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INTEGRATED WASTE MANAGEMENT PLAN PAGE 1 OF 96

July 2005 First Generation

Nelson Mandela Metropolitan Municipality Environmental Services Business Unit

Waste Management Division

Integrated Waste Management Plan

2005 - 2010



FOREWORD

The Nelson Mandela Metropolitan Municipality has a key role to play as a

Waste Planning Authority in enabling appropriate development of facilities in

suitable locations, and conversely seeking to prevent the development of

facilities in inappropriate locations where they would be unacceptable for

land use planning reasons. This involves detailed consideration both of the

nature of a development and the appropriateness of its location. This is the

first Integrated Waste Management Plan (IWMP) of the Nelson Mandela

Metropolitan Municipality (NMMM). The development of this plan has

progressed over several years and with two different teams, overcoming a

number of obstacles before being finalized and accepted as a Guiding

Document for the Waste Management Division of the NMMM. It has been

developed in consultation with the Committee for Environment and Health

and has incorporated the opinions and suggestions of the general public

through the Public Participation events held.

In the final phases, the plan was presented and discussed with other

municipal Business Units, community organizations, NGO’s, private industry,

councillors and staff. This IWMP does not claim to deal with all waste in the

Metro nor does it solve all the issues at hand, instead it is Local

Government’s first attempt to assess the general waste management

situation in cooperation with the general public and other interested and

affected stakeholders and propose mutually support ed and acceptable

solutions.

The IWMP is a living document and will be continuously amended and

improved as information becomes available or as conditions change. Even

though the printed plan may soon be out-of-date in some matters, the

document includes large amounts of information that the public, students,

researchers, industries and others may appreciate for several years to come.

There is no doubt that this plan will succeed. However, the challenge to

improve our record in waste management rests not only with planning

authorities but also with everyone. This Plan sets the scene in implementing

the Metro’s strategy for the near future.

Melvin Manentsa

Portfolio Councillor

Environment & Health Services

Nelson Mandela Metropolitan Municipality



ACKNOWLEDGEMENTS

The IWMP Working Group of Officials: Mrs. Lindelwa Mgijima, Development Officer (IWMP Co-ordinator) Mr. Riaan le Roux, Assistant Manager: Planning

Ms. Cynthia Mnamata, Assistant Manager: Operations Mrs. Annalisa Dyakala, Assistant Manager: Operations Mr. Ken Kendall, Assistant Manager: Disposal Mr. Cyril Nel, Planner Mrs. Melinda Labuscagne, GIS Operator

Reference Group acknowledgements: Mr. Henry Lansdown (NMMM Disaster Management)

Ms. Lulama Mxenge (NMMM Economic Development Unit) Mr. Gerald Foutie (NMMM Environmental Health) Mr. NJ Oliphant (NMMM Environmental Health) Ms. Hlekani “Kithi” Ngesi (NMMM Environmental Management) Mr. Joram Mkosana (NMMM Environmental Management) Dr. Paul Martin (NMMM Environmental Services)

Mr. MP Scott (NMMM Finance) Ms. Melanie Smit (NMMM IDP Unit) Ms. Yolande Farrow (NMMM Libraries) Ms. Nadia Wessels (NMMM Town Planning) Ms. Fay Meltz (IMATU) Mr. DM Adams (SAMWU)

Additional contributions from: Ms. Thulas Mgijima, ex-Manager: Waste Management Mr. Theo Mafongosi, Superintendent Waste Management Mr. Tsidi Mkumatela, Superintendent Waste Management

For their earlier contributions to the IWMP: Mr. William “Bill” Emslie Mr. Victor Felton

Support made possible by Sida: Consultancy support from and exchange visits with the Office of Sustainable Water and Waste Management and the Environmental Authority of the City of Gothenburg, Sweden and Renova, the Regional Waste Company of West Sweden.

Long-term advisory support on Integrated Waste Management by

Mr. Eric Zinn of SWECO International.

In memory of: Mr. Willem Pieterson

The IWMP Working Group would also like to thank the members of the public that have contributed to the development of this plan through the numerous

workshops and interviews that have been held.



TABLE OF CONTENTS

1 INTRODUCTION 10

2 THE IWM PLANNING CONTEXT 12 2.1 Introduction 12 2.2 Local Agenda 21 13 2.2 .1 Key Agenda 21 goals and activities 13 2.3 The National Waste Management Strategy 15 2.3 .1 The Polokwane Declaration 15 2.4 The NMMM’s Integrated Development Plan (IDP) 17 2.5 The NMMM’s Environmental Policy 18 2.6 IWM Planning Principles 19

3 SCOPE 20 3.1 Geographical and topical scope 20 3.2 Planning time horizon 20

4 SITUATION ANALYSIS 21 4.1 Demographics 21 4.1 .1 Base population and number of households 21 4.1 .2 Levels of education 21 4.1 .3 Socio-economic distribution 21 4.1 .4 Population and economic growth estimates 21 4.1 .5 The Impact of HIV/AIDS 22 4.2 The Economy of the Metro 22 4.3 Characterisation of waste 23 4.4 Generation of waste 24 4.4 .1 Generation of general was te 24 4.4 .2 Generation of hazardous and medical waste 25 4.5 Projected future waste generation 25 4.6 Waste collection and transport 26 4.6 .1 Domestic waste collection 26 4.6 .2 Industrial/commercial waste collec tion 29 4.6 .3 Garden waste collection 29 4.6 .4 Hazardous and medical was te collection 30 4.7 Waste recycling 30 4.8 Composting 33 4.9 Waste treatment 34 4.10 Waste disposal 34 4.11 Other services provided 36 4.12 Economics and Financing of Waste Management 36 4.13 Organisational Structure 36 4.13.1 Staff and organisation 36



5 LEGISLATIVE REVIEW 36 5.1 Introduction 36 5.2 Issues for National Legislation 36 5.2 .1 Generation of was te 36 5.2 .2 Separation 36 5.2 .3 Collection 36 5.2 .4 Trans fer and T ransportation 36 5.2 .5 Trans formation and Re-use 36 5.2 .6 Disposal 36 5.2 .7 Other General Environmental Matters 36 5.3 What is the legal definition of waste? 36

6 PUBLIC PERCEPTION 36 6.1 Surveys 36

7 PUBLIC PARTICIPATION 36 7.1 General areas of concern 36 7.1 .1 Improvement in Socio-Economic Conditions 36 7.1 .2 Environmentally Sustainable Development 36 7.1 .3 Holistic and Integrated Approach to Environmental Management 36 7.1 .4 Involvement, Development and Empowerment of SMME’s 36 7.1 .5 Job Creation 36 7.1 .6 Dynamism 36 7.1 .7 Education and Awareness 36 7.1 .8 Coordination and Integration 36 7.2 Recommendations 36 7.2 .1 Waste Generation 36 7.2 .2 Waste Separation 36 7.2 .3 Waste Storage and Collection 36 7.2 .4 Waste transfer and transportation 36 7.2 .5 Recycling 36 7.2 .6 Waste disposal and des truction 36

8 PRIORITY ISSUES 36 8.1 .1 Lack of available waste-related information 36 8.1 .2 Lack of uniform and effective waste by-laws 36 8.1 .3 Insufficient public awareness 36 8.1 .4 Insufficient service delivery 36 8.1 .5 Unsatis factory levels of recycling 36 8.1 .6 Need to secure land for future landfill s ites 36 8.1 .7 Need to involve public and private indus try 36 8.1 .8 Broad need of capacity building within Metro 36

9 WASTE MANAGEMENT OBJECTIVES 36



10 PROJECTS 36 10.1 Action Plan 36 10.2 Project Descriptions 36 10.2 .1 IWM Planning projec ts 36 10.2 .2 Public Awareness projects 36 10.2 .3 Recycling projects 36 10.2 .4 Composting projects 36 10.2 .5 Waste Disposal projec ts 36 10.2 .6 Legis lative projects 36 10.2 .7 Financ ial projects 36 10.2 .8 Staff Development projects 36 10.2 .9 Job c reation projec ts 36

11 MONITORING THE PROGRESS OF THE IWMP 36

12 APPROVAL OF THE IWMP 36 12.1 The IWMP Organisation 36 12.1 .1 The IWMP Working Group 36 12.1 .2 Environmental Services Forums for Stakeholders 36 12.1 .3 Reference Group 36 12.1 .4 Support Group 36 12.1 .5 Environment & Health Standing Committee 36 12.1 .6 Department of Environmental A ffairs and Tourism 36

ANNEXURES

1. Levels of waste management services provided in the Metro.

2 . Landfill s ites and waste trans fer/garden waste stations in the Metro.

3 . Organogram of the Waste Management Divis ion of the Environmental Services

Business Unit.

4 . Government Notice 1986 of 24 Augus t 1990 (Waste Definition)

5 . Review of waste-related legis lation



ACRONYMS

BU Business Unit (of the NMMM)

DEAT Department of Environmental Affairs and Tourism

DWAF Department of Water Affairs and Forestry

EMP Environmental Management Plan

IAP Interested and Affected Parties a.k.a. Stakeholders

IDP Integrated Development Plan

IWM Integrated Waste Management

IWMP Integrated Waste Management Plan

IWMSA Institute of Waste Management in Southern Africa

NMMM Nelson Mandela Metropolitan Municipality

NWMS National Waste Management Strategy

SALAIDA SALA International Development Agency, a consultancy organisation owned by the Swedish Association of Local Authorities and the Swedish Federation of County Councils

SIDA Swedish International Development Co-operation Agency

SMME Small, medium and micro-sized enterprises



DEFINITIONS

Environment

Our surroundings, including living (such as humans, animals and plants)

and non-living (such as buildings, land, soil, air and water) elements. The

environment also includes our social and economic surroundings.

Environmental Management Plan

Environmental Management Plans in the context of NMMM’s Environmental

Management System refer to action plans aimed at improving specific

indicators of environmental performance. Environmental Management Plans

typically include responsibilities, time frames and resources necessary to

accomplish a particular objective.

Environmental Policy

A document wherein the leadership of the Nelson Mandela Metropolitan

Municipality makes policy statements regarding environmental

management in order to give direction to the implementation of the

Environmental Management System (EMS). Statements regarding specific

issues relating to the environment may also be included in the

Environmental Policy and may be expanded on in separate Policy

documents.

Environmentally Sustainable

In relation to the provision of a municipal service, environmentally

sustainable means the provision of a municipal service in a manner aimed

at ensuring that:

• The risk of harm to the environment and to human health and safety

is minimised to the extent reasonably possible under the

circumstances;

• The potential benefits to the environment and to human health and

safety are maximised to the extent reasonably possible under the

circumstances; and

• Legislation intended to protect the environment and human health

and safety is complied with.

Integrated Waste Management

Managing waste through a participatory process and holistic approach by

multiple techniques to achieve solid waste and resource conservation goals.

The techniques may include waste reduction, reuse, recycling, composting,

transformation, disposal to landfills, and other means. Interested and

Affected Parties play a vital role in the success of IWM by understanding

and fulfilling their roles in achieving common goals.

Metro

The physical metropolitan area. The metro is distinguished from the

Metropolitan Municipality, who is the administrative local authority for the

metro area.



Nelson Mandela Metropolitan Municipality

The local authority with the responsibility of providing essential municipal

services to people within the metro.

Sustainable Development

The integration of social (e.g. living conditions), economic (e.g.

employment) and environmental (e.g. pollution) factors into planning,

implementation and decision making so as to ensure that development

serves present and future generations

Waste

The Government Notice 1986 of 24 August 1990 includes the legal

definition of waste, defining it in short as “an undesirable or superfluous by-

product, emission, residue or remainder of any process or activity which is

discarded, or is accumulated and stored with the purpose of eventually

discarding it, or is stored with the purpose of recycling, re-using or

extracting usable product from such matter.” For more information on the

legal definition of waste, see Chapter 5.3 and Annex 4.

Waste Co-operative

An enterprise jointly owned and managed by its employees, which provides

waste-related services (e.g. litter-picking, street-sweeping) to the

communities as per contract with the NMMM. Waste co-operative are

envisioned to bring about an improved feeling of ownership and

responsibility in communities and generate entrepreneurship in previously

disadvantaged communities.

Waste Management Hierarchy

The internationally accepted hierarchy of

preferred waste management options. (1)

Prevent and minimise the generation of waste,

(2) Re-use waste, (3) Recycle or compost

waste, (4) Incinerate waste, utilising heat and

energy production, (5) Treat waste with no

energy recovery, (6) Landfill waste.



1 INTRODUCTION

What is Integrated Waste Management Planning?

Integrated Waste Management Planning may be best described as a holistic

approach to integrating and optimising waste management in such a way as

to achieve the best health, environmental, economical and engineering

results – thereby improving the quality of life for all South Africans.

This holistic and integrated approach involves engaging interested and

affected parties in the planning process, providing capacity building where

necessary, ultimately resulting in cooperation between all parties.

The elements of integrated waste management include:

• Generation of waste (minimising waste when possible) • Separation of waste (enabling efficient recycling) • Storage and collection of waste • Transfer and transportation of waste • Re-using and recycling waste

• Disposal of waste (always the last option)

The aforementioned elements have inherent linkages, which necessitate an

integrated approach to the management of waste. For example, if one

introduces waste minimisation and recycling, it will have a resultant impact

on the remaining elements of waste management, such as collection

strategies, type of collection vehicles required, disposal techniques, etc.

Furthermore all related activities, such as, legislation, local economic

development (SMME’s), job creation, education and awareness, community

participation, Agenda 21, etc, all have a significant role to play in the

implementation of integrated waste management.

IWM Planning

Principles

Development of Programmes,

Projects and

Activities

Development of

Objectives and StrategiesReview of

Objectives, Strategies,

Programmes andProjects

ContinuousImprovement

Implementation of IWMP

Situation

Analysis

Current Legislation

Audit of

IWMP Progress

IWM Planning

Principles

Development of Programmes,

Projects and

Activities

Development of

Objectives and StrategiesReview of

Objectives, Strategies,

Programmes andProjects

ContinuousImprovement

Implementation of IWMP

Situation

Analysis

Current Legislation

Audit of

IWMP Progress

Figure 1. The IWM Planning Process Cycle.



The integrated waste management planning process incorporates all the

major stages of the environmental planning process, namely:

• Analysing the current situation and legal framework • Making projections of future requirements; • Setting objectives; • Developing projects and programmes to reach the set objectives

• Developing and implementing an integrated waste management plan; • Periodically evaluating and reviewing the plan to ensure the respective

objectives are being met.

Figure 1 illustrates the IWM planning process cycle.

“Waste Management is a priority for all South Africans” -The Polokw ane Declaration, 2001



2 THE IWM PLANNING CONTEXT

2.1 Introduction

Our society is based, among other things, on the sustainable usage of

limited natural resources. This requires wise usage and conservation and a

failure to do so jeopardises our common future. Waste is, in fact, a resource

that can be utilised instead of virgin materials. For example, drink cans

require 60 % less energy to make from recycled metals than raw materials.

Increasing environmental awareness in South Africa has resulted in

regulations that are more stringent and requirements relating to Waste

disposal being enforced by the Department of Water Affairs and Forestry

(DWAF).

The Department of Environmental Affairs and Tourism (DEAT) have also

published a White Paper on Integrated Waste Management on 17 March

2000 (Gazette No. 20978).

Furthermore, DEAT and DWAF have produced a document entitled “Action

Plan for Integrated Waste Management Planning – Version A” on 12 April

1999. The document sets out immediate objectives, to be achieved over the

period July 1999 to December 2004, as follows:

• Preparation of Integrated Hazardous Waste Management Plans by Provincial Government for implementation by January 2005.

• Preparation of Integrated General Waste Management Plans by Local Government for implementation by January 2005.

• Preparation of Integrated Waste Management Plans by private business owners for submission to Provincial Government by December 2004.

The above initiatives indicate that there is a sense of urgency for South

Africa to “get into step” with sound international environmental practises. An

integrated approach to Waste Management is a fundamental imperative in

the quest to protect the environment and ensure its sustainability.

During May 1999, Sida was approached for funding and technical assistance

to prepare an IWMP for Port Elizabeth and the region. Formal approval for

funding and assistance was ultimately obtained from Sida in January 2001,

and a supportive cooperation with the Office of Sustainable Water and Waste

Management (“The Recycling Office”) of the City of Göteborg in Sweden

began. In 2003, the Integrated Waste Management Plan for the NMMM had

reached Draft 4 status. Due to a re-organisation of the NMMM in

2003/2004, little progress on the plan was made for a year and a new IWMP

team was assembled in November 2004. The new team has reassessed the

work previously done and finalised the IWMP.



2.2 Local Agenda 21

Agenda 21 of the 1992 UN Conference on Environment and Development in

Rio de Janeiro called for sustainable and environmentally sound development

in all countries. The report also observed that waste management was

among the environmental issues of greatest concern to the global

community. Agenda 21 sets out a framework of objectives and activities

aimed at minimising waste, maximising environmentally sound re-use,

recycling, and promoting safe waste disposal and treatment.

One of the key features of sustainable development is the requirement to

integrate economic and environmental factors into all decision-making

processes. Applications of these criteria to waste management require a new

emphasis on resource and energy conservation, ensuring that supplies of

raw materials, sources of energy and the quality of the physical environment

can be maintained.

Agenda 21 initiatives are considered to be an essential vehicle for the

implementation of the various aspects of the IWMP.

2.2.1 Key Agenda 21 goals and activities

The key goals of Agenda 21 are:

• Sustainable development. • Eradication of poverty. • Elimination of threats to the environment.

• To ensure a sustainable environment. • Creation of sustainable job opportunities.

The focus of the IWMP is to strive to attain the above goals in all facets

thereof. The following seven key activities require attention in order to

satisfy Local Agenda 21.

Activities within the Local Authority

Garnering local political support.

• Information sessions and workshops • Reports and presentations to committees • Physical involvement in projects.

Managing and improving the local authorities own environmental

performance.

• Corporate commitment • Staff training and creating awareness. • Environmental management systems. • Budgeting for environmental processes. • Policy integration across all sectors.



Integrating sustainable development aims within the local authority’s policies

and activities.

