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Nelson Mandela Metropolitan Municipality Environmental Services Business Unit
Waste Management Division
Integrated Waste Management Plan
2005 - 2010
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FOREWORD
The Nelson Mandela Metropolitan Municipality has a key role to play as a
Waste Planning Authority in enabling appropriate development of facilities in
suitable locations, and conversely seeking to prevent the development of
facilities in inappropriate locations where they would be unacceptable for
land use planning reasons. This involves detailed consideration both of the
nature of a development and the appropriateness of its location. This is the
first Integrated Waste Management Plan (IWMP) of the Nelson Mandela
Metropolitan Municipality (NMMM). The development of this plan has
progressed over several years and with two different teams, overcoming a
number of obstacles before being finalized and accepted as a Guiding
Document for the Waste Management Division of the NMMM. It has been
developed in consultation with the Committee for Environment and Health
and has incorporated the opinions and suggestions of the general public
through the Public Participation events held.
In the final phases, the plan was presented and discussed with other
municipal Business Units, community organizations, NGO’s, private industry,
councillors and staff. This IWMP does not claim to deal with all waste in the
Metro nor does it solve all the issues at hand, instead it is Local
Government’s first attempt to assess the general waste management
situation in cooperation with the general public and other interested and
affected stakeholders and propose mutually support ed and acceptable
solutions.
The IWMP is a living document and will be continuously amended and
improved as information becomes available or as conditions change. Even
though the printed plan may soon be out-of-date in some matters, the
document includes large amounts of information that the public, students,
researchers, industries and others may appreciate for several years to come.
There is no doubt that this plan will succeed. However, the challenge to
improve our record in waste management rests not only with planning
authorities but also with everyone. This Plan sets the scene in implementing
the Metro’s strategy for the near future.
Melvin Manentsa
Portfolio Councillor
Environment & Health Services
Nelson Mandela Metropolitan Municipality
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ACKNOWLEDGEMENTS
The IWMP Working Group of Officials: Mrs. Lindelwa Mgijima, Development Officer (IWMP Co-ordinator) Mr. Riaan le Roux, Assistant Manager: Planning
Ms. Cynthia Mnamata, Assistant Manager: Operations Mrs. Annalisa Dyakala, Assistant Manager: Operations Mr. Ken Kendall, Assistant Manager: Disposal Mr. Cyril Nel, Planner Mrs. Melinda Labuscagne, GIS Operator
Reference Group acknowledgements: Mr. Henry Lansdown (NMMM Disaster Management)
Ms. Lulama Mxenge (NMMM Economic Development Unit) Mr. Gerald Foutie (NMMM Environmental Health) Mr. NJ Oliphant (NMMM Environmental Health) Ms. Hlekani “Kithi” Ngesi (NMMM Environmental Management) Mr. Joram Mkosana (NMMM Environmental Management) Dr. Paul Martin (NMMM Environmental Services)
Mr. MP Scott (NMMM Finance) Ms. Melanie Smit (NMMM IDP Unit) Ms. Yolande Farrow (NMMM Libraries) Ms. Nadia Wessels (NMMM Town Planning) Ms. Fay Meltz (IMATU) Mr. DM Adams (SAMWU)
Additional contributions from: Ms. Thulas Mgijima, ex-Manager: Waste Management Mr. Theo Mafongosi, Superintendent Waste Management Mr. Tsidi Mkumatela, Superintendent Waste Management
For their earlier contributions to the IWMP: Mr. William “Bill” Emslie Mr. Victor Felton
Support made possible by Sida: Consultancy support from and exchange visits with the Office of Sustainable Water and Waste Management and the Environmental Authority of the City of Gothenburg, Sweden and Renova, the Regional Waste Company of West Sweden.
Long-term advisory support on Integrated Waste Management by
Mr. Eric Zinn of SWECO International.
In memory of: Mr. Willem Pieterson
The IWMP Working Group would also like to thank the members of the public that have contributed to the development of this plan through the numerous
workshops and interviews that have been held.
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TABLE OF CONTENTS
1 INTRODUCTION 10
2 THE IWM PLANNING CONTEXT 12 2.1 Introduction 12 2.2 Local Agenda 21 13 2.2 .1 Key Agenda 21 goals and activities 13 2.3 The National Waste Management Strategy 15 2.3 .1 The Polokwane Declaration 15 2.4 The NMMM’s Integrated Development Plan (IDP) 17 2.5 The NMMM’s Environmental Policy 18 2.6 IWM Planning Principles 19
3 SCOPE 20 3.1 Geographical and topical scope 20 3.2 Planning time horizon 20
4 SITUATION ANALYSIS 21 4.1 Demographics 21 4.1 .1 Base population and number of households 21 4.1 .2 Levels of education 21 4.1 .3 Socio-economic distribution 21 4.1 .4 Population and economic growth estimates 21 4.1 .5 The Impact of HIV/AIDS 22 4.2 The Economy of the Metro 22 4.3 Characterisation of waste 23 4.4 Generation of waste 24 4.4 .1 Generation of general was te 24 4.4 .2 Generation of hazardous and medical waste 25 4.5 Projected future waste generation 25 4.6 Waste collection and transport 26 4.6 .1 Domestic waste collection 26 4.6 .2 Industrial/commercial waste collec tion 29 4.6 .3 Garden waste collection 29 4.6 .4 Hazardous and medical was te collection 30 4.7 Waste recycling 30 4.8 Composting 33 4.9 Waste treatment 34 4.10 Waste disposal 34 4.11 Other services provided 36 4.12 Economics and Financing of Waste Management 36 4.13 Organisational Structure 36 4.13.1 Staff and organisation 36
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5 LEGISLATIVE REVIEW 36 5.1 Introduction 36 5.2 Issues for National Legislation 36 5.2 .1 Generation of was te 36 5.2 .2 Separation 36 5.2 .3 Collection 36 5.2 .4 Trans fer and T ransportation 36 5.2 .5 Trans formation and Re-use 36 5.2 .6 Disposal 36 5.2 .7 Other General Environmental Matters 36 5.3 What is the legal definition of waste? 36
6 PUBLIC PERCEPTION 36 6.1 Surveys 36
7 PUBLIC PARTICIPATION 36 7.1 General areas of concern 36 7.1 .1 Improvement in Socio-Economic Conditions 36 7.1 .2 Environmentally Sustainable Development 36 7.1 .3 Holistic and Integrated Approach to Environmental Management 36 7.1 .4 Involvement, Development and Empowerment of SMME’s 36 7.1 .5 Job Creation 36 7.1 .6 Dynamism 36 7.1 .7 Education and Awareness 36 7.1 .8 Coordination and Integration 36 7.2 Recommendations 36 7.2 .1 Waste Generation 36 7.2 .2 Waste Separation 36 7.2 .3 Waste Storage and Collection 36 7.2 .4 Waste transfer and transportation 36 7.2 .5 Recycling 36 7.2 .6 Waste disposal and des truction 36
8 PRIORITY ISSUES 36 8.1 .1 Lack of available waste-related information 36 8.1 .2 Lack of uniform and effective waste by-laws 36 8.1 .3 Insufficient public awareness 36 8.1 .4 Insufficient service delivery 36 8.1 .5 Unsatis factory levels of recycling 36 8.1 .6 Need to secure land for future landfill s ites 36 8.1 .7 Need to involve public and private indus try 36 8.1 .8 Broad need of capacity building within Metro 36
9 WASTE MANAGEMENT OBJECTIVES 36
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10 PROJECTS 36 10.1 Action Plan 36 10.2 Project Descriptions 36 10.2 .1 IWM Planning projec ts 36 10.2 .2 Public Awareness projects 36 10.2 .3 Recycling projects 36 10.2 .4 Composting projects 36 10.2 .5 Waste Disposal projec ts 36 10.2 .6 Legis lative projects 36 10.2 .7 Financ ial projects 36 10.2 .8 Staff Development projects 36 10.2 .9 Job c reation projec ts 36
11 MONITORING THE PROGRESS OF THE IWMP 36
12 APPROVAL OF THE IWMP 36 12.1 The IWMP Organisation 36 12.1 .1 The IWMP Working Group 36 12.1 .2 Environmental Services Forums for Stakeholders 36 12.1 .3 Reference Group 36 12.1 .4 Support Group 36 12.1 .5 Environment & Health Standing Committee 36 12.1 .6 Department of Environmental A ffairs and Tourism 36
ANNEXURES
1. Levels of waste management services provided in the Metro.
2 . Landfill s ites and waste trans fer/garden waste stations in the Metro.
3 . Organogram of the Waste Management Divis ion of the Environmental Services
Business Unit.
4 . Government Notice 1986 of 24 Augus t 1990 (Waste Definition)
5 . Review of waste-related legis lation
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ACRONYMS
BU Business Unit (of the NMMM)
DEAT Department of Environmental Affairs and Tourism
DWAF Department of Water Affairs and Forestry
EMP Environmental Management Plan
IAP Interested and Affected Parties a.k.a. Stakeholders
IDP Integrated Development Plan
IWM Integrated Waste Management
IWMP Integrated Waste Management Plan
IWMSA Institute of Waste Management in Southern Africa
NMMM Nelson Mandela Metropolitan Municipality
NWMS National Waste Management Strategy
SALAIDA SALA International Development Agency, a consultancy organisation owned by the Swedish Association of Local Authorities and the Swedish Federation of County Councils
SIDA Swedish International Development Co-operation Agency
SMME Small, medium and micro-sized enterprises
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DEFINITIONS
Environment
Our surroundings, including living (such as humans, animals and plants)
and non-living (such as buildings, land, soil, air and water) elements. The
environment also includes our social and economic surroundings.
Environmental Management Plan
Environmental Management Plans in the context of NMMM’s Environmental
Management System refer to action plans aimed at improving specific
indicators of environmental performance. Environmental Management Plans
typically include responsibilities, time frames and resources necessary to
accomplish a particular objective.
Environmental Policy
A document wherein the leadership of the Nelson Mandela Metropolitan
Municipality makes policy statements regarding environmental
management in order to give direction to the implementation of the
Environmental Management System (EMS). Statements regarding specific
issues relating to the environment may also be included in the
Environmental Policy and may be expanded on in separate Policy
documents.
Environmentally Sustainable
In relation to the provision of a municipal service, environmentally
sustainable means the provision of a municipal service in a manner aimed
at ensuring that:
• The risk of harm to the environment and to human health and safety
is minimised to the extent reasonably possible under the
circumstances;
• The potential benefits to the environment and to human health and
safety are maximised to the extent reasonably possible under the
circumstances; and
• Legislation intended to protect the environment and human health
and safety is complied with.
Integrated Waste Management
Managing waste through a participatory process and holistic approach by
multiple techniques to achieve solid waste and resource conservation goals.
The techniques may include waste reduction, reuse, recycling, composting,
transformation, disposal to landfills, and other means. Interested and
Affected Parties play a vital role in the success of IWM by understanding
and fulfilling their roles in achieving common goals.
Metro
The physical metropolitan area. The metro is distinguished from the
Metropolitan Municipality, who is the administrative local authority for the
metro area.
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Nelson Mandela Metropolitan Municipality
The local authority with the responsibility of providing essential municipal
services to people within the metro.
Sustainable Development
The integration of social (e.g. living conditions), economic (e.g.
employment) and environmental (e.g. pollution) factors into planning,
implementation and decision making so as to ensure that development
serves present and future generations
Waste
The Government Notice 1986 of 24 August 1990 includes the legal
definition of waste, defining it in short as “an undesirable or superfluous by-
product, emission, residue or remainder of any process or activity which is
discarded, or is accumulated and stored with the purpose of eventually
discarding it, or is stored with the purpose of recycling, re-using or
extracting usable product from such matter.” For more information on the
legal definition of waste, see Chapter 5.3 and Annex 4.
Waste Co-operative
An enterprise jointly owned and managed by its employees, which provides
waste-related services (e.g. litter-picking, street-sweeping) to the
communities as per contract with the NMMM. Waste co-operative are
envisioned to bring about an improved feeling of ownership and
responsibility in communities and generate entrepreneurship in previously
disadvantaged communities.
Waste Management Hierarchy
The internationally accepted hierarchy of
preferred waste management options. (1)
Prevent and minimise the generation of waste,
(2) Re-use waste, (3) Recycle or compost
waste, (4) Incinerate waste, utilising heat and
energy production, (5) Treat waste with no
energy recovery, (6) Landfill waste.
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1 INTRODUCTION
What is Integrated Waste Management Planning?
Integrated Waste Management Planning may be best described as a holistic
approach to integrating and optimising waste management in such a way as
to achieve the best health, environmental, economical and engineering
results – thereby improving the quality of life for all South Africans.
This holistic and integrated approach involves engaging interested and
affected parties in the planning process, providing capacity building where
necessary, ultimately resulting in cooperation between all parties.
The elements of integrated waste management include:
• Generation of waste (minimising waste when possible) • Separation of waste (enabling efficient recycling) • Storage and collection of waste • Transfer and transportation of waste • Re-using and recycling waste
• Disposal of waste (always the last option)
The aforementioned elements have inherent linkages, which necessitate an
integrated approach to the management of waste. For example, if one
introduces waste minimisation and recycling, it will have a resultant impact
on the remaining elements of waste management, such as collection
strategies, type of collection vehicles required, disposal techniques, etc.
Furthermore all related activities, such as, legislation, local economic
development (SMME’s), job creation, education and awareness, community
participation, Agenda 21, etc, all have a significant role to play in the
implementation of integrated waste management.
IWM Planning
Principles
Development of Programmes,
Projects and
Activities
Development of
Objectives and StrategiesReview of
Objectives, Strategies,
Programmes andProjects
ContinuousImprovement
Implementation of IWMP
Situation
Analysis
Current Legislation
Audit of
IWMP Progress
IWM Planning
Principles
Development of Programmes,
Projects and
Activities
Development of
Objectives and StrategiesReview of
Objectives, Strategies,
Programmes andProjects
ContinuousImprovement
Implementation of IWMP
Situation
Analysis
Current Legislation
Audit of
IWMP Progress
Figure 1. The IWM Planning Process Cycle.
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The integrated waste management planning process incorporates all the
major stages of the environmental planning process, namely:
• Analysing the current situation and legal framework • Making projections of future requirements; • Setting objectives; • Developing projects and programmes to reach the set objectives
• Developing and implementing an integrated waste management plan; • Periodically evaluating and reviewing the plan to ensure the respective
objectives are being met.
Figure 1 illustrates the IWM planning process cycle.
“Waste Management is a priority for all South Africans” -The Polokw ane Declaration, 2001
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2 THE IWM PLANNING CONTEXT
2.1 Introduction
Our society is based, among other things, on the sustainable usage of
limited natural resources. This requires wise usage and conservation and a
failure to do so jeopardises our common future. Waste is, in fact, a resource
that can be utilised instead of virgin materials. For example, drink cans
require 60 % less energy to make from recycled metals than raw materials.
Increasing environmental awareness in South Africa has resulted in
regulations that are more stringent and requirements relating to Waste
disposal being enforced by the Department of Water Affairs and Forestry
(DWAF).
The Department of Environmental Affairs and Tourism (DEAT) have also
published a White Paper on Integrated Waste Management on 17 March
2000 (Gazette No. 20978).
Furthermore, DEAT and DWAF have produced a document entitled “Action
Plan for Integrated Waste Management Planning – Version A” on 12 April
1999. The document sets out immediate objectives, to be achieved over the
period July 1999 to December 2004, as follows:
• Preparation of Integrated Hazardous Waste Management Plans by Provincial Government for implementation by January 2005.
• Preparation of Integrated General Waste Management Plans by Local Government for implementation by January 2005.
• Preparation of Integrated Waste Management Plans by private business owners for submission to Provincial Government by December 2004.
The above initiatives indicate that there is a sense of urgency for South
Africa to “get into step” with sound international environmental practises. An
integrated approach to Waste Management is a fundamental imperative in
the quest to protect the environment and ensure its sustainability.
During May 1999, Sida was approached for funding and technical assistance
to prepare an IWMP for Port Elizabeth and the region. Formal approval for
funding and assistance was ultimately obtained from Sida in January 2001,
and a supportive cooperation with the Office of Sustainable Water and Waste
Management (“The Recycling Office”) of the City of Göteborg in Sweden
began. In 2003, the Integrated Waste Management Plan for the NMMM had
reached Draft 4 status. Due to a re-organisation of the NMMM in
2003/2004, little progress on the plan was made for a year and a new IWMP
team was assembled in November 2004. The new team has reassessed the
work previously done and finalised the IWMP.
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2.2 Local Agenda 21
Agenda 21 of the 1992 UN Conference on Environment and Development in
Rio de Janeiro called for sustainable and environmentally sound development
in all countries. The report also observed that waste management was
among the environmental issues of greatest concern to the global
community. Agenda 21 sets out a framework of objectives and activities
aimed at minimising waste, maximising environmentally sound re-use,
recycling, and promoting safe waste disposal and treatment.
One of the key features of sustainable development is the requirement to
integrate economic and environmental factors into all decision-making
processes. Applications of these criteria to waste management require a new
emphasis on resource and energy conservation, ensuring that supplies of
raw materials, sources of energy and the quality of the physical environment
can be maintained.
Agenda 21 initiatives are considered to be an essential vehicle for the
implementation of the various aspects of the IWMP.
2.2.1 Key Agenda 21 goals and activities
The key goals of Agenda 21 are:
• Sustainable development. • Eradication of poverty. • Elimination of threats to the environment.
• To ensure a sustainable environment. • Creation of sustainable job opportunities.
The focus of the IWMP is to strive to attain the above goals in all facets
thereof. The following seven key activities require attention in order to
satisfy Local Agenda 21.
Activities within the Local Authority
Garnering local political support.
• Information sessions and workshops • Reports and presentations to committees • Physical involvement in projects.
Managing and improving the local authorities own environmental
performance.
• Corporate commitment • Staff training and creating awareness. • Environmental management systems. • Budgeting for environmental processes. • Policy integration across all sectors.
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Integrating sustainable development aims within the local authority’s policies
and activities.
• Economic development • Tendering and purchasing • Tourism and visitor strategies • Health strategies • Welfare, equal opportunities and poverty strategy • Focussed environmental services
Action within the wider community
Awareness raising and education
• Support for environmental education • Awareness-raising events • Visits and talks • Support for voluntary groups • Publication of local information
• Press releases • Initiatives to encourage behavioural change and practical actions
Consulting and involving the general public
• Public consultation processes • Interaction with NGO’s/forums • Focus groups • Feedback mechanisms
Forging partnerships within other interest groups and activities, such as:
• Meetings workshops and conferences • Working groups/advisory groups • Round table discussions • Comprehensive Urban Plan • Partnership initiatives • International and regional partnerships
Measuring, monitoring and reporting on progress towards sustainability.
