facility) and Section 5.6 (full-scale facilities). Constructing an in-city organics processing facility
should improve organics diversion from both the residential and commercial sectors (which are
considerably below the 35% goal).
5. Improve reporting and enforcement of recycling from the commercial sector: Described in Section
5.2 (SSR, organics) and Section 5.4 (SSR collection). Improving enforcement of existing recycling
mandates should improve participation in the programs, which should improve MRA rates.
Improving reporting of recycling tonnages from the commercial sector should also improve MRA
rates.
In addition to the action items listed above, the City also intends to monitor MRA recycling rates and
tonnages annually to identify which waste streams are showing improved diversion and which require
additional investment or attention. This will allow the City to adjust its plan of action to target waste
streams where diversion is lagging below the required 35% rate. The City plans to achieve a 35% recycling
rate beginning in 2027.
5.3 Residential Drop-Off Centers
City residents may drop off waste and recycling for free at the residential drop-off centers located at QRL,
NWTS, Reedbird Avenue Drop-off Center, Bowleys Lane Drop-off Center, and Sisson Street Drop-off
Center. In addition, DGS operates three drop-off centers that only accept commingled recyclables—York
Road Substation, Calverton Road Substation, and Lewin Substation. Residential drop-off centers are
described in Section 3.4 and assessed in Section 4.3. As indicated in Figure 3-1, it is estimated that
approximately 4,000 tons of recyclables and 5,000 tons of MSW were collected at residential drop-off
centers in 2021.
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5.3.1 Plan of Action
The plan of action to improve the residential drop-off centers is detailed below. It is separated into short-
term actions that can be implemented over the first half of the planning period and medium-term actions
that may be implemented later in the planning period.
Short Term (2024-2028)
1. Install tag readers and driver’s license scanners: The City plans to install license tag readers and
license scanners at QRL and the transfer station to better identify out-of-city vehicles and
commercial haulers.
2. Increase security measures and fencing: The City plans to install additional fencing and security
cameras at residential drop-off centers to keep trespassers out and reduce illegal dumping inside
the facilities.
3. Work to improve pay, benefits, and retention of workers: DPW will advocate for improved pay
and benefits for workers (particularly CDL drivers) to attract additional drivers and relieve staffing
shortages. Specifically, DPW will implement the following:
a. Work with the Department of Human Resources to complete a class and compensation
study to improve pay and benefits.
b. Implement a retention and hiring bonus policy for CDL drivers.
c. Hold monthly hiring fairs where CDL positions are prioritized.
d. Expand the CDL training program to allow for external candidates to participate in the
program.
4. Upgrade staff facilities: The City will provide shelters and upgrade break facilities for laborers at
residential drop-off centers.
5. Evaluate how to Improve accessibility. Create a plan to improve accessibility at residential drop-
off centers.
6. Determine infrastructure priorities (both in-city and regionally):The City intends to assess
priorities for constructing a regional resource recovery park, reuse and repair clinics, and tool
libraries to supplement the existing system of residential drop-off centers. The City is committed
to engaging with regional partners to develop strategies and solid waste infrastructure to
encourage source reduction, reuse, and diversion.
7. Consider implementing a cardboard bailing operation at one of the drop-off centers.
8. Consider a glass separation pilot program to improve the quality of diverted glass.
9. Expand opportunities for tire, HHW, and metal recycling.
10. Assess ways to increase the number of HHW recycling days offered at drop-off centers.
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Medium Term (2029-2033)
11. Expand Bowleys Lane Drop-off Center: Following an environmental and safety study at the
adjacent closed landfill, the City intends to expand the Bowleys Lane Drop-off Center to increase
capacity and functionality. Specific actions are as follows:
a. Repair or replace the inactive maintenance building.
b. Repair deteriorating parking lot and road conditions.
c. Construct a composting facility (see Section 5.6 for additional details).
d. Encourage construction of a nearby reuse facility (such as a food bank, C&D salvage and
reuse center, a thrift store, or a fix-it/repair clinic). It is anticipated that this facility would
be constructed by the private sector.
e. Improve functionality and traffic flow.
f. Construct ETS (see Section 5.5 for additional details).
12. Expand and Renovate other Drop-off Centers: Following environmental and safety studies, the
City intends to expand and renovate the other drop-off centers to improve waste diversion and
increase capacity and functionality.
13. Expand reuse and diversion opportunities at existing facilities: After expanding the Bowleys Lane
and Reedbird Drop-off Centers, the City intends to provide additional reuse and diversion
opportunities at these and the Sisson Street facility. Additional reuse and diversion opportunities
considered at the expanded facilities include the following:
a. Bulk waste donation and reuse
b. Mattress recycling
c. Textile donation
5.3.2 Expected Time Frame
It is anticipated that short-term improvements to residential drop-off centers could be completed within
the first five years of the planning period (2024–2028), and the long-term improvements could be
completed within the second half of the planning period (2029–2033).
5.3.3 Diversion Potential
The LWBB Plan estimates a performance time frame of five years to reach the maximum diversion
potential from residential drop-off centers assuming that all recommended programs and initiatives are
initiated in year one. Given the proposed implementation time frame for the plan of action outlined
above, it is estimated that the City could achieve 100% of its maximum diversion potential, or about
16,100 tons per year, during the planning period. Maximum diversion potential is based on diverting select
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materials from the “Other” waste category and meeting long-term solid waste goals described in
Section 4.1.
SUMMARY OF RESIDENTIAL DROP-OFF CENTER PLAN
Metric Description
Plan of Action
Short-Term:
1. Install license tag and driver’s license readers
2. Install security fencing and gates
3. Work to improve pay, benefits, and retention for workers
4. Upgrade staff facilities (shelter and breakrooms)
5. Create a plan to improve accessibility at residential drop-off centers
6. Determine infrastructure priorities
7. Consider implementing cardboard bailing operation
8. Consider a glass separation pilot program
9. Expand opportunities for tire and metal recycling
10. Assess adding additional HHW collection days
Long-Term:
11. Expand Bowleys Lane Drop-off Center
12. Expand and renovate other drop-off centers
13. Expand reuse and diversion opportunities at existing facilities
Time Frame
Short-term: 2024–2028
Long-term: 2029–2033
Diversion
Potential
16,100 tons/year
Costs
• Short-term improvements: Not quantified.
• Expand Bowleys Lane Drop-off Center: CAPEX: $6.0M
• Expand other drop-off centers: CAPEX: $10.8M
• Expand reuse/diversion opportunities: CAPEX: $375k, OPEX:
$420k/year
Funding
Mechanisms
• Public (grants, general fund, enterprise fund)
Benefits
GHG: 1.6 TCO
2
E/ton of waste reduced or diverted
Airspace: Based on current tip fee at QRL
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5.4 Waste Collection System
The City’s waste collection system is described in Section 3.5 and assessed in Section 4.4. The plan of
action for improving these programs is detailed below.
5.4.1 Curbside Collection of Mixed Refuse and Single-Stream Recyclables
To improve collection of mixed refuse and SSR, the City plans to take the following actions over the
planning period:
Administrative
1. Propose an increase in funding levels to sustain fleet and staffing: the Rubicon Report found that
the City is operating at a deficit for both operational vehicles and staff for trash and SSR
collection. To correct this, the City will advocate for an increase in funding levels to maintain a
20% reserve of vehicles and staff.
2. Implement a collection performance standard: Using recommendations from the Rubicon
Report, the City intends to develop and implement a collection performance standard for its
trash and SSR collection fleet.
3. Work to improve pay, benefits, and retention of workers: To attract additional drivers and
relieve staffing shortages, DPW will advocate for improved pay and benefits for laborers and
CDL drivers. The City intends to take the following actions:
a. Work with the Department of Human Resources, labor unions representing solid waste
workers, and the Office of the Labor Commissioner to complete a class and compensation
study to improve pay and benefits.
b. Implement a retention and hiring bonus policy.
c. Hold monthly hiring fairs where CDL positions are prioritized.
d. Expand the CDL training program to allow for external candidates to participate in the
program.
4. Improve compliance with existing trash collection programs: The City plans to improve
enforcement of state trash and recycling mandates by implementing the following:
a. Coordinate with DHCD to develop incentive programs for landlords that provide trash and
recycling bins to residents.
b. Coordinate with DHCD to improve enforcement of trash and recycling collection at
apartments and condominiums. Note that improving enforcement will likely require
hiring additional staff (or reallocating staff) to perform inspections. Due to the current
state of the labor market and staffing shortages at the City, this is currently unlikely.
However, over the planning period it is anticipated that the City will be able to hire
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additional staff or reallocate existing staff to perform inspections and improve
enforcement.
5. Implement stricter hauler licensing and reporting: The City intends to implement stricter hauler
licensing requirements to require private haulers to report on the source, destination, and
tonnage of all materials collected or disposed in or outside the city.
6. Improve education and outreach: The City will increase educational initiatives to inform residents
about the proper way to bag their trash and what is and is not recyclable (to improve SSR
collection and reduce contamination). The City intends to take the following actions:
a. Hold community-engaged seminars intended to gather data on the barriers and
motivations of residents as they relate to recycling activities, gather group pledges to
foster behavior change around recycling habits, and build public understanding of the
connections between zero waste, recycling, health, climate change, and local resilience.
b. Build a zero-waste coalition to gather stakeholders from the residential, institutional, and
recycling sectors with the City to identify benefits, barriers, and priorities for zero-waste
programs and services in the city.
c. Develop and deploy resources to improve recycling habits. Resources may include a guide
to what is and is not recyclable in the curbside program or social media campaigns to
dispel myths around recycling.
d. Develop community-based, social-marketing campaigns to inspire behavior change using
social norms, social diffusion, and public pledges as mechanisms for change.
e. Offer workshops to help residents experiment with sustainable resource management
behavior shifts. Workshops may include community recycling sorts to identify
contamination.
f. Ensure education and outreach initiatives are equitable and accessible by incorporating
language access practices, providing access to residents with disabilities, and holding
workshops and seminars in locations that are accessible by public transit.
Programmatic
7. Rightsize routes, equipment, and personnel in the short term: The City intends to hire additional
drivers and laborers to meet the recommendations of the Rubicon Report. It also intends to
improve maintenance of its existing fleet to meet industry standard breakdown rates. Specific
actions are as follows:
a. Increase the number of full-time CDL trash and SSR collection drivers and laborers.
b. Improve vehicle maintenance to achieve a breakdown rate of less than 20%.
c. Reduce the number of stops per route to 1,050 for trash collection and 2,200 for recycling
collection.
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8. Rightsize routes, equipment, and personnel long term (final): The City intends to hire additional
drivers, hire additional laborers, and purchase additional load packers to meet the
recommendations of the Rubicon Report and return to weekly SSR collection. The City intends to
take the following actions:
a. Increase the number of full-time CDL trash and SSR collection drivers and laborers.
a. Increase the size of the SSR collection fleet.
b. Work with the Department of Planning, DGS, and DOT to update fleet to accommodate
alleys and bike lanes.
c. Reduce the number of stops per route to 950 for trash collection and 1,300 for recycling
collection.
d. Return to weekly recycling collection as soon as possible contingent on acquiring
necessary equipment and meeting staffing demands.
9. Maintain onboard technology: The City intends to upgrade its collection fleet to include onboard
technology to improve routing efficiency and performance.
10. Develop a system to improve data tracking on business recycling collected curbside.
5.4.2 Bulk Waste Collection
To improve collection of bulk waste, the City intends to take the following actions:
1. Expand route optimization to bulk pickup. The City intends to perform an operational review to
determine the best path forward to optimizing bulk waste collection.
2. Improve staff training.
3. Create a method to recycle white goods collected curbside.
4. Improve the process for tire and propane tank pickup.
5. Explore options to make bulk waste pickup more accessible to residents with disabilities.
5.4.3 Yard Waste and Leaf Collection
To improve collection of yard waste, the City plans to take the following actions over the planning period:
Administrative
1. Improve education and outreach initiatives: See Section 5.3 (Organics).
Programmatic
2. Improve access to backyard composting: See Section 5.3 (Organics).
3. Develop a separate yard waste and leaf collection program: See section 5.2 (Organics).
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4. Construct or encourage construction of an organics processing facility: See Section 5.7
(Proposed Composting Facilities).
5.4.4 Illegal Dumping
To reduce illegal dumping, the City plans to take the following actions over the planning period:
Administrative
1. Identify vulnerable communities where illegal dumping is persistent: As a first step to tackle illegal
dumping, the City plans to identify and support vulnerable communities that are bearing the
greatest impact of litter and illegal dumping. The City intends to take the following actions:
a. Use available City data and engaging multiple City departments (including DOT, DHCD,
BCPD, and DPW) and nearby universities to assess litter and illegal dumping in the city
and identify vulnerable neighborhoods. As part of this process, DPW will create a new
internship position to focus on data assessment.
b. Contact and engage with selected residents, community leaders, and public officials in
impacted, vulnerable communities to conduct public meetings, identify new or recurring
incidents, and respond to those incidents promptly.
c. Recruit, train, and promote future employees from impacted, vulnerable neighborhoods
to create a pipeline of job opportunities in DPW for young people aged 18–24.
2. Improve educational programs to reduce illegal dumping: The City intends to educate
communities about illegal dumping and empower them with resources to dispose of waste
appropriately and reduce the amount of trash dumped on the streets. The City intends to take
the following actions:
a. Work with community partners to increase awareness of the negative impacts of blight
and illegal dumping.
b. Conduct a robust communications campaign about available programs and services
regarding blight, illegal dumping, and litter removal.
c. Deliver a comprehensive educational program to children in Baltimore public schools
through the ECO Ambassador Program.
d. Organize and launch a robust volunteer program citywide that will empower residents to
take ownership of the conditions in their neighborhoods.
e. Promote awareness of composting opportunities through educational materials and
social media.
f. Conduct a robust communications campaign educating residents regarding enforcement,
codes, and potential fines for litter and illegal dumping.
Programmatic
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3. Improve illegal dumping cleanup efforts by implementing the following:
a. Partner with programs that offer day-labor, and provide mandated community service
work, such as Youth Works, ECO Ambassador programs and YH2O to create volunteer
projects.
b. Prioritize illegal dumping collection in the most vulnerable neighborhoods through
coordinated deployment of City departments, community partners, volunteers, and
residents.
c. Increase signs regarding litter and illegal dumping.
d. Establish proactive protocols for communication across City departments.
e. Create a method to inform residents of service request status.
f. Coordinate with community volunteers to engage in street cleanup efforts and publicly
acknowledging communities where behavior demonstrates change.
g. Identify accessible locations within the city for easy access for organizations and
individuals to pick up supplies.
h. Provide operations support with community organizations engaged in the Mayor’s Clean
Corps program by using community liaisons to provide communication and feedback
loops.