• Economic development • Tendering and purchasing • Tourism and visitor strategies • Health strategies • Welfare, equal opportunities and poverty strategy • Focussed environmental services

Action within the wider community

Awareness raising and education

• Support for environmental education • Awareness-raising events • Visits and talks • Support for voluntary groups • Publication of local information

• Press releases • Initiatives to encourage behavioural change and practical actions

Consulting and involving the general public

• Public consultation processes • Interaction with NGO’s/forums • Focus groups • Feedback mechanisms

Forging partnerships within other interest groups and activities, such as:

• Meetings workshops and conferences • Working groups/advisory groups • Round table discussions • Comprehensive Urban Plan • Partnership initiatives • International and regional partnerships

Measuring, monitoring and reporting on progress towards sustainability.

• Environmental monitoring • Sustainability indicators • Targets • Environmental Impact Assessments • Strategic Environmental assessment



2.3 The National Waste Management Strategy

The National Waste Management Strategy (NWMS) was developed by the

Dept of Environmental Affairs and Tourism (DEAT) and the Dept of Water

Affairs and Forestry (DWAF) in 1998-99 and presents National Government’s

strategy for integrated waste management for South Africa. Among the

priority initiatives formulated in the document, Integrated Waste

Management Planning was identified as an important tool for improving the

current waste situation.

The NWMS allocates responsibilities for planning for different types of waste

as follows:

• The national Department of Environmental Affairs and Tourism (DEAT) will draft and promulgate regulations and guideline documents for

integrated waste management planning of all waste types.

• The provincial environmental departments will develop hazardous waste management plans and prepare provincial environmental and waste management plans that incorporate the integrated waste management plans submitted by local government and industry. These will be submitted to the Committee for Environmental Co-ordination (CEC) for

approval, which will facilitate inter-provincial coordination, particularly in relation to planning for facilities for treatment and disposal of waste.

• Local Government will develop and submit plans for integrated general waste management to the respective provincial environmental departments. General waste includes domestic and industrial/commercial waste that is not acutely hazardous or dangerous for man or the environment.

• Waste management plans for industrial waste that is disposed of at private and/or dedicated disposal facilities, will be prepared by the developers/owners and submitted to the respective provincial environmental departments.

2.3.1 The Polokwane Declaration

Representatives of government at national, provincial and local level, civil

society and the business community signed the Polokwane Declaration on

Waste Management during the first National Waste Summit in 2001. The

representatives recognized that waste management is a priority for all South

Africans, and the need for urgent action to reduce, reuse, and recycle waste

in order to protect the environment.

The vision of this Summit was to implement a waste management system,

which contributes to sustainable development and a measurable

improvement in the quality of life, by harnessing the energy and

commitment of all South Africans for the effective reduction of waste.

Through co-operation, the goals of reducing waste generation and disposal

by 50% and 25% respectively by 2012 and develop a plan for ZERO WASTE

by 2022 were to be achieved.



The delegation emphasized the essential role of efficient management of

waste in sustainable development and the protection of human health and

the environment.

The resulting Polokwane Declaration lists a number of actions believed to be

necessary to achieve the set goals:

1) Prioritisation of Waste Management, 2) Implementation of the National Waste Management Strategy 3) Development and implementation of a Legislative and Regulatory

Framework to promote waste avoidance, prevention, reduction, re-use

and recycle, 4) Provision of efficient and effective collection and disposal facilities, 5) Establishment and enforcement of targets for waste reduction and

recycling, 6) Setting benchmarks towards achieving the 2012 target, 7) Disseminate information on the status and trends on waste reduction

in the country,

8) Introduce mandatory waste audit processes, 9) Explore the use of economic instruments to support waste

management initiatives, 10) Develop and provide the public with educative resources necessary to

allow participation in the waste elimination process on an informed basis,

11) Develop Intergovernmental Capacity, 12) Develop Waste Information and Monitoring Systems, 13) Establish systems that ensure that physical and financial responsibility

for waste is borne by the product producers, 14) Effectively manage waste disposal/reprocessing facilities, thereby

avoiding the need to establish new, or expand existing facilities, 15) Promote employment and economic empowerment opportunities, in

particular in Small, Medium and Micro Enterprises, through increased product reuse and material recycling.

16) Promote clean technology and clean production.

National, Provincial and Local Government committed itself to:

1) To develop and implement a comprehensive legislative and regulatory framework,

2) Implement the NWMS, 3) To build capacity within all spheres of government,

4) Promote strong intergovernmental coordination and cooperation, 5) To develop an Information Management System, 6) Explore and support appropriate economic instruments to support the

NWMS, 7) To set up a Multi Stakeholder forum consisting of national, provincial,

local government, business and civil society,

8) Promote and Implement sustainable poverty relief projects, 9) To provide comprehensive waste management services, 10) To explore the establishment of a National Waste Fund, 11) To develop compliance monitoring mechanism, and 12) To develop comprehensive communication strategies including

mounting campaigns.



2.4 The NMMM’s Integrated Development Plan (IDP)

The Integrated Development Plan provides the basis for the managed

development of the NMMM and will be used by the political, business and

community leadership to determine activities and operational plans and

guide the allocation of resources until and beyond 2006. The IDP is the

foremost plan in pursuance of the Vision 2020.

“Nelson Mandela metropolitan area practices social justice in a culture of public participation guided by an eff icient, accountable, non-racial, non-sexist and sustainable municipality that focuses on sustainable environmental, social and economic development, improving the quality of life of its communit ies in a secured, safe and tourist friendly environment." -VISION 2020

The IDP identifies the following municipal developmental priorities:

• Institution building • Service delivery • Housing and land delivery • Investment and economic growth • Investment in Tourism and tourism infrastructure development • Public safety • Cleansing and environment

The last developmental priority, which is also the most relevant to waste

management, is further elaborated as encompassing the following priorities:

• to maintain healthy and clean environment through beautification of the Metro

• to provide an appropriate household refuse collection service • to provide an appropriate and effective street sweeping and cleaning

service

• to cut grass on developed open spaces eleven times a year • to improve air pollution monitoring and link it with other institutions

The IDP details a number of targets for the expansion of services to cover all households. The targets include:

• By Dec 2005 (if not feasible by June 2006): All urban households to have at least a basic service

• By June 2007: All peri-urban areas to have at least a basic1 service • By June 2008: All rural areas to have a service / facility

The IDP lists the percentage of households with access to basic levels of

solid waste collection, the provision of free basic services to all indigent

households by 30 June 2010 and financial viability/cost coverage as

indicators that will be used to measure the area wide performance of the

Municipality.

1 Basic ser vices mean that households take their waste to a nearby skip i n bags provided by the NMMM.



Amongst the Environment & Health Portfolio Objectives towards the Vision

2020 are:

• Ensure sustainable waste management practices within the metro. • Improve environmental health conditions within the metro. • Create a visually pleasing environment.

2.5 The NMMM’s Environmental Policy

The Environmental Policy (adopted in 2004) states the Nelson Mandela

Metropolitan Municipality's commitment to responsible environmental

management and the implementation of a formal Environmental

Management System for the Municipality. The Environmental Policy provides

guidance to all stakeholders regarding the management of environmental

matters that fall within the Municipality's area of control. This document

presents the Municipality's stated intentions in terms of environmental

management and can be viewed as a demonstration of the Municipality's

commitment to sustainable environmental practice. All NMMM personnel are

required to understand the policy statement as it affects their daily activities.

In essence the policy entails that the Metro (i) must conduct all operational

activities in an environmentally friendly manner, and (ii) must endeavour to

rectify impacts on the environment that were caused through previous

activities. In order for the Municipality to meet its environmental obligations,

the following principles will be applied:

a) Sustainable development that meets the needs of present generations without compromising the ability of future generations to meet their own needs;

b) Sustainable and efficient use of natural resources and raw materials;

c) The risk of harm to the environment and to human health and safety, including the effects of pollution, uncontrolled waste, litter, disturbance to ecosystems, and cultural heritage sites and loss of biodiversity, is avoided or minimised;

d) The potential benefits to the environment and to human health and safety including the reduction of pollution, control of waste, preservation of ecosystems, cultural heritage sites and biodiversity, is maximised;

e) Environmental legislation is complied with by the metropolitan municipality and by entities with whom the municipality does business;

f) Ongoing and effective public participation and empowerment; g) The effects of activities at the local level shall be assessed in the context

of regional, national and international environments; h) Continuous improvement of the state of our environment; i) Improve environmental awareness amongst our employees,

stakeholders, and the public; j) To manage environmental resources and impacts so as to promote

social, economic and environmental justice; k) To promote and protect the environment as our common heritage with

the aim of creating a pleasant environment in which to live, work, invest, and visit; and

l) The principles of "polluter pays" and "cradle to grave" should apply and the costs of services and products should reflect the environmental costs.



2.6 IWM Planning Principles

The Planning Principles for Integrated Waste Management in the Nelson

Mandela Metropolitan Municipality establish the direction for the

development of waste management. The Principles are in line with the goals

and intent of the overall Integrated Development Plan of the NMMM and its

Environmental Policy. The Planning Principles, approved by the Metro

Council, illustrate how waste management is to be conducted in the year

2020 and have therefore guided the development of this IWMP:

• The NMMM provides adequate, equitable and affordable domestic waste

management services to all communities in an increasingly efficient and

accountable manner resulting in safe, litter-free and healthy living

conditions.

• The NMMM promotes sustainable waste management through public

awareness and education activities, and public/private partnerships,

promoting job creation in a growing recycling industry.

• The NMMM consults and communicates with the public on issues of waste

management through periodic public participation events, also involving

other key stakeholders.

• The NMMM employs affordable alternative waste recycling and treatment

methods, utilising landfilling only as a last resort, to handle its

continuously decreasing amounts of general and hazardous waste.

• The NMMM has facilitated the creation of alternative opportunities for

capacitated informal recyclers.

• The NMMM applies effective environmental legislation that thoroughly

discourages unsustainable practices such as littering and dumping of

waste.

• The NMMM fulfils all existing legislative requirements and adheres to best

practices in its integrated management of waste.

• Waste Management is conducted in a way that attracts and recruits both

men & women to the work force. NMMM continuously develops the

capacity of its motivated staff enabling them to professionally deal with

contemporary challenges and opportunities.



3 SCOPE

3.1 Geographical and topical scope

This IWMP covers municipal waste management within the geographic area

of the Nelson Mandela Metropolitan Municipality, see Figure 2.

Figure 2. A map of the Nelson Mandela Metropolitan Municipality.

The Situation Analysis aims at encompassing all waste within the Metro,

from generation of waste through re-use/recycling of materials to final

treatment and disposal of waste. Due to current limitations, focus is set to

domestic and commercial/industrial waste collected by the Municipality and

the collection, treatment and disposal of this waste. Current knowledge of

other waste initiatives and activities in the Metro, such as recycling projects,

is also included.

3.2 Planning time horizon

This Integrated Waste Management Plan and its Action Plan of Projects deals

with contributing to the achievement of Vision 2020 by the year 2020. Due

to the difficulties and inaccuracies of planning for such distant times, the

IWMP focuses on achieving the formulated objectives in Chapter 9 within 5

years i.e. by the year 2010.



4 SITUATION ANALYSIS

4.1 Demographics

4.1.1 Base population and number of households

The Nelson Mandela Metropolitan Municipal (NMMM) area has an estimated

population of 1.3 million, who reside in ±260 000 households. 52% of the

population is female. Of interest, the NMMM has a relatively youthful

population of which 37% is below the age of 20 years indicating that matters

such as education and job creation require serious consideration and urgent

attention.

4.1.2 Levels of education

29% of the residents older than 15 years have matric or higher

qualifications. Only 4.2% of adults have Degrees while 8.5% of residents

over 15 years old are functionally illiterate.

4.1.3 Socio-economic distribution

An extremely wide range of income in the urban areas is evident. This is

largely correlated with population group. Thus whereas only 45% of the

White population recorded incomes of under R1000 per month, some 84% of

the Black and 70% of the Coloured population did so. Only 0.3% (1396) of

the Black and 0.7% (1558) of the Coloured population earned over R6000

per month compared with 8.6% (8159) of Whites.

Table 1. Average Household Income and Expenditure.

Income Expenditure

Eastern Cape R 29,000 R 27,000

Port Elizabeth R 55,514 R 52,233

(Source: Statistics SA PO111.2 and Statistics SA Earning and Spending in South Africa)

The NMMM has introduced an indigent policy to assist poor communities to

have access to services and non-payment of services for those who are

unable to pay due to their income bracket.

4.1.4 Population and economic growth estimates

Historically, the population growth of the Metro is approximately 2.8% per

annum but with the impact of HIV and AIDS it is likely to see growth

reduced to 1.9%. By 2010, it is estimated that this area will have a

population of 1.5 million. The population of the Metro is expected to grow to

2 million by the year 2020.

Since 1999, the average economic growth of the area has been 3.7%.

However, the NMMM aims at achieving a sustainable annual economic

growth of between 5% and 8%.



4.1.5 The Impact of HIV/AIDS

The ongoing HIV/Aids pandemic will affect the Metro in two ways – the first

being absenteeism and illness in the workforce, and the second a shift in

consumption patterns.

The Actuarial Society of South Africa (ASSA) predicts that the South African

population will grow by 1.5 million between 2000 and 2015. Without Aids,

there would have been 10 million more consumers. The actual number of

people with HIV will increase from the current six million to between seven

and eight million by 2006, according to the Medical Research Council's Dr

Debbie Bradshaw. She told a parliamentary sub-committee that Aids deaths,

which will increase exponentially over the next few years, would be in the

young, economically productive age groups. Business and industry, including

the NMMM, will have to contend with increased absenteeism and the loss of

skilled workers.

The NMMM w ill have to contend w ith increased absenteeism and the loss of skilled w orkers.

With the increasing numbers of Metro citizens contracting the epidemic, a

need arises to also address the amounts of domestic medical waste being

generated though self-treatment at home. Growing amounts of

contaminated syringes, etc. and leftover medication (including ARV-

treatment) pose a risk to municipal refuse workers, as well as to informal

kerbside recyclers and those working on the Arlington landfill site. Both the

safety and environmental issues of this matter need to be evaluated.

4.2 The Economy of the Metro

The economy of the Nelson Mandela Metro is changing fundamentally. The

Metro is at the centre of three of the most exciting developments on the

African continent – the establishment of mega-reserves at Addo and the

Baviaanskloof, and the giant Coega Industrial Development Zone and deep-

water harbour of Ngqura. The NMMM is also running a number of exiting

Vision 2020 projects including the development of Njoli Square, the

Motherwell Urban Renewal Programme (MURP), the Red Location Museum,

the Freedom Statue, the Ploughing Fields and others.

At the same time, exports of vehicles, automotive components and

agricultural produce have grown exponentially. Tourism has also taken on

fresh momentum, with hotel occupancies at new highs. The Metro shows

signs of becoming Africa’s fastest-developing regional economy.

The NMMM is the largest contributor to the Eastern Cape economy and its

Gross Geographic Product (GGP) contributes 41.3% to the GGP of the

Eastern Cape and 2.9% of the entire South Africa.

Tourism in the NMMM currently contributes about 17% to the GGP. It is

estimated that 1.3 million tourists visit the Metro annually.



Table 2 lists the primary, secondary and tertiary sectors of the Metro’s

economic activity.

Table 2. Sectoral output in the Nelson Mandela Metropolitan Municipality.

Sector Production Activ ity

Primary Sectors Agriculture, Forestry & Fishing Mining and Quarrying

Secondary Sectors Manufacturing Electricity and Water Construction

Tertiary Sectors Wholesale and Retail Trade Hotels and Restaurants Transport and Communication Finance and Real Estate Community Services General Government Services Sector Producers (non-profit institutions and domestic workers)

(Source: C SS Report 00-90-02)

4.3 Characterisation of waste

An understanding of the composition of the waste streams is necessary in

order to properly manage it. Of particular importance for the NMMM is the

domestic waste stream, which comprises ± 25 % of the total waste

produced. The remaining waste includes industrial and commercial waste

that is handled mainly by the private sector.

The domestic waste stream needs to be regularly analysed as it is affected

by a number of factors, such as shifting economic patterns, variations in

types and volume of packaging materials etc. An analysis of the domestic

waste stream revealed the following:

Table 3. Characterisation of domestic waste in NMMM.

Waste component Percentage by Weight

Perishables (organic fraction) 46,0%

Garden waste 4,3%

Paper and cardboard 18,8%

Plastic 14,9%

Glass 6,3%

Metal 3,0%

Textile 2,9%

Hazardous Insignificant amount

Other 3,7%

The analysis was done in a residential area of the Metro. All the refuse bags

were collected from randomly selected houses and transported to a sorting

area. The refuse bags were then put into a one cubic metre wooden box and



weighed. The weight of the wooden box was known before commencement

of the analysis exercise. The wooden box was then emptied and the waste

separated and weighed by classification.

Further analysis of the waste stream is still required to take into account

seasonal fluctuations.

From the above it is evident that there is much scope for separation,

recycling, composting and transformation of waste (about 90% of the waste

stream) which ultimately could lead to a minimal amount (± 10%) of waste

being landfilled.

Considering the waste characterisation and under the reasonable assumption

that approximately 100,000 tons of domestic waste is generated annually in

the Metro, the potential for recycling is quite substantial.

Table 4. Estimation of recyclable materials potentially available in the

domestic waste stream in NMMM.

Waste component Tons per annum

Organic waste excl garden 46,000 tons

Garden waste 4,300 tons

Paper and cardboard 18,800 tons

Plastic 14,900 tons

Glass 6,300 tons

Metal 3,000 tons

Textile 2,900 tons

Other 3,700 tons

The amounts of garden waste that can e.g. be composted are, in fact, much

larger than the above 4,300 tons, as considerable amounts of garden waste

are dropped off at transfer stations throughout the Metro.

4.4 Generation of waste

4.4.1 Generation of general waste

The citizens and companies of the Nelson Mandela Metro generate

somewhere between 300,000 and 350,000 tons of general (non-hazardous)

waste each year. An overwhelming majority of this waste is collected by the

Municipality or its contractors and transported on a daily basis to the two

municipal landfill sites. Some general waste is also taken from Motherwell to

the Aloes hazardous waste site for the purpose of co-disposal.