• Environmental monitoring • Sustainability indicators • Targets • Environmental Impact Assessments • Strategic Environmental assessment
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2.3 The National Waste Management Strategy
The National Waste Management Strategy (NWMS) was developed by the
Dept of Environmental Affairs and Tourism (DEAT) and the Dept of Water
Affairs and Forestry (DWAF) in 1998-99 and presents National Government’s
strategy for integrated waste management for South Africa. Among the
priority initiatives formulated in the document, Integrated Waste
Management Planning was identified as an important tool for improving the
current waste situation.
The NWMS allocates responsibilities for planning for different types of waste
as follows:
• The national Department of Environmental Affairs and Tourism (DEAT) will draft and promulgate regulations and guideline documents for
integrated waste management planning of all waste types.
• The provincial environmental departments will develop hazardous waste management plans and prepare provincial environmental and waste management plans that incorporate the integrated waste management plans submitted by local government and industry. These will be submitted to the Committee for Environmental Co-ordination (CEC) for
approval, which will facilitate inter-provincial coordination, particularly in relation to planning for facilities for treatment and disposal of waste.
• Local Government will develop and submit plans for integrated general waste management to the respective provincial environmental departments. General waste includes domestic and industrial/commercial waste that is not acutely hazardous or dangerous for man or the environment.
• Waste management plans for industrial waste that is disposed of at private and/or dedicated disposal facilities, will be prepared by the developers/owners and submitted to the respective provincial environmental departments.
2.3.1 The Polokwane Declaration
Representatives of government at national, provincial and local level, civil
society and the business community signed the Polokwane Declaration on
Waste Management during the first National Waste Summit in 2001. The
representatives recognized that waste management is a priority for all South
Africans, and the need for urgent action to reduce, reuse, and recycle waste
in order to protect the environment.
The vision of this Summit was to implement a waste management system,
which contributes to sustainable development and a measurable
improvement in the quality of life, by harnessing the energy and
commitment of all South Africans for the effective reduction of waste.
Through co-operation, the goals of reducing waste generation and disposal
by 50% and 25% respectively by 2012 and develop a plan for ZERO WASTE
by 2022 were to be achieved.
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The delegation emphasized the essential role of efficient management of
waste in sustainable development and the protection of human health and
the environment.
The resulting Polokwane Declaration lists a number of actions believed to be
necessary to achieve the set goals:
1) Prioritisation of Waste Management, 2) Implementation of the National Waste Management Strategy 3) Development and implementation of a Legislative and Regulatory
Framework to promote waste avoidance, prevention, reduction, re-use
and recycle, 4) Provision of efficient and effective collection and disposal facilities, 5) Establishment and enforcement of targets for waste reduction and
recycling, 6) Setting benchmarks towards achieving the 2012 target, 7) Disseminate information on the status and trends on waste reduction
in the country,
8) Introduce mandatory waste audit processes, 9) Explore the use of economic instruments to support waste
management initiatives, 10) Develop and provide the public with educative resources necessary to
allow participation in the waste elimination process on an informed basis,
11) Develop Intergovernmental Capacity, 12) Develop Waste Information and Monitoring Systems, 13) Establish systems that ensure that physical and financial responsibility
for waste is borne by the product producers, 14) Effectively manage waste disposal/reprocessing facilities, thereby
avoiding the need to establish new, or expand existing facilities, 15) Promote employment and economic empowerment opportunities, in
particular in Small, Medium and Micro Enterprises, through increased product reuse and material recycling.
16) Promote clean technology and clean production.
National, Provincial and Local Government committed itself to:
1) To develop and implement a comprehensive legislative and regulatory framework,
2) Implement the NWMS, 3) To build capacity within all spheres of government,
4) Promote strong intergovernmental coordination and cooperation, 5) To develop an Information Management System, 6) Explore and support appropriate economic instruments to support the
NWMS, 7) To set up a Multi Stakeholder forum consisting of national, provincial,
local government, business and civil society,
8) Promote and Implement sustainable poverty relief projects, 9) To provide comprehensive waste management services, 10) To explore the establishment of a National Waste Fund, 11) To develop compliance monitoring mechanism, and 12) To develop comprehensive communication strategies including
mounting campaigns.
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2.4 The NMMM’s Integrated Development Plan (IDP)
The Integrated Development Plan provides the basis for the managed
development of the NMMM and will be used by the political, business and
community leadership to determine activities and operational plans and
guide the allocation of resources until and beyond 2006. The IDP is the
foremost plan in pursuance of the Vision 2020.
“Nelson Mandela metropolitan area practices social justice in a culture of public participation guided by an eff icient, accountable, non-racial, non-sexist and sustainable municipality that focuses on sustainable environmental, social and economic development, improving the quality of life of its communit ies in a secured, safe and tourist friendly environment." -VISION 2020
The IDP identifies the following municipal developmental priorities:
• Institution building • Service delivery • Housing and land delivery • Investment and economic growth • Investment in Tourism and tourism infrastructure development • Public safety • Cleansing and environment
The last developmental priority, which is also the most relevant to waste
management, is further elaborated as encompassing the following priorities:
• to maintain healthy and clean environment through beautification of the Metro
• to provide an appropriate household refuse collection service • to provide an appropriate and effective street sweeping and cleaning
service
• to cut grass on developed open spaces eleven times a year • to improve air pollution monitoring and link it with other institutions
The IDP details a number of targets for the expansion of services to cover all households. The targets include:
• By Dec 2005 (if not feasible by June 2006): All urban households to have at least a basic service
• By June 2007: All peri-urban areas to have at least a basic1 service • By June 2008: All rural areas to have a service / facility
The IDP lists the percentage of households with access to basic levels of
solid waste collection, the provision of free basic services to all indigent
households by 30 June 2010 and financial viability/cost coverage as
indicators that will be used to measure the area wide performance of the
Municipality.
1 Basic ser vices mean that households take their waste to a nearby skip i n bags provided by the NMMM.
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Amongst the Environment & Health Portfolio Objectives towards the Vision
2020 are:
• Ensure sustainable waste management practices within the metro. • Improve environmental health conditions within the metro. • Create a visually pleasing environment.
2.5 The NMMM’s Environmental Policy
The Environmental Policy (adopted in 2004) states the Nelson Mandela
Metropolitan Municipality's commitment to responsible environmental
management and the implementation of a formal Environmental
Management System for the Municipality. The Environmental Policy provides
guidance to all stakeholders regarding the management of environmental
matters that fall within the Municipality's area of control. This document
presents the Municipality's stated intentions in terms of environmental
management and can be viewed as a demonstration of the Municipality's
commitment to sustainable environmental practice. All NMMM personnel are
required to understand the policy statement as it affects their daily activities.
In essence the policy entails that the Metro (i) must conduct all operational
activities in an environmentally friendly manner, and (ii) must endeavour to
rectify impacts on the environment that were caused through previous
activities. In order for the Municipality to meet its environmental obligations,
the following principles will be applied:
a) Sustainable development that meets the needs of present generations without compromising the ability of future generations to meet their own needs;
b) Sustainable and efficient use of natural resources and raw materials;
c) The risk of harm to the environment and to human health and safety, including the effects of pollution, uncontrolled waste, litter, disturbance to ecosystems, and cultural heritage sites and loss of biodiversity, is avoided or minimised;
d) The potential benefits to the environment and to human health and safety including the reduction of pollution, control of waste, preservation of ecosystems, cultural heritage sites and biodiversity, is maximised;
e) Environmental legislation is complied with by the metropolitan municipality and by entities with whom the municipality does business;
f) Ongoing and effective public participation and empowerment; g) The effects of activities at the local level shall be assessed in the context
of regional, national and international environments; h) Continuous improvement of the state of our environment; i) Improve environmental awareness amongst our employees,
stakeholders, and the public; j) To manage environmental resources and impacts so as to promote
social, economic and environmental justice; k) To promote and protect the environment as our common heritage with
the aim of creating a pleasant environment in which to live, work, invest, and visit; and
l) The principles of "polluter pays" and "cradle to grave" should apply and the costs of services and products should reflect the environmental costs.
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2.6 IWM Planning Principles
The Planning Principles for Integrated Waste Management in the Nelson
Mandela Metropolitan Municipality establish the direction for the
development of waste management. The Principles are in line with the goals
and intent of the overall Integrated Development Plan of the NMMM and its
Environmental Policy. The Planning Principles, approved by the Metro
Council, illustrate how waste management is to be conducted in the year
2020 and have therefore guided the development of this IWMP:
• The NMMM provides adequate, equitable and affordable domestic waste
management services to all communities in an increasingly efficient and
accountable manner resulting in safe, litter-free and healthy living
conditions.
• The NMMM promotes sustainable waste management through public
awareness and education activities, and public/private partnerships,
promoting job creation in a growing recycling industry.
• The NMMM consults and communicates with the public on issues of waste
management through periodic public participation events, also involving
other key stakeholders.
• The NMMM employs affordable alternative waste recycling and treatment
methods, utilising landfilling only as a last resort, to handle its
continuously decreasing amounts of general and hazardous waste.
• The NMMM has facilitated the creation of alternative opportunities for
capacitated informal recyclers.
• The NMMM applies effective environmental legislation that thoroughly
discourages unsustainable practices such as littering and dumping of
waste.
• The NMMM fulfils all existing legislative requirements and adheres to best
practices in its integrated management of waste.
• Waste Management is conducted in a way that attracts and recruits both
men & women to the work force. NMMM continuously develops the
capacity of its motivated staff enabling them to professionally deal with
contemporary challenges and opportunities.
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3 SCOPE
3.1 Geographical and topical scope
This IWMP covers municipal waste management within the geographic area
of the Nelson Mandela Metropolitan Municipality, see Figure 2.
Figure 2. A map of the Nelson Mandela Metropolitan Municipality.
The Situation Analysis aims at encompassing all waste within the Metro,
from generation of waste through re-use/recycling of materials to final
treatment and disposal of waste. Due to current limitations, focus is set to
domestic and commercial/industrial waste collected by the Municipality and
the collection, treatment and disposal of this waste. Current knowledge of
other waste initiatives and activities in the Metro, such as recycling projects,
is also included.
3.2 Planning time horizon
This Integrated Waste Management Plan and its Action Plan of Projects deals
with contributing to the achievement of Vision 2020 by the year 2020. Due
to the difficulties and inaccuracies of planning for such distant times, the
IWMP focuses on achieving the formulated objectives in Chapter 9 within 5
years i.e. by the year 2010.
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4 SITUATION ANALYSIS
4.1 Demographics
4.1.1 Base population and number of households
The Nelson Mandela Metropolitan Municipal (NMMM) area has an estimated
population of 1.3 million, who reside in ±260 000 households. 52% of the
population is female. Of interest, the NMMM has a relatively youthful
population of which 37% is below the age of 20 years indicating that matters
such as education and job creation require serious consideration and urgent
attention.
4.1.2 Levels of education
29% of the residents older than 15 years have matric or higher
qualifications. Only 4.2% of adults have Degrees while 8.5% of residents
over 15 years old are functionally illiterate.
4.1.3 Socio-economic distribution
An extremely wide range of income in the urban areas is evident. This is
largely correlated with population group. Thus whereas only 45% of the
White population recorded incomes of under R1000 per month, some 84% of
the Black and 70% of the Coloured population did so. Only 0.3% (1396) of
the Black and 0.7% (1558) of the Coloured population earned over R6000
per month compared with 8.6% (8159) of Whites.
Table 1. Average Household Income and Expenditure.
Income Expenditure
Eastern Cape R 29,000 R 27,000
Port Elizabeth R 55,514 R 52,233
(Source: Statistics SA PO111.2 and Statistics SA Earning and Spending in South Africa)
The NMMM has introduced an indigent policy to assist poor communities to
have access to services and non-payment of services for those who are
unable to pay due to their income bracket.
4.1.4 Population and economic growth estimates
Historically, the population growth of the Metro is approximately 2.8% per
annum but with the impact of HIV and AIDS it is likely to see growth
reduced to 1.9%. By 2010, it is estimated that this area will have a
population of 1.5 million. The population of the Metro is expected to grow to
2 million by the year 2020.
Since 1999, the average economic growth of the area has been 3.7%.
However, the NMMM aims at achieving a sustainable annual economic
growth of between 5% and 8%.
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4.1.5 The Impact of HIV/AIDS
The ongoing HIV/Aids pandemic will affect the Metro in two ways – the first
being absenteeism and illness in the workforce, and the second a shift in
consumption patterns.
The Actuarial Society of South Africa (ASSA) predicts that the South African
population will grow by 1.5 million between 2000 and 2015. Without Aids,
there would have been 10 million more consumers. The actual number of
people with HIV will increase from the current six million to between seven
and eight million by 2006, according to the Medical Research Council's Dr
Debbie Bradshaw. She told a parliamentary sub-committee that Aids deaths,
which will increase exponentially over the next few years, would be in the
young, economically productive age groups. Business and industry, including
the NMMM, will have to contend with increased absenteeism and the loss of
skilled workers.
The NMMM w ill have to contend w ith increased absenteeism and the loss of skilled w orkers.
With the increasing numbers of Metro citizens contracting the epidemic, a
need arises to also address the amounts of domestic medical waste being
generated though self-treatment at home. Growing amounts of
contaminated syringes, etc. and leftover medication (including ARV-
treatment) pose a risk to municipal refuse workers, as well as to informal
kerbside recyclers and those working on the Arlington landfill site. Both the
safety and environmental issues of this matter need to be evaluated.
4.2 The Economy of the Metro
The economy of the Nelson Mandela Metro is changing fundamentally. The
Metro is at the centre of three of the most exciting developments on the
African continent – the establishment of mega-reserves at Addo and the
Baviaanskloof, and the giant Coega Industrial Development Zone and deep-
water harbour of Ngqura. The NMMM is also running a number of exiting
Vision 2020 projects including the development of Njoli Square, the
Motherwell Urban Renewal Programme (MURP), the Red Location Museum,
the Freedom Statue, the Ploughing Fields and others.
At the same time, exports of vehicles, automotive components and
agricultural produce have grown exponentially. Tourism has also taken on
fresh momentum, with hotel occupancies at new highs. The Metro shows
signs of becoming Africa’s fastest-developing regional economy.
The NMMM is the largest contributor to the Eastern Cape economy and its
Gross Geographic Product (GGP) contributes 41.3% to the GGP of the
Eastern Cape and 2.9% of the entire South Africa.
Tourism in the NMMM currently contributes about 17% to the GGP. It is
estimated that 1.3 million tourists visit the Metro annually.
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Table 2 lists the primary, secondary and tertiary sectors of the Metro’s
economic activity.
Table 2. Sectoral output in the Nelson Mandela Metropolitan Municipality.
Sector Production Activ ity
Primary Sectors Agriculture, Forestry & Fishing Mining and Quarrying
Secondary Sectors Manufacturing Electricity and Water Construction
Tertiary Sectors Wholesale and Retail Trade Hotels and Restaurants Transport and Communication Finance and Real Estate Community Services General Government Services Sector Producers (non-profit institutions and domestic workers)
(Source: C SS Report 00-90-02)
4.3 Characterisation of waste
An understanding of the composition of the waste streams is necessary in
order to properly manage it. Of particular importance for the NMMM is the
domestic waste stream, which comprises ± 25 % of the total waste
produced. The remaining waste includes industrial and commercial waste
that is handled mainly by the private sector.
The domestic waste stream needs to be regularly analysed as it is affected
by a number of factors, such as shifting economic patterns, variations in
types and volume of packaging materials etc. An analysis of the domestic
waste stream revealed the following:
Table 3. Characterisation of domestic waste in NMMM.
Waste component Percentage by Weight
Perishables (organic fraction) 46,0%
Garden waste 4,3%
Paper and cardboard 18,8%
Plastic 14,9%
Glass 6,3%
Metal 3,0%
Textile 2,9%
Hazardous Insignificant amount
Other 3,7%
The analysis was done in a residential area of the Metro. All the refuse bags
were collected from randomly selected houses and transported to a sorting
area. The refuse bags were then put into a one cubic metre wooden box and
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weighed. The weight of the wooden box was known before commencement
of the analysis exercise. The wooden box was then emptied and the waste
separated and weighed by classification.
Further analysis of the waste stream is still required to take into account
seasonal fluctuations.
From the above it is evident that there is much scope for separation,
recycling, composting and transformation of waste (about 90% of the waste
stream) which ultimately could lead to a minimal amount (± 10%) of waste
being landfilled.
Considering the waste characterisation and under the reasonable assumption
that approximately 100,000 tons of domestic waste is generated annually in
the Metro, the potential for recycling is quite substantial.
Table 4. Estimation of recyclable materials potentially available in the
domestic waste stream in NMMM.
Waste component Tons per annum
Organic waste excl garden 46,000 tons
Garden waste 4,300 tons
Paper and cardboard 18,800 tons
Plastic 14,900 tons
Glass 6,300 tons
Metal 3,000 tons
Textile 2,900 tons
Other 3,700 tons
The amounts of garden waste that can e.g. be composted are, in fact, much
larger than the above 4,300 tons, as considerable amounts of garden waste
are dropped off at transfer stations throughout the Metro.
4.4 Generation of waste
4.4.1 Generation of general waste
The citizens and companies of the Nelson Mandela Metro generate
somewhere between 300,000 and 350,000 tons of general (non-hazardous)
waste each year. An overwhelming majority of this waste is collected by the
Municipality or its contractors and transported on a daily basis to the two
municipal landfill sites. Some general waste is also taken from Motherwell to
the Aloes hazardous waste site for the purpose of co-disposal.
There is currently no control of the generation of waste. Although
households generate waste, a large proportion of the waste such as
packaging is generated by the industrial and business sector. The absence of
laws / controls allows manufacturers to package their goods in an
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uncontrolled and elaborate manner. The consumer at the end of the day
pays for the packaging and the disposal thereof to landfill.
The element that is glaringly absent in the aforementioned transaction is
who is responsible for the adverse impact on the environment created by the
disposed item.
Introducing a producer pays policy through legislation will encourage
manufacturers to make use of recyclable materials and hold the generator
accountable for such recycling initiatives.
“There is an urgent need to minimize the amount of w aste we produce.” -The Fairest Cape Association
4.4.2 Generation of hazardous and medical waste
The Metro currently does not require that companies and industries of the
area report their generation of hazardous and medical waste, nor do
companies that handle (transport, treat or dispose) hazardous waste register
with or report to the municipality. Therefore, there is nearly no information
available on the types and volumes of hazardous and medical waste
generated in the Metro.
Being in the best interests of this municipality, the NMMM should assume
some form of monitoring and planning role regarding the generation,
transport, treatment and disposal of hazardous and medical waste. The
future Waste Management Act is expected to assign the responsibility of
monitoring hazardous and medical waste to either Province or Local
Government.
4.5 Projected future waste generation
The economic growth of the Metro is expected to continue to be strong
(approximately 4 %) and even improve towards 2010 and onwards
(approximately 5 %). Historically, waste generation and economic growth
have gone hand in hand and very few examples exist even on an
international level of decoupling the two from each other. The amounts of
general, non-hazardous waste being generated in the Metro are therefore
expected to increase over the coming years as follows in Table 5.
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Table 5. Projected future general waste generation in NMMM 2004 - 2020.