4. Improve enforcement: DPW plans to improve enforcement of existing litter and illegal dumping
laws by implementing the following:
a. Pursue a multipronged and interdepartmental approach to enforcement using tickets,
signs, resident reporting, license plate tracking, and other tools to identify those who litter
and dump illegally. City departments that will be involved in this effort include DPW,
DHCD, BCPD, and the mayor’s office.
b. Creating a DPW Environmental Enforcement Unit to patrol high incidence areas and cite
violators. This unit will focus on litter and illegal dumping hot spots and will rely on
interagency collaboration, increased enforcement staffing, and community liaison
presence.
5.4.5 Street and Sidewalk Sweeping
To improve street and sidewalk sweeping, the City plans to take the following actions over the planning
period:
Administrative
1. Improve educational programs to reduce litter: see Section 5.2, Litter Reduction and Cleanup
Programs.
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2. Improve signage: The City will work to improve signage to alert residents to parking restrictions
for street sweeping.
3. Improve enforcement: The City will work with the DOT to improve enforcement of street
sweeping parking ordinances. This will allow DPW to access and properly clean streets.
Programmatic
4. Work with DGS to procure specialized vehicles for cleaning bike lanes.
5. Consider procuring leaf collection vehicles: The City will propose funding to purchase specialized
vacuum collection trucks to collect leaves from streets and sidewalks.
5.4.6 Small Hauler Program
The City will improve the small hauler program during the planning period by taking the following actions:
1. Set up an automatic payment system: The City will encourage small haulers to register accounts
tied to their permits to make the payment process safer, easier, and more efficient. This will
reduce the lines at QRL and NWTS.
2. Expand the small hauler program to additional locations: The City will construct a designated small
hauler area at the proposed ETS (see Section 5.6).
3. Improve permitting enforcement to make sure that small haulers that dump at NWTS and QRL
are permitted.
4. Transfer the permitting process from the Health Department to DPW.
5.4.7 Other Waste Collection Programs
The City intends to take the following actions to improve other waste collection systems:
1. Continue to pilot a program to contract with a cleaning service to remove sharps and human
waste from encampments. If this pilot program is successful, the City will expand the program
throughout the city.
2. Explore a collaborative approach with City agencies and local organizations for sharps drop off
and management strategies.
3. Purchase new skimmer boats to improve collection of waste from waterways.
4. Consider installing a storm debris catcher near outfalls to catch litter form Jones Falls during storm
events.
5. Consider a pilot program for reproductive disruption for rat management.
6. Consider implementing routing software for property management personnel.
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5.5 Waste Transfer System
Given the limitations on existing transfer capacity and the need to improve collection efficiency and
provide long-term disposal alternatives to WIN Waste and QRL (as indicated in Section 4.7), the City
intends to expand its transfer capacity during the planning period. The LWBB Plan specifically
recommended developing long-haul transfer capacity as soon as possible so the City could reduce its
reliance on WIN Waste and preserve airspace at QRL for emergencies and disaster debris management.
Contingencies for disruption to transfer/disposal facilities are best addressed by adopting a decentralized
approach that provides redundancy (e.g., by developing multiple facilities rather than relying on one
centralized facility) and ensuring the total capacity of decentralized facilities exceeds the total capacity
requirement (e.g., if three facilities are developed, each should offer more capacity than simply a third of
the total required). In this section, the City’s plan to develop a decentralized and resilient transfer network
is described.
5.5.1 Northwest Transfer Station
DPW operates NWTS as an intra-city truck transfer facility where waste collected from Baltimore’s
northern neighborhoods can be transferred from smaller load-packer trucks to larger roll-off trucks for
transportation to WIN Waste or QRL. The current permit for the facility expires in 2026, but the City
intends to renew and extend this permit so that the facility can continue to serve the city through the
entire planning period. No changes are proposed to the operation of NWTS during the planning period.
Plan of Action
The City plans to take the following actions over the planning period to improve operation of NWTS:
1. Improve existing infrastructure: The City intends to install a ventilation system for the transfer
facility to improve air circulation and employee health. The City also intends to improve the
existing floor drain system to improve stormwater and leachate collection.
2. Replace aging equipment: To replace aging equipment and improve operations at NWTS, the City
intends to purchase a new scale, additional front-end loaders, and additional transfer trailers.
3. Hire additional staff: The City intends to hire additional staff, including CDL drivers and equipment
operators, to improve operations at the site.
4. Work to improve pay, benefits, and retention of workers: To improve staff retention, the City
intends to advocate for improved pay and benefits for NWTS workers (particularly CDL drivers
and operators) by the following actions:
a. Work with the Department of Human Resources to complete a class and compensation
study to improve pay and benefits.
b. Implement a retention and hiring bonus policy for CDL drivers.
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c. Hold monthly hiring fairs where CDL positions are prioritized.
d. Expand the CDL training program to allow for external candidates to participate in the
program.
Anticipated Permit Requirements
There are no planned expansions or operational changes at NWTS; therefore, there are no new permit
requirements. As indicated previously, the facility will be operational during the entire planning period,
and existing permits will be renewed as necessary to provide continued operation.
Potential Costs and Funding Mechanisms
There are no proposed large-scale changes to infrastructure or operations at NWTS; therefore, costs were
not estimated. All planned expenditures at NWTS will be funded by the City. Costs will be covered through
grants, or by allocating money from the general fund.
Potential Benefits
Maintaining existing equipment, replacing aging equipment, hiring additional staff, and improving
retention are expected to generally improve operation and throughput at NWTS.
Expected Time Frame
Planned improvements at NWTS will be implemented over the short- and medium-term, from 2024
through 2033.
5.5.2 Proposed Eastside Transfer Station
Pending the results of an environmental and safety assessment, the City proposes to construct ETS at the
Bowleys Lane Drop-off Center. ETS is intended to improve collection efficiency by providing a second
transfer station where mixed refuse, small hauler loads, and SSR can be consolidated prior to disposal
(mixed refuse and small hauler loads) or recycling (SSR). While NWTS serves the northern and western
parts of the city, ETS will serve the eastern and southern parts of the city.
Plan of Action
The City will construct ETS at the Bowleys Lane Drop-off Center (or an alternative location if the
environmental and safety assessment indicate that the Bowleys Lane site is unsuitable). ETS will primarily
service Baltimore’s eastern and southern neighborhoods, but over time as residential recycling and
diversion measures take effect the facility could also serve commercial MSW haulers. The ETS will be sized
to accommodate all the residential MSW and SSR collected in the city except for the waste and SSR
handled by NWTS. As indicated in Table 3-2, it is anticipated that residential MSW and SSR will total
approximately 310,000 tons by 2033. Assuming that constructing ETS will help to divert small hauler traffic
and allow NWTS to operate at its maximum permitted capacity of 150,000 tons per year, it is expected
that ETS will be constructed with a permitted capacity of 200,000 tons per year.
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Anticipated Land and Permit Requirements
It is estimated that ETS would require at least 10 acres of land. If Bowleys Lane Drop-off Center is deemed
unsuitable for development of ETS, other potential sites include the closed Monument Street Landfill,
former Pulaski Incinerator property, City-owned land at Wagners Point, unused areas at Port of Baltimore
properties in Dundalk or Locust Point, or unused areas at Sparrows Point. Development of ETS at QRL or
the Western Sanitation Yard (Reedbird Avenue Drop-off Center) may also be possible.
The expected permit requirements and approvals required for development of ETS are summarized
below:
• Refuse Disposal Permit: Issued by MDE
• Erosion and Sediment Control Plan: Reviewed and approved by Baltimore DPW
• Stormwater Management Plan: Reviewed and approved by DPW
• Building Permit: Issued by DHCD
• NPDES Industrial Discharge Permit: Issued by MDE
Potential Costs
The potential costs for constructing and operating ETS are summarized below:
• CAPEX: estimated to be $93/ton of annual capacity (expected to be 200,000 tons per year). This
equates to a total CAPEX of approximately $18.6M.
• OPEX: anticipated at $87/ton of annual throughput (expected to be 165,000 tons per year) for a
total expected annual OPEX of $14.4M. Note that this cost includes the costs of out-of-city
transfer and disposal. This cost would be partially offset by eliminating corresponding disposal
costs at WIN Waste or QRL. OPEX for out-of-city transfer and disposal were estimated based on
current contracts in place in Maryland.
Potential Funding Mechanisms
The following are potential funding mechanisms for ETS:
• Public: Under the public option, DPW would self-develop and operate ETS, with costs covered by
allocating money from the general fund, establishing an enterprise fund, direct billing, or adding
a line item on property tax bills.
• PPP: Under a PPP option, the City could provide a land lease and a guaranteed waste stream with
a third party (either a private company or a state agency such as MES) constructing and operating
the facility. A PPP contract would be most attractive for bundled operation of ETS in conjunction
with the proposed RTS. Some minor outreach efforts by DPW would be needed to inform
residents and small haulers of facility usage rules, especially if it involves redevelopment of an
existing residential drop-off center such as Bowleys Lane Drop-Off Center.
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Potential Benefits
The estimated benefits for ETS include job creation and GHG emissions reductions:
• Job creation: It is anticipated that ETS would create as many as 14 additional jobs. This value was
calculated by assuming an employment rate of 0.02 people per ton of waste transferred at the
facility each day, with one additional supervisor.
• GHG emissions are likely to decrease with construction of ETS. Operating a second transfer station
would decrease haul distances for individual load packers, allowing fewer, larger transfer trucks
to haul waste and recyclables to their final destination.
Expected Time Frame
It is anticipated that it will take two years to design ETS, two years to permit ETS, and two years to
construct ETS for a total of six years. Assuming design begins in 2024, it is anticipated that ETS will be
operational beginning in 2030.
Summary
A summary of the plan of action and associated costs and benefits is provided below:
Metric Description
Plan of
Action
• Proposed location: Bowleys Lane Drop-Off Center
• Permitted capacity of 200,000 tons per year
Land and
Permitting
• Land requirements: at least 10 acres
• Permit requirements:
o Refuse disposal permit (MDE)
o Erosion and sediment control plan (DPW)
o Stormwater management plan (DPW)
o Building permit (DHCD)
o
NPDES industrial discharge permit (MDE)
Costs
• CAPEX: $18.6 million
• OPEX: $14.4 million per year
Funding
Mechanism
• Public
• PPP
Benefits
Jobs: 14
GHG: Likely to decrease due to waste consolidation at ETS
Time Frame
Design, permitting, and construction complete by 2030
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5.5.3 Develop Long-Haul Disposal Plan
In addition to constructing ETS to complement NWTS, DPW will also need to develop a long-haul disposal
plan to reduce dependence on WIN Waste and preserve airspace at QRL for emergency and disaster debris
management. Long-haul disposal will likely require the construction of a regional transfer station (RTS),
where transfer operations can be consolidated and provided more efficiently. With QRL expected to reach
full capacity in 2035 and the City’s contract with WIN Waste set to expire in 2031, RTS would provide the
city a long-term method to manage its solid waste. RTS would likely be constructed so that it could be
operated as a truck transfer station but will be built along a rail spur to allow for containerization and rail
shipment of waste. This would provide maximum flexibility for long-haul disposal.
Plan of Action
As a first step in developing long-haul transfer capacity, the City will conduct an extensive feasibility study
to assess the city’s needs for long-haul disposal and to select the most financially viable, environmentally
friendly, and sustainable option for developing RTS. This study will consider historical and projected waste
disposal tonnages as well as trends in waste diversion to assess the need and time frame for developing
RTS. The feasibility study will also consider various treatment options available to reduce disposal
tonnages to the maximum extend practical (e.g., MWP or anaerobic digestion). Following completion of
this study, the City will identify locations for constructing RTS. RTS should be constructed at a location
suitable for installing a rail spur to provide maximum flexibility with respect to waste transfer options
(e.g., transfer by truck or by rail). Potential sites include Baltimore County’s Western Acceptance Facility
(WAF), which would require a collaborative agreement with Baltimore County. Adding a rail spur at WAF
could be challenging. Other potential sites include the former Pulaski Incinerator property, City-owned
land at Wagners Point, unused areas at Port of Baltimore properties in Dundalk or Locust Point, or unused
areas at Sparrows Point.
Developing RTS would be a capital-intensive project; therefore, it is assumed the facility will be sized to
accept waste from the commercial as well as residential sectors in Baltimore (and potentially surrounding
counties) to help make it economically viable. Following construction of RTS, NWTS and ETS are expected
to function as intra-city transfer stations sending residential waste to RTS for consolidation. RTS will be
sized to handle the city’s combined disposed residential and commercial MSW (estimated to be 282,400
tons of residential MSW and 250,100 tons of commercial MSW, for a total of approximately 530,000
tons/year). Applying a factor of safety of 1.2 gives a design capacity of 640,000 tons per year. Note that
this estimate is conservative; waste disposal is expected to decrease due to waste reduction and diversion
efforts.
Anticipated Land and Permit Requirements
It is estimated that RTS would require at least 20 acres of land next to an existing rail line. The expected
permit requirements and approvals required for development of RTS are summarized below:
• Refuse Disposal Permit: Issued by MDE
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• Erosion and Sediment Control Plan: Reviewed and approved by DPW
• Stormwater Management Plan: Reviewed and approved by DPW
• Building Permit: Issued by DHCD
• NPDES Industrial Discharge Permit: Issued by MDE
Potential Costs
The potential costs for constructing and operating RTS are summarized below:
• CAPEX: Estimated to be $110/ton of annual capacity, which is conservatively estimated at 640,000
tons (120% of the maximum expected annual throughput of 530,000 tons). This equates to a total
CAPEX of $70.5M.
• OPEX: Estimated to be about $58/ton of annual throughput, yielding maximum expected annual
OPEX of $30.7M, including the costs of out-of-city transfer and disposal. OPEX for out-of-city
transfer and disposal were estimated based on current contracts in Maryland for out-of-state
waste disposal as well as estimated rail transfer costs.
• Cost Offsets: Operating costs would be partially offset by eliminating corresponding disposal costs
at WIN Waste or QRL. RTS would also charge a tip fee for commercial waste accepted. Assuming
that RTS would be capable of processing all of the commercial MSW generated in the city
(approximately 250,000 tons per year) and using an estimated tip fee of $81/ton, this could
generate revenues of up to $20.3M annually.
Potential Funding Mechanisms
The potential funding mechanisms for RTS include the following:
• Public: Under the public option, DPW would self-develop and operate RTS, with costs covered by
allocating money from the general fund, establishing an enterprise fund, direct billing, or adding
a line item on property tax bills. However, given the high capital costs, the public option is the
least preferred.
• Private: Private development would see the private sector develop the facility with DPW simply
delivering residential waste as a customer. However, this option does not give the City any control
over pricing or use.
• PPP: The preferred delivery mechanism would be a PPP contract, with the City providing a land
lease and a partially guaranteed waste stream with a third party (likely a private company,
although a state agency such as MES could be involved) serving to construct and operate the
facility. A PPP contract would be particularly attractive for bundled operation of RTS in
conjunction with ETS and/or NWTS.