There is currently no control of the generation of waste. Although

households generate waste, a large proportion of the waste such as

packaging is generated by the industrial and business sector. The absence of

laws / controls allows manufacturers to package their goods in an



uncontrolled and elaborate manner. The consumer at the end of the day

pays for the packaging and the disposal thereof to landfill.

The element that is glaringly absent in the aforementioned transaction is

who is responsible for the adverse impact on the environment created by the

disposed item.

Introducing a producer pays policy through legislation will encourage

manufacturers to make use of recyclable materials and hold the generator

accountable for such recycling initiatives.

“There is an urgent need to minimize the amount of w aste we produce.” -The Fairest Cape Association

4.4.2 Generation of hazardous and medical waste

The Metro currently does not require that companies and industries of the

area report their generation of hazardous and medical waste, nor do

companies that handle (transport, treat or dispose) hazardous waste register

with or report to the municipality. Therefore, there is nearly no information

available on the types and volumes of hazardous and medical waste

generated in the Metro.

Being in the best interests of this municipality, the NMMM should assume

some form of monitoring and planning role regarding the generation,

transport, treatment and disposal of hazardous and medical waste. The

future Waste Management Act is expected to assign the responsibility of

monitoring hazardous and medical waste to either Province or Local

Government.

4.5 Projected future waste generation

The economic growth of the Metro is expected to continue to be strong

(approximately 4 %) and even improve towards 2010 and onwards

(approximately 5 %). Historically, waste generation and economic growth

have gone hand in hand and very few examples exist even on an

international level of decoupling the two from each other. The amounts of

general, non-hazardous waste being generated in the Metro are therefore

expected to increase over the coming years as follows in Table 5.



Table 5. Projected future general waste generation in NMMM 2004 - 2020.

Year Eco. Growth Waste Generation (tons per annum)

2004 3,7% 325,000

2005 4,0% 337,025

2006 4,3% 350,506

2007 4,7% 365,578

2010 5,0% 421,993

2015 5,0% 538,582

2020 5,0% 687,382

4.6 Waste collection and transport

4.6.1 Domestic waste collection

The Metro provides nearly all households with a domestic refuse collection

service utilising 85-litre plastic refuse bags or 240-litre wheeled containers

(“wheely bins”). In most areas, the households are serviced by a kerbside

plastic refuse bag collection system once per week. Areas on the wheely bin

system are serviced once per fortnight.

Picture 1. Wheely bin trucks (left) are used primarily in low-income areas.

Side tippers (right) are used to collect black bags.

The black refuse bag refuse collection system was introduced into the PE

area in the late 1970’s. The system requires households to place their full

tied refuse bags on the kerbside outside their premises on collection day.

Unlike most areas of the country where bags have to be purchased by the

householder, the bags in PE have always been supplied and delivered “free

of charge” (i.e. cost is covered by other waste tariffs). At present just over

1.5 million bags are delivered to over 150,000 households in the erstwhile

PE TLC area every two months. This is achieved by a dedicated bag delivery

team consisting of a truck, a driver and eight labourers. Each day’s work is

measured and the number of bags for the day are signed out of the stores

each morning and delivered to households at a rate of 10 bags every two

months.



Where possible bags are put into the resident’s letterboxes. Where there are

no such letterboxes the bags will be handed direct to the householder or

placed by the front door or some other such place that is deemed

appropriate and secure. The District Supervisors check the team’s works on

a continuous basis.

In Uitenhage and Despatch there are two basic systems of bag distribution.

• A municipal system the same as in Port Elizabeth (this system operates in KwaNobuhle, Khayamnandi, Daleview and Reservoir Hills)

• A re-deemable voucher system that operates in the remaining areas. The vouchers are delivered to each household by the Post Office

every three months and can be redeemed at local Municipal Offices for a three-month supply of bags.

In the Peri-Urban areas, bags are issued in Kuyga and Colchester/

Cannonville.

In Uitenhage’s low-income areas and in parts of New Brighton / KwaZakhele

this system has been superseded by a Wheely bin refuse collection system,

which was introduced in 1998. Over 60,000 plastic 240l Wheely bins are now

being serviced once per fortnight. Where wheely bins have been introduced

together with proper public awareness campaigns, the retrieval rate has

increased to 80%. This has resulted in a corresponding reduction in litter

and illegal dumping since the rate of refuse generation remains fairly

constant. Due to the initial success of the introduction of wheely bins, the

NMMM’s Waste Collection Strategy (adopted by Council in 2003) is to expand

the usage of wheely bins to other low-income areas with sufficient road

infrastructure in the coming years.

Domestic collection rounds are measured on a regular basis, particularly in

areas where development is taking place. This is to ensure that the rounds

are optimally productive and balanced. All domestic collections, with the

exception of approximately 20,000 sites serviced by community based

cleansing contractors, are carried out by the Municipality.

Areas with structures on informal erven where the necessary road

infrastructure is absent are provided with basic services. A skip is

strategically placed in the area and the community is asked to bring their

waste to the skip in bags provided by the NMMM. The skip is periodically

cleared.

The traditional provision of a refuse service to rural areas (farms, etc) is not

cost-effective and requires further investigation. The provision of suitably

located transfer stations is one option. At present, residents in the rural

areas bury or burn their own refuse or transport it to one of the waste

disposal sites.

The percentage of non-serviced households has deceased from 7,2% in

2003 to 5,9% in 2004.



Table 6. Domestic waste collection in NMMM.

Area Households services Service provider

Community Based Contractors (CBC’s) – Black bag

MOTHERWELL 5 100 CONTRACTOR

SOWET O-ON-SEA 5 059 CONTRACTOR

MISSIONVALE 3 942 CONTRACTOR

WALMER 7 113 CONTRACTOR

KUYGA 1 055 CONTRACTOR

BLUE HORIZON BAY 200 CONTRACTOR

COLCHESTER 800 CONTRACTOR

Sub-total 23 269 8,9%

Wheely bin, kerbsid e removal

UITENHAGE 8 066 NMMM

KWANOBUHLE 18 386 NMMM

WELLS ESTATES 1 485 NMMM

HELENVALE 2 604 NMMM

GELVANDALE 1 959 NMMM

MOTHERWELL 19 810 NMMM

IBHAYI 15 317 NMMM

Sub-total 67 627 25,9%

Black bag, kerb side removal

UITENHAGE 10 322 NMMM

KWANOBUHLE 1 386 NMMM

DESPATCH 6 681 NMMM

PORT ELIZ ABETH 128 380 NMMM

MAROCK ROAD1 80 NMMM

MALABAR, BRAMLIN1 600 NMMM

SEAVIEW 770 NMMM

Sub-total 148 219 56,8%

Full service total 239 115 91,7%

Basic services: Communal skip s and black bag s

JOE SLOVO 3 000 NMMM

MATTHEW GONIWE 1 200 NMMM

WESTVIEW 2 000 NMMM

Basic service total 6 200 2,4%

No service

ARCARDIA NORTH 2 500 0,96%

COEGA/UITENHAGE RD 200 0,08%

UITENHAGE 200 0,08%

DESPATCH 160 0,06%

RURAL AREAS + OTHER2 12 423 4,76%

No service total 3 15 483 5,9%

Households total 4 260 798 100,0%

1 New service to informal areas 2 Esti mate 3 Was 7,2% on 30 June 2003. 4 Source: IDP 3rd Edition



Table 6 shows the different levels of waste collection services provided by

the NMMM per area. Annex 1 provides a visual overview.

Prior to the establishment of the Metro and the closure of many improperly

constructed and situated landfill sites, the transportation distances from

point of collection to disposal sites did not necessitate the establishment of

transfer stations. More than 95% of the collection areas were within a 30 km

radius of a disposal site, which rendered the collection and transportation of

waste suitable for compactor-type vehicles for longer-haul distances and

other vehicle types for the shorter haul distances.

With the incorporation of the Western District Council and smaller authorities

into the NMMM many of the outlying areas such as Colchester/Cannonville,

Beachview, Blue Horizon Bay, van Stadens, etc., lie beyond a 30km radius of

the NMMM’s remaining two disposal sites. The establishment of transfer

facilities will, therefore, be necessary when the waste from these areas is

disposed of at the existing permitted disposal sites.

4.6.2 Industrial/commercial waste collection

At present the Waste Management Division offers a contractual trade refuse

collection service to commerce and industry. The service is tailor-made to

the needs of the customer in respect of volumes collected and collection

frequency.

Over the last few years the demand for this service has decreased

dramatically as a result of private enterprise entering this market. The

continued provision of this Municipal service and its economic viability needs

to be thoroughly investigated. In 2004, trade refuse collection services were

provided to approximately 2,500 businesses in the Metro area.

4.6.3 Garden waste collection

Garden refuse is collected via 54 transfer stations throughout the Metro,

which also receive other types of waste from the domestic consumers.

Annex 2 indicates the locations of the existing transfer stations. The waste

is placed in large open containers, which are removed to the disposal sites

when they are full.

In accordance with the NMMM’s Waste Collection Strategy additional and

strategically sited transfer stations will be created (or, where appropriate,

community skip bin sites will be upgraded). These stations need to be easily

accessible to communities and are provided for the disposal of garden refuse

and other bulky2 household waste. These sites can also fulfil the role of

recycling stations by providing containers for different types of waste

suitable for re-cycling, and as educational centres in terms of the IWMP

(such as the KwaMagxaki Recycling Centre). The upgrading and construction

2 Bul ky waste refers to waste that does not fit in a bl ack bag or bin.



of transfer stations will be done in conjunction with the implementation of

the wheely bin refuse collection system (for more information, see Project

no. 23 on page 36).

4.6.4 Hazardous and medical waste collection

It is assumed that the majority of hazardous and medical waste that is

generated in the Metro is collected and transported by waste companies that

are licensed to do so. The hazardous waste is transported to either the Aloes

II hazardous waste site or the Koedoeskloof hazardous waste site.

A smaller portion of the hazardous waste in suspected to end up in the

municipal non-hazardous landfills Arlington and Koedoeskloof, in most cases

mixed with other waste, due to ignorance, human error and possibly

intentionally (proper disposal of hazardous waste is expensive).

4.7 Waste recycling

Recycling is the activity, which allows for the recovery of waste materials

so that they can be transformed into new products or re-used by

extending the useful life of a product by passing it on to other users (for

example re-useable bottles).

“When w e throw a product aw ay it represents more than just a piece of waste, it also embodies all resources used to produce it. If you add them all, the real w eight of a toothbrush becomes 1.5 kg and that of a cell phone becomes 75 kg.”

- Ms. Margot Wallstroem, EU Environment Commissioner

It is ideal that waste of different types be separated at source (e.g. in the

household). Recycling wastes that have been mixed is difficult and messy.

Separating waste at source requires separate storage and collection

systems. Whilst this will make the storage and collection of the waste very

costly, the downstream costs of waste handling and disposal will be greatly

reduced.

Very little waste separation occurs at present. Most domestic households

have very little awareness of the environment and all waste including

putrescibles, garden waste, glass, plastics, paper metals, textile items and

domestic hazardous wastes are disposed of in a single bag or bin. The

disposal of organic waste with other waste makes the downstream

separation a difficult and messy operation.

Very little formal recycling occurs at present and it is estimated that less

than 1% of the total waste stream is recycled. However, there are other

incidences of separation & recycling that occur from waste on the kerbside,

garden sites and the waste disposal site, which is unaccounted for. These

actions are illegal and do not have the approval of the Municipality.

With the support of Sida and the Office of Sustainable Water and Waste

Management in Gothenburg, Sweden, the KwaMagxaki Garden Waste



Transfer Station has been transformed into the KwaMagxaki Recycling

Centre, where glass, plastics, tins etc can be dropped off by Metro citizens

who wish to have their waste recycled. The site is also equipped with

facilities for training as well as and demonstration project of alternative

solutions for sanitation. Although the project has experienced some initial

difficulties, it is believed the Centre will be fully functional soon (see Project

no 11). Other transfer stations may be turned into Recycling Centres should

the KwaMagxaki experience prove successful.

Picture 2. NMMM staff welcomes you to the KwaMagxaki Recycling Centre.

The are examples of smaller companies in the more affluent areas of the

Metro offering waste separation services to apartment buildings and

neighbourhoods, where the company provides the storage facilities for glass,

tins, plastics, etc and ensure that these are recycled. For this service, the

tenants or the body corporate pays a small fee. Outside of the Metro, Cape

Town has opened an Integrated Waste Exchange (IWEX) that provides

companies, recyclers, collectors and community groups a platform to

advertise waste as a resource for others. All interested South Africans are

encouraged to use this opportunity: http://www.capetown.gov.za/iwe/

Currently most of the waste that is separated and recycled occurs at the

waste disposal site. This is a very dangerous inhumane activity where

hundreds of desperate people have to compete with one another searching

for recyclables, whilst dodging collection vehicles offloading waste and

bulldozers spreading and compacting waste. The informal salvagers also

have to face the prospect of injuries inflicted by sharp items, such as glass

and metal, in the waste pile. Only a small fraction of the recyclables is

recovered in this manner - the rest being covered over and lost.

The lack of structured waste separation initiatives impacts on many

downstream activities, such as:

• Unrecovered recyclables occupy valuable airspace in landfill sites. • Negative impact on the environment both from a pollution perspective

as well as draining our planet of its natural resources. • Reusable resources are lost. • Potential empowerment opportunities and jobs are lost which could be

initiated by recycling projects.



Waste Info 1: How and what to recycle?

Adding value to waste products help promote an effective collection system. Recycling must be financially viable and there must be markets for recycled material. The cardinal principle is that the better the stuff is sorted, the more valuable it is. This applies especially to paper, one of

the chief candidates for household recycling.

There is a limit to the number of times paper can be recycled as the cellulose fibres become shorter each time the paper is recycled. This is the reason why high quality paper fetches a higher price: it has longer fibres. The most convenient way for most households to have their paper recycled it to take it to the local school or give it to a charitable organization. Many schools have standing arrangements with recyclers

who provide large bins for paper collection on school premises. Schools and charities are paid for the paper. The market for recycled paper is growing as more individuals and companies are using it. Nevertheless, not all paper products are recyclable, so leave out waxed paper and cartons, foil-lined and plastic-strengthened bags, oil

contaminated paper, carbon paper, food wrappings, paper napkins and towels, rubber bands, metal fasteners and staples.

Do not throw any books away! Book banks are an effective way to collect used books to raise money for Metro-based charities. Contact your local library for more information.

Glass is an excellent candidate for recycling as it takes much less heat

to re-melt glass then to make new glass and the process can be repeated indifferently. Bottle banks are located at a number of garden waste transfer stations in the Metro.

Households can contribute to the recycling of plastics not so much by collecting material as by buying products made of recycled plastic (thereby keeping up the demand), reusing plastic bags wherever

possible (packing food in the freezer) and by not littering.

Collect-a-can (www.collectacan.co.za or (011) 466-2939) is the national collector of cans and uses local agents in the Metro who buy the cans. Although being a bulky waste to collect (32 000 cans make up a ton), they are easily and efficiently recycled. Remember though that all cans must be empty, the cans must be sorted to maximise payment, crushed, rusted and burnt cans can also be recycled and that no paper (except

labels), glass, plastic or other scrap metal is accepted. The most efficient way to collect cans is by a group, as transport and storage has to be sorted out. Scrap metal can be taken to special scrap metal agents in the Metro.

Used motor oil is collected and recycled by the ROSE Foundation through a number of garages in the Metro. Contact the Foundation for

more info on (021) 448-7492 or www.rosefoundation.org.za.

Laser print and ink jet cartridges are easily refilled, contact your local computer store.

Certain optometrists in the Metro collect eyeglasses for needy people. Ask your optometrist.

Source: Recycling Directory Port Elizabeth, Wildlife and Environment Society of South Africa (WESSA)



Without a meaningful intervention by local authorities, it is unlikely that any

significant recycling will occur. The Action Plan (see page 36) includes a

number of initiatives that are hoped to improve recycling in the Metro.

4.8 Composting

Composting is a natural process where the organic material is transformed

by living organisms (such as bacteria, fungi, worms and other small animals)

resulting in humus and nutrients (e.g. nitrogen and phosphorus) that can be

utilised as natural fertiliser. The production and use of natural fertiliser

reduces the need to for artificial fertiliser, which requires large amounts of

energy (for nitrogen fixation) and limited resources (mined phosphorus).

Compost is a fertiliser with positive long-term effects and is therefore usually

used as soil improver in gardens, parks and landscaping. The value varies

considerably depending on the quality and the local demand.

From the waste characterisation exercise, it is evident that approximately

50% by mass of the daily volume of waste, which is, disposed of at the

various disposal sites in the Metro falls in the category of biodegradable

waste. Whilst not all the aforementioned waste is suitable (for organic

composting (wet domestic fraction accounts for ± 4.3% of total waste

stream), the bulk of the garden waste fraction is suitable for composting.

This comprises some 80 tonnes per day.

The NMMM currently does not compost any of its collect organic waste.

Several composting companies in the Metro have approached the NMMM

with proposals. The NMMM is currently developing a number of pilot projects

on composting (see page 36) and will involve local companies/co-

operatives/organisations in these initiatives.

Waste Info 2: Can you compost it? Yes/No

Grass clippings Yes Manure from horse or cow, rabbit droppings Yes Rotten fruit & vegetables Yes

Coffee grinds, including filter Yes Tea bags Yes Citrus, e.g. nartjies, grapefruit, lemons Yes Leaves Yes Wood chips and pieces Yes Straw Yes

Sawdust (from un-treated wood) Yes Newspaper Yes Wet paper Yes Paperboard, e.g. cereal boxes Yes Egg shells Yes

Source: www.compostinfo.com



4.9 Waste treatment

The NMMM has little information on the types of waste treatment available

and being used in the Metro, nor of the risks or consequences of these

treatment options.

One form of waste treatment that the NMMM is aware of is the incineration

of medical waste at hospitals and clinics. It is suspected that the incinerators

are of inferior quality and given low maintenance, resulting in air pollution.

4.10 Waste disposal

The collected domestic refuse is disposed of at three landfill sites in the

NMMM area, namely:

• Arlington General Landfill, which is operated by a private company on contract with the Municipality.