Year Eco. Growth Waste Generation (tons per annum)
2004 3,7% 325,000
2005 4,0% 337,025
2006 4,3% 350,506
2007 4,7% 365,578
2010 5,0% 421,993
2015 5,0% 538,582
2020 5,0% 687,382
4.6 Waste collection and transport
4.6.1 Domestic waste collection
The Metro provides nearly all households with a domestic refuse collection
service utilising 85-litre plastic refuse bags or 240-litre wheeled containers
(“wheely bins”). In most areas, the households are serviced by a kerbside
plastic refuse bag collection system once per week. Areas on the wheely bin
system are serviced once per fortnight.
Picture 1. Wheely bin trucks (left) are used primarily in low-income areas.
Side tippers (right) are used to collect black bags.
The black refuse bag refuse collection system was introduced into the PE
area in the late 1970’s. The system requires households to place their full
tied refuse bags on the kerbside outside their premises on collection day.
Unlike most areas of the country where bags have to be purchased by the
householder, the bags in PE have always been supplied and delivered “free
of charge” (i.e. cost is covered by other waste tariffs). At present just over
1.5 million bags are delivered to over 150,000 households in the erstwhile
PE TLC area every two months. This is achieved by a dedicated bag delivery
team consisting of a truck, a driver and eight labourers. Each day’s work is
measured and the number of bags for the day are signed out of the stores
each morning and delivered to households at a rate of 10 bags every two
months.
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Where possible bags are put into the resident’s letterboxes. Where there are
no such letterboxes the bags will be handed direct to the householder or
placed by the front door or some other such place that is deemed
appropriate and secure. The District Supervisors check the team’s works on
a continuous basis.
In Uitenhage and Despatch there are two basic systems of bag distribution.
• A municipal system the same as in Port Elizabeth (this system operates in KwaNobuhle, Khayamnandi, Daleview and Reservoir Hills)
• A re-deemable voucher system that operates in the remaining areas. The vouchers are delivered to each household by the Post Office
every three months and can be redeemed at local Municipal Offices for a three-month supply of bags.
In the Peri-Urban areas, bags are issued in Kuyga and Colchester/
Cannonville.
In Uitenhage’s low-income areas and in parts of New Brighton / KwaZakhele
this system has been superseded by a Wheely bin refuse collection system,
which was introduced in 1998. Over 60,000 plastic 240l Wheely bins are now
being serviced once per fortnight. Where wheely bins have been introduced
together with proper public awareness campaigns, the retrieval rate has
increased to 80%. This has resulted in a corresponding reduction in litter
and illegal dumping since the rate of refuse generation remains fairly
constant. Due to the initial success of the introduction of wheely bins, the
NMMM’s Waste Collection Strategy (adopted by Council in 2003) is to expand
the usage of wheely bins to other low-income areas with sufficient road
infrastructure in the coming years.
Domestic collection rounds are measured on a regular basis, particularly in
areas where development is taking place. This is to ensure that the rounds
are optimally productive and balanced. All domestic collections, with the
exception of approximately 20,000 sites serviced by community based
cleansing contractors, are carried out by the Municipality.
Areas with structures on informal erven where the necessary road
infrastructure is absent are provided with basic services. A skip is
strategically placed in the area and the community is asked to bring their
waste to the skip in bags provided by the NMMM. The skip is periodically
cleared.
The traditional provision of a refuse service to rural areas (farms, etc) is not
cost-effective and requires further investigation. The provision of suitably
located transfer stations is one option. At present, residents in the rural
areas bury or burn their own refuse or transport it to one of the waste
disposal sites.
The percentage of non-serviced households has deceased from 7,2% in
2003 to 5,9% in 2004.
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Table 6. Domestic waste collection in NMMM.
Area Households services Service provider
Community Based Contractors (CBC’s) – Black bag
MOTHERWELL 5 100 CONTRACTOR
SOWET O-ON-SEA 5 059 CONTRACTOR
MISSIONVALE 3 942 CONTRACTOR
WALMER 7 113 CONTRACTOR
KUYGA 1 055 CONTRACTOR
BLUE HORIZON BAY 200 CONTRACTOR
COLCHESTER 800 CONTRACTOR
Sub-total 23 269 8,9%
Wheely bin, kerbsid e removal
UITENHAGE 8 066 NMMM
KWANOBUHLE 18 386 NMMM
WELLS ESTATES 1 485 NMMM
HELENVALE 2 604 NMMM
GELVANDALE 1 959 NMMM
MOTHERWELL 19 810 NMMM
IBHAYI 15 317 NMMM
Sub-total 67 627 25,9%
Black bag, kerb side removal
UITENHAGE 10 322 NMMM
KWANOBUHLE 1 386 NMMM
DESPATCH 6 681 NMMM
PORT ELIZ ABETH 128 380 NMMM
MAROCK ROAD1 80 NMMM
MALABAR, BRAMLIN1 600 NMMM
SEAVIEW 770 NMMM
Sub-total 148 219 56,8%
Full service total 239 115 91,7%
Basic services: Communal skip s and black bag s
JOE SLOVO 3 000 NMMM
MATTHEW GONIWE 1 200 NMMM
WESTVIEW 2 000 NMMM
Basic service total 6 200 2,4%
No service
ARCARDIA NORTH 2 500 0,96%
COEGA/UITENHAGE RD 200 0,08%
UITENHAGE 200 0,08%
DESPATCH 160 0,06%
RURAL AREAS + OTHER2 12 423 4,76%
No service total 3 15 483 5,9%
Households total 4 260 798 100,0%
1 New service to informal areas 2 Esti mate 3 Was 7,2% on 30 June 2003. 4 Source: IDP 3rd Edition
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Table 6 shows the different levels of waste collection services provided by
the NMMM per area. Annex 1 provides a visual overview.
Prior to the establishment of the Metro and the closure of many improperly
constructed and situated landfill sites, the transportation distances from
point of collection to disposal sites did not necessitate the establishment of
transfer stations. More than 95% of the collection areas were within a 30 km
radius of a disposal site, which rendered the collection and transportation of
waste suitable for compactor-type vehicles for longer-haul distances and
other vehicle types for the shorter haul distances.
With the incorporation of the Western District Council and smaller authorities
into the NMMM many of the outlying areas such as Colchester/Cannonville,
Beachview, Blue Horizon Bay, van Stadens, etc., lie beyond a 30km radius of
the NMMM’s remaining two disposal sites. The establishment of transfer
facilities will, therefore, be necessary when the waste from these areas is
disposed of at the existing permitted disposal sites.
4.6.2 Industrial/commercial waste collection
At present the Waste Management Division offers a contractual trade refuse
collection service to commerce and industry. The service is tailor-made to
the needs of the customer in respect of volumes collected and collection
frequency.
Over the last few years the demand for this service has decreased
dramatically as a result of private enterprise entering this market. The
continued provision of this Municipal service and its economic viability needs
to be thoroughly investigated. In 2004, trade refuse collection services were
provided to approximately 2,500 businesses in the Metro area.
4.6.3 Garden waste collection
Garden refuse is collected via 54 transfer stations throughout the Metro,
which also receive other types of waste from the domestic consumers.
Annex 2 indicates the locations of the existing transfer stations. The waste
is placed in large open containers, which are removed to the disposal sites
when they are full.
In accordance with the NMMM’s Waste Collection Strategy additional and
strategically sited transfer stations will be created (or, where appropriate,
community skip bin sites will be upgraded). These stations need to be easily
accessible to communities and are provided for the disposal of garden refuse
and other bulky2 household waste. These sites can also fulfil the role of
recycling stations by providing containers for different types of waste
suitable for re-cycling, and as educational centres in terms of the IWMP
(such as the KwaMagxaki Recycling Centre). The upgrading and construction
2 Bul ky waste refers to waste that does not fit in a bl ack bag or bin.
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of transfer stations will be done in conjunction with the implementation of
the wheely bin refuse collection system (for more information, see Project
no. 23 on page 36).
4.6.4 Hazardous and medical waste collection
It is assumed that the majority of hazardous and medical waste that is
generated in the Metro is collected and transported by waste companies that
are licensed to do so. The hazardous waste is transported to either the Aloes
II hazardous waste site or the Koedoeskloof hazardous waste site.
A smaller portion of the hazardous waste in suspected to end up in the
municipal non-hazardous landfills Arlington and Koedoeskloof, in most cases
mixed with other waste, due to ignorance, human error and possibly
intentionally (proper disposal of hazardous waste is expensive).
4.7 Waste recycling
Recycling is the activity, which allows for the recovery of waste materials
so that they can be transformed into new products or re-used by
extending the useful life of a product by passing it on to other users (for
example re-useable bottles).
“When w e throw a product aw ay it represents more than just a piece of waste, it also embodies all resources used to produce it. If you add them all, the real w eight of a toothbrush becomes 1.5 kg and that of a cell phone becomes 75 kg.”
- Ms. Margot Wallstroem, EU Environment Commissioner
It is ideal that waste of different types be separated at source (e.g. in the
household). Recycling wastes that have been mixed is difficult and messy.
Separating waste at source requires separate storage and collection
systems. Whilst this will make the storage and collection of the waste very
costly, the downstream costs of waste handling and disposal will be greatly
reduced.
Very little waste separation occurs at present. Most domestic households
have very little awareness of the environment and all waste including
putrescibles, garden waste, glass, plastics, paper metals, textile items and
domestic hazardous wastes are disposed of in a single bag or bin. The
disposal of organic waste with other waste makes the downstream
separation a difficult and messy operation.
Very little formal recycling occurs at present and it is estimated that less
than 1% of the total waste stream is recycled. However, there are other
incidences of separation & recycling that occur from waste on the kerbside,
garden sites and the waste disposal site, which is unaccounted for. These
actions are illegal and do not have the approval of the Municipality.
With the support of Sida and the Office of Sustainable Water and Waste
Management in Gothenburg, Sweden, the KwaMagxaki Garden Waste
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Transfer Station has been transformed into the KwaMagxaki Recycling
Centre, where glass, plastics, tins etc can be dropped off by Metro citizens
who wish to have their waste recycled. The site is also equipped with
facilities for training as well as and demonstration project of alternative
solutions for sanitation. Although the project has experienced some initial
difficulties, it is believed the Centre will be fully functional soon (see Project
no 11). Other transfer stations may be turned into Recycling Centres should
the KwaMagxaki experience prove successful.
Picture 2. NMMM staff welcomes you to the KwaMagxaki Recycling Centre.
The are examples of smaller companies in the more affluent areas of the
Metro offering waste separation services to apartment buildings and
neighbourhoods, where the company provides the storage facilities for glass,
tins, plastics, etc and ensure that these are recycled. For this service, the
tenants or the body corporate pays a small fee. Outside of the Metro, Cape
Town has opened an Integrated Waste Exchange (IWEX) that provides
companies, recyclers, collectors and community groups a platform to
advertise waste as a resource for others. All interested South Africans are
encouraged to use this opportunity: http://www.capetown.gov.za/iwe/
Currently most of the waste that is separated and recycled occurs at the
waste disposal site. This is a very dangerous inhumane activity where
hundreds of desperate people have to compete with one another searching
for recyclables, whilst dodging collection vehicles offloading waste and
bulldozers spreading and compacting waste. The informal salvagers also
have to face the prospect of injuries inflicted by sharp items, such as glass
and metal, in the waste pile. Only a small fraction of the recyclables is
recovered in this manner - the rest being covered over and lost.
The lack of structured waste separation initiatives impacts on many
downstream activities, such as:
• Unrecovered recyclables occupy valuable airspace in landfill sites. • Negative impact on the environment both from a pollution perspective
as well as draining our planet of its natural resources. • Reusable resources are lost. • Potential empowerment opportunities and jobs are lost which could be
initiated by recycling projects.
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Waste Info 1: How and what to recycle?
Adding value to waste products help promote an effective collection system. Recycling must be financially viable and there must be markets for recycled material. The cardinal principle is that the better the stuff is sorted, the more valuable it is. This applies especially to paper, one of
the chief candidates for household recycling.
There is a limit to the number of times paper can be recycled as the cellulose fibres become shorter each time the paper is recycled. This is the reason why high quality paper fetches a higher price: it has longer fibres. The most convenient way for most households to have their paper recycled it to take it to the local school or give it to a charitable organization. Many schools have standing arrangements with recyclers
who provide large bins for paper collection on school premises. Schools and charities are paid for the paper. The market for recycled paper is growing as more individuals and companies are using it. Nevertheless, not all paper products are recyclable, so leave out waxed paper and cartons, foil-lined and plastic-strengthened bags, oil
contaminated paper, carbon paper, food wrappings, paper napkins and towels, rubber bands, metal fasteners and staples.
Do not throw any books away! Book banks are an effective way to collect used books to raise money for Metro-based charities. Contact your local library for more information.
Glass is an excellent candidate for recycling as it takes much less heat
to re-melt glass then to make new glass and the process can be repeated indifferently. Bottle banks are located at a number of garden waste transfer stations in the Metro.
Households can contribute to the recycling of plastics not so much by collecting material as by buying products made of recycled plastic (thereby keeping up the demand), reusing plastic bags wherever
possible (packing food in the freezer) and by not littering.
Collect-a-can (www.collectacan.co.za or (011) 466-2939) is the national collector of cans and uses local agents in the Metro who buy the cans. Although being a bulky waste to collect (32 000 cans make up a ton), they are easily and efficiently recycled. Remember though that all cans must be empty, the cans must be sorted to maximise payment, crushed, rusted and burnt cans can also be recycled and that no paper (except
labels), glass, plastic or other scrap metal is accepted. The most efficient way to collect cans is by a group, as transport and storage has to be sorted out. Scrap metal can be taken to special scrap metal agents in the Metro.
Used motor oil is collected and recycled by the ROSE Foundation through a number of garages in the Metro. Contact the Foundation for
more info on (021) 448-7492 or www.rosefoundation.org.za.
Laser print and ink jet cartridges are easily refilled, contact your local computer store.
Certain optometrists in the Metro collect eyeglasses for needy people. Ask your optometrist.
Source: Recycling Directory Port Elizabeth, Wildlife and Environment Society of South Africa (WESSA)
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Without a meaningful intervention by local authorities, it is unlikely that any
significant recycling will occur. The Action Plan (see page 36) includes a
number of initiatives that are hoped to improve recycling in the Metro.
4.8 Composting
Composting is a natural process where the organic material is transformed
by living organisms (such as bacteria, fungi, worms and other small animals)
resulting in humus and nutrients (e.g. nitrogen and phosphorus) that can be
utilised as natural fertiliser. The production and use of natural fertiliser
reduces the need to for artificial fertiliser, which requires large amounts of
energy (for nitrogen fixation) and limited resources (mined phosphorus).
Compost is a fertiliser with positive long-term effects and is therefore usually
used as soil improver in gardens, parks and landscaping. The value varies
considerably depending on the quality and the local demand.
From the waste characterisation exercise, it is evident that approximately
50% by mass of the daily volume of waste, which is, disposed of at the
various disposal sites in the Metro falls in the category of biodegradable
waste. Whilst not all the aforementioned waste is suitable (for organic
composting (wet domestic fraction accounts for ± 4.3% of total waste
stream), the bulk of the garden waste fraction is suitable for composting.
This comprises some 80 tonnes per day.
The NMMM currently does not compost any of its collect organic waste.
Several composting companies in the Metro have approached the NMMM
with proposals. The NMMM is currently developing a number of pilot projects
on composting (see page 36) and will involve local companies/co-
operatives/organisations in these initiatives.
Waste Info 2: Can you compost it? Yes/No
Grass clippings Yes Manure from horse or cow, rabbit droppings Yes Rotten fruit & vegetables Yes
Coffee grinds, including filter Yes Tea bags Yes Citrus, e.g. nartjies, grapefruit, lemons Yes Leaves Yes Wood chips and pieces Yes Straw Yes
Sawdust (from un-treated wood) Yes Newspaper Yes Wet paper Yes Paperboard, e.g. cereal boxes Yes Egg shells Yes
Source: www.compostinfo.com
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4.9 Waste treatment
The NMMM has little information on the types of waste treatment available
and being used in the Metro, nor of the risks or consequences of these
treatment options.
One form of waste treatment that the NMMM is aware of is the incineration
of medical waste at hospitals and clinics. It is suspected that the incinerators
are of inferior quality and given low maintenance, resulting in air pollution.
4.10 Waste disposal
The collected domestic refuse is disposed of at three landfill sites in the
NMMM area, namely:
• Arlington General Landfill, which is operated by a private company on contract with the Municipality.
• Koedoeskloof Low Hazardous & General Landfill, which is operated by the Municipality
• Aloes High Hazardous and General Landfill, which is operated by the private sector. Aloes is one of only three High Hazardous landfills in the
entire country.
These three landfill sites have the necessary DWAF3 permits. The locations of
the landfill sites are indicated in Annex 2.
Table 7. Types of waste landf illed at Arlington, 2004.
Cover material 30,1%
Mixed waste 15,9%
Garden waste 16,9%
Domestic waste 12,0%
Rubble & concrete 7,8%
Commercial waste 8,2%
Wood & paper 2,2%
Fine dust 1,9%
Rubber & plastic 1,8%
Other waste 3,3%
The Arlington site is the larger of the two municipal sites and is situated near
Walmer Township on the outskirts of PE. Only non-hazardous waste is
accepted at the site, where 180,000 tons of waste was landfilled in 2004.
Table 7 shows what types of waste are landfilled. The high amount of cover
material being used is due to the low quality of the material (mostly sand
that blows away). A large number of informal recyclers work on the site in
3 Dept of Water Affairs and F orestr y
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very poor conditions, where they search through incoming waste after
recyclable materials that can be sold to recycling companies that collect
nearby. Food that they come across is also consumed at great risk to
themselves.
The smaller municipal site, Koedoeskloof, is located outside of Uitenhage and
receives both non-hazardous and hazardous waste from domestic and
commercial/industrial sources. At Koedoeskloof, the amounts of incoming
waste are estimated by volume (cubic metres), which is out-of-date with
modern practice. As of 1 July 2005, waste will be registered by the ton,
making comparisons with Arlington more practical. It is estimated that the
Koedoeskloof site received approximately 130,000 tons of waste annually.
Other small, non-permitted disposal sites were until recently in operation at
Colchester, Ibhayi, Blue Horizon Bay, Grootkloof, Kwanobuhle and Seaview.
These sites were in existence prior to these areas being incorporated into
the Metro. They are all now being closed and remediation plans for the sites
are being developed. As an interim measure, the waste is being transferred
and disposed of at either Arlington or Koedoeskloof.
Picture 3. Images from the Koedoeskloof landf ill site.
Domestic waste from Motherwell is also transported to the nearby Aloes
hazardous waste site for the purpose of co-disposal (approximately 500
tons/month). Co-disposal means that hazardous and non-hazardous wastes
are mixed in a landfill in order to generate a leachate that is less hazardous
than if only hazardous waste was landfilled. The practice of co-disposal is not
accepted in many countries and is expected to be phased out in South Africa
over the next decade.
