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The Study on the Solid Waste Management Main Report for the Kathmandu Valley Chapter 6

6 - 1 CKV Sapha Sahar Hamro Rahar

Clean Kathmandu Valley Study

CHAPTER 6 ISSUES AND CONSTRAINTS ON MUNICIPAL SOLID WASTE MANAGEMENT

6.1 Findings through the Study

6.1.1 Kathmandu Metropolitan City

The analyzed issues and constraints on solid waste management (SWM) in Kathmandu Metropolitan City (KMC) are discussed as follows.

(1) Collection and Transportation

- KMC faced some difficulties with the night time and early morning collection system because of limited collection hours, working condition in the dark, the necessity of more positive public cooperation to discharge the waste at the designated time, or securing of public transportation for municipal staff like sweepers and drivers to commute in the early morning before daylight.

- For primary collection, it is difficult for KMC i) to collect the waste, especially in the core area due to the narrow streets and dense population, ii) to manage efficiently because of low operation rate of old equipment and iii) to securely grasp the activities by private sector because of an inadequate monitoring system for such collection activities on a business basis.

- It is not efficient to load the waste from the ground at the collection point into the collection vehicle. It causes KMC staff to consume more time for loading and to work harder under unsanitary conditions, and also may cause traffic jams and littering the waste around the points.

- NGOs or other private sector who are currently collecting the waste door- to-door near the city boundary have been expanding their collection service deeply into the surrounding VDCs and transporting those collected waste to the Teku Transfer Station (T/S) and the Bagmati River dumping site, or just leaving them at some waste collection points along the ring road.

- There are still some uncontrolled areas such as along the Bishnumati River that waste generated from those areas are being disposed of in public spaces and causing serious environmental problems.

- KMC has difficulties achieving appropriate maintenance and repair work for all kinds of SWM equipment like collection/transportation trucks and heavy equipment at the existing workshop because of poor and superannuated workshop equipment/tools, lack of engineering skills training program and an appropriate workshop management system.

- It is necessary to develop the efficient collection and transfer system including the possibility of a Balaju T/S for full operation of the Sisdol S/T-LF under a night time and early morning collection system

(2) Solid Waste Minimization

- The Community Mobilization Unit (CMU) in KMC is very active promoting home composting activities. In addition, a lot of NGOs/CBOs have also been promoting composting and recycling activities by themselves and sometimes by collaboration with




CMU. However, CMU has not been able to grasp a wide rage of SWM activities conducted by a number of NGOs and CBOs since there is no systematic data base about these organizations and groups in CMU.

- There are many individual recyclers who collect recyclable material from households, commercials, restaurants, etc. As they resell the collected recyclable materials to buyers at one of the more than 250 kabadi shops within KMC, making most of them is needed for more effective waste minimization activities.

(3) Final Disposal

- On June 5, 2005, KMC and LSMC commenced disposal of part of their waste at Sisdol short-term Landfill (S/T-LF). The rest of the waste is still disposed of at the Bagmati River dumping site.

- It is necessary for KMC to prepare a safe closure and rehabilitation plan for the Bagmati River dumping site and to regulate and control land use over the closed dump site carefully in cooperation with LSMC.

(4) Social Aspects

- The level of awareness, knowledge and skills on SWM might differ one to another among local people and local communities. In this regard, it is hard for CMU alone to meet these needs, provide diverse activities by covering relatively larger areas and conduct regular monitoring and follow-up activities at the field levels.

- Due to the lack of decisive policy regarding community participation at the departmental and central levels in KMC, CMU sometimes encounters difficulties in taking prompt action on various inquiries from the public.

(5) Managerial Conditions

- Continual changes in the municipal leadership have undermined stability and consistency from the organizational and managerial perspective. It has been observed that with each transition, municipal priorities, as well as internal administration practices, shift to adjust to the ways of the new CEO.

- The Environment Department in KMC is burdened with the responsibilities of managing a large body of field level staff, including sweepers, of which the majority are permanent staff. In addition, precarious management practices of field level staff have hampered KMC’s initiatives, especially in the aspect of job-shifting of sweepers and improving Public Private Partnership (PPP) arrangement in SWM.

6.1.2 Lalitpur Sub-Metropolitan City

The analyzed issues and constraints on solid waste management (SWM) in Lalitpur Sub-Metropolitan City (LSMC) are summarized as follows.





- LSMC, as KMC, faced some difficulties with the night time and early morning collection system, because of limited collection hours, working in the dark, irregular collection frequency that causes confusion to the public.

- For primary collection, it is difficult for LSMC, as for KMC i) to collect the waste especially in the core area due to the narrow streets and dense population, ii) to manage efficiently because of the low operation rate of old equipment and iii) to securely grasp the activities of private sectors under their control because of an inadequate monitoring system for such collection activities on a business basis.

- It is not efficient to load the waste from the ground at the collection point into the collection vehicle.

- For the Bagmati River dumping site closure, LSMC has to transport their waste to Sisdol directly without any transfer station. For that reason, LSMC has embarked on a process to consider a temporary transfer station at Afadole.

(2) Solid Waste Minimization Activities

- The Community Development Section (CDS) has promoted awareness for recycling to women’s groups through training. Further, they have begun to work on the spread of home composting as one of the community based waste minimization activities. Coordination with SWM related sections, Environment Section, Public Works Division, is needed for making CDS’ activities effective.

- As in KMC, it has been observed that several NGOs/CBOs are active in promoting home composting as well as community-based composting activities and collect recyclable waste to sell to kabadi shops where they deal with recyclable waste. Making most of them is needed for more effective waste minimization activities.

(3) Final Disposal

- In cooperation with KMC, LSMC has also transported part of its waste to Sisdol S/T-LF and has co-responsibility for the operation of the site. LSMC should determine the role of LSMC for the operation, including provision of manpower and equipment in association with KMC.

- It is necessary for LSMC to prepare a safe closure and rehabilitation plan for the Bagmati River dumping sites and to regulate and control land use over closed dump site carefully in cooperation with KMC.

(4) Social Aspects

- Although CDS executed good practice in terms of community participation with know-how about community mobilization and facilitation over the past years through the programs assisted by GTZ/UDLE, these experiences have seldom been shared even with the relevant sections within LSMC.

- Due to insufficient publicity activities, the media has rarely covered activities undertaken by CDS.





- Coordination among SWM related sections (Environment Section, Public Works Division and CDS) has been the biggest challenge in LSMC, which could be attributed to the fact that both the Environmental Section and CDS have separate offices away from the main municipal complex. Each section is already well established with a relatively heavy workload in its core functions.

6.1.3 Bhaktapur Municipality

The analyzed issues and constraints on solid waste management (SWM) in Bhaktapur Municipality (BKM) are summarized as follows.


- BKM has faced some difficulties with their night time and early morning collection system like KMC and LSMC, because of limited collection hours and working in the dark.

- BKM couldn’t introduce the source-separated collection for more efficient operation of the waste processing facility in the past.

- The waste transported to the dumping site on trucks has to be unloaded manually because the existing small van does not have a tipping function.

- BKM has high operational cost for quite frequent waste collection by sweepers and littered waste pickers called “tippan tappan” to promote the World Heritage Site.


- BKM has continued composting in their waste processing facility for more than 20 years, though there is a room for improvement for managing the facility such as making better quality compost and increasing the compost sales price based on better quality compost.

(3) Final Disposal

- The collected waste is dumped at the Hanumante River dumping site except for about 10% of the collected waste that is being transported to the waste processing facility.

- BKM has neither any staff assigned nor any equipment like excavators or bulldozers at the dumping site. No cover soil is applied.

(4) Social Aspects

- BKM has not worked with other organizations such as NGOs/CBOs or private sectors in the field of SWM. Consequently, BKM has a very limited network with the external stakeholders involved in SWM.

- BKM has rarely focused on community mobilization activities or community-based SWM activities although it has provided collection services.

- There was little public participation in SWM activities at the community level because there are many households who considered SWM as the duty of the municipality.





- The BKM organizational culture is very unique in the sense that it is almost egalitarian in nature. Staff, regardless of rank, are empowered to participate quite actively in discussions, despite the presence of higher officers. On the other hand, such internal processes could sometimes obstruct timely decision-making.

- BKM tends to be skeptical of the involvement of the private sector in any municipal program including SWM because of strong bias against involving external actors including NGOs.

6.1.4 Madhyapur Thimi Municipality

The analyzed issues and constraints on solid waste management (SWM) in Madhyapur Thimi Municipality (MTM) are summarized as follows.


- MTM has lacked a collection and transportation system including equipment and human resources. Especially, because there is no waste transportation truck, MTM has no choice but to dispose of the waste once collected by municipal sweepers downhill behind the central city area.


- MTM has constructed two compost cambers which are not operated because of lack of waste collection system and technical problems with the cambers.

- MTM has promoted community-based and home composting activities in which MTM has provided a total of 84 compost drums to women’s groups, schools and the ward office. However, there are only a few activities for recycling done by NGOs/CBOs and/or supported by MTM.

(3) Final Disposal

- Open waste is scattered throughout the city because of the lack of collection equipment, and hence absence of a collection system. In addition, MTM hasn’t maintained the open dumping sites.

- MTM plans to transport its collected wastes to the Taikabu LF or other LF, once it starts operation.

(4) Social Aspects

- The Community Development and Sanitation Section (CDSS) with only two staff have faced considerable difficulties in its efforts at undertaking a variety of community mobilization activities for SWM. In addition, the CDSS has sometimes carried out ad hoc activities since it had neither a clear nor comprehensive strategy regarding the community mobilization and the partnership with other organizations for effective SWM.





- MTM’s serious constraint is the shortage of trained and skilled human resources within municipal staff. In other words, the workload of the limited number of technical staff is overwhelming, and thus such staff cannot spend enough time on any given municipal program. Under such circumstances, when conducting human resource development programs, absorption capacities are limited and opportunities to apply new learning is even more difficult.

6.1.5 Kirtipur Municipality

The analyzed issues and constraints on solid waste management (SWM) in Kirtipur Municipality (KRM) are summarized as follows.


- KRM hasn’t introduced a collection and transportation system as a municipal service by KRM so far.

- Currently some NGOs/CBOs collect the waste in specific areas and transport it to the Bagmati River dumping site without any contract between the organizations and KRM.

- KRM has not introduced an appropriate management system for the private sectors for primary collection or other solid waste management activities, but KRM is very much dependant on the fact that the private sector alone is taking care of waste collection.


- KRM wasn’t involved in any waste minimization activities and discarded plastic litter was seen in the streets. KRM has to expand introduced plastic recycling activities and home composting activities.

- An NGO, UNIQUE, which has collected the waste in some areas in KRM, has proposed a waste processing facility in KRM with door-to-door collection service, but this proposal is still under consideration.

(3) Final Disposal

- Similar to KMC and LSMC, KRM has been disposing of its collected waste at the Bagmati River dumping site along the west banks without any assigned staff.

- After full operation of Sisdol S/T-LF and complete close of the Bagmati River dumping site, KRM has to transport the waste to other areas. Currently, KRM is starting to enter into discussion with KMC for transportation of the waste to Teku T/S.

(4) Social Aspects

- There have not been visible community-based SWM activities in KRM due to the lack of recognition and institutionalization of community-based SWM activities in KRM. Although there are a few trained staffs in the areas of community development or community-based SWM, they have had a few opportunities to conduct community mobilization activities for SWM as part of a municipal program.




- There are a few NGOs/CBOs working in the field of community mobilization and public education in KRM.


- KRM was the only municipality among the five without any municipal SWM program prior to the Study. This was due to their early successes in implementing PPP with local NGO/CBO, which are collecting and transporting in some areas. This success has in turn, fostered a view within the municipality that if possible, all burdens for SWM should be bourn by external partners, and not by the municipality.

- Although a SWM unit was established within the Planning and Technical Section, the total two staff were employed on a part time basis from another section.

6.2 Technical Issues and Constraints

6.2.1 Collection and Transportation

Technical issues and constraints regarding collection and transportation of the solid waste management in the Kathmandu Valley are summarized as follows;

(1) Urgent Measures for Re-arrangement for Nighttime/Early Morning Collection

All municipalities are facing a need to re-arrange their waste collection and transportation system to nighttime/early morning collection shifts due to the solid waste management policy change in February 2005. There is still lack of suitable measures for night collection like a lighting system, collection capacity, cooperation among residents, municipality and private sectors, and budgetary support.

(2) Increasing or Expanding the Waste Collection Ratio

Although KMC, LSMC and BKM have achieved waste collection ratios of more than 70%, illegal dumping activities are still observed in various places. The waste collection ratio in KRM and MTM is quite low and there are many insufficient serviced areas or unserviced areas where no collection system has been introduced.

(3) Lack of Suitable Waste Collection and Transportation Equipment

Lack of a waste collection and transportation system with the necessary capacity has been observed. One of the reasons is unsuitable superannuated equipment used under tough daily operation and employed differently than the original intended function of the equipment.

(4) Improvement for More Efficient Waste Collection System

There is a room to be improved in the existing collection system for nighttime/early morning shifts with suitable numbers and types of collection equipment. In BKM that has a municipal waste processing facility, it is necessary to establish source-separated collection in a cost effective way. A direct collection system should be considered to reduce the




labor-intensive and time-consuming situation where the waste is dumped and stored on the ground and then picked up and loaded onto the truck manually.

(5) Lack of Useful Solid Waste Data Management System

Regarding the amount of waste handled at the transfer station and dumping sites, only the number and type of trucks that come into the site have been recorded as solid waste data. This might make it difficult to grasp the waste stream weight. Solid waste data is the most important data for preparation of an action plan on SWM and this need is held in common among the five municipalities and SWMRMC.

(6) Necessity of a Fair and Transparent Management System for Private Collection

Considering that the waste generation quantity will definitely increase in the future, appropriate solid waste management can not be achieved without the participation of private sectors and actually such private sector’s activities have been examined in some areas in the Valley. However, this present participation of private sector has to be improved in more professional and transparent ways through sincere agreement between the municipality and private sector.

(7) Treatment of VDC’s Waste

The waste generated from these VDC’s is often mixed with the wastes collected by the cities or along the boundary.

6.2.2 Waste Minimization

Technical issues and constraints regarding waste minimization in the Kathmandu Valley are summarized as follows;

(1) Waste Minimization Activities at Local Level Promoted by Municipalities

All five municipalities have promoted composting and recycling activities to some extent, though there is plenty of room to introduce home composting activities to other areas where they have not been introduced, or develop a collection system for recyclable materials. It can also be noted that there have been many demands from local people to introduce home composting activities at their areas. Like MTM and KRM where there is a lack of human resources, it would be effective to collaborate with NGOs/CBOs, which have already had experience composting or recycling, for implementation, follow-up and monitoring.

In addition, it can be said that the promotion of waste minimization activities at the local level is an effective method to raise the low level of the population’s sense of self-responsibility for SWM.

(2) Development of a Large-scale Waste Processing Facility

The contract between the Solid Waste Management and Resource Mobilization Center (SWMRMC), KMC and LUNA Nepal Chemical Fertilizer Pvt. Ltd. for a large-scale waste




processing facility at Aletar in Okharpauwa and agreed to in September 2003 has already been breached. However, no follow up plan for an alternate large-scale waste processing facility has been developed or discussed among stakeholders, not even determination of a suitable site in the Valley. One of the reasons is that there is no organization to take the initiative in developing the plan.

(3) Consideration of the Waste Pickers Activities

Currently waste pickers collect recyclable materials at Teku Transfer Station (T/S) and the present dumping site and are subject to a high risk of infection due to the medical waste mixed in and improper operation of the heavy equipment or collection/transportation vehicles in the dark. As the system develops the waste picking opportunities will be reduced because i) waste picking activities are not allowed at the new sanitary landfills and ii) a direct transfer system for waste from collection truck to transportation truck will be gradually introduced at the improved Teku T/S.

6.2.3 Final Disposal

Technical issues and constraints regarding final disposal of solid waste in the Kathmandu Valley are summarized as follows;

(1) Allocation of Suitable Sites for Facilities Development

There is a requirement to construct sanitary landfills and waste processing facilities to support the SWM in the Kathmandu Valley. Accordingly there is a need to determine suitable sites for the facilities and take the necessary measures to address the affected public’s concerns.

(2) Development of Landfill Design Standards

Presently there are no authorized standards to address technical issues such as type of landfill to be developed and standards of the facilities to be introduced. A semi-aerobic system which has been introduced at Sisdol S/T-LF would provide an opportunity to evaluate the application to the waste in Nepal.

(3) Development of LF Operation and Institutional Monitoring System

There have been no productive efforts to regulate or institutionalize the delineation of responsibilities for the development, operation, monitoring including environmental aspects and maintenance of multi-beneficiary facilities related to SWM including LF between SWMRMC of the central government and the municipalities.

(4) Financial Constraints

In addition to the above issues, no rule or mechanism for cost sharing for SWM related facilities between SWMRMC and municipalities in development, construction, operation monitoring and maintenance has been decided.




6.3 Social Issues and Constraints

National SWM Policy in Nepal (1996, MOLD) takes into consideration mobilization of local authorities and involvement of private parties in SWM. As per the policy, involvement of various NGOs/CBOs and communities is encouraged in order to obtain public support for SWM. Such community mobilization is mostly conduced by NGOs/CBOs and partially by municipalities and can comprise varying degrees of involvement of the community from the adaptation of certain required behaviors to contribution of cash or labor, involvement in decision-making as well as actual implementation and management including collection and 3R related activities. Although innovative efforts have been in place in the Kathmandu Valley, several issues and concerns related to community mobilization for SWM have arisen over years as follows;

(1) Low Level of Sense of Self-Responsibility for SWM among the Public

It is still observed in core areas of the Kathmandu Valley, characterized by congested areas that some residents throw waste outside the house. It can be also noted that some people have much concern about purifying themselves and keeping the inner space clean, rather than the outside space or public domain. The results of the Household Behavior and Attitude Survey on SWM (See Section 5.1-6) also illustrated that almost half of the respondents considered that SWM was the duty of the Municipality or the Government. The low level of self-responsibility on SWM influenced by cultural beliefs and traditional practices is often overlooked at both the planning and implementation stages for solving SWM problems.

(2) Awareness is Essential but Not Enough

Though the importance of raising awareness has been gradually recognized by various organizations and individuals working for SWM, there has also been an easygoing attitude to awareness campaigns or programs with unrealistic or one-sided messages such as “zero waste” and “we can completely solve solid waste problems through composting and other recycle activities.” Unfortunately, most of the past awareness campaigns were likely to focus on getting the public to know more things rather than encouraging the public to change passive attitudes or undesirable disposal practices. The results of the Household Behavior and Attitude Survey on SWM showed that a certain level of knowledge or information on SWM did not always bring about actual positive practices for SWM.

(3) Behavior Change Communication yet to be Well Integrated into SWM Programs

There have been a few programs on SWM which have a decisive Behavior Change Communication (BCC) component i.e., a development communication strategy effecting change by addressing the individual’s or community’s needs and providing an enabling environment to facilitate desirable behavior change to satisfy these needs. Although it takes time to produce visible outputs through BCC interventions, it is imperative to formulate a comprehensive program on SWM first, and then incorporate a BCC component into this overall program.




(4) Inadequate Strategies for Effective Community Mobilization

Community mobilization is a relatively popular approach in development programs and projects in Nepal. However in the area of SWM, the following things were not adequately considered when the community mobilization program was promoted.

1) Lack of Stakeholder Analysis and Target Group Analysis

Any development programs, including SWM programs, need to start with a careful analysis of the stakeholders as a whole and of segmented audiences in order to develop strategy for prompt community mobilization.

2) Insufficient Institutional Building and External Assistance

Community mobilization is an interactive process through which community members become aware of a problem, identify the problem as a high priority for community action, and decide to take action. It is necessary to facilitate group formation such as Ward Environment Committee (WEC) by external stakeholders and build an institutional mechanism for their ownership so that innovations would not be considered as externally imposed. However, an insufficient institutional building process or weak support from external organizations seem to be causes why the WEC has become less active than KMC/CMU expected. They are completely without any regular meetings for solution of their own problems related to SWM.

3) Irrelevant Scope of Interventions

It takes time to motivate interested community members, build confidence, trust and respect, increase knowledge and enable them to become more proactive. Community mobilization process requires facilitation, monitoring and follow-up from external actors so that it is necessary to undertake relatively small-scale interventions in the beginning. The past source-separated collection undertaken by BKM was not successful because of targeting all wards at once and by distributing buckets without any regular follow-up and an insufficient separated collection system.

6.4 Managerial Issues and Constraints

Currently, major constraints in organizational and institutional capacities of the municipalities that require urgent attention are in the following four areas:

(1) Organizational Structure and Functions

Most municipalities basically follow model organizational arrangements that were initially advocated by MOLD, thus there is a certain conformity in the organizational structure. Typically Sanitation Sections are placed either under the Planning and Technical Section or the Social Welfare Section. In 2002, MOLD issued revised instructions targeting each municipality to review their organizational/institutional plan, staffing, and relevant administrative processes. This has triggered reorganization initiatives in both LSMC and BKM; both municipalities have new proposals for repositioning SWM/Sanitation sections.




Currently, only KMC has a well-established section with responsibilities encompassing all aspects of SWM. The remaining municipalities cannot afford to allocate enough staff to their SWM Section to cover various SWM dimensions and are forced to approach SWM in a piecemeal way with several sections sharing responsibilities. But coordination is most difficult without any prescribed delineation of responsibilities or specific mechanism for coordination.

All municipalities except KMC have, if any, very general and vague descriptions of section responsibilities. Even for KMC, where the Asian Development Bank (ADB) Project provided a detailed Terms of Reference (TOR) up to the Section Level, a review is necessary to reflect the current operational priorities. Current functional ambiguities among SWM-related sections should be clarified before any implementation of the Action Plan begins.

(2) Systems and Practices to Optimize Operations

Among the five municipalities, not one has based their ongoing SWM operations on a strategic long term or annual program plan1 or monitoring system. Rather, operational activities are often managed on ad hoc or only “as the problem arises” basis. In the case of KMC, SWM strategic plans were formulated in past projects with ADB Technical Assistance and the Kathmandu Valley Mapping Project (KVMP), yet none of them are being followed or implemented currently. Similarly, for resource planning, related sections prepare expenditure forecasts based only on last fiscal year’s spending. In most municipalities, expenditures are not systematically monitored in the concerned section, but only recorded in the accounts section.

On the other hand, none of the five municipalities have an adequate information management system, which would as a minimum include a centralized filing system and maintain a central repository of past files. In addition, horizontal information sharing through regular staff meetings is rare except in the case of KMC2.

Finally, it is important to note that the municipalities are equipped with minimal IT facilities such as computers, printers, software and internet connections to support their daily work. The number of computers prior to support by the Study is shown in Table 6.4-1.

1 It is explicit in the Local Self Governance Act that Periodic Plans, which are long-term strategic planning frameworks

including sectoral strategies, need to be formulated by all municipalities. However, MOLD with UDLE has only just recently developed municipal guidelines for implementing Periodic Plans, and confirms that only a few municipalities such as Dharan municipality have on a pilot basis, initiated long term strategic planning exercises. Monitoring and evaluation is also stipulated in LSGA as mandatory for any municipal level projects.

2 KMC Environment Department holds daily unit heads’ meetings and monthly staff meetings. In addition, from April, KMC, with the recommendation of the Study, revived weekly knowledge-sharing sessions among staff to strengthen coordination within the Environment Department. A focal person was selected to identify the topics and resource persons beforehand.




Table 6.4-1 Computer Facilities in the Five Municipalities prior to support by the Study

KMC LSMC BKM MTM KRM

Number of computers in SWM Related Sections

5 0 3 1 1

Number of Staff with Primary SWM Responsibilities*

64 8 2 2 (1 currently seconded to ward office)

3

Number of computers in SWM Supporting Sections

1 (Mechanical

Section)

2 (Department of

Physical Infrastructure)

3 (Planning

Section)

1 (Planning

Section)

2

Note: *Does not include field level staff such as sweepers, supervisors, naike, drivers, or mechanics. Source: TWG of each municipality

(3) Operational Partnerships with the Private Sector and NGO/CBO

Active participation of the private sector and NGO/CBO in SWM operations has been encouraged at both the national and municipal levels. Aside from the Local Self Governance Act (provision 121 (1)-(4), or 149 (5)) or the 1996 National SWM Policy, KMC, LSMC and KRM have mainstreamed privatization as one of the core policies in SWM operations. However in general, among municipalities there appears to be an over-simplified expectation of the benefits of privatization. Promoting privatization without developing standard operational mechanisms will not contribute to nurturing of a healthy and rigorous partnership with the private sector and NGO/CBO. Even in KMC, which started its first SWM privatization scheme in 1998, key issues such as bidding processes, selection criteria and contractual arrangements have yet to be standardized.

Similarly for community-based SWM interventions, there is no easy formula in which municipalities could delegate responsibilities to NGO/CBO. As proven in best practices for community-based SWM operations3 from other parts of the country, close and consistent collaboration between the municipality and NGO/CBO is the key factor to successful programs. Such collaboration could only be initiated based on mutual trust and realistic understanding of respective responsibilities and capacities. Confidence building measures should be the first step by creating regular forums for information exchange with the NGO/CBO and promote a culture of accessibility.

(4) Staffing and Human Resource Management

All five municipalities have a personnel administrative section within their organogram; however, none of the personnel administration sections are functioning. This implies that: a) municipalities do not have a strategic mechanism to conduct their human resource planning or staffing decisions, and, b) it lacks the impetus that would systematically promote Human Resource Development (HRD). In MTM and KRM, due to the absolute lack of human resources, both in quantity and quality, there is little room for any human resource

3 In Hetauda municipality, which is considered to have one of the “best practices” in community-based organizations, the

SWM section and the Environmental Improvement Coordination Committee comprised of 11 Tole level organization leaders selected from each ward, are closely cooperating in implementing various aspects of the SWM program.




management practice. Inflexibility in staff recruitment procedures4, let alone financial constraints, obstructs SWM operational managers from timely and appropriate reinforcement of staff.

Among all five municipalities, the common practices for human resource management, such as staff evaluations and promotion/demotion are detached from the authority of the operational level and are usually sanctioned by Executive Secretaries. Maintaining motivation of day-to-day staff as well as operational managers is a serious challenge. One of the few measures left for operational managers to raise staff incentive is through provision of training opportunities. Unfortunately, the few available opportunities (mainly through external assistance) tend to over-concentrate on a certain level and caliber of staff (Often English speaking officer levels).

Finally, human resource management of the field level staff (supervisors and sweepers) requires urgent review, since inconsistencies in human resource policy, including benefits and contractual status appears to be the major cause for staff dissatisfaction5. Management of field level staff is a major burden for SWM/Sanitation sections, especially for KMC where over one thousand staff are placed directly under their supervision.

6.5 Financial Issues and Constraints

The study revealed the following issues and constraints in the financial aspect of the municipalities.

(1) Insufficient Budget/Accounting System

The five issues were identified in the present budget/accounting system of the municipalities as shown in Table 6.5-1.

Table 6.5-1 Five issues Identified on Present Budget/Account System

Identified Issues Major Constraints arisen from the issues

The budget preparation schedule is not followed properly by the departments concerned.

Accurate and achievable estimates of revenues and expenditures cannot be prepared.

There is no basis for continuous monitoring or review of budget during the fiscal year in progress.Accounting and budgeting is done manually (except KMC).

Quick and adequate actions to balance budget is too difficult to be taken. Timely and proper information to the top management is impossible.

No operation-wise budget is prepared. Actual SWM cost is not easy to obtain.

Overall SWM expenditures or cost is unclear. So cost recovery measures are difficult to be taken quickly and properly. Suggestion: SWM cost computing system should be introduced.

Source: JICA Study Team

4 Current recruitment procedures of municipal staff are stipulated under the Local Self Governance Regulations. Gazetted

and non-gazetted staff require 1) approval of the vacant post by the Municipality Board, 2) formation of the Vacancy Fulfillment Committee, 3) open advertisement of the post, 4) holding of exams and interviews for selection, and 5) final approval of the candidate by the Municipal Board based on a recommendation by the Executive Secretary.

5 Based on focal group interviews with KMC, LSMC, BKM field level staff (naike, supervisors, sweepers, and cleaning staff)




(2) Low Level of Revenue Collection

Municipalities are characterized by a low level revenue collection rate. Now municipalities are collecting only on a voluntary payment basis and do not have a proper efficient collection system or database system or information about taxpayers for property tax or for other taxes/fees. Property surveys, house numbering, preparing property inventories, property valuation, billing system and monitoring of taxpayers are prerequisites that have not been implemented in any municipality.

(3) Necessity of Revenue Increase

The Local Development Fee will be abolished completely by December 2013. At present, the Government has not given any detailed information to municipalities about when and how the Government will decrease allocation of the Local Development Fee, which is the largest revenue source for municipalities. Notwithstanding that the Revenue Allocation Committee of the Government has started to study the possibility of other financial tools to support municipalities, the municipalities should take the initiative and give their best efforts in increasing their revenues, especially focusing on the property tax revenue.

Incidentally, KMC and LSMC have already started to implement revenue enhancement measures envisaging the financial constraints in the future. Table 6.5-2 explains some steps taken by KMC and LSMC, and reveals that outcomes are already generated from increasing property tax revenue. These measures may be first steps, but are important basic steps aiming to make up for the loss of the Local Development Fee. On the other hand, BKM, MTM and KRM have not yet studied their own enhancement measures to be taken. Meanwhile, taking into consideration the municipalities with weak potential for revenue generation such as MTM and KRM, MOLD recently formed a special task force that will carry out a study on potential resource mobilization measures and effective tax collection procedure for these municipalities.

Table 6.5-2 Revenue Enhancement Measures taken by KMC and LSMC

Municipality Revenues Measures already taken

KMC Property Tax - To decrease default rate to 30% from current 60% - House survey already 70%completed by applying building permit

data of KMC - Land survey to be completed next year by receiving technical and

financial support from the Government Expected Outcome: Increase from Rs 62 million in FY2003/04

(2060) to Rs 130 million in FY2004/05 (2061) Building Permit Fee - Currently Rs 10/sq.ft.

- Under planning to raise to Rs 25/sq.ft., but only for business area Enterprise Tax - Planning to raise tax rate

- Joint work with Nepal Chamber of Commerce to reduce defaulters and collect smoothly

Local Entertainment Tax (new)

- New tax, previously collected by Ministry of Communication - Charge to Cable TV company

Vehicle Tax - To reduce current 50% default rate Rent Tax (new) - New tax

- 2% on rent applicable from July 2004




Municipality Revenues Measures already taken

LSMC Property Tax - House and land survey is completed. - The data has been computerized. The billing system is to be

planned. - Expected Outcome: Increase from Rs 10 million in FY2003/04

(2060) to Rs 15 or 20 million in FY2005/06 (2062). Source: Information from interviews, JICA Study Team




CHAPTER 7 HUMAN RESOURCE DEVELOPMENT OF THE STUDY

7.1 Human Resource Development (HRD) of the Study

7.1.1 Objectives of Human Resource Development

The generic objective of Human Resource Development (HRD) is to alleviate deficiencies of the human resource base through enhancing individual capacities for improving job performance and growth. As highlighted in the SWM Action Plans (A/Ps) of four out of five concerned municipalities, HRD is a major concern as well as a critical measure to address the recurrent problem of human resource deficit. Without due consideration, it could easily undermine the successful implementation of any priority activities prescribed in the A/Ps. It is for this reason that, under the guidance of the Study, it is envisaged that the municipalities develop respective HRD plans based on a set of core principles that promote HRD in a strategic, practical and sustainable manner. Such HRD plans, as with financial planning, would be a key in order to ensure long-term viability and applicability of the A/Ps.

In this chapter, various aspects of this human resource deficiency problem will be examined followed by a summary of existing HRD needs among the target five municipalities and the Solid Waste Management and Resource Mobilization Center (SWMRMC). The chapter then proposes a set of core HRD principles that need to be mainstreamed in HRD processes, and a HRD framework up to 2015 to provide a basis for HRD planning. Finally, it concludes with some recommendations for coordination with the JICA Country Focus Training Program on Solid Waste Management.

7.1.2 Significant Challenges and Issues Concerning Municipal Human Resources

(1) Shortage in Human Resources

The decentralization process, fast-tracked with the enactment of the Local Self-Governance Act of 1999, placed a heavy burden on the already limited human resource base of many municipalities. The municipalities are still struggling to take over numerous responsibilities that accompanied the devolution of authority related to various public services. As seen in Table 7.1-1 below, the municipalities have had to deal with these additional responsibilities without any significant increase in their work force.




Table 7.1-1 Number of Employees of Five Municipalities (Fiscal Year 1998/99 (2055/561) to 2004/05 (2061/62))

Municipalities FY98/99 (2055/56)

FY99/00(2056/57)

FY00/01(2057/58)

FY01/02(2058/59)

FY02/03(2059/60)

FY03/04 (2060/61)

FY04/05(2061/62)

KMC 2,356 2,148 2,148 2,238 (2,617) (2,091) (2,072)

LSMC 555 555 555 555 (520) (520) (502)

BKM 404 447 447 430 (415) (415) (434)

MTM 55 78 78 83 (85) (85) (79)

KRM 76 85 85 77 (87) (87) (79)Source: Composed from UDLE Financial Analysis Data 2004, and additional data in parenthesis directly from

municipality offices.

Such manpower shortage is especially serious for the smaller and relatively new municipalities such as Madhyapur Thimi Municipality (MTM) and Kirtipur Municipality (KRM). In the case of KRM, in 2004, it was reported as the municipality with the least number of employees per 1,000 persons in the country2. As a result, within these municipalities, staff are often forced to take on additional responsibilities irrelevant to their technical expertise or training background. For example, in KRM, one of the counterparts of the Study, who is also a graduate of a six-month solid waste management training course by UDLE, is dividing his time between SWM responsibilities and support to its Accounts Section.

Financial constraints as well as the inherent rigidity of municipal hiring procedures prevent timely recruitment of new staff. This is prominent in Kathmandu Metropolitan City (KMC) where the municipality currently has 2,488 approved posts within its office, of which only 2,072 posts, or 83%, are occupied3. It is important to note here that the higher in rank a given post is, the less likely it is that it would be occupied. In fact, only 45% of the existing 22 posts of Officer Level 2, the highest within the municipal hierarchy, are currently occupied in KMC compared to an 89% occupation rate of the lowest non-level posts.

One approach to address this shortage in human resources is to hire staff on a temporary basis. Some municipalities like Bhaktapur Municipality (BKM) and KRM have about 60% of its staff body comprising non-permanent staff as shown below in Table 7.1-2.

Table 7.1-2 Composition of Municipal Labor Force (Fiscal Year 2004/2005 (2061/62))

Items KMC LSMC BKM MTM KRM

Number of Total Municipal Staff 2,072 502 434 79 79

Number of Officers (level 2 and 3) 69 18 14 3 3

Number of Non-Officers (including Peons and

Sweepers)

2,003 484 401 77 76

Number of Permanent Staff 1,524 267 160 54 34

Number of Non-Permanent Staff 548 235 255 25 45

% of Non-Permanent staff in workforce 26.4% 47% 61% 32% 57% Source: KMC, LSMC, BKM, MTM, KRM administrative offices, 2005

1 Nepalese Year 2 Based on UDLE Financial Analysis Data, 2004. 3 Based on information provided by KMC Administrative Section Chief, Mr. Santa Ram Pokharel, June 2005.




Nevertheless increasing non-permanent staff may pose problems for the municipality especially in light of the present political environment; since the hiring of non-permanent staff, especially in KMC, has been the focus of corruption investigations by the Commission for the Investigation of Abuse of Authority4 (CIAA). Due to the instructions by CIAA, in July 2004, KMC released 20 non-permanent staff. Furthermore, according to the KMC Administrative Section, it plans to release an additional 415 non-permanent staff at the end of FY2004/05 (2061/62).

Without any breakthrough on the financial resources, or streamlining of municipal recruitment procedures, it is envisaged that any alleviation of such staff shortages will continue to act as a serious constraint to municipal service delivery.