• Koedoeskloof Low Hazardous & General Landfill, which is operated by the Municipality

• Aloes High Hazardous and General Landfill, which is operated by the private sector. Aloes is one of only three High Hazardous landfills in the

entire country.

These three landfill sites have the necessary DWAF3 permits. The locations of

the landfill sites are indicated in Annex 2.

Table 7. Types of waste landf illed at Arlington, 2004.

Cover material 30,1%

Mixed waste 15,9%

Garden waste 16,9%

Domestic waste 12,0%

Rubble & concrete 7,8%

Commercial waste 8,2%

Wood & paper 2,2%

Fine dust 1,9%

Rubber & plastic 1,8%

Other waste 3,3%

The Arlington site is the larger of the two municipal sites and is situated near

Walmer Township on the outskirts of PE. Only non-hazardous waste is

accepted at the site, where 180,000 tons of waste was landfilled in 2004.

Table 7 shows what types of waste are landfilled. The high amount of cover

material being used is due to the low quality of the material (mostly sand

that blows away). A large number of informal recyclers work on the site in

3 Dept of Water Affairs and F orestr y



very poor conditions, where they search through incoming waste after

recyclable materials that can be sold to recycling companies that collect

nearby. Food that they come across is also consumed at great risk to

themselves.

The smaller municipal site, Koedoeskloof, is located outside of Uitenhage and

receives both non-hazardous and hazardous waste from domestic and

commercial/industrial sources. At Koedoeskloof, the amounts of incoming

waste are estimated by volume (cubic metres), which is out-of-date with

modern practice. As of 1 July 2005, waste will be registered by the ton,

making comparisons with Arlington more practical. It is estimated that the

Koedoeskloof site received approximately 130,000 tons of waste annually.

Other small, non-permitted disposal sites were until recently in operation at

Colchester, Ibhayi, Blue Horizon Bay, Grootkloof, Kwanobuhle and Seaview.

These sites were in existence prior to these areas being incorporated into

the Metro. They are all now being closed and remediation plans for the sites

are being developed. As an interim measure, the waste is being transferred

and disposed of at either Arlington or Koedoeskloof.

Picture 3. Images from the Koedoeskloof landf ill site.

Domestic waste from Motherwell is also transported to the nearby Aloes

hazardous waste site for the purpose of co-disposal (approximately 500

tons/month). Co-disposal means that hazardous and non-hazardous wastes

are mixed in a landfill in order to generate a leachate that is less hazardous

than if only hazardous waste was landfilled. The practice of co-disposal is not

accepted in many countries and is expected to be phased out in South Africa

over the next decade.

“Waste management is not the exclusive preserve of government. The private sector and civil society have crucial roles to play.”

- The White Paper on Integrated Pollution and Waste Management in South Africa

Whilst there is sufficient airspace at the Arlington Site for ± 65 years and at

Koedoeskloof for ± 25 years, the Metro is in the process of identifying a new

Regional Waste Disposal site to meet the future needs of the Metro for at

least the next 100 years. Although, in the short term, this site will

essentially be used to process and dispose of hazardous wastes it will also

cater for future general waste disposal. A study is currently underway to



develop a Regional Hazardous Waste Processing Facility to serve the Metro

and the region. It is envisaged that this facility, which will meet the highest

international standards, will be operational by 2012. In the interim, the

Aloes hazardous waste facility will satisfactorily meet the needs of the Metro

until the new site is operational.

4.11 Other services provided

Litter picking

Dedicated staff exists on the staff establishment to pick up litter and sweep

streets in CBD’s, beachfront areas and certain main routes. Currently the

Environmental Management Division cleans and removes litter from

developed parks and nature reserves throughout the Metro. The NMMM

currently employs casual labour to carry out litter picking elsewhere in the

Metro area in a number of different projects.

Beach Cleaning

Beach cleaning is performed both manually by municipal staff and with the

help of mechanical beach cleaning equipment.

Street Sweeping

All main roads and highly trafficked secondary routes are swept either

manually or mechanically.

Picture 4. Korsten is an area of the Metro with large amounts of littering.

Street Washing/Sanitising

The focus of this function is in areas that are fouled and contaminated as a

result of the activities of hawkers, street traders, commuters congregating at

bus/taxi facilities and the general public at places of entertainment, sports

facilities, CBD’s, etc. The areas generally require hosing down with high-

pressure cleaners and sanitising.

Cleaning and Sanitising Ablutions



The cleaning and sanitization of ablutions is carried out by various

departments and in certain instances is outsourced to the private sector.

Certain public ablutions that are located in Parks and other public amenities

are the responsibility of the Parks Department or the Building Maintenance

Division. This entire function should be transferred one responsible Division,

whichever may be the most appropriate.

Weed Control in Road Ways

There is currently a duplication and overlap of this function, whereby both

the Cleansing and Roads and Stormwater Divisions carry out weed control in

roadways. This entire function should be transferred one responsible

Division, whichever may be the most appropriate.

4.12 Economics and Financing of Waste Management

The cleanliness of our Metro is the responsibility of the Municipality. The

Waste Management Division of the NMMM works both proactively and

responsively to waste through education and awareness programmes,

collection and transport of waste, disposal of waste, development of

recycling schemes, etc.

Currently, the management of waste is financed through both levies and

charges as well as through the municipal budget (see Difference below). The

Waste Management Budget for 2004 - 2007 is shown below:

Category

2004/2005

Budget

2005/2006

Budget

2006/2007

Budget

Basic Remuneration and

Allowances

56 768 280 55 852 190 58 634 660

General Expenses 77 402 620 89 816 020 92 918 920

Repairs and Maintenance 2 931 410 3 319 400 3 483 600

Contributions 22 814 600 16 491 370 16 719 580

Contributions to Capital

Outlay

0 0 0

Less : Amounts Charged

Out

-16 878 820 -19 370 860 -20 347 800

TOTAL EXPENDITURE 143 038 090 146 108 120 151 408 960

Miscellaneous Revenue,

Rentals , Fees and Charges

-18 202 620 -16 734 580 -17 381 330

Rateable P roperty Charges -1 329 600 -1 409 380 -1 479 850

Refuse Charges -73 117 250 -77 504 300 -81 379 520

Contributions from : -1 605 000 -1 701 300 0

Appropriations -1 914 170 -5 045 450 -5 312 420

TOTAL INCOME -96 168 640 -102 395 010 -105 553 120

DIFFERENCE 46 869 450 43 713 110 45 855 840



In addition to municipal funding, external funding organisations have also

contributed and continue to contribute to improving the waste management

services provided by the municipality. Examples of external funding include:

• Sida, who have financed a partnership between the NMMM and the Recycling Board of Göteborg, which has focussed on the development of Integrated Waste Management (IWM) in the Metro. Sida have also funded a number of consultancy reports related to IWM and contracted

a long-term advisor from Sweden to support the NMMM in 2005. With the completion of the IWMP, the cooperation with Göteborg continues on a more mutually beneficial basis (benchmarking exercises).

• The MIIU grant, which has in part financed the feasibility studies for the MRF at the Arlington site.

4.13 Organisational Structure

4.13.1 Staff and organisation

The Municipal collection and disposal of waste along with associated public

cleansing activities is a very large operation involving a labour force of ±

650 people at a total cost of approximately R140 million per annum. The

Manager of Waste Management is responsible for the Division and is

supported by five Assistant Managers. Four of the Assistant Managers run

“Operations”, while one Assistant Manager runs the newly started

“Planning”.

“Operations” is divided into “Collection” and “Treatment/Disposal”. Three

Assistant Managers run the collection of waste from their geographic areas:

(1) PE City, Blue Horizon Bay, Seaview and Kuyga (2) Ibhayi, KwaMagxaki,

KwaDwesi, Joe Slovo and Northern Areas and (3) Uitenhage, Despatch,

Bluewater Bay, Well’s Estate, Motherwell, Coega and Colchester/Cannonville.

The collection of waste involves the following staff (although some positions

have yet to be filled, funding pending):

• 3 Assistant Managers: Collection Operations • 6 Superintendents • 12 Asst Superintendents • 20 Supervisors • 6 Depot Clerks • 50 Drivers • ± 200 Refuse Carriers • ± 280 Street Sweepers • ± 30 Toilet Cleaners • 2 Community Liaisons (3 more to be appointed)

One Assistant Manager runs the two landfill sites Arlington and Koedoeskloof

and is responsible for the closure and remediation of old landfills sites and

the construction of new waste transfer stations/recycling centres.

“Treatment/Disposal” involves the following staff, according to the current

organogram:



• 1 Assistant Manager: Landfill Operations • 2 Control Officers • 3 Weighbridge Computer Operators • 1 Tip Attendant • 1 Checker • 2 Loader Operators • 1 Access Control Officer • 8 Labourers

One Assistant Manager runs the newly established sub-division “Planning”,

and is supported by (although some positions have yet to be filled, funding

pending):

• 1 Assistant Manager: Planning • 1 Planner • 1 Contracts Manager (yet to be appointed) • 1 Development Officer • 1 GIS Operator • 1 Transport Superintendent • Counters (all to be appointed)

See Annex 3 for the current organograms of the Waste Management

Division.

Staff convenes and vehicles and equipment are stored in six depots in the

Metro:

• Harrower Road (Central PE) • Gail Road (Northern Areas) • Uitenhage • Despatch • Motherwell • Blockyard (Ibhayi)



5 LEGISLATIVE REVIEW

5.1 Introduction

Legislation forms the basis of all sound administrative practises. Without

legislation, it will not be possible to implement and enforce policy and

procedures. It is, therefore, a fundamental imperative that the proposals and

policy spelt out in this IWMP document are properly formulated and

appropriately legislated.

There are two vehicles for legislating such issues, namely,

• National legislation, dealing with issues that are of national importance and that may impact beyond the sphere of jurisdiction of the local

authority.

• By-laws, which deal with local issues and the specific manner in which a local authority wishes to conduct its own affairs.

All issues emanating from the IWMP need to be clearly defined in terms of

whether they should be legislated on a national basis or locally.

A full review of existing National and Provincial legislation is found in Annex

5. Further details related to issues, which need to be legislated, are detailed

hereunder.

5.2 Issues for National Legislation

Clearly most of the initiatives and issues contained in this document are new

in South Africa and will, therefore, require the development of new

supporting National Legislation. This is to ensure that all local authorities are

required to implement waste management strategies in a uniform manner

and without putting those local authorities implementing such processes at a

disadvantage from an economic and development perspective.

Unfortunately, the enforcement of regulations that favour the protection of

the environment will have an on-going impact for industry, which in the

short term may appear negative. However, for industries to become global

competitors it is considered essential that there is compliance with best

international standards, which in the long term may prove to be more

favourable for establishing new international markets.

5.2.1 Generation of waste

Little or no control exists with respect to the generation of waste both from

an industrial / commercial and domestic prospective. Whilst the domestic

consumer has little control of most of the waste that they generate, as it is

imposed on the consumer by the producer, the consumer has the ability to

select and purchase products, which reflect positive intentions to reduce the

adverse impact of the resultant waste product on the environment by the

producer.



The only manner to do this effectively is to introduce the "producer / polluter

responsibility principle”. This will ensure that the producer contributes to the

recycling, transformation and disposal of packaging and goods at the end of

their life cycle by:

• Minimising packaging and produce packaging, which is recyclable or has the least possible negative impact on the environment in the event of disposal.

• Contributing financially to the recycling, transformation and / or

disposal of goods. • The imposition of a form of taxation on goods according to the

negative environmental impact of the product or the packaging materials used requires the implementation of National legislation. This is considered to be a political process and would in the first instance require political support at a local level.

Furthermore, one of the goals is to develop and maintain databases and

information management systems on waste generation and treatment.

The primary objectives are as follows;

• Categorisation of general, hazardous and medical waste and the

establishment of regulations concerning the various waste categories. • Labelling of products with regard to environmental impacts and

compliance. • Identification and registration of waste generators. • Impose stringent measures and legislation relating to unsolicited mail

and publications.

• Add value to waste by introducing taxation and the enforcement of the “polluter / producer responsibility principle”

The by-laws would need to clearly spell out these requirements and

processes.

5.2.2 Separation

The introduction of waste separation initiatives at source requires that

consideration be given to the following;

• Implementation of education and awareness programmes • Introduction of tariff reduction incentives to consumers who separate

waste at source • Development of by-laws, which allow the municipality to implement

waste separation at source.

The problem currently facing the municipality is that there is very little scope

for the introduction of reduced tariffs as incentives for waste separation as

the tariffs are currently very low. For example, a reduction of say 40% in

regard of the tariff for waste collection, which is currently ± R17-00/month,

is a mere R6-80/month and only a minor incentive. The focus will, therefore,

have to be on education and awareness programmes and enforcement by

way of legislation (punitive measures).



5.2.3 Collection

The municipality’s current function is limited to the collection of domestic

refuse and non-hazardous trade refuse. The bulk of the non-hazardous trade

refuse is collected by the private sector and it is envisaged that in the near

future that this service will be entirely rendered by the private sector.

The focus, therefore, relates to the implementation of collection strategies

for domestic refuse. The by-law will need to be flexible and give the

municipality the latitude to implement collection strategies as may be

appropriate at any stage of the phased implementation approach, which is to

be adopted for the separation of waste at source.

5.2.4 Transfer and Transportation

The introduction of National legislation in regard of the transfer and

transportation of waste is necessary. As a minimum, this should include the

following:

• Registration of waste transporters and waste brokers • Issue and control of permits to transport waste • Enforcement of stringent requirements relating to the transport of

waste • Categorisation of waste transporters, i.e. general, hazardous and

medical waste

It is envisaged that the municipality will fulfil a regulatory role in this regard

in collaboration with the relevant National Departments.

5.2.5 Transformation and Re-use

Possibly, it is this area of waste management, which requires the most

attention in terms of supporting legislation.

It is envisaged that both National legislation and local by-laws will require

widespread change and the introduction of new legislation that will assist

with the implementation of recycling initiatives.

A factor that has a major impact on the success of recycling initiatives is the

cost of raw materials for the manufacture of goods. It is unfortunate that the

cost of raw materials in many instances does not favour recycling.

Mechanisms need to be introduced to “add value” to the various waste

fractions which will encourage recycling initiatives.

There are a number of possibilities in this respect, namely:

• Taxation of raw materials to limit the use thereof and use the income derived there-from for the subsidisation of recycling projects.

• Taxation of goods according to the type and quantity of waste products that emanate from the products concerned. Income will also accrue to the recycling projects.

• Tax incentives / rebates to new companies entering the recycling market.



• Contributions from savings in respect of air space within the landfill sites.

• Possibility of eliminating VAT charges on recycled goods, which will give recycling, companies a 14% advantage over those companies

who make use of raw materials in manufacture. • Creation of opportunities in the emerging business sector.

The above would require consideration by National Government and needs

to be embodied in both National legislation and by-laws. Further attention

needs to be given to expanding the deposit system on beverage and other

containers, which can be reused or recycled.

5.2.6 Disposal

In support of achieving the national goal of Zero Waste by 2022, it is

necessary to legislate a ban on the disposal of organic materials at landfill

sites. This will also require the implementation of separation of organics

from domestic refuse source.

Incineration of waste remains a controversial issue particularly from a

perspective of the quality of emissions. This is a subject for consideration by

the National Department of Environmental Affairs and Tourism for research

and development of appropriate legislation.

5.2.7 Other General Environmental Matters

In an effort to remove the problems associated with littering of which the

bulk of the litter comprises discarded plastic shopping bags, the Government

has introduced plastic bag regulations, which were published in the

Government Gazette no. R543 dated May 2002. The focus of these

regulations are to place a prohibition on the manufacture, trade and

commercial distribution of plastic film with a thickness of less than 80

micron.

The possibility needs to be investigated as to whether these regulations can

be amended to include a compulsory refundable deposit on plastic bags

irrespective of the condition of the bag. However, all the pieces of the bag

must be presented for refund. This will ensure that all bags will be returned

to the business that issued them in the first instance. This system will have

the advantage of creating an opportunity for unemployed to collect

discarded bags and redeem the deposits charged. The bags, subject to their

condition, may either be issued for reuse or recycling.

5.3 What is the legal definition of waste?

The Government Notice 1986 of 24 August 1990 includes the legal definition

of waste, defining it in short as an undesirable or superfluous by-product,

emission, residue or remainder of any process or activity which is discarded,

or is accumulated and stored with the purpose of eventually discarding it, or

is stored with the purpose of recycling, re-using or extracting usable product

from such matter. The entire legal definition of waste is found in Annex 4.



Waste is classified by its source as domestic, industrial or commercial.

• Domestic waste is generated by households in residential areas. • Commercial and industrial waste is generated by commercial and

industrial entities

Broadly, commercial waste is produced by businesses that do not have

manufacturing processes, such as those in the CBD. Industrial waste is

produced by businesses with manufacturing and bulk storage/handling

facilities, such as in industrial zones.

Waste is categorised into either general or hazardous waste. It is

important to categorise waste as the environmental impacts of waste vary

with the type of waste. The appropriate handling and treatment techniques

also differ for the different types of waste.

General and hazardous waste is well described in the Department of Water

Affairs (DWAF) “Minimum Requirements for Waste Disposal by Landfill”

publication as follows:

General waste is a generic term for waste that, because of its composition

and characteristics, does not pose a significant threat to public health or the

environment if properly managed. Examples include domestic, commercial,

certain industrial wastes and builders’ rubble. General waste may have

insignificant quantities of hazardous substances dispersed within it, for

example, batteries, insecticides, weed-killers and medical waste discarded

on domestic and commercial premises.

General waste may be disposed of on any permitted landfill.

General waste can produce leachate with an unacceptably high pollution

potential. This may result from waste decomposition, together with the

infiltration and/or percolation of water. Therefore, under certain conditions

general waste disposal sites must have leachate management systems.

Therefore, in addition to being subdivided in terms of size of operation,

general waste landfills are subdivided in terms of their potential to generate

significant leachate.

Hazardous waste is waste, which can even in low concentrations have a

significant adverse effect on public health and/or the environment. This

would be because of its inherent chemical and physical characteristics, such

as toxic, flammable, corrosive, carcinogenic or other properties.

Examples of hazardous wastes are:

• Inorganic wastes such as acids, alkalis, sludges with heavy metals and asbestos wastes.