“Waste management is not the exclusive preserve of government. The private sector and civil society have crucial roles to play.”
- The White Paper on Integrated Pollution and Waste Management in South Africa
Whilst there is sufficient airspace at the Arlington Site for ± 65 years and at
Koedoeskloof for ± 25 years, the Metro is in the process of identifying a new
Regional Waste Disposal site to meet the future needs of the Metro for at
least the next 100 years. Although, in the short term, this site will
essentially be used to process and dispose of hazardous wastes it will also
cater for future general waste disposal. A study is currently underway to
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develop a Regional Hazardous Waste Processing Facility to serve the Metro
and the region. It is envisaged that this facility, which will meet the highest
international standards, will be operational by 2012. In the interim, the
Aloes hazardous waste facility will satisfactorily meet the needs of the Metro
until the new site is operational.
4.11 Other services provided
Litter picking
Dedicated staff exists on the staff establishment to pick up litter and sweep
streets in CBD’s, beachfront areas and certain main routes. Currently the
Environmental Management Division cleans and removes litter from
developed parks and nature reserves throughout the Metro. The NMMM
currently employs casual labour to carry out litter picking elsewhere in the
Metro area in a number of different projects.
Beach Cleaning
Beach cleaning is performed both manually by municipal staff and with the
help of mechanical beach cleaning equipment.
Street Sweeping
All main roads and highly trafficked secondary routes are swept either
manually or mechanically.
Picture 4. Korsten is an area of the Metro with large amounts of littering.
Street Washing/Sanitising
The focus of this function is in areas that are fouled and contaminated as a
result of the activities of hawkers, street traders, commuters congregating at
bus/taxi facilities and the general public at places of entertainment, sports
facilities, CBD’s, etc. The areas generally require hosing down with high-
pressure cleaners and sanitising.
Cleaning and Sanitising Ablutions
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The cleaning and sanitization of ablutions is carried out by various
departments and in certain instances is outsourced to the private sector.
Certain public ablutions that are located in Parks and other public amenities
are the responsibility of the Parks Department or the Building Maintenance
Division. This entire function should be transferred one responsible Division,
whichever may be the most appropriate.
Weed Control in Road Ways
There is currently a duplication and overlap of this function, whereby both
the Cleansing and Roads and Stormwater Divisions carry out weed control in
roadways. This entire function should be transferred one responsible
Division, whichever may be the most appropriate.
4.12 Economics and Financing of Waste Management
The cleanliness of our Metro is the responsibility of the Municipality. The
Waste Management Division of the NMMM works both proactively and
responsively to waste through education and awareness programmes,
collection and transport of waste, disposal of waste, development of
recycling schemes, etc.
Currently, the management of waste is financed through both levies and
charges as well as through the municipal budget (see Difference below). The
Waste Management Budget for 2004 - 2007 is shown below:
Category
2004/2005
Budget
2005/2006
Budget
2006/2007
Budget
Basic Remuneration and
Allowances
56 768 280 55 852 190 58 634 660
General Expenses 77 402 620 89 816 020 92 918 920
Repairs and Maintenance 2 931 410 3 319 400 3 483 600
Contributions 22 814 600 16 491 370 16 719 580
Contributions to Capital
Outlay
0 0 0
Less : Amounts Charged
Out
-16 878 820 -19 370 860 -20 347 800
TOTAL EXPENDITURE 143 038 090 146 108 120 151 408 960
Miscellaneous Revenue,
Rentals , Fees and Charges
-18 202 620 -16 734 580 -17 381 330
Rateable P roperty Charges -1 329 600 -1 409 380 -1 479 850
Refuse Charges -73 117 250 -77 504 300 -81 379 520
Contributions from : -1 605 000 -1 701 300 0
Appropriations -1 914 170 -5 045 450 -5 312 420
TOTAL INCOME -96 168 640 -102 395 010 -105 553 120
DIFFERENCE 46 869 450 43 713 110 45 855 840
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In addition to municipal funding, external funding organisations have also
contributed and continue to contribute to improving the waste management
services provided by the municipality. Examples of external funding include:
• Sida, who have financed a partnership between the NMMM and the Recycling Board of Göteborg, which has focussed on the development of Integrated Waste Management (IWM) in the Metro. Sida have also funded a number of consultancy reports related to IWM and contracted
a long-term advisor from Sweden to support the NMMM in 2005. With the completion of the IWMP, the cooperation with Göteborg continues on a more mutually beneficial basis (benchmarking exercises).
• The MIIU grant, which has in part financed the feasibility studies for the MRF at the Arlington site.
4.13 Organisational Structure
4.13.1 Staff and organisation
The Municipal collection and disposal of waste along with associated public
cleansing activities is a very large operation involving a labour force of ±
650 people at a total cost of approximately R140 million per annum. The
Manager of Waste Management is responsible for the Division and is
supported by five Assistant Managers. Four of the Assistant Managers run
“Operations”, while one Assistant Manager runs the newly started
“Planning”.
“Operations” is divided into “Collection” and “Treatment/Disposal”. Three
Assistant Managers run the collection of waste from their geographic areas:
(1) PE City, Blue Horizon Bay, Seaview and Kuyga (2) Ibhayi, KwaMagxaki,
KwaDwesi, Joe Slovo and Northern Areas and (3) Uitenhage, Despatch,
Bluewater Bay, Well’s Estate, Motherwell, Coega and Colchester/Cannonville.
The collection of waste involves the following staff (although some positions
have yet to be filled, funding pending):
• 3 Assistant Managers: Collection Operations • 6 Superintendents • 12 Asst Superintendents • 20 Supervisors • 6 Depot Clerks • 50 Drivers • ± 200 Refuse Carriers • ± 280 Street Sweepers • ± 30 Toilet Cleaners • 2 Community Liaisons (3 more to be appointed)
One Assistant Manager runs the two landfill sites Arlington and Koedoeskloof
and is responsible for the closure and remediation of old landfills sites and
the construction of new waste transfer stations/recycling centres.
“Treatment/Disposal” involves the following staff, according to the current
organogram:
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• 1 Assistant Manager: Landfill Operations • 2 Control Officers • 3 Weighbridge Computer Operators • 1 Tip Attendant • 1 Checker • 2 Loader Operators • 1 Access Control Officer • 8 Labourers
One Assistant Manager runs the newly established sub-division “Planning”,
and is supported by (although some positions have yet to be filled, funding
pending):
• 1 Assistant Manager: Planning • 1 Planner • 1 Contracts Manager (yet to be appointed) • 1 Development Officer • 1 GIS Operator • 1 Transport Superintendent • Counters (all to be appointed)
See Annex 3 for the current organograms of the Waste Management
Division.
Staff convenes and vehicles and equipment are stored in six depots in the
Metro:
• Harrower Road (Central PE) • Gail Road (Northern Areas) • Uitenhage • Despatch • Motherwell • Blockyard (Ibhayi)
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5 LEGISLATIVE REVIEW
5.1 Introduction
Legislation forms the basis of all sound administrative practises. Without
legislation, it will not be possible to implement and enforce policy and
procedures. It is, therefore, a fundamental imperative that the proposals and
policy spelt out in this IWMP document are properly formulated and
appropriately legislated.
There are two vehicles for legislating such issues, namely,
• National legislation, dealing with issues that are of national importance and that may impact beyond the sphere of jurisdiction of the local
authority.
• By-laws, which deal with local issues and the specific manner in which a local authority wishes to conduct its own affairs.
All issues emanating from the IWMP need to be clearly defined in terms of
whether they should be legislated on a national basis or locally.
A full review of existing National and Provincial legislation is found in Annex
5. Further details related to issues, which need to be legislated, are detailed
hereunder.
5.2 Issues for National Legislation
Clearly most of the initiatives and issues contained in this document are new
in South Africa and will, therefore, require the development of new
supporting National Legislation. This is to ensure that all local authorities are
required to implement waste management strategies in a uniform manner
and without putting those local authorities implementing such processes at a
disadvantage from an economic and development perspective.
Unfortunately, the enforcement of regulations that favour the protection of
the environment will have an on-going impact for industry, which in the
short term may appear negative. However, for industries to become global
competitors it is considered essential that there is compliance with best
international standards, which in the long term may prove to be more
favourable for establishing new international markets.
5.2.1 Generation of waste
Little or no control exists with respect to the generation of waste both from
an industrial / commercial and domestic prospective. Whilst the domestic
consumer has little control of most of the waste that they generate, as it is
imposed on the consumer by the producer, the consumer has the ability to
select and purchase products, which reflect positive intentions to reduce the
adverse impact of the resultant waste product on the environment by the
producer.
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The only manner to do this effectively is to introduce the "producer / polluter
responsibility principle”. This will ensure that the producer contributes to the
recycling, transformation and disposal of packaging and goods at the end of
their life cycle by:
• Minimising packaging and produce packaging, which is recyclable or has the least possible negative impact on the environment in the event of disposal.
• Contributing financially to the recycling, transformation and / or
disposal of goods. • The imposition of a form of taxation on goods according to the
negative environmental impact of the product or the packaging materials used requires the implementation of National legislation. This is considered to be a political process and would in the first instance require political support at a local level.
Furthermore, one of the goals is to develop and maintain databases and
information management systems on waste generation and treatment.
The primary objectives are as follows;
• Categorisation of general, hazardous and medical waste and the
establishment of regulations concerning the various waste categories. • Labelling of products with regard to environmental impacts and
compliance. • Identification and registration of waste generators. • Impose stringent measures and legislation relating to unsolicited mail
and publications.
• Add value to waste by introducing taxation and the enforcement of the “polluter / producer responsibility principle”
The by-laws would need to clearly spell out these requirements and
processes.
5.2.2 Separation
The introduction of waste separation initiatives at source requires that
consideration be given to the following;
• Implementation of education and awareness programmes • Introduction of tariff reduction incentives to consumers who separate
waste at source • Development of by-laws, which allow the municipality to implement
waste separation at source.
The problem currently facing the municipality is that there is very little scope
for the introduction of reduced tariffs as incentives for waste separation as
the tariffs are currently very low. For example, a reduction of say 40% in
regard of the tariff for waste collection, which is currently ± R17-00/month,
is a mere R6-80/month and only a minor incentive. The focus will, therefore,
have to be on education and awareness programmes and enforcement by
way of legislation (punitive measures).
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5.2.3 Collection
The municipality’s current function is limited to the collection of domestic
refuse and non-hazardous trade refuse. The bulk of the non-hazardous trade
refuse is collected by the private sector and it is envisaged that in the near
future that this service will be entirely rendered by the private sector.
The focus, therefore, relates to the implementation of collection strategies
for domestic refuse. The by-law will need to be flexible and give the
municipality the latitude to implement collection strategies as may be
appropriate at any stage of the phased implementation approach, which is to
be adopted for the separation of waste at source.
5.2.4 Transfer and Transportation
The introduction of National legislation in regard of the transfer and
transportation of waste is necessary. As a minimum, this should include the
following:
• Registration of waste transporters and waste brokers • Issue and control of permits to transport waste • Enforcement of stringent requirements relating to the transport of
waste • Categorisation of waste transporters, i.e. general, hazardous and
medical waste
It is envisaged that the municipality will fulfil a regulatory role in this regard
in collaboration with the relevant National Departments.
5.2.5 Transformation and Re-use
Possibly, it is this area of waste management, which requires the most
attention in terms of supporting legislation.
It is envisaged that both National legislation and local by-laws will require
widespread change and the introduction of new legislation that will assist
with the implementation of recycling initiatives.
A factor that has a major impact on the success of recycling initiatives is the
cost of raw materials for the manufacture of goods. It is unfortunate that the
cost of raw materials in many instances does not favour recycling.
Mechanisms need to be introduced to “add value” to the various waste
fractions which will encourage recycling initiatives.
There are a number of possibilities in this respect, namely:
• Taxation of raw materials to limit the use thereof and use the income derived there-from for the subsidisation of recycling projects.
• Taxation of goods according to the type and quantity of waste products that emanate from the products concerned. Income will also accrue to the recycling projects.
• Tax incentives / rebates to new companies entering the recycling market.
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• Contributions from savings in respect of air space within the landfill sites.
• Possibility of eliminating VAT charges on recycled goods, which will give recycling, companies a 14% advantage over those companies
who make use of raw materials in manufacture. • Creation of opportunities in the emerging business sector.
The above would require consideration by National Government and needs
to be embodied in both National legislation and by-laws. Further attention
needs to be given to expanding the deposit system on beverage and other
containers, which can be reused or recycled.
5.2.6 Disposal
In support of achieving the national goal of Zero Waste by 2022, it is
necessary to legislate a ban on the disposal of organic materials at landfill
sites. This will also require the implementation of separation of organics
from domestic refuse source.
Incineration of waste remains a controversial issue particularly from a
perspective of the quality of emissions. This is a subject for consideration by
the National Department of Environmental Affairs and Tourism for research
and development of appropriate legislation.
5.2.7 Other General Environmental Matters
In an effort to remove the problems associated with littering of which the
bulk of the litter comprises discarded plastic shopping bags, the Government
has introduced plastic bag regulations, which were published in the
Government Gazette no. R543 dated May 2002. The focus of these
regulations are to place a prohibition on the manufacture, trade and
commercial distribution of plastic film with a thickness of less than 80
micron.
The possibility needs to be investigated as to whether these regulations can
be amended to include a compulsory refundable deposit on plastic bags
irrespective of the condition of the bag. However, all the pieces of the bag
must be presented for refund. This will ensure that all bags will be returned
to the business that issued them in the first instance. This system will have
the advantage of creating an opportunity for unemployed to collect
discarded bags and redeem the deposits charged. The bags, subject to their
condition, may either be issued for reuse or recycling.
5.3 What is the legal definition of waste?
The Government Notice 1986 of 24 August 1990 includes the legal definition
of waste, defining it in short as an undesirable or superfluous by-product,
emission, residue or remainder of any process or activity which is discarded,
or is accumulated and stored with the purpose of eventually discarding it, or
is stored with the purpose of recycling, re-using or extracting usable product
from such matter. The entire legal definition of waste is found in Annex 4.
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Waste is classified by its source as domestic, industrial or commercial.
• Domestic waste is generated by households in residential areas. • Commercial and industrial waste is generated by commercial and
industrial entities
Broadly, commercial waste is produced by businesses that do not have
manufacturing processes, such as those in the CBD. Industrial waste is
produced by businesses with manufacturing and bulk storage/handling
facilities, such as in industrial zones.
Waste is categorised into either general or hazardous waste. It is
important to categorise waste as the environmental impacts of waste vary
with the type of waste. The appropriate handling and treatment techniques
also differ for the different types of waste.
General and hazardous waste is well described in the Department of Water
Affairs (DWAF) “Minimum Requirements for Waste Disposal by Landfill”
publication as follows:
General waste is a generic term for waste that, because of its composition
and characteristics, does not pose a significant threat to public health or the
environment if properly managed. Examples include domestic, commercial,
certain industrial wastes and builders’ rubble. General waste may have
insignificant quantities of hazardous substances dispersed within it, for
example, batteries, insecticides, weed-killers and medical waste discarded
on domestic and commercial premises.
General waste may be disposed of on any permitted landfill.
General waste can produce leachate with an unacceptably high pollution
potential. This may result from waste decomposition, together with the
infiltration and/or percolation of water. Therefore, under certain conditions
general waste disposal sites must have leachate management systems.
Therefore, in addition to being subdivided in terms of size of operation,
general waste landfills are subdivided in terms of their potential to generate
significant leachate.
Hazardous waste is waste, which can even in low concentrations have a
significant adverse effect on public health and/or the environment. This
would be because of its inherent chemical and physical characteristics, such
as toxic, flammable, corrosive, carcinogenic or other properties.
Examples of hazardous wastes are:
• Inorganic wastes such as acids, alkalis, sludges with heavy metals and asbestos wastes.
• Oily wastes from the processing and use of mineral oils. • Organic wastes such as solvent residues, paint and resin based waste and
organic chemical residues.
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• Organic wastes such as edible animal and vegetable oils, waste from slaughterhouses (abattoirs) and tanneries and other animal and vegetable based products that rot and create high odour levels.
• High volume low hazard wastes that contain small quantities of highly
dispersed hazardous substances, such as sewage sludge or soils contaminated with oils and other pollutants.
• Medical wastes comprising of human/animal tissue, soiled bandages and syringes.
• Various other wastes such as redundant chemicals or medicines, laboratory wastes explosive wastes and redundant munitions.
Hazardous wastes are grouped into nine classes, which based on
international hazard groups (see Figure 3).
Source Domestic Commercial Industr ial
General:
PaperMetals General General GeneralGlass Domestic C ommercial Industrial Plastic Waste Waste WasteOrganicInerts and Builders R ubble
Hazardous:
Class 1 ExplosivesClass 2 GasesClass 3 Flammable liquidsClass 4 Flammable solids/substances Hazardous Hazardo us HazardousClass 5 Oxidising substances Domestic C ommercial Indu strialClass 6 Poisonous & Infectious Substances Waste Waste WasteClass 7 Radioactive SubstancesClass 8 Corrosive SubstancesClass 9 Miscellaneous Substances
Figure 3. National Waste Classif ication System adopted by the NWMS.
Hazardous waste is also allocated a hazard rating:
Hazard Rating 1: High Hazard
Hazard Rating 2: Moderate Hazard Hazard Rating 3: Low Hazard Hazard Rating 4: Potential Hazard
High Hazard Waste (group I): Requires the strictest control and urgent
attention. Contents are deemed to be significantly toxic and persist in the
environment and accumulate in biological tissues.
Moderately Hazardous Waste (group II): Possesses highly dangerous
characteristics and contains significant concentrations of highly/moderately
toxic constituents
Low Hazard Waste (group III): Has dangerous characteristics or with
significant concentrations of leachable/ biologically available toxic
constituents.
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Potentially Hazardous Waste (group IV): Has characteristics of concern or
with toxic constituents, which are either in a form that will remain
insoluble/unavailable or are in insignificant concentrations.
The hazard ratings have different treatment and disposal requirements.
Hazardous waste landfills are therefore divided into two types according to
the hazard rating of the waste that they are designed to handle. H:H (High
Hazard) landfills can accept all hazard ratings of waste, while H:h (Low
Hazard) landfills can only accept Hazard Ratings 3 and 4 and general
wastes.
The bulk of hazardous waste is generated by commerce and industry. This
includes special industrial wastes, such as liquid wastes, other solid
hazardous wastes that may be generated by commercial and industrial
entities and medical wastes generated at medical facilities. Households and
businesses also produce smaller quantities of hazardous wastes, such as
paints, batteries and domestic solvents (known collectively as Household
Hazardous Waste).
Medical waste is classified as a hazardous waste under the broader category
of infectious waste. Medical wastes comprises of any waste generated during
diagnosis, treatment or immunisation of humans or animals and comprises
of two main categories:
Anatomical waste is waste containing human or animal tissues such as body
parts, used sanitary towels and used bandages and dressings.
Sharps are items that could cause cuts and needle-stick injuries including
items such as scalpels, hypodermic needles and other blades.