(2) Need for Qualified Human Resources

Securing qualified human resources is as much of a challenge to the municipalities as employing a sufficient number of staff. Several inherent conditions within the municipalities exacerbate the situation. First, due to less than the adequate number of job posts, municipalities cannot afford to hire specialists. In most municipalities except possibly for KMC, there is certainly a greater need for a general civil engineer than a SWM specialist considering the amount of public development activities within a given municipality. Even when there is such an opportunity to hire a specialist, within the country such as Nepal, there is only a limited pool of experts to begin with, especially in the field of SWM and environmental sciences.

Second, since staff often have to take on additional responsibilities beyond their background/expertise, the municipalities cannot provide a working environment that allows career development focusing on a specific field of expertise. Aside from the officer level posts, staff are transferred from one post to another arbitrarily without any special considerations to their backgrounds. For example in KMC, to compensate for the immediate shortage of staff to operate the Sisdol Landfill starting from June 2005, an engineer was transferred from the Heritage Section to become the on-site manager. No orientation has been given to support his lack of expertise or experience.

Finally, there is a problem of working conditions for municipality staff. Despite its prestige and job security, salary and bonuses provided to municipality staff are much less competitive vis-à-vis the private sector firms or offices of donor agencies. Recruitment as well as retainment of skilled and trained personnel in the municipal working force imposes serious challenges to HRD.

(3) Limited Institutionalization of Training Benefits: Transfer Problem

Due to the high donor interest in the field of decentralization and capacity development of local bodies, there is a relatively high amount of training opportunities existing both inside and outside the country. Even among the current municipality staff involved in SWM operations, the majority of them have received some kind of training; and as for officers, it is not rare to see overseas experience in their training history.

4 Commission for the Investigation of Abuse of Authority is a constitutional body mandated to investigate into alleged

corruption cases.




On the other hand, as expressed during the Training Needs Analysis (TNA) exercise (See Appendix 7), municipality staff all share a strong view that the level of HRD is not sufficient. In other words, at the organizational level, municipality staff do not perceive concrete benefits of individual training in their day-to day activities.

Under such conditions, the problem often stems from the institutional weakness of the organization, where gains of enhanced individual capacities through training are not effectively transferred to benefit the organization. A transfer problem occurs when the participants of a given training program, despite their positive reaction to the training program and newly gained learning, cannot change behavior within their own roles and responsibilities to achieve results due to the absence of an enabling environment.

In his widely applied four level approaches to evaluating training programs, Donald Kirkpatrick argues that in order for a given training program to achieve desired results, positive results should be attained at all four levels as indicated in Figure 7.1-15. Although successful individual reaction and learning (levels 1 and 2) could be achieved through a well-designed training program, in order to induce behavior change in the work place (level 3) and ultimately, improvement in job performance or final results of the training program, it is up to the offices and supervisors of the trainee to provide support and opportunities that encourage application of the new learning.

16

Level 4: Results

Level 2: Individual Learning

Level 3: Behavior Change

Enhancement of

Individual CapacitiesCreation of an Enabling

Environment

Level 1: Individual Reaction

InsitutionalizationInsitutionalization

of Training Benefitsof Training Benefits

Extent to which change in behavior occurred because the participant attended the training program

Extent to which participants change attitudes, improve knowledge, and/or increase skill as results of attending the program

Final results that occurred because the participants attended the program

Extent to which participants react to the training program

Figure 7.1-1 Four Levels of Achievement of HRD Programs Source: Donald L. Kirkpatrick. Evaluating Training Programs, second edition. (San Francisco, Berrett-Koehler

Publishers)

In the Nepalese context, it could be assumed that institutional underdevelopment of the municipalities (necessary for attaining level 3 and 4) has caused the institutionalization of training benefits to fall far behind the increasing levels of individual technical capacity

5 Donald L. Kirkpatrick. Evaluating Training Programs, second edition. (San Francisco, Berrett-Koehler Publishers) pp.

19-24.




development. Unless the institutional weakness6 causing the transfer problem is addressed, no amount of individual technical training and other HRD schemes will lead to desired results, or enhanced capacities at the organizational level.

7.2 Analysis of Existing HRD Needs

Taking into consideration the challenges in human resources, the critical path to developing a sound human resource base in the five municipalities is by expanding individual and organizational capacities through training and other interventions. However, in order to make an effective HRD plan and optimize learning opportunities, the municipalities should first assess existing staff capacities and learning needs.

7.2.1 Results of the Training Needs Analysis

Under the Study, a comprehensive TNA exercise (See Appendix 7) was conducted targeting key staff envisioned to be involved in the implementation of the SWM Action Plans. The exercise consisted of three steps: assessment of organizational priority HRD areas, subjective assessment of individual training needs, and objective assessment of individual training needs.

(1) Priority HRD Areas (Organizational Level)

A TNA workshop7 was held in each municipality and SWMRMC for the staff to jointly review and agree upon priority learning areas at the organization level. Despite the diversity in the workshop participants and various issues discussed, consistency existed in results where it was identified that Strategic Planning and Operational Management was the high priority HRD area for all municipalities and SWMRMC. Other common priority areas identified included Human Resource Development, Financial Management, SWM Technical Issues, and Community Mobilization/ Public Education.

(2) Subjective TNA (Individual Level)

As the second step after the TNA workshop, key SWM personnel were requested to respond to questionnaires regarding their personal backgrounds (educational/professional/training history) and their own subjective assessment of individual training needs. The tabulated results for individual level training needs are summarized in Table 7.2-1. It should be noted that respondents expressed an equal level of needs in both operational management skills and SWM technical skills.

6 Examples of such institutional weakness are: lack of HRD planning and follow up, inappropriate selection of trainees for a

given training program, lack of sharing of training experiences and learning, lack of encouragement from the management for the practical application of new learning, absence of operational systems in which to apply the new learning, etc.

7 The TNA workshop was designed combining aspects from PCM methodology (stakeholder analysis, problem analysis) and the Integrated Organization Model.




Table 7.2-1 Summary of Results of Subjective Training Needs (Individual Level)

Rank KMC LSMC BKM MTM KRM SWMRMC

1 SWM Technical Training

Conflict Management

Community Development

SWM Technical Training


Strategic Planning & Management

2 Office Management

Organization Management


CBO Mobilization

Human Resource Development

Financial Management

3 Documentation & Writing Skills

Human Resource Development

Communi- cation Skills

Proposal and Report Writing

Office Management

Computer Skills & Data Analysis


(3) Objective TNA (Individual Level)

As the final step of the TNA exercise, an objective assessment of existing skills and knowledge regarding SWM was conducted through interviewing 36 Municipality staff and five SWMRMC staff. The JICA Study Team developed a questionnaire covering 14 core areas for SWM, and identified the level of required skills and knowledge to sufficiently manage SWM operations. Individual interview results were measured against these criteria, and gaps were quantified where individual strengthening of skills and knowledge were required.

Figure 7.2-1 shows aggregate results of the five municipalities, where in general higher gaps were expressed in the SWM technical areas than operational management areas. The top three areas that required urgent support in HRD were:

1) Environment Impact Assessment (EIA) and Environmental Monitoring 2) Solid Waste Collection 3) Composting and Recycling

1 .25

1 .16

0 .92

0 .99

0 .81

0 .85

0 .54

1 .06

1 .16

1 .49

1 .38

1 .41

1 .81

1 .00

0.00

0.50

1.00

1.50

2.00P lann in g

Po lic y

Waste Co lle c t ion

Landfill

Compost ing & Recyc lin g

EIA

Mon ito r in g and Data

AnalysisCommun ity Mobilizat ion

Pr ivate Sec to r

Partne rsh ips

Fin anc ial Managemen t

HRD

Coordin at ion

Repo rt in g

Compu te r Skills

Figure 7.2-1 Results of Objective TNA of the five Municipalities Source: JICA Study Team, 2004




(4) Summary of TNA Results and Implications for HRD Planning

The results of the TNA exercise shed light not just on the various priority areas for HRD but also different target levels and approaches that need to be taken into consideration for effective HRD planning.

At the organizational level, the priority HRD area that was identified and agreed upon was strategic planning and operational management. This signifies that irrespective of the level of individual capacities, as a whole, current municipal strategic planning and operational management capacities were perceived to be very low. In response to such TNA results, HRD plans should prioritize organizational learning programs to strengthen SWM operational matters.

At the individual level, some inconsistencies emerged between the results of the questionnaire and interviews, or between subjective and objective assessment of training needs. While the results of the questionnaire results showed equal demand for operational and technical training, the interview results underscored the highest deficiency of staff capacity in SWM technical areas. This discrepancy is caused by the difference in cognitive and potential demand for HRD, and both should be equally taken into consideration when devising a HRD plan.

In the objective TNA process, the reason for the concentration of potential training needs on specialized technical areas such as EIA was that the majority of the participants had little or no exposure to these specialized technical topics. As much as it would be critical to build capacity of staff in such areas, it would not be necessary for all SWM related staff to be trained across the board. Only a limited number of staff would be in a position to apply such technical skills and knowledge.

7.3 Core Principles for Human Resource Development Planning

The results of the TNA exercise indicated the contents, or what should be included in the HRD plans. The below set of core principles will provide the strategies, or how to formulate and implement HRD plans to attain effective results. These principles should be mainstreamed to all HRD related decision-making.

(1) Strategic Human Resource Development

One cannot over emphasize the fact that staff shortage is often a major constraint in SWM operations; as serious as deficit in financial resources. The workload of individual staff, especially in key managerial positions, often goes far beyond their capacities. In cases like MTM and KRM where there are only three officer-level staff each within the municipality, taking time off for training comes with a very high opportunity cost. On the other hand, mid-level staff, who play important operational roles but sometimes do not have the English aptitude required for overseas training, miss out on external training opportunities. Such a situation invites over-concentration on sometimes irrelevant training experiences among the officer-level staff, and inhibits growth of mid-level staff. As a result, such a condition limits overall organizational development. To avoid an uneven and sometimes haphazard approach to HRD, all decisions (i.e. selection of programs and participants) should be based on a comprehensive HRD plan which would be linked with the respective SWM Action




Plans of the municipality. Matching of participants with the training programs should be strategic and selective, with much consideration on the training objectives and expected outcomes.

(2) Practicality and Applicability of Training Content

Relevant to the above principle of Strategic HRD, all training programs selected to be attended by municipality staff should be screened in advance to guarantee the practicality and applicability of the skills/knowledge to be attained within the specific context within each municipality. Despite the personal gains of learning and exposure from any training experience, if the skills and knowledge acquired in the training is not applied to the day-to-day operations, the benefits will not be shared or internalized at the organizational level. Sending staff to irrelevant training programs only fortifies the impression that training is an informal benefit or perquisite, to be equally shared by all staff, irrespective of job responsibilities.

(3) Sustainability

For any results of training to be sustained in staff performance and benefited at the organizational capacity level, there must be an enabling environment that supports that trainee in applying new skills and knowledge. This means that after training, the trainee should be given some leverage (e.g. new responsibilities, position) necessary to initiate new endeavors and test new learning. Such support should be systematically integrated into the training package by the municipality office together with a regular monitoring session between the supervisor and trainee in order to ensure the benefits of training are institutionalized and sustained.

7.4 Human Resource Development Framework

The following Figure 7.4-1 provides a framework of how HRD Programs should be planned and implemented within the five municipalities up to 2015. Four phases are envisioned until 2015 (Ashadha, 20728), starting with the Study Phase (2004 (2060)-2005(2061)). It is expected that the municipalities should mobilize both external and internal resources to fund HRD interventions up to 2015 (Ashadha, 2072).

(1) Overall Goal of HRD Framework

The overall goal of HRD is to strengthen the capacities of the five municipalities to plan and operate, and deliver effective SWM services. This includes the capacity to collect, manage and apply key SWM data for effective and efficient administration of SWM programs.

The objectively verifiable indicator (OVI) applied to measure results would be the level of solid waste management ratio9 among the five municipalities in the Kathmandu Valley. The current level of waste management ratio among the five municipalities has been

8 Nepalese Year 9 Management ratio is the ratio of waste quantity that is managed by the waste generator or municipalities in the various

ways such as source reduction, appropriate collection, recycling, treatment and disposal after it is generated from the source.




calculated as around 75% at 322 tons per day. By 2015 (Ashadha, 2072) at the target year, as the result of enhanced technical and operational capacities, it is expected that the management ratio will increase up to 93% at 647 tons per day.

CKV Study Phase

DevelopmentPhase

ConsolidationPhase

SustainabilityPhase

2004(2061)

2005(2062)

2015(2072)

2008(2065)

2010(2067)

Operational ManagementOperational ManagementCapacitiesCapacities

TechnicalTechnicalCapacitiesCapacities

①② ③

①Pilot Project: Operational Management②Pilot Project: OJT Technical Training ③Country Focused Training

EvaluationExercises

Utilizationof both

external and internal

resources

Waste Management

Ratio*

93 %

76 %

Objectively Verifiable Indicator

* Consolidated Waste Management Ratio for 5 Municipalities

Figure 7.4-1 Human Resource Development Framework Source: JICA Study Team

Currently the technical capacities of the municipalities are at a relatively higher level than the operational management capacities, with much credit to the interventions preceding the Study. It is recommended that the municipalities adopt HRD strategies that place equal importance on development of technical and operational management capacities for a more effective and efficient delivery of SWM services.

(2) External Risk Factors

The overall goal mentioned in the above HRD framework should be attained if the following external risk factors do not occur:

1) Political instability and reversal of national decentralization policy: If the current political climate leads to reversal of the overall HMG/N decentralization policy, municipal responsibilities in SWM could change and will no longer require the same level of HRD.

2) Drastic change in the financial resource situation: If the municipalities fail to identify alternative financial resources to compensate for the expected withdrawal of the Local Development Fees allocated by HMG/N, they could fall into a severe financial crisis and would not be able to sustain HRD programs as planned.

3) Drastic change in the human resource policy in local bodies: Currently, the highest priority is placed on HRD to address human resource shortages due to numerous restrictions placed on human resource management at the municipal level. If a new




regime of human resource policy is introduced by HMG/N that will allow more flexibility and fluidity in staff recruitment and transfer, other strategies may be applied to address human resource deficiencies.

4) Trained staff do not stay in the municipal system: The basic assumption of the HRD framework is that the trained personnel are retained within the organization after the training programs. It is expected that the level of working conditions within the municipalities would be relatively maintained vis-à-vis private sector and other institutions in the labor market so that it would not induce substantial outflow of trained staff.

7.4.1 Strengthening SWM Technical Capacities

During the Study Phase, various human resource development activities were mainstreamed in respective Pilot Projects. On-the-job training (OJT) was one approach the JICA Study Team adopted in order to ensure the applicability of the knowledge and skills transferred to the counterpart municipalities. Especially in projects related to SWM facilities development, SWM staff gained first hand experience on how to technically plan, design, implement and evaluate SWM projects.

In addition, a variety of off-the-job training (Off-JT) sessions were organized focusing on specific areas in SWM, such as Behavior Change and Communications, Public Private Partnership Orientation and Community-level Composting. These in-class training sessions not only imparted technical knowledge and skills, but also acted as a forum to share best practices and lessons learned. Consequently, through these opportunities, coordination among the five municipalities was enhanced substantially.

Outside the realm of the Study, for other specific technical areas such as EIA application for Landfill development, Waste Collection Planning, and Composting and Recycling10 , practical and applicable training curricula should be prepared through accessing in-country11 as well as international expertise. Especially in view of plans to develop various SWM facilities in the pipeline from 2004 to 2010, building technical capacity in EIA application for landfill site development and operation should take precedence over other topics, at least in the Pilot Phase and Development Phase. Such programs will be much more feasible if developed in partnership and on a cost-sharing basis with SWMRMC, and/or other municipalities.

Developing SWM technical skills and knowledge is one area where, during the initial stages, external resources should be well utilized for HRD. As the cornerstone of technical training, the JICA Country Focused Training Course on Solid Waste Management would be the primary opportunity to provide SWM focal point staff with a comprehensive overview of the main policy and technical issues in SWM administration practices. This training program will also allow exposure to the best SWM practices in Japan.

10 These were areas where highest gaps in skills and knowledge existed, as identified during the Training Needs Analysis

exercise. 11 Training Centers within Kathmandu, such as the Institute for Environmental Management, provide technical courses in

EIA, and a special course on SWM, which municipal staff are invited to attend at subsidized rates.




Following the principle of strategic HRD, not all staff should require to attend such technical training sessions. Therefore it is important that the municipalities beforehand provide clear assignment of responsibilities to make sure that the participant has the appropriate background and functional capacities to fully benefit from the training.

Finally, based on the strengthened cooperation among the five municipalities under the Study, it is expected that smaller municipalities take advantage of the experience and the technical expertise of the larger municipalities to enhance their SWM programs.

7.4.2 Strengthening SWM Operational Management Capacities

From the HRD point of view, needs for operational level training were strongly expressed during the TNA processes from the municipal staff. Preceding any training needs for technical training, Strategic Planning and Operational Management was identified, from the organizational perspective, as a high priority area for human resource development. In summary, from both objective and subjective analysis, development of operational and management capacities should at least garner as much attention in terms of HRD as technical training. In spite of this finding, aside from the Study and with the exception of KMC, no interventions have taken place, which address the weakness of operational and management capacities.

In more specific terms, operational and management capacity development involves strengthening a broad range of functions that are necessary to effectively implement SWM operations. Most basic of all functions is to develop an operational cycle of planning, implementation and evaluation of SWM activities with appropriate resource planning (human resources and financial) and monitoring to ensure consistent service delivery. SWM Action Plans developed under the Study, will provide the strategic framework until 2015. This then should be broken down into annual work plans for actual implementation and monitoring. Other operational practices need to be strengthened such as monitoring and evaluation of SWM programs, program-based budgeting, conflict management, private sector partnerships and human resource development.

In addition, with regard to the issue of Institutionalization of Training Benefits, operational and management capacities need to be developed in order that organizations fully take advantage of the knowledge and skills obtained through individual technical capacity development. This is because without any structured operational system in place, the managers would have no objective basis on how to most strategically utilize the gained benefits from technical training. The synergic effect of technical and operational/management training is shown in Figure 7.4-2.




Benefits of technical capacities maximized by enhanced operational set up of respective SWM sections.Enabling environment established where individual capacities are strategically and immediately applied for better organizational performance.HRD is conducted in a more strategic manner.

Several staff technical capacity strengthened in respective fields. However, benefits from training remain at the individual level, and opportunities to apply newly gained skills and knowledge remain haphazard.

No opportunity or impetus for HRD. Staff Performance stays status quo.

Overall operational capacity of SWM Sections upgraded. However lack of technical capacities limit effective and appropriate decision-making in various planning, Implementation , monitoring processes.

With Operational Management Training

Without Operational Management Training

With Technical Training

Without Technical Training

Synergic Effect

Benefits of technical capacities maximized by enhanced operational set up of respective SWM sections.Enabling environment established where individual capacities are strategically and immediately applied for better organizational performance.HRD is conducted in a more strategic manner.

Several staff technical capacity strengthened in respective fields. However, benefits from training remain at the individual level, and opportunities to apply newly gained skills and knowledge remain haphazard.

No opportunity or impetus for HRD. Staff Performance stays status quo.

Overall operational capacity of SWM Sections upgraded. However lack of technical capacities limit effective and appropriate decision-making in various planning, Implementation , monitoring processes.

With Operational Management Training

Without Operational Management Training

With Technical Training

Without Technical Training

Synergic Effect

Figure 7.4-2 Synergy between Technical and Operation Management Training Source: JICA Study Team

Development of operational and management capacities, in order to become effective, cannot be achieved only through conventional training programs. Rather it would require interventions at the organizational level, where appropriate processes and procedures need to be introduced, standardized, internalized, and implemented by various levels of human resources. HRD programs that cater to such an approach need to involve all staff in the operational units and should provide opportunities for discussion and consensus building on new approaches.

The Pilot Phase training program under the Study provided an opportunity to jump-start strengthening of operational and management capacities, and introduced practical management tools to address various institutional/organizational issues.

In order to sustain staff support and application of new management/operational practices, continuous intervention through operational and management capacity development programs is necessary based on long-term commitment by the municipalities. Nevertheless, the kind of training that would cater specifically to each organization would be difficult to find externally. It is recommended that while municipalities continue to mobilize resources for external support, they continue to review and improve various operational systems on their own through trial and error.

Through self-evaluation methodology that was imparted during the Pilot Project, the municipalities should be able to conduct periodic self-evaluation exercises scheduled in the latter three phases, to assess municipal performance vis-à-vis the SWM Action Plans. These self-evaluation exercises should be used to maintain the interest and commitment of staff in improving operational practices. Based on the evaluation findings, municipalities should utilize their own resources for hiring external support if necessary to further improve their operational and management capacities.




7.4.3 Sensitization of High level Policy Makers

To complement the HRD strategy to strengthen technical and operational capacities, interventions should also be introduced targeting the policy level. The core target group would be the municipal representatives (e.g. Mayors, Deputy Mayors, Chief Executive Officers, Municipal Board/Council Members) who are given the primary decision-making authority in SWM as well as all other municipal programs.

By providing opportunities where such municipal representatives or high level officials may be exposed to best practices and basic SWM issues, it is expected that they would be in a better position for informed decision-making on SWM issues. Site visits and brief introductory sessions connected with public relations activities are some methods that could be adopted for programs at this level, to solicit active participation from these officials.

For their position as the leading national institution for SWM activities and for their current interest in capacity development of municipalities in SWM, it is envisaged that SWMRMC should take the initiative in leading such training programs for the high level policy-makers. Enhanced coordination between SWMRMC and the target municipalities should facilitate selection of appropriate participants, and consolidation of SWM agenda to be pursued through these programs.

7.4.4 Four Phases of HRD Framework

In the four phases of the HRD Framework as shown in Figure 7.4-1, the municipalities are envisaged to conduct different levels of HRD programs in four stages.

(1) Study Phase (2004-2005 (2061-2062))

In many aspects, the Study provided entry points for various HRD programs that need to be implemented in the long run. The individual Action Plan formulation process serves as the first step in strengthening operational management, and organization of public hearings and seminars underscore the importance of stakeholder involvement. During the pilot phase, training programs planned a) to introduce management practices to enhance overall operational capacities, b) to set up a system for SWM data collection and management, and c) to provide on-job training that will allow staff first hand exposure to implementing technical projects.

(2) Development Phase (2005-2007 (2062-2064))

During this phase, it is expected that the municipalities would continue their HRD program by building capacities in areas where new human resource demands would emerge. For example, this phase coincides with the period when many of the municipalities will be concentrating on the development of their SWM facilities. The concerned municipalities will need specialized technical expertise to appropriately design, construct and monitor the construction of such facilities. In the same way, expansion of other SWM activities, as expected in this phase, will lead to demands for operational efficiency to deal with the additional activities. Municipalities should concentrate on a few basic management systems to enhance their program delivery, and aim to institutionalize such practices.




(3) Consolidation Phase (2008-2010 (2065-2067))

At this stage, HRD programs should concentrate on enhancing the operations and maintenance side of various SWM activities to ensure effective and even service delivery. By this time, the municipalities would have gained sufficient experience on the implementation of various aspects of the Action Plan, and would be able to identify approaches/activities/practices that worked well, and those that did not. It is recommended that HRD programs be designed to standardize systems and procedures for replication of such best practices. In addition, municipalities should also attempt to expand the base of trained human resource by increasing training for mid to junior level staff.

(4) Sustainability Phase (2011-2015 (2068-2072))

In the final stage of the HRD framework, all programs should focus on sustaining the level of human resources by providing refresher training, and transferring existing skills and knowledge to new recruits.

7.5 HRD Programs in the Study Phase

Within the Study Phase (2004-2005 (2061-2062)), the following four components have been incorporated for HRD.

1) Action Plan formulation and other technical transfer from the JICA Study Team during the Study Period

2) Training courses in Pilot Projects 3) JICA Country Focus Training Program on SWM 4) Exposure Visits

Each component aims to target different levels of key stakeholders as shown in Figure 7.5-1.




KM

C

Tas

k F

orc

eK

MC

T

ask

Fo

rce

LS

MC

Tas

k F

orc

eL

SM

CT

ask

Fo

rce

KR

MT

ask

Fo

rce

KR

MT

ask

Fo

rce

BK

MT

ask

Fo

rce

BK

MT

ask

Fo

rce

MT

MT

ask

Fo

rce

MT

MT

ask

Fo

rce

- Policy, Waste Collection, Landfill, Composting& Recycling, Community Mobilization

- Special Focus on EIA, Environmental Monitoring and Data Analysis

SWM Focal PointsJICA Country

Focus Training

Exposure Visits

TECHNICAL STRENGTHENING

Policy makersInformed Decision-making

Pilot Project:Technical Training for SWM

Study:Support to formulation of

Action Plans

Pilot Project:Operational and Management

Training


Action PlansOPERATIONALSTRENGTHENING

SENSITIZATION

- Strategic Planning & Management- Program based Budgeting- Monitoring & Evaluation- HRD - Public Private Participation - Conflict Management

KM

C

Tas

k F

orc

eK

MC

T

ask

Fo

rce

LS

MC

Tas

k F

orc

eL

SM

CT

ask

Fo

rce

KR

MT

ask

Fo

rce

KR

MT

ask

Fo

rce

BK

MT

ask

Fo

rce

BK

MT

ask

Fo

rce

MT

MT

ask

Fo

rce

MT

MT

ask

Fo

rce

- Policy, Waste Collection, Landfill, Composting& Recycling, Community Mobilization

- Special Focus on EIA, Environmental Monitoring and Data Analysis

SWM Focal PointsJICA Country

Focus Training

Exposure Visits

TECHNICAL STRENGTHENING

Policy makersInformed Decision-making

Pilot Project:Technical Training for SWM


Action Plans

Pilot Project:Operational and Management

Training


Action PlansOPERATIONALSTRENGTHENING

SENSITIZATION

- Strategic Planning & Management- Program based Budgeting- Monitoring & Evaluation- HRD - Public Private Participation - Conflict Management

Figure 7.5-1 Multi-layered HRD Strategy During the Study Phase Source: JICA Study Team

Furthermore, the HRD Program during this phase aims to address a range of technical and operational areas where capacities are required to successfully implement the SWM Action Plans. In Table 7.5-1, these areas are shown in relation to which HRD components will be responsible in providing the necessary training.




Table 7.5-1 HRD Program Framework During the Study Phase

Plan

ning

Pol

icy

Was

te C

ollec

tion

San

itary

Lan

dfill

Com

post

ing

& Re

cycli

ng

EIA

Mon

itorin

g &

Data

Ana

lysis

Com

mun

ity M

obili

zatio

n

Priv

ate S

ecto

r Par

tner

ship

s

Res

ourc

e Man

agem

ent

Hum

an R

esou

rce D

evelo

pmen

t

Coo

rdin

atio

n

Rep

ortin

g

Com

pute

r Skil

ls

Neg

otiat

ions

/Con

flict

Man

agem

ent

1 CAPACITY DEVELOPMENT THROUGH THEIMPLEMENTATION OF THE STUDYTarget: Counterparts and Task Force MembersObjective: To raise the technical and operationalcapacities of the counterparts and respective Task Forcemembers through the support to formulation of the ActionPlans and other activities from the Study.

Methodology: Each expert, through the various tasksincorporated　the study will impart practical knowledge andskills.

2 CKV STUDY PILOT PROJECT TRAINING PROGRAM2.1 Technical Training

Target: Respective SWM Technical Focal pointsObjective: To provide SWM Technical focal pointopportunities to gain first hand exposure to technicaldesigning, implmentation, evaluation of SWM projects.

Methodology: Programs by JICA Study Team and localexperts.

2.2 SWM Operational Management Training(1) SWM Operational Management

Target: SWM Responsible Section StaffObjective: To enhance operational capacities of SWMresponsible sections through introduction of practicalmanagement tools.

Methodology: Monthly training program by JICA Studyteam and local experts

(2) SWM Data Collection and ManagementTarget: SWM Monitoring and Evaluation Focal PointsObjective: To provide training in the collection,management, and application of SWM data critical informulating and implementing Action Plans.

Methodology: Program by local experts/institutions3 JICA COUNTRY FOCUSED TRAINING PROGRAM

Target: SWM Focal Point assigned at each municipality,SWMRMC Staff

Objective: To provide comprehensive and introductoryoverview of technical aspects of SWM, through lecturesand exposure to Japanese facilities and practices.

Methodology: Overseas trainingDuration: 1 month

TRAINING AREAS

INTERVENTIONS




Plan

ning

Pol

icy

Was

te C

ollec

tion

San

itary

Lan

dfill

Com

post

ing

& Re

cycli

ng

EIA

Mon

itorin

g &

Data

Ana

lysis

Com

mun

ity M

obili

zatio

n

Priv

ate S

ecto

r Par

tner

ship

s

Res

ourc

e Man

agem

ent

Hum

an R

esou

rce D

evelo

pmen

t

Coo

rdin

atio

n

Rep

ortin

g

Com

pute

r Skil

ls

Neg

otiat

ions

/Con

flict

Man

agem

ent

4 EXPOSURE VISITSTarget: Steering Committee Members and Municipal Policy MakersObjective: To provide an opportunity for policy makers togain exposure to key issues in SWM, as well as advocatefor political support in SWM issues.

Methodology: Presentation and advocacy activities bySWMRMC including site visits to SWM facilities and publicevents within the Kathmandu Valley

TRAINING AREAS

INTERVENTIONS


7.6 JICA Country Focus Training Program

The JICA Country Focused Training Program poses as an ideal opportunity for the municipal SWM technical staff to obtain comprehensive technical training on SWM. This program, which started in 2002, has implemented three rounds of training courses with over twenty graduates. Trainees, especially from the second and third rounds of courses, are all playing a central role in SWM. All Trainees are playing a central role in SWM.

In the interest of strengthening complementarity between the Study and the JICA Country Focused Training Program scheme, the 2005 Country Focused Training Program was incorporated into the Pilot Project Framework as Project E-3. The following were some recommendations made to the curriculum of the Country Focused Training Program from the Study:

1. Past trainees from the last three Country Focused Training Programs, and who are still taking part in SWM administration, have confirmed the usefulness and the applicability of the training program. Especially, much appreciation was expressed regarding the course about Semi-aerobic Sanitary Landfill System, and this component shall continue to be the main focus of the course. In addition, it is expected that basic knowledge of conducting EIA and Environmental Monitoring for designing and operating sanitary landfill sites would be included.

2. A major area where the five target municipalities require exposure and training is in SWM Policy and Enforcement. To date, despite the designation of legal responsibilities of SWM enforcement to the municipalities with the Local Self Governance Act of 1999, none of the five municipalities have SWM by-laws or means to enforce them. In addition, opportunities for SWM legislation and enforcement are limited in Nepal. The Country Focus Training Program will provide not only an introduction to the Japanese SWM legislation, but also present how the municipal administration system is structured to implement the legislation, with an emphasis on




enforcement mechanisms. Mechanisms to be introduced should include those both from the legal/formal systems as well as the informal systems set up at the community level such as monitoring by citizen groups and neighborhoods.

3. Raising public awareness and eliciting behavior change is a major challenge in Nepal for SWM management. Instead of past visits to educational facilities, visits to NGOs and citizen’s groups/movement in Kita-Kyushu or any other parts of the country who are active in promoting public education and community mobilization in SWM will prove fruitful for the participants. Furthermore, during these sessions, coordination structures and mechanisms with the SWM administration sections of the municipality/prefecture offices will be highlighted. In addition, a visit to a typical household would prove valuable: a) to understand how the public education messages such as about separation of waste at source were received, and b) to observe the social pressures and incentives that induced behavior change at the household level.

4. Waste collection planning is an area where prominent training needs exist. SWM data collection is conducted in some municipalities (mainly on amount of waste collected and waste composition) yet there is disconnect between the collected data and the process of analysis and application to regular planning and monitoring for enhanced collection efficiency. It is expected that a resource person invited from Kita-Kyushu-shi or any other local administrative bodies will introduce an example of a data management and planning system for waste collection in a very practical manner.

5. One of the immediate and effective benefits of past training courses was the formulation of a personal network among the participants. During the TNA interviews it was confirmed that such lateral coordination rarely existed between municipalities at the technical level before attending the course. Through such a personal network, knowledge sharing and collaboration among municipalities would be enhanced, and aspects of team building and experience sharing will continue to be underscored in the training course (e.g. Joint planning through PCM methodology).

6. Instead of the drafting of individual Action Plans by the participants as in past years, it is recommended that a group Action Plan be formulated based on the course on PCM Methodology. Such a joint planning exercise will allow the participants to build and practice the “Umbrella Concept” introduced by the Study and reinforce the importance of inter-municipal coordination in addressing SWM within the Kathmandu Valley. Since the PCM course will be the starting point of such a planning exercise, it should be scheduled at the beginning of the training course. For the 2006 training course, it is recommended that instead of a joint planning exercise, a joint evaluation exercise be conducted based on past plans. This will allow the participants to learn issues and methodologies related to program evaluation.


8 - 1 CKV


Sapha Sahar Hamro Rahar

CHAPTER 8 PILOT PROJECTS OF THE STUDY

8.1 Overall Objective of Pilot Projects

Pilot Projects have been conducted aiming at the following based on the formulated Draft Action Plans (DfA/Ps) of each of the five municipalities.

- Objective I: To establish and enhance the essential capabilities (technical and operational area) of SWMRMC/MOLD as well as each of the five municipalities in order to practice the activities to be determined in their Action Plan (A/P)

- Objective II: To obtain baseline data as well as lessons learned in order to obtain feedback to A/Ps

- Objective III: To put into practice some of the short-term activities of DfA/Ps, which are recognized as more urgent ones

The Pilot Projects have been envisaged by combining selected various short-term activities and associated requirements (e.g. human resource development) for the activities’ steady implementation. The important criteria for selecting activities were given as: i) contribution and effectiveness toward capacity development and human resource development to practice DfA/Ps, and ii) high priority ones which are required to be implemented urgently among the short-term ones of the DfA/Ps.

Considering the major findings obtained and contents of DfA/Ps, and opinions exchanged intensively among the CKV Study Team members, the Pilot Projects were discussed in line with each approach integrated into DfA/Ps clarifying their background and necessity. Consequently, a series of five broad Pilot Projects have been envisaged as shown in Table 8.1-1.

Table 8.1-1 Summary of Background of Five Broad Pilot Projects

Pilot Projects Background of Pilot Projects

A. Improvement of Collection and Transportation

- When Sisdol short-term Landfill site (LFS) commences operation, effective transportation of waste becomes important especially for Kathmandu Metropolitan City (KMC) and Lalitpur Sub-Metropolitan City (LSMC). Construction of a new transfer station (T/S) and/or improvement of the existing T/S are necessitated in parallel with expansion of the transfer haul capacity.

- Most of the municipalities have the intention to introduce or enhance the Public Private Partnership (PPP) into primary collection services. However, the experience and know-how of municipalities to involve the private sector are insufficient.

- In Madhyapur Thimi Municipality (MTM) and Bhaktapur Municipality (BKM), introduction of effective and practical primary collection is prerequisite to improve sanitary conditions in the urban area as well as to enhance resource recovery.

B. Promotion of Waste Minimization

- In response to determination of Sisdol utilization among the probable beneficiaries, reduction of waste to be transported to final disposal becomes very important from the viewpoints of budgetary availability as well as of prolonging LFS’s life-time. Strategy from two fronts is necessary for reduction of waste, meaning large-scale (concentrated intermediate treatment) and small-scale (community-based activities).


8 - 2 CKV



Pilot Projects Background of Pilot Projects

C. Improvement of Final Disposal Planning and Operation

- As soon as Bagmati River dumping is discontinued, Sisdol is the site most ready for receiving solid waste. Although Sisdol is being prepared as a sanitary landfill site, the experience and technical know-how of the Nepalese side are very limited for facility design, construction and O&M.

- The preparation of sites for long-term LFSs is one of major short-term activities in the DfA/P of each municipality. Thus technical transfer for reasonable site selection and environmental/social considerations, including the EIA process, is very demanding for the Nepalese side.