Potential Benefits
The estimated benefits for RTS include job creation and GHG emissions reductions:
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• Job creation: It is anticipated that RTS would create as many as 42 additional jobs. This value was
calculated by assuming an employment rate of 0.02 people per ton of waste transferred at the
facility each day, with one additional supervisor.
• Although emissions associated with long-haul waste transport are lower than those for load
packer trucks on a per-mile basis, GHG emissions may increase if waste is transferred a long
distance out-of-city. The LWBB report estimates that GHG emissions may increase by as much as
30,000 TCO
2
E per year if residential waste is transferred via RTS rather than being incinerated at
WIN Waste.
Expected Time Frame
It is anticipated that the feasibility study for RTS will take approximately one year to complete. Following
completion of the feasibility study, location selection and land acquisition is likely to take another two
years. Once the site is selected, it is anticipated that it will take 6 years to design and permit RTS, and 4
years to construct RTS and its associated rail spur, for a total of 13 years. Assuming the feasibility study is
performed in 2024, it is anticipated that ETS will be operational beginning in 2037.
Summary
A summary of the plan of action and associated costs and benefits is provided below:
Metric Description
Plan of
Action
• Feasibility study
• Potential locations include WAF, Pulaski Incinerator property, City-
owned land at Wagners Point, unused areas at Port of Baltimore
properties in Dundalk or Locust Point, or unused areas at Sparrows
Point
•
Permitted capacity of 640,000 tons per year
Land and
Permitting
• Land requirements: at least 20 acres with rail access
• Permit requirements:
o Refuse disposal permit (MDE)
o Erosion and sediment control plan (DPW)
o Stormwater management plan (DPW)
o Building permit (DHCD)
o NPDES industrial discharge permit (MDE)
Costs
• CAPEX: $70.5 million
• OPEX: $30.7 million per year
• Cost offsets: $20.3 million per year
Funding
Mechanism
• Public
• Private
• PPP (preferred)
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Metric Description
Benefits
Jobs: 42
GHG: May increase by as much as 30,000 TCO
2
E/year due to long haul
transport costs
Time Frame
Feasibility study: short term (2024-2028).
Site selection: short-term (2024-2028)
Design, permitting, and construction: medium to long-term (2029 – 2037)
5.6 Waste Processing and Recycling System
Given the limitations on existing processing and recycling capacity in the City (as indicated in Section 4.6),
and the desire for the City to improve its diversion and recycling programs (as indicated in Section 5.3),
the City intends to expand its waste processing and recycling capacity during the planning period. Specific
action items for each existing and proposed waste processing and recycling facility are described below.
5.6.1 Camp Small
As discussed in Section 4.6, Camp Small has an opportunity to increase the number of felled trees that are
recovered and processed into lumber and other high-value wood products but is currently limited by lack
of staff, equipment needs, and a lack of visibility. As such, the City intends to increase Camp Small’s wood
waste processing capacity by purchasing several pieces of equipment, hiring additional personnel, and
increasing marketing efforts to promote and sell wood products. These efforts will be led by Camp Small
under DRP in partnership with DPW and the Office of Sustainability.
Plan of Action
To improve the amount of wood that is processed and sold at Camp Small, the City plans to purchase
additional equipment, hire additional personnel, and improve education and outreach as follows:
1. Purchase additional equipment to increase the amount of material that can be accepted and
processed. Specifically, the City intends to purchase the following:
a. Horizontal Grinder: This grinder will allow Camp Small to grind sub-prime woody materials
for composting in partnership with DPW (see Section 5.2.2 and 5.6.3).
b. Pyrolysis Unit: This unit will allow the city to process low-value biomass (wood chips and
grindings) into biochar while also using the thermal energy to heat the expanding facilities
at Camp Small. The biochar will be made available to the City for use in bioretention
efforts, enhancing soils for tree plantings, and urban farming.
c. 55-Inch-Wide Sawmill: This sawmill will increase the maximum size of logs that can be
processed at Camp Small, more than doubling the facility’s lumber production.
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d. Vacuum Kiln: This kiln will allow the City to kiln dry another 18,000 board feet each year,
more than doubling the current production of kiln dried lumber.
e. Wood Shop Equipment: the addition of a large slab-flattener and a wide planer will allow
Camp Small to market and sell a more finished product. Which increases the value of the
material while expanding the user audience.
2. Hire additional staff to improve the efficiency of operations. The City intends to implement a
Workforce Development Program at Camp Small with a six-month paid training course to city
residents facing employment barriers. Camp Small intends to increase permanent staff by hiring
two full time workers from those who have gone through the program.
3. Conduct a marketing campaign to educate and inform residents about Camp Small and wood
recycling. This marketing campaign will likely be conducted primarily through the City’s webpage
and social media accounts but may also include workshops, seminars, and training initiatives.
4. Collaborate with DPW and the Office of Waste Diversion to provide woody material for
composting after the City develops local composting capacity (see Section 5.2.2 and 5.6.3).
Potential Costs
The potential costs for expanding operations at Camp Small are summarized below:
• CAPEX: Estimated to be $1,500,000 for equipment.
• OPEX: Estimated to be $200,000 per year for staff (inclusive of benefits). Marketing costs were
not quantified.
• Cost Offsets: Cost offsets were not quantified, but Camp Small does sell mulch, logs, and finished
wood pieces. By increasing production, there should be additional cost offsets.
Potential Funding Mechanisms
The improvements at Camp Small will be funded through a combination of grants and City funding
(general fund, loans).
Potential Benefits
The plan of action above will enhance Camp Small’s ability to recover and circulate woody materials at
their highest and best use. These improvements will expand Camp Small’s ability to produce lumber as
well as make use of second-tier materials by making and selling biochar, which is particularly beneficial
for tree planting. Biochar can also be added to compost to create a value-added compost product for
Baltimore communities.
Camp Small will also implement a Workforce Development Program with a six-month paid training course
to city residents facing employment barriers. Camp Small intends to increase permanent staff by hiring
from those who have gone through the program.
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Expected Time Frame
The plan of action for Camp Small will be implemented in the short-term (2024-2028).
Summary
Metric Description
Plan of
Action
• Purchase equipment
• Hire additional staff
• Marketing and education campaign
Costs
• CAPEX: $1,500,000
• OPEX: $200,000 per year
• Cost offsets: Not quantified
Funding
Mechanism
Public (grants, general fund, loans)
Benefits
Jobs: 2
Time Frame
Short-term (2024-2028)
5.6.2 Proposed MRF Infrastructure Development
As discussed in Section 4.6, constructing an in-city SSR processing facility is important to reduce
transportation costs and reliance on out-of-city vendors (particularly given the expected expansion in SSR
diversion described in Section 5.3). As such, the City intends to construct (or facilitate construction of) in-
city or regional SSR processing facilities over the planning period. Specifically, the City plans to explore a
decentralized and incremental approach to developing in-city SSR processing capacity, with proposed
construction of small-scale mini-MRFs as SSR diversion expands. In addition, the City will explore regional
MRF development with surrounding jurisdictions.
Plan of Action
Section 4.6 identifies several opportunities for developing in-city SSR processing capacity, including
constructing a large centralized MRF, retrofitting an existing in-city MRF, or constructing a system of small-
scale “mini-MRFs.” The first step in the plan of action will be to conduct a financial and feasibility study
to determine the preferred option for developing additional processing capacity. Considerations as part
of the feasibility study will include historic and projected diversion rates, space requirements and land
availability, and potential partnerships with other jurisdictions to develop regional processing capacity.
Following completion of the feasibility study, the City will move forward with the desired option.
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Anticipated Land and Permit Requirements
Development of any new processing capacity will require land. A large centralized MRF is likely to require
significantly more land than a mini-MRF and would thus likely have to be pursued as a regional partnership
outside of the City. It is estimated that each mini-MRF would require a minimum of a half-acre lot, but
larger lots would be preferred to provide more flexibility. Permitting requirements for construction of
either a centralized MRF or a mini-MRF are listed below:
• Refuse Disposal Permit: Issued by MDE
• Erosion and Sediment Control Plan: Reviewed and approved by DPW
• Stormwater Management Plan: Reviewed and approved by DPW
• Building Permit: Issued by DHCD
• NPDES Industrial Discharge Permit: Issued by MDE
Potential Costs
The potential costs for this option were not quantified. Cost estimates will be included in the financial
and feasibility study.
Potential Funding Mechanisms
Several workable contract mechanisms exist for developing SSR processing capacity, including DPW
constructing, owning, and operating MRFs, DPW contracting out MRF development to a private third
party, or a PPP contract where DPW provides a property lease and guaranteed SSR feedstock with a
private third party constructing and operating the facilities. Contract mechanisms involving the private
sector are preferred.
Potential Benefits
The estimated benefits for developing SSR processing capacity include job creation and GHG emissions
reductions:
• Job creation: It is anticipated that each mini-MRF would employ ten full time employees and one
supervisor. A large, centralized MRF would likely employ more workers.
• GHG emissions reductions for diverting and recycling additional SSR are discussed in Section 5.3.
Expected Time Frame
The feasibility study will take one year starting in 2024. Land acquisition is expected to take at least one
year following the feasibility study. Design, permitting, and construction are expected to take three to
four years. As such, no new MRF is likely to be operational until 2029.
Summary
A summary of the plan of action and associated costs and benefits is provided below:
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Metric Description
Plan of
Action
• Financial and feasibility study
• Implementation of chosen option based on feasibility study
Land and
Permitting
• Land requirements: at least ½ acre
• Permit requirements:
o Erosion and sediment control plan (DPW)
o Stormwater management plan (DPW)
o Building permit (DHCD)
o NPDES industrial discharge permit (MDE)
Costs
Not quantified
Funding
Mechanism
• Public
• Private
•
PPP (preferred)
Benefits
Jobs: 10 per facility (mini-MRF), more for centralized MRF
GHG: Described in Section 5.3
Time Frame
Medium-term (2029-2033)
5.6.3 Proposed Composting Facilities
As discussed in Sections 5.2, 5.3, and 5.4, constructing in-city organics processing capacity is critical to the
City’s plans to meet a minimum 35% MRA recycling rate, improve organics diversion from both the
residential and private sectors, and improve yard waste collection. As such, the City intends to construct
(or facilitate construction of) in-city organics processing capacity over the planning period. Specifically,
the City will take a decentralized and incremental approach to developing organics processing capacity,
in which several, small-scale composting facilities would be constructed on an as-needed basis.
Plan of Action
Although many processing methods could be combined to manage the volume of diverted residential
organics expected over the planning period (see Section 5.3), a phased-in decentralized approach was
ultimately identified as the best approach to organics management in the City. In this approach, 20,000
ton/year composting facilities would be developed sequentially to meet expected demand from the
residential SSO collection program described in Section 5.3. It is assumed that this annual throughput
capacity of 20,000 tons using a 1:1 carbon to nitrogen recipe, which may be supplied from Camp Small by
Baltimore City Department of Recreation and Parks. It is further assumed these composting facilities
would operate as covered aerated static piles (CASPs), the dominant technology used for organics
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processing in the U.S.; however, other composting or anaerobic digestion (AD) technologies may be
employed if at comparable performance and costs. As such, use of the term “composting facility” in this
section is for simplicity only.
Anticipated Land and Permit Requirements
It is anticipated that each composting facility would require a minimum of four acres , but larger lots would
be preferred to provide more flexibility and scope for expansion. Permitting requirements for each
composting facility are listed below:
• Compost Facility Permit: Issued by MDE
• Erosion and Sediment Control Plan: Reviewed and approved by DPW
• Stormwater Management Plan: Reviewed and approved by DPW
• Building Permit: Issued DHCD
• NPDES Industrial Discharge Permit: Issued by MDE
Potential Costs
The potential costs for constructing and operating each composting facility (from LWBB) are summarized
below:
• CAPEX: Estimated to be $174/ton of annual capacity, which is assumed to be 20,000 tons
(including 14,000 tons of SSO and 6,000 tons of bulking material). This equates to a total CAPEX
of approximately $3.5M per facility.
• OPEX: Estimated to be about $64/ton of annual throughput, yielding maximum expected annual
OPEX of $1.3M, including the costs of labor, benefits, repair and maintenance, and disposal of
residuals).
• Cost Offsets: Operating costs would likely be partially offset through the sale of compost.
Assuming that high quality compost could be sold for $35/cubic yard, it is anticipated that each
facility could generate annual revenue of approximately $580K.
Potential Funding Mechanisms
The potential funding mechanisms for each composting facility include the following:
• Public: Under the public option, DPW would self-develop and operate each composting facility,
with costs covered by grants, allocating money from the general fund, establishing an enterprise
fund, direct billing, or adding a line item on property tax bills.
• Private: Private development would see the private sector develop the facility with DPW simply
delivering residential SSO as a customer. However, this option does not give the City any control
over pricing or use.
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• PPP: The preferred delivery mechanism would be a PPP contract, with the City providing a land
lease and a partially guaranteed waste stream with a third party (likely a private company,
although a state agency such as MES could be involved) serving to construct and operate the
facility.
Potential Benefits
The estimated benefits for constructing composting facilities include job creation and GHG emissions
reductions:
• Job creation: It is anticipated that each composting facility would employ eight full time
employees and one supervisor.
• GHG emissions reductions for diverting and composting SSO are discussed in Section 5.3.
Expected Time Frame
Once funding and land have been acquired, it is anticipated that it will take two years to design and permit
each composting facility plus an additional one year for construction. Assuming land and funding are
acquired in 2024, it is estimated that design and permitting of the first composting facility will begin in
2025, such that the first facility will be operational in 2028. Additional facilities will be constructed as
needed (i.e., when the amount of material collected via the SSO collection program described in Section
5.3 is expected to exceed the existing facility capacity).
Summary
A summary of the plan of action and associated costs and benefits is provided below:
SUMMARY OF WASTE PROCESSING PLAN
Plan of Action
• Phased, decentralized approach
• Each facility is expected to have a permitted capacity of 20,000 tons
per year (including 6,000 tons of bulking material)
Land and
Permitting
• Land requirements: at least four acres
• Permit requirements:
o Compost Facility Permit (MDE)
o Erosion and sediment control plan (DPW)
o Stormwater management plan (DPW)
o Building permit (DHCD)
o NPDES industrial discharge permit (MDE)
Costs
• CAPEX: $3.5 million per facility
• OPEX: $1.3 million per facility
•
Cost offsets: $580,000 per year
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ME2268/Baltimore Solid Waste Management Plan 198 May 2023
SUMMARY OF WASTE PROCESSING PLAN
Funding
Mechanism
• Public
• Private
• PPP (preferred)
Benefits
Jobs: 9 per facility
GHG: Described in Section 5.3
Time Frame
Design, permitting, and construction of first facility complete by 2028
5.7 Waste Disposal System
As indicated in Sections 5.3 and 5.6, the City intends to improve waste diversion and transfer capacity to
relieve the disposal pressure on the existing disposal facilities in the City (specifically QRL and WIN Waste).