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6 PUBLIC PERCEPTION
6.1 Surveys
In 2001, consultants were appointed to perform perception surveys in
previously disadvantaged communities to find out what they knew about
sustainable waste management and what they felt about the waste
management services being provided by the municipality.
The focus on the previously disadvantaged community was identified as
necessary in order to identify problems with regards to waste management
and to establish when the most waste is accumulated in order to determine
suitable collection days. The municipality had identified the disadvantaged
communities as a key sector requiring attention with regards to waste
management.
800 interviews were performed low-income areas4 during five weeks in 2001
with a number of interesting results, for example:
• Of the interviewed, 8% claimed to dispose of their waste themselves (illegal dumping?) and 3% said that they burned their waste.
• 86% of the interviewed preferred having their waste collected at least once-a-week, while 13% were satisfied with collection every second week.
• Although a majority (61%) store their waste in their backyards, 25% store their waste in the street. Reasons included “We have been told to do so” to “No alternative”.
• Those that admit dumping their waste in open spaces supply reasons
such as “To keep my yard clean”, “Because I miss the collection”, “So it is easier to collect” and “Have no bin/bin stolen”.
• 48% of the respondents rated the service delivery as good or very good. 31% rated it as fair and 20% as poor or very poor.
• Amongst the complaints were “They leave torn bags etc and we have to clean up behind them”, “They leave the waste (esp. garden waste)”, “We
don't get plastic bags”, “Our street is not clean/they leave torn bags” and “They won't take rubble mixed with waste”.
• 28% of respondents indicated that they did not think that they should pay for the collection of waste.
• 65% of the respondents rated their areas as clean or very clean. 29% rated their area as untidy and 7% as very untidy. 60% of Walmer residents rated their area as untidy.
• 70% of respondents indicated that they would be prepared to keep their areas tidy on a voluntary basis while 30 % indicated that they would not.
• 24% of the respondents interviewed composted their organic waste.
The willingness of the communities to separate their waste according to
fraction (e.g. glass, plastics, tins, etc.) to simplify recycling was also
4 Door-to-door areas ( 50 inter views in each): Mother well, New Brighton, Kwazakhele, Zwide,
KwaDwesi/KwaMag xaki, Gqebera, Northern Areas (north & south), Khayamnandi, Kwanobuhle/Khayelitsha,
KwaLanga. Contr ol Group Inter views (75 in each): Motherwell Shopping Centre, Njoli Square Taxi Ranks,
Cleary Par k Shopping Centre, Uitenhage T axi Rank.
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evaluated so far as to ask the respondents what they would require to begin
this practice. The responses included:
• Collection of different waste on different days • Separate collection of glass • Different bags for different types of waste • Incentives e.g. reduced service charges
Various complaints and suggestions included:
• They won't remove grass because we don't have enough plastic for it • Workshop waste management • The municipality increased their rates without informing us • If the waste is not in plastic bags they leave it • They collect it too early, if it is too heavy or more than 5 bags they leave
it
• When they collect they sometimes leave rubbish on the streets and make the area dirty
• The skip in the area must be removed because it just makes the place untidy
• Fence the dumping areas • Group clean up
• Inspect the cleaning of the townships • The skip is too high for some people to reach
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7 PUBLIC PARTICIPATION
During 2002, consultants were appointed to coordinate an inclusive public
participation process linked to the development of the IWMP. The public,
politicians, municipal staff and other interested and affected parties
participated during a course of meetings and workshops, where different
aspects of waste management were discussed.
The general consensus of the meetings is presented below and has been
included in the development of this IWMP.
7.1 General areas of concern
7.1.1 Improvement in Socio-Economic Conditions
Unemployment and poverty contribute significantly to environmental
degradation. In order to maintain a healthy and quality environment,
integrated waste management efforts should always harness opportunities
to address poverty, hunger and unemployment.
7.1.2 Environmentally Sustainable Development
Development should embrace and continue to improve the environment so
that current and future generations enjoy the optimum benefits.
7.1.3 Holistic and Integrated Approach to Environmental
Management
Environmental management is about a holistic respect for the environment
entailing an integrated approach to the social, economic and natural
environment.
7.1.4 Involvement, Development and Empowerment of SMME’s
Integrated Waste Management practices should ensure that Small, Medium
and Micro Enterprises are involved, developed and empowered.
7.1.5 Job Creation
Integrated Waste Management efforts should always harness opportunities
for job creation.
7.1.6 Dynamism
Integrated waste management planning should take into account
international best practice, the non-static nature of the environment and the
need for continued policy research, monitoring and review.
7.1.7 Education and Awareness
Education, awareness and skills development is important for ongoing policy
planning and implementation.
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7.1.8 Coordination and Integration
Waste Management efforts should be informed by the need to promote and
proactively ensure cross-sectoral and interdepartmental coordination and
integration.
7.2 Recommendations
7.2.1 Waste Generation
7.2.1.1 Source Generation
• Builders need to be educated not to leave building rubble lying around. • Big business, clinics and hospitals need
to become more responsible in the production and disposal of waste
• The use of plastic bags especially by shops and supermarkets should be discouraged; e.g. bread is provided in two (2) plastic bags at the same time.
• There is a concern about the amount of plastic bags littering the Metro and that the prevailing winds worsens this problem.
• Consumers should bring their own bags or purchase them at the store. • Introduce recyclable paper bags as value added plastic bags. • Introduction of natural products e.g. sorghum plastic. 7.2.1.2 Recycling and Re-use
• Buy-in from specialist recyclers needs to be obtained for this process. • Value-adding should be encouraged for waste products with a view to
encouraging recycling and re-use of products • Lower taxation for recycled products to encourage the value of these
products, legislation with regards to this should be lobbied. • Community based recycling projects should be supported by the NMMM • Manufacturers should be given incentives to encourage them to recycle
their products and reduce their waste production. 7.2.1.3 Polluter Pays Principle - Punitive Measures
• Industries that pollute need to invest in the affected communities, in the form of community health facilities and or fund public health care programmes.
• Punitive measures should be applied to those who dump waste. The Metro currently issues spot fines of R500 but this does not seem to be
helping the situation. • Any member of the public who brings to
book perpetrators should receive an incentive of R100 from each R500 fine issued.
• There should be national lobbying to ensure that the manufacturers label their products for recycling, e.g. return and re-use.
• Public should start to be responsible for their areas. 7.2.1.4 Community Awareness and Education
• The community needs to be educated on the impacts of dumping waste
on the natural environment, a general health. 7.2.2 Waste Separation
7.2.2.1 Separation at Source
Builders need to be educated
not to leave building rubble
lying around.
The public should start to be
responsible for their areas .
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• Separation of waste at source should be started on a small scale and piloted in different areas.
• Different colour bags could be
provided for waste separation at household level for pilot purposes. • Business and industry should be encouraged to separate waste at source. • In general, households are too small to ensure separation of waste at
source; waste should be separated at landfill sites and in transfer stations.
7.2.2.2 Separation at Landfill Sites
• Waste separation should be encouraged at landfill sites. • Waste separation at landfill sites should be managed. 7.2.2.3 Community Involvement
• Community based contracts should be issued for the management of waste separation facilities to ensure a person is granted a longer contract period.
7.2.3 Waste Storage and Collection
7.2.3.1 Effective Storage and Collection
• The Metropole should provide big containers in open spaces and in peoples’ yards for waste storage.
• All households in the Metro should be provided with Wheely Bins to ensure effective waste storage.
• An incentive scheme facilitated by the Metropole should be developed to reward households or companies making use of effective waste storage
and reward recycling initiatives. • The black bags distributed need to be placed in peoples post boxes, at
gates, doors or given to neighbours, and not dumped or thrown into someone’s yard.
• Broken bottles in plastic bags are dangerous to waste collectors
• Spaza shops and shebeens generate a lot of waste and should be encouraged to separate and store waste
• Wheely bins are effective waste storage for each household. • SMME’s and big business should be engaged in developing collection
strategies for different areas. 7.2.3.2 Community Involvement and Education
• Community based waste collection projects should be initiated by the Metropole
• There is a need for small businesses to collect waste door to door in conjunction with the municipality
• The tender process for community based waste collection projects should be subsidized and the public be encouraged to participate.
• Waste collection mechanism in farms outside the Metropole should be encouraged.
• There are community projects that take charge of areas without remuneration; the municipality should support these projects.
• The development of educational programmes by Manufacturers and the Business Sectors at schools and in the community in general should be encouraged.
Separation of waste at source should
start in smaller scale projects .
Spaza shops and shebeens should be
encouraged to separate waste.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 52 OF 96
July 2005 First Generation
7.2.3.3 Collection Programme
• The present waste collection schedule should be reviewed.
• Integration and co-operation between municipal, private and community based collection initiatives are needed.
• The public should be encouraged not to put waste on the street the night before collection.
7.2.3.4 Illegal Dumping of Waste
• Improved management and utilisation of open spaces within the Metropole
• Trees should be planted on open spaces that belong to the Metro and they should be changed to parks.
• Green open spaces need to be fenced-in. • Open spaces that belong to private companies need to be managed • There should be rewards for individuals who report the illegally dumping
of waste • The reasons why people dump waste illegally need to be understood and
accommodated to ensure that this practice does not continue endlessly.
7.2.3.5 General Waste Storage and Collection Recomm endations
• Stray animals and farming within residential areas affects effective waste management
7.2.4 Waste transfer and transportation
7.2.4.1 Public Awareness and Environmental Educatio n
• There needs to be co-ordination and integration of waste management efforts and programmes to avoid overlap and duplication.
• Members of the public should be made aware of approximately 73 skips and garden refuse sites available for public use and be made aware of
and what they are to be used for. • Donkey carts should transport waste as far as the gate of transfer station. • The tonnage of waste that donkey carts are carrying needs to be
monitored. • DWAF is concerned with donkey’s health risk in transfer stations. • DWAF is against with animals in the transfer stations as per their
legislation act.
7.2.4.2 Involvement of SMME's
• Preference for transportation of waste should be given to local contractors and community based initiatives.
• The municipality should protect and regulate the rates charged by donkey
cart operators • Community projects similar to the KwaNonkqubela project in Walmer
should be encouraged in various parts of the Metro. 7.2.4.3 Garden Waste and Building Rubble
• The current policy on transportation of garden waste from residential areas via transfer stations should be reviewed.
• The effectiveness of the skips and garden refuse sites needs to be assessed through a consultation process with local communities
Rewards for individuals who report
illegal dumping.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 53 OF 96
July 2005 First Generation
7.2.4.4 Waste Transfer Facilities
• Involvement of local residents at a ward level is important in the
identification of waste transfer sites as this will ensure there is support and buy-in for the facility
• Numerous waste transfer facilities should be strategically located in different areas
• Education should be made an essential component of locating a transfer facility within an area.
7.2.5 Recycling
7.2.5.1 Community Involvement and Education in Recy cling
• Community based projects need to get support from the Metropole • Recycling centres should be located
near to communities and be supported by the Metropole
• As recycling centres are far away
from communities, the associated transport costs affect the sustainability of community-based projects.
• Officials should ensure that an 'extra mile' approach is adopted towards public involvement, as the minimum legislative requirements are seemingly not enough.
• The public must be educated and informed about the opportunities and benefits that can be derived from recycling
7.2.5.2 Recycling Industry
• Recycling centres need to be provided close to the areas where products
for recycling are produced • Municipal and/or government subsidy for recycling is important in order to
make this industry sustainable • Product packaging should be regulated to ensure that it is recyclable. • Both businesses and households should not just be encouraged but forced
to recycle and/or generate less waste
• Product packaging should be reduced and recyclable
Picture 5. Informal recyclers at the Arlington landf ill work under dangerous
and unhealthy conditions, but f inding alternative livelihoods is dif f icult.
Officials should be prepared to go
that ‘extra mile’ when dealing
with the public .
INTEGRATED WASTE MANAGEMENT PLAN PAGE 54 OF 96
July 2005 First Generation
7.2.6 Waste disposal and destruction
7.2.6.1 Illegal disposal sites
• A policy must be developed to avoid illegal disposal sites. 7.2.6.2 Disposal of Dead Animals
• Dead animals should not form part of domestic waste • The animal welfare or municipality should be contacted to collect dead
animals • The registration number of hit and run drivers should be taken down;
they should be reported and fined. • The proceeds from the fine should go to the person that reported the
incident. 7.2.6.3 Incineration
• Incineration needs to be phased out within in the Metro 7.2.6.4 Scavenging
• Scavenging should be managed on a contractual basis at waste disposal
sites. 7.2.6.5 Landfill Sites
• The life-span of landfill sites needs to be prolonged • Landfill sites need to be rehabilitated
• People should not live adjacent to any waste site
INTEGRATED WASTE MANAGEMENT PLAN PAGE 55 OF 96
July 2005 First Generation
8 PRIORITY ISSUES
The Situation Analysis including the Public Perception Surveys and the Public
Participation provides a detailed description of the current situation of waste
management in the Metro area, limited to the information currently available
to the NMMM, as well as the views, opinions and suggestions of those who
use the service.
In its efforts to improve the management of waste in the Metro area towards
the long-term goals set out by the IWM Planning Principles, the NMMM has
identified priority issues that require immediate attention.
8.1.1 Lack of available waste-related information
One of the most serious problems facing the NMMM today is the lack of
available waste-related information. There is nearly no on going
measuring, monitoring or control of waste generation, transport, treatment
and disposal in the Metro area. Without such information, planning exercises
turn to educated guessing and the chances of missing vital information
concerning, for example, increases in illegal dumping, the generation of
hazardous waste and accidents with healthcare waste are substantial. There
is a need to identify and register waste generators and transporters in the
Metro area in order to control the way waste is generated, transported and
disposed.
8.1.2 Lack of uniform and effective waste by-laws
The waste by-laws of the NMMM, inherited from the previous local
administrations, are fragmented, ineffective and out-of-date. There is an
urgent need for the by-laws to be consolidated into a single set of by laws to
regulate waste issues of the Metro, in order to address the ineffectiveness of
the current law enforcement. Also, national government is expected to soon
promulgate the Waste Management Bill, which is hoped to bring
improvement to the legislative situation.
8.1.3 Insufficient public awareness
The citizens of the Metro have a poor understanding of how to properly
manage their waste and of the adverse environmental effects of improper
waste management practices. This is evident through the excessive littering,
dumping and burning of waste in large areas of the Metro (although this is,
in part, due to a lack of access to services and/or service sufficiency).
Although certain parts of the public are aware of the value of recyclable
waste, i.e. informal recyclers and formal recycling companies, increasing
awareness (as well as the recycling infrastructure) will realize the potential
for a growing recycling industry through an enlightened and participating
public. The possibilities of the public sorting their waste at home (source
separation) into fractions of plastic, glass, tins, etc. must be closely
examined as this brings the greatest potential for recycling.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 56 OF 96
July 2005 First Generation
8.1.4 Insufficient service delivery
Considering the rapid growth of the Metro and the ever-existing financial
constraints, the NMMM faces the challenge of providing an acceptable level
of services to all communities. Currently, ± 6,000 households do not
receive a proper service and no service is provided to the rural areas.
Although the primary collection method for domestic waste is the bag/bin
service, access to properly operated bulk waste transfer stations
(especially in wheelie bin areas) is also a contributing factor to acceptable
service provision. The current shortage of accessible and properly operated
transfer station has lead to unattractive and under-utilised stations and
dumping in residential areas. Transfer stations have to be sited to be within
a reasonable distance from households, focussing initially on wheelie bin
areas, and the stations should be both manned (for assisting the public) and
fenced (to avoid illegal dumping at night). The possibilities for collecting
recyclables at these stations, in addition to bulk and garden waste, should
be evaluated.
8.1.5 Unsatisfactory levels of recycling
The amount of recycling occurring in the Metro is less than
satisfactory. Although certain motivated members of the public recycle
their waste and informal recyclers earn a minimal income through recycling,
there still remains a potential for increasing recycling. This will reduce the
usage on of non-renewable natural resources, save valuable airspace in
landfill sites and provide new employment opportunities. The NMMM must
cooperate with the recycling industry, informal recyclers and the public in
order to initiate and support recycling projects and programmes throughout
the Metro. The national target of eliminating informal recycling at landfill
sites (as this is deemed as inhumane practice) increases the need to provide
additional formal job opportunities within the recycling industry.
8.1.6 Need to secure land for future landfill sites
Landfilling will remain the most common and viable waste treatment option
in South Africa for several years to come. It is therefore vital that the Metro
has access to safe and proper landfill sites in the future. Operations at
the non-licensed sites throughout the Metro must cease and these sites
must be remediated. Although the remaining lifespans of the two licensed
municipal landfill sites and one private site are substantial, increasingly
stringent environmental legislation may cause the unexpected and
premature closure of one or more sites. Operations at landfill sites must fulfil
legislative and permit requirements and advantageous locations for future
sites should be located and acquired.
8.1.7 Need to involve public and private industry
Public-private partnerships, currently limited to including outsourcing of
smaller areas, should be examined to include other areas of cooperation.
Other Metropolitans successfully cooperate with the private sector in sources
funding/sponsorship for waste management projects, collecting the private
sector’s views and opinions on waste management, creating awareness
amongst companies on waste issues, as well as efficiently outsourcing parts
INTEGRATED WASTE MANAGEMENT PLAN PAGE 57 OF 96
July 2005 First Generation
of the municipal service provision. The NMMM should increase its
cooperation with the private sector at different levels to improve the overall
management of waste.
8.1.8 Broad need of capacity building within Metro
The focus of waste management in South Africa has shifted from
inexpensive disposal to a search for more sustainable practises. Municipal
staff at all levels (street sweepers to managerial positions) require capacity
building in a number of areas such as environmental management,
sustainable development, gender awareness, managerial skills, computer
skills and project management. The NMMM has begun this development of
staff, increasing their motivation and the attractiveness of the municipal
workplace.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 58 OF 96
July 2005 First Generation
9 WASTE MANAGEMENT OBJECTIVES
Based on the Situation Analysis and the identified Priority Issues, the NMMM
has formulated a number of desirable objectives that should be achieved in
the near future. The NMMM does, though, acknowledge that lack of
resources forces the municipality to prioritise amongst the proposed
objectives. Important criteria for prioritising one objective before another
included:
Does the objective…
• Discourage of unsustainable waste management practices? • Lead to a development of staff? • Attend to urgent issues? • Affect many Metro citizens? • Create jobs?
• Improving service delivery? • Lead to improving cost effectiveness? • Improve public awareness of sustainable waste management? • Improve public participation in waste management? • Fulfil the Metro’s legal requirements?
After evaluating the suggested objectives in accordance with the above
questions, six key objectives were identified.
Objective 1 Uniform and updated by-laws that conform to the other direction of
the IWMP and that were developed through a participatory process
that fulf ils legal requirements will be in force by end 2006.
The new Metro was created in 2000 and has yet to have a uniform set of by-
laws that are modern and encourage our c itizens to practice sustainable waste
management.