D. Promotion of Public Awareness and Behavior Change Communication/ Education

- All of the municipalities have recognized the importance of public awareness on solid waste management (SWM) and have listed various activities in their DfA/Ps. It is very significant to demonstrate good practices and learn lessons on how to realize the mobilization of the public into SWM-related activities.

E. Development of Operation and Management Capacities

- Various training needs were identified by Training Needs Analysis (TNA). Some of these needs are covered by the above using OJT. Other needs, such as monitoring and evaluation (M&E), and budget/expenditure management are also decisive factors to achieve sustainable SWM-related activities. Besides, the Country Focused Training Course in Japan is to be an integral part of SWM capacity development.


8.2 Design of Pilot Projects

The project purpose, which is the specific objective that is expected to be achieved by the time a Pilot Project is completed, has been set for each Pilot Project as shown in Table 8.2-1. The Pilot Projects have been mainly designed to strengthen the capabilities of five broad components of waste management (Objective I) with a series of training sessions and practices, while some of the Pilot Projects also aim at achieving Objectives II and III consequentially.

Table 8.2-1 Outlines of Five Broad Pilot Projects

Pilot Projects Project Purposes Main Activities ObjectivesA-1: Practice of solid waste collection at model areas

I, II

A-2: Training for public private partnership (PPP) on SWM

I, III

A. Improvement of Collection and Transportation

Capabilities of relevant staff of the five municipalities and SWMRMC regarding waste collection and transportation are strengthened.

A-3: Training/practice of transfer station (Teku T/S)

I, III

B-1: Training of waste minimization facility

I, III B. Promotion of Waste Minimization

Capabilities of relevant staff of the five municipalities and SWMRMC regarding waste minimization are strengthened.

B-2 Practice of local level waste minimization activities

I, II

C-1: Training for final disposal planning

I C. Improvement of Final Disposal Planning and Operation

Capabilities of relevant staff of the five municipalities and SWMRMC regarding final disposal planning and operation are strengthened.

C-2: Training/practice of Semi-aerobic landfill (Sisdol Short-term Landfill site)

I, III


8 - 3 CKV



Pilot Projects Project Purposes Main Activities ObjectivesD-1: Training for community mobilization activities

I

D-2: Practice of mass communication and education

I, II, III

D. Promotion of Public Awareness and Behavior Change Communication / Education

Capabilities of relevant staff of the five municipalities and SWMRMC regarding public awareness and behavior change communication/ education are strengthened.

D-3: Practice of interpersonal communication and education

I, II

E-1: Training of Action Plan operational management

I

E-2: Practice of solid waste data management

I

E. Development of Operation and Management Capacities

Capabilities of relevant staff of the five municipalities and SWMRMC regarding technical and operational management on solid waste are strengthened.

E-3: Training of solid waste management policy and technology

I


Based on the above, the Pilot Projects were designed as summarized in Table 8.2-2. The targets of each of the Pilot Projects depend on the background as discussed in Table 8.1-1. For smooth implementation, local consultants, NGOs, local resource persons (specialists/experts) and assistants were involved in addition to the support and guidance by the JICA Study Team.

The Study on the Solid Waste Management Main Reportfor the Kathmandu Valley Chapter 8

8- 4 CKV Sapha Sahar Hamro RaharClean Kathmandu Valley Study

Tabl

e 8.

2-2

Con

tent

s of

Pilo

t Pro

ject

s of

the

Stud

y

Pro

ject

s P

roje

ct P

urpo

seTa

rget

s M

ain

Act

ivit

ies

Impl

emen

tati

on

A. I

mpr

ovem

ent o

f C

olle

ctio

n an

d Tr

ansp

orta

tion

Cap

abili

ties

of

rele

vant

sta

ff o

f th

e fi

ve

mun

icip

aliti

es

and

SWM

RM

C

rega

rdin

g w

aste

co

llect

ion

and

tran

spor

tatio

n ar

e st

reng

then

ed.

A-1

A

-1.1

: B

KM

sta

ff

A-1

.2:

MT

M s

taff

A

-2:

Staf

f of K

MC

, L

SMC

and

KR

M

A-3

: K

MC

sta

ff

(SW

MR

MC

, L

SMC

)

A-1

: P

ract

ice

of S

olid

Was

te C

olle

ctio

n in

M

odel

Are

as

A-1

.1:

Prac

tice

of s

ourc

e-se

para

ted

colle

ctio

n in

BK

M

A-1

.2:

Prac

tice

of c

olle

ctio

n an

d tr

ansp

orta

tion

in M

TM

A

-2:

Trai

ning

for

Pub

lic P

riva

te P

artn

ersh

ip

(PP

P) o

n So

lid W

aste

Man

agem

ent

A-3

: Tr

aini

ng/P

ract

ice

of T

rans

fer

Stat

ion

(Tek

u T

/S)

A-3

.1:

Trai

ning

for p

lann

ing

of T

/S

A-3

.2:

Trai

ning

for d

esig

ning

of T

/S

A-3

.3:

Trai

ning

for c

onst

ruct

ion

supe

rvis

ion

of

T/S

A

-3.4

: Pr

actic

e of

O&

M o

f T/S

A-1

A

-1.1

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

A

-1.2

: di

tto

A-2

: G

uida

nce

by J

ICA

Stu

dy T

eam

and

lo

cal c

onsu

ltant

s A

-3:

A-3

.1:

Gui

danc

e by

the

JIC

A S

tudy

Tea

m

A-3

.2:

Gui

danc

e by

the

JIC

A S

tudy

Tea

m,

supp

orte

d by

loca

l con

sulta

nts

A-3

.3:

ditto

A

-3.4

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

B. P

rom

otio

n of

W

aste

M

inim

izat

ion

Cap

abili

ties

of

rele

vant

sta

ff o

f th

e fi

ve

mun

icip

aliti

es

rega

rdin

g w

aste

m

inim

izat

ion

are

stre

ngth

ened

.

B-1

: St

aff o

f KM

C,

LSM

C a

nd

SWM

RM

C

B-2

: B

-2.1

: K

MC

sta

ff

B-2

.2:

KM

C s

taff

B

-2.3

: L

SMC

sta

ff

B-2

.4:

KR

M s

taff

B-1

: Tr

aini

ng fo

r W

aste

Min

imiz

atio

n F

acili

ty

B

-2:

Pra

ctic

e of

Loc

al L

evel

Was

te

Min

imiz

atio

n A

ctiv

itie

s B

-2.1

: Pr

actic

e of

com

mun

ity-b

ased

was

te

min

imiz

atio

n ac

tiviti

es in

a m

odel

are

a (i

n K

MC

) B

-2.2

: Pr

actic

e of

med

ium

-sca

le

verm

i-co

mpo

stin

g (i

n K

MC

) B

-2.3

: Pr

actic

e of

pro

mot

ion

of h

ome

com

post

ing

(in

LSM

C)

B-2

.4:

Prac

tice

of p

last

ic s

epar

atio

n (i

n K

RM

)

B-1

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

, su

ppor

ted

by lo

cal c

onsu

ltant

s an

d re

sour

ce p

erso

ns

B-2

: B

-2.1

: G

uida

nce

by J

ICA

Stu

dy T

eam

, su

ppor

ted

by N

GO

s an

d lo

cal

reso

urce

per

son

B-2

.2:

ditto

B

-2.3

: di

tto

B-2

.4:

ditto



Pro

ject

s P

roje

ct P

urpo

seTa

rget

s M

ain

Act

ivit

ies

Impl

emen

tati

on

C. I

mpr

ovem

ent o

f F

inal

Dis

posa

l P

lann

ing

and

Ope

rati

on

Cap

abili

ties

of

rele

vant

sta

ff o

f th

e fi

ve

mun

icip

aliti

es

and

SWM

RM

C

rega

rdin

g fi

nal

disp

osal

pla

nnin

g an

d op

erat

ion

are

stre

ngth

ened

.

C-1

: St

aff o

f the

five

m

unic

ipal

ities

and

SW

MR

MC

C

-2:

Staf

f of S

WM

RM

C,

KM

C, L

SMC

(B

KM

)

C-1

: Tr

aini

ng fo

r F

inal

Dis

posa

l Pla

nnin

g C

-1.1

: Tr

aini

ng fo

r site

sel

ectio

n C

-1.2

: Tr

aini

ng fo

r env

iron

men

tal/s

ocia

l co

nsid

erat

ions

at l

andf

ill s

ite

C-2

: Tr

aini

ng/P

ract

ice

of S

emi-

aero

bic

Lan

dfill

(Sis

dol S

hort

-ter

m L

FS)

C

-2.1

: Tr

aini

ng fo

r pla

nnin

g C

-2.2

: Tr

aini

ng fo

r des

igni

ng

C-2

.3:

Trai

ning

for c

onst

ruct

ion

supe

rvis

ion

C-2

.4:

Prac

tice

of O

&M

incl

udin

g en

viro

nmen

tal m

onito

ring

C-1

: C

-1.1

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

, su

ppor

ted

by lo

cal c

onsu

ltant

s an

d re

sour

ce p

erso

ns

C-1

.2:

ditt

o C

-2:

C-2

.1:

Gui

danc

e by

the

JIC

A S

tudy

Tea

m,

supp

orte

d by

loca

l con

sulta

nts

C-2

.2:

ditto

C

-2.3

: di

tto

C-2

.4:

ditto

D

. Pro

mot

ion

of

Pub

lic

Aw

aren

ess

and

Beh

avio

r C

hang

e C

omm

unic

atio

n/

Edu

cati

on

Cap

abili

ties

of

rele

vant

sta

ff o

f th

e fi

ve

mun

icip

aliti

es

and

SWM

RM

C

rega

rdin

g pu

blic

aw

aren

ess

and

beha

vior

cha

nge

and

com

mun

icat

ion

and

educ

atio

n ar

e st

reng

then

ed.

D-1

:

Staf

f of t

he fi

ve

mun

icip

aliti

es a

nd

SWM

RM

C

D-2

: St

aff o

f the

five

m

unic

ipal

ities

and

SW

MR

MC

D

-3:

B

KM

sta

ff

D-1

: Tr

aini

ng fo

r C

omm

unit

y M

obili

zati

on

Act

ivit

ies

D-2

: P

ract

ice

of M

ass

Com

mun

icat

ion

and

Edu

cati

on

D-3

: P

ract

ice

of I

nter

pers

onal

C

omm

unic

atio

n an

d E

duca

tion

D-1

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

, su

ppor

ted

by lo

cal r

esou

rce

pers

ons

D-2

: G

uida

nce

by th

e JI

CA

Stu

dy T

eam

su

ppor

ted

by N

GO

D

-3:

Gui

danc

e by

the

JIC

A S

tudy

Tea

m

supp

orte

d by

NG

O

E. D

evel

opm

ent o

f O

pera

tion

and

M

anag

emen

t C

apac

itie

s

Cap

abili

ties

of

rele

vant

sta

ff o

f th

e fi

ve

mun

icip

aliti

es

and

SWM

RM

C

rega

rdin

g te

chni

cal a

nd

oper

atio

nal

man

agem

ent

capa

citie

s on

SW

M a

re

stre

ngth

ened

.

E-1

: St

aff o

f the

five

m

unic

ipal

ities

E

-2:

Staf

f of t

he fi

ve

mun

icip

aliti

es a

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8.3 Project Design Matrix (PDM) of Pilot Projects

The Project Design Matrix (PDM) shows the logical interrelationship among the components of a pilot project, such as the objectives, activities, and inputs, as well as the important assumptions related to the respective Pilot Projects, and objectively verifiable indicators (OVIs) for monitoring progress, which ensures consistent management throughout the project cycle. A PDM format is similar to that of the logical framework employed by other donor agencies.

In order to conduct the Pilot Projects effectively, PDMs were developed by the CKV Study Team for each of the five broad Pilot Projects. The project purposes, targets and activities were described in the respective PDMs. In order to monitor and evaluate achievement levels of each Pilot Project, OVIs were set for the project purpose and outputs of each Pilot Project, and these are described in the respective PDMs. However, in order to show a clear direction for the whole Kathmandu Valley as an umbrella concept, an overall “common” goal was set as a result of consolidation of the achievements of project purposes as shown below. The OVI for the overall goal is the level of the solid waste management ratio.

“SWM Service of Respective Municipalities is Improved through Capacity Development”

Since the Pilot Projects were launched, many discussions on the detail contents and plan of operation (PO) of the Pilot Projects were made through Technical Working Group (TWG) and Task Force (T/F) meetings and workshops which were implemented as part of the activities of Pilot Project E-1: Training for Action Plan Operational Management. In general, the design of the Pilot Projects took shape gradually through the activities involving the various parties concerned, and was refined and improved in the process. After the commencement of the Pilot Projects, the design was often modified to adjust to changes in circumstances such as delays on activities due to the “banda” or “curfew” and the addition of new activities, which were not incorporated in the original design. As the original PDM can be defined as PDM0, a PDM with a version number was prepared as PDM1 and the version number of the PDM advanced from 0 to N. The modified PDMs, i.e. PDM2, are attached in Appendix 8.

8.4 Implementation Framework of Pilot Projects

8.4.1 Assignment of Focal Points

As a first step for the implementation of Pilot Projects, focal points of each broad Pilot Project (A-E), who are/will be in charge of these fields, were assigned as shown in Table 8.4-1 with consideration of respective specialties, backgrounds and positions. At the beginning, some Focal Points were not members of a T/F. However, as they had been involved in each Pilot Project intensively, they were finally assigned as T/F members of each municipality. Those who participated in the Country Focus Training in Japan in 2003 were assigned mainly as focal point of Pilot Project C because their backgrounds are civil engineering and they learned a lot about semi-aerobic landfill system, which is recommended for application in Nepal. On the other hand, those who were involved in the works relating to community development/mobilization were assigned as focal point of Pilot Project B




and/or D. Their daily work experiences for community mobilization for SWM were utilized and enhanced through these Pilot Project components.

Table 8.4-1 Focal Points of the Pilot Projects Implementation

Focal Points

A. Collection and Transportation

(Inc. Data Management)

B. Waste Minimization(Composting,

Recycling)

C. Landfilling(Inc. Env.

Monitoring)

D. Public Awareness

and Behavior Change

E. Operational Management

KMC Mr. Rajesh Mr. Rajesh (Large)/ Ms. Shriju (Community)

Mr. Kiran Mr. Deepak

Ms. Shriju/ Ms. Sanu

Mr. Rajesh

LSMC Mr. Pradeep Mr. Pradeep (Large)/ Ms. Laxmi /Ms. Sabina (Community)

Mr. Rudra Ms. Laxmi / Ms. Sabina

Mr. Rudra

BKM Mr. Dinesh Mr. Moti Mr. Laxman Mr. Dilip Mr. Krishna

Mr. Laxman

MTM Mr. Satya Mr. Surendra/ Ms. Krishna

Mr. Satya/ Mr. Shiva

Mr. Tulsi/ Ms. Krishna

Mr. Tulsi

KRM Mr. British Mr. Gyan Mr. Bal Mr. Anuj Mr. Bal SWM RMC

Mr. Nirmal(Data)/ Mr. Ram (T/S)

Mr. Ashok Mr. Ram Mr. Nirmal Mr. Ashok


8.4.2 Basic Implementation Framework of Pilot Projects

In principle, the technology and know-how on SWM have been transferred directly from the JICA Study Team as part of the Pilot Projects activities. In addition, local resources including local consultants and local NGOs were fully utilized since training and other kinds of activities can be implemented based on the actual local conditions as well as in the Nepalese languages, Nepali and Newali. The technology and know-how on SWM can also be transferred to the local consultants and resources and they would be able to support the central and local bodies on SWM continuously even after the Study. The activities of the Pilot Projects, therefore, were implemented basically in two ways as shown in Figures 8.4-1 and -2.

In the case of the Type I implementation framework, the activities were implemented by a target group (Focal Point, TWG and T/F members or other related persons) directly with necessary support from the JICA Study Team or through the support and management of the local resources so as to engender ownership by the Nepalese side. In either case, it was expected that lessons would be learned by this type of implementation. On the other hand, in the case of Type II, a series of training sessions, such as discussion meetings and workshops, were facilitated or provided by the JICA Study Team or through local resources. The Nepalese side personnel was requested to perform as the main actors in the course of the Pilot Projects’ implementation, while the JICA Study Team members acted as supporters to the Nepalese side.




Activities(Practices)

LocalConsultant

/ NGO

JICA Study Team

SupportEntrustment

ImplementationTargetGroup

TWGT/F

Others

Lessons Learnt Focal Point

Figure 8.4-1 Implementation Framework of Pilot Projects (Type I)


JICAStudyTeam

TargetGroup

TWGT/F

Others

LocalConsultant

/ NGO

EntrustmentActivities(Training)

Activities (Training) Focal Point

Figure 8.4-2 Implementation Framework of Pilot Projects (Type II)


8.4.3 Selected Local Consultants, Contractors and NGOs

In order to support the activities of the Nepalese side and technology transfer by the JICA Study Team, local consultants, contractors and NGOs were selected as follows.




Table 8.4-2 Selected Local Consultants, Contractors and NGOs

Pilot Projects Activities Supported Selected Local Consultants,

Contractors and NGOs

A-2: Training for Public Private Partnership on SWM

DMI Pvt. Ltd. A: Improvement of Collection and Transportation A-3: Training/Practice of Transfer Station

(Teku T/S) (1) Detailed Design of Improvement of

Teku Transfer Station (2) Implementation of Improvement Works

of Teku Transfer Station

(1) CEMAT Consultants (P.) Ltd. (2) SWACHCHHANDA NIRMAN SEWA Pvt. Ltd.

B-1: Training for Waste Minimization Facility (1) Market Survey of Compost Products (2) Data Collection at Bhaktapur

Composting Facility.

(1) MEH Consultant (P.) Ltd. (2) SILT Consultants (P.) Ltd.

B: Promotion of Waste Minimization

B-2: Practice of Local Level Waste Minimization Activities

(1) Vermi-Composting (2) Compost Quality Survey (3) Plastic Storehouse

(1) Pesticide Monitor of Nepal

(PEMON) (2) MEH Consultant (P.) Ltd. (3) Lucky Construction Company

(P.) Ltd. C-1: Training for Final Disposal Planning (1) EIA practice at Taikabu landfill site (2) IEE practice at long-term candidate

sites

(1) EAST Consult (P.) Ltd. (2) GEOCE Consultants (P.) Ltd.

C: Improvement of Final Disposal Planning and Operation

C-2: Training/.Practice of Semi-aerobic Landfill (Sisdol S/T-LFS)

(1) Detailed Design of Improvement of Sisdol S/T Landfill Site as a Semi-Aerobic System

(2) Implementation of Improvement Works of Sisdol S/T Landfill Site

(3) Environmental Monitoring of Sisdol S/T Landfill Site

(1) EAST Consult (P.) Ltd. (2) BHAIRAB Construction

Company (P.) Ltd. (3) Environment and Public Health

Organization (ENPHO) D-2: Practice of Mass Communication and

Education Clean Energy Nepal (CEN) D: Promotion of Public

Awareness and Behavior Change Communication/ Education

D-3: Practice of Interpersonal Communication and Education

Environmental Camps for Conservation Awareness (ECCA)

E-1: Training for Action Plan Operational Management

DMI Pvt. Ltd. E: Development of Operation and Management Capacities

E-2: Practice of Solid Waste Data Management

SILT Consultants (P.) Ltd.





8.5 Results of Pilot Projects A: Improvement of Collection and Transportation

8.5.1 A-1: Practice of Solid Waste Collection in Model Areas

(1) A-1.1: Practice of Source-separated Collection in BKM

1) Activities Implemented

Since the kickoff meeting was held on July 9, 2004, it had taken a long time to start actual activity due to the confusion by change of appointment of CEO, and the drastic shifting to the nighttime/early morning collection by the national SWM policy change in February 2005. In addition, as it was also necessary for BKM to take time to communicate carefully with the target communities so that the participants from the communities could understand the purpose of this Pilot Project concretely. The actual collection and transportation activity was launched at last on May 22, 2005. The actual work schedule for preparation and implementation of the Source-Separated Collection is summarized below.

2004 20057 8 9 10 11 12 1 2 3 4 5 6 7

1 Kick off Meeting2 Preparation Meeting3 Community Meeting4 Preparation of Work Plan5 Distribution of buckets6 Distribution of brochures7 Procurement of tricycle8 Announcement at Public Event9 Operation of project

10 Interim evaluation meeting11 Final evaluation meeting

SN Activities

Figure 8.5-1 Implemented Work Schedule of Source-Separated Collection in BKM

(Actual)


Buyer(Plastic)

Core groups1) Bharbacho (Ward 17)2) Itachhen (Ward 15)3) Tanani (Ward 14)

Nature Clubs1) Shree Ganesh – W.17, 2) Bharbacho – W.17, 3) Gyan Vijay - W.15, 4) Itachhen – W.15, 5) Tara – W.14, 6) Tanani – W.14

Target people: Housewives in Target AreasMethods of source Separation: Bio-degradable & Non-biodegradable wastes using provided plastics buckets will be demonstrated

Municipal waste collecting staff

JICA Study Team

Support/coordination/Monitoring

Report

Implementation

Monitoring

Support

Support/ Monitoring Feedback

Feedback

Sell

Buy

Municipal Composting

Facility

Trans-portation

Collection (Organic Waste)

BKM

Figure 8.5-2 Organizational Structure for Source-Separated Collection in BKM

Source: BKM




Three model areas were selected by BKM as follows from 18 candidate areas considering, homogeneity in occupation, socio-economic aspect, attitude of community, fixed boundary, collection route - short/easy, distance to existing composting facility, and educational parameters. The first trial was started from 50 to 100 households from Bharbacho in Ward 17.

Selected Model Area: Target No. of Households Bharbacho (Ward 17) 138 Itachhen (Ward 15) 136 Tanani (Ward 14) 50

Total 324

River

to Kathmandu

Model Area

Bhaktapur Composting Facility

River

to Kathmandu

Model Area

Bhaktapur Composting Facility

Figure 8.5-3 Selected Model Areas for Source-separated Collection in BKM

Source: BKM

BKM distributed two different colors of buckets for waste bins, green for compostable organic and red for others to the participating households in addition to provision of brochures. Collection and transportation was conducted by a tri-cycle which was procured by BKM.

2) Results of the Activities

The collected separated waste as the result of the activities is summarized in Table 8.5-1.

Table 8.5-1 Result of Source-Separated Collection Practice (average per day)

Week No. of HH Organic Inorganic Total Bharbacho Tole (Ward 17)

5/22 - 5/28 54 45.9kg 15.7kg 61.2kg 5/29 - 6/4 54 59.1kg 11.8kg 70.9kg 6/5 - 6/11 47 44.1kg 7.9kg 52.0kg




Week No. of HH Organic Inorganic Total 6/12 - 6/18 52 45.9kg 13.2kg 59.1kg 6/19 - 6/25 49 N.R. 11.9kg - 6/26 - 7/2 43 N.R. 11.1kg - 7/3 - 7/9 40 N.R. 10.2kg - 7/10 - 7/15 38 N.R. 9.7kg -

Tanani Tole (Ward 14) 6/15 - 6/18 22 11.1kg 4.2kg 15.3kg 6/19 - 6/25 21 12.2kg 5.2kg 17.7kg 6/26 - 7/2 17 10.8kg 4.5kg 15.3kg 7/3 - 7/9 16 10.4kg 4.8kg 15.2kg 7/10 - 7/15 N.R. 12.3kg 4.7kg 17.0kg

Note: N.R.- Not recorded by BKM Source: BKM

After one month’s implementation, BKM held an evaluation meeting with participation of core group members on June 20, 2005. In the meeting, it was reported about 50 kg of organic waste and 20 kg of other waste were collected separately in one and a half hours, but still some issues to be improved were discussed such as “a few households have not properly separated waste”. Therefore necessary improvement such as implementation of further on site trainings and instructions, and numbering of distributed buckets were proposed. As for further activity, i) decrease of collection frequency, ii) more clear classification of the waste, iii) provision of a notice board at the target areas and iv) arrangement for provision of gloves, mask and special uniform for waste collectors, were discussed to be introduced.

Significant improvement observed so far was that collected organic waste was not contaminated with broken pieces of glass, blades pins which are a nuisance when making compost.

(2) A-1.2: Practice of Collection and Transportation in MTM


The kick off meeting was held on August 13, 2004, but it had taken a long time to take a necessary procedure regarding tax exemption for procurement of a waste collection truck, and the prospect for this procedure was still far from certain as of June 2005. Therefore, the JICA Study Team decided to hire one rental truck for implementing the Pilot Project for one month and the actual collection activity was finally launched on June 14, 2005. The actual work schedule for preparation and implementation of the activities is summarized below.

2004 20057 8 9 10 11 12 1 2 3 4 5 6 7

1 Kick off Meeting2 Preparation Meeting3 Preparation of Work Plan4 Arrangement of Rental Truck5 On-site preparatory meeting6 Consultation with KMC7 Operation of project8 Interim evaluation meeting9 Final evaluation meeting

SN Activities

Figure 8.5-4 Implemented Work Schedule of Collection Practice in MTM (Actual)





MTM decided the type and specification of the waste collection vehicle to be procured in consultation with KMC and LSMC as follows. The rental truck which was used actual collection activity had similar specifications except the tipping capacity that was only 2.4 m3.

- Type: Open type dump truck - G.V.W1: Not less than 6,500 kg - Max. Loading Capacity: Not less than 3,000 kg - Tipping Capacity: Not less than 3 m3

The target areas for collection were determined by MTM in the core area of the municipality (Core Area), which is currently covered by the municipal sweeping service, and in the bustling area along the Kathmandu-Bhaktapur (Arniko) Highway (Highway Area). Collection points were determined and confirmed at the on-site preparatory meeting on June 2, 2005.

Core Area: 1) Bhimsen Sthan, 2) Chapacho, 3) Hatiman Kal, 4) Dui Pokhari, 5) Balkumari, 6) Naya Thim

Highway Area: 7) Gatthaghar, 8) Kausaltar, 9) Lokanthali (only at Bus stop)

HanumanteRiver

ManaharaRiver

to Teku Transfer Station

Municipal Office

Target Area

HanumanteRiver

ManaharaRiver


Municipal Office

Target Area

HanumanteRiver

ManaharaRiver


Municipal Office

Target Area

Figure 8.5-5 Target Areas for Practice of Collection and Transportation

Source: MTM


Collection is conducted from 6:00 to 7:00 am, and about two tons of waste were collected and transported to Teku T/S in MKC. This may be still just about 60 % of all generated waste in the target areas. MTM announced this activity through a microphone at the collection time and FM program once a week. The first follow-up meeting was held on June 19, 2005 and this discussed the problems and future activities as shown below.

1 Gross Vehicle Weight




Table 8.5-2 Result of First Follow-up Meeting

Raised Problems Future Activity Dispute of collection point Fixed place for collection point, development of well platformUnequipped and untrained labor Training of staff and labor Lack of awareness Promotion for raising public awareness regarding waste

collection Unmanaged collection point Preparation of rule for the collection system Lack of manpower Arrangement of manpower Source : MTM and JICA Study Team

The result of the collection practice activity is summarized in Table 8.5-3.

Table 8.5-3 Result of MTM Collection Practice (average per day)

Trip No. First Trip Second Trip Total Average Week

(trip/week) (tons/week) (tons/week) (tons/week) (tons/trip) 7/2 - 7/8 8 4.2 2.3 6.5 0.82 7/9 - 7/15 4 3.4 0.0 3.4 0.85 7/16 - 7/22 7 6.0 0.0 6.0 0.86 7/23 - 7/29 7 7.4 0.0 7.4 1.06 7/30 - 8/5 7 8.6 0.0 8.6 1.23 8/6 - 8/12 6 7.1 0.0 7.1 1.18

Total 39 36.7 2.3 39 1.00 Note: Collection was started from June 14 but data was first recorded from July 2.

Data was provided by Teku Transfer Station of KMC. Source: MTM

8.5.2 A-2: Training for Public Private Partnership on Solid Waste Management

(1) Activities Implemented

The following activities were implemented under the Pilot Project A-2.

1) PPP Policy Assessment

Situation analysis on the policy environment for Public Private Partnership (PPP) and municipal needs assessment regarding PPP in SWM were conducted. Within the last two weeks of January 2005, a situation analysis was made to identify the present scenario of the following issues:

- Legal basis for implementation of Public-Private Partnership (PPP) initiatives; - Existing policy and operational guideline for PPP; and - PPP implementation practices of municipalities in solid waste management services

The methodology for the situation analysis was as follows:

- Study and assessment of legal documents in relation to PPP initiatives. - Review of national PPP Policy and Operational guidelines for local bodies - Interviews with municipal staff with responsibilities to manage PPP in SWM to identify

work processes - Interviews with main stakeholders in PPP to abstract lessons learned and best practices

Based on the findings from the above, a round of bilateral interviews was conducted with stakeholders for identifying the policy framework for enhancing PPP arrangements in SWM.




A report was compiled based on the assessment of situation analysis on the policy environment surrounding PPP. Mainly the report outlined the legal basis and requirements that need to be included in a given PPP process, as well as the gaps existing in the current policy framework.

2) Development of Operational Tools to Enhance PPP

When the Pilot Project A-2 was first conceived, it was envisioned that a policy guideline would be developed for PPP in SWM. However, based on the initial situation analysis of the policy environment conducted above, and reflecting on the comments received from consultations with MOLD and UNDP/PPPUE2, it was agreed that the Pilot Project develop tools at the operational level in order to avoid duplication of work. The Pilot Project A-2 produced the following tools at the operational level to complement centrally issued policy guidelines.

- Operational Handbook for PPP in Solid Waste Management - Prototype Terms of Reference for PPP Procurement Process - Format for a Business Plan for Private Sector Organizations (PSOs) - Formulation of Evaluation Criteria in the bidding process - Prototype Contract Documents for both Private Enterprise and NGOs/CBOs

In particular, the standardization of PPP process in SWM among the five municipalities was discussed in alignment with the current legal requirements and the guideline was developed in the form of a user-friendly handbook, the Operational Handbook on PPP in SWM, with ready to use forms so that any municipal staff could manage a PPP process. The prototype contractual framework was attached with supporting tools to the handbook.

3) Orientation Forum for PPP in SWM

On April 26, 2005, a one-day orientation forum was convened inviting the Focal Points from KMC, LSMC and KRM, and representatives of PSOs operating in those municipalities selected by the municipalities. The objectives of this program was to

- Orient the key stakeholders on the various aspects of PPP that should be reflected in a contractual arrangement

- Stimulate interest among the stakeholders in formalizing PPP arrangements - Collect comments on the PPP Prototype Contract - Share the first draft of the Operational Guidelines for PPP in SWM.

Much higher than the initial number of participants expected, over 55 persons attended the one-day program, showing the very high interest on the part of PSOs. Many organizations which have had no partnership history with the municipalities, also attended. Within recent years, this was the first workshop that gathered together municipal staff and PSOs in SWM in all three municipalities.

During the one-day program, the participants conducted various exercises: joint assessment of the capacities of SWM service both provided by the private sector and NGOs/CBOs,

2 UNDP’s Public-Private Partnership for Urban Environment Program (2004-2007) aims to establish a policy and

operational environment in municipalities conducive to the introduction of Public-Private partnerships for the improvement of basic urban services including SWM (see Section 3.5).




analysis of the existing enabling environment for PPP, feedback session on the prototype contract, and formulation of a municipal–specific Future Course of Action for enhancing PPP in SWM. From the JICA Study Team, a step-by-step presentation was made on the process in PPP procurement, especially to orient the participants on the importance of various measures to be implemented in compliance with the various legal frameworks. The session concluded with comments from participants that the participants believed that such an orientation program should be held several more times to enhance the capacities of the municipalities and PSOs.

4) Application of PPP Agreement

KRM began discussions with UNIQUE to review their existing partnership, and renew their agreement that expired in 2004. The focus of partnership fell on two areas: collection and transportation, and development of a waste processing facility. Since more immediate needs existed in the finalization of agreement on collection and transportation, facilitating the negotiations to frame the contents of the agreement was started as part of the activities. A point of contention to be resolved was the cost-sharing arrangement for the transport of waste from KRM to Teku T/S after the expected closure of Bagmati dumping site. UNIQUE stressed that on their own, they do not have such capacity to transfer waste any further than their current dumping area, and demanded that the municipality bear the responsibilities. Financial feasibility was conducted to assess the actual transportation costs. The negotiation process was supported to the extent that a PPP agreement could be reached between these two parties in the near future.

(2) Results of the Activities

1) PPP Policy Assessment Report

A report was compiled based on the assessment of situation analysis on the policy environment surrounding PPP. Mainly the report outlined the legal basis and requirements that need to be included in a given PPP process, as well as the gaps existing in the current policy framework.

2) Operational Handbook on PPP in SWM Developed with Supporting Tools

The Operational Handbook outlined in five stages, the necessary procedures that need to be undertaken by the municipality, as well as on the part of the private sector participants, for development of mutually beneficial and legally sound PPP in SWM. The following Table 8.5-4 summarizes the major steps required for each stage as suggested within the Operational Handbook.

Table 8.5-4 Contents of Developed Operational Handbook for PPP in SWM

Preparatory Stage: Introduction to Public Private Partnership in SWM

Stage 1: Planning for Public Private Partnerships • Preparation of SWM Action Plans • Conducting a Pre-feasibility Study

Stage 2: Procuring Public Private Partnerships • Identifying Procurement Process • Prepare Partnership procurement document




• Pre-qualification of the partners • Invitation for bidding and Potential Partners’ Seminar • Opening and examination of the bid document

Stage 3: Preparation and Award of Partnership Contract • Objectives and scope of services and financial requirements under the contractual agreement • Identification of the parties to the agreements, and respective rights and responsibilities/ obligations • Duration of the agreement and the scope for renegotiation or early termination of the agreement. • Regulatory requirement and consents • Identification and management of key risks • Performance measurement and monitoring • Payment and Consents on ownership and use of assets • Dispute resolution and arbitration

Stage 4: Implementation of Partnership Projects • Formation of Monitoring and Evaluation Team • Development of performance standard and criteria for measurement • Conducting Periodic Progress Monitoring and Evaluations • Establishment of Dispute Resolution Mechanisms


3) Standardization of PPP Process in SWM

SWM has long been highlighted as one potential area in which high expectations exist for expanding the application of PPP among the municipalities. Nevertheless, no drastic increase in PPP has taken place, possibly restrained by the absence of knowledge and means of the responsible municipal staff in regard to entering the Partnership Process. Despite the fact that policies and guidelines for PPP were endorsed by HMG/N, the municipalities did not have the tools to translate the contents of such documents to be applied within their own context. On the other hand, municipalities like KMC, LSMC, KRM, and now MTM have embarked on their own processes for PPP, but the approaches and methodologies varied greatly, reflecting the ad hoc nature of the exercises.

One major outcome from this Pilot Project was the standardization of the PPP process in SWM among the five municipalities. If the standard procedures stipulated within the Handbook are tested and embraced among the five municipalities, it may be introduced to other municipalities in Nepal in the near future.

4) Increased Overall Demand for PPP Arrangements Various workshops in which the PPP processes were discussed, such as the orientation programs that included the PSOs, training sessions and facilitation sessions with municipalities, became opportunities to raise awareness on the benefits of entering a PPP agreement. Especially among the PSOs, strong interest was expressed, not only by former municipal contract holders, but also by new entities. On the other hand, although not as fervent as the PSOs, the municipalities also are taking advantage of the momentum created by the Pilot Project to reengage with partners to explore various PPP options.