As such, the City does not intend to expand its existing waste disposal system.
5.7.1 Quarantine Road Landfill
The City operates QRL for disposal of MSW, small hauler debris, sewage sludge, and incinerator ash from
WIN Waste. As indicated in Section 4.7, the landfill’s remaining permitted capacity will be consumed in
2028. However, a lateral expansion of QRL onto the adjacent Millennium Landfill is currently planned (with
submission of the Phase III permit application report to MDE occurring in October 2022) that would extend
the facility’s service life through 2035.
Plan of Action
The City plans to take the following actions over the planning period to improve operation of QRL:
1. Permit and construct lateral expansion onto Millennium Landfill: The lateral expansion of QRL is
expected to extend the facility’s service life from 2028 through 2035. As such, permitting and
constructing this expansion is critical to the continued operation of QRL over the planning period.
2. Install scale house improvements: To improve traffic flow, reduce lines, improve enforcement,
and reduce instances where customers do not pay, the City intends to install new software and
an enhanced payment and accounting system.
3. Improve identification of unacceptable waste: The City intends to train cashiers to identify
unacceptable waste through both visual inspections and cameras. Additionally, the City intends
to install radiation sensors at the scale house to help identify radiation emitting waste.
4. Replace aging equipment: The City intends to replace aging equipment to provide additional
storage and hauling capacity and reduce lines and complaints at the residential drop-off center.
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ME2268/Baltimore Solid Waste Management Plan 199 May 2023
5. Work to improve pay, benefits, and retention of workers: To improve staff retention, DPW will
advocate for improved pay and benefits for QRL workers (particularly CDL drivers and operators)
by performing the following activities:
a. Work with the Department of Human Resources to complete a class and compensation
study to improve pay and benefits.
b. Implement a retention and hiring bonus policy for CDL drivers.
c. Hold monthly hiring fairs where CDL positions are prioritized.
d. Expand the CDL training program to allow for external candidates to participate in the
program.
6. Work with local utility to reduce power outages at the site: The City intends to work with the local
utility provider to improve power supply to the facility and reduce power outages.
7. Increase diversion away from the landfill: Diverting materials from disposal at QRL will help to
extend the estimated service life of the facility and reduce GHG emissions (particularly if organic
waste is diverted from disposal). Specific diversion action items are described in Section 5.3.
8. Expand the landfill gas wellfield to more efficiently capture landfill gas, prevent off-gassing, and
comply with new Maryland methane regulations published by MDE in December 2022.
9. Assess and determine a long-term disposal plan for the city.
Anticipated Land and Permit Requirements
Construction of the lateral expansion of QRL onto the Millennium Landfill will increase the facility’s
footprint area to 128 acres and will require the diversion of Quarantine Road and all utilities that run along
the road right-of-way (including a water main, gas lines, and underground and overhead electrical lines).
The expected permit requirements and approvals required for the lateral expansion of QRL are
summarized below:
• Refuse Disposal Permit: Issued by MDE, major modification of existing permit
• Erosion and Sediment Control Plan: Reviewed and approved by DPW
• Stormwater Management Plan: Reviewed and approved by DPW
• Building Permit: Issued by DHCD
• NPDES Permit: Issued by MDE
Potential Costs
The estimated costs for the lateral expansion and improvement of QRL are summarized below:
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• CAPEX: Estimated to be $99.5M for design and permitting, relocation of stockpiles at Millennium
Landfill, relocation of Quarantine Road, facility improvements, and construction of the new
landfill cells.
• OPEX: OPEX is not expected to change significantly.
Potential Funding Mechanisms
The improvement and expansion of QRL will be funded by the City through grants (particularly for small-
scale improvements, such as scale house improvements, equipment purchase, etc.) and from the general
fund (for large-scale improvements, like the lateral expansion of QRL).
Potential Benefits
The estimated benefits associated with improving and expanding QRL include the following:
• Extension of service life: the proposed expansion is expected to extend the service life of QRL
from 2028 through 2035.
• Improved payment: Scale house improvements are expected to result in improved payment (and
less customers avoiding paying).
• Reduced unacceptable waste: Scale house improvements and improved identification of
unacceptable wastes are expected to result in less unacceptable waste being dumped at the
facility.
• Improved operation: Improving the scale house, improving pay for workers, improving electrical
service, and procuring additional equipment are expected to result in smoother operation of QRL.
Expected Time Frame
It is anticipated that design and permitting of the lateral expansion will be completed in 2024, with
construction of the first disposal cell expected by 2026. Other improvements will be phased in over the
planning period (between 2024 and 2033).
Summary
A summary of the plan of action and associated costs and benefits is provided below:
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ME2268/Baltimore Solid Waste Management Plan 201 May 2023
SUMMARY OF WASTE DISPOSAL PLAN
Metric Description
Plan of Action
1. Permit and construct lateral expansion onto Millennium Landfill
2. Install scale house improvements
3. Improve identification of unacceptable waste
4. Replace aging equipment
5. Improve pay and benefits for workers
6. Work with local utility to reduce power outages at the site
7. Increase diversion away from the landfill
8. Expand landfill gas wellfield
9. Assess and determine a long-term disposal plan for the city
Land and
Permitting
• The expanded facility will be 128 acres
• Permit requirements:
o Refuse disposal permit (MDE)
o Erosion and sediment control plan (DPW)
o Stormwater management plan (DPW)
o Building permit (DHCD)
o
NPDES industrial discharge permit (MDE)
Costs
• CAPEX: $99.5 million
• OPEX: Not expected to change
Funding
Mechanism
• Public: grants (small-scale improvements) and general fund
(expansion of QRL)
Benefits
• Extension of service life
• Improved payment
• Reduced incidence of unacceptable waste
• Improved operation
Time Frame
Design, permitting, and construction of first cell of expansion by 2026.
Other improvements phased in from 2024 through 2033.
5.7.2 WIN Waste
The City’s current contract with WIN Waste expires in 2031. Baltimore has adopted plans committed to
maximizing waste reduction and diversion to achieve zero-waste goals and Mayor Scott has included
decommissioning the use of waste incineration in the next decade as goal 1.1 of the Mayor’s Action Plan.
DPW is committed to expanding options for waste diversion over the course of the planning period. With
this investment in recycling and reuse programs, the use of the WIN Waste facility for residential municipal
waste processing is expected to decline over the course of the planning period. However, a large portion
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ME2268/Baltimore Solid Waste Management Plan 202 May 2023
of waste disposed of at WIN Waste is generated in the private sector or outside the city. Until there is
universal, coordinated adoption of waste diversion practices across public and private sectors, it is likely
that the facility will continue to operate at or near its current throughput.
10-Year Solid Waste Management Plan Appendix A –City Council Resolution
City of Baltimore
ME2268/Baltimore SWMP
May 2023
Appendix A –City Council Resolution
10-Year Solid Waste Management Plan Appendix A –City Council Resolution
City of Baltimore
ME2268/Baltimore SWMP
A.1 May 2023
Appendix A Placeholder Text
10-Year Solid Waste Management Plan Appendix B – MDE Approval Letter
City of Baltimore
ME2268/Baltimore SWMP
May 2023
Appendix B – MDE Approval Letter
10-Year Solid Waste Management Plan Appendix B – MDE Approval Letter
City of Baltimore
ME2268/Baltimore SWMP B.1 May 2023
Appendix B Placeholder Text
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix C - Zoning Regulations
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.1 May 2023
Baltimore City Code as of 4/12/2022 referenced herein.
Baltimore City Code, Article 32, Table 11-301
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.2 May 2023
Baltimore City Code, Article 32, Table 11-301 (continued)
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.3 May 2023
Baltimore City Code, Article 32, Table 11-301 (continued)
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.4 May 2023
Baltimore City Code, Article 32, Table 11-301 (continued)
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.5 May 2023
Baltimore City Code, Article 32, Table 11-401
10-Year Solid Waste Management Plan Appendix C - Zoning Regulations
City of Baltimore
ME2268/Baltimore SWMP C.6 May 2023
Baltimore City Code, Article 32, Table 11-401 (notes)
10-Year Solid Waste Management Plan Appendix D – Solid Waste & Recycling Vendors
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix D - Solid Waste & Recycling Vendors
10-Year Solid Waste Management Plan Appendix D – Solid Waste & Recycling Vendors
City of Baltimore
ME2268/Baltimore SWMP D.1 May 2023
BSW Division
Contractor
Service Description
Street
Sweeping
and Roll-off
eRevival
Electronics recycling
Auston Contracting
Scrap tires, appliance, and scrap metal recycling
Wheelabrator
Trash incinerator
Clean Harbors
Household hazardous waste recycling
Maryland
Environmental Services
Freon (from refrigerators) and motor oil recycling
Goode Company
1
Scrap metal recycling
Compost Crew
2
Food waste collection and composting
Marine
Operations
Waterfront Partnership
of Baltimore
Waterwheel Services
Downtown Partnership
of Baltimore
Cleaning Services in the Central/Downtown District
DemoUsa
Cleaning shorelines around the Middle Branch waterways
Ecube Labs
Solar trash compacting stations and companion recycling
stations.
Oyster Recovery
Partnership
Oyster shell recycling
Property
Management
P2 Cleaning
Vacant property cleaning and cutting high grass and weeds
Living Classrooms
Vacant property cleaning and maintenance
Routine
Services
SPEC Personnel
Curbside collection of mixed refuse and recycling
The Lazarus Rite
Curbside collection of mixed refuse and recycling
Spindler Refuse, Inc
Mixed refuse collection
Waste Management
Recycle America
Disposal and sorting of single stream recycling collections
World Recycling
Disposal and sorting of single stream recycling collections.
The Goode Companies,
Inc.
Mixed refuse collection
Synagro Water
Technologies
Conversion of wastewater sludge biosolids to granular
fertilizer
Valley Pets
Dead animal transportation and disposal at Greenlawn
Cemetery
Notes: 1. This is a City-wide contract
2. This contract is held by the Department of Planning
10-Year Solid Waste Management Plan Appendix E – School Recycling Programs
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix E - School Recycling Programs
10-Year Solid Waste Management Plan Appendix E – School Recycling Programs
City of Baltimore
ME2268/Baltimore SWMP E.1 May 2023
School
Address
Dr. Nathan A. Pitts-Ashburton Elementary/Middle School
3935 Hilton Road, 21215
Edgewood Elementary
1900 Edgewood Street, 21216
FOREST PARK SENIOR HIGH SCHOOL
3701 Eldorado Avenue, 21207
Hampden EMS
3608 Chestnut Avenue, 21211
The Tunbridge School
5504 York Road, 21212
City Schools Headquarters
200 E. North Avenue, 21202
Frederick Douglass HS
2301 Gwynns Falls Parkway, 21217
Medfield Heights Elementary School
4300 Buchanan Ave, 21211
Beechfield Ems
301 S Beechfield Avenue, 21229
Billie Holiday Elementary School
2400 W Mosher Street, 21216
Booker T. Washington Middle School School For the Arts
1301 McCulloh Street, 21217
Francis Scott Key
1425 E Fort Avenue, 21230
Green Street Academy
125 N Hilton Street, 21229
Lakeland Elem/Middle
2921 Stranden Road, 21230
Mary Ann Winterling ES
220 N Bentalou Street, 21223
North Bend Elementary Middle School
181 North Bend Road, 21229
Renaissance Academy
1301 McCulloh Street, 21217
Rosemont EMS
2777 Presstman Street, 21216
Steuart Hill
30 S Gilmor Street, 21223
The Empowerment Academy
851 Braddish Avenue, 21216
Thomas Johnson EMS
100 E Heath Street, 21230
George Washington Elementary School
800 Scott Street, 21230
Harlem Park Elementary Middle School
1401 W Lafayette Avenue, 21217
Govans Elementary School
5801 York Road, 21212
Lois T. Murray Elementary/Middle School
820 E. 43rd Street, 21212
Harford Heights Elementary
1919 N. Broadway St., 21213
The REACH! Partnership High School
2555 Harford Road, 21218
Sharp Leadenhall
1919 N. Broadway Street, 21213
Augusta Fells Savage
1500 Harlem Avenue, 21217
Leith Walk EMS
5915 Glennor Road, 21239
Walter P. Carter Elementary/Middle School
820 E 43rd Street, 21212
City Neighbors High School
5609 Sefton Avenue, 21214
10-Year Solid Waste Management Plan Appendix E – School Recycling Programs
City of Baltimore
ME2268/Baltimore SWMP E.2 May 2023
School
Address
Furley Elementary
5001 Sinclair Lane, 21206
Gardenville Elementary
5300 Belair Road, 21206
Hazelwood Elem/Middle School
4517 Hazelwood Avenue, 21206
Reginald F. Lewis High School
6401 Pioneer Drive, 21214
The Belair-Edison School
3536 Brehms Lane, 21213
Abbottston Elementary School
1300 Gorsuch Avenue, 21218
Armistead Gardens
5001 E Eager Street, 21205
Baltimore Design School
1500 Barclay Street, 21202
Cecil Elementary
2000 Cecil Avenue, 21218
City Springs Elementary/Middle
100 S Caroline Street, 21231
Claremont
5301 Erdman Avenue, 21205
Lakewood Elementary School
2625 Federal Street, 21213
Stadium
1400 Exeter Hall Avenue, 21218
Tench Tilghman Elementary and Middle School
600 N Patterson Park Avenue, 21205
Vanguard Collegiate Middle School
5000 Truesdale Avenue, 21206
Wolfe Street Academy
245 S Wolfe Street, 21231
Baltimore Lab School (Private School)
2220 St Paul St, 21218
Fort Worthington Elementary/Middle School
2710 E Hoffman Street, 21213
Robert W. Coleman Elementary School
2400 Windsor Avenue, 21216
Baltimore City College
3220 The Alameda, 21218
John Ruhrah
701 Rappolla Street, 21224
Western High School
4600 Falls Road, 21209
Graceland/O'Donnell Heights Elementary Middle
6300 O'Donnell Street, 21224
Arundel Elementary School
2400 Round Road, 21225
ACCE
1300 W 36th Street, 21211
Frederick Elementary School
2501 Frederick Avenue, 21223
Dr. Bernard Harris Sr. Elementary
1400 N Caroline Street, 21213
Moravia Park Elementary
6001 Frankford Avenue, 21206
William S. Baer School
2001 N Warwick Avenue, 21216
Katherine Johnson Global Academy
1101 Braddish Avenue, 21216
Bay Brook Elementary Middle School
4301 10th Street, 21225
The Green School of Baltimore
2851 Kentucky Avenue, 21213
10-Year Solid Waste Management Plan Appendix E – School Recycling Programs
City of Baltimore
ME2268/Baltimore SWMP E.3 May 2023
School
Address
Gwynns Falls Elementary School
2700 Gwynns Falls Parkway, 21216
Holabird Academy
1500 Imla Street, 21224
Wildwood Elementary Middle School
621 Wildwood Parkway, 21229
Roland Park Elementary Middle
5207 Roland Avenue, 21210
Windsor Hills Elementary/Middle School
4001 Alto Road, 21216
Commodore John Rodgers K-8 school
100 N. Chester Street, 21231
Southwest Baltimore Charter School
1300 Herkimer Street, 21223
Federal Hill Preparatory
1040 William Street, 21230
Dickey Hill Elementary Middle School
5025 Dickey Hill Road, 21207
Hilton Elementary School
3301 Carlisle Avenue, 21216
Hampstead Hills Elem / Mid
500 S Linwood Avenue, 21224
Digital Harbor High School
1100 Covington Street, 21230
Woodhome Elementary/Middle School
7300 Moyer Avenue, 21234
Fallstaff Elementary Middle School
3801 Fallstaff Road, 21215
Paul Laurence Dunbar
1400 Orleans Street, 21231
James McHenry Elementary Middle School
31 S Schroeder Street, 21223
Callaway Elementary School
3701 Fernhill Avenue, 21215
Midtown Academy
1398 W Mount Royal Avenue, 21217
City Neighbors Charter School
4301 Raspe Avenue, 21206
Baltimore Montessori Public Charter School
1600 Guilford Avenue, 21202
Creative City Public Charter School
2810 Shirley Avenue, 21215
Baltimore International Academy West
4300 Sidehill Road, 21229
Patterson Park Public Charter School
27 N Lakewood Avenue, 21224
Waverly EMS School
3400 Ellerslie Avenue, 21218
Elmer A Henderson: A Johns Hopkins Partnership School
2100 Ashland Avenue, 21205
Highlandtown Elementary/Middle School
6820 Fait Avenue Baltimore, 21244
Baltimore Collegiate School for Boys
2525 Kirk Avenue, 21218
William Paca Elementary
200 N Lakewood Avenue, 21224
Mary E. Rodman
3510 W. Mulberry Street, 21229
Arlington Elementary
3705 W Rogers Ave, 21215
Garrett Heights Elementary Middle School
2800 Ailsa Avenue, 21214
Thomas Jefferson Elementary/Middle School
605 Dryden Drive, 21229
10-Year Solid Waste Management Plan Appendix E – School Recycling Programs
City of Baltimore
ME2268/Baltimore SWMP E.4 May 2023
School
Address
Yorkwood Elementary School
5931 Yorkwood Road, 21239
The Mount Washington School
1801 Sulgrave Avenue, 21209
10-Year Solid Waste Management Plan Appendix F1 – Apartment Building and
City of Baltimore Condominium Recycling Plan
ME2268/Baltimore SWMP May 2023
Appendix F1 - Apartment Building and Condominium Recycling Plan
10-Year Solid Waste Management Plan Appendix F1 – Apartment Building and
City of Baltimore Condominium Recycling Plan
ME2268/Baltimore SWMP F1.1 May 2023
1. Program Description
In accordance with Section 9-1711 of the Environment Article within the Annotated Code of Maryland,
the City of Baltimore created the Apartment Building and Condominium Recycling (ABCR) Program which
requires all property owners or managers of apartment buildings and council of unit owners of a
condominium that contain 10 or more dwelling units (property owners or managers) to provide recycling
collection and removal. In addition, the ABCR Program requires property owners or managers to provide
annual recycling tonnage reports to the Department of Public Works, Office of Waste Diversion.