• Oily wastes from the processing and use of mineral oils. • Organic wastes such as solvent residues, paint and resin based waste and

organic chemical residues.



• Organic wastes such as edible animal and vegetable oils, waste from slaughterhouses (abattoirs) and tanneries and other animal and vegetable based products that rot and create high odour levels.

• High volume low hazard wastes that contain small quantities of highly

dispersed hazardous substances, such as sewage sludge or soils contaminated with oils and other pollutants.

• Medical wastes comprising of human/animal tissue, soiled bandages and syringes.

• Various other wastes such as redundant chemicals or medicines, laboratory wastes explosive wastes and redundant munitions.

Hazardous wastes are grouped into nine classes, which based on

international hazard groups (see Figure 3).

Source Domestic Commercial Industr ial

General:

PaperMetals General General GeneralGlass Domestic C ommercial Industrial Plastic Waste Waste WasteOrganicInerts and Builders R ubble

Hazardous:

Class 1 ExplosivesClass 2 GasesClass 3 Flammable liquidsClass 4 Flammable solids/substances Hazardous Hazardo us HazardousClass 5 Oxidising substances Domestic C ommercial Indu strialClass 6 Poisonous & Infectious Substances Waste Waste WasteClass 7 Radioactive SubstancesClass 8 Corrosive SubstancesClass 9 Miscellaneous Substances

Figure 3. National Waste Classif ication System adopted by the NWMS.

Hazardous waste is also allocated a hazard rating:

Hazard Rating 1: High Hazard

Hazard Rating 2: Moderate Hazard Hazard Rating 3: Low Hazard Hazard Rating 4: Potential Hazard

High Hazard Waste (group I): Requires the strictest control and urgent

attention. Contents are deemed to be significantly toxic and persist in the

environment and accumulate in biological tissues.

Moderately Hazardous Waste (group II): Possesses highly dangerous

characteristics and contains significant concentrations of highly/moderately

toxic constituents

Low Hazard Waste (group III): Has dangerous characteristics or with

significant concentrations of leachable/ biologically available toxic

constituents.



Potentially Hazardous Waste (group IV): Has characteristics of concern or

with toxic constituents, which are either in a form that will remain

insoluble/unavailable or are in insignificant concentrations.

The hazard ratings have different treatment and disposal requirements.

Hazardous waste landfills are therefore divided into two types according to

the hazard rating of the waste that they are designed to handle. H:H (High

Hazard) landfills can accept all hazard ratings of waste, while H:h (Low

Hazard) landfills can only accept Hazard Ratings 3 and 4 and general

wastes.

The bulk of hazardous waste is generated by commerce and industry. This

includes special industrial wastes, such as liquid wastes, other solid

hazardous wastes that may be generated by commercial and industrial

entities and medical wastes generated at medical facilities. Households and

businesses also produce smaller quantities of hazardous wastes, such as

paints, batteries and domestic solvents (known collectively as Household

Hazardous Waste).

Medical waste is classified as a hazardous waste under the broader category

of infectious waste. Medical wastes comprises of any waste generated during

diagnosis, treatment or immunisation of humans or animals and comprises

of two main categories:

Anatomical waste is waste containing human or animal tissues such as body

parts, used sanitary towels and used bandages and dressings.

Sharps are items that could cause cuts and needle-stick injuries including

items such as scalpels, hypodermic needles and other blades.



6 PUBLIC PERCEPTION

6.1 Surveys

In 2001, consultants were appointed to perform perception surveys in

previously disadvantaged communities to find out what they knew about

sustainable waste management and what they felt about the waste

management services being provided by the municipality.

The focus on the previously disadvantaged community was identified as

necessary in order to identify problems with regards to waste management

and to establish when the most waste is accumulated in order to determine

suitable collection days. The municipality had identified the disadvantaged

communities as a key sector requiring attention with regards to waste

management.

800 interviews were performed low-income areas4 during five weeks in 2001

with a number of interesting results, for example:

• Of the interviewed, 8% claimed to dispose of their waste themselves (illegal dumping?) and 3% said that they burned their waste.

• 86% of the interviewed preferred having their waste collected at least once-a-week, while 13% were satisfied with collection every second week.

• Although a majority (61%) store their waste in their backyards, 25% store their waste in the street. Reasons included “We have been told to do so” to “No alternative”.

• Those that admit dumping their waste in open spaces supply reasons

such as “To keep my yard clean”, “Because I miss the collection”, “So it is easier to collect” and “Have no bin/bin stolen”.

• 48% of the respondents rated the service delivery as good or very good. 31% rated it as fair and 20% as poor or very poor.

• Amongst the complaints were “They leave torn bags etc and we have to clean up behind them”, “They leave the waste (esp. garden waste)”, “We

don't get plastic bags”, “Our street is not clean/they leave torn bags” and “They won't take rubble mixed with waste”.

• 28% of respondents indicated that they did not think that they should pay for the collection of waste.

• 65% of the respondents rated their areas as clean or very clean. 29% rated their area as untidy and 7% as very untidy. 60% of Walmer residents rated their area as untidy.

• 70% of respondents indicated that they would be prepared to keep their areas tidy on a voluntary basis while 30 % indicated that they would not.

• 24% of the respondents interviewed composted their organic waste.

The willingness of the communities to separate their waste according to

fraction (e.g. glass, plastics, tins, etc.) to simplify recycling was also

4 Door-to-door areas ( 50 inter views in each): Mother well, New Brighton, Kwazakhele, Zwide,

KwaDwesi/KwaMag xaki, Gqebera, Northern Areas (north & south), Khayamnandi, Kwanobuhle/Khayelitsha,

KwaLanga. Contr ol Group Inter views (75 in each): Motherwell Shopping Centre, Njoli Square Taxi Ranks,

Cleary Par k Shopping Centre, Uitenhage T axi Rank.



evaluated so far as to ask the respondents what they would require to begin

this practice. The responses included:

• Collection of different waste on different days • Separate collection of glass • Different bags for different types of waste • Incentives e.g. reduced service charges

Various complaints and suggestions included:

• They won't remove grass because we don't have enough plastic for it • Workshop waste management • The municipality increased their rates without informing us • If the waste is not in plastic bags they leave it • They collect it too early, if it is too heavy or more than 5 bags they leave

it

• When they collect they sometimes leave rubbish on the streets and make the area dirty

• The skip in the area must be removed because it just makes the place untidy

• Fence the dumping areas • Group clean up

• Inspect the cleaning of the townships • The skip is too high for some people to reach



7 PUBLIC PARTICIPATION

During 2002, consultants were appointed to coordinate an inclusive public

participation process linked to the development of the IWMP. The public,

politicians, municipal staff and other interested and affected parties

participated during a course of meetings and workshops, where different

aspects of waste management were discussed.

The general consensus of the meetings is presented below and has been

included in the development of this IWMP.

7.1 General areas of concern

7.1.1 Improvement in Socio-Economic Conditions

Unemployment and poverty contribute significantly to environmental

degradation. In order to maintain a healthy and quality environment,

integrated waste management efforts should always harness opportunities

to address poverty, hunger and unemployment.

7.1.2 Environmentally Sustainable Development

Development should embrace and continue to improve the environment so

that current and future generations enjoy the optimum benefits.

7.1.3 Holistic and Integrated Approach to Environmental

Management

Environmental management is about a holistic respect for the environment

entailing an integrated approach to the social, economic and natural

environment.

7.1.4 Involvement, Development and Empowerment of SMME’s

Integrated Waste Management practices should ensure that Small, Medium

and Micro Enterprises are involved, developed and empowered.

7.1.5 Job Creation

Integrated Waste Management efforts should always harness opportunities

for job creation.

7.1.6 Dynamism

Integrated waste management planning should take into account

international best practice, the non-static nature of the environment and the

need for continued policy research, monitoring and review.

7.1.7 Education and Awareness

Education, awareness and skills development is important for ongoing policy

planning and implementation.



7.1.8 Coordination and Integration

Waste Management efforts should be informed by the need to promote and

proactively ensure cross-sectoral and interdepartmental coordination and

integration.

7.2 Recommendations

7.2.1 Waste Generation

7.2.1.1 Source Generation

• Builders need to be educated not to leave building rubble lying around. • Big business, clinics and hospitals need

to become more responsible in the production and disposal of waste

• The use of plastic bags especially by shops and supermarkets should be discouraged; e.g. bread is provided in two (2) plastic bags at the same time.

• There is a concern about the amount of plastic bags littering the Metro and that the prevailing winds worsens this problem.

• Consumers should bring their own bags or purchase them at the store. • Introduce recyclable paper bags as value added plastic bags. • Introduction of natural products e.g. sorghum plastic. 7.2.1.2 Recycling and Re-use

• Buy-in from specialist recyclers needs to be obtained for this process. • Value-adding should be encouraged for waste products with a view to

encouraging recycling and re-use of products • Lower taxation for recycled products to encourage the value of these

products, legislation with regards to this should be lobbied. • Community based recycling projects should be supported by the NMMM • Manufacturers should be given incentives to encourage them to recycle

their products and reduce their waste production. 7.2.1.3 Polluter Pays Principle - Punitive Measures

• Industries that pollute need to invest in the affected communities, in the form of community health facilities and or fund public health care programmes.

• Punitive measures should be applied to those who dump waste. The Metro currently issues spot fines of R500 but this does not seem to be

helping the situation. • Any member of the public who brings to

book perpetrators should receive an incentive of R100 from each R500 fine issued.

• There should be national lobbying to ensure that the manufacturers label their products for recycling, e.g. return and re-use.

• Public should start to be responsible for their areas. 7.2.1.4 Community Awareness and Education

• The community needs to be educated on the impacts of dumping waste

on the natural environment, a general health. 7.2.2 Waste Separation

7.2.2.1 Separation at Source

Builders need to be educated

not to leave building rubble

lying around.

The public should start to be

responsible for their areas .



• Separation of waste at source should be started on a small scale and piloted in different areas.

• Different colour bags could be

provided for waste separation at household level for pilot purposes. • Business and industry should be encouraged to separate waste at source. • In general, households are too small to ensure separation of waste at

source; waste should be separated at landfill sites and in transfer stations.

7.2.2.2 Separation at Landfill Sites

• Waste separation should be encouraged at landfill sites. • Waste separation at landfill sites should be managed. 7.2.2.3 Community Involvement

• Community based contracts should be issued for the management of waste separation facilities to ensure a person is granted a longer contract period.

7.2.3 Waste Storage and Collection

7.2.3.1 Effective Storage and Collection

• The Metropole should provide big containers in open spaces and in peoples’ yards for waste storage.

• All households in the Metro should be provided with Wheely Bins to ensure effective waste storage.

• An incentive scheme facilitated by the Metropole should be developed to reward households or companies making use of effective waste storage

and reward recycling initiatives. • The black bags distributed need to be placed in peoples post boxes, at

gates, doors or given to neighbours, and not dumped or thrown into someone’s yard.

• Broken bottles in plastic bags are dangerous to waste collectors

• Spaza shops and shebeens generate a lot of waste and should be encouraged to separate and store waste

• Wheely bins are effective waste storage for each household. • SMME’s and big business should be engaged in developing collection

strategies for different areas. 7.2.3.2 Community Involvement and Education

• Community based waste collection projects should be initiated by the Metropole

• There is a need for small businesses to collect waste door to door in conjunction with the municipality

• The tender process for community based waste collection projects should be subsidized and the public be encouraged to participate.

• Waste collection mechanism in farms outside the Metropole should be encouraged.

• There are community projects that take charge of areas without remuneration; the municipality should support these projects.

• The development of educational programmes by Manufacturers and the Business Sectors at schools and in the community in general should be encouraged.

Separation of waste at source should

start in smaller scale projects .

Spaza shops and shebeens should be

encouraged to separate waste.



7.2.3.3 Collection Programme

• The present waste collection schedule should be reviewed.

• Integration and co-operation between municipal, private and community based collection initiatives are needed.

• The public should be encouraged not to put waste on the street the night before collection.

7.2.3.4 Illegal Dumping of Waste

• Improved management and utilisation of open spaces within the Metropole

• Trees should be planted on open spaces that belong to the Metro and they should be changed to parks.

• Green open spaces need to be fenced-in. • Open spaces that belong to private companies need to be managed • There should be rewards for individuals who report the illegally dumping

of waste • The reasons why people dump waste illegally need to be understood and

accommodated to ensure that this practice does not continue endlessly.

7.2.3.5 General Waste Storage and Collection Recomm endations

• Stray animals and farming within residential areas affects effective waste management

7.2.4 Waste transfer and transportation

7.2.4.1 Public Awareness and Environmental Educatio n

• There needs to be co-ordination and integration of waste management efforts and programmes to avoid overlap and duplication.

• Members of the public should be made aware of approximately 73 skips and garden refuse sites available for public use and be made aware of

and what they are to be used for. • Donkey carts should transport waste as far as the gate of transfer station. • The tonnage of waste that donkey carts are carrying needs to be

monitored. • DWAF is concerned with donkey’s health risk in transfer stations. • DWAF is against with animals in the transfer stations as per their

legislation act.

7.2.4.2 Involvement of SMME's

• Preference for transportation of waste should be given to local contractors and community based initiatives.

• The municipality should protect and regulate the rates charged by donkey

cart operators • Community projects similar to the KwaNonkqubela project in Walmer

should be encouraged in various parts of the Metro. 7.2.4.3 Garden Waste and Building Rubble

• The current policy on transportation of garden waste from residential areas via transfer stations should be reviewed.

• The effectiveness of the skips and garden refuse sites needs to be assessed through a consultation process with local communities

Rewards for individuals who report

illegal dumping.



7.2.4.4 Waste Transfer Facilities

• Involvement of local residents at a ward level is important in the

identification of waste transfer sites as this will ensure there is support and buy-in for the facility

• Numerous waste transfer facilities should be strategically located in different areas

• Education should be made an essential component of locating a transfer facility within an area.

7.2.5 Recycling

7.2.5.1 Community Involvement and Education in Recy cling

• Community based projects need to get support from the Metropole • Recycling centres should be located

near to communities and be supported by the Metropole

• As recycling centres are far away

from communities, the associated transport costs affect the sustainability of community-based projects.

• Officials should ensure that an 'extra mile' approach is adopted towards public involvement, as the minimum legislative requirements are seemingly not enough.

• The public must be educated and informed about the opportunities and benefits that can be derived from recycling

7.2.5.2 Recycling Industry

• Recycling centres need to be provided close to the areas where products

for recycling are produced • Municipal and/or government subsidy for recycling is important in order to

make this industry sustainable • Product packaging should be regulated to ensure that it is recyclable. • Both businesses and households should not just be encouraged but forced

to recycle and/or generate less waste

• Product packaging should be reduced and recyclable

Picture 5. Informal recyclers at the Arlington landf ill work under dangerous

and unhealthy conditions, but f inding alternative livelihoods is dif f icult.

Officials should be prepared to go

that ‘extra mile’ when dealing

with the public .



7.2.6 Waste disposal and destruction

7.2.6.1 Illegal disposal sites

• A policy must be developed to avoid illegal disposal sites. 7.2.6.2 Disposal of Dead Animals

• Dead animals should not form part of domestic waste • The animal welfare or municipality should be contacted to collect dead

animals • The registration number of hit and run drivers should be taken down;

they should be reported and fined. • The proceeds from the fine should go to the person that reported the

incident. 7.2.6.3 Incineration

• Incineration needs to be phased out within in the Metro 7.2.6.4 Scavenging

• Scavenging should be managed on a contractual basis at waste disposal

sites. 7.2.6.5 Landfill Sites

• The life-span of landfill sites needs to be prolonged • Landfill sites need to be rehabilitated

• People should not live adjacent to any waste site



8 PRIORITY ISSUES

The Situation Analysis including the Public Perception Surveys and the Public

Participation provides a detailed description of the current situation of waste

management in the Metro area, limited to the information currently available

to the NMMM, as well as the views, opinions and suggestions of those who

use the service.

In its efforts to improve the management of waste in the Metro area towards

the long-term goals set out by the IWM Planning Principles, the NMMM has

identified priority issues that require immediate attention.

8.1.1 Lack of available waste-related information

One of the most serious problems facing the NMMM today is the lack of

available waste-related information. There is nearly no on going

measuring, monitoring or control of waste generation, transport, treatment

and disposal in the Metro area. Without such information, planning exercises

turn to educated guessing and the chances of missing vital information

concerning, for example, increases in illegal dumping, the generation of

hazardous waste and accidents with healthcare waste are substantial. There

is a need to identify and register waste generators and transporters in the

Metro area in order to control the way waste is generated, transported and

disposed.

8.1.2 Lack of uniform and effective waste by-laws

The waste by-laws of the NMMM, inherited from the previous local

administrations, are fragmented, ineffective and out-of-date. There is an

urgent need for the by-laws to be consolidated into a single set of by laws to

regulate waste issues of the Metro, in order to address the ineffectiveness of

the current law enforcement. Also, national government is expected to soon

promulgate the Waste Management Bill, which is hoped to bring

improvement to the legislative situation.

8.1.3 Insufficient public awareness

The citizens of the Metro have a poor understanding of how to properly

manage their waste and of the adverse environmental effects of improper

waste management practices. This is evident through the excessive littering,

dumping and burning of waste in large areas of the Metro (although this is,

in part, due to a lack of access to services and/or service sufficiency).

Although certain parts of the public are aware of the value of recyclable

waste, i.e. informal recyclers and formal recycling companies, increasing

awareness (as well as the recycling infrastructure) will realize the potential

for a growing recycling industry through an enlightened and participating

public. The possibilities of the public sorting their waste at home (source

separation) into fractions of plastic, glass, tins, etc. must be closely

examined as this brings the greatest potential for recycling.



8.1.4 Insufficient service delivery

Considering the rapid growth of the Metro and the ever-existing financial

constraints, the NMMM faces the challenge of providing an acceptable level

of services to all communities. Currently, ± 6,000 households do not

receive a proper service and no service is provided to the rural areas.