8.5.3 A-3: Training/Practice of Transfer Station (Teku Transfer Station)


As the activities of Pilot Project A-3, detail design and improvement works of Teku T/S, as well as a series of workshops, were implemented. These activities are briefly described as follows:

1) Planning of Improvement of Teku Transfer Station

Through the series of discussions among the Focal Points, the JICA Study Team and other concerned people, the improvement concept was developed. The first workshop was held on July 12, 2004 to discuss the following:

- Confirmation of the necessity of transfer operations - Discussion on transfer station systems such as open top, open top with surge pit and

compaction systems - Identification of scale of improvement required for the Teku T/S - Discussion of facilities to be provided at the transfer station - Identification of issues related to the improvement of transfer station - Discussion on layout alternatives - Introduction of transfer stations in Japan, India and Malaysia

2) Improvement Works of Teku Transfer Station (Design and Construction Supervision)

The detailed design including technical specifications and bill of quantities was completed as per the concept discussed at the second workshop held on September 13, 2004. The main facilities, designed were unloading platform, approach and exit ramps, weighbridge and scale house, road widening, drainage system, demolition works, and road marking. Development of an area for waste picking activity was also considered. Natural conditions surveys were implemented with minor modifications in the soil surveys to deepen the investigation there as part of the detailed design.

The improvement works commenced from October 2004, and were completed in March 2005 with construction supervision by the focal point. During the improvement works, the Focal Points and other concerned people visited the site including third workshop held at the site on December 02, 2004. The progress of the improvement work was explained at that time.

3) Practice of O&M of Teku Transfer Station

Partial operation of the improved Teku T/S commenced on June 5, 2005. Three transfer trucks were operated daily, and each made 1-2 trips per day. Records of the trips production were maintained. Speed of unloading was gradually improved.

4) Examination of Other Possible Transfer Stations

The new transfer station candidate site of Balaju in the north of KMC, was visited and the possibility for its development as a transfer station discussed. In addition, the site visit to the candidate site, proposed by LSMC as a transfer station indicated that the site may serve as a temporary facility, by using a storage load system. The site location, on the bank of




Bagmati River, over reclaimed waste did not encourage construction of extensive facilities such as platform. An option recommended for consideration by both KMC and LSMC was to receive the waste from LSMC at the improved Teku T/S for a certain period, until perhaps the construction of the waste processing facility.


Through the series of discussions at the workshops among the Focal Points, the JICA Study Team and other concerned people, the improvement concept was developed as follows:.

- The open top - direct loading system was selected for the improvement of Teku T/S - The scale of the improved transfer station was set at 200 t/d with two un-loading

stations. - The improved station layout selected involved one-directional traffic with the

unloading stations above ground. - Measurement was discussed on the issues identified including the odor to the

surrounding residents and the activity of waste pickers

The detailed design was completed as per the concept discussed at the workshops. A brief description of the main facilities designed is shown in the following table.

Table 8.5-5 Main Facilities Designed for Improvement of Teku T/S

i) Construction of a reinforced concrete unloading platform at a height of 3.2 m above ground with two unloading stations and each station having three bays for collection trucks to occupy for unloading purposes

ii) Construction of approach and exit ramps to the unloading platform made of masonry walls and fill, with a width to accommodate one directional collection truck traffic flow

iii) Installation of a weighbridge to weigh incoming primary collection vehicles and an adjacent scale house

iv) Road widening at certain sections of the station to facilitate smooth traffic flow conditions

v) Construction of a new drainage system at the locations of the unloading platform and ramps and improvement of the drainage system in other parts of the station

vi) Demolition works of some masonry to clear areas for waste pickers’ activity and vehicle parking

vii) Road marking for traffic circulation and parking areas

viii) Other works included main gate construction, provision of traffic signs and notice board, fencing, deep boring for provision of water source, and installation of an overhead reservoir.

ix) Development of an area for waste picking activity and regulation of the waste pickers’ activity through introducing a registration system and amenities to improve working conditions, such as storage areas for scavenged materials, space for placing of small weighing scales, use of the installed weighbridge for weighing of recyclable materials, etc.




The improvement work commenced from October, 2004 and was completed in March 2005. The layout of the improved Teku T/S is shown in Figure 8.5-6.

Figure 8.5-6 Layout of Improved Teku T/S


8.6 Results of Pilot Projects B: Promotion of Waste Minimization

8.6.1 B-1: Training for Waste Minimization Facility


1) Review of Existing Technology for Large-scale Composting Facility

The existing technology for a large-scale composting facility was reviewed by considering large-scale composting facilities in India, past proposals on composting plant in the Kathmandu Valley, etc.

In addition, in order to learn Indian good practices on composting facilities, a five-day study tour to India was conducted on November 7-11, 2004 and it visited the following major large-scale composting facilities.

• Karnataka Compost Development Corporation (KCDC) in Bangalore • Terra Firm in Bangalore • Excel Industries Ltd. in Ahmedabad




2) Data Collection at a Composting Facility in BKM

Necessary data, which can be used for development of a basic plan of a large-scale waste processing (composting) facility, was collected at the existing BKM Composting Facility. The collected data was composting process, actual treatment capacity, compost production and sales records, material balances, processing period, and necessary human resources for the operation at a composting facility.

3) Market Survey on Solid Waste Compost

The current situation of usage of compost produced from solid waste (SW-C) as well as fertilizer and manure in and outside the Kathmandu Valley was surveyed in order to estimate the demand for SW-C involving the Focal Points.

4) Development of a Basic Plan of Large-scale Composting Facility as a Waste

Processing Facility

A basic plan for a large-scale composting facility was discussed among the Focal Points and other concerned staff of the five municipalities and SWMRMC through five times workshops

5) Pre-Feasibility Examination on Large-scale Composting Facility

Based on the above results, pre-feasibility examination on the large-scale composting facility was conducted for two cases, treatment capacities of 50 t/day (Case-1) and 100 t/day (Case-2), respectively.


The following were discussed and confirmed among the Focal Points and other relevant staff of the five municipalities and SWMRMC through the series of workshops organized by the JICA Study Team.

1) Existing Technology for Large-scale Composting Facility

Five large-scale waste processing facilities using composting in India were listed as shown in Table 8.6-1.

Table 8.6-1 Large-scale Waste Processing (Composting) Facility in India (in 1995)

Location Calcutta Delhi Ahmedabad Madras Bangalore

Capacity (t/d) 600 600 500 500 300

Source: Excel Industries Ltd., JICA Study Team

As for the result of review of the past proposals for a WPF in the Kathmandu Valley submitted to SWMRMC, the selected proponent, Luna Chemical Fertilizer Ltd., had proposed a facility with a rotary kiln of which capacity was 300 t/d, while another proponent, Excel Industries Ltd., had proposed a windrow type. These two type facilities were listed up as alternatives for development of a basic plan.




Outlines of three major large waste processing (composting) facilities visited are as shown below. All facilities visited were adopting windrow composting.

a. Karnataka Compost Development Corporation (KCDC) in Bangalore (see photo below)

Waste : Mixed waste Capacity : Approx. 350 t/d Composting system : Windrow composting and Vermi-composting Compost products : Approx. 70 t/d (20%)

b. Terra Firm in Bangalore

Waste : Mixed waste Capacity : Approx. 96 t/d Composting system : Windrow composting and Vermi-composting Compost products : Approx. 14 t/d (15%)

c. Excel Industries Ltd. in Ahmedabad (see photo below)

Waste : Mixed waste Capacity : Approx. 500 t/d Composting system : Windrow composting Compost products : Approx. 100 t/d (20%)

KCDC’s Composting Facility in Bangalore Excel’s Composting Facility in Ahmedabad.

Large-scale Composting Facilities in India

2) Data Collection at a Composting Facility in BKM

The composting process of the BKM composting facility is aerobic fermentation in windrow and turning for aeration is being done by manpower. Recovering recyclable material such as plastics and glass, eliminating non-decomposable material such as non-recyclable plastics, textile and rubber during composting, and final screening are also being done manually. Figure 8.6-1 shows confirmed composting process flow of the BKM composting facility together with obtained material balance.




Receiving

Fermentation

Maturing

Screening

Compost

Turning/Sorting

SortingRecycle Material

Residue

100*

10

30

20

40

Waste

Evaporation, etc.

Receiving

Fermentation

Maturing

Screening

Compost

Turning/Sorting

SortingRecycle Material

Residue

100*

10

30

20

40

Waste

Evaporation, etc.

*Note) Numbers are estimated material balance

Figure 8.6-1 Process Flow of BKM Composting Facility


As there is no weighbridge at the composting facility, the amount of treated waste was estimated from a record of the incoming vehicle’s capacity and number of trips. The annual amount of treated waste in 2003/2004 was estimated at 1,751 ton as shown in Table 8.6-2. Consequently the average treatment capacity per day was estimated as approximately 6 ton based on 300 working days a year.

Table 8.6-2 Treated Waste Amount in BKM Composting Facility in 2003/2004

Month Apr-May

May- Jun

Jun- Jul

Jul-Aug

Aug- Sep

Sep- Oct

Oct- Nov

Nov- Dec

Dec- Jan

Jan- Feb

Feb-Mar

Mar-Apr

Total

Waste (t) 510 442 155 17 0 7.7 49 88 70 74 129 210 1,751


3) Market Survey on Solid Waste Compost

As the results of the interview survey to farmers in the target areas, 12 farmers out of 60 farmers who were interviewed said that they were using SW-C of about 2.5 ton/ha/year as shown in Table 8.6-3.

Table 8.6-3 Compost Usage by Farmers

Classification Item Description Landholding 3.78 ha Operational land 6.93 ha

Farming land

Land using SW-C 5.38 ha Annual SW-C used 13,620 kg/year SW-C Usage Usage rate 2,532 kg/ha/year





Based on the above, demand for solid waste compost was estimated for both conservative and optimistic cases at approximately 20,000 to 40,000 ton/year in the Kathmandu Valley as shown in Table 8.6-4 with the assumption of increasing the using rate of SW-C.

Table 8.6-4 Estimated SW-C Demand by Farmers in the Kathmandu Valley

Items Conservative Optimistic

Farm production Vegetable Vegetable Farming landEstimated area where compost may be used in Kathmandu Valley (ha)

13,730 13,730

Present compost usage rate (kg/ha/y) 2,532 2,532 Estimated rate of farmers using compost (%) 10 20

SW-C

Demand-1 (t/y) 3,476 6,953 Present manure usage rate (kg/ha) 12,016 12,016 Present manure usage rate (t/y) 164,980 164,980 Estimated substitution rate (%) 10 20

Substituted Manure

Demand-2 (t/y) 16,498 32,996 Total demand (t/y) 19,974 39,949


As for the market price of fertilizer, manure and SW-C, they are shown in Table 8.6-5. Market price was observed to be Rs.1.2/kg for both SW-C and manure, while it was Rs.15 to 25/kg for chemical fertilizer except the sales price of BKM compost that is only Rs.0.15 to 0.2/kg.

Table 8.6-5 Market price of Fertilizer, Manure and SW-C in the Kathmandu Valley

Fertilizer Items

Urea DAP Potash Manure SW-C

Price (Rs/kg) 15.3 22.5 14.3 1.2 1.2


4) Development of a Basic Plan of Large-scale Composting Facility as a Waste

Processing Facility

As a result of five workshops with the Focal Points including other relevant staff from the five municipalities, SWMRMC and local consultants, a basic plan was developed as shown in Table 8.6-7. In particular, the capacity of the facility was discussed and it was agreed that it should be small at the beginning and be increased to 300 t/d based on the experience of operation and management of the facility. It was concluded that the facility should be developed with a treatment capacity of 50-100 t/day in the beginning. Aerobic fermentation in windrow was agreed to be adopted because there are many successful cases of windrow in India and Nepal has an experience of similar method at the BKM composting facility even its scale is relatively smaller than that of planned.

Table 8.6-6 Basic Plan of a Large-scale Composting Facility

No. Items Description

Treatment capacity 50 and 100 t/d Receiving waste Mixed waste

Basic conditions

Composting process Aerobic fermentation in windrow




No. Items Description

Receiving waste) 100 % Recycle material 10 % Compost products 20 %

Material balance

Residue 30 % Control of waste amount Weighbridge Sorting 50 mm Trommel* + Hand sorting Aeration / Turning Wheel Loader

Operation/Equipment

Finishing 10 mm Trommel* + Manual glass removal Note) * Trommel is a kind of rotary type screen. Source: JICA Study Team

5) Pre-Feasibility Examination on Large-scale Composting Facility

The pre-feasibility examination was conducted for two cases, treatment capacities of 50 t/day (Case-1) and 100 t/day (Case-2). If the sales price of compost product is set at Rs 1.2/kg, both cases are in deficit, while if the sales price can be set at Rs 3.0/kg, both cases convert to surplus as shown in Table 8.6-7.

Table 8.6-7 Result of Pre-Feasibility Examination on Large-scale Composting Facility

No. Items Case-1 Case-2

(t/d) 50 100 Receiving waste (t/d)

(t/y) * 15,000 30,000 (t/d) 10 20

Capacity

Compost product (t/y)* 3,000 6,000

Investment cost (Rs.) Approx. 43,400,000 Approx. 60,000,000 Expenditures (Rs./y): A Approx. 5,200,000 Approx. 7,800,000

Expected compost sales price (Rs./kg) 1.2 3 1.2 3

Cost

Revenue (Rs./y): B 3,600,000 9,000,000 7,200,000 18,000,000Benefits (Rs/y): B-A - 1,600,000 3,800,000 - 600,000 10,200,000

Note: * It is assumed that annual working days are 300 days Source: JICA Study Team

8.6.2 B-2: Practice of Local Level Waste Minimization Activities

In this Pilot Project B-2, four broad activities were implemented and results of the activities are summarized as follows.

(1) B-2.1: Practice of Community-based Waste Minimization Activities at a Model Area in KMC


This Pilot project aimed to concentrate efforts on community-based waste minimization activities in Ward 21 as a model area. Outlines of Ward 21 are as follows:

- Number of households : 4,129 (as of year 2000) - Population : 18,244 (as of year 2000) - Generated waste amount : 25 m3/day

This Pilot Project consisted of the following two activities.




a. Promotion of home composting to target 500 households

- Training on home composting - Distribution of home-composting bins (CKV compost bins) - Promotion of home gardening to utilize compost product

b. Promotion of community recycling activities

- Encouragement of people for separation of recyclable waste at sources - Establishment of a community recycling center (CRC) - Promotion of utilization of the CRC to people - Sale of recyclable waste collected at the CRC


The activities were implemented by CMU of KMC with support of JICA Study Team and local NGO, Society for Urban Poor (SOUP). A total 500 sets of CKV compost bins (see Pilot Project B-2.3) was distributed with a series of training sessions. Motivators visited each of the houses using CKV compost bin and checked their composting activity. If needed, the motivators provided those who have problems and questions with necessary advice and measures. Finally, almost all households have succeeded making compost product which was used in their pot plant and/or home gardening.

In order to clarify the waste reduction effect by home composting, quantity survey was carried out for a period of 8 days starting from June 9, 2005 under Pilot Project E-2.1. There were 15 households (HHs) provided with CKV compost bins. Average per capita generation waste was 32.9 g per person per day. Similarly there were 15 households (without CKV compost bin) that were selected near to the houses with CKV compost bin. Average per capita generation waste 130.7 g per person per day.

Comparing average per capita (organic, inorganic and total) for the two cases as shown in Table 8.6-8, it is evident that households provided with CKV compost bin generated less waste than the houses without bins.

Table 8.6-8 Comparison between HHs with and without CKV Compost Bin in KMC (unit: g/day-cap.)

1 2 3 4 5 6 7 Day

Thur Fri Sat Sun Mon Tue Wed avg per capita

org 10.3 1.7 0.4 22.5 17.9 2.6 23.7 11.3 inorg 30.6 18.0 25.7 11.0 35.4 9.3 21.5 21.6

With bin

total 40.9 19.6 26.0 33.5 53.3 11.8 45.2 32.9 org 69.8 76.3 68.7 96.9 112.1 120.9 130.8 96.5 inorg 20.8 47.0 24.8 66.9 21.0 32.1 27.2 34.3

Without bin

total 90.6 123.3 93.5 163.8 133.1 152.9 158.0 130.7 Source: JICA Study Team, Field Survey, 2005

As for the recycling activities, the CRC was set up at the core area of Ward 21 in June 2005 and immediately started receiving recyclable materials from the surrounding people. The operation of the CRC had been supported by staff of Nepal Recycle Producer Association (NEREPA). As this association can be playing as a scrap dealer, the received recyclable materials could be sold easily and this strategy would make the CRC sustainable.




(2) B-2.2: Practice of Medium-scale Vermi-Composting in KMC


Vermi-composting is the use of a special species of earthworms to convert organic waste into relatively high quality compost. On a small scale, vermin-composting at house had become popular in the Kathmandu Valley. In Nepal, vermi-composting has been tried at household level by using a special species of earthworms to convert kitchen waste into relatively higher quality compost product. However, during the study tour in India under Pilot Project B-1, successful larger scale vermin-composting practices could be seen, particularly in cases of where the waste is homogenous such as waste from a vegetable market. KMC therefore has started a medium-scale vermi-composting by receiving the waste from a vegetable market in Kalimati, in order to reduce the amount of waste to be disposed of.

The activities were implemented in two phases. The first phase focused on setting up the vermi-composting facility as follows:

- Review experiences in vermi-composting in Nepal and India - Selection of the site and design of the vermin-composting shed, aerobic composting

chamber and compost box - Construction of vermi-composting shed, aerobic composting chamber, composting box

and other related infrastructure - Procurement of necessary equipment and materials including earthworms for

vermi-composting

The second phase focused on operating the facility and conducting the examination to sustain the facility. Activities conducted during the second phase are as follows:

- Operation of vermi-composting facility - Quality analysis of vermi-compost - Preparation of marketing strategy for vermi-compost - Preparation of a vermi-composting manual


A vermi-composting has been conducted by KMC with support from local NGO, Pesticide Monitor Nepal (PEMON). The operational situation of vermi-composting is as shown in Table 8.6-9.

Table 8.6-9 Operational Situation of Vermi-Composting in Teku

No. Items Description 1. Start of operation March 21, 2005 2. Planned capacity (Received waste amount) 500 kg/d 3. Waste to be composted Vegetable market waste from Kalimati 4. Expected compost products 200 kg/d 5. Expected sales price 20 Rs/kg


After two to four weeks of aerobic decomposition, the solid waste had been placed in vermi sheds made from bricks and cement (see photo left). The beds are 1.0 meter wide, 0.6 meter high and 3.0 meter long. Two beds are placed next to each other and in between each set of two beds there is a passage way of about 0.6 meter.




The beds have a layer of coconut husk at the bottom to facilitate drainage and movement of worms. Worms of species Eisenia foetida had been released on top of the waste. Approximately 30 kg of worms or about 100,000 worms was required for each of the vermi shed. Vermi-composting was completed for 30 to 40 days. During this time the waste was regularly monitored to ensure that the temperature did not go up, the moisture content was about 50 percent and the worms were healthy.

At the end, a manual for medium scale vermi-composting was produced. The manual describes about vermi-composting, the process of vermi-composting and the uses of vermi-compost as well as the worms. The manual was prepared based on the experiences of the Pilot Project and will be helpful for anyone interested in replicating this pilot project.

(3) B-2.3: Practice of Promotion of Home Composting in LSMC


a. Development of a Strategic Plan

LSMC prepared a strategic plan for promoting home composting by distributing 600 compost bins in order reduce the amount of waste to be discharged from the sources. LSMC selected target areas as Wards 1, 2, 5, 7, 8, 11, 12, and 18 because these areas are relatively densely populated and consequently a relatively large amount of solid waste is generated. LSMC called for support from local NGOs for the bin distribution. The selected NGOs were Society for Urban Poor (SOUP) and Women Environment Preservation Committee (WEPCO). LSMC established the implementation organization as shown in Figure 8.6-4 allocating the areas to the selected NGOs but LSMC (CDS) also had responsible wards, i.e. Wards 5, 7 and 8, by themselves.

WEPCO

Ward 1, 2200 Compost bins

LSMC/CDS

Ward 5, 7, 8200 Compost bins

SOUP


LSMC/CDSTotal Management JICA Study Team

WEPCO

Ward 1, 2200 Compost bins

LSMC/CDS


SOUP


LSMC/CDSTotal Management JICA Study Team

Figure 8.6-2 Implementation Organization of Pilot Project B-2.3

Source: LSMC

It was also decided that CKV compost bins would be distributed with cost shared by compost bin users so that bin users (households) would have an ownership for home composting activity.




b. Designing of CKV Compost Bin

In the course of designing of this Pilot Project, type of home compost bin was discussed among the Focal Points from KMC, LSMC, KRM and SWMRMC, the JICA Study Team and a resource person from local NGO, Ce Pro In. As a result of discussions, it was agreed to use unified home compost bins, namely a “CKV compost bin”, in the Pilot Projects. CKV compost bins were also to be used in Pilot Projects B-2.1 (in KMC), B-2.4 (in KRM) and D-3 (in BKM).

c. Training for Home Composting and Distribution of CKV Compost Bins

A series of training sessions, one day or two days training, including orientations for trainers, motivators, and users as well as potential users (local people) of home compost bins was conducted when CKV compost bins were distributed. A manual of "How to Use Home Compost Bin", which was prepared using Asakaji illustrations under Pilot Project B, was also distributed to the home compost bin users.

d. Compost Quality Analysis

In order to assess home composting activities and examine the data for further improvement of the activities, and finalize of Manuals "How to Use Home Compost Bin" and "Training of Trainers (TOT)", compost quality produced in distributed CKV compost bins was analyzed.

The compost sampling was decided selecting those houses who had aged more than three months old CKV compost bins because compost decomposition takes about three months. Samples were taken proportionately from each ward of each municipalities. The collected sample was 27 compost samples from KMC, 66 samples from LSMC and 7 samples from KRM. Hundred compost samples were collected and given to Agricultural Technology Centre (ATC). Compost samples was analysed in folowing items (componenets).

Table 8.6-10 Analysed Items of Compost Test

SN Compost Test Items

1 Moisture Content (%) 2 pH 3 Electric conductivity (EC) 4 Organic Matter (%) 5 C/N Ratio 6 Total Nitrogen (%) 7 Total Phosphorus (%) 8 Total Potassium (%)



a. CKV Compost Bin

The specification of the CKV compost bin was discussed based on the past experiences by KMC and NGOs such as capacity, size and number of holes for air, and accessories. The designed CKV compost bin is as follows, while its concept design is shown in Figure 8.6-3.

a) Goods: 100-liter compost bin with tool set b) Specification of compost bin

- Capacity : 100 liters - Material : Plastics




- Structure : Hexagonal - Color : Green (except black lid) - Weight : Bin 3.7 kg (thickness 4 mm), Lid 0.4 kg - Tools : Fork, Spatula, Mesh

Figure 8.6-3 Developed 100-Liter CKV Compost Bin

b. Distribution of CKV Compost Bins

As a result of e series of training sessions for the local people, the participants received CKV compost bin by paying Rs 250 a bin as their contribution willingly. After the distribution, the composting activities were monitored by motivators weekly by using a checklist and follow-up training (refresher training) sessions were conducted. The problems and

① Compost – 1Pcs ②Grill (2Pcs) – 1Set ③Grill Supporting Hook –④ Scratchier – 1Pc ⑤ Screen 9" ×12"×1.5” – 1Pc ⑥ Garden – 1Pc

15"

5.5" 9.5" 3"

1.75"

12"

1.5" 9"

12"

7" 5"

3"

Door

0.5"

Color: Green

CKV Logo

Materials List

Compost Bin

19

①

②

⑤

⑥

④

③

3.5"

26"

4Pcs




experiences were shared at that time. Consequently, almost all households (compost bin users) have succeeded in making compost and they are using compost product for their pot plant and/or home gardening in the same way as KMC.

CKV compost bin Training for home composting

d. Quality of Compost Product

The laboratory results of 100 compost samples produced from CKV compost bins are presented in the Table 8.6-11. The average analysis results of KMC (27 samples), LSMC (66 samples) and KRM (7 samples) show that no great differences are observed except for Organic Matters (O.M.). The nutrients content (N, P2O5 and K2O), Organic Matters (O.M.) content and pH of home compost were found better than other compost produced by different sources and reported in different reports. The main reasons of quality home compost could be that in home composting purely organic wastes are used and organic waste were mostly kitchen waste (green matters) which contains high nutrients, etc.

Table 8.6-11 Result of Laboratory Analysis of Compost Product

Municipalities pH Moisture

(%) O.M. (%)

Total N (%)

Total P2O5 (%)

Total K2O (%)

EC{1:5 Extract}

(mmhos/cm)

C:N Ratio

KMC average 7.9 41.2 11.5 1.16 0.62 2.94 1.48 6.2 LSMC average 7.7 39.5 12.5 1.15 0.76 3.71 1.26 7.1 KRM average 7.8 40.2 7.8 0.83 0.52 3.49 1.35 5.6 Overall average 7.7 40.0 11.9 1.13 0.70 3.49 1.33 6.7

Range 6.2 - 9.0 12.7 - 71.2 2.1 - 35.8 0.30 - 3.02 0.42 - 2.02 3.01 - 5.69 0.62 - >2.0 1.1 - 31.8Note: Laboratory Analysis of compost was done in Agriculture Technology Center Source: JICA Study Team

e. Waste Reduction Effect

Quantity survey for LSMC was carried out on the same dates as in KMC under Pilot Project E-2.2. The sample size in LSMC was 15 households provided with CKV compost bin and 15 households near to these (without bin).

In the case of households provided with CKV compost bin, average per capita generation of waste was 92.0 g per person per day. Similarly, average per capita generation of waste was 116.7 g per person per day at the households without CKV compost bin. Comparing average per capita (organic, inorganic and total) for the two cases as shown in Table 8.6-12.




The solid waste generated from households with bin was less compared to households without bin.

Table 8.6-12 Comparison between HHs with and without CKV Compost Bin in LSMC (unit: g/day-cap.)

1 2 3 4 5 6 7 Day

Thur Fri Sat Sun Mon Tue Wed avg per capita

org 115.7 5.6 24.6 42.8 30.0 25.5 18.5 37.5 inorg 73.6 97.9 74.0 45.6 22.8 26.5 41.2 54.5

With bin

total 189.3 103.5 98.5 88.3 52.8 52.0 59.7 92.0 org 93.1 79.1 64.1 63.6 69.0 115.8 65.3 78.6 inorg 41.7 44.7 24.4 17.0 60.1 40.4 38.7 38.2

Without bin

total 134.8 123.8 88.5 80.6 129.1 156.2 104.0 116.7 Source: JICA Study Team, Field Survey, 2005

(4) B-2.4: Practice of Plastic Separation in KRM


At first, KRM developed a work plan including implementation organization of the activity through discussions with the JICA Study Team as follows:

Objectives : to raise awareness about the 3R concept, to collect plastic from communities by promoting Suiro3 and sales to

Kabadi (scrap dealer), to mobilize the local youth to be involved in solid waste management

activities as active agents and facilitators at the local community level. Targets : Youth group and women in Ward 1 (core area)

Youth group and women in Ward 5 (semi-market area) Youth group and women in Ward 14 (rural area)

JICA Study TeamKRMYouth Group

1) Core Area2) Rural Area3) Semi-Market Area

(partly)

Kabadi

Women’s Group- Community Activities- Composting/ Plastic Separation

Support

Support/CoordinationMonitoring

Feedback

Sell

Buy

Formation/ GuidanceMonitoringPlastic collection

Plastic collectionCooperation



(partly)

Kabadi


Support


Feedback

Sell

Buy



Report



(partly)

Kabadi


Support


Feedback

Sell

Buy





(partly)

Kabadi


Support


Feedback

Sell

Buy



Report

Figure 8.6-4 Implementation Organization of Plastic Separation in KRM

Note: Kabadi is the name given to scrap dealers who buy recyclable materials from cycle hawkers. Source: KRM

3 Suiro is a metal wire and its one side has formed sharp protrusions on which plastic bags are stuck to dry and the other side

is a suitable shape to hang on the wall.




Based on the work plan, KRM implemented the following activities.

a. Training for Youth Groups and Women

As a first step, KRM organized and facilitated a three-day training for the youth group members from three target areas on September 24-26, 2004 with support from a resource person in charge of community mobilization and household composting. There were 29 participants of which 24 were young women. The training covered 3R concept, plastic collection by using “suiro” and methodology and practical exercises of home composting.

Following that, two-day training sessions for women in every target ward were conducted by KRM in cooperation with the local youth group on October 9-14. There were around 25-35 housewives participated in each training, who had had few chances to join in community based activities. After the lecture on 3R concept, the suiro program and composting, women were divided into several groups so as to try composting practically. At the end, suiro and cotton bags were distributed to the participants. CKV compost bins were also distribute by KRM to the people who also expressed interest in home composting activity.

Table 8.6-13 Distributed Equipment in KRM

Distribution Equipment Specification/Usage

Target Total

Ward 1; 50

Ward 5; 50

Suiro - Made of metal - One side is formed sharp on which plastic bags are stuck to dry and the other side is a suitable shape to hang on the wall.

- When the suiro becomes full with dry plastic, the plastic is put into a big bag to give to a collector.

Ward 14; 75

175

Ward 1; 42 Ward 5; 44

Cotton Bag - Made of cotton with logo of KRM, CKV - Used to bring for shopping so as to be able to refuse plastic bags given by shops. Ward 14; 40

126

Ward 1; 38 Ward 5; 18

CKV Compost bin

- Structure and design were finalized through discussion at the Study with support from NGOs in October, 2004. Ward 14; 17

73


b. Formation of Women’s Groups

After the training for women, KRM proposed each of three wards to formulate women’s groups in order to make community based activities sustainable, to share experience among community members. All three wards recognized the meaning of grouping so they established their own groups and started several activities on SWM as follows.

Table 8.6-14 Formation of Women’s Groups in KRM

Ward Name Number of Members

Own Activities

1 Thambahal Misa Puchaa 65 - Monthly meeting - Street sweeping activity

5 Sagal Mahila Puchaa 40 - Monthly meeting 14 Chovar Mahila Samuha 35 - Monthly meeting

- Cleaning activities in surrounding area Source: KRM




c. Setting up and Utilization of a Store House

Because it is necessary to store the plastic collected by youth groups till the amounts become large enough to sell to a kabadi shop, a store-house has been set up at Ward 6 under the Pilot Project. The store-houses are taken care of by KRM so that KRM can monitor and check the amount of collected plastics and keep them till KRM sells it to a Kabadi. KRM is now planning to upgrade the store-house as a community recycling center where not only plastic but also paper and bottles are dealt with for sale.

d. Preparation and Distribution of Brochure

As a promotional material, KRM designed a brochure that mentions the methods for plastic separation and collection, including its advantages. It was the first time for KRM to create a brochure. During preparation of the brochure, KRM conducted pre-testing to Focal Points of other municipalities in order to collect effective comments for finalization. KRM was planning to utilize the brochure to distribute to the other untrained women in order to extend the plastic separation and collection activities. The final products are illustrated in Figure.8.6-5.

Figure 8.6-5 Brochure for “Suiro Campaign”

e. Two-day Refresher Training

Two-day Refresher Training sessions for both youth groups and women’s groups of three target areas were conducted by KRM on June 6-7, 2005. There were almost 35 members participating. The objectives of this training are to share the experience and problems with plastic collection and composting activities among participants and to visit another youth group, which was involved in the Pilot Project of home composting in KMC Ward 21, to share the experience.


KRM has collected plastic from each of three wards twice so far as shown in Table 8.6-15. In March, 2005, youth groups of each ward collected plastic which mounted up to more than 100 kg from the houses in their wards. Because there were several kinds of collected plastic, which included recyclable materials and unrecyclable materals, youth group members cooperated to separate the two kinds of plastics so that the recyclable materials, which totaled around 81 kg, was able to be sold to a Kabadi shop for Rs 745. Following that, the Focal Point visited each ward in order to share the results of plastic collection.




In June, 2005, KRM conducted a second round plastic collection. They collected a total of 82 kg of plastics, which can be sold to a Kabadi shop, and had kept it in a store-house.

Table 8.6-15 Result of Plastic Collection in KRM

Milk pack (kg) Polythene Bag (kg) Other (kg) Total (kg) Ward

March June March June March June March June No.1 4.0 6.5 5.0 9.5 6.0 4.5 15.0 20.5 No.5 9.0 10.5 5.0 7.0 5.5 1.5 19.5 19.0 No.14 26.0 14.5 12.0 16.0 8.5 12.0 46.5 42.5 Total 39.0 31.5 22.0 32.5 20.0 18.0 81.0 82.0

Source: KRM, 2005

8.7 Results of Pilot Projects C: Improvement of Final Disposal Planning and Operation

8.7.1 C-1: Training for Final Disposal Planning


The Pilot Project C-1 was composed of C-1.1: Training for Site Selection and C-1.2:Training for Environmental/Social Consideration on Landfill Sites. Table 8.7-1 shows the summary of activities implemented under the Pilot Project C-1.

Table 8.7-1 Activities Implemented under Pilot Project C-1

Activities Nepalese C/Ps

mainly involved Remarks

C-1.1: TRAINING FOR SITE SELECTION Workshop (Jul. 23, 2004, May 16, Jun. 22, 2005) - Discussion on site selection criteria and screening for

candidate sites - Discussion on environmental issues including lesson of

Sisdol EIA, SWMRMC EIA guideline, environmental monitoring program, etc.

- Introduction of experiences and case studies in Japan on site selection as well as environmental issues.

- Joint preliminary evaluation of selected candidate sites from technical and environmental viewpoints.

- Introduction of implication for developing and operating each candidate with rough cost estimation.

- Discussion on the draft scoping and TOR for EIA on two of the selected candidates for long-term landfill site (L/T-LFS).

- SWMRMC, KMC, LSMC

- MTM, BKM (only July 23, 2004)

Support from local consultant (GEOCE) on May 16 and June 22, 2005

Site visit to candidate site for L/T-LF - Joint site visit to Sisdol and Banchare Danda in

Okharpauwa, Pharsidol in Bungamati, and others. - SWMRMC,

KMC, LSMC

IEE practice for Long-term LFs - Practice of scoping and TOR for EIA. - SWMRMC,

KMC, LSMC Support from GEOCE




Banchare Dnada L/T-LF



C-1.2: TRAINING FOR ENVIRONMENTAL/SOCIAL CONSIDERATIONS ON LANDFILL SITE Technology transfer - Preparation of concept design of Taikabu LFS including

desk study of topography and geology - Implementation of supplemental environmental survey in

Taikabu LFS. - Support and recommendation for EIA - Technical meetings.

- SWMRMC, BKM

Support from local consultant (EAST)

Workshop - Discussion on conceptual design of Taikabu LFS.

- Discussion on EIA recommendations including technical issues and public involvement process.

- SWMRMC, BKM

Support from local consultant (EAST) Involvement of Khwopa college


In addition to the above, intensive meetings with the Focal Point were conducted on an ad hoc base, in order to exchange technical opinions and suggestions for planning.


The results of the Pilot Project C-1 are summarized as follows.

1) C-1.1: Training for Site Selection

a A workshop for introducing methodologies of landfill site selection in Japan including strategic environmental assessment (SEA) was held. Site selection criteria to be used are: haul distance, location restrictions, land area, site access conditions, soil and topography features, hydrology consideration, technical feasibility, and environmental and social aspects, and local development and requirements.

b. Through the site visits to Pharsidol candidate sites (Pharsidol North and South), it was confirmed that the sites satisfied most of the technical selection criteria. Requirements of the Civil Aviation Authority of Nepal (CAAN) were cleared only for the Pharsidol North site. However some critical issues to be overcome were raised for both sites from the social and cultural viewpoints. Also, there was a need to confirm the acceptance of Nepal Water Supply Corporation (NWSC), which manages the Pharsidol well fields.

c. A checklist with a rating system introduced in the SWMRMC EIA Guidelines was employed for preliminary comparison among Bandhare Danda, Pharsidol North and South. On the other hand, the technical and engineering examination showed that i) Banchare Danda was recognized to be the most desirable from the viewpoints of life time and unit rate (Rs/m3) of development, followed by Pharsidol North, whereas ii) Pharsidol North and South were advantageous in terms of the cost of transfer haul operation.

d. Based on the discussion of workshops and ad hoc meetings, it was understood that both sites (Banchare Danda and




two candidates in Pharsidol) had their own advantages and disadvantages, and some of them were antithetical between both sites. Also, IEE practice for preparing a draft scoping report and TOR was conducted targeting Banchare Danda and Pharsidol North, respectively.

e. The option of Banchare Danda development as long-term LF was adopted for examination under the Umbrella Concept (see Chapter 10), since a decision at the national level for its development had been already made, which gave this site advantages such as precedent development works and social acceptance in local communities.