2. Eligible Apartment Buildings And Condominiums
There are 1,104 apartment buildings and 64 condominiums with 10 or more dwelling units that are eligible
for the ABCR Program. The list of eligible apartment buildings and condominiums are provided in Appendix
F2. Per Section 9-1711 of the Environment Article within the Annotated Code of Maryland, any new
apartment buildings or condominiums that fall under the requirements of this section are required to
implement an ABCR program within three months of commencement of the business.
3. Outreach And Education
Property owners or managers are responsible for notifying their tenants and residents of the ABCR
recycling program. In addition, property owners and managers are responsible for providing all outreach
and education materials to encourage residents and tenants to recycle. Upon request, the Office of Waste
Diversion may also provide recycling literature.
4. Responsibilities
Entities involved in implementing the ABCR Program include:
Mayor and City Council of Baltimore
• Adopt the MDE approved language of the ABCR Program for the 10 Year Solid Waste
Plan/Recycling Management Plan amendments.
Department of Public Works, Bureau of Solid Waste, Office of Waste Diversion
• Notify property owners and managers of ABCR Program requirements;
• Upon request, provide property owners and managers with recycling literature and resources;
• Upon request, assist property owners and managers with their recycling program;
• Provide property owners or managers with an annual Recycling Report; and
• Monitor the progress and performance of the ABCR Program via receipt of the annual Recycling
Report.
Department of Housing and Community Development
10-Year Solid Waste Management Plan Appendix F1 – Apartment Building and
City of Baltimore Condominium Recycling Plan
ME2268/Baltimore SWMP F1.2 May 2023
• Provide the Office of Waste Diversion with a current and up-to-date list of apartments and
condominiums; and
• Notify the Office of Waste Diversion whenever a new apartment or condominium receives a
housing permit.
Owner or Manager of the Apartment Building or Councils of the Unit Owners of Condominiums:
• Implement a recycling program for tenants and residents;
• Notify tenants and residents of ABCR Program requirements;
• Provide recycling outreach and education materials and recycling collection and removal services;
• Ensure recycling containers are clearly labeled and provided in easy-to-access areas adjacent to
each trash collection bin or trash chute;
• Ensure recyclable materials are collected by a recycling hauler and transported to a legal recycling
destination; and
• Submit the Annual Recycling Report to the Office of Waste Diversion with the requested
documentation.
5. Collection And Process Of Materials
It is the responsibility of property owners or managers to determine how the materials will be stored,
collected, and transported to recycling markets, but property owners or managers are still required to
provide the following:
Materials to Recycle
At a minimum, owners or managers must recycle plastic, metal, glass, and paper. Regardless of the hauler,
owners and managers must ensure that the recycling bin does not contain any food waste, plastic bags,
hazardous materials, or any other contaminants.
Collection of Materials
Apartment and condominium owners and managers, except properties that are provided with City
Recycling Collection services, are responsible for providing all containers, labor, and equipment necessary
to fulfill ABCR Program requirements. In addition, containers for recyclable materials must be placed
adjacent to trash containers or trash chutes and must be clearly labeled to indicate the appropriate
materials to be placed inside for recycling. The quantity and size of recycling containers must also be
sufficient for all building residents and tenants to store their recyclables. Condominiums that qualify under
Baltimore City Code, Article 23, are exempt from this requirement.
Material Processing
Property owners or managers must ensure recyclable materials are collected and transported from
apartment and condominium locations to markets or other legal recycling destinations. Residents are also
responsible for placing recyclables in recycling containers prior to their removal on the scheduled pick up
day.
10-Year Solid Waste Management Plan Appendix F1 – Apartment Building and
City of Baltimore Condominium Recycling Plan
ME2268/Baltimore SWMP F1.3 May 2023
6. Annual Recycling Report
Property owners and managers with 101 or more units must prepare and submit an Annual Report for
each facility covering the previous calendar year to the Office of Waste Diversion on or before February
1st of each year. Apartment and condominiums with fewer than 100 units must prepare and begin
submission of annual recycling reports within 60 days from receipt of a written request for reports from
the Office of Waste Diversion.
Annual Reports must be submitted electronically on a form provided by the Office of Waste Diversion and
must include the name of the collection hauler, tonnages of materials collected for recycling and for solid
waste disposal, and a description of the entity’s efforts to educate residents about its recycling program.
If recyclable materials are self- hauled to a recycling facility, then the property owner or manager must
obtain scale house tickets and provide these as documentation of quantity recycled for reporting
requirements. If scale house tickets are not obtainable, receipts or other proof of quantity recycled may
be substituted.
All reports must be signed and certified by an authorized entity, such as the property owner or responsible
agent.
7. Program Implementation
Formal notification of mandatory collection and removal of recyclable materials in apartments and
condominiums were provided via letter in February 2013. In addition, the Recycling Office will notify and
provide new apartment buildings and condominiums with 90-days to comply with ABCR Program
requirements.
8. Program Monitoring
The Baltimore City Bureau of Solid Waste, Recycling Office will monitor the ABCR Program by confirming
program compliance through receipt of the Annual Recycling Report. If the Annual Recycling Report falls
below a 35% recycling rate, then the Office of Waste Diversion may request to meet with the property
owner or manager to discuss methods to improve their recycling program. Failure to submit an Annual
Recycling Report will result in a written letter by the Office of Waste Diversion notifying the property
owner or manager of their violation of the ABCR Program. The property owners or managers shall submit
the Annual Recycling Report within 60 days of notification by the Office of Waste Diversion.
9. Program Enforcement
The Office of Waste Diversion will notify property owners and managers of the implementation
requirements in accordance with Sections 9-1703 and 9-1711 of the Environment Article, Annotated Code
of Maryland. Properties that fail to initiate corrective actions to any identified deficiencies within 60 days
10-Year Solid Waste Management Plan Appendix F1 – Apartment Building and
City of Baltimore Condominium Recycling Plan
ME2268/Baltimore SWMP F1.4 May 2023
of notification by the Office of Waste Diversion will be reported to the Department of Housing and
Community Development.
10-Year Solid Waste Management Plan Appendix F2 – Eligible Apartments and Condos
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix F2 - List of Eligible Apartments and Condominiums
10-Year Solid Waste Management Plan Appendix F2 – Eligible Apartments and Condos
City of Baltimore
ME2268/Baltimore SWMP F2.1 May 2023
Name
Address
10 West Chase Street LLC
10 W Chase St
100 West University Associates
100 W University Pkwy
1111 Light Street LLC
1111 Light St
28 E. Mt. Vernon Place, LLC
28 E Mount Vernon Pl
2905 North Charles Street Limited Liability Company
2905 N Charles St
312 N Paca Street, Inc
312 N Paca St
3401 Ashburton, LLC
3401 Oakfield Ave
3503 N Charles Street, LLC
3503 N Charles St
3623 Seven Mile Lane, LLC
3621 Seven Mile Lane
3716 Elm Avenue, LLC
3716 Elm Ave
4206 Roland, LLC.
4206 Roland Ave
501 St. Paul Street, L.L.C.
501 Saint Paul Pl
520 Park Avenue Business Trust
520 Park Ave
600 Broadway Apartments, LLC
607 S Broadway
901 Associates, LLC
901 W University Pkwy
951 Fell Street Limited Partnership
951 Fell St
Ambassador Apartments L.L.C.
3811 Canterbury Road
Ashburton Apartments, LLC
2742 N Rosedale St
Ashland Park View LLLP.
1705 E Eager St
Baltimore Condo 2-8 LLC
118 N Howard St
Baybridge Lexington, LLC
114 E Lexington St
Belvedere Towers Gardens Associates, LLC
1190 W Northern Pkwy
Blue Ocean Nottingham South LLC
700 Nottingham Road
Bolton MCU, L.P.
1100 Bolton St
Bolton North, Lc
1600 W Mount Royal Ave
Bond St. Associates Mid City Developers Inc.
1601 E Eager St
Bond Street Associates
900 N Caroline St
BWC 125 W Saratoga Street, LLC
125 W Saratoga St
Caral Gardens Associates
400 Colleen Road
Carolina Apartments, LLC
108 W University Pkwy
Cathedral Court, LLC
900 Cathedral St
Center Of More Abundant Life, Inc., The
3915 Callaway Ave
Charles & Blackstone Apartments L.L.C.
3333 N Charles St
10-Year Solid Waste Management Plan Appendix F2 – Eligible Apartments and Condos
City of Baltimore
ME2268/Baltimore SWMP F2.2 May 2023
Name
Address
Christ Church Harbor Apts. Inc
600 Light St
City Arts Limited Partnership
440 E Oliver St
CJM, LLC
4 E 32nd St
Clipper Redevelopment Company, LLC
2010 Clipper Park Road
Consolidated-Fountainview LLC
3612 Fords Lane
Corbet Co., Inc., The
100 W 39th St
Corp Of The Roman Catholic Clergyman
5704 Roland Ave
CPC Retail, LLC
1600 Whetstone Way
Cross Country Apartments, LLC
3301 Clarks Lane
Cross Country Limited Partnership
3114 Parkington Ave
CRP South Charles Op, LLC
1901 S Charles St
CW Properties Limited Partnership
110 W 39th St
De Soto Apartments, LLC
3409 Greenway
Executive Apartments, LLC
7011 Park Heights Ave
Falls Court Apartments, LLC
1130 Fallshill Dr
Fells Point Station, LLC
1621 Bank St
Fordleigh Associates, LLC
3800 Fordleigh Road
Ftp Centerpoint, LP
20 N Howard St
G.S. Housing, Inc.
1651 E Belvedere Ave
Gallageher Mansion, Inc.
431 Notre Dame Lane
General Greene Limited Partnership
1200 Greenmount Ave
Green Acres Apartments LLC
6715 Park Heights Ave
Greenwich Gardens Inc
5100 Greenwich Ave
Gwynn Properties, LLC.
1600 N Hilton St
Hamilton Springs LLC
4808 Hamilton Ave
Harbor Court Associates
550 Light St
Hollins House LLC
1010 W Baltimore St
Homeland Garden Apartments,LLC
221 E Northern Pkwy
Horizon House Apartments Limited Partnership
1101 N Calvert St
Ivymount Associates
2201 Rogene Dr
JCK Investment, LLC
6650 Belair Road
Jenkins Memorial Inc., The
3300 Benson Ave
K And S Management, LLC
2126 Maryland Ave
10-Year Solid Waste Management Plan Appendix F2 – Eligible Apartments and Condos
City of Baltimore
ME2268/Baltimore SWMP F2.3 May 2023
Name
Address
KF Patterson Owner, LLC
101 S Ellwood Ave
Lakewood Apartments
1401 N Lakewood Ave
Lane Knightsbridge, LLC (etal)
5906 Park Heights Ave
Lankford, Charles A
1501 Guilford Ave
Lemko Housing Corp
603 S Ann St
Liberty Grace Development, LLC
3915 Liberty Heights Ave
Loch Raven Venture III, LLC
1557 Waverly Way
Loyola College In Maryland, Inc.
100 W Cold Spring Lane
Loyola College In Maryland, Inc.