Although the primary collection method for domestic waste is the bag/bin

service, access to properly operated bulk waste transfer stations

(especially in wheelie bin areas) is also a contributing factor to acceptable

service provision. The current shortage of accessible and properly operated

transfer station has lead to unattractive and under-utilised stations and

dumping in residential areas. Transfer stations have to be sited to be within

a reasonable distance from households, focussing initially on wheelie bin

areas, and the stations should be both manned (for assisting the public) and

fenced (to avoid illegal dumping at night). The possibilities for collecting

recyclables at these stations, in addition to bulk and garden waste, should

be evaluated.

8.1.5 Unsatisfactory levels of recycling

The amount of recycling occurring in the Metro is less than

satisfactory. Although certain motivated members of the public recycle

their waste and informal recyclers earn a minimal income through recycling,

there still remains a potential for increasing recycling. This will reduce the

usage on of non-renewable natural resources, save valuable airspace in

landfill sites and provide new employment opportunities. The NMMM must

cooperate with the recycling industry, informal recyclers and the public in

order to initiate and support recycling projects and programmes throughout

the Metro. The national target of eliminating informal recycling at landfill

sites (as this is deemed as inhumane practice) increases the need to provide

additional formal job opportunities within the recycling industry.

8.1.6 Need to secure land for future landfill sites

Landfilling will remain the most common and viable waste treatment option

in South Africa for several years to come. It is therefore vital that the Metro

has access to safe and proper landfill sites in the future. Operations at

the non-licensed sites throughout the Metro must cease and these sites

must be remediated. Although the remaining lifespans of the two licensed

municipal landfill sites and one private site are substantial, increasingly

stringent environmental legislation may cause the unexpected and

premature closure of one or more sites. Operations at landfill sites must fulfil

legislative and permit requirements and advantageous locations for future

sites should be located and acquired.

8.1.7 Need to involve public and private industry

Public-private partnerships, currently limited to including outsourcing of

smaller areas, should be examined to include other areas of cooperation.

Other Metropolitans successfully cooperate with the private sector in sources

funding/sponsorship for waste management projects, collecting the private

sector’s views and opinions on waste management, creating awareness

amongst companies on waste issues, as well as efficiently outsourcing parts



of the municipal service provision. The NMMM should increase its

cooperation with the private sector at different levels to improve the overall

management of waste.

8.1.8 Broad need of capacity building within Metro

The focus of waste management in South Africa has shifted from

inexpensive disposal to a search for more sustainable practises. Municipal

staff at all levels (street sweepers to managerial positions) require capacity

building in a number of areas such as environmental management,

sustainable development, gender awareness, managerial skills, computer

skills and project management. The NMMM has begun this development of

staff, increasing their motivation and the attractiveness of the municipal

workplace.



9 WASTE MANAGEMENT OBJECTIVES

Based on the Situation Analysis and the identified Priority Issues, the NMMM

has formulated a number of desirable objectives that should be achieved in

the near future. The NMMM does, though, acknowledge that lack of

resources forces the municipality to prioritise amongst the proposed

objectives. Important criteria for prioritising one objective before another

included:

Does the objective…

• Discourage of unsustainable waste management practices? • Lead to a development of staff? • Attend to urgent issues? • Affect many Metro citizens? • Create jobs?

• Improving service delivery? • Lead to improving cost effectiveness? • Improve public awareness of sustainable waste management? • Improve public participation in waste management? • Fulfil the Metro’s legal requirements?

After evaluating the suggested objectives in accordance with the above

questions, six key objectives were identified.

Objective 1 Uniform and updated by-laws that conform to the other direction of

the IWMP and that were developed through a participatory process

that fulf ils legal requirements will be in force by end 2006.

The new Metro was created in 2000 and has yet to have a uniform set of by-

laws that are modern and encourage our c itizens to practice sustainable waste

management.

This objective will be achieved through developing a new draft set of by-laws ,

which will be improved through a substantial public participation process . I t is

also important the new by-laws make enforcement more feasible.

Objective 2

The NMMM will run at least 200 waste-related public awareness

activities per year by 2006 and at least 300 activities per year by

2008.

In order to improve our citizens ’ management of their waste, make them

aware of the services and rights they are entitled to and continually inform

them and engage them in our was te management projects , it is necessary to

continually reach the different key groups of our society through public

awareness ac tivities . This can also be done in co-operation with other

municipal departments and other organisations .

This objective will be achieved by identifying the key groups of our Metro and

developing appropriate methods for reaching them. The Department will

require additional s taff that can be used solely for the purpose of running

these activities .



Objective 3

By 2007, waste co-ops will be running successfully and growing

independently.

The existing massive need for job c reating in the Metro also requires being

addressed by waste management. Many of the tasks covered by waste

management require a very small amount of skills and can be used to c reate

new possibilities for co-operatives and job c reation in the Metro. Over time

and with the support of the Metro, the co-operatives will develop and perform more skills-demanding tasks . Eventually, the co-operatives will generate local

entrepreneurs with subs tantial experience that can contribute to the economic

development of the Metro and to Black Economic Empowerment (BEE).

This objective will be achieved by contracting co-operatives for low-skill tasks

in 2006 and providing enough support (through and in co-operation with the

Economic Development Unit) that the co-ops will be self-sufficient and able to

grow in 2007.

Objective 4

A waste information system (WIS) that provides reliable information on amounts, types, generators and transporters of waste, as well as

the private waste collection service provision, will be in place by

2008.

Both the planning and monitoring of waste management rely on an access to

comprehens ive, up-to-date and detailed waste-related information. Without it,

planning is based on educated guesses and monitoring is non-exis tent.

This objective will be achieved by establishing by interacting with other

organisations dealing with the development of WIS and establishing how such

a system can be introduced in the Metro.

Objective 5 Illegal dumping will be reduced by 50% by 2010.

Illegal dumping is one of the most obvious effec ts of insufficient public

awareness and/or inadequate service delivery. I t is also a problem where

public demand for an improvement is great, in both the central and the

residential areas of the Metro.

This objective will be achieved by improving the overall public awareness,

improving the exis ting legis lation and enforcing it and by increasing the

availability of waste trans fer s tations .

Objective 6

60% of Metro citizens will view the Metro’s waste management

service delivery as good or very good by 2010.

Munic ipal service delivery in our country has changed dramatically, from

dictating a perceived appropriate level of service delivery to actually analysing

the need and communicating with the public on what level of service they

require. A new concept of “C ustomer Care” has become part of the service

delivery.

This objective will be achieved by informing the public of their rights and

responsibilities , improving the knowledge and capacity of munic ipal s taff,

improving and expanding the service delivery and creating the atmosphere of

a transparent and customer-focussed organisation.



10 PROJECTS

10.1 Action Plan

The six objectives of this Integrated Waste Management Plan will be

achieved through the following projects, see Table 8. Although the list of

projects is long and detailed, it is not set in stone. The projects listed below

indicate the current direction of the division, taking into consideration the

available and the political priorities of today. Changes in the current situation

can and should, of course, change the planning for the future.

The Action Plan is furthered detailed by the Project Descriptions, which are

grouped according to topic: IWM Planning, Public Awareness, Recycling,

Composting, Waste Disposal, Legislative, Financial, Staff Development and

Job Creation. The majority of the projects are proposals and are dependant

of the availability of sufficient funding. Some of the projects are already

ongoing, which is indicated as a committed project.

Table 8. IWMP Action Plan 2005 - 2010

N o. Project ti tle 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4I WM Planni ng

1 Inventory of Waste Streams 1 & 2 Pln

2 De velopment of Waste In formation System (WIS) GIS

3 Pil ot project: Collection/treatment system for ho use hold haza rd ous waste Pln4 De velopment of a medical waste strategy Pln

Public Awareness

5 Publ ic Awareness Stra tegy & Campaign Dev6 Baseli ne Publi c Awareness Stu dy and Conti nued Moni toring Dev

7 De velopment of mobil e waste exhibiti on Dev8 Waste Educati on a t schoo ls Dev

R ecycl ing

9 MRF Feasibility Stu dy, Stage II Dis

10 Re cycling in Municipal buil dings Pln11 Kwamagxaki Recycli ng Cen tre Dis

12 Motherwell Buy-Back centre Dev13 Internati onal invento ry of recycli ng projects Pln

14 Forum for Re cyclers Pln

15 Pil ot project: Coloured bag system Pln16 Strategy for Waste Manage men t for 2010 Cup Pln

17 De velopment of Dig ital Waste Exchang e GISC ompost ing

18 Pil ot backyard/commun ity composting in low i ncome areas Pln

19 Pil ot communi ty composting in Co lchester Pln20 Pil ot backyard composting at Blue Horizon Bay Pln

W aste Disposal

21 Closure and Rehabi litati on of Waste Sites Dis22 ISO 14001 co mpl iance at Waste sites Dis

23 Addi tiona l transfe r stations/recyclin g centres DisLegi sla ti ve

24 De velopment of new Metro Waste By-laws Dev

25 Disp osal Ce rtif icate for Build er's Rubble Ast

26 L egislative review PlnFinancia l

27 Re view of Co st R eco very/ Equalisation of Tariffs Ast28 Feasibil ity Study: Green Pro curement Cnt29 Feasibil ity Study: Differentiated Tariff System Ast

Staf f Devel opment

30 IWMP Awareness Campaign Dev

31 Induction Course Dev32 Ne tworking with other Muni ci palit ies Pln33 Best practise manual Pln

Job Creation

34 Waste Co-operatives Cnt

Ast: Assistant Manager P lanning, Cnt : Contracts Manager, Dev: Development Offi cer, Dis: Assistant Manager Disposal, GIS: GIS Operator, Pln: Pl anner

Resp.

2009 20102005 2006 2007 2008



10.2 Project Descriptions

10.2.1 IWM Planning projects

Project no. 1a: Inventory of Waste Streams 1 (Domestic)

Project Description: A number of waste analyses have been performed over the years with varying results . Many of the

previous analyses have apparent lacks in s tatistical

reliability, which makes the results questionable.

Through this project, we will develop the in-house

capacity to perform proper and reliable analyses of

was te. This will inc lude defining different types of

was te, designing statistically sound sampling

rounds , comparing results with other cities in South

Africa and compiling a report.

Future analyses are envisioned to take place every

2 to 3 years to measure the progress of different

was te campaigns (public awareness , composting,

recycling, etc ).

Relevant Objective(s )

A waste information system (WIS) that provides

reliable information on amounts , types , generators

and transporters of waste, as well as the private

was te collection service provision, will be in place

by 2008.

BU/Position Responsible: Env Services: Waste Mng: Planning: Planner

Interested and Affected

Parties (IAP ’s ):

Generators of domestic waste (households etc )

Project Period (years ): 6 months

Operational Budget

(annual):

R 50,000

Source(s ) of financ ing: Operational

Key Performance

Indicator(s):

Deliverables: Statistically sound analysis of domestic was te in

Metro, showing types of waste according to the

National Waste Management Strategy definition as

well as differences between income groups in the

Metro.

Project no.1b: Inventory of Waste Streams 2 (Hazardous)

Project Description: Following the number 1 projec t, consultants will be

used to inventory the sources , types and volumes of

hazardous was te in the Metro. This will firstly provide

the NMMM with a pic ture of what kinds of hazardous

was te are being generated in the Metro and may also

give a once-off monitor making sure that this waste is

being treated appropriately and not ending up e.g. in

municipal landfill sites .

The inventory will provide much needed input to the

development of a Waste Information System (WIS).

Future analyses are envisioned to take place every 5

years until another authority assumes this role (e.g.



Province).





was te collection service provision, will be in place by

2008.




Industries

Waste Transporters

Hazardous Waste Disposal Sites

Other was te treatment facilities

DEAT

Project Period (years ): 6 months

Capital Budget (annual): R 100,000

Source(s ) of financ ing:

Key Performance

Indicator(s):

Deliverables: Inventory of hazardous was te in Metro, showing

sources , types and volumes of hazardous waste

according to the National Waste Management

Strategy definition as well as differences between

income groups in the Metro.

Project no. 2: Waste Information System (WIS)

Project Description: Correct and up-to-date information on the current

situation is a necessity for accurate planning. A WIS

for the Metro should be developed, in cooperation

with DEAT who have developed guidelines for such

purposed.

The NMMM WIS is envisioned to inc lude a reporting

scheme where larger companies and industries are

required to report their generation of different types of was te, and the way these wastes are collected and

treated, periodically to the NMMM. Waste received at

different facilities in the Metro will be included in the

WIS.

The WIS will allow the NMMM to plan for the types of

was te currently being generated in the Metro and

identify trends for the future. The WIS will also

func tion as a monitoring tool as reported waste

generation and treatment will be verified by the

existing plants .

Two other projects - Waste Inventories 1 & 2 – will

form the foundation for the WIS.






2008.

BU/Position Responsible: Env Services: Waste Mng: Planning: GIS Operator



Metro Chamber of Commerce

Private industry in the Metro



Waste transporters and disposal/treatment facilities

NMMM: Economic Development Unit

DEAT

Project Period (years ): Intensive development period July – Dec 2006,

continued development thereafter.

Capital Investment (in

total):

R 50,000

Operational Budget

(annual):

R 50,000


Key Performance

Indicator(s):

Volume of waste covered by WIS.

Project no. 3: Collection/treatment system for household hazardous waste

Project Description: Households generate subs tantial amounts of

hazardous was te (paints , elec trical appliances ,

florescent bulbs , batteries , etc .), which are collected

by municipal service and disposed in municipal

landfills . The HIV/AIDS pandemic where treatment at

home is increasingly used makes the handling of

household waste a possibly dangerous activity

(sharps carrying disease, etc ).

A feasibility s tudy, performed in cooperation with the

suitable national and provincial health departments ,

on how household hazardous (incl medical) was te

can be collected and treated in a safe and affordable

manner should be performed. The work will be completed with a pilot project evaluating the use f a

proposed system.


60% of Metro citizens will view the Metro’s waste

management service delivery as good or very good

by 2010.




Hospitals , HIV/AIDS organisations

DEAT Dept of Health

Companies dealing with hazardous was te

Project Period (years ): July 2005 - Dec 2006


total):

R 150,000

Source(s ) of financ ing: Sida

DBSA

Key Performance

Indicator(s):

Deliverables: Strategy on improving management of household

hazardous was te

Performed and evaluated pilot projec t on collec tion

and treatment of HHZW.



Project no. 4: Development of a Medical Waste Strategy

Project Description: Following the earlier pilot project on collec tion and

treatment of household hazardous waste, the

knowledge and experience gained will be utilised in

the development of a focussed s trategy dealing with

household medical waste, which is expected to

inc rease substantially over the coming years together

with the HIV/AIDS pandemic .

The project entails increasing in-house capacity but

will most probably also involve an expert on a

consultancy basis . The s trategy should be devised in-

cooperation with the medical profession in the Metro.




by 2010.




Hospitals , c linics , etc .

Dept of Health

Transporters of medical waste, treatment facilities

Chemists

Project Period (years ): Jan – June 2007


total):

R 100,000


Key Performance

Indicator(s):

Deliverables A s trategy identifying the types and amounts of

medical waste being generated by households , the

existing risks for different affected groups and a proposed way forward to deal with the situation,

possibly recommending a pilot project.



10.2.2 Public Awareness projects

Project no. 5: Public Awareness Strategy

Project Description: Development of a P ublic Awareness Strategy that

identifies which groups in society (e.g. schools ,

parents , homemakers , etc .) are key for improving

was te management and develop appropriate

methods of reaching each of these groups with

information. Information can be conveyed on printed

material, over the radio/TV or even door-to-door.

The strategy should also describe an information

campaign that would progress over several years ,

including a specific Anti-Littering campaign.

This project involves developing s taff through the course of the project and the campaign may involve

the services of a professional service deliverer.


Illegal dumping will be reduced by 50% by 2010.

The NMMM will run at least 200 waste-related public

awareness ac tivities per year by 2006 and at least

300 activities per year by 2008.


management service delivery as good or very good by 2010.

BU/Position Responsible: Env Services: Waste Mng: Planning: Development

Officer



NMMM Communications

NMMM: Env Services: Environmental Health

NMMM: Env Services: Environmental Management

Project Period (years ): July – December 2005 for development of Strategy.


total):

Nil (Strategy will include budget for campaign).

Operational Budget

(annual):

Nil (Strategy will include budget for campaign).

Source(s ) of financ ing: Future financing may be available through the Anti-

litter budget of Environmental Health.

Key Performance

Indicator(s):

Deliverables: Public Awareness Strategy and Campaign Plan.



Project no. 6: Baseline Public Awareness Study and continued

measurement

Project Description: A baseline s tudy would allow the Metro to begin

monitoring the development of public awareness on

was te management in the Metro. The s tudy should

be developed in co-operation with a professional

public relations firm to ensure an inventory method

that can be applied for several years to come.

The study will also include an evaluation of the

public ’s view and opinion of the NMMM’s was te

management service delivery. The baseline study is

necessary to monitor the progress of the applicable

objective.

Future measurements should be done on an annual

or bi-annual basis to monitor improvements in public

awareness and enable the NMMM to focus on issues

of contemporary importance.

The baseline study will be developed in co-operation

with a suitable PA company and/or utilising the large number of students in the Metro that would be

interes ted in contributing to the project and gaining

experience.




by 2010.


Officer



The general public in the Metro.

Env Services: Env Heath

Students (used for performing survey?)

Project Period (years ): Strategy: July – September 2005

Campaign s tarting 2006.

Operational Budget

(annual):

R100,000 for 2005 - R50,000 annually thereafter.

Source(s ) of financ ing: Possible Sida funding.

Key Performance

Indicator(s):

% of Metro c itizens view NMMM’s waste management

service delivery as good or very good.

% of Metro c itizens with basic knowledge of

sus tainable waste management.



Project no. 7: Development of Mobile Waste Exhibition

Project Description: The recurrent need for proper exhibition and information material motivates the development of a

mobile exhibition on sustainable waste management,

which informs people of the current waste situation,

the current efforts of the NMMM and of sustainable

was te management in general.

It is possible that corporate sponsorship can be

attained, at least in part, for this project.

The project entails developing and construction a

mobile exhibition unit suitable for usage at schools ,

community halls , shopping centres and building

entrances . The unit should have a dedicated person

responsible for the material, capable of transporting it

and capacitated to contribute during public awareness

ac tivities (to be guided by the Development Officer).