2) C-1.2: Training for Environment and Social Consideration on Landfill Site

a. In response to officially organizing the Taikabu Landfill Site Study Assisting Committee on March 13, 2005, the kick-off meeting was held on April 26, 2005, for discussion on the plan of operation and schedule as well as the site arrangement for the field investigation. Focal Points from SWMRMC and BKM, members of the committee, a local consultant and the JICA Study Team participated. However, site investigations such as topography survey and soil investigation were cancelled, due to the opposition by local communities against Taikabu LF development.

b. Conceptual design for Taikabu LF was examined by using the existing data such as topographic maps and aerial photos. Meetings for technical discussion were held with focal points regarding the required facilities, landfill type and level, layout plan, capacity, environmental countermeasures, rough cost estimation, and so on. Table 8.7-2 shows the major description for Taikabu LF derived from the conceptual design (see Figure 8.7-1).

Table 8.7-2 Major Description of Conceptual Design of Taikabu LF

Total area: 29.9 ha Landfill area: 10.2 ha Area for facility/equipment: 4.6 ha Buffer zone: 15.1 ha

Capacity for landfilling Approx. 2.06 million m3 Expected life time: 32 years Service coverage: BKM, MTM, and surrounding VDCs Major facilities - Waste dam height of 4 m

- Clay liner or geomembrane - Leachate collection and recirculation system - Experimental biological treatment plant - Sorting facility for recyclable materials, composting

plant, site office Source: JICA Study Team




Treated and Diluted

Effluent to

the Strea

m

Compost Plant (38x105m)

TO RA/CP

(38x80m)Futu re Extension

TOSLF

Leachatefrom C/P

PARA

(25X50)

(25X25)

Tabya Khusi

Office Building

Aerator

L1

L1

Rainwater

Buffer Zone

PerimeterDrain

Landfill Area=10.2 ha

MMWSH

LRPVRB

RCP

Peripherial Road

Buffer Zone Road

Figure 8.7-1 General Layout Plan of Taikabu LFS


c. Water quality in and around the LFS was analyzed twice as a supplementary environmental survey in order to understand the current conditions. Integrating the analytical results, the EIA recommendations were prepared including the overview of environmental baseline, conceivable impacts identification, and basic framework for environmental management.

d. MOLD and BKM received the approval from MOEST on the scoping document and TOR for EIA on Taikabu LF development on May 25, 2005. BKM was preparing the official EIA study in line with the approval, and it was recommended that BKM integrated the EIA recommendations produced into the official EIA report. In addition, stakeholder consultation with the local communities was suggested for BKM and SWMRMC, considering i) sufficient sharing of information among stakeholders, ii) step-by-step process, and iii) experiences and lessons learned from the LF development in Sisdol S/T-LF.

8.7.2 C-2: Training/Practice of Semi-aerobic Landfill System


The training sessions and practice for semi-aerobic landfill system were implemented at Sisdol S/T-LF through the improvement works of Valley 1 of the site. Four steps for Pilot Project C-2 were arranged, namely planning, design, construction and operation with environmental monitoring. Table 8.7-3 shows the summary of activities implemented under Pilot Project C-2.




Table 8.7-3 Activities Implemented under Pilot Project C-2



PLANNING OF SISDOL S/T LF Workshop (July 23, 2004) - Discussion on different systems and necessary

facilities/functions for semi-aerobic landfill. - Introduction of experience on landfill development in

Japan, US and EU. - Discussion on the concept of Sisdol S/T-LF

development with environmental monitoring.

- SWMRMC, KMC, LSMC, BKM, MTM

Site visit - Study tour to Pokhara municipality to inspect the

sanitary landfill constructed there and to have an opinion exchange with the municipality’s officials.

- Study tour to Malaysia to attend the workshop on semi-aerobic landfill and seminar on safe closure of landfill.

- SWMRMC, KMC, LSMC, BKM, MTM, KRM

DESIGNING OF SISDOL S/T-LF Workshop (September 13, 2004) - Discussion on design of the Valley 1 development in

Sisdol S/T LF - Discussion on facilities and equipment to be procured

and installed in Valley 1.

- SWMRMC, KMC, LSMC

Support from a local consultant

Technology transfer - Implementation of natural condition surveys

(topography survey, soil investigation) - Detailed design for the Valley 1 development including

technical specifications and estimation of bill of quantities.

- SWMRMC, KMC, LSMC

Support from a local consultant

IMPROVEMENT WORK OF SISDOL S/T-LF - OJT for Nepalese C/Ps on construction supervision.

- Technical transfer for environmental monitoring (before operation).

- Joint site visit.

- SWMRMC, KMC, LSMC

Support from local consultant and NGO Support from a local contractor

OPERATION AND ENVIRONMENTAL MONITORING Workshop (Jan. 19, 2005, Feb. 27, 2005, Jun. 12, 2005) - Introduction of major facilities, equipment, and their

functions. - Discussion on preparation of site operation (manpower

requirement, heavy equipment arrangement, etc.) - Discussion on operation manual. - Follow-up and wrap-up discussion for site operation

including the preparation for expected full-scale operation from October, 2005.

- SWMRMC, KMC, LSMC






Technology transfer - OJT on site operation including approach road

preparation, waste-unloading method, spraying, soil covering, leachate pond operation, waste in-coming recording, etc.

- Instruction on operating the related equipment such as weighbridge, aerator, etc.

- Technical transfer on environmental monitoring.

- SWMRMC, KMC, LSMC

Support from local consultants



The results of Pilot Project C-2 can be summarized as follows.

1) A site visit to Pokhara LF was helpful in understanding the importance of planning and gradual implementation of landfill. The Pokhara Landfill just recently commenced operation, the delay being due to lack of heavy equipment and operation budget. Furthermore the landfill construction was substantially delayed because of opposition of the surrounding community.

2) A site visit to Malaysia provided an opportunity to interact with participants from Malaysia and other countries at the seminar and workshop. Application of the semi-aerobic landfill system was extensively discussed.

3) The semi-aerobic landfill system was adopted for Valley 1 of Sisdol S/T-LF as a Pilot Project. On this basis, the JICA Study Team and Focal Points jointly conducted the natural conditions survey and the detailed design while receiving support from the local consultant. The major facilities and equipment provided in the detailed design are shown in Table 8.7-4.

Table 8.7-4 Major Facilities/Equipment of the Valley 1 of Sisdol S/T-LF

Demarcation Major facilities and equipment designed Pilot project activities - Landfill area development including excavation, liner basement, clay liner

installation, internal service road, etc. - Leachate collection pipe network and re-circulation system including

retention pond, aerator, pumping, etc. - Landfill gas vents. - Weigh bridge installation.

Works by SWMRMC - Heightening of west waste dam. - Utility works including site office, heavy equipment parking, gate, fence,

power supply, etc. Source: JICA Study Team

4) The Sisdol S/T-LF Valley 1 was designed as Level Three which meant that an

extensive composite liner system (synthetic liner plus engineered clay liner) and leachate treatment system were not included. Clay soil was imported to the site and laid as a liner on top of the natural clay to a compacted depth of 50cm, with installing a drainage carpet of gravel for improving the drainage of the leachate into the leachate collection pipes. Between the clay liner and drainage carpet, a jute mat was installed for providing some protection to the clay liner and assisting in improving the flow of water into the leachate pipes. This liner system was adopted because of the short life span of the site and soil conditions. In case of a large area and need to reduce the costs, this jute may be considered as optional. It should be noted that in case of




laying a full geo-membrane liner along the site, some sand layer should be included between the liner and the drainage carpet to prevent the damage to the membrane by the gravel forming the carpet.

5) Improvement works of Valley 1 started from October 1, 2004. Civil works were completed and handed over to SWMRMC on March 17, 2005, whereas equipment procured and installed were handed over on June 9, 2005. The layout of the improved Valley 1 as semi-aerobic landfill is shown in Figure 8.4-1.

Internal Service Road(Gravelled)

Main Leachate Collection Pipe

Control Room

Floating Aerater

AdministrativeComplex

WeighbridgeBranch Leachate Collection Pipe

Landfill Gas Vent System( PVC Pipe and Gabion)

Landfill Gas Vent (Along Slope)(PVC Pipe and Drum)

Leachate RetentionPond

Landfill Area Development

Valley 2

Valley 1

Internal Service Road(Gravelled)

Main Leachate Collection Pipe

Control Room

Floating Aerater

AdministrativeComplex

WeighbridgeBranch Leachate Collection Pipe

Landfill Gas Vent System( PVC Pipe and Gabion)

Landfill Gas Vent (Along Slope)(PVC Pipe and Drum)

Leachate RetentionPond

Landfill Area Development

Valley 2

Valley 1

Figure 8.7-2 Layout of Improved Valley 1 of Sisdol S/T-LF


Landfill area of Valley 1 Leachate retention pond with aerator and pump

6) Prior to commencement of operation, a local committee, OSLSMCC, was formed and

legally registered as a body to coordinate the LF operation with SWMRMC, KMC, and LSMC. Agreement for operation among them was made on May 15, 2005, and the opening ceremony of Sisdol S/T-LF was held on June 5, 2005 (Environmental Day).




7) Since Sisdol S/T-LF commenced its operation in June 5, 2005, before delivery of new STVs, KMC and LSMC had been transporting some of the collected waste from the morning collecting shift, about 30 to 50 tons per day, to Sisdol S/T-LF by using the existing equipment and a few rental trucks. For the appropriate operation of the LF, a Operation Manual of Sisdol S/T-LF was prepared.

8) Environmental monitoring especially for water quality was conducted as one of the Pilot Project C-2 activities. Water quality of the adjacent rivers, groundwater of bore holes, and leachate were analyzed twice before operation, and three times after operation. Major findings obtained through the monitoring can be summarized as, i) the leachate control system of Sisdol S/T-LF can be said to be functioning well, and unacceptable pollution of the water quality around the site is being prevented, and ii) analytical data at the leachate outlet pipe and retention pond show that the aeration in the pond is contributing to the improvement of leachate as planned. Although the Environmental Coordination Committee is under formulation, a sharing meeting on the results of environmental monitoring was held, inviting the focal points from SWMRMC, KMC, and LSMC as well as the key members of OSLSMCC and a local consultant.

9) The detailed design including supplementary surveys of the natural condition for developing Valley 2 of Sisdol S/T-LF is on going under the SWMRMC initiative, based on the experience and technical knowledge obtained through the Pilot Project C-2

8.8 Results of Pilot Projects D: Promotion of Public Awareness and Behavior Change Communication/Education

8.8.1 D-1: Training for Community Mobilization Activities

The following activities were implemented under Pilot Project D-1.

(1) Kickoff Meeting

A kick off meeting was organized on July 5, 2004. Through active discussion, most of the participants agreed that the Pilot Project D should focus on the enhancement of public awareness and self-responsibility on SWM, and promotion of community-based activities and mobilization. The activities related to community mobilization, community development and community-based SWM that are being carried out by each municipality were also shared among them. They acknowledged that such a sharing opportunity was essential for them, which would call for a series of sharing meetings during the implementation of Pilot Project D. In order to assess the baseline of knowledge, skills and work experience regarding public involvement in SWM, all the participants were requested to fill out a questionnaire of self-assessment at the meeting.

(2) Interpersonal Communication and Behaviour Change Communication (BCC) Skill

Training

The three-day training on Interpersonal Communication and Behaviour Change Communication (BCC) was undertaken on July 21-23, 2004 with 26 participants including the Focal Point of Pilot Project D, other municipal staff and a few volunteers from KMC and MTM. It covered the concept and roles of interpersonal communication, planning of BCC strategy, development of messages for effective SWM, and an action plan of BCC for each




municipality. Through group work and discussion, the participants identified housewives and children as the target audience for the awareness and behaviour change communication/education program. They also defined the desired attitude and behaviour changes among the target audience to be focused on under the Study as follows.

Table 8.8-1 Identified Key Elements for BCC Program

Target Audience General Population (Special focus will be given to housewives and children)

Desired Attitude Change:

Self-responsibility of SWM “SWM is not only the municipality’s responsibility but also our responsibility”

Desired Behavior Change:

3R Activities (Reduce, Reuse, Recycle) “Solid waste should not be just dumped. Waste should be recycled and managed properly.”


(3) Study Tour to Hetauda

The three-day study tour to Hetauda was carried out on September 8-10, 2004 in coordination with the Hetauda Municipality. Two staff from each of the five municipalities and one staff member from SWMRMC participated in it. The participants observed the community-based composting and plastic collection, medical waste management, plastic recycling center and municipality’s initiative. These observed activities encouraged the municipal staff to promote community-based SWM in their municipalities. For example, KRM have adopted the simple iron stick called “suiro” for plastic collection and the know-how of mobilization of youth groups and women groups after this study tour. The participants compiled lessons learned from the community-based SWM activities in Hetauda in group and individual reports.

(4) 2nd Term Kickoff Meeting

The 2nd term kickoff meeting was held on January 25, 2005 with the participation of Focal Point in order to discuss the planned activities from January to April 2005. For the rest of the period of Pilot Project D, the participants confirmed the need to take into consideration the following aspects:

- Focus should be given to not only raising awareness but also stimulating behavior change among the public,

- The effective ways of how to reach and mobilize the target groups should be explored, - Mascot and promotional materials developed by the Study should be well utilized, - What Focal Points learned from various training sessions should be put into practice, - Linkages with local stakeholders should be strengthened, and - Relevant activities implemented as part of Pilot Project D need to be incorporated into an

Action Plan on SWM.

(5) Training of Trainers (TOT)

There were many requirements for TOT to the Focal Point since they had been or needed to conduct training for community-based SWM. In this connection, a three-day TOT was organized from January 31 to February 4, 2005, in which a total of 20 staff participated.




They learned the concept of TOT, pedagogy, learning styles, designing of a training program, various training techniques including facilitation skills, writing learning objectives and designing a set of training objectives. During the last part of the training they were divided into pairs and were given a task to prepare and conduct a training session. This practical session was recorded in an audiovisual format. At the end of training, they evaluated one another in their performance as a trainer by watching the recorded video. They noted that they had learned training techniques and facilitation techniques through TOT.

(6) Social Marketing Training

Since it has been recognized that Social Marketing is one of the best techniques to achieve public behavioral change by using commercial techniques, the two-day training on Social Marketing Programs was conducted on February 20-21, 2005 with a resource person from Social Marketing Distribution. A total of 15 staff, representing KMC, LSMC, BKM, KRM and SWMRMC attended this training and learned the basic concept and key components of social marketing, and the 4Ps theory, i.e. Product, Place, Price and Promotion. They also learned how to apply social marketing as a tool for their work through the development of social marketing plans (see Table 8.8-2).

Table 8.8-2 Developed Social Marketing Plans

1. SWMRMC Social marketing for people participation in Sisdol SLF operation

2. KMC Social marketing program for waste management through social marketing

3. LSMC Social marketing plan to minimize waste

4. BKM Social marketing for qualitative compost production

5. KRM Social marketing program to clean streets and monuments


(7) Sharing Meetings

There had not ever been a close and active coordination or linkage among those who are responsible for community mobilization and public awareness for SWM in the five municipalities until the Study was launched. At the Kickoff Meeting held on July 5, 2004, it was the first time for them to know from one another what relevant activities were being conducted by each municipality. Following this meeting, there were requests from several participants to know the details of the City Volunteer System being carried out by CMU/KMC. At their request, the 1st Sharing Meeting regarding City Volunteers was organized by CMU/KMC on July 27, 2004. Since the participants perceived such a sharing meeting as effective and useful to their work, a series of sharing meetings were held as part of the Pilot Project D. The following Table 8.8-3 describes the outline of each meeting. It was acknowledged by Focal Point that these meetings promoted the intra-municipal coordination and cooperation among the five municipalities and SWMRMC. In addition, some positive effects have been observed among them. For example, LSMC and MTM have planned to introduce City Volunteer Program similar to those being undertaken by CMU/KMC.




Table 8.8-3 Summary of Sharing Meetings

Topics (Organized/

Facilitated by) Content

1st Sharing Meeting City Volunteer (CMU/KMC)

CMU has introduced a City Volunteer program which gives opportunities to young people or students, who are interested in environment issues and have a strong desire to be volunteers, to be involved in environment conservation activities done by KMC/CMU. CMU invites applicants once a year. Qualified candidates selected work as assistants of the existing City Volunteer program for a trial period of three months. After that, the selected candidates will be provided with personality development training. City Volunteers are not provided any form of monetary remuneration.

2nd Sharing Meeting Women group (CDS/LSMC)

Up to now, about 40 women groups have been organized with the support of CDS/LSMC and UDLE, which covers all 22 wards. CDS has conducted various group mobilization activities such as awareness programs, clean-up programs, 3-day training on SWM, income generation, group funds, etc. CDS and women groups explained and shared their experiences with the participants.

3rd Sharing Meeting Women group and community- based SWM (MTM)

Samyukta Mahila Uthan Samittee was formed by local women in Ward 1 of MTM who were mobilized. They have been empowered to involve themselves in community-based SWM such as awareness programs, drum composting, and bucket distribution. They shared their experiences focusing on group activities and networking with many external organizations with participants.

4th Sharing Meeting Study Tour to Hetauda (KRM)

The participants of the Study Tour shared ideas and lessons learned from the Hetauda Municipality and relevant organizations by presenting each group report. Immediately after this meeting, the participants held a meeting with the NEREPA, which buys and sells recyclable materials, to discuss the possibilities for the sale of collected plastic.

5th Sharing Meeting on Evaluation/Feedback for 1st Public Event (JICA Study Team)

The Focal Point of Pilot Project D gave comments and feedback to each municipality and presented self-evaluation regarding the 1st Public Event. An overall evaluation and some specific comments and feedback to each municipality were also provided by the JICA Study Team.

6th Sharing Meeting on Final Preparation for 2nd Public Event (JICA Study Team)

The Focal Point of Pilot Project D shared the current progress of preparation for the 2nd Public Event. Each municipality discussed and presented the strategy of its 2nd Public Event. The evaluation questionnaire to be distributed to visitors was also discussed and finalized.

7th Sharing Meeting on Evaluation/ Feedback for 2nd Public Event (JICA Study Team)

The Focal Point of Pilot Project D reviewed their own strategies formulated at the 6th sharing meeting. The results of evaluation for other municipal Public Events, including feedback and comments, were shared among the five municipalities, SWMRMC, JICA Study Team and CEN. The comments and feedback of exhibitors and visitors were shared. They raised issues about the role of the Public Event Organizing Committee and discussed solutions for further improvement.

8th Sharing Meeting on Nature Club from experience of BKM (BKM)

The experience of formation and mobilization of Nature Clubs being undertaken as part of Pilot Project D-3 was shared. BKM facilitated the meeting and took the participants to the schools in which Nature Clubs were established. At the meeting, the concept of a Community Mobilization Network that ensures the continuation of sharing meetings after the completion of the Study was also discussed and finalized.





8.8.2 D-2: Practice of Mass Communication and Education


(1) Mascot Selection

A mascot generally plays a vital role of enhancing awareness, assisting an educational program and delivering the desired messages to a number of people. In order to select a mascot for the Study, each municipality held discussion meetings by inviting local NGOs, CBO, clubs and relevant stakeholders in July 2004. During each meeting, it was clearly explained that the mascot should be a simple, identifiable, meaningful, and non-debatable, and lovable character related to SWM. The Selection Committee, which comprises 12 members including the General Manager of SWMRMC, Focal Point of Pilot Project D, the JICA Study members, the artist and the experts on communication and mass education, discussed and gave scores to each proposed mascot based on the above selection criteria. Finally, a boy named Ashakaji, which literally means hope, was selected.

For publicity of Ashakaji as the Study’s mascot, the launching ceremony was held on August 1, 2004 in which a short-mime related to SWM was performed by five boys who look like Ashakaji, and hoarding boards imprinted with Ashakaji and the message “Turn Your Waste into Cash” were installed at a central location of KMC. However, these hoarding boards were removed by the State Minister of Local Development two weeks later after the launching ceremony due to the strong opposition from the Kathmandu Committee of the Jyapu Mahaguthi.1 According to them, Ashakaji looked like a Jyapu boy holding a broom. Traditionally, Jyapus are farmers and do not carry brooms, which are the symbolic tools of Podes and Chyames considered as lower ethnic groups. They claimed that the broom was not suitable in the hands of a Jyapu boy, which would humiliate their social status. As municipal staff made efforts to ensure the transparency of the Mascot selection process as well as criteria, such a strong opposition was really unexpected among the stakeholders of the Study. Once it appeared in newspapers, a number of NGOs, students, journalists, and citizens who belong to Jyapu communities sent supporting messages to the CKV Study Team, and encouraged the use and promotion of the Mascot with the objectives of promotion of effective SWM in the Kathmandu Valley.

Through a series of meetings with the Jyapu Mahaguthi, it was concluded that the design of Ashakaji would be changed by taking off all attributes that relate to Jyapu tradition such as the flower on his head, his cap, and color of the dress, knots, and shoes.

1 A group of indigenous Jyapu communities. Jyapu is one of the “Newal” ethnic groups who were originally farmers and

have been living in the Kathmandu Valley.




Figure 8.8-1 Old Mascot (Left) and New Mascot (Right)


It was reveled that there is a deep-seated caste segregation in the society of Nepal. The lesson learned from this dispute was that all the stakeholders under the Study should have recognized the current social and political instability and frustrated circumstances in which digressionary dispute or debate about politics, ethnicity, caste and culture might occur. Furthermore, the most important lesson was that persistent dialogue among the stakeholders could lead to a better solution. In this regard, it should be noted that not only the decision makers of the Study but also Focal Points of Pilot Project D as well as TWG members felt a sense of ownership of the Study and made efforts towards settlement of the dispute over the Mascot.

(2) Design and Production of Promotion Materials

Promotional materials are important and useful tools to deliver the desired messages to the public. The Focal Point of Pilot Project D discussed and decided that stickers, notebooks and leaflets would be made targeting children and housewives as primary target groups. They were also involved in creating effective messages on SWM and making the contents of each promotion material based on the knowledge and skills that were gained from the BCC Skill Training as previously mentioned. They also participated in a pre-test of these materials several times. The final products are illustrated below.




Target Audience Participants of Training on SWM

Major Contents Introduction of SWM

Methods of composting

Basic statistics of SWM in Kathmandu

Valley

Notebook

Size A5 size

Number of production 5,000 copies


Figure 8.8-2 Developed Notebook

Target Audience General population who are not familiar

with SWM at the household level

Major Contents Overview of 3R (Reduce, Recycle,

Reuse) Activities at the household level

Messages Why dump garbage, you can make

money

Our waste, our responsibility

Size A4 size

Number of production 10,000 copies


Figure 8.8-3 Developed Leaflet




Target Audience Children

Messages Clean city is our desire

Reduce Reuse Recycle

Plants’ desire, use compost made of

waste

Turn your trash into cash

Dispose of garbage in appropriate

places, make our city clean

Say no to plastic bags

Waste management, our responsibility

Separate garbage at source, make a

compost

Number of production 40,000 sets (1 set = 8 pieces)


Figure 8.8-4 Developed Stickers (A)

Target Audience Particularly housewives and general

population

Messages Separate garbage, you can make a

compost

Why dump garbage, you can make

money

(In Newali lanuage) Why dump

garbage, you can make money

Number of production 15,000 sets (1 set = 3 pieces)


Figure 8.8-5 Developed Stickers (B)




(3) Participatory Planning Training for Mass Communication/Education

Participatory Planning Training for Mass Communication/Education was conducted on August 25-27, 2004, in which 26 municipal and SWMRMC staff participated. They learned the concept and objectives, planning of mass communication as well as social mobilization activities. During the training, they also made a detailed plan of the exhibition on SWM, which was supposed to be undertaken by each municipality during the Public Events as one of the activities of the Pilot Project D. At the end of the three-day training, they discussed appropriate messages on SWM to be used for Public Events as well.

(4) 1st Public Events

Public Events are key components of the Pilot Project D to boost awareness and encourage the general population, especially housewives and children, to be actively involved in SWM activities. More specially, these Public Events focus on enhancement of self-responsibility on SWM and promotion of waste minimization, waste segregation, composting, recycling, and safe and appropriate disposal of reused solid waste. Public Events included a two-day exhibition program with a drama on SWM as well as hands-on-training on 3Rs activities, a painting workshop for hoarding board/wall painting, and radio jingles on effective SWM.

Painting Workshop: Prior to the two-day Exhibition Program, the Painting Workshop was held in each municipality in the middle of October, 2004 in order to familiarize school children with SWM issues, to make them feel their responsibility in SWM, and to explore their talents through art works. There were from 15 to 25 students in 8 to 10 grades from selected private and public schools in each municipality. During the Workshop, the general scenario and issues of SWM were presented by Focal Points. Following that, the students drew pictures of the current and desired situation related to SWM. The art works were displayed in an Exhibition Program, and also served as a basis of the concept for the wall painting in LSMC or hoarding boards in the other four municipalities.

Exhibition Program: In September 2004, each municipality formed a Public Event Organizing Committee (PEOC) comprising the Chief Executive Officer (CEO), Focal Point of Pilot Project D, and relevant municipal staff. This PEOC, in collaboration the JICA Study Team, discussed the details of the two-day program including logistic arrangements, contents of exhibition, and publicity activities through a series of round consultation meetings.

A Press Conference was organized by the CKV Study Team on October 30 with the objective of disseminating detailed information on Public Events and delivering the key message - “Kina Phalne Phohor, Banau Yaslai Mohor (Why dump the garbage, we can make it money)”. Each municipality also carried out various publicity activities by placing different sizes of banners in public places, distributing flyers and invitation letters to local stakeholders, and joining an FM radio program.

The Exhibition Program was successfully launched at Dui Pokhari of MTM from October 31 to November 1, 2004. Following that, it was carried out at Taha Bahal of Kathmandu from November 3 to 4, and at Mangal Bazar of Lalitpur on November 5 and 6. BKM organized it at Bhaktapur Durbar Square on November 18 and 19 while KRM held it at Bagh Bhairav Temple on November 19 and 20, 2004. All the five municipalities organized more or less




the same program highlights (see Box 1). There were various exhibitors’ stalls in which approximately 10 to 12 exhibitors including municipalities, the CKV Study Team, NGOs/CBOs, and local groups displayed different types of community-based composting, paper recycled crafts, products from inorganic waste, eco-sanitation toilets 2 , documents and photos of SWM activities. At the exhibition sites, street drama was performed by local youth clubs two times per day, which delivered the messages that our waste management is our responsibility, and facilitated a number of audiences. Hands-on-Training on composting and making paper products was also performed by local women groups and the municipalities. A game including a quiz on environmental issues was performed for children. These programs were highly publicized through various media including almost all newspapers, TV and Radio programs.

For the two-day exhibition, 3,200 to 4,700 visitors were registered in each municipality. It is assumed that many visitors might not have registered due to heavy flow of people in peak time, and that it might have attracted nearly 4,000 to 5,000 visitors in each municipality. According to the results of a rapid questionnaire filled in by some visitors, most respondents learned about reuse and composting. It was found that the majority of respondents were willing to participate in training on SWM if such opportunities are given.

At the 5th Sharing Meeting held on November 21, 2004, Focal Points evaluated the 1st Public Event by themselves and one another. From the JICA Study Team, some feedback and comments were given for each municipality. Although it was the first time for the municipalities except for KMC to organize such an exhibition, all municipalities were satisfied with their achievement and gained a degree of confidence. Simultaneously, they acknowledged that there was still room for further improvement in terms of contents and management of the Public Event. The major comments and feedback for each municipality are described in Table 8.8-4.

2 They do not use a flush but collect the human waste in a special bin in which it later turns into manure.

Box 1: Program Highlights

<Day 1st > Inauguration at 10:00 am Opening Speech Overview of CKV Study Exhibition Highlight Remarks Drama on Solid Waste Management

<Hamro Phohor, Hamro Jimmewari> (11:00 a.m. & 15:00 p.m.)

Exhibition Program / Hands-on-Training on composting (11:00 a.m.-17:00 p.m.)

<Day 2nd > Exhibition Program / Hands-on-Training on

composting (10:00 a.m.-17:00 p.m.) Drama on Solid Waste Management ～

Hamro Phohor, Hamro Jimmewari ～(11:00 a.m. & 15:00 p.m.)

Closing Ceremony at 17:00 p.m.




Table 8.8-4 Summary of Evaluation and Feedback for 1st Public Events

Municipality Positive things observed Suggestions for further improvement

KMC -Team work among and commitment from municipal staff were excellent

-Various stalls and innovative ideas of ways of exhibition (e.g. model of pie chart of waste composition, demonstration of piling composting, playing a tape recording of songs related to SWM)

-Ashakaji and Ashamaya were good representatives

-High publicity of media

-The strategy for mobilizing more adults in less-exposed communities should be developed.

-Not only community mobilization activities undertaken by CMU but also overall SWM activities such as collection and transportation need to be displayed.

LSMC -Good mobilization for adults and children due to the identification of the appropriate place

-Hands-on-training on composting conducted by WEPCO and CDS was effective

-Opening and closing ceremonies were well organized

-The municipal roles as an organizer and an exhibitor should be strengthened more.

-More involvement of municipal staff into direct demonstration or orientation activities needs to be considered.

-Need to request exhibitors to display and demonstrate more varieties of SWM activities

-Ashakaji should have been there for promotion of CKV mascot.

BKM -Good mobilization for adults and children -The model of composting facility was very attractive and effective

-Introduction of municipal activities on SWM including charts, photos, posters and maps was well displayed

-The municipal role as an organizer should be strengthened more and improved

-More involvement of municipal staff into demonstration or orientation activities needs to be considered

-Hands-on-training on SWM might be more effective and attractive for children or adults

MTM -Good mobilization of school children -Team work among, and commitment from municipal staff as an organizer were excellent

-Orientation for municipal SWM activities and dissemination of basic information on SWM were effective

-Ashakaji was well represented

-The strategy for mobilizing more adults need to be developed

-Hands-on-training on SWM might be more effective and attractive for children or adults.

-Photos with descriptions might be helpful for the audience.

-Waste generated from public events need to be well managed.

KRM -Team work among and commitment from municipal staff were excellent

-The demonstrations and explanations on composting from municipal staff were very effective and helpful

-Both drama and other performance such as song and dance were attractive for the audience

-Hands-on-training on paper bags was attractive for children

-The more innovative way of display needs to be improved.

-Waste generated from public events needs to be well managed.

-The opening ceremony should be short so that the audience can concentrate on it.


Wall Painting and Art Work Hoarding Board: Wall painting or hoarding boards plays a major role in delivering and reinforcing the necessary messages to mass groups of people for a long term. These art works produced by school children at the Painting Workshop were then studied and composed by professional artists to make a final product for Hoarding




Boards and Wall Painting. Due to the lack of availability of other appropriate places, wall painting was only carried out at Lagankhel (Wall of Saajha Yatayat) in LSMC. The size of the wall painting was 15 m x 2 m. In the case of other municipalities, the art works were composed for hoarding boards (2.4 m x 5 m) imprinted with particular features of each municipality, Ashakaji and the message on SWM. Each hoarding board was hung in the ideal locations of respective municipalities in order to deliver the key message that “Kina Phalne Phohor, Banau Yaslai Mohor (Why dump the garbage, we can make it money)”

KMC LSMC

BKM MTM KRM

Figure 8.8-6 Wall Painting and Art Work Hoarding Boards


Radio jingle: The radio is an effective form of mass communication to deliver the messages of the desired attitude and behavior on SWM since it is widely prevalent in Nepal. For a radio jingle, the most popular actor of Nepal Mr. Hari Bannsha Acharya and Ms Sabitri Sharma had given their popular vocals. The jingle has been aired on the most popular FM stations in Kathmandu, such as Radio Sagarmatha, Metro FM, Nepal FM, Star FM, and Paryavaran Chakra ECR FM. This radio jingle is expected to deliver the message that waste can be managed by responsible citizens (See Box 2). Visitors to the 2nd Public Events were randomly selected in different age groups and asked whether they had listened to the above radio jingle or not. It was found that a total of 858 out of 1339 (64%) people had listened to it. There was no significant difference between male and female in their responses. Some of the respondents noted that the radio jingle caught listeners’ ears since Mr. Hari Bannsha Acharya’s vocal was very famous.




BOX 2: Radio Jingles for SWM (Sound of people and vehicles on street, Male carrying a bag of waste to throw and stopping before a notice)

Male: “Throwing waste here will result in a penalty of Rs. 15,000”! Where should I throw this waste?

(Decides not to throw waste there and arrives at another place to find another notice-)

Male: “People who throw waste here are dogs”! I am not a dog and I can’t throw waste here. Where should I go?

(Sound of street being swept)

Male: There used to be a pile of waste here but now it’s clean and tidy. I can’t throw waste here either. I wonder if people have stopped throwing their wastes altogether.

Female: Yes, people have stopped dispersing their waste. Responsible people manage their waste at home by turning organic waste into compost and also by reusing inorganic waste.

(To listeners) “What about you? How do you manage waste?”

Narration: Solid Waste Management Resource Mobilization Center, JICA

Artist; Hari Bansha Acharya and Sabitri Sharma Duration; 53 seconds

(5) 2nd Public Events

Exhibition Program: On the occasion of Earth Day on April 22, 2005, the 2nd Public Events for effective SWM were organized at the end of April and the beginning of May, 2005. Like the 1st Exhibition Program, the five municipalities took initiatives in organizing a two-day exhibition program in coordination with SWMRMC and the JICA Study Team. Based on the experience, feedback and lessons learned from the 1st Public Events, it was decided that the particular focus of the 2nd Exhibition Program would be given as follows:

- Hands-on-Training for compost and recycling would be carried out in order to not only impart knowledge and information on SWM but also provide relevant skills.

- In order to avoid duplicating the items for display, the exhibitors’ stalls would be placed according to theme, such as general issues on SWM, composting, paper recycling and plastic recycling.

- The comprehensive picture like a waste flow needed to be presented in order to help visitors to understand the overall SWM issues.

The exhibitors who had participated in the previous event made efforts to display newly-devised items and demonstrate mini-orientation at their stalls. It was very informative and useful for visitors to understand various SWM issues easily. Some municipalities also organized mini-orientation for making compost and producing materials from plastic and waste paper in coordination with several exhibitors on the stage in order to provide small tips and skills to the audience. It was observed that many visitors filled out the request form for training or purchasing bins at the stalls that demonstrated vermi or bin composting. Local groups such as youth clubs and cultural clubs performed street drama in the local language with messages for stimulating self-responsibility for SWM and attracted large audiences.

Since the press conference was organized for the publicity of the 2nd Public Event before the exhibition, various media, including the majority of daily newspapers, local newspapers, TV and radio programs have covered that exhibition. During two days altogether 1,480 to




6,346 visitors were registered in each municipality. If including unregistered visitors, it was estimated that 3,000 to 7,000 people might have visited the two-day program in each of the five municipalities. The results of the rapid questionnaire filled in by some visitors revealed that a large number of people were willing to take action for source separation and making compost after the exhibition. They also noted that such a program needs to take place once or twice a year.

The feedback and comments from exhibitors, which were shared between exhibitors and municipalities at the meeting held on May 22, 2005, were relatively positive in terms of overall management and content of the exhibition. Most of the exhibitors pointed out that the management, including flow of visitors, space of stalls and identification of preferable venue and the publicity at local levels as well as the coordination between exhibitors and municipality need to be further improved. Focal Points also reviewed the exhibition themselves and evaluated one another at the 7th Sharing Meeting held on May 26, 2005. The Table 8.8-5 summarizes the major comments and feedback.