This objective will be achieved through developing a new draft set of by-laws ,
which will be improved through a substantial public participation process . I t is
also important the new by-laws make enforcement more feasible.
Objective 2
The NMMM will run at least 200 waste-related public awareness
activities per year by 2006 and at least 300 activities per year by
2008.
In order to improve our citizens ’ management of their waste, make them
aware of the services and rights they are entitled to and continually inform
them and engage them in our was te management projects , it is necessary to
continually reach the different key groups of our society through public
awareness ac tivities . This can also be done in co-operation with other
municipal departments and other organisations .
This objective will be achieved by identifying the key groups of our Metro and
developing appropriate methods for reaching them. The Department will
require additional s taff that can be used solely for the purpose of running
these activities .
INTEGRATED WASTE MANAGEMENT PLAN PAGE 59 OF 96
July 2005 First Generation
Objective 3
By 2007, waste co-ops will be running successfully and growing
independently.
The existing massive need for job c reating in the Metro also requires being
addressed by waste management. Many of the tasks covered by waste
management require a very small amount of skills and can be used to c reate
new possibilities for co-operatives and job c reation in the Metro. Over time
and with the support of the Metro, the co-operatives will develop and perform more skills-demanding tasks . Eventually, the co-operatives will generate local
entrepreneurs with subs tantial experience that can contribute to the economic
development of the Metro and to Black Economic Empowerment (BEE).
This objective will be achieved by contracting co-operatives for low-skill tasks
in 2006 and providing enough support (through and in co-operation with the
Economic Development Unit) that the co-ops will be self-sufficient and able to
grow in 2007.
Objective 4
A waste information system (WIS) that provides reliable information on amounts, types, generators and transporters of waste, as well as
the private waste collection service provision, will be in place by
2008.
Both the planning and monitoring of waste management rely on an access to
comprehens ive, up-to-date and detailed waste-related information. Without it,
planning is based on educated guesses and monitoring is non-exis tent.
This objective will be achieved by establishing by interacting with other
organisations dealing with the development of WIS and establishing how such
a system can be introduced in the Metro.
Objective 5 Illegal dumping will be reduced by 50% by 2010.
Illegal dumping is one of the most obvious effec ts of insufficient public
awareness and/or inadequate service delivery. I t is also a problem where
public demand for an improvement is great, in both the central and the
residential areas of the Metro.
This objective will be achieved by improving the overall public awareness,
improving the exis ting legis lation and enforcing it and by increasing the
availability of waste trans fer s tations .
Objective 6
60% of Metro citizens will view the Metro’s waste management
service delivery as good or very good by 2010.
Munic ipal service delivery in our country has changed dramatically, from
dictating a perceived appropriate level of service delivery to actually analysing
the need and communicating with the public on what level of service they
require. A new concept of “C ustomer Care” has become part of the service
delivery.
This objective will be achieved by informing the public of their rights and
responsibilities , improving the knowledge and capacity of munic ipal s taff,
improving and expanding the service delivery and creating the atmosphere of
a transparent and customer-focussed organisation.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 60 OF 96
July 2005 First Generation
10 PROJECTS
10.1 Action Plan
The six objectives of this Integrated Waste Management Plan will be
achieved through the following projects, see Table 8. Although the list of
projects is long and detailed, it is not set in stone. The projects listed below
indicate the current direction of the division, taking into consideration the
available and the political priorities of today. Changes in the current situation
can and should, of course, change the planning for the future.
The Action Plan is furthered detailed by the Project Descriptions, which are
grouped according to topic: IWM Planning, Public Awareness, Recycling,
Composting, Waste Disposal, Legislative, Financial, Staff Development and
Job Creation. The majority of the projects are proposals and are dependant
of the availability of sufficient funding. Some of the projects are already
ongoing, which is indicated as a committed project.
Table 8. IWMP Action Plan 2005 - 2010
N o. Project ti tle 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4I WM Planni ng
1 Inventory of Waste Streams 1 & 2 Pln
2 De velopment of Waste In formation System (WIS) GIS
3 Pil ot project: Collection/treatment system for ho use hold haza rd ous waste Pln4 De velopment of a medical waste strategy Pln
Public Awareness
5 Publ ic Awareness Stra tegy & Campaign Dev6 Baseli ne Publi c Awareness Stu dy and Conti nued Moni toring Dev
7 De velopment of mobil e waste exhibiti on Dev8 Waste Educati on a t schoo ls Dev
R ecycl ing
9 MRF Feasibility Stu dy, Stage II Dis
10 Re cycling in Municipal buil dings Pln11 Kwamagxaki Recycli ng Cen tre Dis
12 Motherwell Buy-Back centre Dev13 Internati onal invento ry of recycli ng projects Pln
14 Forum for Re cyclers Pln
15 Pil ot project: Coloured bag system Pln16 Strategy for Waste Manage men t for 2010 Cup Pln
17 De velopment of Dig ital Waste Exchang e GISC ompost ing
18 Pil ot backyard/commun ity composting in low i ncome areas Pln
19 Pil ot communi ty composting in Co lchester Pln20 Pil ot backyard composting at Blue Horizon Bay Pln
W aste Disposal
21 Closure and Rehabi litati on of Waste Sites Dis22 ISO 14001 co mpl iance at Waste sites Dis
23 Addi tiona l transfe r stations/recyclin g centres DisLegi sla ti ve
24 De velopment of new Metro Waste By-laws Dev
25 Disp osal Ce rtif icate for Build er's Rubble Ast
26 L egislative review PlnFinancia l
27 Re view of Co st R eco very/ Equalisation of Tariffs Ast28 Feasibil ity Study: Green Pro curement Cnt29 Feasibil ity Study: Differentiated Tariff System Ast
Staf f Devel opment
30 IWMP Awareness Campaign Dev
31 Induction Course Dev32 Ne tworking with other Muni ci palit ies Pln33 Best practise manual Pln
Job Creation
34 Waste Co-operatives Cnt
Ast: Assistant Manager P lanning, Cnt : Contracts Manager, Dev: Development Offi cer, Dis: Assistant Manager Disposal, GIS: GIS Operator, Pln: Pl anner
Resp.
2009 20102005 2006 2007 2008
INTEGRATED WASTE MANAGEMENT PLAN PAGE 61 OF 96
July 2005 First Generation
10.2 Project Descriptions
10.2.1 IWM Planning projects
Project no. 1a: Inventory of Waste Streams 1 (Domestic)
Project Description: A number of waste analyses have been performed over the years with varying results . Many of the
previous analyses have apparent lacks in s tatistical
reliability, which makes the results questionable.
Through this project, we will develop the in-house
capacity to perform proper and reliable analyses of
was te. This will inc lude defining different types of
was te, designing statistically sound sampling
rounds , comparing results with other cities in South
Africa and compiling a report.
Future analyses are envisioned to take place every
2 to 3 years to measure the progress of different
was te campaigns (public awareness , composting,
recycling, etc ).
Relevant Objective(s )
A waste information system (WIS) that provides
reliable information on amounts , types , generators
and transporters of waste, as well as the private
was te collection service provision, will be in place
by 2008.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
Generators of domestic waste (households etc )
Project Period (years ): 6 months
Operational Budget
(annual):
R 50,000
Source(s ) of financ ing: Operational
Key Performance
Indicator(s):
Deliverables: Statistically sound analysis of domestic was te in
Metro, showing types of waste according to the
National Waste Management Strategy definition as
well as differences between income groups in the
Metro.
Project no.1b: Inventory of Waste Streams 2 (Hazardous)
Project Description: Following the number 1 projec t, consultants will be
used to inventory the sources , types and volumes of
hazardous was te in the Metro. This will firstly provide
the NMMM with a pic ture of what kinds of hazardous
was te are being generated in the Metro and may also
give a once-off monitor making sure that this waste is
being treated appropriately and not ending up e.g. in
municipal landfill sites .
The inventory will provide much needed input to the
development of a Waste Information System (WIS).
Future analyses are envisioned to take place every 5
years until another authority assumes this role (e.g.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 62 OF 96
July 2005 First Generation
Province).
Relevant Objective(s )
A waste information system (WIS) that provides
reliable information on amounts , types , generators
and transporters of waste, as well as the private
was te collection service provision, will be in place by
2008.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
Industries
Waste Transporters
Hazardous Waste Disposal Sites
Other was te treatment facilities
DEAT
Project Period (years ): 6 months
Capital Budget (annual): R 100,000
Source(s ) of financ ing:
Key Performance
Indicator(s):
Deliverables: Inventory of hazardous was te in Metro, showing
sources , types and volumes of hazardous waste
according to the National Waste Management
Strategy definition as well as differences between
income groups in the Metro.
Project no. 2: Waste Information System (WIS)
Project Description: Correct and up-to-date information on the current
situation is a necessity for accurate planning. A WIS
for the Metro should be developed, in cooperation
with DEAT who have developed guidelines for such
purposed.
The NMMM WIS is envisioned to inc lude a reporting
scheme where larger companies and industries are
required to report their generation of different types of was te, and the way these wastes are collected and
treated, periodically to the NMMM. Waste received at
different facilities in the Metro will be included in the
WIS.
The WIS will allow the NMMM to plan for the types of
was te currently being generated in the Metro and
identify trends for the future. The WIS will also
func tion as a monitoring tool as reported waste
generation and treatment will be verified by the
existing plants .
Two other projects - Waste Inventories 1 & 2 – will
form the foundation for the WIS.
Relevant Objective(s )
A waste information system (WIS) that provides
reliable information on amounts , types , generators
and transporters of waste, as well as the private
was te collection service provision, will be in place by
2008.
BU/Position Responsible: Env Services: Waste Mng: Planning: GIS Operator
Interested and Affected
Parties (IAP ’s ):
Metro Chamber of Commerce
Private industry in the Metro
INTEGRATED WASTE MANAGEMENT PLAN PAGE 63 OF 96
July 2005 First Generation
Waste transporters and disposal/treatment facilities
NMMM: Economic Development Unit
DEAT
Project Period (years ): Intensive development period July – Dec 2006,
continued development thereafter.
Capital Investment (in
total):
R 50,000
Operational Budget
(annual):
R 50,000
Source(s ) of financ ing:
Key Performance
Indicator(s):
Volume of waste covered by WIS.
Project no. 3: Collection/treatment system for household hazardous waste
Project Description: Households generate subs tantial amounts of
hazardous was te (paints , elec trical appliances ,
florescent bulbs , batteries , etc .), which are collected
by municipal service and disposed in municipal
landfills . The HIV/AIDS pandemic where treatment at
home is increasingly used makes the handling of
household waste a possibly dangerous activity
(sharps carrying disease, etc ).
A feasibility s tudy, performed in cooperation with the
suitable national and provincial health departments ,
on how household hazardous (incl medical) was te
can be collected and treated in a safe and affordable
manner should be performed. The work will be completed with a pilot project evaluating the use f a
proposed system.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
Hospitals , HIV/AIDS organisations
DEAT Dept of Health
Companies dealing with hazardous was te
Project Period (years ): July 2005 - Dec 2006
Capital Investment (in
total):
R 150,000
Source(s ) of financ ing: Sida
DBSA
Key Performance
Indicator(s):
Deliverables: Strategy on improving management of household
hazardous was te
Performed and evaluated pilot projec t on collec tion
and treatment of HHZW.
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July 2005 First Generation
Project no. 4: Development of a Medical Waste Strategy
Project Description: Following the earlier pilot project on collec tion and
treatment of household hazardous waste, the
knowledge and experience gained will be utilised in
the development of a focussed s trategy dealing with
household medical waste, which is expected to
inc rease substantially over the coming years together
with the HIV/AIDS pandemic .
The project entails increasing in-house capacity but
will most probably also involve an expert on a
consultancy basis . The s trategy should be devised in-
cooperation with the medical profession in the Metro.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
Hospitals , c linics , etc .
Dept of Health
Transporters of medical waste, treatment facilities
Chemists
Project Period (years ): Jan – June 2007
Capital Investment (in
total):
R 100,000
Source(s ) of financ ing:
Key Performance
Indicator(s):
Deliverables A s trategy identifying the types and amounts of
medical waste being generated by households , the
existing risks for different affected groups and a proposed way forward to deal with the situation,
possibly recommending a pilot project.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 65 OF 96
July 2005 First Generation
10.2.2 Public Awareness projects
Project no. 5: Public Awareness Strategy
Project Description: Development of a P ublic Awareness Strategy that
identifies which groups in society (e.g. schools ,
parents , homemakers , etc .) are key for improving
was te management and develop appropriate
methods of reaching each of these groups with
information. Information can be conveyed on printed
material, over the radio/TV or even door-to-door.
The strategy should also describe an information
campaign that would progress over several years ,
including a specific Anti-Littering campaign.
This project involves developing s taff through the course of the project and the campaign may involve
the services of a professional service deliverer.
Relevant Objective(s )
Illegal dumping will be reduced by 50% by 2010.
The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
NMMM Communications
NMMM: Env Services: Environmental Health
NMMM: Env Services: Environmental Management
Project Period (years ): July – December 2005 for development of Strategy.
Capital Investment (in
total):
Nil (Strategy will include budget for campaign).
Operational Budget
(annual):
Nil (Strategy will include budget for campaign).
Source(s ) of financ ing: Future financing may be available through the Anti-
litter budget of Environmental Health.
Key Performance
Indicator(s):
Deliverables: Public Awareness Strategy and Campaign Plan.
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July 2005 First Generation
Project no. 6: Baseline Public Awareness Study and continued
measurement
Project Description: A baseline s tudy would allow the Metro to begin
monitoring the development of public awareness on
was te management in the Metro. The s tudy should
be developed in co-operation with a professional
public relations firm to ensure an inventory method
that can be applied for several years to come.
The study will also include an evaluation of the
public ’s view and opinion of the NMMM’s was te
management service delivery. The baseline study is
necessary to monitor the progress of the applicable
objective.
Future measurements should be done on an annual
or bi-annual basis to monitor improvements in public
awareness and enable the NMMM to focus on issues
of contemporary importance.
The baseline study will be developed in co-operation
with a suitable PA company and/or utilising the large number of students in the Metro that would be
interes ted in contributing to the project and gaining
experience.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
The general public in the Metro.
Env Services: Env Heath
Students (used for performing survey?)
Project Period (years ): Strategy: July – September 2005
Campaign s tarting 2006.
Operational Budget
(annual):
R100,000 for 2005 - R50,000 annually thereafter.
Source(s ) of financ ing: Possible Sida funding.
Key Performance
Indicator(s):
% of Metro c itizens view NMMM’s waste management
service delivery as good or very good.
% of Metro c itizens with basic knowledge of
sus tainable waste management.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 67 OF 96
July 2005 First Generation
Project no. 7: Development of Mobile Waste Exhibition
Project Description: The recurrent need for proper exhibition and information material motivates the development of a
mobile exhibition on sustainable waste management,
which informs people of the current waste situation,
the current efforts of the NMMM and of sustainable
was te management in general.
It is possible that corporate sponsorship can be
attained, at least in part, for this project.
The project entails developing and construction a
mobile exhibition unit suitable for usage at schools ,
community halls , shopping centres and building
entrances . The unit should have a dedicated person
responsible for the material, capable of transporting it
and capacitated to contribute during public awareness
ac tivities (to be guided by the Development Officer).
Relevant Objective(s ) The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Env Service: Env Health
Dept of Education
Communication
Project Period (years ): July – Dec 2006
Capital Investment (in
total):
R 150,000
Operational Budget
(annual):
R 20,000
Source(s ) of financ ing: Possible corporate sponsorship
Key Performance
Indicator(s):
# of waste-related public awareness activities per
year
% of Metro c itizens with basic knowledge of
sus tainable waste management.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 68 OF 96
July 2005 First Generation
Project no. 8: Waste Education at Schools
Project Description: Children at schools should be reached with information on sustainable was te management at
least once in primary and once in secondary schools .
There are a number of organisations currently
providing some form of waste-related information to
schoolchildren, such as NMMM Environmental Health,
NMMM Environmental Management, DEAT , DWAF,
WESSA, etc . These efforts were once coordinated
through the “Environmental Network”, which is not
longer operating.
This project will involve employing and training five
was te educators to develop and deliver educational
programmes to schools , reaching the above-stated
targets . Waste Management will also take the
initiative to re-s tart the “Environmental Network”:
Education material will be acquired from other
organisations or, if necessary, will be developed by
the NMMM.
Relevant Objective(s )
The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Dept of Education
Env Services: Environmental Health
Env Services: Environmental Management WESSA
Fairest Cape Association
DEAT
DWAF
Project Period (years ): Development of programme during 2008. Continuing
thereafter.
Capital Investment (in
total):
R250,000 (development of educational material)
Operational Budget
(annual):
R500,000
Source(s ) of financ ing: Possible external funding
Key Performance
Indicator(s):
% of children in primary/secondary schools reached
by waste-related education.
# of waste-related public awareness activities per
year
INTEGRATED WASTE MANAGEMENT PLAN PAGE 69 OF 96
July 2005 First Generation
10.2.3 Recycling projects
Project no. 9: MRF – Material Recovery Facility
Project Description: The potential for inc reasing recyc ling in NMMM is
substantial – the current estimate is that less than 1
% of the waste arriving at landfills is recycled (by
those on-site) and the amounts being recycled
kerbside, by individuals , etc is unknown and
presumed to be little.
The construc tion of an MRF – which may take the
form of a properly cons tructed building where
previous informal recyclers from the A rlington site
sort incoming domestic waste in a safe and regulated
manner – may prove to be an advantageous option.
This project covers establishing the viability of a MRF
at Arlington.
The project is committed and is now in P hase II .
Relevant Objective(s )
A waste information system (WIS) that provides
reliable information on amounts , types , generators
and transporters of waste, as well as the private
was te collection service provision, will be in place by
2008.
BU/Position Responsible: Env Services: Waste Mng: Disposal: Assistant
Manager
Interested and Affected
Parties (IAP ’s ):
DWAF & DEAT
Informal recyclers
Adjacent communities
Recycling industry
Project Period (years ): 2005 - 2006
Capital Investment (in
total):
R 450 000
Source(s ) of financ ing: MIIU 80%
NMMM 20%
Key Performance
Indicator(s):
Established the viability of a future MRF at the
Arlington site.
Deliverables: Waste Collection Assessment
Estimation of Available Recyclable Material
Conceptual Design
Business Plan
Internal Service Delivery Assessment
External Service Delivery Assessment (only after
Council decision)
Feasibility Report complete with Collection
Assessment, Recyclable Volumes , Conceptual Design,
Business Plan and chosen Service Delivery Option.
Application of the modification of the current permit conditions for current landfill will be submitted to
DWAF and DEAT
Detail design of the MRF and tender documentation.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 70 OF 96
July 2005 First Generation
Project no. 10: Recycling in Municipal Buildings
Project Description: A Municipality attempting to improve the was te management practices of its citizens can only be
taken seriously if it applies sustainable prac tices
itself.
The recycling of office paper (and other materials)
would provide a good example for other
companies/individuals in the Metro area, and at the
same time save money by reducing the amounts of
was te being handled by the NMMM. Finding sufficient
space for s torage may prove to be difficult.