Relevant Objective(s ) The NMMM will run at least 200 waste-related public




Officer



Env Service: Env Health

Dept of Education

Communication

Project Period (years ): July – Dec 2006


total):

R 150,000

Operational Budget

(annual):

R 20,000

Source(s ) of financ ing: Possible corporate sponsorship

Key Performance

Indicator(s):

# of waste-related public awareness activities per

year

% of Metro c itizens with basic knowledge of

sus tainable waste management.



Project no. 8: Waste Education at Schools

Project Description: Children at schools should be reached with information on sustainable was te management at

least once in primary and once in secondary schools .

There are a number of organisations currently

providing some form of waste-related information to

schoolchildren, such as NMMM Environmental Health,

NMMM Environmental Management, DEAT , DWAF,

WESSA, etc . These efforts were once coordinated

through the “Environmental Network”, which is not

longer operating.

This project will involve employing and training five

was te educators to develop and deliver educational

programmes to schools , reaching the above-stated

targets . Waste Management will also take the

initiative to re-s tart the “Environmental Network”:

Education material will be acquired from other

organisations or, if necessary, will be developed by

the NMMM.






Officer



Dept of Education

Env Services: Environmental Health

Env Services: Environmental Management WESSA

Fairest Cape Association

DEAT

DWAF

Project Period (years ): Development of programme during 2008. Continuing

thereafter.


total):

R250,000 (development of educational material)

Operational Budget

(annual):

R500,000

Source(s ) of financ ing: Possible external funding

Key Performance

Indicator(s):

% of children in primary/secondary schools reached

by waste-related education.

# of waste-related public awareness activities per

year



10.2.3 Recycling projects

Project no. 9: MRF – Material Recovery Facility

Project Description: The potential for inc reasing recyc ling in NMMM is

substantial – the current estimate is that less than 1

% of the waste arriving at landfills is recycled (by

those on-site) and the amounts being recycled

kerbside, by individuals , etc is unknown and

presumed to be little.

The construc tion of an MRF – which may take the

form of a properly cons tructed building where

previous informal recyclers from the A rlington site

sort incoming domestic waste in a safe and regulated

manner – may prove to be an advantageous option.

This project covers establishing the viability of a MRF

at Arlington.

The project is committed and is now in P hase II .






2008.

BU/Position Responsible: Env Services: Waste Mng: Disposal: Assistant

Manager



DWAF & DEAT

Informal recyclers

Adjacent communities

Recycling industry

Project Period (years ): 2005 - 2006


total):

R 450 000

Source(s ) of financ ing: MIIU 80%

NMMM 20%

Key Performance

Indicator(s):

Established the viability of a future MRF at the

Arlington site.

Deliverables: Waste Collection Assessment

Estimation of Available Recyclable Material

Conceptual Design

Business Plan

Internal Service Delivery Assessment

External Service Delivery Assessment (only after

Council decision)

Feasibility Report complete with Collection

Assessment, Recyclable Volumes , Conceptual Design,

Business Plan and chosen Service Delivery Option.

Application of the modification of the current permit conditions for current landfill will be submitted to

DWAF and DEAT

Detail design of the MRF and tender documentation.



Project no. 10: Recycling in Municipal Buildings

Project Description: A Municipality attempting to improve the was te management practices of its citizens can only be

taken seriously if it applies sustainable prac tices

itself.

The recycling of office paper (and other materials)

would provide a good example for other

companies/individuals in the Metro area, and at the

same time save money by reducing the amounts of

was te being handled by the NMMM. Finding sufficient

space for s torage may prove to be difficult.

A private company is envisioned to conduct the

recycling on contrac t through tender or through

proposal. User information (operation manuals ) must

be distributed so that it is not expec ted that the

cleaners will sort paper from waste at the end of the

day.

A working group of officials for this project will be

necessary in order to determine an appropriate system of collection for each Business Unit.

NMMM may have to supply some infrastructure for

the collection of recyclables .




by 2010.

BU/Position Responsible: Env Services: Waste Mng: Planning: Assistant

Manager



All NMMM BUM ’s

Manager Municipal Buildings

Suitable co-ops

Project Period (years ): Development: July – Dec 2005.


total):

R 50,000

Operational Budget

(annual):

Mus t be self-financing

Source(s ) of financ ing: The project will be self-financing. Investments in

infrastruc ture will be covered by income from

recyclable material. Future surplus can be used for

public awareness activities .

Key Performance

Indicator(s):

Volumes of was te recycled at municipal offices

annually.



Project no. 11: KwaMagxaki Recycling Centre

Project Description: The KwaMagxaki Transfer Station has been trans formed, with the support of Sida and the

Recycling Office of Gothenburg, into a Recycling

Centre that can handle paper, glass, plastic , etc .

Still, the waste that is sorted at the centre is

transported to Arlington landfill and lost.

This project will finalise the completion of the centre,

including the contracting of recycling companies to

collec t and recycle the resources sorted at

KwaMagxaki.

Marketing of the Centre might also be necessary,

including informing the nearby neighbourhoods and

putting up signs on nearby roads .

The Centre also has a number of alternative toilets ,

which were intended as a demonstration project for

viable eco-sanitation. This is not working, and needs

to be looked into – preferably together with the

Infrastructure and Engineering BU (Sanitation and Water Divis ion) and other Business Units interested

in identifying more sustainable options for sanitation

(economically viable, socially acceptable and

environmentally friendly).




by 2010.



Officer



Recycling companies .

Nearby neighbourhoods .

Environmental NGO ’s .

EDTA

Project Period (years ): July – October 2005.


total):

R 50,000

Operational Budget

(annual):

Source(s ) of financ ing: Self sustaining.

Key Performance

Indicator(s):

Amounts of resources being recycled through the

Kwamagxaki.



Project no. 12: Rebirth of the Motherwell Buy-Back Centre

Project Description: Investigate the problems experienced in this project and engage the parties to re-s tart the project. This

projec t should explore the feasibility of having a buy

back centre in Motherwell and propos ing a way

forward.

Another option is changing the facility into a Drop-Off

Centre, which should also be investigated.

There are many similar experiences to draw from in

Durban, Johannesburg, C ape Town, etc . Buffalo City

is currently busy developing a Drop-Off centre,

cooperation may be possible.



By 2007, waste co-ops will be running successfully

and growing independently.

BU/Position Responsible: Env Services: Waste Management: P lanning:

Development Officer



The Motherwell Buy-Back Centre Co-op

Recycling companies

Sponsoring corporations (Coca-cola, PPC, SAPPI,

Enviroserv, etc )

MURP

EDTA


Project Period (years ): Jan – July 2006


total):

Nil

Operational Budget

(annual):

Nil

Source(s ) of financ ing: Possible EU funding through MURP .

Possible corporate funding.

Key Performance

Indicator(s):

Annual turnover of the buy-back centre.



Project no. 13: International Recycling Projects

Project Description: This project entails a desktop (internet) s tudy of success ful recycling projects in preferably other

developing countries . Other was te-related

organisations (municipalities , DEAT , universities , etc)

will also be contacted for their input and experience

from the South African context.




by 2010.






Munic ipalities , DEAT , universities , etc

International organisations involved in development

and the environment.

Project Period (years ): September - December 2006


total):

Nil

Operational Budget

(annual):

Nil


Key Performance

Indicator(s):



Project no. 14: Forum for Recyclers

Project Description: Although there are a number of companies , organisations and individuals involved in recycling,

little communication and cooperation is taking place.

It is believed that such communication would support

and improve recycling in the Metro, and that the

NMMM should facilitate the formation of Recycler’s

Forum for this purpose.

After an initial meeting of recyclers, events could

occur on a biannual basis and all involved in recycling

should be invited (individual recyclers should be

encouraged to form local associations such as the

hawkers have).

In the interest of providing a neutral, non-biased

forum, the NMMM should chair the meetings , inviting

companies , organisations and individuals to present

their projec ts and ideas , voice their comments and

questions and liaise with each other in a mutually

beneficial manner.

Informal kerbside and landfill recyclers should be

encouraged and assisted to form associations much

like the hawkers have.

Some knowledge should be drawn from Buffalo City

where they have run a Recyc ler’s Forum for several

years .

Relevant Objective(s ) Illegal dumping will be reduced by 50% by 2010.


Officer



Recycling companies e.g. Mondi, Nampak, etc .

Waste companies e.g. Reclaim

Representatives from Informal Recyc ler Associations

DEAT

Ins titute of Waste Mng in Southern A frica (IWMSA)


NMMM: Env Services: Environmental Management

NMMM: Library Services (for distribution of

information)

Project Period (years ): Initial meeting to be held beginning of 2007.

Operational Budget

(annual):

R 10,000 for meetings and material.

Source(s ) of financ ing: Primarily municipal

Possibly through corporate sponsorship

Key Performance Indicator(s):

# of people formally employed by the recycling indus try in NMMM

Annual turnover (ZAR) of the recycling indus try in

NMMM



Project no. 15: Pilot project: Coloured bag system

Project Description: This project entails developing a pilot for the evaluation of the suitability for a coloured bag system

in NMMM. Different options are available. For

example, in eThekwini, c itizens are asked to purchase

special coloured bags from the Municipality to have

their garden waste collected (which is otherwise not

accepted in the normal black bags).

Another option is to either provide or sell coloured

bags to c itizens for them to sort their recyclable

was te. This waste can then be collected either

informally by kerbs ide recyclers or through contract

with a formal recycling company.

At the end of the projec t, new knowledge, experience

and ideas will have been brought about on how to

inc rease the levels of recycling/composting in the

Metro.



management service delivery as good or very good by

2010.


Officer



Recycling companies e.g. Mondi, Nampak, etc .

Waste companies e.g. Reclaim

Representatives from Informal Recyc ler Associations

DEAT

Env Services: Environmental Health

Project Period (years ): July 2007 – July 2008

Capital Budget (total): R 200,000

Source(s ) of financ ing: Primarily municipal

Possibly from national departments and international

donors

Key Performance

Indicator(s):

# of people formally employed by the recycling

indus try in NMMM

Annual turnover (ZAR) of the recycling indus try in

NMMM



Project no. 16: Strategy for Waste Management during 2010 World Cup

Project Description: The coming World Cup in 2010 will put enormous pressure on the waste management divis ion of the

Metro. At the same time, it is very important the

international guests find our services acceptable at

an international level. That inc ludes providing

sufficient amounts of waste receptacles , providing

information and infrastruc ture for recyc ling as well as

providing a good level of cus tomer care throughout

the process.

This may also prove to be a very good opportunity

for job creation.

The projects entails getting a picture of the demands

that will be put on the municipality in regards to

was te management in ample time before the World

Cup, and to develop a strategy together with other

affected parties on how to address these demands .




by 2010.


BU/Position Responsible: Env Services: Waste Management: P lanning: Planner



Sport stadiums

Hotels and restaurants

Nelson Mandela Bay Tourism

EDTA

All Business Units

Project Period (years ): 2008


total):

R 50,000


Deliverables: SWOT-analysis for handling was te management

during the World Cup.

Integrated strategy developed together with the

IAP ’s .



Project no. 17: Development of an Integrated Waste Exchange

Project Description: There are many examples of where one company’s was te is another company’s resource. One of larges t

barriers prohibiting the advantageous exchange of

was te as a resource is the lack of an existing place

for marketing.

Cape Town has been successfully running an

Integrated Waste Exchange on the Internet for

several years . This project involved engaging the

managers of the sys tem in Cape Town in discussions

in the possibilities of allowing NMMM and EC

companies to trade on their or a sister s ite.

The project also involves properly

marketing/advertising the site.

Relevant Objective(s ):

BU/Position Responsible: Env Services: Waste Management: P lanning: GIS

Operator



PECCI

Cape Town Metropolitan Municipality

Project Period (years ): July 2008 – July 2009


total):

R 100,000

Operational Budget

(annual):


Key Performance

Indicator(s):

Amounts of waste recycled through the IWEX.



10.2.4 Composting projects

Project no. 18: Pilot project: Composting in low-income areas

Project Description: This project entails identifying a suitable area for

introducing either backyard or community

composting (together with a community garden) in a

low-income area. P roposed areas include Motherwell

and the Govan Mbeki area.

The project will include:

• Identifying composting experts within NMMM (at

Parks?) or developing experts in the lack thereof.

• Selec ting a neighbourhood on the grounds of

high unemployment and previous shown interes ts

in composting, gardening, “ploughing fields ” and/or environmental issues .

• Educating the neighbourhood on the advantages

of composting and building their capacity in this

respect.

• Supplying the neighbourhoods with basic

equipment to ensure a successful project.

• Periodically monitoring the neighbourhood to

identify problems and support their success over

one year.








by 2010.




Env Services: Parks

Community Members

Interested NGO’s

Ploughing Fields

MURP

Dept of Agriculture (EDTA)

Project Period (years ): July 2005 – Dec 2007


total):

R100,000

Source(s ) of financ ing: Possible Sida funding through Salaida (Swedish

SALGA )

Possible support from DEAT and other government

agencies

Possible support from EDTA (Ploughing Fields )

Key Performance

Indicator(s):

Number of households using backyard composting.

Number of households contributing to community

compost.



Project no. 19: Pilot project: Community Composting in

Colchester/Cannonville

Project Description: This project entails developing and implementing a

pilot project for community composting in the

satellite area of Colches ter/Cannonville. The project

in intended to c reate job opportunities in the area as

well as reduce the high cos ts of transporting organic

was te from this area to landfills .


• Identifying composting experts within NMMM (at Parks?) or developing experts in the lack thereof.

• Developing a suitable method of collec tion for organic waste in cooperation with residents of the area.

• Identifying suitable parties to run the compost and agree on terms of reimbursement. Capacity building would most probably be necessary.

• Educating the neighbourhood on the advantages of composting and building their capacity in this respect.

• The project may inc lude the construction of basic infrastruc ture to enable a centralised composting scheme in Colchester/Cannonville.

• Periodically monitoring the projec t to identify problems and support their success over one year.








by 2010.






Env Services: Parks

Economic Development

Community Members

Interested NGO’s

Project Period (years ): October 2005 – December 2007


total):

R100,000

Operational budget

(annual):

To be evaluated at a later stage.

Source(s ) of financ ing: Possible Sida funding

Possible support from DEAT and other government

agencies

Key Performance

Indicator(s):

Number of households contributing to community

compost.

Number of people employed by composting scheme.



Project no. 20: Pilot project: Backyard Composting in Blue Horizon Bay

Project Description: This project entails developing and implementing a

pilot project for backyard composting in the satellite

area of Blue Horizon Bay. The project is intended to

reduce the high cos ts of transporting organic waste

from this area to landfills as well as improve the

overall awareness for environmental and waste

issues .


• Identifying composting experts within NMMM (at

Parks?) or developing experts in the lack thereof.

• Developing a suitable concept for backyard

composting that can be introduced to households

of the area.

• Educating the neighbourhood on the advantages of composting and building their capacity in this

respect.

• Construction of a model s ite where backyard

composting can be seen, taught and discussed.

• Providing households with a list of ideas and

contact numbers should they be interes ted in

finding out more about composting.

• Periodically monitoring the projec t to identify

problems and support their success over one

year.








by 2010.






Env Services: Parks

Economic Development

Community Members

Interested NGO’s

Project Period (years ): 2008 - 2009


total):

R50,000

Operational budget

(annual):

To be evaluated at a later stage.

Source(s ) of financ ing: Possible support from DEAT and other government

agencies

Key Performance Indicator(s):

Number of households using backyard composts . Calculated reduced costs of transporting organic

was te.



10.2.5 Waste Disposal projects

Project no. 21: Closure and rehabilitation of waste disposal sites.

Project Description: There are a number of old municipal waste disposal

sites that require c losure and rehabilitation due to

the increased requirements of new environmental

legislation. Theses sites are:

(C ommunal sites )

Blue Horizon Bay (already closed, yet to be

rehabilitated)

Seaview (to be closed)

Colchester/Cannonville (to be c losed)

(General waste sites ) Grootkloof (c losed, yet to be rehabilitated)

Kwanobuhle (closed and rehabilitated, final closure

permit pending)

Ibhayi (c losed, currently being rehabilitated)

This is a committed project.




by 2010.


Manager



DEAT

DWAF

Adjacent communities

Project Period: until 2010

Project # 2005/06 2006/07 2007/08

20020025

(Ibhayi)

R2 980 730 R 4 227 560 R 4 517 510

Capital Investment:

20030039 R 1 000

000

R 500 000 R 0

Source(s ) of financ ing: Levies

Munic ipal Infrastructure Grant (MIG)

Key Performance

Indicator(s):

# of illegal sites in need of closure and/or

rehabilitation.

Project no. 22: ISO 14001 compliance at Waste Sites

(Initial Environmental Review)

Project Description: The NMMM is currently in the s tages of developing a

Metro-wide Environmental Management Sys tem

(EMS). The Arlington and Koedoeskloof landfill sites

have been identified as facilities that require site-

specific EMS. I t is envisaged that these EMS will be

promoted within the Munic ipality as demonstration

projec ts for other site specific EMS.









2008.

BU/Position Responsible: Env Services: Environmental Management: EMS

Officer

in cooperation with Steering Committee and

Env Services: Waste Mng: Disposal: Assistant

Manager

Interested and Affected Parties (IAP ’s ):

User of waste disposal s ites , primarily generators and transporters of waste.

All Business Units .

EMS Steering Committee

Project Period (years ): 2005 – 2006

Operational Budget

(annual):

R 300,000 (Operational Budget)

Source(s ) of financ ing: DBSA interested in Peer Reviewing

Key Performance

Indicator(s):

After ISO certification: annual # of deviations

Project no. 23: Additional Transfer Stations and Recycling Centres

Project Description: In terms of the Waste Collection Strategy,

trans fer/recycling stations will be introduced in the

Metro at a rate of 1:3000 households in low-income

area, and at a non-specified rate in high-income

areas . These sites will be used to offload bulky refuse, garden waste and builder’s rubble from

residents . In the future these s ites will be used for

recycling purposes (refer to Kwamagxaki Recycling

Centre).



Illegal dumping will reduce by 50 % by 2010.

60 % of Metro citizens view the Metro’s was te

management service delivery as good or very good by 2010.


Manager



All affec ted communities .

DEAT & DWAF for rezoning purposes .

Recycling industry.