Women group demonstrating making products from plastic

A number of the audience being attracted by drama

An exhibitor explaining the waste composition by using a pie chart

Table 8.8-5 Summary of Evaluation and Feedback for 2nd Public Events


KMC -Various age groups of visitors -High publicity of media -Good logistic arrangements and support -Appropriate place and sufficient stall space -Waste flow was well presented by KMC -Other various activities (e.g eco-yatra, award) were well conducted for an effective and creative Earth Day.

-The drama on SWM should have been performed

-Miking and radio jingles should have been conducted

-The mini orientation or hands-on training for composting should have been undertaken on the stage or in the space of stalls

-The messages on SWM should have been more emphasized.

LSMC -Overall logistic arrangements and support were well observed.

-Appropriate place and sufficient space -The municipal activities on SWM were well displayed and presented by staff.

-The stage was well utilized by demonstrating mini-orientation and performing song and drama on SWM.

-More involvement of municipal engineers/volunteers for presentation of municipal activities on SWM needs to be considered.

-Too many activities on the stage sometimes disturbed the exhibition stalls. Effective ways of improving this need to be considered.

-Close coordination with various media needs to be improved.





BKM -Good mobilization for adults and children. -The opening ceremony by demonstrating source separation with a tricycle was attractive.

-Good involvement of Nature Clubs in events. -The municipal activities on SWM were well displayed and presented by staff.

-The drama on SWM was attractive.

-The demarcation of responsibilities for logistic arrangements among staff needs to be clarified and improved.

-The source separation, essay contest and Nature Clubs’ street drama should have been highlighted on the exhibition days.

-The way of dealing with massive groups of school students needs to be considered

MTM

-Team work and commitment among municipal staff as an organizer were excellent.

-The municipal activities on SWM were well displayed.

-The street drama on SWM performed by local children was attractive.

-The demonstration on composting performed by NGOs was effective.

-The strategy for mobilizing more housewives needs be developed.

-The municipal activities on SWM should have always been explained by some staff or volunteers.

-More guidance of exhibitors for some newly participating CBOs should have been given

KRM -Many local old people visited -Team work and demarcation of responsibility among the municipal staff were excellent.

-The miking was very effective. -The drama on SWM was effective and attractive

-The mini-orientation of vermi-composting and bin composting in the municipal stall was very informative and effective.

-As an organizer, logistic arrangements including preparation need to be improved.

-The promotion of the plastic collection campaign by the municipality should have been more focused.

-The promotion materials should have been distributed.

-The municipal presentation materials should be described in Nepali..


Kathmandu Valley Clean-up Campaign: Kathmandu Valley Clean-up Campaign was launched on the occasion that Sisdol S/T-LF came into use on World Environment Day, June 5, 2005. This Clean-up Campaign aims i) to impart information and knowledge about Sisdol S/T-LF among the public, to which solid waste generated daily from KMC, LSMC and partially KRM has been taken and ii) to stimulate a sense of self-responsibility for SWM among the public. Each of the five municipalities held several meetings with local stakeholders and the JICA Study Team to identify the areas to be cleaned. Before the Clean-up Campaign, a press conference was organized to disseminate information about the campaign highlights and its detailed schedule, and to give a brief of Sisdol S/T-LF on June 17, 2005.

The Clean-up Campaign was conducted in certain areas of the five municipalities in the early morning from June 18 to 26, 2005. There were 165 to 350 participants in each municipality including municipal staff, local NGOs and CBOs, women groups, Nature Clubs, city volunteers, youth clubs, colleges and schools. Caps imprinted with Ashakaji and several cleaning tools were distributed to participants.

Most of the collected waste, having a volume between half a truck and 6 trucks, was carried to Teku T/S and was taken to Sisdol S/T-LF for its disposal. Although it was a one-day clean-up campaign, it contributed to encouraging local people to keep their city clean and not to dump their waste haphazardly. It also provided an opportunity that enabled the Focal Point of the five municipalities to gain know-how of organizing such a campaign effectively.




8.8.3 D-3: Practice of Interpersonal Communication and Education


(1) Preparation Work for Formation of Nature Clubs

Kickoff Meeting: A kickoff meeting was held on July 9, 2004 in BKM in order to discuss and confirm the activities of Pilot Project D-3 with the JICA Study Team and Environmental Camps for Conservation Awareness (ECCA). The concept of formation and mobilization of Nature Clubs targeting school children was discussed focusing on the fact that trained children would be good facilitators or peer educators who could impart acquired knowledge and information on SWM to their friends, family and community members through interpersonal communication channels. Through discussions, it was agreed that the target communities for Pilot Project D-3 should be selected from the same wards as Pilot Project A-1.1 Practice of Source-Separated Collection.

Baseline Survey: The baseline survey was conducted at the end of July 2004 with the objective of assessing the level of knowledge, attitude and practice on SWM among the target communities. The survey covering 156 HHs in the five wards in total revealed that the level of local participation in community-based SWM activities was very limited although the respondents felt the necessity of community participation. The need for provision of an awareness raising program and training on SWM was also identified among the target HHs. Considering positive attitudes towards public involvement in SWM and the collection route, BKM finally decided to select Tan: Tanani of Ward 14, Itachhen of Ward 15, and Bharbacho of Ward 17 as target areas for Pilot Project D-3.

Citizen Workshop and Group Formation: A two-day Citizen Workshop was held in August, 2004. A total of 34 participants including local people, ex-ward representatives, teachers, youth volunteers in three target wards, and municipal staff shared the results of the baseline survey and discussed the detail of Pilot Project D-3.

In order to monitor the activities of Pilot Project D-3 as well as A-1.1 and to give necessary assistance for better results at ward level, a Core Group comprising 11 to 19 members was formed in each target ward. Most of the members are farmers and teachers. They also selected one Group Leader who would make a decision about the community activities including Pilot Projects and give advice to the Facilitator (to be mentioned in the following section).

Counselor Training Camp (CTC): The Counselor Training Camp (CTC) was held in September 2004 for those who had a strong desire to support Nature Clubs and other SWM activities as Counselors under the Pilot Project D-3. There were a total of 23 participants including university/college students, teachers, and municipal staff living in the target wards. The camp covered various topics including the existing situation and future approaches of BKM on SWM, communication for coordination, 3R activities, community mobilization strategy and team work. During the camp, one young person was selected as Facilitator in each of the three wards. It was expected that these Facilitators would act as a bridge between the Core Group and Nature Clubs, and help design Nature Club’s activities and carry out them.




Camp for Children and Formation of Nature Clubs: A three-day camp was undertaken for school children on September 16-18, 2004. Altogether 24 children attended it from the three schools and the three target toles. They learned the current situation of SWM in BKM and the concept of reduce, reuse and recycle as well as source separation. They also developed creative skills by making various products made from waste materials. In the last day of the Camp, they learned the role and task of the Executive Committee of a Nature Club as well as the duties and responsibilities of other members of a Nature Club. Finally, six Nature Clubs were established.

As Figure 8.8-7 illustrates, three clubs were formed in schools while the rest were formed in each tole. Core Group in each of the three wards, which was formulated at the Citizen Workshop, was given responsibility to support the Nature Club’s activities. The Facilitator, who is a Counselor, acts as a bridge between the Core Group and Nature Clubs.

Itachhen Tole in Ward 15

Shree Gyan BijayaLower Sec. School

Tanani Tole in Ward 14

Bharbacho Tole in Ward 17

: Nature Clubs in School

: Nature Clubs in Tole

: Core Group

: Group Leader

: Facilitator

: Counselors

: Community

: Sharing , Interpersonal Communication

Bhaktapur Municipality

support

support support

Shree Tara Lower Sec. School

support

Shree GaneshLower Sec. School

Itachhen Tole in Ward 15

Shree Gyan BijayaLower Sec. School

Tanani Tole in Ward 14

Bharbacho Tole in Ward 17

: Nature Clubs in School

: Nature Clubs in Tole

: Core Group

: Group Leader

: Facilitator

: Counselors

: Community

: Sharing , Interpersonal Communication

Bhaktapur Municipality

support

support support

Shree Tara Lower Sec. School

support

Shree GaneshLower Sec. School

Figure 8.8-7 Nature Clubs and Supporting Stakeholders


(2) Supporting Program for Nature Clubs

One-day Field Visit: A one-day field visit program was organized for members of Nature Clubs three times on September 26, 2004, April 8 and April 15, 2005 in order to exposure them to various initiatives related to 3Rs activities in the Kathmandu Valley. They visited a paper recycling facility and a NGO who provides training for making products from waste in BKM, the community composting facility in Rato Pool, the vermi-composting site and some households using bin-composting in KMC.

Workshop on Product Making from Waste: The workshop on product making from waste took place for Nature Clubs with the technical support of Prayatna-Nepal, a local NGO, on October 1-2, 2004. All together 25 members attended and learned some tips for producing a variety of products from reused goods. They enjoyed making various products such as animals, flowers, greeting cards and monuments, which were made from waste plastics or




paper. These developed products were displayed at the 1st and 2nd Exhibition Programs held as part of Pilot Project D-2 in BKM.

Distribution of Handbook: It is generally recognized that peer education through interpersonal communication channels can be more effective when peer educators deliver the information and knowledge about certain issues by using small printing media such as leaflets, booklets and flipcharts. Thus, a handbook on SWM containing recycling options with illustrations was developed. The members of Nature Clubs were given this handbook and encouraged to give the information on ways of reducing waste to their friends, family and neighbors.

Interaction with BABA Club: The interaction program with BABA Club, i.e. Nature Clubs established in KMC, was held on April 2005. Eleven children from BABA Club and 35 children from BKM’s Nature Clubs participated in this program. All the Nature Club members shared their feelings on the benefit of being Nature Club members as well as successful activities. Their challenges and practical solutions were also discussed among the children. At the end of the program, Nature Clubs in BKM designed a three-month action plan with the help of BABA Club.

Essay Competition: On the occasion of Earth Day, the On the Spot Inter-School Essay Competition was organized with the partnership of BKM. The program was conducted in two categories, the first one was of classes 6-8, and the second one was of classes 9-10. There were altogether 62 students from 19 schools including members of Nature Clubs. The participants were given the following topics separately and wrote their essay for an hour.

- Category I : Role of students in clean up and solid waste management - Category II : Role of solid waste management in an environment improvement

The papers were checked by a newly-formed committee comprising BKM, ECCA and other external resource persons in the areas of presentation, language, and subject matter. The committee checked the top ten copies in each category and declared the winners. On May 20, 2005, the certificates were distributed to all the participating schools, and the Ashakaji trophy specially designed for the program was given to the winner of both categories.

Talk Program: The first talk program was conducted by inviting an expert for waste management and insulator on May 7, 2005. A total of 36 members of Nature Clubs attended it and were encouraged to promote waste minimization and separation at source for effective SWM. The second talk was carried out on June 14, 2005 in which altogether 29 Nature Club members participated. The participants learned the effect of daily produce waste and the ways of prevention and minimization of unnecessary packages.

Installation of Paper Recycling Facility: With the educational objective of giving the concept of recycling and SWM, one paper recycling facility was installed at Shree Gyan Bijaya Lower Secondary School in Ward 15. After installation, two-day hands-on training on paper making and other products was undertaken. The participating members of Nature Clubs learned the methods of making recycled paper from the waste paper. They enjoyed making the recycled paper and paper products such as bags and photo stands.




Drama: In order to deliver the messages on SWM, the members of Nature Clubs have practiced performing drama. The first drama show was performed at the prize distribution program for the essay competition. The message was that waste could be managed at the household and community levels. They also performed the show at school programs and in the communities on the occasion of Environment Day on June 5, 2005.

Nature Club Interaction Program: The interaction program among 6 Nature Clubs was conducted on August 13, 2005 with the participation of 28 Nature Clubs’ members, guide teachers and facilitators of Core Groups. Each Nature Club presented their previous activities and shared with one another the experiences and challenges faced during their activities. During this program, they formed a committee involving two members, i.e. the Chairman and Secretary, of each club with the objectives of sharing programs and supporting one another to make the program effective and sustainable. It was also decided that each Nature Club would organize an interaction program in which other Nature Clubs could participate every two months.

(3) Programs for Building a Supporting Mechanism for Nature Clubs

Successful Nature Clubs call for a supporting mechanism in schools or communities. More specifically, monitoring and guidance from school teachers and community members is required to support their activities. Since Nature Clubs were established in both schools and communities, several activities targeting school and community stakeholders were carried out as shown below:

School Visit and Orientation for School Teachers: The three target schools were visited by BKM and Nature Club in September, 2004 with the objective of promoting a better understanding of Nature Clubs’ activities among the principles and teachers. In addition, a one-day orientation program was also carried out on October 9, 2004 for the principles and teachers of the target schools.

Interaction with Core Groups: Although the Core Group was formed in each tole, its members, except for Facilitators and several Counselors, were not actively involved in various activities for supporting Nature Clubs at the beginning. Through a series of interactions with Core Groups, it was found that the majority of community people including the members of the Core Group became ready to help the Nature Clubs’ activities and to promote interpersonal communication and education on SWM voluntarily. It was proposed finally that the Core Groups would take the responsibility of all planned programs and implement these programs themselves. The members of Core Groups were very positive towards this proposal and took the lead in organizing a field visit, talk program and essay competition in coordination with the concerned people and organizations.

Training on Management of House Waste: One-day training on management of house waste was given to housewives in three target toles respectively at the end of December 2004 by inviting staff from CMU/KMC. Following this training, a field visit was organized as a follow-up activity on July 13, 2005 to observe different composting activities in different places. A total of 20 housewives participated in this program and visited a KMC




vermi-composting site, household bin composting, and a community composting plant in Rato Pul.

Composting Bin Distribution: The composting bins were distributed to some households and schools in Wards 14, 15, and 17. During the distribution, members of Nature Clubs gave a short brief on the use of composting bins. In particular, the Sun Shine School in Ward 17 has become interested in them after the interaction program with the Ganesh Nature Clubs and those who had sufficient space started bin composting.

(4) Activities Undertaken by Nature Clubs

A seed money, Rs 5,000, was given to all the Nature Clubs for implementing their activities. The money was handed over to the schools or the facilitator of Core Groups. The Nature Clubs implemented a variety of activities with the help of Core Groups and school teachers under the supervision of staff of BKM. The major activities are described below.

Table 8.8-6 Summary of Nature Clubs’ Activities

Nature Club Major Activities

Tara Nature Club (School)

- Quiz contest in the school - Visit day care center and observe the cleanness

Ward 14

Ta: Nani Nature Club

(Community)

- Inter Nature Club Quiz contest - Clean up program in tole - Participation in the bucket distribution for Source Separation conducted by

BKM/the Study - Participate and be involved in the different activities organized by BKM - Participate in the exhibition organized by the Study/BKM

Gyan Bijaya Nautre Club

(School)

- Publishing a magazine covering environmental issues with the support from BKM/CKV and other private organizations like shops

- Clean up program in school premises - Different sport competition inside the school - Prize distribution program - Participate and involved in the different activities organized by BKM - Participate in the exhibition organized by the Study/BKM - Sharing program with other school students and teachers after participation in

the different activities

Ward 15

Itachhen Nature Club

(Community)

- Tole clean up program - Inter nature club handicraft (made from the waste materials) competition - Prize distribution program of inter nature club handicraft competition - Participate and be involved in the different activities organized by BKM - Participate in the exhibition organized by the Study/BKM




Nature Club Major Activities

Shree Ganesh Nature Club

(School)

- Quiz competition in school - Various sports competitions - Clean up program in surroundings and inside school buildings - Sharing program with other school students and teachers after participation in

the different activities - Clean up program and rally in wards no 14, 15 and 17 organized by the

Study/BKM - Interaction program with Sunshine school students

Ward 17

Bharbacho Nature Club

(Community)

- Tole clean up program - Handicraft (product for the waste materials) training to the other friends - Participated in the bin and bucket distribution for Source Separation conducted

by BKM/the Study - Organized various sports competitions - Sharing program with other friends after participation in the different activities - Participate and be involved in the different activities organized by BKM - Participate in the exhibition organized by the Study/BKM


It should be noted that Sunshine School in Ward 17 was impressed by Shree Ganesh Nature Club during the interaction program, and established a Nature Club in their school.

(5) Impact Survey

The impact survey was conducted in May 2005 with the objective of identifying the outcome of Nature Clubs in terms of the interpersonal communication and education approach. The Khwopa College volunteers and local volunteers conducted the field interview for the randomly selected people of different groups with the use of the developed questionnaire.

Table 8.8-7 Sample Size of Impact Survey

SN Item Ward 14 Ward 15 Ward 17 Total no. of respondents

1 Non nature club member students 0* 20 17 37 2 Nature club members

(Nature Club members in school) (Nature Club members in community)

6 (0**) (6)

15 (12) (3)

12 (7) (5)

33 (19) (14)

3 Teachers 0* 6 6 12 4 Core Group members 4 6 6 16 5 Community members 21 25 34 80

Total no. of respondents 25 72 75 178 Note: *Unfortunately, the Impact Survey could not cover these groups. **In the case of Ward 14, only members of the community Nature Club were interviewed. Source: JICA Study Team

The results and conclusions drawn from the impact survey are summarized below.

Although the implementation period was very short, Nature Clubs in BKM have been well recognized and positively appreciated by different categories of respondents interviewed. It was found that the awareness activities done by the children of Nature Clubs were very effective. The majority of them shared the new things and information among their family members first, and then to their friends and other people. Children can easily deliver the messages and information on SWM to their family members. In order to make Nature Club




play a greater role of effective agents who can impart knowledge and information on SWM to other friends and community people through interpersonal communication channels, more specific skills including communication need to be provided to them.

As most Nature Club members pointed out, it was easier for them to carry out various activities in schools rather than in communities. It was found that the support from the teachers and schools helped to make the program of Nature Clubs more effective and successful. Further, schools could incorporate their Nature Club activities in their school annual calendar.

Most of the respondents in different categories reported that no significant difference between “Community Nature Clubs” and “School Nature Clubs” was found from the point of view of impact of delivering information and messages on SWM. However, the scope or areas of their activities was different from one to another. The Community Nature Clubs focus their activities in the community only while the School Nature Club implements the program in both community and school.

Nature Club activities have brought about positive effects to its members. 67% of respondents interviewed felt that their study had been improved, and close to 60% of respondents reported that their self-confidence was enhanced through the Nature Club activities. The majority of members interviewed who faced challenges (74%) reported that they solved problems or challenges by discussing among the members first rather than consulting with teachers or other people.

Regardless of wherever activities take place, the supporting mechanism from stakeholders such as school teachers, municipalities, communities or parents is the key to an effective Nature Club. The coordination mechanism with different supporting stakeholders is also essential for sustainability of a Nature Club.

(6) Citizen Level Sharing Activities

In order to review the activities of Pilot Project D-3 and discuss its sustainability, a citizen level sharing meeting was organized on August 12, 2005. There were altogether 51 participants including BKM staff, ex-ward representatives, teachers, youth volunteers, waste collectors, and other key local people of target wards. During the session, it was found that the concern remained over whether the sustainability of Nature Clubs’ activities and other activities such as source separation can be ensured after the Study. As a result of the discussion, the participants agreed that BKM would assign a staff as a focal point in charge of monitoring and evaluation of the Nature Club program and coordination with Core Groups.

8.9 Results of Pilot Projects E: Development of Operation and Management Capacities

8.9.1 E-1: Training of Action Plan Operational Management


During the Training Needs Analysis (TNA) exercise conducted by the JICA Study Team in February/March 2004, all five municipalities expressed a strong need to enhance their strategic planning and operational management capacities for a more effective delivery of




SWM services. Furthermore, in order to maximize any gains in SWM technical capacities, parallel strengthening of municipal capacities such as annual planning, monitoring and evaluation, and budgeting was essential (see Chapter 7). In order to address such needs, Pilot Project E-1 was designed with the following two objectives: 1) to strengthen operational management capacities of the municipalities to ensure effective implementation of Action Plans on SWM, and 2) to support the municipalities foster a culture of accountability within operational practices for overall improved performance.

Operational management capacities cannot be developed effectively only through conventional classroom style training. Rather it requires interventions at the organizational level, where appropriate processes and procedures need to be introduced, standardized, internalized, and implemented by various levels of human resources. Such an approach needs to involve as many staff as possible in the operational units, and should provide opportunities for discussion and consensus building on new practices.

Subsequently, the Pilot Project E-1 consisted of the Training Component with eight modules and supplementary Support to Organizational Development (OD Support) packages, aimed to develop applicable management tools and/or operational systems/procedures (e.g. restructuring plan and staffing arrangement, operational manuals, budget monitoring systems, information management strategies, etc.) that would facilitate SWM operations.

1) Training Components

Eight training modules, which consisted of one to two day training and half-day follow up sessions after an interval period, were completed. All sessions were held at each municipality office to encourage maximum participation.

The primary target groups of the training modules were the T/F members and respective Departments/Sections responsible for SWM services within the five municipalities. Any other participants identified by the municipalities were also included.

The training sessions were designed to provide an opportunity not just for individual learning, but to encourage problem solving and coordination within the context of respective municipalities. Each training module consisted of a half-day ‘peer lecture’ by resource persons and half-day facilitated discussions where practical outputs (either at systems/procedures/practice level) were devised, agreed upon, and introduced for organizational improvement.

Half-day follow up sessions were utilized to check application and effectiveness/usefulness of the workshop outputs. Outputs of each training module built on one another so that by the end of the Pilot Project, it was expected that the basic operational management framework for Action Plans on SWM would be in place at each municipality.

Following are the session schedules and course content of the eight training modules.

a. Module 1: Operationalization of Action Plans (SWM Action Plan Kick off Workshop)

Session Schedule KMC LSMC BKM MTM KRM Training July 8, 9, 2004 July 5, 6 July 11, 12 July 14 July 15 Follow Up July 29, 2004 July 20 July 28 July 28 July 29 # of Participants 26 16 18 12 6




- Revisiting of respective DfA/Ps, collectively reviewing of contents and making comments/revisions if necessary.

- Confirmation of current organizational structure, functions and staffing arrangements.

- Breakdown new activities under the DfA/P into tasks and re-assign them to appropriate departments and/or staff.

- Formulation of Annual Work Plans with assignment of responsible staff. - Identification of major issues in the implementation of Annual Work Plans.

b. Module 2: Setting up of SWM Monitoring and Evaluation (M&E) System and Introduction of Management by Accountability

Session Schedule KMC LSMC BKM MTM KRM Training August 3, 2004 August 9 August 4 August 5 August 6 Follow Up August 23, 2004 August 23 August 24 August 24 August 29 # of Participants 13 10 18 14 6

- Definition and importance of monitoring and evaluation. - Introduction of the concept of accountability, and how it could be mainstreamed into

a management system. - Assessment of existing monitoring sessions - Introduction of monitoring framework for SWM activities

c. Module 3: Program Based Budgeting and Expenditure Monitoring

Session Schedule KMC LSMC BKM MTM KRM Training Sept 24, 2004 Sept 8 Sept 5 July 6 July 7 Follow Up Oct 6, 2004 Sept 23 Sept 23 Oct 1 Sept 22 # of Participants 7 6 10 11 5

- Basic concept and significance of program budgeting in operational management - Various approaches to budgeting - Introduction of guideline on program based budgeting - Group work and presentation of respective program budget and budgeting for

Annual Work Plans - Tools for expenditure monitoring

d. Module 4: Leadership Development and Office Management (Target Municipality:

KMC only)

Session Schedule KMC Training Oct 4, 2004Follow Up Oct 12, 2004# of Participants 8

- Introduction of the concept of leadership in the context of organizational

development and managing change processes. - Description of leadership framework, various approaches, and leadership assessment

of individual staff in KMC.




- Group work on effective office management (Communication, Information Management, Filing, Coordination among Sections and Units in the Environment Department)

e. Module 5: Engendering Public Private Sector Partnerships (PPP)

Session Schedule KMC LSMC BKM MTM KRM Training Nov 18, 2004 Nov 19 Nov 21 Nov 17 Nov 16 Follow Up Nov 26, 2004 Nov 30 Dec 1 Nov 30 Dec 1

- Introduction and rationale for PPP - Various PPP approaches modalities. PPP operational procedures and role of

municipalities in SWM. - Issues in SWM and identification of possible areas/components of SWM for PPP

and Identification of PPP transaction modality for SWM. - Discussion on specific framework/tools/procedures municipalities need to introduce

to increase PPP arrangements - Formulation of municipal Future Course of Action in enhancing PPP.

f. Module 6: Human Resource Management and Development

Session Schedule KMC LSMC BKM MTM KRM Training Dec 23, 2004 Dec 24 Dec 26 Dec 27 Dec 28 Follow Up Jan 26, 2005 Mar 10 Jan 20 Jan 27 Jan 14

- Human Resource Management and Organizational System - Defining Organizational Structure and Functions - Job Assessment and Defining Positions - Defining Job Descriptions of Major Positions - Review and presentation of Organizational Structure, Posts, and Job Descriptions

g. Module 7: Managing Stakeholder Expectations and Conflict Management (Target

municipality: KMC, LSMC, BKM only)

Session Schedule KMC LSMC BKM Training February 4, 2005 February 3 February 6 Follow Up February 28, 2005 March 8 March 1

- Overview of Conflict Theories: Definition of Conflict and causes - Means to manage Conflict - Facilitation/negotiation skills for conflict management - Assessment of Conflict Situation in SWM - Conflict Management Plan (Measures to Manage Conflict)




h. Module 8: Self Evaluation Exercise and Annual Work Plan and Budget Formulation for FY2005/06 (20623)

Session Schedule KMC LSMC BKM MTM KRM Training Apr 12, May

20, 2005 Apr 21, 22 May 24, 25 May 16, 17 May 18, 19

Follow Up Apr 27, May 3, 9, 2005

Apr 28 May 11 June 1

June 1 May 2 May 2

- Review of Planning, Monitoring and Evaluation Cycle - Evaluation of FY’2004/05 (2061/62) SWM Program vis-à-vis Annual Work Plan - Review of the Short Term Activities of DfA/P and prioritization for FY2005/06

(2062/63) - Formulation of Annual Work Plan for FY2005/06 (2062/63) with assignment of

responsible staff - Formulation of program-based budget for FY2005/06 (2062/63)

2) Support for Organizational Development (OD Support)

The OD Support component was aimed to supplement the Training Component under Pilot Project E-1 to initiate some specific improvements in municipal operational management systems. The contents of the support packages were usually identified through the discussions held at the training sessions and were developed in full consultation with the municipal task force members.

All OD Support packages were initiated based on a proposal submitted from the municipalities requesting assistance in resolving a specific issue. In response to the proposals, the problem solving processes and introduced a new management tool/operational system were facilitated following the steps below:

Step 1: Situation /Problem analysis of the current operational system/structure Step 2: Definition of a desired state Step 3: Recommendation of new management tools/operational systems or procedures Step 4: Simulation and testing of the suggested management tools/operational systems

or procedures Step 5: Facilitate stakeholder meeting and achieve consensus Step 6: Rolling out of new management tools/operational systems or procedures

Table 8.9-1 shows the OD Support Packages implemented in the five municipalities.

Table 8.9-1 List of OD Support Packages

Municipality Requested Support

KMC Restructuring and preparation of staffing arrangements for Environment Dept. LSMC Enhanced coordination among SWM task force members within the municipality BKM Support and guide to prepare TOR of the SWM Task Force MTM Restructuring of MTM and preparations of TORs KRM Support to Kirtipur Municipality for restructuring organization with reference to SWM


3 Nepalese Year





1) Workshop Evaluations

After each training session, an evaluation sheet was distributed to collect overall reaction of the participants to assess how the session met their needs and interests. Items which the evaluation covered were relevancy, interest, applicability and overall usefulness of the course content in all eight modules.

33.13.23.33.43.53.63.73.83.9

44.14.24.34.44.54.64.7

Module1

Module2

Module3

Module4

Module5

Module6

Module7

Module8

RelevancyInterest

UsefulnessApplicability

Figure 8.9-1 Training Evaluation By the Participants


The evaluation was rated based on a five-point scale, and an average weighted score was calculated for each module, per evaluation item for all five municipalities4. As observed in the above Figure 8.9-1, in general, all training modules scored fairly high with scores in all evaluation items falling between the score of 3.7 and 4.6. Many participants perceived a fairly high degree of relevancy, usefulness, and applicability of the training content, whenever they were interested in the course contents. It could also be observed that throughout the whole training program, participants admit the relevancy and applicability of the course content vis-a-vis their day-to-day tasks. However, the participants were not as convinced on the usefulness of the knowledge and tools introduced.

It is interesting to highlight that Module 7 on Conflict Management achieved the highest level of interest, relevance and usefulness, possibly reflecting the current political instability in-country and the high level of contingency which the T/F members are forced to work in day-to-day.

In addition to the four criteria, other factors, such as course delivery and design, communication skills of the instructor, and scheduling were evaluated. In general high ratings were given to the overall course delivery and especially the communication skills of the instructors, whereas regarding the timing and the length of the course, participants felt that there was some room for improvement.

4 Excluding Module 4 where it only targeted KMC and Module 7 where it targeted KMC, LSMC and BKM.




2) Specific Outcomes Achieved in E-1 Training Components

a. Comments from Municipalities on respective Draft Action Plans

During the first module, each municipality conducted a thorough review of the DfA/Ps since not all municipality staff concerned were familiar with the content. Many clarifications had to be made, mostly matters stemming from misunderstanding due the language problem5.

b. Job Responsibilities Matrix for Action Plan Implementation

Based on their understanding of the DfA/Ps, the municipality staff concerned discussed among themselves in order to re-assign various components of the A/Ps to responsible persons. Depending upon the municipality, the assignment was made either to relevant sections/departments or individual staff. In most cases, external partners that could be involved in carrying out the tasks were also mentioned.

c. Annual Work Plans for FY2004/05 (2061/62)

As the core output from the first training module, each municipality drafted their Annual Work Plan for SWM for fiscal year 2061 (July 2004-July 2005). These Work Plans aimed to consolidate all SWM related activities from relevant departments/sections into one format to ensure that the SWM program was both comprehensive and mutually exclusive covering areas of collection and transportation, waste minimization, final disposal planning and operation, public awareness and behavior change communication and education, and organizational/institutional development. Each Work Plan consisted of the following three parts:

- Programs to be implemented under the Pilot Projects - Preparatory activities for the start of Action Plan Implementation in FY2004/05

(2061/62) (to be implemented with municipal resources) - FY2004/05 (2061/62) Annual Activities

d. Monitoring and Evaluation Framework

During Module 2, Monitoring and Evaluation (M&E) frameworks were developed to monitor progress on the Annual Work Plans. Three forms were introduced (Annual Work Plan Activity Monitoring Framework, Progress Bar Charts, Monthly Monitoring Forms) not only to record the timing of each activity but also describe the underlying factors that influence the achievements of these activities. Each municipality produced a schedule to introduce the monitoring tools with the annual monitoring plan.

e. Program Based Budgets for FY2004/05 (2061/62)

As outputs of Module 3, Program Based Budgets were prepared for the Annual Work Plans to make sure that budget provision would cover all activities identified for FY2004/05 (2061/62).

f. SWM PPP Short Term Strategies

During Module 5, each municipality identified potential areas for PPP in SWM services, as well as existing problems. Based on this analysis, each municipality produced a short-term strategic framework with priority objectives and specific actions to be implemented.

5 All draft A/Ps were drafted in English. However, not all municipality staff concerned had full command of the English

language.




g. Conflict Maps and Basic Strategic options/consideration for conflict transformation on municipal-specific topics

From Module 7, three participating municipalities, KMC, LSMC and BKM initially identified the following three possible conflicts that the municipalities are facing with reference to SWM

KMC: Management of Sisdol Landfill Site LSMC: Management of Sisdol Landfill Site BKM: Development of Taikabu Landfill Site

For the above possible conflict areas each municipality identified the key stakeholders, and mapped out the type of relations held between each other. Based on the conflict maps, recommendations were made to transform the conflicts.

h. Self Evaluation by Each Municipality for FY2004/05 (2061/62)

During Module 8, achievement levels of the Annual Work Plan of all five municipalities were thoroughly reviewed and recorded. Based on the results, task force members were requested to evaluate their annual performance especially in regards to:

-Achievements on SWM Program Implementation -Weaknesses on SWM Program Implementation -Lessons Learned

i. SWM Annual Work Plans and Program-Based Budgets for FY2005/06 (2062/63)

The five municipalities formulated their respective Annual Work Plan and Program-Based Budget for the upcoming fiscal year. In contrast to the plans from FY 2061, where a large component consisted of Pilot Projects, the municipalities drafted plans for the next year by prioritizing short-term activities from their respective Action Plans on SWM, and breaking them down into annual activities. In this process, linkages between the Action Plans on SWM and Annual Work Plans were reinforced. Also lessons learned from the implementation of the Annual Work Plans from FY2061 were reviewed and reflected in the new plans. Based on the Annual Work Plans, Program-Based Budgets were formulated for FY2005/06 (2062/63).

3) Specific Outputs Achieved in OD Support Packages

a. Restructuring Plan, Staffing Arrangements and Job Descriptions for KMC

In September 2004 KMC requested the Study to undertake an OD Support program to streamline the basic organizational and staffing issues within the Department of Environment. The formulation of the Action Plan on SWM and the development of Sisdol S/T-LF demanded better institutional readiness to absorb the new responsibilities generated through the increased activities in SWM. The Environment Department, with its three sections (Solid Waste Management Section, Mechanical Section and Urban Environment Section) showed uneven distribution of responsibilities and workload. The restructuring especially focused on alleviating the management of SWM Section, which had been burdened with both a high number of staff and a wide range of responsibilities.

The proposed structure strengthens the Department's secretariat for effective decision-making and implementation of such decisions. Keeping in view the new and additional roles to be played by the Department, a new section called Disposal Facility Management Section was proposed. This section will take charge of the management of




Sisdol S/T-LF and eventually the development of a long-term landfill site. The functions of the SWM Section were also streamlined by creating specialized units. These units are Planning and Monitoring Unit, Collection and Transportation Unit, Special Waste Unit, and Community Mobilization Unit. In line with the new structure, and based on the assessment of existing workload for various functions, a new staffing arrangement was proposed with Terms of Reference for each Section and its Units.

b. Terms of Reference of the SWM Task Force in LSMC and BKM

Unlike KMC where one Section specializing on SWM existed, it was observed that municipalities such as LSMC and BKM did not have the internal mechanisms in place to hold accountable the implementation of the Action Plan on SWM. From the organizational perspective, the responsibilities entailed in the A/P implementation required the participation of at least three sections: Environment and Sanitation, Planning, and the Social/Community Mobilization. Subsequently both municipalities established the inter-sectional SWM T/F. In order to address this matter, OD Support packages were implemented at both municipalities, to develop a Terms of Reference for the SWM T/F within the two municipalities. Through clarification of the roles and responsibilities, and operational modality of the SWM T/F and its members, accountability within the respective T/Fs was enhanced.

c. Restructuring Plan, Staffing Arrangements and Job Descriptions for MTM and KRM

The two smallest of the five municipalities, MTM and KRM, had very simple organigrams reflecting their limited capacities. Both municipalities lacked the structure to address SWM matters; and staff had to share their time to carry out responsibilities in various topics without specific job descriptions. In order to address such situation, the Study provided support to both municipalities to identify new organigrams that were adjusted to match the existing priority issues, such as SWM, and recommended appropriate staffing arrangements with job descriptions for main sections and sub-sections. The proposed organigram for both municipalities opted for a practical approach, taking into consideration the shortage human resources, for which there is no easy solution in the short-term. MTM included a SWM Sub-Section within the existing Community Mobilization Section and in KRM, a SWM Unit was proposed within the Planning Section.

4) Outcome of Activities

a. Individual Learning

The most immediate outcome of the Training Component was the individual learning achieved by each of the participants. At each of the follow up sessions, the participants were requested to take a simple test that would indicate how much learning was achieved on training content. The results have been quite promising as shown in the below Figure 8.9-2.