14 W Cold Spring Lane
M On Madison, LP
301 W Madison St
Manor West Limited Partnership
3615 Fords Lane
Mayor And City Council (Fee)Redwood Apartments, LLP (LHD)
11 S Eutaw St
Melrose Apts. Inc
100 E Melrose Ave
Memorial Development Partners, LP
301 McMechen St
Moravia Park Community Development Corporation
6000 Moravia Park Dr
Mt. Washington Manor, LLC
2709 Hanson Ave
Mw Bartol, LLC
6111 Berkeley Ave
New Shiloh Baptist Church Incorporated
1901 Elgin Ave
Orchard Mews-Baltimore Limited Partnership
522 Orchard St
Park Crescent Apartments, LLC
6537 Falkirk Road
Penn North Plaza, Inc.
1520 W North Ave
Penn Square Limited Partnership
2614 Pennsylvania Ave
Preston Associates, LLC
218 E Preston St
R & D Nottingham LLC
901 Nottingham Road
Railway Express, LLC.
1501 Saint Paul St
Redwood Square Apartments Limited Partnership
412 W Redwood St
Renaissance Gardens, Inc
4311 Pimlico Road
Renaissance Place LLC
301 W Franklin St 21201
Rosemont Gardens, LLC
2408 Winchester St
Rwn-Colonnade Hotel LLC
4 W University Pkwy
Sage Park Heights, LLC
7211 Park Heights Ave
Sail Cloth Apartment Associates ,LLC
121 S Fremont Ave
Schnader Properties, Inc.
5101 Harford Road
10-Year Solid Waste Management Plan Appendix F2 – Eligible Apartments and Condos
City of Baltimore
ME2268/Baltimore SWMP F2.4 May 2023
Name
Address
Seminole Apartments, LLC
4300 Seminole Ave
Short, Harry C (Tr)Short, Jane M (Tr)
4005 White Ave
St Joachim House, Inc
3310 Benson Ave
St Marys Roland View Towers Inc
3838 Roland Ave
Stanrho, LLC
3901 Clarks Lane
Target City Associates
1630 E Monument St
The Betty Obrecht Ghezzi Trust
4 Upland Road
Tindeco Wharf, LLC
2809 Boston St
Triangle Realty &Construction Co, The
4000 Glengyle Ave
United Presbyterian Ministries Of Md, Inc
524 N Charles St
Venable Apartments Ii, Inc.
1030 E 33rd St
The Waban Corp.
4901 Gunther Ave
Wabash Manor, LLC.
3800 Wabash Ave
Walker Mews Apartments
6225 York Road
Walker Non-Profit Housing Corporation
711 Walker Ave
Wells Crp. Building, LLC
2 E Wells St
West Read, LLC
12 W Read St
Wyman Court Apartments
3522 Beech Ave
Wyman Towers, LLC
3100 Saint Paul St
10-Year Solid Waste Management Plan Appendix G1 – Special Events Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix G1 - Special Events Recycling Plan
10-Year Solid Waste Management Plan Appendix G1 – Special Events Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP G1.1 May 2023
1. Background
Consistent with Environment Article, §9-1712, Annotated Code of Maryland, Baltimore City works with
agencies that issue event permit approvals for special events using public streets, public facilities, or public
parks for their event, serve food or drink, and are expected to have 200 or more persons in attendance,
to stipulate the event organizer to do the following:
• Provide recycling receptacles adjacent to each trash receptacle at the special event.
• Ensure that all recycling receptacles are clearly distinguished from trash receptacles by color or
signage.
• Provide the labor and equipment necessary to facilitate recycling at the special event.
• Ensure material placed in recycling receptacles are collected and delivered for recycling.
• Pay any costs associated with recycling at the special event.
To the extent possible, the event organizer must also consider the collection of food scraps for recycling.
If food scrap collection is provided at the special event, the special events organizer must provide separate
containers for organic and non-organic recyclables.
2. Special Event Sites
All participating public sites in the special events recycling program (SERP) are provided in Appendix G2.
In addition, every block within the city may receive a “block party permit” which makes every block a
potential special event site. Special events held on any local, state, or federally owned streets are also
included the SERP.
Note: Recycling at a State-owned or federally owned site must follow the respective State or Federal
agency’s recycling plan, if available. If no State of federal recycling program is available, then the special
event organizer must set up a recycling program in accordance with the SERP. Recycling at municipally
owned sites must follow any additional regulations established by the City of Baltimore.
3. Materials and Obligations
Special events organizers may use one or more of the following methods to ensure materials are collected
and delivered for recycling:
• Self-hauling the materials to a Baltimore City recycling drop-off location;
• Contracting with a recycling hauler to collect the materials and deliver them for recycling; or
• Receiving prior agreement for the site owner to use an existing recycling collection system
available at the site.
10-Year Solid Waste Management Plan Appendix G1 – Special Events Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP G1.2 May 2023
4. Stakeholders
The following stakeholders will be involved in the SERP:
Bureau Of Solid Waste
Responsible for overseeing the Office of Waste Diversion activities and assuring that all properties that
potentially host events falling under the recycling mandate in §9-1712 are included in the SERP.
Office of Waste Diversion In Cooperation With The Baltimore City Department Of
Transportation, Special Events And Street Vendors Section
Responsible for communicating the requirements of the law to prospective special events organizers and
owners/operators of publicly owned sites in the City of Baltimore. The special event recycling guidelines
can be found in Appendix G3 and the special events applicant checklist can be found in Appendix G4.
Special Events Organizer
Responsible for providing recycling bins and ensuring collection for recycling in accordance with the
requirements in the previous Section 3 beginning on the date that this recycling plan is adopted.
5. Program Monitoring
The Bureau of Solid Waste, Office of Waste Diversion and special events organizers will monitor progress
and performance of the SERP. Recycling at events subject to the SERP will be ensured as follows:
• Special events permit issued for use of City of Baltimore sites will include a statement on the
permit application that recycling is required for events subject to the SERP.
• The application form will require a certification that the special event organizer will provide for
recycling in accordance with the requirement of the SERP.
• Special events permit issued by the City of Baltimore will include provisions for compliance with
the SERP.
• A fact sheet or other informational document outlining the requirements of the SERP will be
distributed with each special event permit issued the City of Baltimore.
• The special event organizer is responsible for monitoring the implementation of recycling at the
special event.
• Special event organizers must oversee placement of labeling of recycling receptacles and
collection and recycling of recyclables.
• Performance of any recycling contractor engaged for compliance with the SERP must be
monitored by the special events organizer.
• The special event organizer must promptly act to correct any deficiencies in the contractor’s
performance.
10-Year Solid Waste Management Plan Appendix G1 – Special Events Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP G1.3 May 2023
6. Program Enforcement
The Baltimore City Office of Waste Diversion will review submitted Special Events Recycling Plans to
ensure recycling containers are provided adjacent to every trash can. Event organizers that do not provide
a recycling plan that meets the provided requirements will not be able to receive a special event permit.
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix G2 - Special Event Location List
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.1 May 2023
City Owned Special Event Location List
Zip Code 21201
Facility Name
Property Address
Zip Code
Pearlstone Park
1001 N. Howard Street
21201
McKeldin Square
101 E. Pratt Street
21201
Howard and Center Park
310 W. Centre Street
21201
Saint Mary's Park
606 N. Paca Street
21201
Mt. Vernon Square Park
699 Washington Place
21201
Little Lithuania Park
836 Hollins Street
21201
B&O Slope Park
Intersection of Mt. Royal Avenue and Dolphin
Street
21201
Zip Code 21202
Facility Name
Property Address
Zip Code
Ambrose Kennedy Park
1002 Harford Avenue
21202
Fayette and I-83 Park
101 N. Frederick Street
21202
Robert C. Marshall Recreation
Center
1201 Pennsylvania Ave 21202
McKim Park
1251 E. Fayette Street
21202
Rash Field
300 Key Highway
21202
Pratt Street Pavilion
399 E Pratt Street
21202
Henry H. Garnet Park
415 W Lafayette Avenue
21202
Holocaust Memorial Park
50 Market Place
21202
Shot Tower
701 E. Fayette Street
21202
Walter P Carter Recreation Center 820 E. 43rd St 21202
Johnston Square Park
Intersection of E. Biddle Street and Homewood
Avenue
21202
Zip Code 21205
Facility Name
Property Address
Zip Code
Madison Square Park
1050 N. Caroline Street
21205
Druid Hill Park 2700 Madison Avenue 21205
Bocek Park
3000 E. Madison
21205
Carroll F. Cook Community Center 5061 E. Eager Street 21205
Chick Webb Recreation Center
623 Eden Street
21205
Eden and Eager Park 911 N. Eden Street 21205
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.2 May 2023
Zip Code 21206
Facility Name
Property Address
Zip Code
Gardenville Recreation Center
4517 Hazelwood Ave
21206
Herring Run Recreation Center
5001 Sinclair Lane
21206
Silverbell Park
5100 Silverbell Road
21206
Barbara and Parkwood Park
5101 Mayview Avenue
21206
Radecke Park
5602 Radecke Avenue
21206
Burdick Park 6300 Walther Avenue 21206
Bucknell and Moores Park
Intersection of Bucknell Road and Moores Run
Drive
21206
Moore's Run Park
Intersection of Cedgate Road and Cedonia
Avenue
21206
Zip Code 21207
Facility Name
Property Address
Zip Code
The Rawlings-Fulton Club House 2900 Hillsdale Road 21207
Zip Code 21209
Facility Name
Property Address
Zip Code
Asbury Park
1317 Asbury Road
21209
Woodberry Woods
Greenshire Road and Edgehurst Road
21209
Western Run Park Western Run Drive and Bonnie View Drive 21209
Zip Code 21210
Facility Name
Property Address
Zip Code
Stoney Run Park
Linkwood Road and W. Cold Spring Lane
21210
Zip Code 21211
Facility Name
Property Address
Zip Code
Hoes Heights Park 1040 W 43rd Street
21211
Roosevelt Park 1201 W. 36th Street
21211
Roosevelt Recreation Center
1221 W. 36th St
21211
Medfield Recreation Center 1501 Woodheights Ave
21211
Woodberry Park 2200 Druide Park Drive
21211
Elm Park 3416 Elm Avenue
21211
Jones Falls Trail
3900 Clipper Road
21211
Pleasant Place Park 3901 Pleasant Place
21211
Buena Vista Park 4001 Buena Vista Avenue
21211
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.3 May 2023
Hooper and Rockrose Park
Intersection of Clipper Road and Rockrose
Avenue
21211
Zip Code 21212
Facility Name
Property Address
Zip Code
Alhambra Park 5201 Alhambra Avenue
21212
Govans Multipurpose Center 5225 York Road
21212
Dewees Park 5501 Ivanhoe Avenue
21212
Dewees Recreation Center 5501 Ivanhoe Avenue
21212
Willow Avenue Play Lot 603 Willow Avenue
21212
Kimberleigh Wilson Play Lot
Intersection of Kimberleigh Road and
Richwood Avenue
21212
Evesham Park
Intersection of Marjorie Lane and Reverdy Road
21212
Zip Code 21213
Facility Name
Property Address
Zip Code
Oliver Park
1300 E. Federal Street
21213
Caroline and Hoffman Park
1351 N. Eden Street
21213
Madison Square Recreation Center 1400 E. Biddle St 21213
Collington Square Recreation Center
1409 Collington Ave
21213
Oliver Recreation Center 1600 N. Spring St 21213
Lafayette and Aiken Park
1800 Aiken Street
21213
Rita Church Community at Clifton
Park
2101 St. lo Drive 21213
Collington Square Park
2131 E. Hoffman Street
21213
Fort Worthington Recreation Center 2710 E. Hoffman Street 21213
Elmley Avenue Park
3347 Cliftmont Avenue
21213
Bonview Park 3831 Bonview Avenue 21213
Herring Run Park
Insection of Belair Road and Parkside Drive
21213
Lower Herring Run Park
Intersection of Brehms Lane and Parkside Drive
21213
Luzerne Avenue Park
On Luzerne Avenue in between E. Biddle Street
and E. Chase Street
21213
Zip Code 21214
Facility Name
Property Address
Zip Code
Harford Senior Center 4920 Harford Road 21214
Perring Parkway Pioneer Drive
Pioneer Drive and Crozier Drive
21214
Zip Code 21215
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.4 May 2023
Facility Name
Property Address
Zip Code
Edgecombe Park 2601 Edgecombe Circle North
21215
Irvin Luckman Park 2809 Glen Avenue
21215
Hyde Park 3214 Wylie Avenue
21215
Garrett Park 3560 3rd Street
21215
Pall Mall and Shirley
3902 Pall Mall Road
21215
Shirley Avenue Park 4001 Reisterstown Road
21215
Penhurst Park 4004 Penhurst Avenue
21215
Towanda Park 4126 Towanda Avenue
21215
Classen and Park Heights Park 4307 Reisterstown Road
21215
James D. Gross Recreation Center 4600 Lanier Ave
21215
Jack Paulsen Park 4700 Reisterstown Road
21215
C.C. Jackson
4910 Park Heights Ave
21215
C.C. Jackson Rec Wing 4910 Park Heights Avenue
21215
Garrison and Denmore Park 4910 Park Heights Avenue
21215
Powder Mill Park 5001 W Northern Parkway
21215
Winner Avenue Park 5400 Winner Avenue
21215
Cotwood Place Traffic Island Intersection of Cotwood Place and Hilldale Place
21215
Greenspring Avenue Park
Intersection of Druid Park Avenue and
Greenspring Avenue
21215
Queensbury Park
Intersection of Spaulding Avenue and
Queensberry Avenue
21215
Cottage Avenue Park
Park Heights Avenue between Violet Avenue and
Springhill Avenue
21215
Keyworth Avenue Park Rear of 2610 Keyworth Avenue
21215
Zip Code 21216
Facility Name
Property Address
Zip Code
Easterwood Park 1522 N. Bentalou Street
21216
Wilbur H. Waters Park 1600 N. Dukeland Street
21216
Hanlon Park 2731 N. Longwood Street
21216
Alexander Odum Park
3111 Presstman Street
21216
Cahill Performing Arts Center 4001 Clifton Ave
21216
Helen Mackall Park 600 Braddish Avenue
21216
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.5 May 2023
Rosemont Park 840 N. Franklintown Road
21216
Elgin Park
Gwynns Falls Parkway between N. Dukeland
Street and Poplar Grove Street
21216
Windsor Hills Park
Intersection of Duvall Avenue and Lawina Road
21216
Franklintown Park
Intersection of N. Franklintown Road and N.