A private company is envisioned to conduct the
recycling on contrac t through tender or through
proposal. User information (operation manuals ) must
be distributed so that it is not expec ted that the
cleaners will sort paper from waste at the end of the
day.
A working group of officials for this project will be
necessary in order to determine an appropriate system of collection for each Business Unit.
NMMM may have to supply some infrastructure for
the collection of recyclables .
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Assistant
Manager
Interested and Affected
Parties (IAP ’s ):
All NMMM BUM ’s
Manager Municipal Buildings
Suitable co-ops
Project Period (years ): Development: July – Dec 2005.
Capital Investment (in
total):
R 50,000
Operational Budget
(annual):
Mus t be self-financing
Source(s ) of financ ing: The project will be self-financing. Investments in
infrastruc ture will be covered by income from
recyclable material. Future surplus can be used for
public awareness activities .
Key Performance
Indicator(s):
Volumes of was te recycled at municipal offices
annually.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 71 OF 96
July 2005 First Generation
Project no. 11: KwaMagxaki Recycling Centre
Project Description: The KwaMagxaki Transfer Station has been trans formed, with the support of Sida and the
Recycling Office of Gothenburg, into a Recycling
Centre that can handle paper, glass, plastic , etc .
Still, the waste that is sorted at the centre is
transported to Arlington landfill and lost.
This project will finalise the completion of the centre,
including the contracting of recycling companies to
collec t and recycle the resources sorted at
KwaMagxaki.
Marketing of the Centre might also be necessary,
including informing the nearby neighbourhoods and
putting up signs on nearby roads .
The Centre also has a number of alternative toilets ,
which were intended as a demonstration project for
viable eco-sanitation. This is not working, and needs
to be looked into – preferably together with the
Infrastructure and Engineering BU (Sanitation and Water Divis ion) and other Business Units interested
in identifying more sustainable options for sanitation
(economically viable, socially acceptable and
environmentally friendly).
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
Illegal dumping will be reduced by 50% by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Recycling companies .
Nearby neighbourhoods .
Environmental NGO ’s .
EDTA
Project Period (years ): July – October 2005.
Capital Investment (in
total):
R 50,000
Operational Budget
(annual):
Source(s ) of financ ing: Self sustaining.
Key Performance
Indicator(s):
Amounts of resources being recycled through the
Kwamagxaki.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 72 OF 96
July 2005 First Generation
Project no. 12: Rebirth of the Motherwell Buy-Back Centre
Project Description: Investigate the problems experienced in this project and engage the parties to re-s tart the project. This
projec t should explore the feasibility of having a buy
back centre in Motherwell and propos ing a way
forward.
Another option is changing the facility into a Drop-Off
Centre, which should also be investigated.
There are many similar experiences to draw from in
Durban, Johannesburg, C ape Town, etc . Buffalo City
is currently busy developing a Drop-Off centre,
cooperation may be possible.
Relevant Objective(s )
Illegal dumping will be reduced by 50% by 2010.
By 2007, waste co-ops will be running successfully
and growing independently.
BU/Position Responsible: Env Services: Waste Management: P lanning:
Development Officer
Interested and Affected
Parties (IAP ’s ):
The Motherwell Buy-Back Centre Co-op
Recycling companies
Sponsoring corporations (Coca-cola, PPC, SAPPI,
Enviroserv, etc )
MURP
EDTA
NMMM: Env Services: Environmental Health
Project Period (years ): Jan – July 2006
Capital Investment (in
total):
Nil
Operational Budget
(annual):
Nil
Source(s ) of financ ing: Possible EU funding through MURP .
Possible corporate funding.
Key Performance
Indicator(s):
Annual turnover of the buy-back centre.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 73 OF 96
July 2005 First Generation
Project no. 13: International Recycling Projects
Project Description: This project entails a desktop (internet) s tudy of success ful recycling projects in preferably other
developing countries . Other was te-related
organisations (municipalities , DEAT , universities , etc)
will also be contacted for their input and experience
from the South African context.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
By 2007, waste co-ops will be running successfully
and growing independently.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
Munic ipalities , DEAT , universities , etc
International organisations involved in development
and the environment.
Project Period (years ): September - December 2006
Capital Investment (in
total):
Nil
Operational Budget
(annual):
Nil
Source(s ) of financ ing:
Key Performance
Indicator(s):
INTEGRATED WASTE MANAGEMENT PLAN PAGE 74 OF 96
July 2005 First Generation
Project no. 14: Forum for Recyclers
Project Description: Although there are a number of companies , organisations and individuals involved in recycling,
little communication and cooperation is taking place.
It is believed that such communication would support
and improve recycling in the Metro, and that the
NMMM should facilitate the formation of Recycler’s
Forum for this purpose.
After an initial meeting of recyclers, events could
occur on a biannual basis and all involved in recycling
should be invited (individual recyclers should be
encouraged to form local associations such as the
hawkers have).
In the interest of providing a neutral, non-biased
forum, the NMMM should chair the meetings , inviting
companies , organisations and individuals to present
their projec ts and ideas , voice their comments and
questions and liaise with each other in a mutually
beneficial manner.
Informal kerbside and landfill recyclers should be
encouraged and assisted to form associations much
like the hawkers have.
Some knowledge should be drawn from Buffalo City
where they have run a Recyc ler’s Forum for several
years .
Relevant Objective(s ) Illegal dumping will be reduced by 50% by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Recycling companies e.g. Mondi, Nampak, etc .
Waste companies e.g. Reclaim
Representatives from Informal Recyc ler Associations
DEAT
Ins titute of Waste Mng in Southern A frica (IWMSA)
NMMM: Env Services: Environmental Health
NMMM: Env Services: Environmental Management
NMMM: Library Services (for distribution of
information)
Project Period (years ): Initial meeting to be held beginning of 2007.
Operational Budget
(annual):
R 10,000 for meetings and material.
Source(s ) of financ ing: Primarily municipal
Possibly through corporate sponsorship
Key Performance Indicator(s):
# of people formally employed by the recycling indus try in NMMM
Annual turnover (ZAR) of the recycling indus try in
NMMM
INTEGRATED WASTE MANAGEMENT PLAN PAGE 75 OF 96
July 2005 First Generation
Project no. 15: Pilot project: Coloured bag system
Project Description: This project entails developing a pilot for the evaluation of the suitability for a coloured bag system
in NMMM. Different options are available. For
example, in eThekwini, c itizens are asked to purchase
special coloured bags from the Municipality to have
their garden waste collected (which is otherwise not
accepted in the normal black bags).
Another option is to either provide or sell coloured
bags to c itizens for them to sort their recyclable
was te. This waste can then be collected either
informally by kerbs ide recyclers or through contract
with a formal recycling company.
At the end of the projec t, new knowledge, experience
and ideas will have been brought about on how to
inc rease the levels of recycling/composting in the
Metro.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good by
2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Recycling companies e.g. Mondi, Nampak, etc .
Waste companies e.g. Reclaim
Representatives from Informal Recyc ler Associations
DEAT
Env Services: Environmental Health
Project Period (years ): July 2007 – July 2008
Capital Budget (total): R 200,000
Source(s ) of financ ing: Primarily municipal
Possibly from national departments and international
donors
Key Performance
Indicator(s):
# of people formally employed by the recycling
indus try in NMMM
Annual turnover (ZAR) of the recycling indus try in
NMMM
INTEGRATED WASTE MANAGEMENT PLAN PAGE 76 OF 96
July 2005 First Generation
Project no. 16: Strategy for Waste Management during 2010 World Cup
Project Description: The coming World Cup in 2010 will put enormous pressure on the waste management divis ion of the
Metro. At the same time, it is very important the
international guests find our services acceptable at
an international level. That inc ludes providing
sufficient amounts of waste receptacles , providing
information and infrastruc ture for recyc ling as well as
providing a good level of cus tomer care throughout
the process.
This may also prove to be a very good opportunity
for job creation.
The projects entails getting a picture of the demands
that will be put on the municipality in regards to
was te management in ample time before the World
Cup, and to develop a strategy together with other
affected parties on how to address these demands .
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
Illegal dumping will be reduced by 50% by 2010.
BU/Position Responsible: Env Services: Waste Management: P lanning: Planner
Interested and Affected
Parties (IAP ’s ):
Sport stadiums
Hotels and restaurants
Nelson Mandela Bay Tourism
EDTA
All Business Units
Project Period (years ): 2008
Capital Investment (in
total):
R 50,000
Source(s ) of financ ing:
Deliverables: SWOT-analysis for handling was te management
during the World Cup.
Integrated strategy developed together with the
IAP ’s .
INTEGRATED WASTE MANAGEMENT PLAN PAGE 77 OF 96
July 2005 First Generation
Project no. 17: Development of an Integrated Waste Exchange
Project Description: There are many examples of where one company’s was te is another company’s resource. One of larges t
barriers prohibiting the advantageous exchange of
was te as a resource is the lack of an existing place
for marketing.
Cape Town has been successfully running an
Integrated Waste Exchange on the Internet for
several years . This project involved engaging the
managers of the sys tem in Cape Town in discussions
in the possibilities of allowing NMMM and EC
companies to trade on their or a sister s ite.
The project also involves properly
marketing/advertising the site.
Relevant Objective(s ):
BU/Position Responsible: Env Services: Waste Management: P lanning: GIS
Operator
Interested and Affected
Parties (IAP ’s ):
PECCI
Cape Town Metropolitan Municipality
Project Period (years ): July 2008 – July 2009
Capital Investment (in
total):
R 100,000
Operational Budget
(annual):
Source(s ) of financ ing:
Key Performance
Indicator(s):
Amounts of waste recycled through the IWEX.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 78 OF 96
July 2005 First Generation
10.2.4 Composting projects
Project no. 18: Pilot project: Composting in low-income areas
Project Description: This project entails identifying a suitable area for
introducing either backyard or community
composting (together with a community garden) in a
low-income area. P roposed areas include Motherwell
and the Govan Mbeki area.
The project will include:
• Identifying composting experts within NMMM (at
Parks?) or developing experts in the lack thereof.
• Selec ting a neighbourhood on the grounds of
high unemployment and previous shown interes ts
in composting, gardening, “ploughing fields ” and/or environmental issues .
• Educating the neighbourhood on the advantages
of composting and building their capacity in this
respect.
• Supplying the neighbourhoods with basic
equipment to ensure a successful project.
• Periodically monitoring the neighbourhood to
identify problems and support their success over
one year.
Relevant Objective(s )
Illegal dumping will be reduced by 50% by 2010.
The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Management: P lanning: Planner
Interested and Affected
Parties (IAP ’s ):
Env Services: Parks
Community Members
Interested NGO’s
Ploughing Fields
MURP
Dept of Agriculture (EDTA)
Project Period (years ): July 2005 – Dec 2007
Capital Investment (in
total):
R100,000
Source(s ) of financ ing: Possible Sida funding through Salaida (Swedish
SALGA )
Possible support from DEAT and other government
agencies
Possible support from EDTA (Ploughing Fields )
Key Performance
Indicator(s):
Number of households using backyard composting.
Number of households contributing to community
compost.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 79 OF 96
July 2005 First Generation
Project no. 19: Pilot project: Community Composting in
Colchester/Cannonville
Project Description: This project entails developing and implementing a
pilot project for community composting in the
satellite area of Colches ter/Cannonville. The project
in intended to c reate job opportunities in the area as
well as reduce the high cos ts of transporting organic
was te from this area to landfills .
The project will include:
• Identifying composting experts within NMMM (at Parks?) or developing experts in the lack thereof.
• Developing a suitable method of collec tion for organic waste in cooperation with residents of the area.
• Identifying suitable parties to run the compost and agree on terms of reimbursement. Capacity building would most probably be necessary.
• Educating the neighbourhood on the advantages of composting and building their capacity in this respect.
• The project may inc lude the construction of basic infrastruc ture to enable a centralised composting scheme in Colchester/Cannonville.
• Periodically monitoring the projec t to identify problems and support their success over one year.
Relevant Objective(s )
Illegal dumping will be reduced by 50% by 2010.
The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
By 2007, waste co-ops will be running successfully
and growing independently.
BU/Position Responsible: Env Services: Waste Management: P lanning: Planner
Interested and Affected
Parties (IAP ’s ):
Env Services: Parks
Economic Development
Community Members
Interested NGO’s
Project Period (years ): October 2005 – December 2007
Capital Investment (in
total):
R100,000
Operational budget
(annual):
To be evaluated at a later stage.
Source(s ) of financ ing: Possible Sida funding
Possible support from DEAT and other government
agencies
Key Performance
Indicator(s):
Number of households contributing to community
compost.
Number of people employed by composting scheme.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 80 OF 96
July 2005 First Generation
Project no. 20: Pilot project: Backyard Composting in Blue Horizon Bay
Project Description: This project entails developing and implementing a
pilot project for backyard composting in the satellite
area of Blue Horizon Bay. The project is intended to
reduce the high cos ts of transporting organic waste
from this area to landfills as well as improve the
overall awareness for environmental and waste
issues .
The project will include:
• Identifying composting experts within NMMM (at
Parks?) or developing experts in the lack thereof.
• Developing a suitable concept for backyard
composting that can be introduced to households
of the area.
• Educating the neighbourhood on the advantages of composting and building their capacity in this
respect.
• Construction of a model s ite where backyard
composting can be seen, taught and discussed.
• Providing households with a list of ideas and
contact numbers should they be interes ted in
finding out more about composting.
• Periodically monitoring the projec t to identify
problems and support their success over one
year.
Relevant Objective(s )
Illegal dumping will be reduced by 50% by 2010.
The NMMM will run at least 200 waste-related public
awareness ac tivities per year by 2006 and at least
300 activities per year by 2008.
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
By 2007, waste co-ops will be running successfully
and growing independently.
BU/Position Responsible: Env Services: Waste Management: P lanning: Planner
Interested and Affected
Parties (IAP ’s ):
Env Services: Parks
Economic Development
Community Members
Interested NGO’s
Project Period (years ): 2008 - 2009
Capital Investment (in
total):
R50,000
Operational budget
(annual):
To be evaluated at a later stage.
Source(s ) of financ ing: Possible support from DEAT and other government
agencies
Key Performance Indicator(s):
Number of households using backyard composts . Calculated reduced costs of transporting organic
was te.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 81 OF 96
July 2005 First Generation
10.2.5 Waste Disposal projects
Project no. 21: Closure and rehabilitation of waste disposal sites.
Project Description: There are a number of old municipal waste disposal
sites that require c losure and rehabilitation due to
the increased requirements of new environmental
legislation. Theses sites are:
(C ommunal sites )
Blue Horizon Bay (already closed, yet to be
rehabilitated)
Seaview (to be closed)
Colchester/Cannonville (to be c losed)
(General waste sites ) Grootkloof (c losed, yet to be rehabilitated)
Kwanobuhle (closed and rehabilitated, final closure
permit pending)
Ibhayi (c losed, currently being rehabilitated)
This is a committed project.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Disposal: Assistant
Manager
Interested and Affected
Parties (IAP ’s ):
DEAT
DWAF
Adjacent communities
Project Period: until 2010
Project # 2005/06 2006/07 2007/08
20020025
(Ibhayi)
R2 980 730 R 4 227 560 R 4 517 510
Capital Investment:
20030039 R 1 000
000
R 500 000 R 0
Source(s ) of financ ing: Levies
Munic ipal Infrastructure Grant (MIG)
Key Performance
Indicator(s):
# of illegal sites in need of closure and/or
rehabilitation.
Project no. 22: ISO 14001 compliance at Waste Sites
(Initial Environmental Review)
Project Description: The NMMM is currently in the s tages of developing a
Metro-wide Environmental Management Sys tem
(EMS). The Arlington and Koedoeskloof landfill sites
have been identified as facilities that require site-
specific EMS. I t is envisaged that these EMS will be
promoted within the Munic ipality as demonstration
projec ts for other site specific EMS.
This is a committed project.
Relevant Objective(s )
A waste information system (WIS) that provides
reliable information on amounts , types , generators
and transporters of waste, as well as the private
was te collection service provision, will be in place by
INTEGRATED WASTE MANAGEMENT PLAN PAGE 82 OF 96
July 2005 First Generation
2008.
BU/Position Responsible: Env Services: Environmental Management: EMS
Officer
in cooperation with Steering Committee and
Env Services: Waste Mng: Disposal: Assistant
Manager
Interested and Affected Parties (IAP ’s ):
User of waste disposal s ites , primarily generators and transporters of waste.
All Business Units .
EMS Steering Committee
Project Period (years ): 2005 – 2006
Operational Budget
(annual):
R 300,000 (Operational Budget)
Source(s ) of financ ing: DBSA interested in Peer Reviewing
Key Performance
Indicator(s):
After ISO certification: annual # of deviations
Project no. 23: Additional Transfer Stations and Recycling Centres
Project Description: In terms of the Waste Collection Strategy,
trans fer/recycling stations will be introduced in the
Metro at a rate of 1:3000 households in low-income
area, and at a non-specified rate in high-income
areas . These sites will be used to offload bulky refuse, garden waste and builder’s rubble from
residents . In the future these s ites will be used for
recycling purposes (refer to Kwamagxaki Recycling
Centre).
This is a committed project.
Relevant Objective(s )
Illegal dumping will reduce by 50 % by 2010.
60 % of Metro citizens view the Metro’s was te
management service delivery as good or very good by 2010.
BU/Position Responsible: Env Services: Waste Mng: Disposal: Assistant
Manager
Interested and Affected
Parties (IAP ’s ):
All affec ted communities .
DEAT & DWAF for rezoning purposes .
Recycling industry.
Project Period (years ): Estimated project completion in 2015.
Project # 2005/06 2006/07 2007/08 Capital Investment:
20000106 R 2 400
000
R 2 670
000
R 3 800 000
Source(s ) of financ ing: Levy funding
(European Union may be interested in funding sites
in Motherwell, through the MURP .)
Key Performance
Indicator(s):
Density of sites in low-income areas . (1:3000
households)
Volumes of illegal dumping.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 83 OF 96
July 2005 First Generation
10.2.6 Legislative projects
Project no. 24: Development of new Metro Waste By-laws
Project Description: As a result of the amalgamation of the previous TRC’s
and TLC’s , the new Metro requires a set of uniform,
revised and up-to-date waste by-laws . Consultants
from Sweden and South Africa have prepared a 100-
page long proposal that is believed to be too
cumbersome to apply.
The proposal requires review in light of other
municipalities ’ new waste by-laws , for example
Buffalo City and Johannesburg. A new proposal must
be brought before the Committee for initial approval
before being taken for Public Participation, a process that will take approximately 3 – 6 months .
The development of new by-laws should take into
account the current work being undertaken to achieve
ISO 14001 acc reditation. Various aspects of industrial
and commercial undertaking need to be addressed by
the future legislation.
Additional town rangers will be required to effectively
enforce the new local legislation. Safety and Security
Volunteers should be involved once the new by-laws
are in place and can cooperate with the rangers and
ac t as witnesses.