88

10098

88

95

78

8886

98

95

91

95 9698

87

96

87

9798

95

85

80

85

80

95

70

75

80

85

90

95

100

Module 1 Module 2 Module 3 Module 4 Module 5 Module 6 Module 7 Module 8

Lear

ning

Res

ults

(%)

KMCLSMCBKMMTMKRM

Figure 8.9-2 Learning Levels of Participants

Source JICA Study Team

Since each module presented a new topic, the scores between modules should not be compared, except for Module 1 and 8 (Formulation of Annual Work Plans), where the training contents overlapped. In this regard, in Module 8, aside from KMC, all municipalities achieved higher scores than in Module 1. The reason behind KMC’s relatively lower learning levels compared to other municipalities may be that, not all training sessions had the same staff participating all the time, thus lowering accumulation of knowledge regarding the training contents.

b. Internalization of Draft Action Plans and Assignment of Responsibilities for Operationalization

At the time of Training Module 1, some municipality staff were still under the impression that the A/Ps were for the JICA Study Team to implement with some contribution on the part of municipalities. However, through the process of reviewing and active sharing of comments on the DfA/P, and assigning responsibilities to relevant sections/staff, a gradual shift in perception was observed. Especially with the task assignment exercise where accountability lines were made clear in regards to each strategy of the A/P, slow but sure internalization of the DfA/Ps and gradual increase of a sense of ownership became apparent.

c. Structures in place in Municipalities for Action Plan Implementation

As observed in the current organizational set up of the five municipalities, all but KMC had no clear designation of a section that could address areas necessary for implementing the A/P on SWM. In order to address this, two strategies were taken by the project. For mid-size municipalities such as LSMC and BKM with sections already well established within respective areas, i.e. Planning, Community Development, Sanitation, rather than proposing a new organigram, steps were taken to strengthen the T/F as the inter-sectoral coordination mechanism, and placed that institution as the primary responsible body to implement SWM A/Ps. In conjunction with the process undertaken to formulate and finalize the T/F TORs, major improvements were observed in regards to the activities of the T/Fs. Both in LSMC and BKM, the Member Secretary of the T/F was appointed to convene the meetings and keep regular records of discussion. The CEOs of the respective municipalities regularly participated in the T/F meetings, and in both municipalities, a new acknowledgment has




emerged among the T/F members that this institution will act as the main mechanism to review issues and make municipal decisions on SWM matters.

For smaller municipalities, MTM and KRM, where there was some flexibility on the part of the municipality to revise the current organigram, a new institutional set up was proposed. Since staffing arrangements cannot match the new organigram just yet, the purpose of this restructuring was mainly to show the way for the municipality to gradually grow its capacity in the field of SWM. Due to the shortage of human resources, neither MTM nor KRM, has yet been able to assign a full time staff member, although they have officially designated two staff each under the new SWM Sub-Section/Unit.

d. Mechanisms in place in Municipalities for Action Plan Implementation

All five municipalities underwent the exercise of formulating Annual Work Plans twice for both FY2004/05 (2061/62) and FY2005/06 (2062/63). By explicating detailed activities in regards to implementation schedule, detailed budget, and responsible persons, the Annual Work Plan also served to enhance accountability measures. Usually at the planning phase, the municipal staff appreciated the fact that they have a detailed work plan in place at the beginning of the year. However as observed during the Pilot Project phase of FY2061, the level at which these Annual Work Plans were utilized as an operational management tool varied from one municipality to another. For example, the Community Mobilization Unit within KMC, which already had a functional annual planning system in place, reported that they use the Annual Work Plan to breakdown and abstract necessary monthly tasks to be implemented by each staff member; thus are being referred to quite often. For other municipalities and sections, some have confessed that they did not refer back to the Annual Work Plans except during the Training Sessions conducted under this Pilot Project. This could be attributed to the fact that in general, municipalities do not have the practice of formulating Annual Work Plans for any sectors, and staff are not used to carrying out daily responsibilities based on a fixed plan.

e. Budgets Programmed and Allocated for Fiscal year 2004/05 (2061/62)

One of the main positive outcomes from this Pilot Project was the increased amount of budget provision for SWM activities based on the formulation of Program Based Budgets. For FY2004/05 (2061/62), all five municipalities attached a program-based budget to their official budget proposals submitted to the Municipal Board and Council, and received sufficient budget provision to support the activities outlined in the Annual Work Plan. As indicated in the below Table 8.9-2, budget increases were most prominently in MTM and KRM. The municipalities commented that the fact that they had prepared a program-based budget provided stronger grounds to fulfill their budgetary requirements.

Table 8.9-2 Approved Municipal Budget and SWM Allocation for FY2004/05 (2061/62) (million Rs)


Municipality Budget 1,510.1 181.5 179.5 46.1 40.7Total SWM Budget* 262.7 25.8 19.7 1.5 0.65Program-Based SWM Budget 58.0 2.0 7.2 1.5 0.65% increase of SWM budget from previous year’s SWM budget

17% 5% 22% 150% 225%

Note*: Inclusive of Operational Costs such as fuel, salaries, etc.




For FY2005/06 (2062/63), as shown in Table 8.9-3, aside from KMC, the amount of Program-Based Budget Proposals has increased in all municipalities.

Table 8.9-3 Proposed SWM Program-Based Budget Allocation for FY2005/06 (2062/63) (million Rs)


Program-Based SWM Budget 44.0 6.2* 27.7 9.1 2.0

* Includes Rs 4 million to be included under the Public Works Department for development of a temporary transfer station.

8.9.2 E-2: Practice of Solid Waste Data Management

This activity consists of two major components, which are: i) solid waste quantity and quality survey, and ii) solid waste data management including provision of sets of computer and printer to all five municipalities and SWMRMC. At the beginning of the Pilot Project, the JICA Study Team organized the kickoff meeting on July 19, 2004. Since then, the above-mentioned components were carried out as shown below.

2004 20057 8 9 10 11 12 1 2 3 4 5 6 7

1 Kickoff MeetingWaste Q&Q Survey (Phase 1)

2 Preparation of Work Plan3 Implementation of Survey4 Data Analisys5 Sharing Workshop6 Additional Street Waste Survey

Waste Q&Q Survey (Phase 2)7 Waste Q at Facility8 Waste Q&Q at Household9 Data Analisys

10 Sharing WorkshopSolid Waste Data Management

11 Workshop12 Development of Database13 Installation and Training14 Modification of Database15 Computer skill training16 Development of SWMRMC HP17 Provision of PC and Printer

SN Activities

Figure 8.9-3 Implemented Work Schedule of Pilot Project E-2


(1) E-2.1: Practice of Solid Waste Quality and Quantity Survey


For the practice of solid waste quality and quantity survey, a total 1,000 samples during weekdays and weekends for seven consecutive days were collected involving Focal Points from each of the five municipalities, making it a total of 7,000 samples for waste quantity survey. Out of these samples, 44 samples each for weekdays and weekends (total 88 samples) were selected for the solid waste quality survey. The allocation of total sampling points is shown in the following table.




Table 8.9-4 Sampling Point for the Survey

KMC LSMC BKM MTM KRM Sampling Place

Qnty Qlty Qnty Qlty Qnty Qlty Qnty Qlty Qnty QltyHigh Income 100 3 35 2 30 1 10 1 10 1Middle Income 200 3 70 2 60 1 30 1 30 1Low Income 100 3 35 2 30 1 10 1 10 1

House-hold

Sub-total 400 9 140 6 120 3 50 3 50 3Restaurant/Hotel 40 2 15 1 7 1 5 1 5 1Market 40 2 15 1 7 1 5 1 5 1Office 40 2 15 1 7 1 5 1 5 1

Commercial

Sub-total 120 6 45 3 21 3 15 3 15 3Street 15 1 5 1 4 - - - - -

Total 553 16 190 10 145 6 65 6 65 6Quantity 1,000 x 7 = 7,000

Grand Total Quality 44 x 2 = 88

Note: Qnty means Quantity, Qlty means Quality. Source: JICA Study Team, Waste Quantity and Quality Survey, November 2004

In addition, supplemental waste quantity and quality survey was conducted to grasp the effects of waste reduction by home composting activities or by plastic recycling activity with a suiro. Street waste was also re-checked in the field to understand the contamination of household or commercial waste onto the streets.

The survey was carried out at household level in KMC, LSMC and KRM for continuous 8 days. For KMC and LSMC, 15 households each provided with CKV compost bin and other 15 households near these households were selected. For KRM 10 households with suiro, 10 with compost bin and suiro and 10 without these tools were selected, respectively. A total of the sample size of quantity analysis was 90 households. Out of these, 4 samples (2 with bin and 2 without bin) each from KMC and LSMC and 6 samples (2 with suiro, 2 with suiro

and compost bin and 2 without tools) from KRM were selected for quality analysis as well.


a. Waste Quantity Survey

As the result of the waste quantity and quality (Q&Q) survey, Unit Generation Rate (UGR) of household waste (Household SW UGR) is shown in Table 8.9-5.

Table 8.9-5 Estimated Household SW UGR (kg/day-capita)

Municipalities High Income Mid Income Low Income Average* KMC 0.321 0.246 0.172 0.250 LSMC 0.221 0.328 0.196 0.285 BKM 0.132 0.121 0.098 0.120 MTM 0.183 0.152 0.177 0.160 KRM 0.123 0.163 0.145 0.150

Note : *Average is calculated considering the approximate ratio of each income level. Source: JICA Study Team, Waste Quantity and Quality Survey, July 2005

However, there are other waste generated from different sources to be counted in municipal solid waste such as commercial waste, street waste and the waste brought from the surrounding VDCs.




Commercial waste was categorized based on the generation source, i.e. restaurants and hotels, markets, and offices. As it was difficult to take samples from all commercial generation sources, some sources were selected for sampling as shown in Table 8.9-5. However, difficulty for estimation of commercial waste quantity was still remained because the data obtained were fluctuated and the statistics of commercial sources were not also obscurity. Therefore, using the available statistic data from the KVMP project, generation quantity of commercial waste was tentatively estimated at about 15 to 20 tons per day for KMC. In the case of BKM, it was assumed that relatively large amount of commercial waste was generated in the core area of the World Heritage tourist zone.

Regarding the street waste, possibility of overestimation of the generation quantity at the street was recognized when total generation quantity was calculated by the total length of the street and the UGR of street waste measured in the survey. Since the reasons of this overestimation can be considered that the household waste or commercial waste may be contaminated to the street waste, all sampled streets were again to clarify how the contaminated condition was. As the result of such observation, it was determined that the actual street waste, mostly dust and leaves on the street or the waste littered by the pedestrians, is to be 10 to 20% of the surveyed data.

Another unique situation to be considered is the solid waste brought from the surrounding VDCs. Some private sector collectors, who are conducting their waste collection services in the VDCs especially along the Ring Road, may discharge the collected waste into the waste collection stream in KMC or LSMC. In BKM, VDC’s residents tend to put their waste onto BKM’s collection points. The following graph shows the estimated quantity of incoming waste from surrounding VDCs based on the interview survey to VDCs. Waste quantity of VDCs flowed into KMC is estimated to be about 20 tons per day. However, considering the population between KMC and BKM, it can be said that the percentage of VDC’s waste of the municipal waste of BKM, which is estimated at more than 25% of total generation waste quantity inside the municipality, is relatively high.

19.74

3.765.64

0

5

10

15

20

25

KMC LSMC BKM

Wt.

of

Was

te (

ton

)

Figure 8.9-4 Estimated Incoming Waste from Surrounding VDCs Source: JICA Study Team

Under the above conditions, “Additional Index” was introduced to estimate actual amount of municipal solid waste generation based on the population taking into consideration commercial, street and VDC’s wastes. The estimated municipal solid waste UGR (Municipal SW UGR) is shown in Table 8.9-6.




Table 8.9-6 Estimated Municipal SW UGR (Kg/day-capita)

Household SW UGR*

Municipal SW UGR**

Generated SW Quantity Municipalities

kg/d-capita

Additional Index

Kg/d-capita

Population (2004)

Tons/day KMC 0.250 66.4 % 0.416 741,008 308.4 LSMC 0.285 46.0 % 0.416 178,987 74.5 BKM 0.120 163.3 % 0.316 80,476 25.5 MTM 0.160 66.3 % 0.266 53,713 14.3 KRM 0.150 77.3 % 0.266 43,603 11.6

Total 1,097,787 434.3 Note: * Based on Waste Quantity and Quality Survey by JICA Study Team in September 2004

** Municipal Unit Generation Rate = Household Unit Generation Rate (weight) x Additional Index Source: JICA Study Team

b. Waste Quality Survey

Through the waste quantity and quality under the Pilot Project E, counterparts could reconfirm how the physical composition of solid waste generated from each municipality and could also learn the survey procedures by participating in the field activities. Thanks to KMC’s cooperation, open space at Teku Transfer Station was provided for this physical composition survey. The space was equipped with the shed and the plastic sheet on the floor. All the steps of survey procedures were demonstrated to the counterparts from each municipality.

Conical-reduction sampling method was adopted for the quality survey. The mixed waste mass by each generation sources was piled up conically and cut into four parts. Two groups of the opposite angle were to be picked up and rest discarded. The process was to be continued until the final amount of waste reached about 5-10 kg. The measurement of weight and volume were taken and then the following 10 ten items were separated by hand:

- Paper, - Garbage, - Textile, - Wood, - Plastic, - Rubber or leather - Metal, - Glass, - Ceramics, - Others

All the separated items were measured its weight and volume in the wet condition and the samples were dried in the oven and/or sun-dried and its dried weight measured after confirming that the samples were completely dried.

It is often believed by the counterparts that more than two third of the waste is organic matter, basically kitchen waste in all the municipalities and other major components are paper and plastic. Glass, metal, rubber and leather, wood and leaves are also in the waste composition, but in lower percentage. Waste characteristics of each municipality according to the municipality estimation against the findings of the quality survey under the JICA Study for all the five municipalities are presented below in Table 8.9-7.




Table 8.9-7 Characteristics of Household Waste in Five Municipalities

MunicipalitiesWaste

Components

KMC % by weight

LSMC % by weight

BKM % by weight

MTM % by weight

KRM % by weight

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 Organic 70 71.9 70.9 67.5 68.4 78.8 76 85.7 87.0 75 79.7 84.9 74 84.1 80.2

Paper 9 10.6 10.1 8.8 6.9 9.0 3.25 5.1 3.3 6 1.0 6.5 5.7 3.0 5.5

Textile 3 2.4 1.9 3.6 2.4 0.9 3 0.7 0.9 - 0.0 0.8 0.8 3.9 1.3

Wood & Leaves - 2.7 3.5 0.6 10.6 2.0 - 1.6 1.0 - 0.0 1.3 0.09 0.9 2.5

Plastic 9 9.1 6.7 11.4 13.1 7.0 3.4 6.1 3.3 5 4.0 5.5 8.8 7.9 6.1

Rubber/Leather 1 1.6 0.0 0.3 0.0 0.1 - 0.0 0.0 2 0.0 0.0 2.52 0.0 0.0

Metals 1 0.3 0.6 0.9 1.7 0.3 0.3 0.0 0.3 3 0.0 0.4 1.9 0.0 0.6

Glass 3 0.0 4.9 1.6 4.0 1.0 1.5 0.0 2.1 2 1.0 0.2 2.9 0.0 2.7

Ceramics - 0.7 0.1 0.0 0.0 0.3 - 0.0 0.0 - 0.0 0.0 - 0.0 0.0

Others 0.9 0.0 1.4 5.3 0.0 0.6 12.55 0.0 2.1 7 0.0 0.4 3.29 0.0 1.1

Total 100 100 100 100 100 Note: 1- Information provided by each municipality.

2- Result of JICA- Study Survey, April, 2004 (Dry Season) 3- Result of JICA- Pilot Project Survey, Sept.-Nov., 2004 (Wet Season)


Regarding the waste quality of commercial waste, the result of survey by each generation source, hotels/restaurants, markets/shops, offices, is shown in Figure 8.9-5.

0%

20%

40%

60%

80%

100%

Hote

l/Res

t

Mar

ket

Offi

ce

Hote

l/Res

t

Mar

ket

Offi

ce

Hote

l/Res

t

Mar

ket

Offi

ce

Hote

l/Res

t

Mar

ket

Offi

ce

Hote

l/Res

t

Mar

ket

Offi

ce

KMC LSMC BKM MTM KRM

Others

Ceramic

Glass

Metal

Leather

Plastic

Wood

Textile

Paper

Garbage

Figure 8.9-5 Average Composition of Commercial Waste of the Five Municipalities


One of the major characteristics could be said that the composition of paper and plastic from market and office is relatively quite large, especially in KMC and LSMC. This data may be useful to consider the future source separated collection for recycling from such generation sources. One the other hand, organic portion of the waste from hotels and restaurant is larger as well as household waste. It means such hotels and restaurant could be a suitable supplier for community composting.




c. Supplemental Waste Quantity and Quality Survey

The detail results of the supplemental waste quantity and quality survey, i.e. effects of waste reduction by home composting, are described in Section 8.6.2, “B-2: Practice of Local Level Waste Minimization Activities.” For example in KMC, as Table 8.6-8 shows, it was clearly observed that the reduction of organic waste at the households with CKV composting bin generated quite small amount of organic waste. Same effect was also observed in LSMC and KRM as well as KMC, although some household still need to be trained for home composting suitably because they could not reduce the organic waste efficiently. As it was confirmed that the municipalities involved had understood the know-how to grasp the effectiveness of source reduction activities quantitatively, it was recommended that the municipalities should conduct the quantitative monitoring based on the obtained know-how as part of solid waste data management as well as promotion of waste minimization..

(2) E-2.2: Practice of Solid Waste Data Management


Under the Pilot Project E-2.2, a series of activities for solid waste data management, including development of the database system, was carried out. For effective solid waste data management, sets of computer and printer were installed to all five municipalities and SWMRMC and training for computer skill was provided to the Focal Points. In parallel, the customized data base and management system (DBMS) for SWM was developed discussing its contents and structure among the Focal Points. The developed DBMS was used on a trial base at once and then improved as the user-friendly system. The activities implemented are as follows:

a. Training Needs Assessment on Solid Waste Data Management

Technical capabilities of the municipalities to maintain a database relating to solid waste generation, collection, transportation and disposal as well as their physical composition were assessed by the Study Team. On July 19, 2004, the Kick off meeting including Training Needs Assessment (TNA) was conducted with participation of the Focal Points. In that workshop, what data should be managed and what skills and human resources should be needed to carry out the data management were actively discussed. It was remarkable that that management level among the participated five municipalities were different because KMC had more and longer experiences in the SWM field but others, especially small municipality like MTM or KRM, were not. Therefore, in the workshop, inter-participants communication was often observed so that KMC staff explained their experiences to others.

The all municipalities were visited separately on other days for interviews to section chief, solid waste management engineer, field level staff. The existing waste related data recording system, processing, and type of format which were currently used were grasped.

Based on the result of this TNA, strategy and implementation plan for training under this Pilot Project was prepared including computer skill training.

b. Capability Assessment of Human Resources

Required municipal capability was also identified through said workshop. Even KMC expressed the shortage of human resources to maintain the solid waste data management system because too much and too complicated data should be processed. KMC pointed out




that possibility of employment of staff for this activity could be done by hiring young volunteer or by transferring from other departments. LSMC also had same idea, but other municipalities, BKM, MTM and KRM, expressed their anxiety about difficulty of hiring an additional staff. As a conclusion, it was confirmed that improvement of the computer and data management skills could also improve the work efficiency at the office so that the existing staff could conduct other tasks.

c. Workshop and Training Sessions for Computer Skill and Operation of DBMS

For the preparation of an appropriate solid waste data management system, the first workshop with participation of all focal points was organized on September 17, 2004 to share the information among the municipalities and to discuss what the most appropriate system is. In the workshop, the idea of input format was discussed by the participants (Focal Points). All participants agreed to formulate the data format for general waste data should be same at each municipality and SWMRMC, and to utilize most appropriate, advanced, but wide-used software for the system which should be MS-Access.

Based on the technical policy for the system development which was agreed at the first workshop, the prototype system was prepared and the second workshop was organized to introduce it to the Focal Points on November 2, 2004. In the second workshop, various discussions were made to finalize the waste data flow diagram and data management form/sheet and the agenda for the two-days training program was discussed.

Two-days training were carried out on November 9 and 10, 2004. The objectives of the training program were to provide the participants the knowledge and skill that would make them understand the data flow system, data acquisition, data storage, manipulation, management, data out put, in MS-Access based developed waste data management system. Apart from this, the objective of training also included to make the participants acquitted with use of MS-Excel and MS-Access. The training was given with the components of introduction of database management system, introduction of MS-Excel, MS-Access and waste database management system with the personal computer for each participant and other training materials.

d. Development of Customized DBMS, Installation and Operation of DBMS

Developed database system for solid waste data management was completed its installation to each municipality by the end of November, 2004 and each municipality then started to use the system by input of solid waste basic data by themselves. The regular visited was made to each municipality and small customization was conducted to the system based on the actual situation.

From January 2005, system operation was started as a trial by the municipality and modified to finalize in June 2005 including necessary modification for shift of collection system from day to nignht.


Input windows of the developed Solid Waste DBMS which uses MS-Access are shown below. The user manual for this Solid Waste DBMS was also prepared.




Login system

Control Windows

Data Entering Form

Report Form

Figure 8.9-6 Operation Windows for Solid Waste Data Management System


It was confirmed among the Focal Points that the installed and arranged solid waste data in the DBMS in the five municipalities would be send to SWMRMC for policy development and publication at the web site of SWMRMC. In this connection, the web site of SWMRMC had been upgraded together with the contents as solid waste management situation of the Kathmandu Valley.




8.9.3 E-3: Training in Solid Waste Management Policy and Technology

The third country focus training in Japan for Nepalese counterparts was conducted for 26 days in Kitakyushu City in Fukuoka Prefecture and other neighboring cities in Japan, from 1 to 26 December, 2004.

For the training this time, a total of seven engineers from the Nepalese side, two from KMC and one from each of the other four municipalities and SWMRMC, were invited to study the solid waste management policy and technology in Japan.

The curriculum of the training included many different fields such as course orientation, general environmental outline in Japan, community level environmental education, and a lecture on time and motion study. In addition, trainees could visit various SWM related facilities like the landfill and waste processing facility in Fukuoka city, private composting in Nagasaki City, and municipal collection activity, hospital waste management, and material recycling facilities for metals and paper in Kitakyushu. Through the course, SWM trainees prepared an action plan for them reflecting what they observed in the training.

8.10 Evaluation of Pilot Projects

8.10.1 Achievement Level of Pilot Projects

The achievement levels of project purposes and outputs of the Pilot Projects were discussed based on the OVIs as shown in Table 8.10-1. On the whole, most of the OVIs have been achieved during the past one year pilot project implementation period.

Table 8.10-1 Achievement Level of Pilot Projects

Pilot Projects Project Purpose /Outputs OVIs Achievement Level

A: Improvement of Collection and Transportation

Project Purpose Capabilities of relevant staff of the five municipalities and SWMRMC regarding waste collection and transportation are strengthened.

By the end of June 2005, the amount of transported waste to the designated landfill site(s)is increased.

By the end of June 2005, the amount of transported waste to the designated landfill site (Sisdol) was increased.

Outputs 1 Basic knowledge and

experience about efficient primary collection with measures such as source-separated collection are obtained among the relevant officials in municipalities.

2. Practical guideline for

public private partnership for SWM is prepared.

1-1. By the end of PP,

separated collection is implemented at 500 households at the specified areas in BKM

1-2. By the end of PP, households at the specified areas in MTM receive collection service

2 By the end of PP, a set

of contract/agreement forms is prepared as guideline.

1-1 By the end of PP,

separated collection was implemented at 134 households (160 families) at the specified areas in BKM.

1-2 By the end of PP, households at the specified areas in MTM receive temporary collection service.

2 By the end of PP, a set of contract/agreement forms including handbook was





3. Basic knowledge and

experience regarding transfer stations are obtained

3 By the end of PP, Teku

T/S is improved and tentative transfer haul practices are started.

prepared as a guideline.

3 By the end of PP, Teku T/S was improved and tentative transfer haul practices had started.

B: Promotion of Waste Minimization

Project Purpose Capabilities of relevant staff of the five municipalities and SWMRMC regarding waste minimization are strengthened.

By the end of June 2005, more than 1,200 households are newly involved in waste minimization activities.

By the end of June 2005,about 1,200 households were newly involved in waste minimization activities.

Outputs 1 The waste minimization

facility is planned

2 Local level waste minimization activities are strengthened

1 By the end of PP, a new

waste minimization facility is planned.

2 By the end of PP, local

level waste minimization activities (home composting, separation collection of plastic) are implemented.

1 By the end of PP, a new

waste minimization facility had been examined.

2 By the end of PP, local level waste minimization activities (home composting, separation collection of plastic) had been implemented.

C: Improvement of Final Disposal Planning and Operation

Project Purpose Capabilities of relevant staff of the five municipalities and SWMRMC regarding final disposal planning and operation are strengthened.

By the end of June 2005, sanitary landfill activities(soil covering, leachate control, environmental monitoring) are implemented at the Sisdol Valley 1.

• By the end of June 2005,

sanitary landfill activities (soil covering, leachate control, environmental monitoring) had been implemented at the Sisdol Valley 1.

Outputs 1 Basic knowledge for

planning of final disposal is obtained.

2 Basic knowledge and

experience are obtained on planning, designing, construction and O&M of semi-aerobic sanitary landfill systems.

1-1 By the end of PP, the

candidates for long-term landfill site are selected.

1-2 By the end of PP, environmental considerations for landfill sites is compiled.

2-1 By the end August 2004, a sanitary landfill site with a semi aerobic system is designed at the Sisdol Valley 1.

2-2 By the end of PP, a sanitary landfill site with a semi aerobic system is developed at the Sisdol Valley I site.

1-1 By the end of PP, the

candidates for long-term landfill site had been selected.

1-2 By the end of PP, environmental considerations for landfill sites had been compiled.

2-1 By the end September 2004, sanitary landfill site with semi aerobic system is designed at the Sisdol Valley 1

2-2 By the end of PP, a sanitary landfill site with a semi aerobic system had been developed at the SisdolValley I site.





D: Promotion of Public Awareness and Behavior Change Communication and Education

Project Purpose Capabilities of relevant staff of the five municipalities and SWMRMC regarding public awareness and behavior change communication/ education are strengthened.

The strategies regarding awareness and public education are formulated and incorporated into Action Plans on SWM in each municipality by June 2005.

The strategies regarding awareness and public education were formulated and incorporated into Action Plans on SWM in each municipality by the end of June 2005

Outputs 1 Basic knowledge about

community mobilization including public education in SWM is gained among relevant officials in municipalities.

2 Know-how of mass communication and education approach is transferred.

3 Know-how of

interpersonal communication and education approach is transferred.

1-1 80% of target group

has participated in training by the end of PP.

1-2 The meetings on awareness and public education are jointly organized by target groups three times by the end of PP.

2 An educational event

is implemented by target groups in each municipality by the end of PP.

3 The level of knowledge, attitude, and practice regarding SWM is improved among targeted children or communities.

1-1 72% of target group

had participated in training by the end of PP.

1-2 The meetings on awareness and public education were jointly organized by target groups five times by the end of PP.

2 An educational event was implemented by target groups in each municipality by the end of PP.

3 The level of

knowledge, attitude, and practice regarding SWM has improved among targeted children or communities.

E: Development of Operation and Management Capacities

Project Purpose Capabilities of relevant staff of the five municipalities and SWMRMC regarding technical and operationalmanagement on solid waste are strengthened.

By the end of June 2005, annual work plans of the five municipalities for the next fiscal year with financial plans are developed based on reliable data.

By the end of June 2005, annual work plans of the five municipalities for the next fiscal year with financial plans have beendeveloped based on reliable data.

Outputs

1 Municipalities acquire necessary capacities to operationalize Action Plans.

2 Municipalities acquire

the skills and knowledge to collect and manage SWM data.

1 By the end of PP,

working items with responsible persons and budget (financial plan) are developed.

2 By the end of PP, solid

waste databases of the five municipalities is developed.

1 By the end of PP,

working items with responsible persons and budget (financial plan) had been developed.

2 By the end of PP, solid

waste databases of the five municipalities and SWMRMC had been developed.





8.10.2 Evaluation of Pilot Projects

(1) Evaluation Criteria

In addition to the above mentioned achievement levels, the CKV Study Team conducted a final evaluation of the Pilot Projects from the view point of the following criteria.

Table 8.10-2 Evaluation Criteria of Pilot Projects

Evaluation Criteria Main Considerations

Efficiency • How can the amounts of "inputs" be cut back to produce the same "outputs"?• Are the inputs being utilized properly to produce "outputs"?

Effectiveness

• To what extent has the "project purpose" been achieved? • Is the "project purpose" expected to be achieved by the end of the cooperation

period? • Are there any "outputs" that need boosting to achieve the "project purpose"?

Conversely, can any "outputs" be cut back without jeopardizing the achievement of the "project purpose"?

Impact • Is the project producing any negative effects? If so, how can they be minimized?

Relevance

• Are "project purpose" and "overall goal" still compatible with the needs of the beneficiaries, priorities of the recipient country and the local social environment? If there are discrepancies, can any changes be made to the project to rectify them?

Sustainability

• Are the implementing organization, key implementation personnel and others on the recipient-country side developing technical expertise, operation/management skills and financial capability to carry on the project activities independently after the expiry of the cooperation period?

• To ensure self-reliance after the withdrawal of cooperation, what aspects of the project need to be strengthened in the remaining cooperation period and to what extent?

Source: Project Cycle Management, Monitoring and Evaluation Based on the PCM Methods, Foundation for Advanced Studies on International Development (FASID), March 2000

The relative importance of the above five evaluation criteria changes with the structure of PDM as shown in Table 8.10-3. For example, efficiency is mainly evaluated focusing on outputs and inputs, while effectiveness focuses on project purpose and outputs. Sustainability is evaluated from overall goal to inputs.




Table 8.10-3 Basic Ideas of Five Evaluation Criteria of Pilot Projects

Evaluation Criteria Efficiency Effectiveness Impact Relevance Sustainability

Overall goal

Project Purpose

What positive and negative effects, either direct or indirect, has the implementation of the pilot project had?

Are the "project purpose" and "overall goal" still meaningful as objectives at the time of evaluation?

Outputs

Whether the "project purpose" has been achieved, and how much contribution did "outputs" make?

Inputs

To what extent have "inputs" been converted to "outputs"?

To what extent will the recipient country's organizations be able to retain the positive effects of the pilot project after the withdrawal of cooperation?

Source: Project Cycle Management, Monitoring and Evaluation Based on the PCM Methods, Foundation for Advanced Studies on International Development (FASID), March 2000

Evaluation mainly focuses on what effects a pilot project has had, rather than how it was implemented. Namely, it aims to ascertain its impacts and achievements, make recommendations on the future course of the activities and draw lessons for other activities.

(2) Results of Evaluation of Pilot Projects

Based on the results and achievements of the Pilot Projects displayed after a one-year implementation period, the CKV Study Team conducted a final evaluation of the activities of the Pilot Projects from the view point of five criteria, i.e. relevance, effectiveness, efficiency, impact, and sustainability. The results of evaluation are summarized in Table 8.10-4 on the respective Pilot Projects.



Tabl

e 8.

10-4

Su

mm

ariz

ed E

valu

atio

n of

Pilo

t Pro

ject

s

Pilo

t Pro

ject

s R

elev

ance

E

ffec

tive

ness

E

ffic

ienc

y Im

pact

Su

stai

nabi

lity

A: I

mpr

ovem

ent

of C

olle

ctio

n an

d T

rans

port

atio

n

The

act

iviti

es a

re q

uite

re

leva

nt to

the

need

s of

ta

rget

Mun

icip

aliti

es.

M

TM

nee

ded

for t

he p

ilot

for t

heir

was

te c

olle

ctio

n sy

stem

whi

le B

KM

nee

ded

sepa

rate

d or

gani

c w

aste

for

thei

r com

post

pla

nt.

A

clea

r sys

tem

of P

PP is

to b

e es

tabl

ishe

d ur

gent

ly in

K

MC

and

KR

M. T

he

effe

ctiv

e tr

ansf

er o

f was

te a

t T

eku

T/S

is u

rgen

t nee

d of

K

MC

.

The

out

puts

cou

ld c

ontr

ibut

e to

ach

ieve

the

over

all g

oal o

f th

e Pi

lot P

roje

ct b

y re

mov

ing

the

was

te th

at u

sed

to b

e du

mpe

d in

the

city

are

a in

M

TM

out

to th

e de

sign

ated

de

stin

atio

n.

BK

M c

ould

ga

in th

e ex

pect

ed s

kills

and

kn

owle

dge

for e

xten

ding

the

area

for s

ourc

e-se

para

ted

colle

ctio

n.

Tek

u T

/S h

as

been

impr

oved

for e

ffec

tive

tran

sfer

.

The

re w

ere

exte

rnal

co

nditi

ons

affe

ctin

g M

TM

/BK

M a

ctiv

ities

, i.e

. the

de

lay

of p

rocu

rem

ent o

f a

new

col

lect

ion

truc

k in

MT

M,

and

no p

repa

rato

ry m

eetin

g w

ith s

taff

due

to s

hift

ing

to

nigh

t tim

e/ea

rly

mor

ning

co

llect

ion

in B

KM

.

How

ever

, a P

PP h

and

book

w

as p

repa

red

in ti

me

and

Tek

u T

/S is

als

o im

prov

ed

quic

kly.

It is

ver

y re

mar

kabl

e th

at a

gr

eate

r will

ingn

ess

to

impr

ove

the

solid

was

te

man

agem

ent b

y M

TM

sta

ff

has

been

gen

erat

ed.

Tha

t B

KM

peo

ple’

s aw

aren

ess

will

be

rais

ed to

thin

k w

hat w

aste

or

env

iron

men

t is

whe

n th

ey

sepa

rate

the

was

te a

t the

so

urce

, is

the

expe

cted

im

pact

. O

ther

than

the

Pilo

t Pr

ojec

t, M

TM

has

sta

rted

PP

P fo

r col

lect

ion.

MT

M s

houl

d ke

ep c

ontin

uous

ag

reem

ent f

or tr

ansp

ortin

g its

w

aste

to K

MC

or B

KM

, in

line

with

furt

her e

ffor

t to

proc

ure

a ne

w c

olle

ctio

n tr

uck.

Fo

r BK

M, t

he

sust

aina

bilit

y sh

ould

be

care

fully

sec

ured

by

mor

e fr

eque

nt c

omm

unic

atio

n w

ith

loca

l peo

ple.

T

he P

PP

hand

book

and

Tek

u T

/S a

re

bein

g us

ed b

y ta

rget

m

unic

ipal

ities

.

B: P

rom

otio

n of

W

aste

M

inim

izat

ion

In o

rder

to m

inim

ize

the

was

te to

be

hand

led,

was

te

min

imiz

atio

n is

an

urge

nt

need

of t

he V

alle

y.

The

ta

rget

are

as fo

r the

Pilo

t Pr

ojec

t wer

e su

itabl

y se

lect

ed b

y ea

ch

mun

icip

ality

con

side

ring

the

acce

ssib

ility

, act

ive

com

mun

ity p

artic

ipat

ion,

et

c.

The

pro

ject

pur

pose

of t

he

Pilo

t Pro

ject

has

bee

n su

cces

sful

ly a

chie

ved.

E

spec

ially

in K

RM

, a g

reat

im

prov

emen

t can

be

achi

eved

fo

r sel

f- in

depe

nden

t SW

M.

Mos

t of t

he n

eces

sary

inpu

ts

have

bee

n m

ade

as p

lann

ed

from

the

Japa

nese

sid

e an

d N

epal

ese

side

.

It c

an b

e sa

id th

at th

e m

anag

emen

t rat

io o

f tar

get

area

s in

KM

C, L

SMC

and

K

RM

are

impr

oved

thro

ugh

the

pilo

t pro

ject

. T

here

are

m

any

requ

ests

from

oth

er

war

ds in

KM

C, L

SMC

and

K

RM

to in

trod

uce

the

sam

e ki

nds

of a

ctiv

ities

.