Rosedale Street
21216
Windsor Mill Park
Intersection of Windsor Mill Road and Lyndhurst
Avenue
21216
Zip Code 21217
Facility Name
Property Address
Zip Code
Harlem Inner Block Park 103
1120 Harlem Avenue
21217
Mount Royal Recreation Center
120 W. Mosher St
21217
Robert C. Marshall Park
1201 Pennsylvania Ave
21217
Harlem Inner Block Park 102
1201 W. Lanvale Street
21217
Harlem Inner Block Park 113
1211 Harlem Avenue
21217
Harlem Inner Block Park 90
1215 W. Lafayette Avenue
21217
Harlem Inner Block Park 101
1300 Harlem Avenue
21217
Lillian Jones Recreation Center
1310 N. Stricker St
21217
Rutter's Mill Park
1402 Rutter Street
21217
Harlem Inner Block Park 87 1511 W. Lafayette Avenue 21217
Shake and Bake Family Fun Center
1601 Pennsylvania Avenue
21217
F. Scott Fitzgerald Park 1627 Bolton Street 21217
Cumberland and Carey Park
1641 N. Carey Street
21217
Wilson and Etting Park 1701 Division Street 21217
Harlem Inner Block Park 85
1725 W. Lafayette Avenue
21217
Harlem Inner Block Park 96 1801 W. Lanvale Street 21217
Harlem Inner Block Park 84
1808 1/2 W. Lanvale Street
21217
Robert and McCulloh Park 1901 McCulloh Street 21217
Pennsylvania Triangle Park
2002 Pennsylvania Avenue
21217
John Eager Howard Recreation
Center
2100 Brookfield Ave 21217
Madison and Whitelock Park
2325 Madison Avenue
21217
Arnold Sumpter Park 240 Laurens Street 21217
Maisel Street Park
2600 Madison Avenue
21217
Parkview Recreation Center 2610 Francis St 21217
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.6 May 2023
Canton Soccer Park
3201 Toone Street
21217
McMechen and Etting Park
520 McMechen Street
21217
Newington Avenue-Triangle Park
699 Newington Avenue
21217
Harlem Inner Block Park 97
702 N. Mount Street
21217
Maple Leaf Park
709 W. North Avenue
21217
Harlem Inner Block Park 104
711 N. Arlington Avenue
21217
Reservoir Hill Park
751 Reservoir Street
21217
Lafayette Square Park
816 N. Arlington Avenue
21217
Harlem Inner Block Park 86 823 N. Mount Street 21217
Saint Katherine's Park
Intersection of Druid Hill Avenue and Presstman
Street
21217
Mount Royal Terrace Park
Intersection of Mt. Royal Terrace and Reservoir
Street
21217
Pauline Fauntleroy Park
Intersection of N. Stricker Street and N. Parrish
Street
21217
Park Avenue Meridian Park
Intersection of Park Avenue and Wilson Street
21217
Harlem Inner Block Park 89
Intersection of W. Lafayette Avenue and N. Carey
Street
21217
Harlem Inner Block Park 112
N. Woodyear Street and Harlem Avenue
21217
Douglas R. Morrison Park
Near the intersection of Brevard Street and Park
Avenue
21217
Zip Code 21218
Facility Name
Property Address
Zip Code
Andover and North Hill Park
1116 Andover Road
21218
Coldstream Park
1401 Fillmore St
21218
Coldstream Recreation Center
1401 Fillmore St
21218
Adams Park 1530 Montpelier Street 21218
Barclay Park
2201 N. Calvert Street
21218
King & Kennedy Park 2209 Hunter Street 21218
Greenmount Recreation Center
2304 Greenmount Ave
21218
Mund Park
2323 Greenmount Avenue
21218
Clifton Park
2801 Harford Road
21218
Montebello Park
2920 Harford Road
21218
Waverly Mini Park 2932 Independence Street 21218
Wyman Park
3100 N. Charles Street
21218
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.7 May 2023
Hillen Triangle
3201 Hillen Road
21218
Mullan Park 4000 Old York Road 21218
Chestnut Hill Park
601 Chestnut Hill Avenue
21218
Cecil Kirk Community Center
909 E. 22nd Street
21218
32nd Street Park
Intersection of E. 32nd Street and Guilford
Avenue
21218
Hadley Square Park
Intersection of E. 39th Street and Hadley Square
East
21218
Bishop Square Park
Intersection of N. Charles Street and Bishops
Road
21218
Montpelier & 30th Street Park Montpelier Street and 30th St Park 21218
Zip Code 21222
Facility Name
Property Address
Zip Code
Saint Helena Playground
Parnell Avenue and Ralls Avenue
21222
Zip Code 21223
Facility Name
Property Address
Zip Code
Harlem Inner Block Park 114
1100 Edmondson Avenue
21223
Sarah Ann Park 1117 Sarah Ann Street 21223
Harlem Inner Block Park 127
1122 1/2 W. Franklin Street
21223
Vincent St. Park 122 N. Vincent Street 21223
Franklin Square Park
1301 W. Lexington Street
21223
Harlem Inner Block Park 125
1302 W. Franklin Street
21223
Betty Hyatt Park 1710 E. Baltimore Street 21223
Harlem Inner Block Park 121
1724 W. Franklin Street
21223
Harlem Inner Block Park 120 Lot
100
1814 Lauretta Avenue 21223
Warwick Avenue Park 2 N. Warwick Avenue 21223
Catherine Street Park
2311 Ashton Street
21223
Shipley Hill 2
2516 W. Lombard Street
21223
Shipley Hill 1 2533 W. Baltimore Street 21223
Union Square Park
31 S. Gilmor Street
21223
Stricker and Ramsey Park 401 S. Stricker Street 21223
Samuel F.B. Morse Recreation
Center
424 S. Pulaski St 21223
Harlem Inner Block Park 122
513 N. Mount Street
21223
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.8 May 2023
Harlem Inner Block Park 120 Lot 77
517 Kirby Lane
21223
Harlem Inner Block Park 123
529 N. Gilmor Street
21223
James McHenry Recreation Center
911 Hollins Street
21223
Gwynns Falls Park
Ellicott Driveway between Edmondson Ave and
Frederick Avenue
21223
Lower Gwynns Falls Park
Intersection of Frederick Avenue and S. Dukeland
Street
21223
Zip Code 21224
Facility Name
Property Address
Zip Code
Patterson Park
100 S. Linwood Avenue
21224
O'Donnell Square Park
1021 S. Linwood Avenue
21224
Dypski Park
1225 S. Ellwood Avenue
21224
Janney Street Park
140 N. Janney Street
21224
Boston Street Pier Park
2601 Boston Street
21224
Virginia S. Baker Recreation Center
at Patterson Park
2601 E. Baltimore St 21224
Saint Casmir's Park
2719 O'Donnell Street
21224
Hatton Senior Center
2825 Fait Avenue
21224
Canton Waterfront Park 3001 Boston Street 21224
Ellwood Avenue Park
420 N. Ellwood Ave
21224
Joseph E Lee Park
6200 E Pratt Street
21224
Fort Holabird Park
6401 Beckley Street
21224
Mora Crossman Recreation Center
701 Rappolla St
21224
Zip Code 21225
Facility Name
Property Address
Zip Code
Farring Baybrook Park 1200 Church Street 21225
Reedbird Park
201 Reedbird Avenue
21225
Farring-Baybrook Recreation Center 4501 Farring Court 21225
Patapsco/Cherry Hill Recreation
Center
844 Roundview Rd 21225
Zip Code 21226
Facility Name
Property Address
Zip Code
Curtis Bay Recreation Center 1630 Filbert St 21226
Fort Armistead Park
4000 Hawkins Point Road
21226
Curtis Bay Park 4416 Curtis Avenue 21226
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.9 May 2023
Zip Code 21228
Facility Name
Property Address
Zip Code
Harlem Inner Block Park 126
1201 Edmondson Avenue
21228
Harlem Square Park
1500 Edmondson Avenue
21228
Zip Code 21229
Facility Name
Property Address
Zip Code
Violetville Park
1095 Joh Avenue
21229
Saint Joseph's Park
230 Mc Curley Street
21229
Hilton Park 2950 Phelps Lane 21229
Fred B. Leidig Recreation Center
301 S. Beechfield Ave
21229
Franciis X. Gallagher Park 3350 Dulany Street 21229
Harlem and Dennison Park
3421 Harlem Avenue
21229
Mary E. Rodman Recreation Center
3600 W. Mulberry Street
21229
Kevin and Woodridge Park
4210 Woodridge Road
21229
Yale Heights Park
603 Bethnal Road
21229
Edgewood/Lyndhurst Park 835 Allendale St 21229
Edgewood-Lyndhurst
Recreation Center
835 Allendale St 21229
Uplands Park
Intersection of Edmondson Avenue and
Nottingham Road
21229
Irvington Park
Intersection of Martingale Avenue and India
Avenue
21229
Daisy Field
Intersection of N. Hilton Street and Edmondson
Avenue
21229
Flowerton Road Park
Kevin Road between Flowerton Road and
Colborne Road
21229
Rokeby Road Park
Kevin Road between Rokeby Road and Flowerton
Road
21229
Saint Charles Park
On Melbourne Road in between Gibson Road and
Markham Road
21229
Zip Code 21230
Facility Name
Property Address
Zip Code
Ella Bailey Recreation Center 100 E. Heath Street 21230
Gateway Park
101 Key Highway
21230
Solo Gibbs Park 1044 Leadenhall St 21230
Solo Gibbs Recreation Center
1044 Leadenhall St
21230
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.10 May 2023
Henry Street Park
1240 Henry Street
21230
Carroll Park
1500 Washington Boulevard
21230
Latrobe Park
1529 E. Fort Avenue
21230
Desoto Park
1600 Desoto Road
21230
Locust Point Recreation Center
1627 Fort Ave
21230
Hollins Ferry and B&O Park
2300 Hollins Ferry Road
21230
Atlantic Avenue Park
2304 Atlantic Avenue
21230
Morrell Park
2415 Tolley Street
21230
Paca Street Park 2640 S. Paca Street 21230
Morrell Park Recreation Center
2651 Tolley St
21230
Lakeland Park 2761 Wegworth Lane 21230
Indiana Avenue Park
2810 Indiana Street
21230
Middle Branch Park 2913 Waterview Avenue 21230
Lakeland Recreation Center
2921 Stranden Rd
21230
Federall Hill Park 300 Warren Avenue 21230
Riverside Park
301 E. Randall Street
21230
Baltimore Rowing and Water
Resource Center
3301 Waterview Avenue 21230
Cherry Hill Senior Center at the
Rowing Center
3301 Waterview Avenue 21230
Conway Street Park 601 W. Conway Street 21230
Penn and Melvin Street Park
655 Melvin Drive
21230
Florence Cummings Park Intersection of Nevada Street and Alaska Street 21230
Mount Olivet & Phelps Lane Park
Intersection of North Mount Olivet Lane and
Phelps Lane
21230
Swann Park
Intersection of W. McComas Street and S.
Hanover Street
21230
Zip Code 21231
Facility Name
Property Address
Zip Code
City Springs Park 1600 E. Lombard 21231
Castle Street Park
2025 E. Fairmount Avenue
21231
Zip Code 21234
Facility Name
Property Address
Zip Code
Keyes Park
3401 Taylor Avenue
21234
North Harford Park
6800 Hamlet Avenue
21234
10-Year Solid Waste Management Plan Appendix G2 – Special Event Locations
City of Baltimore
ME2268/Baltimore SWMP G2.11 May 2023
Woodhome Recreation Center
7310 Moyer Ave
21234
Zip Code 21239
Facility Name
Property Address
Zip Code
Northwood Recreation Center
1517 Winford Rd
21239
Chinquapin Run Park
5315 Northwood Drive
21239
Mount Pleasant Park
6001 Hillen Road
21239
Mount Pleasant Woods Park 6100 Hillen Road 21239
Woodbourne Avenue Park
Hillen Road between Woodbourne Avenue and
Northbourne Road
21239
Pentwood Park
Intersection of Loch Raven Blvd and Pentwood
Road
21239
State-Owned Special Event Locations
Facility Name
Property Address
Zip Code
Northwest Park
2101 W. Rogers Avenue
21209
Federally Owned Special Event Locations
Facility Name
Property Address
Zip Code
Fort McHenry National Monument
and Historic Shrine
2400 E. Fort Avenue 21230
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix G3 – Special Event Guidelines
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.1 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.2 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.3 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.4 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.5 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.6 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.7 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.8 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.9 May 2023
10-Year Solid Waste Management Plan Appendix G3 – Special Event Guidelines
City of Baltimore
ME2268/Baltimore SWMP G3.10 May 2023
10-Year Solid Waste Management Plan Appendix G4 – Special Event
City of Baltimore Applicant Checklist
ME2268/Baltimore SWMP May 2023
Appendix G4 – Special Event Applicant Checklist
10-Year Solid Waste Management Plan Appendix G4 – Special Event
City of Baltimore Applicant Checklist
ME2268/Baltimore SWMP G4.1 May 2023
10-Year Solid Waste Management Plan Appendix H1 – Office Building Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix H1 - Office Building Recycling Plan
10-Year Solid Waste Management Plan Appendix H1 – Office Building Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP H1.1 May 2023
1. Program Description
During the December 2019 legislative session, the Maryland General Assembly passed Senate Bill 370,
Environment – Recycling – Office Buildings which requires the County recycling plan to address, by
October 1st, 2020, the collection and recycling of recyclable materials from buildings that have 150,000
square feet or greater of office space. Owners of office buildings that meet the criteria are required to
provide recycling receptacles for the collection of recyclable materials as of October 1, 2021.
2. Eligible Office Buildings
Owners of buildings that have 150,000 square feet or greater of office space are responsible for providing
all containers, labor, and equipment necessary to fulfill recycling requirements, either directly or through
contracting with a private sector company.
3. Outreach and Education
The City has notified building owners about the legislation. For future construction or renovations that
result in buildings meeting the criteria, DPW will work with the City’s Department of Housing and
Community Development and Department of Planning to notify building owner, developers, or others
who are seeking building permits and occupancy permits about the legislation.
4. Stakeholders and Participants
Entities involved in implementing the Office Building Recycling program include the owners, corporate
management companies, and tenants of applicable office buildings.
Newly constructed office buildings (with use and occupancy permits issued after October 1, 2021) that
meet the requirements of the Office Building Recycling Program under Section 9-1714 of the Environment
Article, Annotated Code of Maryland, shall begin participating in the program within three months of
being notified by Baltimore City.
5. Collection and Process of Materials
It is the responsibility of property owners or managers to determine how the materials will be stored,
collected, and transported to recycling markets, but property owners or managers still required to provide
the following:
Materials to Recycle
At a minimum, owners or managers must recycle corrugated cardboard, mixed paper, acceptable plastic
bottles and jugs, and tin/aluminum beverage containers. Regardless of the hauler, owners and managers
10-Year Solid Waste Management Plan Appendix H1 – Office Building Recycling Plan
City of Baltimore
ME2268/Baltimore SWMP H1.2 May 2023
must ensure that the recycling bin does not contain any food waste, plastic bags, hazardous materials, or
any other contaminants.