Project Period (years ): Estimated project completion in 2015.

Project # 2005/06 2006/07 2007/08 Capital Investment:

20000106 R 2 400

000

R 2 670

000

R 3 800 000

Source(s ) of financ ing: Levy funding

(European Union may be interested in funding sites

in Motherwell, through the MURP .)

Key Performance

Indicator(s):

Density of sites in low-income areas . (1:3000

households)

Volumes of illegal dumping.



10.2.6 Legislative projects

Project no. 24: Development of new Metro Waste By-laws

Project Description: As a result of the amalgamation of the previous TRC’s

and TLC’s , the new Metro requires a set of uniform,

revised and up-to-date waste by-laws . Consultants

from Sweden and South Africa have prepared a 100-

page long proposal that is believed to be too

cumbersome to apply.

The proposal requires review in light of other

municipalities ’ new waste by-laws , for example

Buffalo City and Johannesburg. A new proposal must

be brought before the Committee for initial approval

before being taken for Public Participation, a process that will take approximately 3 – 6 months .

The development of new by-laws should take into

account the current work being undertaken to achieve

ISO 14001 acc reditation. Various aspects of industrial

and commercial undertaking need to be addressed by

the future legislation.

Additional town rangers will be required to effectively

enforce the new local legislation. Safety and Security

Volunteers should be involved once the new by-laws

are in place and can cooperate with the rangers and

ac t as witnesses.

This project is committed.


Uniform and updated by-laws that conform to the

direc tion of the IWMP and that were developed

through a participatory process that fulfils legal

requirements will be in force by end 2006.


Officer



The citizens of the Metro

Relevant NGO ’s

Industry and commerce in the Metro, PECCI

NMMM: Environmental Management

Project Period (years ): To be in place, after public participation, June 2006 at

latest.


total):

R 50,000

Source(s ) of financ ing: Sida

Key Performance

Indicator(s):



Project no. 25: Disposal Certif icate for Builder’s Rubble

Project Description: A common problem is that large amounts of builder’s rubble are left after the cons truction of houses , etc .

This is illegal, as the cons truction companies and

involved people are required to dispose of this waste

in an acceptable manner.

This project entails engaging the appropriate

municipal departments in discussions on the

possibilities of introducing a mandatory disposal

certificate which is necessary for the safety approval

of buildings .

Relevant Objective(s ): Illegal dumping will be reduced by 50% by 2010.

BU/Position Responsible: Env Services: Waste Management: P lanning: Asst

Manager



NMMM: Infrastruc ture and Engineering

NMMM: Infra & Eng: Housing and Land (Building

inspectors )

Cons truction companies

Project Period (years ): September 2005 – March 2006


total):

Nil.

Source(s ) of financ ing: N/A

Key Performance

Indicator(s):

Annual amounts of illegal dumping.

Project no. 26: Legislative review

Project Description: The Waste Management division requires a

consultancy report on the existing national and

provinc ial legislation and a thorough appraisal of the

Metro’s fulfilment of all applicable legis lation.

This project should coinc ide with the expec ted Waste

Management Act, which will introduce a number of

changes to municipal obligations and service

delivery.




by 2010.

BU/Position Responsible: Env Services: Waste Mng: Planning: Asst Manager



Project Period (years ): July – December 2006

(coinc iding with the promulgation of the Waste

Management Act)

Capital Investment (in total):

R 150,000

Source(s ) of financ ing: Munic ipal

Key Performance

Indicator(s):



10.2.7 Financial projects

Project no. 27: Review of Cost Recovery/Equalisation of Tariffs

Project Description: Currently, was te management in the Metro is not

financed in accordance with the “P olluter Pays

Princ iple” – meaning that users should finance the

entirety of the waste services that they use (making

exceptions for severe differences in income and

affordability). Waste tariffs vary also in the Metro as

a remnant of the TLC ’s .

This project entails going in depth into the costs of

was te management and analys ing the cost profile.

How much is spent on collection? How much on

disposal? How much can be saved through recycling and composting projec ts? How much is “was ted” by

cleaning up illegal dumping and other inefficiencies?

The project will also look into improving payment for

services . Do we need to improve our citizen’s

understanding of the necessity of their payment or of

the services that we render? Or is it more control and

following up that is necessary?

This project will be necessary for the benchmarking

exercise with the City of Gothenburg where the cost

profile will be analysed.

The IDP also lists “financial viability/cos t coverage”

as an indicator that will be used to measure area

wide performance of the NMMM.

Consultancy support may be required for this project.

The cost profile should be presented to all senior s taff

to development purposes .




by 2010.

BU/Position Responsible: Env Services: Waste Management: P lanning: Asst

Manager



NMMM: Budget & T reasury

NMMM: Financing

IDP O ffice



total):

R 100,000

Source(s ) of financ ing: Possible Sida funding through Salaida (Swedish

SALGA ).

Key Performance

Indicator(s):

% of cost recovery through rates .



Project no. 28: Green Procurement

Project Description: One of the most subs tantial ways that the NMMM can improve the environment is to have a procurement

process that promotes environmentally friendly

options .

For example, we can choose to only purchase

recycled paper. We can choose to hire vehicles that

have catalytic converters and biodegradable

lubricants . We can choose use contractors whose

drivers have attended eco-driving classes .

In this project, we would look into possibilities of

including environmental clauses in our procurement

processes , both for waste management services and

for other department’s purposes .

For example, we should purchase:

• Recycled paper and plas tics

• Low-energy lighting

• Environmental friendly motor oils and lubricants


BU/Position Responsible: Env Services: Waste Mng: Planning: Asst Manager



Env Services: Environmental Management

NMMM Bid Committee


Key Performance

Indicator(s):

# of “greened” contracts



Project no. 29: Dif ferentiated Tariffs (Feasibility Study)

Project Description: The project will also look into how cost recovery can move toward the “Polluter Pays Principle”, without

c reating an impossible situation for Metro c itizens .

Citizens should be rewarded for managing their

was te properly – minimizing, recycling, composting –

and pay less for their waste management services .

How can we improve the payment for services? The

possibilities of using a differentiated system that

encourages “good behaviour - composting and

recycling” while discouraging “bad behaviour –

generating lots of waste” should be examined.

This project will build on experiences from the pilot

projec ts on composting (both communal and

backyard) and recycling. The partnership with

Gothenburg can also provide some useful knowledge

and experience. Consultancy support may be

necessary for this project.




by 2010.




NMMM: Budget & T reasury

NMMM: Financing

Environmental Forums



R 50,000


Key Performance

Indicator(s):

% difference in fees for household that apply

sus tainable waste management compare



10.2.8 Staff Development projects

Project no. 30: IWMP Awareness Campaign

Project Description: The overall development of s taff is a priority need of

this divis ion with several hundred employees . The

campaign will address the broader need of capacity

development focussing on four areas:

• Environmental awareness • Gender awareness • HIV/AIDS • Customer Care




by 2010.


Officer



Department Staff

NMMM: Human Resources

Project Period (years ): August 2005 – December 2006

Capital Investment: R 400,000

Source(s ) of financ ing: Sida (possibly through Salaida in 2006)

DBSA (possible)

Munic ipal

Key Performance

Indicator(s):

Hours of training per s taff member (average)

Project no. 31: Induction Course

Project Description: New s taff at the Division of Waste Management, at all

levels , deserve a proper introduction to the different

facets of services that are delivered. A short (1 – 3

day) introduction to waste management and the

department should be developed for new s taff and

given once every e.g. 6 months .




by 2010.


Officer



NMMM: HR

Project Period (years ): To be developed during 2005 and implement

biannually thereafter (January and July).


R 5 ,000 (for some printed educational material)

Operational Budget

(annual):

R 5 ,000 (for some printed educational material)

Source(s ) of financ ing: Munic ipal training budget

Key Performance

Indicator(s):

% of s taff that has done induction course



Project no. 32: Networking with other Municipalities

Project Description: All other municipalities are struggling with the same

or s imilar difficulties currently experienced by the

NMMM such as new organisational structures , high

staff turnover, development of IWMP’s , more

stringent environmental legislation, etc .

Munic ipal officials would benefit from having working

relationships with their counterparts in other

municipalities with whom they can exchange

experiences and discuss common problems.

The NMMM should take the initiative and invite other

interes ted municipalities to spend a day or two in the

Metro, discussing common issues and getting to

know each other.

Several interes ting speakers from national departments , universities and consultancy companies

should be asked to participate to ensure a good

attendance.


BU/Position Responsible: Env Services: Waste Mng: Planning: Assistant

Manager



Cacadu DM

Buffalo City

Cape Town Metro Ethekwini Metro

Johannesburg Metro

Tshwane Metro

Project Period (years ): Contac ts should be made with different municipalities

during 2006 and an event should be held during the

winter of 2007.


total):

R10,000

Source(s ) of financ ing: External funding not believe possible.

Key Performance

Indicator(s):



Project no. 33: Best Practice Manual

Project Description: The division should develop and distribute a “Bes t Practice Manual” which would guide staff at all levels

on how our services are to be provided covering e.g.:

• Environmental precautions and safety

• Working precautions and safety

• Carrying and lifting recommendations /

ergonomics

• Safety precautions dealing with domestic medical

was te

• Customer care

It is possible that other munic ipalities and even the

IWMSA would be interested in cooperating and

contributing.

The manual would be used during the Induc tion

Course.




by 2010.


Officer



NMMM: HR

Relevant training centres in the Metro and South

Africa.

Ins titute of Waste Management in Southern Africa

SALGA

Project Period (years ):


total):

Operational Budget

(annual):

R 250,000

Possible source(s ) of

financ ing:

SALAIDA (Swedish SALGA) or Sida

DBSA

Key Performance

Indicator(s):

% of Metro c itizens viewing the Metro’s service

delivery as good or better.



10.2.9 Job creation projects

Project no. 34: Waste Co-operatives

Project Description: Community Based Co-operatives are envisioned to

run parts of the municipal service delivery, s tarting

with basic services , to:

• encourage communities to care for their areas

• empower community members with business

skills

• enable job c reation

Co-operative services will, at first, include litter-

picking, s treet-sweeping, managing transfer stations

and waste collection. Co-operatives will also be

encouraged to recycle waste to reduce transport to landfills and increase their income. Should the co-

operatives function well, more advances func tioned

may be contrac ted to them.

The performance of the co-ops will be communicated

back to the communities through the Environmental

Forums (run by Environmental Services).



By 2007, waste co-ops will be running successfully and growing independently.

BU/Position Responsible: Env Services: Waste Mng: Planning: Contracts

Manager



Economic Development Business Unit

Unions: Samwu, Imatu

SMME’s

Relevant communities

Project Period: Project will s tart 30 June 2005.

Operational Budget

(annual):

R 4 ,300,000 (2005/2006) in addition to the existing

CBC-budget for an expansion of services .

Source(s ) of financ ing: Levy funding

Operational budget

Key Performance

Indicator(s):

# of people in co-ops

Annual turnover (ZAR) of co-ops



11 MONITORING THE PROGRESS OF THE IWMP

Pending the promulgation of the National Waste Management Bill (which

may require a re-evaluation of this IWMP in light of future requirements,

recommendations and supporting documents), this IWMP is envisioned to

guide the development of waste management in the Metro until 2010.

In order to evaluate the effects of different projects and provide the

opportunity to re-address problems or apply alternative options, it is

necessary to monitor any progress made. For this purpose, a number of Key

Performance Indicators have been proposed.

Key Performance Indicators, also known as KPI, help an organization define

and measure progress toward organizational goals. Once an organization has

analysed its mission, identified all its stakeholders, and defined its goals, it

needs a way to measure progress toward those goals. Key Performance

Indicators are those measurements.

Of the proposed project-specific KPI, the following list of KPI will be

measured and analysed on a bi-annual basis to monitor and communicate

the progress of the IWMP. Communication will be directed to both internal

and external interested and affected parties.

Table 9. Key Performance Indicators for the IWMP.

Area of interest KPI Unit

Public Awareness Amounts of illegal dumping

Number of waste-related public awareness activ ities in the Metro

tons per annum

# per annum

Generation Amount of waste generated tons per annum

Composting Percentage of domestic waste composted %

Recycling Amounts of domestic waste recycled %

Serv ice Deliv ery Percentage of households with basic serv ices

%

Customer Satisfaction Percentage of Metro citizens viewing the NMMM’s waste management service deliv ery as good or better.

%

Financial Viability Cost coverage

Percentage of indigent households with free basic serv ices

%

%

Staff Development Hours of training invested in staff member (av erage).

hours per person and annum

PDI Percentage of Previously Disadvantaged Indiv iduals in work f orce

%

Gender Percentage of female contingent in work f orce

%

Job creation Annual economic turnov er of waste-related co-ops

R per annum



12 APPROVAL OF THE IWMP

12.1 The IWMP Organisation

The development and approval of this IWMP is done in a transparent and

inclusive manner, as illustrated below in Figure 4. The responsibility of

developing the IWMP lies within the Department of Waste Management,

where the Development Officer coordinates the IWMP Working Group.

Province (DEAT)

Environment & Health Standing Committee

The IWMP Working Group

of Municipal Officials

Support(Consultants, etc.)

Mayoral Committee

Reference Group

Environmental Services Forums

Metro Council

IWMPDevelopment

IWMP

Approval

National Waste Management Bill?

Figure 4. The IWMP Organisation.

12.1.1 The IWMP Working Group

The IWMP Working Group of Municipal Officials comprises of senior

management from the Waste Management Division, covering Planning,

Operations and Waste Disposal. Work is co-ordinated by the Development

Officer under the guidance of the Assistant Manager: Planning and the Waste

Manager. Work is performed by the members of the Working Group

according to their areas of responsibility and expertise.

The Working Group has a number of responsibilities including:

• Collecting and evaluating waste-related data for the planning process • Producing a Situation Analysis Report • Identifying Priority Needs in line with those of Metro citizens • Formulating Objectives • Developing Projects to achieve the Objectives

• Monitoring the progress of the IWMP Projects

The Working Group continuously reports to Business Unit Manager of

Environmental Services and reports periodically to the Environment & Health

Standing Committee for approval of and direction for issues, objectives, etc.



12.1.2 Environmental Services Forums for Stakeholders

The objective of the Environmental Services Forums is to ensure a broad

representation of the Public to give input and comment on the IWMP. The

Forums consist of ward councillors and additional ward committee members

who contribute to the IWM Planning by communicating the thoughts and

opinions of the communities of their respective wards. In total, there will be

five different Forums covering the entirety of the Metro. Other interested

parties from the community (private companies, NGO’s, etc.) may also

participate during the Forums. Additional forums for broad public

participation may be created should the need arise.

Picture 6. Images from Environmental Services Forums held in Motherwell

(left) and Northern Areas (right) in early 2005.

12.1.3 Reference Group

The Reference Group consists of key stakeholders within different

fields/sectors of the waste management sphere. The objective is to have a

multi-key stakeholder Reference Group that will act as a sounding board and

provide input and comment during IWM Planning. The Working Group will

collect the inputs and comments through meetings co-ordinated by the

IWMP Coordinator. The Working Group is responsible for proposing the

members of the Reference Group, which is approved by the Business Unit

Manager. The Reference Group comprises of members from the following

fields/sectors:

(Intra-municipal)

• IDP Office • Business Unit: Budget & Treasury • Business Unit: Economic Development, Tourism & Agriculture

• Business Unit: Environmental Services • Business Unit: Health Services • Business Unit: Housing & Land • Business Unit: Human Resources • Business Unit: Infrastructure & Engineering • Business Unit: Electricity & Energy • Business Unit: Corporate Admin

• Business Unit: Safety & Security • Business Unit: Recreation & Cultural Services • Environmental Management System Steering Committee (EMS)



(Extra-municipal)

• Cacadu District Municipality • DEAT, Director: Waste Management, Pretoria • DWAF, PE Office • Eastern Cape Tourism Board

• Port Elizabeth Regional Chamber Of Commerce and Industries • Mandela Bay Development Agency • Wildlife and Environment Society of SA, PE Branch • Swartkops Trust • Sundays River Valley Forum • Sardinia Bay Conservancy • Fairest Cape Association, Cape Town

• Groundwork/ Friends of the Earth International, Pietermaritzburg

The intra-municipal Reference Group (incl two shop stewards) convened at a

meeting on 6 May 2005 and was able to forward their comments and

contributions to the IWMP Co-ordinator for the remainder of that month.

The extra-municipal Reference Group was consulted through the post in May

2005.

The Standing Committee for Environmental & Health was consulted on a

regular basis for political guidance during the development of the IWMP. A

special Councillor Workshop on the IWMP was also held on 9 June 2005.

Other interested stakeholders have involved themselves in the

Environmental Services Forums and may continue to do so. Identified key

stakeholders are recorded in a database, where contact details and data

concerning their profiles, activities, special competence etc. are specified.

12.1.4 Support Group

Support during the IWMP Planning Process was obtained from a number of

sources. Consultants can be used to administrate portions of the work

including Public Participation as well as running workshops in connection to

the IWMP. Academics can be used for reviews of the IWMP content and

direction. Governmental department, such as DEAT, may be able to provide

guidance during the development of an IWMP.

The Support Group capacitates the Working Group during the IWM Planning

Process. The Working Group invites the Support Group to meetings

whenever considered necessary. Support during the development of this

IWMP has been obtained from the following companies and organisations:

• The Office of Sustainable Water and Waste Management of the City of Gothenburg, Sweden (Kretsloppskontoret)

• The Environmental Authority of the City of Gothenburg, Sweden (Miljöförvaltningen)

• Renova, the Regional Waste Company of West Sweden • SWECO International (Advisory Support)

• Sandy & Mazizi (Public Participation and Perception Surveys) • All of the above support was made possible by Sida.



12.1.5 Environment & Health Standing Committee

To ensure political buy-in and Council support, the development of the IWMP

has been presented to and guided by councillors with regular intervals. The

Environment & Health Standing Committee is the political sounding board for

the Working Group for this purpose, as it is the forum for other waste

related issues and the councillors therein are well acquainted with these

issues. The Committee also acts as the link to the Metro Council and the

Municipal Manager.

12.1.6 Department of Environmental Affairs and Tourism

The future Waste Management Act is expected to require final approval of

municipal waste management plans by DEAT at Province.

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