KM

C a

nd L

SMC

has

alr

eady

tr

ied

to e

xpan

d th

e pr

ogra

m

to o

ther

are

as a

nd th

ey h

ave

also

allo

cate

d th

e bu

dget

for

the

prog

ram

in th

is fi

scal

ye

ar.

Thi

s te

nden

cy w

ill

mak

e th

e pr

ojec

t sus

tain

able

.

C: I

mpr

ovem

ent

of F

inal

Dis

posa

l P

lann

ing

and

Ope

rati

on

It c

an b

e sa

id th

at th

e Pi

lot

Proj

ect h

as m

et th

e ba

sic

and

keen

nee

ds o

f the

N

epal

ese

side

on

tech

nica

l kn

owle

dge

and

expe

rien

ces

for d

evel

opin

g a

sem

i ae

robi

c la

ndfi

ll.

The

foca

l poi

nts

and

TW

G

mem

bers

can

be

cons

ider

ed to

ha

ve o

bvio

usly

str

engt

hene

d th

eir c

apab

ility

for

sem

i-ae

robi

c la

ndfi

ll sy

stem

th

roug

h Si

sdol

ope

ratio

n,

Tai

kabu

EIA

pra

ctic

e an

d th

e JI

CA

Cou

ntry

Foc

used

T

rain

ing.

The

out

puts

rega

rdin

g T

aika

bu L

FS a

nd S

isdo

l V

alle

y 1

wer

e ob

tain

ed a

s pl

anne

d.

It c

an b

e sa

id th

at

the

activ

ities

to p

rodu

ce th

e ou

tput

s w

ere

suff

icie

nt, a

nd

that

inpu

ts w

ere

prov

ided

pr

oper

ly in

term

s of

inpu

t am

ount

and

tim

ing.

Thr

ough

Sis

dol o

pera

tion,

the

solid

was

te d

ispo

sal r

atio

to

sani

tary

land

fill

site

(s) w

as

incr

ease

d fr

om th

e cu

rren

t le

vel o

f 0%

. C

onsi

deri

ng

the

Tai

kabu

dev

elop

men

t, th

e ov

eral

l goa

l of t

he p

roje

ct C

is

exp

ecte

d to

be

achi

evab

le.

In o

rder

to e

nsur

e th

e su

stai

nabi

lity

of L

FS

plan

ning

as

wel

l as

oper

atio

n of

a s

emi-

aero

bic

land

fill,

su

cces

sive

tech

nica

l sup

port

an

d fo

llow

ing

up w

ill b

e es

sent

ial.



Pilo

t Pro

ject

s R

elev

ance

E

ffec

tive

ness

E

ffic

ienc

y Im

pact

Su

stai

nabi

lity

D: P

rom

otio

n of

P

ublic

A

war

enes

s,

Beh

avio

r C

hang

e an

d C

omm

unic

atio

n / E

duca

tion

The

Pilo

t Pro

ject

met

the

need

s of

targ

et g

roup

s an

d ha

d hi

ghly

val

idity

of

appr

oach

es, s

ince

the

targ

et

grou

ps h

ad p

ut w

hat t

hey

lear

ned

from

the

trai

ning

in

to a

ctua

l pra

ctic

es.

Sinc

e th

e ta

rget

gro

ups

ackn

owle

dged

that

they

le

arne

d th

roug

h th

e pr

actic

al

impl

emen

tatio

n of

the

Pilo

t Pr

ojec

t, th

e ef

fect

s of

the

outp

uts

wer

e su

ffic

ient

ly

reco

gniz

ed.

Mos

t of t

he n

eces

sary

inpu

ts

have

bee

n m

ade

as p

lann

ed

from

the

Japa

nese

sid

e an

d N

epal

ese

side

. H

owev

er,

muc

h ef

fort

for b

udge

t al

loca

tion

need

s to

be

mad

e by

the

Nep

ales

e si

de w

hen

sim

ilar i

nter

vent

ions

are

to b

e un

dert

aken

by

mun

icip

aliti

es

in th

e fu

ture

.

It c

ould

be

said

that

the

Pilo

t Pr

ojec

t suc

cess

fully

st

imul

ated

the

publ

ic to

cre

ate

a de

man

d fo

r inf

orm

atio

n an

d sk

ill tr

aini

ng o

n SW

M.

It is

hig

hly

reco

gniz

ed th

at

the

Pilo

t Pro

ject

has

impr

oved

th

e re

leva

nt k

now

ledg

e an

d sk

ills

in p

ublic

aw

aren

ess,

ed

ucat

ion,

and

beh

avio

r ch

ange

am

ong

the

targ

et

grou

ps.

It i

s ex

pect

ed th

at

the

effe

cts

coul

d be

sus

tain

ed

from

the

tech

nica

l vie

wpo

int

if th

e ne

cess

ary

budg

et a

nd

the

appr

opri

ate

allo

catio

n of

th

e st

aff w

ere

to b

e se

cure

d.

E: D

evel

opm

ent

of O

pera

tion

and

M

anag

emen

t C

apac

itie

s

Sinc

e th

e m

ain

purp

ose

of

the

Stud

y w

as to

inst

all t

he

A/P

s in

eac

h m

unic

ipal

ity, i

t w

as in

disp

ensa

ble

to

esta

blis

h st

ruct

ures

and

m

echa

nism

s to

impl

emen

t th

ose

plan

s in

a s

usta

inab

le

man

ner i

nclu

ding

SW

dat

a m

anag

emen

t. T

hus,

the

Pilo

t Pro

ject

was

wel

l al

igne

d w

ith th

e ov

eral

l st

rate

gy o

f the

Stu

dy.

The

Pilo

t Pro

ject

con

trib

uted

to

ach

ievi

ng th

e pr

ojec

t pu

rpos

e on

SW

M

Adm

inis

trat

ion

capa

city

de

velo

pmen

t, by

faci

litat

ing

the

deve

lopm

ent o

f Ann

ual

Wor

k Pl

ans

for F

Y20

62 a

nd

deve

lopm

ent o

f dat

abas

es o

n SW

M in

all

five

m

unic

ipal

ities

.

The

eff

icie

ncy

of th

e pi

lot

proj

ect w

as re

lativ

ely

high

du

e to

the

flex

ible

des

ign

and

the

man

ner i

n w

hich

the

inpu

ts w

ere

prov

ided

by

the

Tea

m.

Whe

neve

r a s

peci

fic

need

was

iden

tifie

d by

a

mun

icip

ality

, it w

as

enco

urag

ed th

at th

e Pi

lot

Proj

ect a

ddre

ssed

it fo

r im

med

iate

resu

lts.

In

addi

tion,

was

te Q

&Q

sur

vey

was

con

duct

ed s

moo

thly

and

fi

nally

that

dat

a ha

s be

en

inpu

t to

the

deve

lope

d da

taba

se.

To

date

, if t

he c

omm

itmen

t of

the

five

mun

icip

aliti

es

rem

ains

str

ong

to c

ontin

ue

capa

city

dev

elop

men

t ac

tiviti

es, a

nd if

trai

ned

staf

f st

ay w

ithin

the

syst

em, i

t is

fore

seea

ble

that

the

long

-ter

m

goal

of “

SWM

ser

vice

de

liver

y of

resp

ectiv

e m

unic

ipal

ities

is im

prov

ed”

wou

ld b

e ac

hiev

ed. A

s a

posi

tive

impa

ct, t

hrou

gh th

e sa

mpl

ing

surv

ey,

part

icip

atin

g ho

useh

olds

co

uld

feel

som

e in

tere

st in

SW

M.

The

Pilo

t Pro

ject

was

su

cces

sful

in in

trod

ucin

g th

e kn

owle

dge

and

tool

s to

im

prov

e SW

M o

pera

tiona

l ca

paci

ties

of th

e fi

ve

mun

icip

aliti

es.

How

ever

, ad

ditio

nal e

ffor

ts a

re

nece

ssar

y in

the

futu

re a

t pr

actic

al le

vels

, in

orde

r to

sust

ain

the

effe

cts

of th

e pr

ojec

t. It

is re

com

men

ded

that

re

gula

r was

te Q

&Q

sur

veys

an

d fr

eque

nt d

atab

ase

syst

em

oper

atio

ns b

e ca

rrie

d ou

t.

Sour

ce: J

ICA

Stu

dy T

eam




8.11 Lessons Learnt from Pilot Projects

8.11.1 Pilot Project A: Improvement of Collection and Transportation

In the early stage of the pilot project activity in BKM, it was unclear how the local people participated in the activity because the communities of BKM were said to be quite different and unique from those of other municipalities in the Kathmandu Valley. However, it could be said that people were relatively cooperative to the source separation of waste. Although some of participated households discharged the waste mixed together against the segregation rule, it was considered to be improved through the re-training of those people. One of the most remarkable progresses of this activity was that quality of compost product from the source-separated collected waste had been significantly improved as no unsuitable materials for composting such as glass and metal particles were included to the collected waste. This fact leads to produce more valuable quality of compost product and also leads to increase the production capacity by extending the source-separated collection cover area with the explanation of this successful result.

The activity in MTM was the first municipal waste collection and transportation practice. Though some of residents who are living near the new waste collection points complained about littering the street, most of the people seemed to welcome this activity. At the moment, MTM tentatively transport the collected waste to Teku T/S under the agreement between both municipalities. MTM still has the issue of securing its own designate landfill site to continue transporting the collected waste. It was clarified that MTM can carry out more efficient waste collection such as bell collection system with appropriate equipment through the continuous effort of current waste collection and transportation activity.

There were various issues in which the PPP process was discussed, such as the orientation program that included the private sector organizations (PSOs), training, and facilitation sessions with municipalities, and these became opportunities to raise awareness on the benefits of entering a PPP agreement. Especially among the PSOs, strong interests were expressed not only by former municipal contract holders, but also by new entities. The municipalities also are taking advantage of the momentum created to reengage with partners to explore various PPP options. However, in the practical stage of KRM case, it was learnt that detail demarcation of cost and responsibility between municipality and private sector should be negotiated and determined prior to the commencement of the PPP activity.

Teku T/S was improved and used partially with some rental dump trucks and KMC’s compactor trucks. According to this activity, transfer efficiency was improved by using the new platform and it resulted in recognition of importance of transfer station among the municipalities. Original design condition of improvement of Teku T/S was based on the day-time waste collection and transportation system as it was before. Therefore, the appropriate arrangement between collection shift to the transfer station and transportation shift from there to Sisdol S/T-LF is crucial issue for KMC because at present all municipalities should collect the waste at night till early morning but Sisdol S/T-LF can be only operated in day time.




8.11.2 Pilot Project B: Promotion of Waste Minimization

The proposed capacity of waste processing facility for its initial stage was 50 tons per day or 100 tons per day as the result of discussions at the workshop and other occasions. In both cases, the revenue of compost product sales could make positive profit when the unit sales price is set to be Rs. 3/kg. However, it can not help stopping to be in red when the unit price is Rs. 1.2/kg that is the same price as the existing low quality compost. It can be said that improvement of compost quality should be an issue to be tackled.

Introduction of home composting was considered to be difficult in Nepal at the beginning of the Pilot Projects because of religious custom that kitchen waste, which accounts 60 to 70% of the waste composition and locally called “Jutho”, was socially or culturally an untouchable matter from the view of “uncleanness concept”. However, against such anxiety, distribution of home composting bins was done quite smoothly and most of all participated families tried to make compost and to use it at their home garden. In fact, there were still some households who never touch their kitchen waste but majority of households can be the potential for introducing home composting activity.

Segregating plastic waste from the household was surely implemented as the activity of the Pilot Projects, but such collected plastics had to be separated again more strictly by each plastic type like HDPE, LDPE, and PVC because some of them can be sold in the market but some not. In addition, it is also learnt that the market condition to such valuable plastic is always fluctuated and needed to be monitored carefully.

On the other hand, it was confirmed that vermi-composting could be applied in the medium scale about 500kg/day through the activity. However, as lessons learnt, it was pointed out that careful temperature control should be done in each primary and secondary fermentation stage because earthworms were easily affected by the temperature change. Furthermore, careful evaluation of compost product quality with biological and chemical data should be necessary for the development of more reliable vermi-composting.

8.11.3 Pilot Project C: Improvement of Final Disposal Planning and Operation

For the EIA practice at Taikabu LFS by BKM, there were some oppositions occurred from the local people living in and around the target site. On the other hand at the Sisdol S/T-LF, a local committee named “Okharpauwa Sanitary Landfill Site Main Coordination Committee (OSLSMCC)” was established and legally registered. The purpose of this committee is to coordinate to manage Sisdol S/T-LF appropriately among SWMRMC, KMC, LSMC and local communities. Since the commencement of landfill operation at Sisdol, the operation review meeting was held once a week continuously to discuss any issues caused by the operation among those concerned organizations. This approach can be said one of the good lessons learnt from the Pilot Project C.

In the technical aspect, though only one and half months have passed since the commencement of Sisdol S/T-LF operation, it was observed that the sanitary landfill operation work has been carried out well, especially littering of dumped waste and generation of odor have been controlled. However, continuous supply of cover soil became one of the issues to be solved because KMC was using the same volume of cover soil as the disposed waste at the moment. This situation was caused by the difficulty of landfill operation in the rainy season. Both waste transportation truck and soil transportation truck




can not enter into the dumping area due to the muddy condition and have to dump them on the edge of the dumping area. A bulldozer had to move them from that edge to the latest dumping spot and, at that time, bulldozer could not help mixing the soil and waste. Therefore, it was learned that more detail operation manual should be prepared based on the actual field condition so that daily cover soiling can be done appropriately in both rainy and dry seasons.

Continuous environmental monitoring is needed to be implemented although the current leachate quality was much better than that from ordinary waste disposal site. This was because of smaller amount of discharged waste and larger rainfalls in a rainy season in these a few months of operation at Sisdol.

8.11.4 Pilot Project D: Public Awareness and Behavior Communication/Education

It is commonly understand that mass communication and education is a valuable approach to influence many people promptly and effectively. Particularly in the field of solid waste management, it was learnt that these approaches could contribute to raise the public awareness, to give the practical solutions for solid waste problems, and to disseminate the educational messages and fundamental information regarding the solid waste management. Since the municipal staff provided skills for 3Rs attempts at the public events, many people showed deep interest in SWM. Especially it should be noted that request for purchasing the home composting bins or for participating the SWM training course was significantly increased after the public event held as one of the mass communication and education activities. The network between the municipalities, NGOs, CBOs, universities, schools and media has been also strengthened through the activity.

Regarding the promotion of behavior change, interpersonal communication and education was recognized rather effective way of interactive communication so that behavior change could be accelerated through the exchange of communication among individuals or group members. Actually it was observed that children who were members of Nature Clubs told what they learned about basic information or skills/knowledge of SWM to their family first and then to their friends. In addition, interpersonal communication by children was quite effective in BKM where it was considered to be difficult to establish such communication framework due to the social background.

8.11.5 Pilot Project E: Development of Operation and Management Capacities

Ownership for preparation of the DfA/Ps was innovatively improved among each municipality through the review and common understanding of the DfA/Ps and the transfer of the authority to appropriate sections/staffs. Especially it could be said that responsibility sharing in order to clarify the tasks for each strategy proposed in the A/Ps could contribute to improve the ownership slowly but certainly. Required effective procedure for implementing the A/P was to set the place for discussion and public consensus regarding each activity by involving the field staff as much as possible. It was also necessary that various classes of human resources should be systematically involved in introducing, standardizing, internalizing and implementing the appropriate process and procedure.




On the other hand regarding the solid waste data management, the current situation was that the data of municipality’s SWM activity was relatively easy to be collected and managed but that of private activity by private sector or NGOs was quite uncertainly to find their actual situations. It was learnt that the data of such private activities should be disclosed as the duty of involved organizations under the PPP policy.




CHAPTER 9 FUTURE FRAMEWORK FOR ACTION PLAN

9.1 Procedures of Setting Framework

The Study Team projected the future amount of solid waste related data including generation, collection and disposal in the steps as shown in Figure 9.1-1. The unit amount of waste generation per person and population are key parameters for the projection procedures, while collection ratio and waste reduction ratio are policy variables whose figures were set forth for scenario analysis. The unit amount of waste generation per person normally reflects the living standard, for which GDP was used as proxy indicator. Besides, quantity of final disposal was discussed as the indicator with reference to a landfill site plan. In the course of the projection, special attention was paid to the land use demand because there has been a rapid urban expansion observed in the Kathmandu Valley. The parameters were set with extensive discussions among the TWG members and also with the other related organizations such as Ministry of Physical Planning and Works (MOPPW), Kathmandu Valley Town Development Committee (KVTDC) and Ministry of Environment, Science and Technology (MOEST).

As for the scenario analysis, the CKV Study Team projected the future amount of generated solid waste by each municipality with target years of 2005 (short-term), 2010 (mid-term) and 2015 (long-term).

Discharged WasteQdw (ton/day)

Disposed WasteQlfw (ton/day)

Source Reduction RatioRsr (%)

Collection RatioRcw (%)

Unit Generation Rate of solid waste

(kg/person/day)

Population (person)

Generation WasteQgw (ton/day) × ＝

Waste Reduction RatioRwr (%)

Collected WasteQcw (ton/day)

Waste Management Ratio

Rswm (%)

Discharged WasteQdw (ton/day)

Disposed WasteQlfw (ton/day)

Source Reduction RatioRsr (%)

Collection RatioRcw (%)

Unit Generation Rate of solid waste

(kg/person/day)

Population (person)

Generation WasteQgw (ton/day) × ＝

Waste Reduction RatioRwr (%)

Collected WasteQcw (ton/day)

Waste Management Ratio

Rswm (%)

Figure 9.1-1 Projection of Solid Waste Related Data


9.2 Socio-economic Framework

9.2.1 Tenth Plan of Nepal, 2001/02-2006/07 (National Level)

In Nepal, the official document which can be an aid to project future socio-economy at the national level is the Tenth Plan (Poverty Reduction Strategy Paper) 2001/02 (2058/591)

1 Nepalese Year




-2006/07 (2063/64), May 2003, National Planning Commission (NPC) of HMG/N. The Tenth Plan is the government's main medium-term strategic planning document that provides sharply focused strategies for poverty alleviation.

This Tenth Plan's key goals and targets were set out as shown in Table 9.2-1. In fact, the Tenth Plan was prepared at a difficult time when GDP was estimated to be declined by 0.6% in the base year of the Tenth Plan 2001/02. Political instability, violence, and social disorder changed the economic situation in Nepal at that time. As external demand for goods and services and tourist arrivals remained volatile in Nepal, the Tenth Plan discussed two alternative scenarios. The Normal Case scenario aims to reduce the overall poverty ratio from 38% estimated at the end of the Ninth Plan (2001/02) to 30% by 2006/07, while an alternative Lower Case scenario was 33%. This lower case scenario was used as the basis for formulating the budget and the Medium Term Expenditure Framework (MTEF) FY2003/04 (2060/61)-05/06 (2062/63).

Table 9.2-1 Indicative Targets of the Tenth Plan

Tenth Plan End 2006/07 Items Ninth Plan

End 2001/02 Normal Case Lower Case Overall Poverty Level (percent of Population) 38 30 33 Real GDP Growth (at factor cost-percent p.a.) 3.6 6.2 4.3

• Agriculture 3.3 4.1 2.8 • Non-agriculture 3.9 7.5 5.2 Per-capita Income Growth (percent p.a.) 1.3 4.1 2.2 Social Indicators

• Infant Mortality Rate (per thousand) 64.2 45.0 47.0 • Total Fertility Rate % 4.1 3.5 3.6 • Maternal Mortality Rate (per 100,000) 415.0 300.0 3.5 • Rate of Contraceptive Users (in percent) 39.3 47.0 46.0 • Obstetric Services by Trained Manpower (percent) 13.0 18.0 17.0 • Average Life Expectancy (years) 61.9 65.0 64.0 • Population growth Rate (percent) 2.25 2.1 2.1 • Net Enrolment in Primary Level

(above 6 years, percent) 80.4 90.0 89.0

• Literacy (above 15 years, percent) 49.2 63.0 61.0 • Female Literacy (above 15 years, percent) 35.6 55.0 53.0 • Drinking Water (population benefited, percent) 71.6 85.0 83.0 • Human Development Index (HDI) 0.466 0.517 0.512 • Human Poverty Index (HPI) 39.2 34.0 34.5 Physical Infrastructure

• Number of districts with Access to Roads 60.0 70.0 70.0 • Irrigated Area ('000 of hectors) 1,121.4 1,417.0 1,375.0 • Telephones (per '000 of Population) 14.0 40.0 36.0 • VDCs with Telephone Facility 1,761.0 All 3,590.0 • VDCs Connected With Computer Networks NA 1,500.0 1,275.0 • Population Having Electricity (percent) 40.0 55.0 53.0 • VDCs Having Electricity 1,600.0 2,600.0 2,450.0 • Agricultural and Rural Roads (kilometers) NA 10,000.0 8,500.0 Note: NA means not available.

Source: The Tenth Plan (Poverty Reduction Strategy Paper) 2002-2007, NPC, May 2003

According to the latest announcement by the Nepal Rastra Bank (NRB), the Central Bank of Nepal, the projected GDP growth rate in this fiscal year could achieve 4.5% although the




political situation is still unstable. This is because agricultural production has increased because the weather was comparatively stable. The tourists have returned following a temporary cease-fire with Maoists last year, and the global economy, which is on a track to recovery, has contributed.

9.2.2 Kathmandu Valley Town Development Plan, 2020 (Valley Level)

KVTDC under MOPPW and the Department of Urban Development and Building Construction (DUDB) is currently responsible for preparing a physical development plan of the Kathmandu Valley.

The Kathmandu Valley Town Development Plan (KVTDP) 2020 was prepared in the year 2002 by KVTDC to establish a broad regional framework plan (strategic plan) for the Kathmandu Valley integrating both land use and the urban transportation network, which guides the valley’s future growth in a planned manner. The carrying capacity concept is discussed as the guiding principle to manage the growth in the valley. In this connection, future population and land demand are also discussed.

A long-term plan and action plan including encouragement of tourism related service industries, emphasizing the establishment of environmentally friendly industries and enterprises as well as various infrastructure developments, are mentioned in the KVTDP.

9.2.3 Land Demand of the Kathmandu Valley

Agricultural use has been the predominant land use in the Kathmandu Valley, followed by forests and grasslands. Over the past decade urbanization has encroached upon agricultural land and more recently on more fertile agricultural land along the river flood plains closer to the development area of the cities. Agricultural land in the Kathmandu Valley had reduced from 40,950 ha (64% of total valley, 63,964 ha) in 1984 to 33,308 ha (52%) in 1994 and 27,570 ha (41%) in 2000. Between 1984 and 2000, a total 13,380 ha of agricultural land was converted to urban use with average annual conversion of about 900 ha/year. Urban area had increased correspondingly from about 3,096 ha in 1984 to 8,378 ha in 1994 and 9,198 ha in 2000.

The previous study (Halcrow Fox et al) estimated that the net area under development would be about 10,128 ha in 2010 and 14,332 ha in 2015. Considering the fact that the study had quite significantly underestimated the future population of the valley, it could be assumed that the estimated urban land use during the projected period would be much higher.

The KVTDP 2020 had estimated that if a gross density of 300 persons per hectare could be achieved within the existing urban areas, the demand for urban land in the 20 years would be slightly over 3,600 ha. However, considering the difficulty in effecting public perception about apartment housing and overturning the current trend of owner occupied single housing, demand for urban land could be much higher than envisaged.




9.2.4 Projection of Future Population of the Kathmandu Valley and Each Municipality

As per the projection of the KVTDC study for the establishment of KVTDP 2020, the total population of the Kathmandu Valley was expected to grow from 1.08 million in 1991 to 2.02 million in 2011 based on the 1991 national census. Since the latest national census revealed that the total population of the valley in 2001 was 1.52 million, the KVTDC study’s projection can be said to be conceivable one.

The KVDTC study also projected the future population of each of the five municipalities up to 2021. The annual growth rates including between 1991 and 2001 were set based on the past trends of population growth, including migration factors, from the national censuses of 1971, 1981 and 1991. Since the 2001 national census data has become available recently, the JICA Study Team together with the TWG members examined these annual growth rates taking into account the actual growth rate between 1991 and 2001, and has decided to adopt this KVDTC study’s rates except for Madhyapur Thimi Municipality (MTM). Since the rate between 1991 and 2001 in MTM (4.09%) was much higher than that of the KVDTC study’s rate (2.26%) and MTM has a relatively large potential for urbanization in land use in the future, the actual growth rate between 1991 and 2001 was assumed to continue up to 2015 in MTM.

The projected future population based on the 2001 population is shown in Table 9.2-2 and Figure 9.2-1.

Table 9.2-2 Projected Population of the Kathmandu Valley

Actual PopulationProjected

Population Annual Growth Rate (%)

Municipality 2001

(2058)* 2015

(2072) 2001-2011

(2058-2068) 2011-2015

(2068-2072) KMC 671,846 1,055,591 3.32 3.18 LSMC 162,991 260,790 3.44 3.35 BKM 72,543 117,380 3.52 3.44 MTM 47,751 83,696 4.09 4.09 KRM 40,835 54,400 2.07 2.07 Total Municipality 995,966 1,571,857 3.34 3.24 VDCs 525,498 603.891 0.95 0.84

Total Valley 1,521,464 2,175,748 2.61 2.54 Note: *Nepalese Year Source: Draft Kathmandu Valley Development Plan 2020, KVTDC, July 2000, Estimation by JICA Study Team




0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015Year

VDCs

KRM

MTM

BKM

LSMC

KMC

Figure 9.2-1 Projected Population Curve of the Kathmandu Valley

Source: Draft Kathmandu Valley Development Plan 2020, KVTDC, July 2000, Estimation by JICA Study Team

Based on the projected population of each municipality, ward wise population of each municipality has also been projected up to 2015 by taking into account the actual growth rate between 1991 and 2001 from the population census of each municipality (See Appendix 9). Though some wards cannot be projected because of restructuring of wards in 1991 and 1997, in KMC and LSMC respectively, high population growth can be observed in the area surrounding the urban core, especially in KMC, MTM and BKM as shown in Figure 9.2-2.

Figure 9.2-2 Ward Wise Projected Population Growth Rate in the Kathmandu Valley (-2015)

Note: *Because of restructuring of wards in 1991 and 1997, in KMC and LSMC respectively, the future population of some wards cannot be projected.

Source: Draft Kathmandu Valley Development Plan 2020, KVTDC, July 2000, JICA Study Team

Annual Growth Rate (-2015)




9.3 Projection of Future Generation of Solid Waste

9.3.1 Definition of Waste Index for the Study

For clear understanding of the solid waste management, the definition of waste index was propose as follows and as shown in Figure 9.3-1.

a) Generated waste: Material that becomes useless and valueless for the owner if it is to keep them at the source

b) Discharged waste: Part of generated waste that is discharged out from the owner’s territory

c) Self treatment waste: Part of generated waste that is treated, disposed or utilized within the owner’s territory

d) Collected waste: Part of discharged waste that is collected by municipality or a private sector operator

e) Uncollected waste: Part of discharged waste but not collected and disposed of somewhere

f) Disposed waste: Part of collected waste that is disposed of at the designated final disposal site

g) Primary Valuables: Materials that become useless but may be valuable for the owner in exchange for cash or for some recyclable collector. The owner intends to separate that material from the waste and bring it directly to recycling dealers for sale or to a municipal/community recycling center. Private recyclable collectors can also visit each generation source to pick up those valuables as their business activity. Returnable bottles for deposit refund are also included in this category.

h) Secondary Valuables (Recovered Valuables): Valuable materials that are collected and recovered for reuse and recycling after waste is discharged, from the various stages such as from streets, collection points, transfer stations, waste treatment facilities, or final disposal sites. This includes the recyclable waste collected by recyclable waste pickers.

Basic Calculation Formula for Waste Index

A) Waste Management Ratio (Rswm); (Collected waste quantity + Source reduced waste quantity) / Generated waste quantity

B) Collection Ratio (Rcw); Collected waste quantity / Discharged waste quantity

C) Source Reduction Ratio (Rsr); Source reduced waste quantity (Qsr)/ Generated waste quantity = (Primary valuables quantity + Self treatment waste quantity) / Generated waste quantity

D) Waste Reduction Ratio (Rwr); 1 - (Disposed waste quantity / Collected waste quantity) = (Composted waste quantity + Recovered valuables quantity) / Collected waste quantity




HomeComposting

OthersGe

nera

ted

Was

te at

Gen

erat

ion

Sour

ce (Q

gw)

Primary Valuables

Disposed Waste(Qlfw)

(=Qcw-Qwr)at Landfill

Discharged Waste(Qdw)

(=Qgw-Qsr)

Collected Waste(Qcw)

collected byMunicipality andPrivate Sectors

Uncollected Waste(Qucw)

=(Qdw-Qcw)

Composted Waste(Qcpw)

by community compostingand large scale centalized

composting facility

RecoveredValuables(Qsrv)

SourceReducedWaste(Qsr=Qgw-Qdw)

WasteCollecitonRatioRcw=Qcw/Qd

WasteReductionRatioRwr=Qrw/Qcw

WasteManagementRatioRswm=(Qcw+Qsr)/Qgr

Source ReductionRatioRsr=Qsr/Qgw

IntermediatelyReducedWaste(Qrw)(=Qcpw+Qsrv)

Figure 9.3-1 Waste Management Ratio


It was proposed to introduce the concept of “Solid Waste Management Ratio” in the Study.

One of the major purposes of solid waste management is how to reduce the uncollected waste amount for improvement of cleanliness, beautification and sanitation of the municipalities. The waste other than such uncollected waste is the waste reduced at source and that collected from the source. This means that the solid waste is managed by someone like the municipality, private sector, or the waste generators themselves. Therefore, as the waste index that collectively shows how much waste can be managed appropriately in the various ways, the “Waste Management Ratio” has been set up.

Generally, when each municipality plans its waste collection, including the procurement of new collection equipment, the plan will be based on the waste quantity that will be collected. This collected waste quantity can be estimated from the target collection ratio and estimated discharged waste quantity. On the other hand, this discharged waste quantity can fluctuate with source reduction, like home composting and recycling at source. Therefore, municipalities should set up target ratios for both collection ratio and source reduction ratio. However, once the waste management ratio is targeted, a municipality can have flexibility to change the collection ratio and source reduction ratio according to the situation because it may be difficult to strictly achieve two interactive targets.

Regarding the recycling activities, the total waste reduction ratio and valuables recycling ratio can also be estimated by the following formula.

E) Total Reduced Waste Quantity; Primary valuables quantity + Self treatment waste quantity + Composted waste quantity + Recovered valuables quantity




F) Total Waste Reduction Ratio; Reduced waste quantity / Generated waste quantity

G) Recycled Material Quantity; Primary valuables quantity + Recovered valuables quantity

H) Valuables Recycling Ratio; Recycled Material Quantity / Generated waste quantity

9.3.2 Future Waste Generation without Measures

Considering the existing data of waste generation quantity in the Kathmandu Valley from the various past studies and the result of the waste quantity and quality survey with the Study, the waste unit generation rate (UGR) in each municipality has been set as follows.

Table 9.3-1 Waste Unit Generation Rate

Household Unit Generation Rate*

Municipal Unit Generation Rate** Municipality

kg/d-capita

Additional Index from commercial, street and

VDCs kg/d-capita KMC 0.250 66.4 % 0.416 LSMC 0.285 46.0 % 0.416 BKM 0.120 163.3 % 0.316 MTM 0.160 66.3 % 0.266 KRM 0.150 77.3 % 0.266 Note: * Based on Waste Quantity and Quality Survey by JICA Study Team in September 2004

** Municipal Unit Generation Rate = Household Unit Generation Rate (weight) x Additional Index Source: JICA Study Team

The waste unit generation rate is generally increased in accordance with the economic growth of the country or region from the experience of other countries. KMC’s experience also shows that the waste unit generation rate per household in volume has increased about 10% from a decade ago, which means the annual increase in rate is about 1%. In addition, due to the rapid growth of the urban area of the valley, much waste flows into the Municipality, especially to KMC and LSMC, from surrounding VDCs. Considering this experience, it is assumed that the waste unit generation rate will be slightly increased annually up to the target year, which will be 2015, with an annual increasing rate of 2%, which means an increase of about 5 to 10 grams each year2.

With this assumption and the population projection described in Section 9.2.4, the waste generation quantity of each municipality has been estimated to be as shown in the following table. The detail projection curve has been shown in Figure 9.3-1

2 Recently in Japan, 2% of annual increasing rate in national average unit generation rate of “General Waste”, which is

similar to the municipal solid waste, was observed during a bubble economy, from 1983 to 1990. Therefore, 2% may be rather high during an economically stagnant period, but considering the expected economic growth of the Valley, especially the tourism industry, and the waste flowing from surrounding VDCs, the annual increasing rate should be higher than in the Japanese case.




Table 9.3-2 Proposed Waste Generation Quantity

Population

Municipal UGR (kg/d-capita)

Average daily generated quantity(tons/day)

Year (Nepalese Year)

2004 (2061)

2015 (2072)

2004 (2061)

2015 (2072)

2004 (2061)

2015 (2072)

KMC 741,008 1,055,591 0.416 0.519 308.4 547.9 LSMC 180,397 260,790 0.416 0.519 75.1 135.4 BKM 80,476 117,380 0.316 0.394 25.5 46.2 MTM 53,853 83,696 0.266 0.332 14.3 27.8 KRM 43,424 54,400 0.266 0.332 11.6 18.1 Total 5 municipalities 1,099,158 1,571,857 - - 434.9 775.4 Source: JICA Study Team

0.0

100.0

200.0

300.0

400.0

500.0

600.0

700.0

800.0

900.0

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015Year

Ave

rage

Genera

tion Q

uan

tit

[ton/da

y]

KRM

MTM

BKM

LSMC

KMC

Figure 9.3-2 Projection Curve of Waste Generation in the Kathmandu Valley


9.3.3 Scenario Analysis

In the previous section, the projection of waste generation quantity was set with the assumption that the annual increasing rate for the waste unit generation rate is to be 2% of the previous year. However, this annual increasing rate can be varied depending on the economic condition, life style of the people, or waste reduction policy.

If the waste is generated in future with an annual increasing rate higher than 2%, say as much as 5%, the total daily generation quantity from all five municipalities is estimated to be more than 1,000 tons in 2015. This is a very aggressive case. On the other hand, if the waste unit generation rate is stable without any increase, the total quantity will be about 620 tons per day. In the case if the rate of change can be negative such as -2% or -5%, total quantity in 2015 will be reduced to 500 to 350 tons, but this scenario is unrealistic considering the current situations.




An annual increasing rate of waste unit generation rate at 2% is based on the future economic growth in the Kathmandu Valley as well as another country’s experience. Looking at this assumption with folded arms, the total generated waste will be increased up to 1.8 times more than at present. Therefore, waste reduction at source, such as home composting or material recycling activities, is very important to reduce the waste generation. In the Kathmandu Valley, promotion of such source reduction activities has just been started together with community development and mobilization activities, and further waste reduction at source can be expected. Considering these circumstances, the JICA Study Team proposed the following scenarios for the Study 3 and it is expected for each municipality to make an effort to reduce the waste at source to shift to Scenario 2 from Scenario 1.

Scenario 1: without measures (with 2% increase of unit generation rate)

Scenario 2: with measures for source reduction by home composting and source recycling. Target reduction ratio in 2015 is around 85% of total generated quantity.

The waste generation quantity curve for each scenario is shown in the following figure.

0.0

200.0

400.0

600.0

800.0

1,000.0

1,200.0

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Year

Avera

ge G

enera

tion Q

uan

tity

[to

ns/

day] +5%

+2% (Scenorio 1)

0%

-2%

-5%

Sorce Reduction(Scenorio 2)

Figure 9.3-3 Scenario of Waste Generation in the Kathmandu Valley


3 Since there is no existing data or record that can be used to estimate the annual increasing rate of waste unit generation rate

in the past, the JICA Study Team do suggest that all municipalities carry out regular waste generation quantity surveys, at least once a year, to grasp the changes of unit generation rate from the practical experience during the Study.