This project is committed.
Relevant Objective(s )
Uniform and updated by-laws that conform to the
direc tion of the IWMP and that were developed
through a participatory process that fulfils legal
requirements will be in force by end 2006.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
The citizens of the Metro
Relevant NGO ’s
Industry and commerce in the Metro, PECCI
NMMM: Environmental Management
Project Period (years ): To be in place, after public participation, June 2006 at
latest.
Capital Investment (in
total):
R 50,000
Source(s ) of financ ing: Sida
Key Performance
Indicator(s):
INTEGRATED WASTE MANAGEMENT PLAN PAGE 84 OF 96
July 2005 First Generation
Project no. 25: Disposal Certif icate for Builder’s Rubble
Project Description: A common problem is that large amounts of builder’s rubble are left after the cons truction of houses , etc .
This is illegal, as the cons truction companies and
involved people are required to dispose of this waste
in an acceptable manner.
This project entails engaging the appropriate
municipal departments in discussions on the
possibilities of introducing a mandatory disposal
certificate which is necessary for the safety approval
of buildings .
Relevant Objective(s ): Illegal dumping will be reduced by 50% by 2010.
BU/Position Responsible: Env Services: Waste Management: P lanning: Asst
Manager
Interested and Affected
Parties (IAP ’s ):
NMMM: Infrastruc ture and Engineering
NMMM: Infra & Eng: Housing and Land (Building
inspectors )
Cons truction companies
Project Period (years ): September 2005 – March 2006
Capital Investment (in
total):
Nil.
Source(s ) of financ ing: N/A
Key Performance
Indicator(s):
Annual amounts of illegal dumping.
Project no. 26: Legislative review
Project Description: The Waste Management division requires a
consultancy report on the existing national and
provinc ial legislation and a thorough appraisal of the
Metro’s fulfilment of all applicable legis lation.
This project should coinc ide with the expec ted Waste
Management Act, which will introduce a number of
changes to municipal obligations and service
delivery.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Asst Manager
Interested and Affected
Parties (IAP ’s ):
Project Period (years ): July – December 2006
(coinc iding with the promulgation of the Waste
Management Act)
Capital Investment (in total):
R 150,000
Source(s ) of financ ing: Munic ipal
Key Performance
Indicator(s):
INTEGRATED WASTE MANAGEMENT PLAN PAGE 85 OF 96
July 2005 First Generation
10.2.7 Financial projects
Project no. 27: Review of Cost Recovery/Equalisation of Tariffs
Project Description: Currently, was te management in the Metro is not
financed in accordance with the “P olluter Pays
Princ iple” – meaning that users should finance the
entirety of the waste services that they use (making
exceptions for severe differences in income and
affordability). Waste tariffs vary also in the Metro as
a remnant of the TLC ’s .
This project entails going in depth into the costs of
was te management and analys ing the cost profile.
How much is spent on collection? How much on
disposal? How much can be saved through recycling and composting projec ts? How much is “was ted” by
cleaning up illegal dumping and other inefficiencies?
The project will also look into improving payment for
services . Do we need to improve our citizen’s
understanding of the necessity of their payment or of
the services that we render? Or is it more control and
following up that is necessary?
This project will be necessary for the benchmarking
exercise with the City of Gothenburg where the cost
profile will be analysed.
The IDP also lists “financial viability/cos t coverage”
as an indicator that will be used to measure area
wide performance of the NMMM.
Consultancy support may be required for this project.
The cost profile should be presented to all senior s taff
to development purposes .
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Management: P lanning: Asst
Manager
Interested and Affected
Parties (IAP ’s ):
NMMM: Budget & T reasury
NMMM: Financing
IDP O ffice
Project Period (years ): 2006
Capital Investment (in
total):
R 100,000
Source(s ) of financ ing: Possible Sida funding through Salaida (Swedish
SALGA ).
Key Performance
Indicator(s):
% of cost recovery through rates .
INTEGRATED WASTE MANAGEMENT PLAN PAGE 86 OF 96
July 2005 First Generation
Project no. 28: Green Procurement
Project Description: One of the most subs tantial ways that the NMMM can improve the environment is to have a procurement
process that promotes environmentally friendly
options .
For example, we can choose to only purchase
recycled paper. We can choose to hire vehicles that
have catalytic converters and biodegradable
lubricants . We can choose use contractors whose
drivers have attended eco-driving classes .
In this project, we would look into possibilities of
including environmental clauses in our procurement
processes , both for waste management services and
for other department’s purposes .
For example, we should purchase:
• Recycled paper and plas tics
• Low-energy lighting
• Environmental friendly motor oils and lubricants
Relevant Objective(s ):
BU/Position Responsible: Env Services: Waste Mng: Planning: Asst Manager
Interested and Affected
Parties (IAP ’s ):
Env Services: Environmental Management
NMMM Bid Committee
Project Period (years ): 2007
Key Performance
Indicator(s):
# of “greened” contracts
INTEGRATED WASTE MANAGEMENT PLAN PAGE 87 OF 96
July 2005 First Generation
Project no. 29: Dif ferentiated Tariffs (Feasibility Study)
Project Description: The project will also look into how cost recovery can move toward the “Polluter Pays Principle”, without
c reating an impossible situation for Metro c itizens .
Citizens should be rewarded for managing their
was te properly – minimizing, recycling, composting –
and pay less for their waste management services .
How can we improve the payment for services? The
possibilities of using a differentiated system that
encourages “good behaviour - composting and
recycling” while discouraging “bad behaviour –
generating lots of waste” should be examined.
This project will build on experiences from the pilot
projec ts on composting (both communal and
backyard) and recycling. The partnership with
Gothenburg can also provide some useful knowledge
and experience. Consultancy support may be
necessary for this project.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Planner
Interested and Affected
Parties (IAP ’s ):
NMMM: Budget & T reasury
NMMM: Financing
Environmental Forums
Project Period (years ): 2008
Capital Investment (in total):
R 50,000
Source(s ) of financ ing:
Key Performance
Indicator(s):
% difference in fees for household that apply
sus tainable waste management compare
INTEGRATED WASTE MANAGEMENT PLAN PAGE 88 OF 96
July 2005 First Generation
10.2.8 Staff Development projects
Project no. 30: IWMP Awareness Campaign
Project Description: The overall development of s taff is a priority need of
this divis ion with several hundred employees . The
campaign will address the broader need of capacity
development focussing on four areas:
• Environmental awareness • Gender awareness • HIV/AIDS • Customer Care
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
Department Staff
NMMM: Human Resources
Project Period (years ): August 2005 – December 2006
Capital Investment: R 400,000
Source(s ) of financ ing: Sida (possibly through Salaida in 2006)
DBSA (possible)
Munic ipal
Key Performance
Indicator(s):
Hours of training per s taff member (average)
Project no. 31: Induction Course
Project Description: New s taff at the Division of Waste Management, at all
levels , deserve a proper introduction to the different
facets of services that are delivered. A short (1 – 3
day) introduction to waste management and the
department should be developed for new s taff and
given once every e.g. 6 months .
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
NMMM: HR
Project Period (years ): To be developed during 2005 and implement
biannually thereafter (January and July).
Capital Investment (in total):
R 5 ,000 (for some printed educational material)
Operational Budget
(annual):
R 5 ,000 (for some printed educational material)
Source(s ) of financ ing: Munic ipal training budget
Key Performance
Indicator(s):
% of s taff that has done induction course
INTEGRATED WASTE MANAGEMENT PLAN PAGE 89 OF 96
July 2005 First Generation
Project no. 32: Networking with other Municipalities
Project Description: All other municipalities are struggling with the same
or s imilar difficulties currently experienced by the
NMMM such as new organisational structures , high
staff turnover, development of IWMP’s , more
stringent environmental legislation, etc .
Munic ipal officials would benefit from having working
relationships with their counterparts in other
municipalities with whom they can exchange
experiences and discuss common problems.
The NMMM should take the initiative and invite other
interes ted municipalities to spend a day or two in the
Metro, discussing common issues and getting to
know each other.
Several interes ting speakers from national departments , universities and consultancy companies
should be asked to participate to ensure a good
attendance.
Relevant Objective(s ):
BU/Position Responsible: Env Services: Waste Mng: Planning: Assistant
Manager
Interested and Affected
Parties (IAP ’s ):
Cacadu DM
Buffalo City
Cape Town Metro Ethekwini Metro
Johannesburg Metro
Tshwane Metro
Project Period (years ): Contac ts should be made with different municipalities
during 2006 and an event should be held during the
winter of 2007.
Capital Investment (in
total):
R10,000
Source(s ) of financ ing: External funding not believe possible.
Key Performance
Indicator(s):
INTEGRATED WASTE MANAGEMENT PLAN PAGE 90 OF 96
July 2005 First Generation
Project no. 33: Best Practice Manual
Project Description: The division should develop and distribute a “Bes t Practice Manual” which would guide staff at all levels
on how our services are to be provided covering e.g.:
• Environmental precautions and safety
• Working precautions and safety
• Carrying and lifting recommendations /
ergonomics
• Safety precautions dealing with domestic medical
was te
• Customer care
It is possible that other munic ipalities and even the
IWMSA would be interested in cooperating and
contributing.
The manual would be used during the Induc tion
Course.
Relevant Objective(s )
60% of Metro citizens will view the Metro’s waste
management service delivery as good or very good
by 2010.
BU/Position Responsible: Env Services: Waste Mng: Planning: Development
Officer
Interested and Affected
Parties (IAP ’s ):
NMMM: HR
Relevant training centres in the Metro and South
Africa.
Ins titute of Waste Management in Southern Africa
SALGA
Project Period (years ):
Capital Investment (in
total):
Operational Budget
(annual):
R 250,000
Possible source(s ) of
financ ing:
SALAIDA (Swedish SALGA) or Sida
DBSA
Key Performance
Indicator(s):
% of Metro c itizens viewing the Metro’s service
delivery as good or better.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 91 OF 96
July 2005 First Generation
10.2.9 Job creation projects
Project no. 34: Waste Co-operatives
Project Description: Community Based Co-operatives are envisioned to
run parts of the municipal service delivery, s tarting
with basic services , to:
• encourage communities to care for their areas
• empower community members with business
skills
• enable job c reation
Co-operative services will, at first, include litter-
picking, s treet-sweeping, managing transfer stations
and waste collection. Co-operatives will also be
encouraged to recycle waste to reduce transport to landfills and increase their income. Should the co-
operatives function well, more advances func tioned
may be contrac ted to them.
The performance of the co-ops will be communicated
back to the communities through the Environmental
Forums (run by Environmental Services).
This is a committed project.
Relevant Objective(s ):
By 2007, waste co-ops will be running successfully and growing independently.
BU/Position Responsible: Env Services: Waste Mng: Planning: Contracts
Manager
Interested and Affected
Parties (IAP ’s ):
Economic Development Business Unit
Unions: Samwu, Imatu
SMME’s
Relevant communities
Project Period: Project will s tart 30 June 2005.
Operational Budget
(annual):
R 4 ,300,000 (2005/2006) in addition to the existing
CBC-budget for an expansion of services .
Source(s ) of financ ing: Levy funding
Operational budget
Key Performance
Indicator(s):
# of people in co-ops
Annual turnover (ZAR) of co-ops
INTEGRATED WASTE MANAGEMENT PLAN PAGE 92 OF 96
July 2005 First Generation
11 MONITORING THE PROGRESS OF THE IWMP
Pending the promulgation of the National Waste Management Bill (which
may require a re-evaluation of this IWMP in light of future requirements,
recommendations and supporting documents), this IWMP is envisioned to
guide the development of waste management in the Metro until 2010.
In order to evaluate the effects of different projects and provide the
opportunity to re-address problems or apply alternative options, it is
necessary to monitor any progress made. For this purpose, a number of Key
Performance Indicators have been proposed.
Key Performance Indicators, also known as KPI, help an organization define
and measure progress toward organizational goals. Once an organization has
analysed its mission, identified all its stakeholders, and defined its goals, it
needs a way to measure progress toward those goals. Key Performance
Indicators are those measurements.
Of the proposed project-specific KPI, the following list of KPI will be
measured and analysed on a bi-annual basis to monitor and communicate
the progress of the IWMP. Communication will be directed to both internal
and external interested and affected parties.
Table 9. Key Performance Indicators for the IWMP.
Area of interest KPI Unit
Public Awareness Amounts of illegal dumping
Number of waste-related public awareness activ ities in the Metro
tons per annum
# per annum
Generation Amount of waste generated tons per annum
Composting Percentage of domestic waste composted %
Recycling Amounts of domestic waste recycled %
Serv ice Deliv ery Percentage of households with basic serv ices
%
Customer Satisfaction Percentage of Metro citizens viewing the NMMM’s waste management service deliv ery as good or better.
%
Financial Viability Cost coverage
Percentage of indigent households with free basic serv ices
%
%
Staff Development Hours of training invested in staff member (av erage).
hours per person and annum
PDI Percentage of Previously Disadvantaged Indiv iduals in work f orce
%
Gender Percentage of female contingent in work f orce
%
Job creation Annual economic turnov er of waste-related co-ops
R per annum
INTEGRATED WASTE MANAGEMENT PLAN PAGE 93 OF 96
July 2005 First Generation
12 APPROVAL OF THE IWMP
12.1 The IWMP Organisation
The development and approval of this IWMP is done in a transparent and
inclusive manner, as illustrated below in Figure 4. The responsibility of
developing the IWMP lies within the Department of Waste Management,
where the Development Officer coordinates the IWMP Working Group.
Province (DEAT)
Environment & Health Standing Committee
The IWMP Working Group
of Municipal Officials
Support(Consultants, etc.)
Mayoral Committee
Reference Group
Environmental Services Forums
Metro Council
IWMPDevelopment
IWMP
Approval
National Waste Management Bill?
Figure 4. The IWMP Organisation.
12.1.1 The IWMP Working Group
The IWMP Working Group of Municipal Officials comprises of senior
management from the Waste Management Division, covering Planning,
Operations and Waste Disposal. Work is co-ordinated by the Development
Officer under the guidance of the Assistant Manager: Planning and the Waste
Manager. Work is performed by the members of the Working Group
according to their areas of responsibility and expertise.
The Working Group has a number of responsibilities including:
• Collecting and evaluating waste-related data for the planning process • Producing a Situation Analysis Report • Identifying Priority Needs in line with those of Metro citizens • Formulating Objectives • Developing Projects to achieve the Objectives
• Monitoring the progress of the IWMP Projects
The Working Group continuously reports to Business Unit Manager of
Environmental Services and reports periodically to the Environment & Health
Standing Committee for approval of and direction for issues, objectives, etc.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 94 OF 96
July 2005 First Generation
12.1.2 Environmental Services Forums for Stakeholders
The objective of the Environmental Services Forums is to ensure a broad
representation of the Public to give input and comment on the IWMP. The
Forums consist of ward councillors and additional ward committee members
who contribute to the IWM Planning by communicating the thoughts and
opinions of the communities of their respective wards. In total, there will be
five different Forums covering the entirety of the Metro. Other interested
parties from the community (private companies, NGO’s, etc.) may also
participate during the Forums. Additional forums for broad public
participation may be created should the need arise.
Picture 6. Images from Environmental Services Forums held in Motherwell
(left) and Northern Areas (right) in early 2005.
12.1.3 Reference Group
The Reference Group consists of key stakeholders within different
fields/sectors of the waste management sphere. The objective is to have a
multi-key stakeholder Reference Group that will act as a sounding board and
provide input and comment during IWM Planning. The Working Group will
collect the inputs and comments through meetings co-ordinated by the
IWMP Coordinator. The Working Group is responsible for proposing the
members of the Reference Group, which is approved by the Business Unit
Manager. The Reference Group comprises of members from the following
fields/sectors:
(Intra-municipal)
• IDP Office • Business Unit: Budget & Treasury • Business Unit: Economic Development, Tourism & Agriculture
• Business Unit: Environmental Services • Business Unit: Health Services • Business Unit: Housing & Land • Business Unit: Human Resources • Business Unit: Infrastructure & Engineering • Business Unit: Electricity & Energy • Business Unit: Corporate Admin
• Business Unit: Safety & Security • Business Unit: Recreation & Cultural Services • Environmental Management System Steering Committee (EMS)
INTEGRATED WASTE MANAGEMENT PLAN PAGE 95 OF 96
July 2005 First Generation
(Extra-municipal)
• Cacadu District Municipality • DEAT, Director: Waste Management, Pretoria • DWAF, PE Office • Eastern Cape Tourism Board
• Port Elizabeth Regional Chamber Of Commerce and Industries • Mandela Bay Development Agency • Wildlife and Environment Society of SA, PE Branch • Swartkops Trust • Sundays River Valley Forum • Sardinia Bay Conservancy • Fairest Cape Association, Cape Town
• Groundwork/ Friends of the Earth International, Pietermaritzburg
The intra-municipal Reference Group (incl two shop stewards) convened at a
meeting on 6 May 2005 and was able to forward their comments and
contributions to the IWMP Co-ordinator for the remainder of that month.
The extra-municipal Reference Group was consulted through the post in May
2005.
The Standing Committee for Environmental & Health was consulted on a
regular basis for political guidance during the development of the IWMP. A
special Councillor Workshop on the IWMP was also held on 9 June 2005.
Other interested stakeholders have involved themselves in the
Environmental Services Forums and may continue to do so. Identified key
stakeholders are recorded in a database, where contact details and data
concerning their profiles, activities, special competence etc. are specified.
12.1.4 Support Group
Support during the IWMP Planning Process was obtained from a number of
sources. Consultants can be used to administrate portions of the work
including Public Participation as well as running workshops in connection to
the IWMP. Academics can be used for reviews of the IWMP content and
direction. Governmental department, such as DEAT, may be able to provide
guidance during the development of an IWMP.
The Support Group capacitates the Working Group during the IWM Planning
Process. The Working Group invites the Support Group to meetings
whenever considered necessary. Support during the development of this
IWMP has been obtained from the following companies and organisations:
• The Office of Sustainable Water and Waste Management of the City of Gothenburg, Sweden (Kretsloppskontoret)
• The Environmental Authority of the City of Gothenburg, Sweden (Miljöförvaltningen)
• Renova, the Regional Waste Company of West Sweden • SWECO International (Advisory Support)
• Sandy & Mazizi (Public Participation and Perception Surveys) • All of the above support was made possible by Sida.
INTEGRATED WASTE MANAGEMENT PLAN PAGE 96 OF 96
July 2005 First Generation
12.1.5 Environment & Health Standing Committee
To ensure political buy-in and Council support, the development of the IWMP
has been presented to and guided by councillors with regular intervals. The
Environment & Health Standing Committee is the political sounding board for
the Working Group for this purpose, as it is the forum for other waste
related issues and the councillors therein are well acquainted with these
issues. The Committee also acts as the link to the Metro Council and the
Municipal Manager.
12.1.6 Department of Environmental Affairs and Tourism
The future Waste Management Act is expected to require final approval of
municipal waste management plans by DEAT at Province.