Collection of Materials
Office building owners and managers are responsible for providing all containers, labor, and equipment
necessary to fulfill Office Building Recycling Program requirements. In addition, containers for recyclable
materials must be placed adjacent to trash containers or trash chutes and must be clearly labeled to
indicate the appropriate materials to be placed inside for recycling. The quantity and size of recycling
containers must also be sufficient for all office workers to store their recyclables.
Material Processing
Property owners or managers must ensure recyclable materials are collected and transported from office
building locations to markets or other legal recycling destinations.
6. Program Implementation
Monitoring of the collection of recyclable materials required in office buildings will be conducted by the
owner, corporate management company, or tenants of each applicable office building. The City will
request the office building owner to submit an annual Maryland Recycling Act (MRA) report detailing the
recycling tonnages removed from the office building(s) and the name of the markets or legal recycling
destinations for the materials.
7. Program Enforcement
The Office of Waste Diversion will notify property owners, corporate management companies or tenants
of applicable office buildings of the implementation requirements in accordance with sections 9-1703 and
9-1714 of the Environment Article, annotated code of Maryland.
10-Year Solid Waste Management Plan Appendix H2 – Eligible Office Buildings
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix H2 – Eligible Office Buildings
10-Year Solid Waste Management Plan Appendix H2 – Eligible Office Buildings
City of Baltimore
ME2268/Baltimore SWMP H2.1 May 2023
Appendix H2 Placeholder Text
10-Year Solid Waste Management Plan Appendix I – Nearby OOC Solid Waste Facilities
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix I - Nearby Out-of-City Solid Waste Facilities
10-Year Solid Waste Management Plan Appendix I – Nearby OOC Solid Waste Facilities
City of Baltimore
ME2268/Baltimore SWMP I.1 May 2023
Nearby Out-of-City
1
Permitted Solid Waste Facilities
Name
Type
County
Owner Type
Days Cove Rubble Landfill Landfill (C&D) Baltimore Private
Eastern Landfill
Landfill (MSW/C&D)
Baltimore
County
Honeygo Run Rubble Landfill Landfill (C&D) Baltimore Private
Millersville Landfill
Landfill (MSW/C&D)
Anne Arundel
County
Curtis Creek PF & TS Processing (MRF) Anne Arundel Private
Annapolis Junction PF & TS
Processing (MRF)
Anne Arundel
Private
Central Acceptance Facility PF &TS Processing (MRF) Baltimore County
Eastern Transfer Station
Processing (Transfer Station)
Baltimore
County
Western Acceptance Facility
Transfer Station
Processing (Transfer Station) Baltimore County
Tolson & Associates Rubble Landfill Landfill (C&D) Anne Arundel Private
Biomedical Waste Services, Inc.
Processing (MRF)
Anne Arundel
Private
Recovermat Mid-Atlantic, LLC PF Processing (MRF) Baltimore Private
Millersville Landfill And Resource
Recovery Facility Composting Pad
Organics Processing (Compost) Anne Arundel County
Tolson & Associates LLC Organics Processing (Compost) Anne Arundel Private
Veteran Compost - Lothian
Organics Processing (Compost)
Anne Arundel
Private
Eastern Sanitary Landfill Solid Waste
Management Facility
Organics Processing (Compost) Baltimore County
Notes:
1. Includes out-of-city transfer stations, landfills, incinerators, materials recovery facilities, and organics
processing facilities within 20 miles of Baltimore City.
10-Year Solid Waste Management Plan Appendix J – In-City Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix J - In-City Potential Diversion Partners
10-Year Solid Waste Management Plan Appendix J – In-City Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP J.1 May 2023
In-City Potential Partners
Name
Description
Type
Food Rescue Baltimore
Non-profit food donation and rescue
Organics, food waste
Maryland Food Bank
Non-profit food donation and rescue
Organics, food waste
Helping Up Mission
Non-profit food donation and rescue
Organics, food waste
Paul's Place
Non-profit food donation and rescue
Organics, food waste
The Franciscan Center
Non-profit food donation and rescue
Organics, food waste
Bmore Community Food
Non-profit food donation and rescue
Organics, food waste
ChangeX Community Fridge
Non-profit food donation and rescue
Organics, food waste
Hidden Harvest
Non-profit food donation and rescue
Organics, food waste
Hungry Harvest
Non-profit food donation and rescue
Organics, food waste
Whitelock Community
Farm
Food scrap composting Organics, food waste
Baltimore Compost
Collective
Weekly food scrap collection from homes in
South Baltimore; Composts at Filbert St.
Community Garden in Curtis Bay
Organics, food waste
Filbert St. Community
Garden
Community garden in Curtis Bay Organics, food waste
Village of Violetville
Collects compostable materials from
neighborhood in local side alley and contracts
with private hauler for composting
Organics, food waste
Compost Cab
Home pickup for compostables in
Baltimore/Washington area.
Organics, food waste
Mundea
All in one waste management solutions for
compost, recyclables, and residual waste
Organics, compost
hauler
Waste Neutral Compost hauler
Organics, compost
hauler
Second Chance Inc
Nonprofit deconstruction and building
material reuse center
C&D, reuse
The Loading Dock
A nonprofit building material reuse center.
Accepts paint, lumber, plumbing fixtures,
appliances, doors, cabinets, windows, caulk,
moldings, and other reusable materials from
the home building industry.
C&D, reuse
North Point Recycling
Purchases and recycles ferrous and non-
ferrous scrap metals
Recycling, scrap metal
St. Vicente de Paul of
Baltimore
Donation and resale of clothing, shoes,
textiles
Reuse, clothing, shoes,
textiles
10-Year Solid Waste Management Plan Appendix J – In-City Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP J.2 May 2023
Name
Description
Type
Goodwill
Operates multiple locations within Baltimore
for the donation and resale of clothing,
shoes, and household items
Reuse, clothing, shoes,
textiles, household
items
The Sew Lab
Operates multiple locations within Baltimore
for the donation and resale of clothing,
shoes, and household items
Reuse, clothing, shoes,
textiles, household
items
Helpsy
Operates multiple locations within Baltimore
for the donation and resale of clothing,
shoes, and household items
Reuse, clothing, shoes,
textiles, household
items
Planet Aid
Operates multiple locations within Baltimore
for the donation and resale of clothing,
shoes, and household items
Reuse, clothing, shoes,
textiles, household
items
The Salvation Army
Operates multiple locations within Baltimore
for the donation and resale of clothing,
shoes, and household items
Reuse, clothing, shoes,
textiles, household
items
Donation Town
Online resource connecting Baltimore City
residents with local charities that will pick up
donations from their homes
Online resource
connecting residents
with donation haulers
Sharp Dressed Man
Donation and redistribution of men's formal
business attire to residents engaged in career
and workforce development programs
Reuse, men's business
clothing
The Lions Club
Donation and redistribution of old eyeglasses
in Baltimore City
Reuse, eyeglasses
American Rescue Workers
Picks up donations of usable non-gas stoves,
refrigerators, small appliances, clothing,
furniture, household items and distributes
them through a social service agency
Reuse, appliances,
clothing, household
items, white goods
At Jacob's Well
Accepts donations of garden equipment,
sees, non-perishable food, toiletries,
household items, small appliances
Reuse, garden
equipment, food,
household items
Baltimore Animal Rescue
and Care Shelter
Accepts donations of pet supplies for animals
at the shelter
Reuse, pet supplies
Baltimore Child Abuse
Center
Accepts donations of wrapped snacks, school
supplies, children’s books and DVDs
Reuse, children’s school
supplies and snacks
Baltimore Teacher Supply
Swap
Accepts donations of school supplies Reuse, school supplies
10-Year Solid Waste Management Plan Appendix J – In-City Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP J.3 May 2023
Name
Description
Type
The Book Thing of
Baltimore
Accepts donations of books, records, CDs,
DVDs, and handheld electronics
Reuse, books, records,
CDs, DVDs, handheld
electronics
Community Assistance
Network
Accepts donations of furniture, food,
household items, small appliances, and beds
Reuse, appliance,
clothing, household
items, small appliances,
beds
Earl's Place
Accepts donations of food, clothing, linens,
toiletries
Reuse, food, clothing,
toiletries
Maryland Book Bank
Accepts donations of books
Reuse, books
Maryland SPCA
Accepts donations of pet food and supplies
Reuse, pet supplies
Normal's
Buys new and used books, CDs and vinyl
records
Reuse, books, records,
CDs, DVDs
Our Daily Bread
Employment Center
Accepts donations of food, spices, tea, forks,
oatmeal, cereal
Reuse, food, cutlery
Play it Again Sports Buys used sports equipment
Reuse, sports
equipment
Sheperds Clinic
Accepts electronics , medications, office
supplies
Reuse and recycling,
electronics, office
supplies
The Sound Garden Buys CDs, DVDs, and video games
Reuse, CDs, DVDs, video
games
Suited to Succeed
Accepts donations of women's professional
attire
Reuse, women's
business clothing
Ted's Musicians Shop Accepts donations of musical instruments
Reuse and recycling,
musical instruments
WYPR Car Talk Vehicle
Donation Program
Accepts donations of vehicles
Reuse and recycling,
vehicles
10-Year Solid Waste Management Plan Appendix K – OOC Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP May 2023
Appendix K – Out of City Potential Diversion Partners
10-Year Solid Waste Management Plan Appendix K – OOC Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP K.1 May 2023
Out-of-City Potential Partners
Name
Description
Type
The Rockefeller Foundation
National foundation promoting global
wellbeing
General natural
resource management
Natural Resources Defense
Council
National nonprofit advocacy group
supporting natural systems protection.
General natural
resource management
The Recycling Partnership
Nonprofit supporting recycling programs
nationwide
Recycling
GOODR
Private company offering secure ledger for
businesses to track food waste from pickup
to donation
Organics, food waste
ChowMatch
Non-profit matching food donations with
food assistance organizations and organizing
volunteers to transport the goods
Organics, food waste
Food For All
Nonprofit app available in New York and
Boston allowing customers to buy leftovers
from restaurants at a discount
Organics, food waste
Maryland Food Bank
Non-profit food donation and rescue
Organics, food waste
Food Recovery Network
Non-profit food donation and rescue
Organics, food waste
Our Daily Bread
Non-profit food donation and rescue
Organics, food waste
Center for Eco Technology
Non-profit food donation and rescue
Organics, food waste
Food Rescue US/Eat
Management
Non-profit food donation and rescue Organics, food waste
Veteran Compost Food scrap collection and composting
Organics, compost
hauler
Compost Crew Food scrap collection
Organics, compost
hauler
Habitat for Humanity of the
Chesapeake
Nonprofit providing construction and
renovation of homes, and operating
ReStores, which accept donations of
furniture, appliances, and building material.
C&D, reuse
Verde National recycling reward program
National recycling
reward program
Recyclebank National recycling reward program
National recycling
reward program
10-Year Solid Waste Management Plan Appendix K – OOC Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP K.2 May 2023
Name
Description
Type
Too Good to Go
Mobile application that connects customers
to restaurants and stores that have surplus
unsold food
Organics, food waste
AMVETS Pick Up Service
Picks up donations of clothing, electronics,
household goods, linens, books, toys,
bicycles, flat screen TVs, computers and
exercise equipment and resells them in a
store
Reuse, appliances,
clothing, electronics,
household items
Annapolis Office
Technologies
Recycles computers, small electronics, inkjet
and toner cartridges
Electronics recycling
Assistance Center of
Towson Churches
Non-perishable food, toiletries, paper goods,
brown paper and plastic bags accepted as
donations and given to homeless and low
income families
Food and toiletries
donation
Baltimore County Animal
Services
Accepts donations of pet supplies for
animals at the shelter
Reuse, pet supplies
Maryland Department of
Aging
Accepts small durable medical equipment in
good
condition; wheelchairs, walkers, metal
canes, bedside commodes, bed rails, tub
grab bars, etc.
Reuse, elder care
supplies
Baltimore County Public
Library
Accepts donations of gently used books Reuse, books
Baltimore Humane
Society/Bmore Kind Pet
Food Bank
Accepts donations of pet food Reuse, pet supplies
BCPS Education Foundation
Exchangeree
Accepts donations of school and office
supplies
Reuse, school and office
supplies
Bentley Springs UMC
Mission Central Hub &
Disaster Relief Center
Accepts donations of school supplies,
medical equipment, office supplies
Reuse, school, medical
and office supplies
GRC Wireless Recycling
Accepts donations of mobile phones,
tablets, and other handheld electronic
devices
Reuse, handheld
electronics
EPS Industry Alliance
Accepts donations of clean polystyrene
packaging and EPS packing peanuts
Reuse, packing materials
GreenDrop LLC
Accepts donations of clothing, small
appliances, household items, computers,
eyeglasses, and musical instruments
Reuse
10-Year Solid Waste Management Plan Appendix K – OOC Potential Diversion Partners
City of Baltimore
ME2268/Baltimore SWMP K.3 May 2023
Name
Description
Type
Guitar Exchange
Accepts donations of new, used, or broken
guitars
Reuse
Lutheran Mission
Society/Compassion Place
Accepts donations of large and small
appliances, household goods, baby items,
beds, bicycles, books, handheld electronics,
large electronics, tools, toiletries, toys, food.
Reuse, general goods
MADRE Helping Hands
Accepts donations of eyeglasses and contact
lenses
Reuse, eyeglasses
National Children's Center
Accepts donations of clothing, small
appliances, household items, computers,
eyeglasses, and musical instruments
Reuse, general goods
OneSight
National eyeglass and sunglass donation
program
Reuse, eyeglasses
Plato's Closet Baltimore
Buys used young adult clothing and
accessories
Reuse, clothing, shoes
Priceless Gown Project
Accepts donations of gently used women's
formal wear
Reuse, women's formal
wear
Race Pace Bicycles
Accepts used bicycles with a $10 donation
Reuse, bicycles
Savers
Accepts donations of clothing, general
goods, small furniture, and appliances
Reuse, general goods
Scene II by Hadassah
Accepts donations of clothing, housewares,
small appliances
Reuse, general goods
Securis Accepts information technology equipment
Reuse and recycling,
electronics
The Surprise Shop
Accepts donations of small furniture,
antiques, housewares and clothing
Reuse and recycling,
clothing, furniture,
housewares
Turtle Wings
Accepts electronics for recycling or
refurbishment
Reuse and recycling,
electronics
Ukazoo Books
Buys used books
Reuse, books
Vehicles for Change Accepts donations of vehicles
Reuse and recycling,
vehicles
Vietnam Veterans for
America
Accepts donations of general household
items
Reuse, general goods
10-Year Solid Waste
Management Plan: 2024-2033
CONTACT INFORMATION
MEGHAN RESLER
Office Of Waste DiversiOn
+1 410-396-3526
email: meghan.resler@baltimOrecity.gOv
SOPHIA HOSAIN
ZerO Waste manager
Office Of Waste DiversiOn
email: sOphia.hOsain@baltimOrecity.gOv
